ANNUAL 

EQUAL EMPLOYMENT OPPORTUNITY 

PROGRAM STATUS REPORT 

FISCAL YEAR 2019 

U.S. FEDERAL TRADE COMMISSION 
 

 

 

 

TABLE OF CONTENTS 

Part A-D Federal Trade Commission Total Employment and Responsible Agency Officials 

Part E Executive Summary and Workforce Analysis 

Part F Certification of Establishment of Continuing EEO Programs 

Part G Agency Self-Assessment Checklist 

Part H EEO Plan to Attain the Essential Elements of a Model EEO Program 

Part I EEO Plan to Eliminate Identified Barriers 

Part J Special Program Plan for the Recruitment, Hiring, Advancement, and Retention 

of Persons with Disabilities 

Affirmative Action Plan for the Recruitment, Hiring, Advancement, and 

Retention of Persons with Disabilities

APPENDICES 

Appendix A: Equal Employment Opportunity Commission (EEOC) generated MD-715 

Workforce Tables (Participation Rate) 

Table A1 Total Workforce – Distribution by Race, Ethnicity, and Sex 

Table A2 Total Workforce by Component – Distribution by Race, Ethnicity, and Sex 

Table A3 Occupational Categories – Distribution by Race, Ethnicity, and Sex 

Table A4P Senior Pay & General Schedule Grades (Permanent) – Distribution by Race, 

Ethnicity, and Sex 

Table A4T Senior Pay & General Schedule Grades (Temporary) – Distribution by Race, 

Ethnicity, and Sex 

Table A5P Salary (Permanent) – Distribution by Race, Ethnicity, and Sex 

Table A5T Salary (Temporary) – Distribution by Race, Ethnicity, and Sex 

Table A6P Mission-Critical Occupations (Permanent) – Distribution by Race, Ethnicity, and 

Sex 

Table A6T Mission-Critical Occupations (Temporary) – Distribution by Race, Ethnicity, and 

Sex 

i 
Table A7 Table found in Appendix B 

Table A9 Employee Recognition and Awards – Distribution by Race, Ethnicity, and Sex 

Table A11 Table found in Appendix B 

Table A12 Table found in Appendix B 

Table B1-1 Total Workforce – Distribution by Disability Status 

Table B1-2 Total Workforce – Distribution by Disability Status (Inclusion Rate) 

Table B2 Permanent Workforce by Component – Distribution by Disability Status 

Table B3 Occupational Categories – Distribution by Disability 

Table B4P General Schedule (GS) by Grades (Permanent) – Distribution by Disability 

Table B4T General Schedule (GS) by Grades (Temporary) – Distribution by Disability 

Table B5P Salary (Permanent) – Distribution by Disability 

Table B5T Salary (Temporary) – Distribution by Disability 

Table B6P Mission-Critical Occupations (Permanent) – Distribution by Disability 

Table B6T Mission-Critical Occupations (Temporary) – Distribution by Disability 

Table B7 Table found in Appendix B 

Table B9-1 Employee Recognition and Awards – Distribution by Disability 

Table B9-2 Employee Recognition and Awards – Distribution by Disability (Inclusion Rate) 

Table B11 Table found in Appendix B 

Table B12 Table found in Appendix B 

Appendix B: Federal Trade Commission generated MD-715 Workforce Tables 

Table A7P New Hires for Mission-Critical Occupations by Race, Ethnicity, and Sex 

(Permanent) 

Table B7P New Hires for Mission-Critical Occupations by Disability (Permanent) 

ii 
 

Table A7T New Hires for Mission-Critical Occupations by Race, Ethnicity, and Sex 

(Temporary) 

Table B7T New Hires for Mission-Critical Occupations by Disability (Temporary) 

Table A9P Internal Competitive Promotions for Mission-Critical Occupations by Race, 

Ethnicity, and Sex (Permanent) 

Table B9P Internal Competitive Promotions for Mission-Critical Occupations by Disability 

(Permanent) 

Table A9T Internal Competitive Promotions for Mission-Critical Occupations by Race, 

Ethnicity, and Sex (Temporary) 

Table B9T Internal Competitive Promotions for Mission-Critical Occupations by Disability 

(Temporary) 

Table A11 Internal Competitive Promotions for Senior Grade Levels by Race, Ethnicity, and 

Sex (Permanent) 

Table B11 Internal Competitive Promotions for Senior Grade Levels by Disability 

(Permanent) 

Table A12 Career Development for Senior Grade Levels – Distribution by Race, Ethnicity, 

and Sex (Permanent) 

Table B12 Career Development for Senior Grade Levels by Disability (Permanent) 

iii 
 

Appendix C: Federal Trade Commission Organization Chart 

Appendix D: Federal Trade Commission’s Commitment to Equal Employment Opportunity 

Appendix E: Federal Trade Commission’s Strategic Plan for Fiscal Years 2018 to 2022 

Appendix F: Federal Trade Commission, Administrative Manual, Chapter 5, Section 330 – 

Alternative Dispute Resolution Policy and Procedures 

Appendix G: Federal Trade Commission, Administrative Manual, Chapter 5, Section 420 – 

Anti-Harassment Policy and Procedures 

Appendix H: Affirmative Employment of Persons with Targeted Disabilities and Personal 

Assistance Services Procedures 

Appendix I: Disability Anti-Discrimination Policy and Reasonable Accommodation 

Procedures 

iv 
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EEOC FORM 

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PART A - D 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

PART A 

Department 

or Agency 

Identifying 

Information 

1. Agency 1. Federal Trade Commission

1.a 2nd level reporting component

2. Address 2. 600 Pennsylvania Avenue, NW

3. City, State, Zip Code 3. Washington, DC 20580

4. Agency Code 5. FIPS code(s) 4. FT00 5. 11001

PART B 

Total 

Employment 

1. Enter total number of permanent full-time and part-time employees 1. 1042

2. Enter total number of temporary employees 2. 84

3. TOTAL EMPLOYMENT [add lines B 1 through 2] 4. 1126

PART C 

Agency Official(s) Responsible 

For Oversight of EEO 

Program(s) 

Title Type Name Title 

Head of Agency Joseph J. Simons Chairman 

Head of Agency Designee None None 

Principal EEO Director/Official Kevin D. Williams Director of EEO and Workplace 

Inclusion 

Affirmative Employment Program Manager Kevin D. Williams Director of EEO and Workplace 

Inclusion 

Complaint Processing Program Manager Kevin D. Williams Director of EEO and Workplace 

Inclusion 

Reasonable Accommodation Program Manager Elizabeth Kraszewski Disability Employment Program 

Manager 

Other EEO Staff Stephanie Langley EEO Specialist 

Other EEO Staff Namon Friends Attorney Advisor 

Other EEO Staff Teresa Kelsey EEO Specialist 
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EEOC FORM 

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PART A - D 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

For period covering October 1, 2018 to September 30, 2019

PART D 

List of Subordinate Components Covered in 

This Report 

Subordinate Component and Location 

(City/State) 

Country Agency Code 

EEOC FORMS and Documents Required Uploaded 

Reasonable Accommodation 

Procedure 

Y N 

Organization Chart Y N 

Alternative Dispute Resolution 

Procedures 

Y N 

Personal Assistance Services 

Procedures 

Y N 

EEO Policy Statement Y N 

Agency Strategic Plan Y N 

Anti-Harassment Policy and 

Procedures 

Y N 

Diversity Policy Statement N N 

Federal Equal Opportunity 

Recruitment Program (FEORP) 

Report 

N N 

Human Capital Strategic Plan N N 

Results from most recent Federal 

Employee Viewpoint Survey or 

Annual Employee Survey 

N N 

EEO Strategic Plan N N 

Disabled Veterans Affirmative 

Action Program (DVAAP) Report 

N N 
EEOC FORM 

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PART E.1 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: MISSION 

The United States Federal Trade Commission is an independent law enforcement agency. It is the only federal agency with both 

consumer protection and competition jurisdiction in broad sectors of the economy. The FTC’s mission is to prevent business 

practices that are anticompetitive, deceptive, or unfair to consumers; to enhance informed consumer choice and public understanding 

of the competitive process; and to accomplish this without unduly burdening legitimate business activities. 

To fulfill its mission, the FTC pursues vigorous and effective law enforcement; advances consumers’ interests by sharing its expertise 

with federal and state legislatures, and U.S. and international government agencies; develops policy and research tools through 

hearings, workshops, and conferences; and creates practical and plain-language educational materials for consumers and businesses. 

The FTC uses education and outreach to help prevent consumer injury, increase business compliance with antitrust and consumer 

protection laws, and augment its law enforcement efforts. 

The FTC deals with issues that touch the economic life of every American. Domestically, the FTC seeks to ensure that the nation’s 

markets function competitively and are vigorous, efficient, and free of undue restrictions. In addition, the FTC protects consumers 

from deceptive or misleading claims, and from harmful business practices that undermine the competitive process. Internationally, 

the FTC partners with the global community by serving both as an internal resource to FTC staff on international topics and by 

cooperating with foreign authorities through formal and informal agreements. 

The FTC has two major law enforcement bureaus, the Bureau of Consumer Protection and the Bureau of Competition. The Bureau of 

Economics, the Office of the General Counsel (OGC), the Office of the Executive Director, eight Regional Offices, and several 

small, yet critically important offices support these two bureaus. The FTC successfully achieves its mission due to the collaborative 

work that occurs across the agency. 

In Fiscal Year 2019, there were 1,042 permanent employees in the FTC workforce. The Office of Equal Employment Opportunity 

and Workplace Inclusion (EEOWI) retained its full-time staff of four employees in Headquarters and eight collateral-duty EEO 

counselors in the Regional Offices (i.e., one collateral-duty EEO counselor per Regional Office). The Office of EEOWI maintains a 

highly-trained and skilled staff, which provides the foundational support for the agency as it moves towards model EEO status. 

Inherent in the FTC’s stated goals from senior leadership is a commitment to a zero tolerance policy regarding unlawful employment 

discrimination. This is the basis upon which the Office of EEOWI ensures that FTC employees have a workplace in which they are 

motivated to perform at their highest level, and are respected and valued for their contributions. This commitment extends to equality 

of opportunity in all aspects of employment, including, but not limited to, recruitment, hiring, career development, advancement, 

discipline, and retention. It also requires identification and elimination of barriers that disadvantage or exclude any group. 

HIGHLIGHTS OF FISCAL YEAR 2019 ACCOMPLISHMENTS: 

EQUAL EMPLOYMENT OPPORTUNITY COMMISSION’S 

ESSENTIAL ELEMENTS FOR A MODEL EEO PROGRAM

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PART E.2 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A-F 

To guide agencies toward attaining and maintaining a Model EEO Program, the Equal Employment Opportunity Commission 

established six essential elements in MD-715, as required under Title VII of the Civil Rights Act, as amended, and the Rehabilitation 

Act, as amended. The essential elements are: demonstrated commitment from agency leadership; integration of EEO into the 

agency’s strategic mission; management and program accountability; proactive prevention of unlawful discrimination; efficiency; 

and responsiveness and legal compliance. These essential elements provide the framework to achieve the ultimate goal of a 

discrimination-free work environment, characterized by an atmosphere of inclusion and free and open communication for 

employment opportunities. 

The FTC Fiscal Year 2019 Annual EEO Assessment/Program Status Report identifies both accomplishments and planned actions to 

eliminate deficiencies and identified barriers, addressed in Parts G, H, and I. Highlights of our accomplishments, in implementing the 

MD-715 essential elements, are discussed below.

Essential Element One: Demonstrated Commitment from Agency Leadership 

Current FTC Chairman Joseph Simons demonstrated leadership in reaffirming the FTC’s longstanding commitment to equal 

employment opportunity by including the EEOWI Director in the agency’s weekly Senior Staff meetings. The Chairman’s decision 

to include the EEOWI Director in these weekly Senior Staff meetings reinforced the fact that EEO principles, and a fair and impartial 

workplace, will be valued during his tenure. The clear and unambiguous support that Chairman Simons provided during these 

meetings resulted in the continuation of unwavering support between the agency head and the Office of EEOWI. In particular, all 

Senior Staff, and as a result all FTC employees, knows the seriousness with which the Chairman views any unlawful employment 

discrimination and harassment. 

In addition, the Chairman has been intentional with regard to linking the FTC’s dual strategic mission to protect American consumers 

and promote competition with the stated goal of ensuring that the agency remains committed to equal employment opportunity, and 

diversity and inclusion. Chairman Simon’s insistence that the workplace remains free of unlawful employment discrimination 

represents continued collaboration between the agency head and the Office of EEOWI. Indeed, under the current Chairman, the 

Office of EEOWI has received unequivocal support, which has further strengthened the Office and enhanced its relationships across 

the entire organization. 

Specifically, the Office of EEOWI has formalized and expanded its delivery of training workshops, some of which the Chairman has 

made required training. These training workshop topics include Diversity and Inclusion and EEO Basics. In Fiscal Year 2020, the 

Office of EEOWI will develop additional curricula, which will include “How to Avoid Engaging in Reprisal and Harassment in the 

Workplace.” 

Chairman Simons has ensured that the Office of EEOWI is fully staffed and that it has the necessary resources to satisfy its 

regulatory requirements. These important items and others were discussed during the monthly meetings between Chairman Simons 

and the EEOWI Director. Because the Office of EEOWI resides in the Office of the Chairman, the EEOWI Director benefits from a 

direct line of communication to the agency head. There is no mid-level manager between the Chairman and the EEOWI Director. The 

existence of this organizational structure continued to send a signal across the organization that the Chairman prioritized issues and 

matters that the Office of EEOWI manages. 

In order to ensure efficient operations, the FTC’s Diversity Council regularly collaborated with the Office of EEOWI and the Human 

Capital Management Office (HCMO) to address concerns involving targeted outreach and recruitment, retention, workplace 

inclusion, and other relevant topics. Throughout the reporting period, the EEOWI Director, on numerous occasions, met with the 

Chair and Vice Chair of the Diversity Council and discussed best practices and strategies with regard to positively impacting the 

workplace environment and diversifying the workforce. As a result, the Diversity Council increased its visibility, both as a partner 

and as a change agent. In addition, the Office of EEOWI and the Diversity Council have continued their strong partnership efforts to 

ensure a fair, diverse, and inclusive organization for all employees. 

In addition to the work of the Diversity Council, the EEOWI Director meets with Bureau Directors, and their managers and 

supervisors, to discuss important EEO topics, including targeted outreach and recruitment, strategies to diversify the applicant pool, 

appropriate interview questions, retention of the agency’s talent, and explaining what is permissible under EEO laws. By building 

professional relationships across the FTC, the EEOWI Director raised the level of awareness of certain issues and concerns, which 

were then communicated down the supervisory chain so they could be addressed. 

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EEOC FORM 

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PART E.2 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A-F 

The delivery of training to the agency’s eight Regional Offices remained a critical component of the leadership’s commitment to a 

staff well informed of its EEO rights and responsibilities. This required training covered diversity and inclusion, and general EEO 

principles. Because of the training’s effectiveness, management officials in the FTC’s Headquarters have requested that the training 

be delivered to additional staff. As a result, instead of the training being mandated by the Chairman, the management team 

approached the EEOWI Director to inquire about the training and to schedule training for their respective organizations. 

Further, to communicate the FTC leadership’s commitment to equal employment opportunity, members from the Office of EEOWI, 

OGC, HCMO, and the Office of the Inspector General collaborated several times a year to present a management-training program 

for new and experienced management officials. This mandatory training focused on how the various offices work together to address 

critical employee relations and EEO issues at the FTC. This training encourages managers and supervisors to address workplace 

disputes before they escalate into intractable conflicts. In addition to this management training, the Office of EEOWI, OGC, and 

HCMO sought out any opportunities to provide necessary workshops that address workplace issues. 

Essential Element Two: Integration of EEO into the Agency’s Strategic Mission 

As a result of the reporting structure, the EEOWI Director enjoyed direct and regular access to the Office of the Chairman on policy 

and operational issues and trends. The staff in the Office of EEOWI worked closely and frequently with the Chairman’s Office to 

advance the principles of equal opportunity, and ensured that policies and procedures were current and workplace policies, practices, 

procedures, and conditions that were identified as barriers to equal employment were addressed. The EEOWI Director provided the 

Chairman with regular updates regarding the activities and accomplishments of the Office. 

In addition to briefing the FTC Chairman, the EEOWI Director regularly briefed the Chief of Staff and Senior Management Officials 

on the state of equal employment opportunity in the FTC. In this regard, the EEOWI Director’s briefings strategically integrated EEO 

principles at the highest levels of the agency. Through these briefing sessions, the EEOWI Director ensured that the Chairman 

remained informed and apprised on the development and implementation of potential strategies to address and correct deficiencies 

and any potential barriers. In addition to highlighting issues and concerns across the organization, the EEOWI Director 

communicated what resources were expended during the prior month, the types of training delivered, and the status of EEO cases. 

These EEOWI briefings also included discussions of the MD-715 essential elements: accountability; effectiveness; efficiency; and 

legal compliance. Any additional concerns or problem areas, as identified by the EEOWI Director, were presented to the Chairman 

and the Chief of Staff during these briefings and as circumstances required throughout the year. 

The EEOWI Director is also actively involved in expanding opportunities to integrate EEO into all FTC hiring plans, policies, 

procedures, and practices. The EEOWI Director and the Chief Human Capital Officer (CHCO) met formally and informally several 

times a month to discuss topics and issues that implicated their respective offices and the agency at-large. As a result of this 

collaborative relationship, the EEOWI Director and the CHCO have developed new strategies to improve the work environment, 

discussed concerns that were raised by FTC staff, and addressed any recurring issues that had not been fully resolved. The EEOWI 

Director and the CHCO met with managers and supervisors, the Diversity Council’s Executive Committee, and the Executive 

Director. The EEOWI Director strengthened the office’s role as a resource by assisting managers and supervisors through coaching, 

providing direction and guidance, and monitoring workplace initiatives. 

The Diversity Council continued to collaborate extensively with the Office of the Chairman, the EEOWI Director, the CHCO, and 

the Executive Director to address diversity and inclusion concerns. The Diversity Council reorganized its committee structure to 

streamline functions and to make itself more responsive to the needs of staff. Specifically, there are five committees, including 

Workforce Diversity, Workplace Inclusion, Sustainability, Communications, and Employee Engagement. These committees worked 

both independently to achieve their goals, and collaboratively to increase diversity and foster inclusion. During its regularly 

scheduled meetings, the various committees provided reports to the membership at-large as it related to any accomplishments. 

In FY 2019, the FTC followed past efforts to address the underrepresentation of Hispanic and Latino Americans in its workforce. 

Specifically, the FTC continued to maintain and further cultivate effective partnerships by sponsoring employees to attend the 43rd 

Hispanic National Bar Association’s Convention held in New York City, New York. The FTC, through its Office of EEOWI, 

sponsored five attorneys’ attendance at the HNBA Convention in September 2019. 

The FTC also participated in the 31st National Asian Pacific American Bar Association Convention, held in Austin, Texas, to 

increase its visibility as an employer of choice for Asian/Pacific Islander Americans. The FTC, through its Office of EEOWI, 

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EEOC FORM 

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PART E.2 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A-F 

sponsored two attorneys, who interacted with law students, attorneys, and judges, to discuss career opportunities at the FTC and the 

agency’s mission. In addition, the attorneys conducted mock interviews to prepare law students for the interviewing process. Further, 

they participated in the moot court competition at the conference by serving as panel judges and evaluating the performance of the 

participants. The FTC’s presence at NAPABA served several purposes, including increasing the likelihood that Asian/Pacific 

Islander Americans will seek employment at the agency in the future and offering current employees the opportunity to represent the 

agency as ambassadors, which aids in employee retention. 

The FTC participated in the 94th National Bar Association Annual Convention held in July 2019, in New York City, New York. The 

FTC, through its Office of EEOWI, sponsored four attorneys for this event. These attorneys met with judges, attorneys, and law 

students to provide an overview of the FTC and its mission. Of particular note was the Cornell University Law School Alumni 

breakfast, which was hosted by one of the agency’s senior African American attorneys. This event provided another opportunity to 

discuss job opportunities at the FTC and to introduce the agency as a prospective employer. 

The FTC participated in the Federally Employed Women Training Conference, which was held in Philadelphia, Pennsylvania. In 

particular, the Office of EEOWI, sponsored seven employees’ attendance. The group attended workshops, expanded their 

professional networks, and strengthened their competencies in leadership, management, and career development. 

The FTC participated in Blacks in Government 51st National Training Institute (NTI), which was held in Dallas, Texas. The Office 

of EEOWI sponsored ten employees. Because of the expansive number of practice areas at NTI, employees availed themselves of 

workshops that were directly related to their chosen professions. 

The FTC expanded its outreach through its Pathways Internship Program, which targets rising high school seniors. The FTC’s second 

African American Commissioner, Mozelle Thompson, established this program, originally known as the Partnership in Education 

(PIE) Program. Commissioner Thompson designed the PIE Program to provide opportunities for diverse students to gain work 

experience at the FTC and to introduce them to a federal agency that was non-existent to many of them. Through its ongoing 

relationships with many local high schools, during Fiscal Year 2019, the FTC hired a total of eighteen students. With each 

subsequent class of Pathways Interns, the FTC continues to build upon its record of establishing relationships with these potential 

future government leaders. In fact, several full-time, permanent FTC employees began their careers as members of the PIE Program. 

The FTC hired a total of 50 students from diverse backgrounds to fill summer positions during FY 2019: 3 were in the information 

technology field and 47 were clerical assistants. Of the summer students hired, 27 were female, 23 were male, 25 were African 

American, 8 were Asian American, 2 were two or more races and 15 were White. These employees are not reflected in statistical data 

because their temporary appointments expired before September 30, 2019. Note: Inasmuch as the responses to these demographic 

questions are voluntary, some students elected not to provide information. 

Through the aforementioned programmatic activities and events, and others not highlighted here, the FTC integrates equal 

employment opportunity principles into the achievement of its strategic mission of protecting American consumers, whose diversity 

reflects a mosaic of races, national origins, religions, and differing abilities. 

Essential Element Three: Management and Program Accountability 

In FY 2019, the agency continued to strengthen its Disability Program by conducting training on the Schedule A Hiring Authority. In 

particular, the Disability Program Manager met with management and hiring officials to explain the benefits of utilizing Schedule A. 

The FTC, as a result, increased its hiring of individuals with disabilities and moved closer to the federal government goals of 2% 

(targeted disabilities) and 12% (individuals with disabilities). 

The Office of EEOWI presented at several mandatory programs for employees, supervisors, and managers during FY 2019. During 

these training sessions, the Office of EEOWI communicated to staff their rights and responsibilities pursuant to the federal civil rights 

laws and the FTC’s internal policies that implement these laws. The Office of EEOWI discussed various scenarios that occur in the 

workplace and engaged in dialogue with the participants regarding how to respond in a manner that does not conflict with EEO laws. 

In addition, the Office of EEOWI provided a case-law update to keep management officials apprised of various areas of concern to 

avoid exposing the agency to liability. 

The FTC continued to include EEO as a critical element in the performance plans of supervisors and managers. The necessity of 

managing diversity and fostering inclusion in the workplace are skills that have received increased attention during required training 

Page 4 
EEOC FORM 

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PART E.2 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A-F 

for new and experienced management officials. As a result of these targeted efforts, the Office of EEOWI processed one formal EEO 

complaint. In relation to the agency’s total workforce, this number represents a low number of discrimination complaints. 

Essential Element Four: Proactive Prevention of Unlawful Discrimination 

The Office of EEOWI continued to look for new and innovative ways to address and correct inappropriate conduct before it rose to 

an actionable level. In particular, with support from the agency’s Chairman, the Office of EEOWI met with hiring officials, regional 

directors, supervisors, and managers, to discuss issues in their respective organizations. The Office of EEOWI’s staff devoted an 

extensive amount of time to building or maintaining relationships with the agency’s management officials. In the short term, this 

effort resulted in continuous dialogue between the Office of EEOWI and management, which reduced disputes in the workplace and 

increased the likelihood of resolution of conflicts when they arose. Similarly, it allowed the Office of EEOWI to present itself as a 

proactive resource for employees, and not only as the entity that has processed discrimination complaints. 

In the long term, the Office of EEOWI continued to establish new and strengthen existing relationships with front-line staff and 

management officials. The existence of these relationships provided an opportunity for management officials to contact the Office of 

EEOWI to discuss potential issues in the workplace in the earliest stages of conflict. Similarly, employees regularly reached out to 

the Office of EEOWI to receive guidance and suggestions on conflict avoidance and resolution. This increased employee engagement 

and led to a better overall workplace environment for FTC staff. Ultimately, these efforts by the Office of EEOWI helped it achieve 

its goal of being recognized as a resource and not only as a place to file an EEO complaint. 

In addition, the Office of EEOWI continued to manage the Employee Exit Interview survey program. This includes making the 

survey questionnaire electronically available and accessible via the agency’s Intranet website, tracking employees who are separating 

from the agency, promoting its completion, and analyzing the data for EEO trends, issues, and potential barriers to equality of 

opportunity. In order to keep the Employee Exit Interview survey program efficient and user-friendly, the Office of EEOWI 

continued to seek ways to improve the technology. An internal goal for the upcoming fiscal year is to deliver a new and improved 

electronic platform, which will make the production of reports less time consuming. 

Essential Element Five: Efficiency 

During this reporting period, the Office of EEOWI continued to experience success in its pre-complaint resolution rate. In particular, 

the FTC’s pre-complaint resolution rate was 78% in FY 2019. Pursuant to EEOC’s management guidance, the Office of EEOWI 

continued to place great emphasis on resolving complaints at the lowest levels possible. To that end, practices remained in place to 

make certain that the EEO Counselors possessed the necessary tools and skill sets to determine whether an informal complaint was 

ripe for resolution. The Office of EEOWI expects this trend to continue in the years ahead. 

Due to the success of its informal resolution program, only one FTC employee filed a formal complaint in FY 2019. The formal 

complaint was processed pursuant to EEOC regulations and Management Directive 110. 

Element Six: Responsiveness and Legal Compliance 

The Office of EEOWI, HCMO, and OGC continued to share responsibility for responsiveness and legal compliance in the area of 

EEO. Historically, these three offices have combined their efforts to ensure that the FTC remains in full compliance with all federal 

civil rights laws and EEOC regulations, management directives, and guidance. The aforementioned offices conducted trainings 

throughout the year for new and experienced management officials. Emphasis was placed on the collaborative relationship that these 

three offices possess. In addition, these offices reiterated to FTC management officials that the aim was the provision of excellent 

customer service and a welcoming work environment. When EEO matters arose, these offices also worked collaboratively to address 

the underlying issues. 

The Office of EEOWI kept track of all EEO matters to ensure timely processing and an efficient process. Mechanisms were put in 

place to ensure that complainants and responsible management officials were made aware of their responsibilities and obligations, 

and knew the various steps of the administrative process. 

In addition, although the agency’s Anti-Harassment Policy and Procedures remained under the Office of EEOWI’s purview, FTC 

employees who believed that they had been subjected to harassment or a hostile work environment initiated the process in HCMO. 

Within thirty days of initiating the process, an inquiry is conducted and a report is issued to the employee, the Assistant Director for 

Page 4 
EEOC FORM 

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PART E.2 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A-F 

Employee and Labor Relations, and the Director of the Office of EEOWI. The report is reviewed for timeliness, responsiveness of 

the staff involved in the process, the thoroughness of the report, and whether it complied with EEOC’s legal requirements. 

The Office of EEOWI renewed its Interagency Agreement with one of its sister agencies to assist in the processing of conflict cases. 

The importance of these relationships with other federal agencies cannot be overstated. A major goal of the Office of EEOWI 

continued to be its insistence on supporting other federal agencies in the pursuit of model EEO employer status. 

FTC – Model EEO Employer 

In light of the foregoing, the FTC appreciates the opportunity to present this MD-715 EEO Plan to guide our efforts in achieving 

model EEO employer status in the future. In FY 2020, the FTC will continue to identify areas that need strengthening and strive to 

remove even more barriers to equality of opportunity, both real and perceived. In particular, the Office of EEOWI anticipates an 

agency-wide effort of deploying new strategies to increase the population rate of individuals with targeted disabilities; increasing the 

agency’s visibility with area colleges and law schools; and strengthening the Office of EEOWI’s reputation as an entity that, above 

all else, seeks to proactively prevent unlawful employment discrimination and promotes diversity and inclusion. Furthermore, in FY 

2020, the Office of EEOWI will develop and deliver a slate of workshops and courses that will focus on diversity management and 

diversity and inclusion. 

Page 4 
 

WORKFORCE ANALYSIS 

INTRODUCTION 

This workforce analysis section provides an overview of the total FTC employment, including 

temporary and permanent employment with a focus on the agency’s permanent and attorney 

workforces. Analyzed separately are the Senior Executive Service, GS-15, GS-14, and GS-13 

workforces. (Note: This workforce analysis data is comprised of the voluntary responses of 

persons who self-reported demographic information.) 

The Equal Employment Opportunity Commission (EEOC) requires comparing the profiles of the 

race/ethnic/gender groups in these categories at the FTC against the profile for the Civilian Labor 

Force (CLF), which serves as the benchmark. The FTC workforce data are viewed in light of the 

CLF for grade level distribution, promotions, recognition and awards, and separations. This 

measure is based on EEOC’s assumption that the distribution of racial minorities and women at 

various grade levels, or with regard to promotions, recognition and awards, and separations 

should approximate their same percentage as represented in the CLF. The Relevant Civilian 

Labor Workforce (RCLF) covers all individuals in the United States, who are employed in a 

specific occupation, such as attorneys. 

CHANGES IN THE WORKFORCE 

Total Workforce 

The total FTC workforce increased by 1.2% from 1113 at the close of FY 2018 to 1126 at the 

end of FY 2019. (See Table A1). A review of the total FTC workforce shows: 

• Women’s representation in total employment increased slightly from 48.4% to 

48.9%, which is above their national CLF of 48.2%. Men’s representation in 

total employment decreased slightly from 51.6% to 51.2%, which is slightly 

below their national CLF of 51.8%. 

• Hispanic Americans’ representation in total employment increased slightly 

from at 3.8% to 4.3%, which is below their national CLF of 10%. Hispanic 

American women’s representation in total employment remained constant at 

2.3%, which is below their national CLF of 4.8%. Hispanic American men’s 

representation in total employment increased slightly from 1.5% to 2.0%, 

which is below their national CLF of 5.2%. 

• White Americans’ representation in total employment decreased slightly from 

68.3% to 68.2%, which is below their national CLF of 72.4%. White 

American women’s representation in total employment increased slightly 

from 29.2% to 29.5%, which is below their national CLF of 34%. White 

American men’s representation in total employment decreased slightly from 

39.1% to 38.7%, which is slightly above their national CLF of 38.3%. 
• Black Americans’ representation in total employment decreased from 18.5% 

to 17.3%, which is above their national CLF of 12%. Black American 

women’s representation in total employment decreased slightly from 11.5% to 

11.2%, which is significantly above their national CLF of 6.5%. Black 

American men’s representation in total employment decreased from 7% to 

6.1%, which is above their national CLF of 5.5%. 

• Asian Americans’ representation in total employment increased slightly from 

8.4% to 8.9%, which is significantly above their national CLF of 4%. Asian 

American women’s representation in total employment increased slightly 

from 4.9% to 5.3%, which is above their national CLF of 1.9%. Asian 

American men’s representation increased slightly from 3.5% to 3.6%, which 

is above their national CLF of 2%. 

• Native Hawaiians or Other Pacific Islanders’ representation in total 

employment remains constant at 0.3%, which is above their national CLF of 

0.1%. Native Hawaiians or Other Pacific Islander women’s representation in 

total employment remains constant at 0.1%, which matches their national CLF 

of 0.1%. Native Hawaiians or Other Pacific Islander men’s representation 

remained constant at 0.2%, which is slightly above their national CLF of 

0.1%. 

• American Indians or Alaskan Natives’ representation in total employment 

remains constant at 0.3%, which is below their national CLF of 1.1%. 

American Indians or Alaskan Native women’s representation in total 

employment remains constant at 0.1%, which is below their national CLF of 

0.5%. American Indians or Alaskan Native men’s representation in total 

employment remained constant at 0.2%, which is below their national CLF of 

0.6%. 

• Persons of two or more races’ representation in total employment increased 

slightly from 0.6% to 0.7%, which is above their national CLF of 0.5%. 

Women of two or more races’ representation in total employment decreased 

slightly from 0.5% to 0.4%, which is above their national CLF of 0.3%. Men 

of two or more races’ representation increased slightly from 0.1% to 0.3%, 

which matches their national CLF is 0.3%. 

• Americans with targeted disabilities’ representation in total employment 

decreased slightly from 1.7% to 1.4%. There is no CLF for Americans with 

targeted disabilities. The federal goal is 2%. 

Total Workforce: FY 2019 

Total employment representation of White American men, Black American men and women, 

Asian American men and women, and women of two or more races exceeded their percentage in 

the national CLF. By contrast, total employment representation of Hispanic American men and 

2 
women, White American women, Native Hawaiians or Other Pacific Islander men and women, 

and American Indians or Alaskan Native men and women were below their percentage in the 

national CLF. 

Temporary Workforce 

The number of temporary employees increased 2.4% from 82 at the close of FY 2018 to 84 at 

the close of FY 2019. Temporary employees represented 7.4% of the FTC’s total workforce at 

the end of FY 2018, compared to 7.5% at the end of FY 2019. (See Table A1). A review of the 

agency’s temporary workforce shows: 

• Women represented 50% of the temporary workforce at the end of FY 2018, 

compared to 56% at the end of FY 2019, which is above their national CLF of 

48.1%. Men represented 50% of the temporary workforce at the end of FY 

2018, compared to 44.1% at the end of FY 2019, which is below their national 

CLF of 51.9%. 

• Hispanic American employees represented 1.2% of the temporary workforce 

at the end of FY 2018, compared to 4.8% at the end of FY 2019. Hispanic 

American women were not represented in the temporary workforce at the end 

of FY 2018 and FY 2019. Hispanic American men increased from 1 to 4. 

Their representation increased from 1.2% to 4.8%. 

• White American employees represented 66.6% of the temporary workforce at 

the end of FY 2018, compared to 71.4% at the end of FY 2019. The number 

of White American women increased from 26 to 33. Their representation 

increased from 31.7% to 39.3%. The number of White American men 

decreased from 28 to 27. Their representation decreased from 34.2% to 

32.1%. 

• Black American employees represented 23.1% of the temporary workforce at 

the end of FY 2018, compared to 13.1% at the end of FY 2019. The number 

of Black American women decreased from 12 to 9. Their representation 

decreased from 14.6% to 10.7%. The number of Black American men 

decreased from 7 to 2. Their representation decreased from 8.5% to 2.4%. 

• Asian American employees represented 7.3% of the temporary workforce at 

the end of FY 2018, compared to 10.8% at the end of FY 2019. The number 

of Asian American women increased from 2 to 5. Their representation 

increased from 2.4% to 6%. The number of Asian American men remained 

constant at 4. Their representation decreased from 4.9% to 4.8%. 

• Native Hawaiians or Other Pacific Islanders were not represented in the 

temporary workforce at the end of FY 2018 and FY 2019. 

3 
• American Indians or Alaskan Natives employees were not represented in the

temporary workforce at the end of FY 2018 and FY 2019.

• Persons of two or more races were not represented at the end of FY 2019.

• Americans with targeted disabilities in the temporary workforce were not

represented in the temporary workforce at the end of FY 2019.

Permanent Workforce 

The number of permanent employees increased 1.1% from 1031 to 1042. Permanent 

employees represented 92.6% of the FTC workforce at the end of FY 2018, compared to 92.5% 

at the end of FY 2019. (See Table A1). A review of the agency’s permanent workforce shows 

that: 

• Women’s representation in the permanent workforce increased from 498 to

503. Their representation remained constant at 48.3%, which is above their

national CLF of 48.1%. Men’s representation remained constant at 51.7%,

which is below their national CLF of 51.9%.

• The number of Hispanic American women in the permanent workforce

increased from 25 to 26. Their representation increased slightly from 2.4% to

2.5%, which is below their national CLF of 4.8%. The number of Hispanic

American men in permanent employment increased from 16 to 19. Their

representation increased slightly from 1.6% to 1.8%, which is below their

national CLF of 5.2%.

• The number of White American women in the permanent workforce remained

constant at 299. Their representation decreased slightly from 29% to 28.7%,

which is below their national CLF of 34%. The number of White American

men in the permanent workforce increased from 407 to 409. Their

representation decreased slightly from 39.5% to 39.3%, which is above their

national CLF of 38.3%.

• The number of Black American women in the permanent workforce increased

from 116 to 117. Their representation decreased slightly from 11.3% to

11.2%, which is significantly above their national CLF of 6.5%. The number

of Black American men in the permanent workforce decreased from 71 to 67.

Their representation decreased slightly from 6.9% to 6.4%, which is above

their national CLF of 5.5%.

• The number of Asian American women in the permanent workforce increased

from 52 to 55. Their representation increased slightly from 5% to 5.3%,

which is above their national CLF of 1.9%. The number of Asian American

men in the permanent workforce increased from 35 to 37. Their

representation increased slightly from 3.4% to 3.6%, which is above their

national CLF of 2%.

4 
 

 

 

• The number of Native Hawaiian or Other Pacific Islander women in the 

permanent workforce remained constant at 1. Their representation remained 

constant at 0.1%, which equals their national CLF of 0.1%. The number of 

Native Hawaiian or Other Pacific Islander men in the permanent workforce 

remained constant at 2. Their representation remained constant at 0.2%, 

which is above their national CLF of 0.1%. 

• The number of American Indian or Alaskan Native women in the permanent 

workforce remained constant at 1. Their representation remained constant at 

0.1%, which is below their national CLF of 0.5%. The number of American 

Indian or Alaskan Native men in the permanent workforce increased from 1 to 

2. Their representation increased slightly from 0.1% to 0.2%, which is below 

their national CLF of 0.6%. 

• The number of women of two or more races in the permanent workforce 

remained constant at 4. Their representation remained constant at 0.4%, 

which is above their national CLF of 0.3%. The number of men of two or 

more races in the permanent workforce increased from 1 to 3. Their 

representation increased slightly from 0.1% to 0.3%, which matches their 

national CLF of 0.3%. 

• The number of Americans with targeted disabilities in the permanent 

workforce decreased from 18 to 16. Their representation decreased slightly 

from 1.8% to 1.5%, which is below the government-wide goal of 2%. 

CHANGES IN LEVELS OF EMPLOYMENT 

October 1, 2018 to September 30, 2019 

Senior Executive Service 

The Senior Executive Service (SES) workforce increased 10.8% from 37 to 41. SES 

employees accounted for 3.6% of the FTC’s permanent workforce at the end of FY 2018, and 

3.9% at the end of FY 2019. (See Table A4-P). 

• Women’s representation in the SES workforce increased from 14 to 18. Their 

representation increased from 37.8% to 43.9%, which is below their representation 

of 48.3% in the permanent workforce. 

• The number of racial minorities in the FTC SES workforce increased from 5 to 6.1 

Their representation in the SES workforce increased from 13.5% to 14.6%, which 

is significantly below their representation of 31.1% in the permanent workforce. 

Hispanic American men, Black American men, Native Hawaiians or Other Pacific 

1

 In FY 2018, two Black American men identified in the SES population were, in fact, White American men. 

5 
 

Islanders, American Indians or Alaska Natives, and persons of two or more races 

were not represented in this workforce. 

• Americans with targeted disabilities were not represented in the SES workforce. 

Grades 13-15 

Total employees in grades 13-15 increased by 1.3% from 829 to 840. This pool of employees 

provides the major source of highly qualified candidates for managerial and supervisory 

positions. Employees in grades 13-15 accounted for 80.4% of the permanent workforce at the 

end of FY 2018, compared to 80.6% at the end of FY 2019. 

Grade 15 

Total employees in grade 15 increased by 1.2% from 563 to 570. As the largest populated FTC 

grade level, grade 15 accounted for 54.6% of the FTC’s permanent workforce at the end of FY 

2018, compared to 54.7% at the end of FY 2019. 

The number of women in grade 15 increased by 3.1% from 254 to 262. Their portion of grade 

15 increased slightly from 45.1% to 46%, which is below their representation of 48.3% in the 

permanent workforce. The number of men decreased from 309 to 308. Their portion of grade 

15 decreased slightly from 54.9% to 54%, which is above their representation of 51.7% in the 

permanent workforce at the end of FY 2019. 

Hispanic Americans in grade 15 remained constant at 20. Their portion of grade 15 decreased 

slightly from 3.6% to 3.5%, which is below their representation of 4.3% in the permanent 

workforce. The number of Hispanic American women increased from 10 to 11. Their portion of 

grade 15 increased slightly from 1.8% to 1.9%, which is below their representation of 2.5% in 

the permanent workforce at the end of FY 2019. The number of Hispanic American men 

decreased from 10 to 9. Their portion of grade 15 decreased slightly from 1.8% to 1.6%, which 

is below their representation of 1.8% in the permanent workforce at the end of FY 2019. 

White Americans in grade 15 decreased by 0.4% from 461 to 459. Their portion of grade 15 

decreased from 81.9% to 80.3%, which is significantly above their representation of 67.9% in the 

permanent workforce. The number of White American women increased from 190 to 194. 

Their portion of grade 15 increased slightly from 33.8% to 34%, which is above their 

representation of 28.7% in the permanent workforce at the end of FY 2019. The number of 

White American men decreased from 271 to 265. Their portion of grade 15 decreased from 

48.1% to 46.5%, which is above their representation of 39.3% in the permanent workforce at the 

end of FY 2019. 

Black Americans in grade 15 increased 24.1% from 29 to 36. Their portion of grade 15 

increased from 5.2% to 6.4%, which is significantly below their representation of 17.7% in the 

6 
 

 

permanent workforce. The number of Black American women increased from 18 to 22. Their 

portion of grade 15 increased slightly from 3.2% to 3.9%, which is significantly below their 

representation of 11.2% in the permanent workforce at the end of FY 2019. The number of 

Black American men increased from 11 to 14. Their portion of grade 15 increased slightly from 

2% to 2.5%, which is below their representation of 6.4% in the permanent workforce at the end 

of FY 2019. 

Asian Americans in grade 15 increased 4% from 50 to 52. Their portion of grade 15 increased 

from 8.9% to 9.2%, which is above their representation of 8.9% in the permanent workforce. 

The number of Asian American women decreased from 35 to 34. Their portion of grade 15 

decreased slightly from 6.2% to 6%, which is above their representation of 5.3% in the 

permanent workforce at the end of FY 2019. The number of Asian American men increased 

from 15 to 18. Their portion of grade 15 increased slightly from 2.7% to 3.2%, which is below 

their representation of 3.6% in the permanent workforce at the end of FY 2019. 

Native Hawaiian or Other Pacific Islanders in grade 15 remained constant at 2. Their portion 

of grade 15 remained constant at 0.4%, which is above their representation of 0.3% in the 

permanent workforce at the end of FY 2019. Native Hawaiian or Other Pacific Islander women 

were not represented at the end of FY 2018 and FY 2019. The number of Native Hawaiian or 

Other Pacific Islander men remained constant at 2. Their portion of grade 15 remained constant 

at 0.4%, which is above their representation of 0.2% in the permanent workforce at the end of 

FY 2019. 

American Indian or Alaskan Native Americans in grade 15 remained constant at 1. Their 

portion of grade 15 remained constant at 0.2%, which matches their representation of 0.2% in the 

permanent workforce at the end of FY 2019. American Indian or Alaskan Native American 

women remained constant at 1. Their portion of grade 15 remained constant at 0.2%, which is 

above their representation of 0.1% in the permanent workforce at the end of FY 2019. American 

Indian or Alaskan Native American men were not represented in grade 15 at the end of FY 2018 

and FY 2019. 

Persons of two or more races were not represented in grade 15 at the end of FY 2019. 

Americans with Targeted Disabilities in grade 15 decreased 33.3% from 6 to 4. Their portion 

of grade 15 decreased from 1.2% to 0.7%, which is below their representation of 2% in the 

permanent workforce at the end of FY 2019. 

Grade 14 

Total employees in grade 14 decreased 3.2% from 154 to 149. This grade accounted for 14.9% 

of the FTC’s permanent workforce at the end of FY 2018, compared to 14.3% at the end of FY 

2019. 

7 
The number of women in grade 14 decreased 11% from 73 to 65. Their portion of grade 14 

decreased from 47.4% to 43.6%, which is below their representation of 48.3% in the permanent 

workforce. The number of men increased from 81 to 84. Their portion of grade 14 increased 

slightly from 52.6% to 56.4%, which is above their representation of 51.7% in the permanent 

workforce at the end of FY 2019. 

The number of Hispanic Americans in grade 14 increased from 16.7% from 6 to 7. Their 

portion of grade 14 increased from 3.9% to 4.7%, which is below their representation of 4.3% in 

the permanent workforce at the end of FY 2019. The number of Hispanic American women in 

grade 14 remained constant at 4. Their portion of grade 14 increased slightly from 2.6% to 

2.7%, which is above their representation of 2.5% in the permanent workforce at the end of FY 

2019. The number of Hispanic American men increased from 2 to 3. Their portion of grade 14 

increased from 1.3% to 2%, which is above their representation of 1.8% in the permanent 

workforce at the end of FY 2019. 

The number of White Americans in grade 14 decreased 4% from 100 to 96. Their portion of 

grade 14 increased slightly from 64.4% to 64.5%, which is below their representation of 67.9% 

in the permanent workforce at the end of FY 2019. The number of White American women in 

grade 14 decreased from 45 to 39. Their portion of grade 14 decreased from 29.2% to 26.2%, 

which is below their representation of 28.7% in the permanent workforce at the end of FY 2019. 

The number of White American men in grade 14 increased from 55 to 57. Their portion of grade 

14 increased from 35.7% to 38.3%, which is below their representation of 39.3% in the 

permanent workforce at the end of FY 2019. 

The number of Black Americans in grade 14 decreased 25% from 28 to 21. Their portion of 

grade 14 decreased from 18.2% to 14.1%, which is below their representation of 17.7% in the 

permanent workforce at the end of FY 2019. The number of Black American women in grade 14 

decreased from 16 to 11. Their portion of grade 14 decreased from 10.4% to 7.4%, which is 

below their representation of 11.2% in the permanent workforce at the end of FY 2019. The 

number of Black American men decreased from 12 to 10. Their portion of grade 14 decreased 

from 7.8% to 6.7%, which is above their representation of 6.4% in the permanent workforce at 

the end of FY 2019. 

The number of Asian Americans in grade 14 increased 15.8% from 19 to 22. Their portion of 

grade 14 increased from 12.3% to 14.7%, which is above their representation of 8.9% in the 

permanent workforce at the end of FY 2019. The number of Asian American women increased 

from 7 to 9. Their portion of grade 14 increased from 4.6% to 6%, which is above their 

representation of 5.3% in the permanent workforce at the end of FY 2019. The number of Asian 

American men increased from 12 to 13. Their portion of grade 14 increased from 7.8% to 8.7%, 

which is above their representation of 3.6% in the permanent workforce at the end of FY 2019. 

Native Hawaiians or Other Pacific Islanders in grade 14 remained constant at 1. Their portion 

of grade 14 representation in the permanent workforce was less than 1% in FY 2018 and FY 

2019. The number of Native Hawaiians and Other Pacific Islander women in grade 14 remained 

8 
 

constant at 1 and their portion of grade 14 remained constant at 0.7%, which is above their 

representation of 0.1% in the permanent workforce at the end of FY 2019. Native Hawaiians or 

Other Pacific Islander men were not represented at the end of FY 2019. 

American Indians or Alaskan Natives were not represented in grade 14 at the end of FY 2019. 

The number of persons of two or more races in grade 14 increased 200% from 0 to 2. Their 

portion of grade 14 representation in the permanent workforce increased to 1.4% in FY 2019. 

The number of women of two or more races increased from 0 to 1. Their portion of grade 14 

increased slightly from 0% to 0.7%, which is above their representation of 0.4% in the 

permanent workforce at the end of FY 2019. The number of men of two or more races in grade 

14 increased from 0 to 1. Their portion of grade 14 increased slightly from 0% to 0.7%, which is 

above their representation of 0.3% in the permanent workforce at the end of FY 2019. 

The number of Americans with targeted disabilities in grade 14 increased 200% from 0 to 2. 

Their portion of grade 14 representation in the permanent workforce was 1.3% in FY 2019. 

Grade 13 

Total employees in grade 13 increased 7.4% from 112 to 121. This grade accounted for 10.9% 

of the FTC’s permanent workforce at the end of FY 2018, compared to 11.6% at the end of FY 

2019. 

The number of women in grade 13 remained constant at 58. Their portion of grade 13 

decreased from 51.8% to 47.9%, which is below their representation of 48.3% in the permanent 

workforce at the end of FY 2019. The number of men increased from 54 to 63. Their portion of 

grade 13 increased slightly from 48.2% to 52.1%, which is above their representation of 51.7% 

in the permanent workforce at the end of FY 2019. 

The number of Hispanic Americans in grade 13 increased 50% from 4 to 6. Their portion of 

grade 13 increased slightly from 3.6%, to 5%, which is above their representation of 4.3% in the 

permanent workforce at the end of FY 2019. The number of Hispanic American women 

increased from 1 to 3. Their portion of grade 13 increased slightly from 0.9% to 2.5%, which 

matches their representation of 2.5% in the permanent workforce at the end of FY 2019. The 

number of Hispanic American men remained constant at 3. Their portion of grade 13 decreased 

slightly from 2.7% to 2.5%, which is above their representation of 1.8% in the permanent 

workforce at the end of FY 2019. 

The number of White Americans in grade 13 increased 10.9%, from 55 to 61. Their portion of 

grade 13 increased from 49.1% to 50.4%, which is below their representation of 67.9% in the 

permanent workforce at the end of FY 2019. The number of White American women decreased 

from 27 to 26. Their portion of grade 13 decreased from 24.1% to 21.5%, which is below their 

representation of 28.7% in the permanent workforce at the end of FY 2019. The number of 

9 
White American men increased from 28 to 35. Their portion of grade 13 increased from 25% to 

28.9%, which is below their representation of 39.3% in the permanent workforce at the end of 

FY 2019. 

The number of Black Americans in grade 13 increased 2.3% from 44 to 45. Their portion of 

grade 13 decreased slightly from 39.3% to 37.2%, which is significantly above their 

representation of 17.7% in the permanent workforce at the end of FY 2019. The number of 

Black American women remained constant at 25. Their portion of grade 13 decreased slightly 

from 22.3% to 20.7%, which is above their representation of 11.2% in the permanent workforce 

at the end of FY 2019. The number of Black American men increased from 19 to 20. Their 

portion of grade 13 decreased slightly from 17% to 16.5%, which is significantly above their 

representation of 6.4% in the permanent workforce at the end of FY 2019. 

The number of Asian Americans in grade 13 remained constant at 7. Their portion of grade 13 

decreased from 6.3% to 5.8%, which is below their representation of 8.9% in the permanent 

workforce at the end of FY 2019. The number of Asian American women remained constant at 

4. Their portion of grade 13 decreased slightly from 3.6% to 3.3%, which is below their 

representation of 5.3% in the permanent workforce at the end of FY 2019. The number of Asian 

American men remained constant at 3. Their portion of grade 13 decreased slightly from 2.7% 

to 2.5%, which is below their representation of 3.6% in the permanent workforce at the end of 

FY 2019. 

Native Hawaiians or Other Pacific Islanders in grade 13 were not represented at the end of FY 

2019. 

American Indians or Alaskan Natives in grade 13 were not represented at the end of FY 2019. 

The number of persons of two or more races in grade 13 remained constant at 2. Their portion 

of grade 13 decreased slightly from 1.9% to 1.7%, which is above their representation of 0.7% in 

the permanent workforce at the end of FY 2019. The number of women of two or more races 

decreased from 1 to 0. Their portion of grade 13 decreased to 0%, which is below their 

representation of 0.4% in the permanent workforce at the end of FY 2019. The number of men 

of two or more races in grade 13 remained constant at 2. Their portion of grade 13 increased 

from 0.9% to 1.7%, which is above their representation of 0.3% in the permanent workforce at 

the end of FY 2019. 

The number of Americans with targeted disabilities in grade 13 increased 200% from 0 to 2. 

Their portion of grade 14 representation in the permanent workforce was 1.7% in FY 2019. 

10 
 

 

ATTORNEY WORKFORCE 

Attorneys accounted for 59.1% of the FTC’s permanent workforce at the end of FY 2018, 

compared to 59% at the end of FY 2019.2 The number of employees in the attorney workforce 

increased from 609 in FY 2018 to 615 in FY 2019. (See Table A6P). A review of the attorney 

workforce shows: 

• The number of women in the attorney workforce increased 0.7% from 298 to 

300. Their portion of the FTC’s attorney workforce decreased slightly from 

48.9% to 48.8%, which is significantly above their RCLF of 32.8%. The number 

of men in the attorney workforce increased from 311 to 315. Their portion of the 

FTC’s attorney workforce increased slightly from 51.1% to 51.2%, which is 

below their RCLF of 67.2%. 

• The number of racial minorities in the attorney workforce increased 4.1% from 

123 to 128. Racial minorities’ portion of the FTC’s attorney workforce increases 

from 20.2% to 20.8%, which is above their RCLF of 13.1%. 

• The number of Hispanic Americans in the attorney workforce increased 14.3% 

from 21 to 24. Their portion of the attorney workforce increased from 3.4% to 

3.9%, which is below their RCLF of 4.3%. The number of Hispanic American 

women increased from 13 to 14. Their portion of the attorney workforce 

increased from 2.1% to 2.3%, which is above their RCLF of 1.8%. The number 

of Hispanic American men increased from 9 to 10. Their portion of the attorney 

workforce increased slightly from 1.3% to 1.6%, which is below their RCLF of 

2.5%. 

• The number of White Americans in the attorney workforce increased 0.2% from 

486 to 487. Their portion of the attorney workforce decreased slightly from 

79.8% to 79.2%, which is below their RCLF of 86.7%. The number of White 

American women increased from 220 to 221. Their portion of the attorney 

workforce decreased slightly from 36.1% to 35.9%, which is above their RCLF of 

26.4%. The number of White American men remained constant at 266. Their 

portion of the attorney workforce decreased slightly from 43.7% to 43.3%, which 

is below their RCLF of 60.3%. 

• The number of Black Americans in the attorney workforce decreased 7.7% 

from 42 to 40. Their portion of the attorney workforce decreased slightly from 

6.9% to 6.5%, which is above their RCLF of 4.7%. The number of Black 

American women decreased from 25 to 24. Their portion of the attorney 

workforce decreased slightly from 4.1% to 3.9%, which is above their RCLF of 

2.6%. The number of Black American men decreased from 17 to 16. Their 

2

 MD-715 requires analysis of occupations having 100 or more employees. The FTC’s attorney workforce is the 

only occupation that has 100 or more employees. 

11 
portion of the attorney workforce remained constant at 2.6%, which is above their 

RCLF of 2.1%. 

• The number of Asian Americans in the attorney workforce increased 5.3% from 

57 to 60. Their portion of the attorney workforce increased slightly from 9.3% to 

9.7%, which is above their RCLF of 3.5%. The number of Asian American 

women increased from 38 to 39. Their portion of the attorney workforce 

increased slightly from 6.2% to 6.3%, which is significantly above their RCLF of 

1.7%. The number of Asian American men increased from 19 to 21. Their 

portion of the attorney workforce increased slightly from 3.1% to 3.4%, which is 

above their RCLF of 1.8%. 

• Native Hawaiians or Other Pacific Islanders in the attorney workforce 

remained constant at 1. Their portion of the attorney workforce remained 

constant at 0.2%, which is above their RCLF of 0.03%. Native Hawaiians or 

Other Pacific Islanders women were not represented in the attorney population at 

the end of FY 2019. The number of Native Hawaiians or Other Pacific Islanders 

men remained constant at 1. Their portion of the attorney workforce remained 

constant at 0.2%, which is above their RCLF of 0.02%. 

• The number of American Indian or Alaska Natives in the attorney workforce 

increased 100% from 1 to 2. Their portion of the attorney workforce increased 

from 0.2% to 0.4%, which is above their RCLF of 0.2%. The number of 

American Indian or Alaska Native women remained constant at 1. Their portion 

of the attorney workforce remained constant at 0.2%, which is slightly above their 

RCLF of 0.1%. American Indian or Alaska Native men increased from 0 to 1. 

Their portion of the attorney workforce increased from 0.0% to 0.2%, which is 

above their RCLF of 0.1%. 

• Persons of two or more races in the attorney workforce remained constant at 1. 

Their portion of the attorney workforce remained constant at 0.2%, which is 

below their RCLF of 0.4%. Women of two or more races remained constant at 1. 

Their portion of the attorney workforce remained constant at 0.2%, which 

matches their RCLF of 0.2%. Men of two or more races were not represented in 

the attorney population at the end of FY 2019. 

• The number of attorneys with targeted disabilities decreased from 7 to 4. Their 

representation decreased from 1% to 0.7% of the attorney workforce. There is no 

RCLF for Americans with targeted disabilities. 

12 
 

ATTORNEY WORKFORCE IN GRADES 13-15 

Attorneys in grades 13-15 accounted for 55.7% of the FTC’s permanent workforce at the end of 

FY 2018, compared to 54.9% at the end of FY 2019. The number of attorneys in grades 13-15 

decreased 0.3% from 574 to 572. 

Grade 15 

The number of attorneys in grade 15 increased 0.9% from 465 to 469. These attorneys 

accounted for 76.4% of the FTC’s attorney workforce at the end of FY 2018, compared to 76.3% 

at the end of FY 2019. (See Table A6P). 

The number of women in the grade 15 attorney workforce increased 1.7% from 230 to 234. 

Their representation in the grade 15 attorney workforce increased slightly from 49.5% to 49.9%, 

which is above their representation of 48.8% of the FTC’s attorney workforce at the end of FY 

2019. The number of men in the grade 15 attorney workforce remained constant at 235. Their 

representation in the grade 15 attorney workforce decreased slightly from 50.5% to 50.1%, 

which is below their representation of 51.2% of the FTC’s attorney workforce at the end of FY 

2019. 

The number of Hispanic Americans in the grade 15 attorney workforce remained constant at 

17. Hispanic Americans’ representation in the grade 15 attorney workforce increased from 3.7% 

to 3.8%, which is above their representation of 2.8% of the FTC’s attorney workforce at the end 

of FY 2019. Hispanic American women’s representation in the grade 15 attorney workforce 

increased from 2.2% to 2.5%, which is above their representation of 2.3% of the FTC’s attorney 

workforce at the end of FY 2019. Hispanic American men’s representation in the grade 15 

attorney workforce decreased from 1.5% to 1.3%, which is below their representation of 1.6% of 

the FTC’s attorney workforce at the end of FY 2019. 

The number of White Americans in the grade 15 attorney workforce decreased 0.5% from 384 

to 382. Their representation in the grade 15 attorney workforce decreased slightly from 82.6% to 

81.4%, which is above their representation of 79.2% of the FTC’s attorney workforce at the end 

of FY 2019. White American women’s representation in the grade 15 attorney workforce 

decreased slightly from 37.6% to 37.1%, which is above their representation of 35.9% of the 

FTC’s attorney workforce at the end of FY 2019. White American men’s representation in the 

grade 15 attorney workforce decreased from 44.9% to 43.4%, which is above their representation 

of 43.3% of the FTC’s attorney workforce at the end of FY 2019. 

The number of Black Americans in the grade 15 attorney workforce increased 22.7% from 22 

to 27. Black Americans’ representation in the grade 15 attorney workforce increased from 4.7% 

to 6.1%, which is below their representation of 6.5% of the FTC’s attorney workforce at the end 

of FY 2019. Black American women’s representation in the grade 15 attorney workforce 

increased slightly from 3% to 3.6%, which is below their representation of 3.9% of the FTC’s 

attorney workforce at the end of FY 2019. Black American men’s representation in the grade 15 

13 
 

 

attorney workforce increased from 1.7% to 2.5%, which is below their representation of 2.6% of 

the FTC’s attorney workforce at the end of FY 2019. 

The number of Asian Americans in the grade 15 attorney workforce increased 2.5% from 40 

to 41. Asian Americans’ representation in the grade 15 attorney workforce increased from 8.6% 

to 9.2%, which is below their representation of 9.7% of the FTC’s attorney workforce at the end 

of FY 2019. Asian American women’s representation in the grade 15 attorney workforce 

remained constant at 6.5%, which is above their representation of 6.3% of the FTC’s attorney 

workforce at the end of FY 2019. Asian American men’s representation in the grade 15 attorney 

workforce increased slightly from 2.2% to 2.7%, which is below their representation of 3.4% of 

the FTC’s attorney workforce at the end of FY 2019. 

Native Hawaiians or Other Pacific Islanders in the grade 15 attorney workforce remained 

constant at 1 at the end of FY 2019. 

American Indians or Alaskan Natives in the grade 15 attorney workforce remained constant at 

1 at the end of FY 2019. 

Persons of two or more races were not represented in the grade 15 attorney workforce at the 

end of FY 2019. 

Americans with targeted disabilities in the grade 15 attorney workforce decreased 25% from 4 

to 3. Their representation remained less than 1% of the attorney workforce at the end of FY 

2019. 

Grade 14 

The number of attorneys in grade 14 decreased 14% from 86 to 74. These attorneys accounted 

for 14.1% of the FTC’s attorney workforce at the end of FY 2018, compared to 12% at the end 

of FY 2019. 

The number of women in the grade 14 attorney workforce decreased 17.4% from 46 to 38. 

Their representation in the grade 14 attorney workforce decreased from 53.5% to 51.4%, which 

is above their representation of 48.8% of the FTC’s attorney workforce at the end of FY 2019. 

The number of men in the grade 14 attorney workforce decreased from 40 to 36. Their 

representation in the grade 14 attorney workforce increased slightly from 46.5% to 48.7%, which 

is below their representation of 51.2% of the FTC’s attorney workforce at the end of FY 2019. 

The number of Hispanic Americans in the grade 14 attorney workforce increased from 3 to 4. 

Their representation in the grade 14 attorney workforce increased from 3.5% to 5.4%, which is 

above their representation of 3.9% of the FTC’s attorney workforce at the end of FY 2019. 

Hispanic American women’s representation in the grade 14 attorney workforce increased from 

2.3% to 2.7%, which is below their representation of 2.3% of the FTC’s attorney workforce at 

14 
 

 

the end of FY 2019. Hispanic American men’s representation in the grade 14 attorney workforce 

increased from 1.2% to 2.7%, which is above their representation of 1.6% of the FTC’s attorney 

workforce at the end of FY 2019. 

The number of White Americans in the grade 14 attorney workforce decreased 13.3% from 60 

to 52. Their representation in the grade 14 attorney workforce increased slightly from 69.8% to 

70.2%, which is below their representation of 79.2% of the FTC’s attorney workforce at the end 

of FY 2019. White American women’s representation in the grade 14 attorney workforce 

decreased from 36% to 35.1%, which is slightly below their representation of 35.9% of the 

FTC’s attorney workforce at the end of FY 2019. White American men’s representation in the 

grade 14 attorney workforce increased from 33.7% to 35.1%, which is below their representation 

of 43.3% of the FTC’s attorney workforce at the end of FY 2019. 

The number of Black Americans in the grade 14 attorney workforce decreased 63.6% from 11 

to 4. Their representation in the grade 14 attorney workforce decreased from 12.8% to 5.4%, 

which is below their representation of 6.5% of the FTC’s attorney workforce at the end of FY 

2019. Black American women’s representation in the grade 14 attorney workforce decreased 

from 8.1% to 2.7%, which is below their representation of 3.9% of the FTC’s attorney workforce 

at the end of FY 2019. Black American men’s representation in the grade 14 attorney workforce 

decreased from 4.7% to 2.7%, which is above their representation of 2.6% of the FTC’s attorney 

workforce at the end of FY 2019. 

The number of Asian Americans in the grade 14 attorney workforce increased 8.3% from 12 

to 13. Their representation in the grade 14 attorney workforce increased from 14% to 17.6%, 

which is above their representation of 9.7% of the FTC’s attorney workforce at the end of FY 

2019. Asian American women’s representation in the grade 14 attorney workforce increased 

from 7% to 9.5%, which is above their representation of 6.3% of the FTC’s attorney workforce 

at the end of FY 2019. Asian American men’s representation in the grade 14 attorney workforce 

increased from 7% to 8.1%, which is above their representation of 3.4% of the FTC’s attorney 

workforce at the end of FY 2019. 

Native Hawaiians or Other Pacific Islanders were not represented in the grade 14 attorney 

workforce at the end of FY 2019. 

American Indians or Alaskan Natives were not represented in the grade 14 attorney workforce 

at the end of FY 2019. 

Persons of two or more races increased from 0 to 1. Their portion of the attorney workforce 

increased from 0% to 1.4%, which is above their RCLF of 0.4%. Women of two or more races 

increased from 0 to 1. Their portion of the attorney workforce increased from 0% to 1.4%, 

which is above their RCLF of 0.2%. Men of two or more races were not represented in the 

attorney population at the end of FY 2019. 

15 
Americans with targeted disabilities were not represented in the grade 14 attorney workforce 

at the end of FY 2019. 

Grade 13 

The number of attorneys in grade 13 increased 26.1% from 23 to 29. These attorneys 

accounted for 3.8% of the FTC’s attorney workforce at the end of FY 2018, compared to 4.7% at 

the end of FY 2019. 

The number of women in the grade 13 attorney workforce increased 9.1% from 11 to 12. 

Their representation in the grade 13 attorney workforce decreased from 47.8% to 41.4%, which 

is below their representation of 48.8% of the FTC’s attorney workforce at the end of FY 2019. 

The number of men in the grade 13 attorney workforce increased 41.7% from 12 to 17. Their 

representation in the grade 13 attorney workforce increased from 52.2% to 58.6%, which is 

above their representation of 51.2% of the FTC’s attorney workforce at the end of FY 2019. 

Hispanic Americans were not represented in the grade 13 attorney workforce at the end of FY 

2019. 

The number of White Americans in the grade 13 attorney workforce increased 16.7% from 18 

to 21. Their representation in the grade 13 attorney workforce decreased from 78.3% to 72.4%, 

which is below their representation of 79.2% of the FTC’s attorney workforce at the end of FY 

2019. White American women’s representation in the grade 13 attorney workforce decreased 

from 30.4% to 24.1%, which is below their representation of 35.9% of the FTC’s attorney 

workforce at the end of FY 2019. White American men’s representation in the grade 13 attorney 

workforce increased from 47.8% to 48.3%, which is above their representation of 43.3% of the 

FTC’s attorney workforce at the end of FY 2019. 

The number of Black Americans in the grade 13 attorney increased from 2 to 5. Their 

representation in the grade 13 attorney workforce increased significantly from 8.7% to 17.3%, 

which is above their representation of 6.5% of the FTC’s attorney workforce at the end of FY 

2019. Black American women’s representation in the grade 13 attorney workforce increased 

significantly from 8.7% to 13.8%, which is above their representation of 3.9% of the FTC’s 

attorney workforce at the end of FY 2019. Black American men’s representation increased from 

0% to 3.5%, which is above their representation of 2.6% of the FTC’s attorney workforce at the 

end of FY 2019. 

The number of Asian Americans in the grade 13 attorney workforce remained constant at 3. 

Their representation in the grade 13 attorney workforce decreased from 13% to 10.4%, which is 

above their representation of 9.7% of the FTC’s attorney workforce at the end of FY 2019. 

Asian American women’s representation in the grade 13 attorney workforce decreased from 

8.7% to 3.5%, which is below their representation of 6.3% of the FTC’s attorney workforce at 

16 
 

the end of FY 2019. Asian American men’s representation increased from 4.3% to 6.9%, which 

is above their representation of 3.4% of the FTC’s attorney workforce at the end of FY 2019. 

Native Hawaiians or Other Pacific Islanders were not represented in the grade 13 attorney 

workforce at the end of FY 2019. 

American Indians or Alaskan Natives were not represented in the grade 13 attorney workforce 

at the end of FY 2019. 

Persons of two or more races were not represented in the grade 13 attorney workforce at the 

end of FY 2019. 

Americans with targeted disabilities in the grade 13 attorney workforce increased from 0% to 

3.5%. Their representation remained less than 1% of the FTC’s attorney workforce at the end of 

the FY 2019. 

OFFICIALS AND MANAGERS 

Management level employees accounted for 17.3% of the FTC’s permanent workforce at the end 

of FY 2019. (See Table A3). The number of management employees decreased from 377 to 

180. There are three occupational categories in the management workforce: Executives; 

Managers, (Grades 13-14); Supervisors (Grades 12 and below).3 The Executive/Senior Level 

managers and officials include employees in pay plans GS/GM Grade 15, SES, EX, and AJ with 

supervisory codes 2, 4, and 5. The Other Management Officials occupational category includes 

employees in selected series with supervisory codes 7 and 8. 

3 The officials and managers occupational category has been changed to management. The 

management category contains new subcategories, including executives, managers, and 

supervisors, to more accurately describe the level of responsibility and influence of the 

management officials in the organizational hierarchy. 

17 
 

 

 

 

 

 

 

The following statistical snapshot shows the percent of representation in the Executive/Senior 

level. 

Percent of Executive/Senior level (GS-15 and above) Workforce 

by Race/Ethnicity and Gender 

Hispanic or Latino 

American 

White 

American 

Black/ 

African American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian or 

Alaskan Native 

Two or more 

races 

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

% of ESL 

2018 

1.8 2.4 48.5 32.5 3.6 4.1 1.2 5.3 0.6 0.0 0.0 0.0 0.0 0.0 

% of FTC 

2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% of ESL 

2019 

1.7 2.2 46.1 33.9 2.8 5.6 1.7 5.0 0.6 0.6 0.0 0.0 0.0 0.0 

% of FTC 

2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

This snapshot of Executive/Senior Level positions reflects that all groups were represented in the 

ESL workforce except American Indian or Alaskan Native men and women, and men and 

women of two or more races at the end of FY 2019. The percentage of White men and women, 

and Native Hawaiian or Other Pacific Islander men and women in the ESL workforce were 

higher than their percentage of the FTC workforce. Hispanic men and women, Black men and 

women, and Asian men and women in the ESL workforce were lower than their percentage of 

the FTC workforce. 

In FY 2018, all groups were represented in the ESL workforce except Native Hawaiian or Other 

Pacific Islander women, American Indian or Alaskan Native men and women, and men and 

women of two or more races. The percentage of Hispanic men, White men and women, Asian 

women, and Native Hawaiian or Other Pacific Islander men in the ESL workforce were higher 

than their percentage of the FTC workforce. Black men and women, and Asian men in the ESL 

workforce were lower than their percentage of the FTC workforce. Hispanic women in the ESL 

workforce equaled their representation in the FTC workforce at the end of FY 2018. 

18 
 

 

 

 

 

Percent of Mid-Level Grades 13-14 Officials and Managers 

by Race/Ethnicity and Gender 

Hispanic or Latino 

American 

White 

American 

Black/ 

African American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian 

or Alaskan 

Native 

Two or more 

races 

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

% MLG 

2018 

0.0 0.0 36.4 18.2 9.1 18.2 0.0 9.1 0.0 9.1 0.0 0.0 0.0 0.0 

% of FTC 

2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% MLG 

2019 

0.0 0.0 50.0 20.0 10.0 10.0 0.0 0.0 0.0 10.0 0.0 0.0 0.0 0.0 

% of FTC 

2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

The total number of employees in the MLG workforce, at the end of FY 2018, was 19 compared 

to 10, at the end of FY 2019. White men, Black men, and Native Hawaiian or Pacific Islander 

women in the MLG workforce were higher than their percentage of the FTC workforce at the 

end of FY 2019. White women and Black women in the MLG workforce had a lower 

representation than their percentage of the FTC workforce. Hispanic men and women, Asian 

men and women, Native Hawaiian or Other Pacific Islander men, American Indian or Alaskan 

Native men and women, and men and women of two or more races were not represented in the 

MLG positions in FY 2019. 

In FY 2018, Black men and women, Asian women, and Native Hawaiian or Pacific Islander 

women in the MLG workforce were higher than their percentage of the FTC workforce at the 

end of FY 2018. White men and women in the MLG workforce had a lower representation than 

their percentage of the FTC workforce. Hispanic men and women, Asian men, Native Hawaiian 

or Other Pacific Islander men, American Indian or Alaskan Native men and women, and men 

and women of two or more races were not represented in the MLG positions in FY 2018. 

19 
 

 

 

 

 

 

 

PROFESSIONAL WORKFORCE 

Professional employees accounted for 628 or 60.9% of the FTC’s workforce at the end of FY 

2018, compared to 641 or 61.5% at the end of FY 2019. The chart below shows the percent of 

representation of the FTC’s permanent, professional workforce at the end of FY 2018 and FY 

2019. 

Percent of Professional Employees by Race/Ethnicity and Gender Groups 

Hispanic and Latino 

 American 

White 

American 

Black/ 

African 

 American 

Asian 

 American 

Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaskan Native 

Two or more 

races 

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

% of 

Professional 

2018 

1.4 1.8 45.1 31.7 3.7 5.1 4.9 5.7 0.2 0.0 0.2 0.2 0.0 0.2 

% of FTC 

2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% of 

Professional 

2019 

1.9 1.9 44.9 30.7 3.9 4.8 4.8 6.1 0.2 0.00 0.3 0.2 0.0 0.2 

% of FTC 

2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

In FY 2019, all groups were represented in the professional workforce except Native Hawaiian 

or Other Pacific Islander women and men of two or more races. Hispanic men, White men and 

women, Asian men and women, and American Indian/Alaskan Native men and women in the 

professional workforce exceeded their representation in the FTC workforce. Hispanic women, 

Black men and women, and women of two or more races in the professional workforce had a 

lower representation than their percentage of the FTC workforce at the end of FY 2019. 

In FY 2018, all groups were represented in the professional workforce except Native Hawaiian 

or Other Pacific Islander women, and men of two or more races. White men and women, Asian 

men and women, and American Indian/Alaskan Native men and women in the professional 

workforce exceeded their representation in the FTC workforce. Hispanic men and women, 

Black men and women, and women of two or more races in the professional workforce had a 

lower representation than their percentage of the FTC workforce at the end of FY 2018. 

20 
 

 

 

 

 

 

 

 

 

Administrative Support Workforce 

Administrative support employees accounted for 24 or 2.3% of the FTC’s workforce at the end 

of FY 2018, compared to 20 or 1.9% at the end of FY 2019. The chart below shows the percent 

of representation of the FTC’s permanent administrative support workforce at the end of FY 

2018 and FY 2019. 

Percent of Administrative Support Workforce 

by Race/Ethnicity and Gender Groups 

Hispanic or Latino

 American 

White 

American 

Black/ 

African American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian or 

Alaskan Native Two or more

 races 

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

% of ASP 

2018 

0.0 20.8 4.2 8.3 12.5 50.0 0.0 4.2 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC 

2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% of ASP 

2019 

0.0 15.0 5.0 10.0 15.0 50.0 0.0 5.0 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC 

2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

At the end of FY 2019, all groups were represented in the administrative support workforce 

except Hispanic men, Asian men, Native Hawaiian or Other Pacific Islander men and women, 

American Indian or Alaskan Native men and women, and men and women of two or more races. 

Hispanic women and Black men and women in the administrative support workforce exceeded 

their percentage of the FTC workforce at the end of FY 2019. White men and women, and Asian 

women in the administrative support workforce had a lower representation than their percentage 

of the FTC workforce at the end of FY 2019. 

At the end of FY 2018, all groups were represented in the administrative support workforce 

except Hispanic men, Asian men, Native Hawaiian or Other Pacific Islander men and women, 

American Indian or Alaskan Native men and women, and men and women of two or more races. 

Hispanic women, and Black men and women in the administrative support workforce exceeded 

their percentage of the FTC workforce at the end of FY 2018. White men and women and Asian 

women in the administrative support workforce had a lower representation than their percentage 

of the FTC workforce at the end of FY 2018. 

21 
 

 

 

 

APPLICANTS 

Applicant Flow Data Summary 

Hispanic or 

Latino American 

White 

American 

Black/ 

African American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian 

or Alaskan 

Native 

Two or more 

races 

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

Attorney Series 0905 

Voluntarily 

Identified 

% 6.7 3.8 37.3 19.5 8.8 10.8 5.6 6.0 0.1 0.1 0.3 0.6 0.3 0.2 

Qualified of those 

Identified 

% 6.1 3.2 38.9 19.4 8.7 10.3 6.0 5.9 0.9 0.0 0.3 0.6 0.4 0.2 

Selected of those 

Identified 

% 13.6 0.0 36.4 9.1 0.0 4.6 9.1 27.2 0.0 0.0 0.0 0.0 0.0 0.0 

RCLF % 2.5 1.8 60.3 26.4 2.1 2.6 1.8 1.7 0.02 0.01 0.1 0.1 0.2 0.2 

FTC transitioned from Monster Government Solutions to USA Staffing in May of 2019. This 

summary reflects applicant flow data collected from USA Staffing. (See Table A7). After 

transitioning to USA Staffing, the FY 2019 table formats and applicant data in USA Staffing did 

not match the new FY 2019 MD-715 templates for Tables A7P and B7P and the available MD715 reports were missing data or non-functional. The FTC is currently investigating the issues 

surrounding access to this data and working with Monster Government Solutions and USA 

Staffing to resolve the issues. 

22 
 

 

 

 

 

 

 

NEW HIRES 

Percent of New Hires by Race/Ethnicity and Gender Groups 

Hispanic or 

Latino American 

White

 American 

Black/ 

African American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaskan Native 

Two or 

more races 

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

FY 

2018 

0.0 1.6 40.3 25.8 12.9 8.1 4.8 4.8 0.0 0.0 0.0 0.0 0.0 1.6 

FY 

2019 

4.2 4.2 37.9 23.2 5.3 13.7 3.2 7.4 0.0 0.0 0.0 0.0 1.1 0.0 

CLF 

2010 

5.2 4.8 38.3 34.0 5.5 6.5 2.0 1.9 0.1 0.1 0.6 0.5 0.3 0.3 

In FY 2019, there were 95 permanent new hires. (See Table A1). This snapshot shows that 

Black women, Asian men and women, and men of two or more races were hired at a percentage 

higher than their availability in the CLF. Hispanic men and women, White men and women, and 

Black men were hired at a rate lower than their availability in the CLF at the end of FY 2019. 

No new hires were identified as Native Hawaiian or Other Pacific Islander men and women, 

American Indian or Alaskan Native men and women, and women of two or more races at the end 

of FY 2019. 

In FY 2018, there were 62 permanent new hires. White men, Black men and women, Asian men 

and women, women of two or more races, American Indian or Alaskan Native men were hired at 

a percentage higher than their availability in the CLF. Hispanic women and White women were 

hired at a rate lower than their availability in the CLF at the end of FY 2018. No new hires were 

identified as Hispanic men, Native Hawaiian or Other Pacific Islander men and women, 

American Indian or Alaskan Native men and women, and men of two or more races at the end of 

FY 2018. 

23 
 

 

 

 

 

 

 

Percent of Attorney New Hires by Race/Ethnicity and Gender Group 

Hispanic or Latino 

American 

White

 American 

Black/ 

African 

 American 

Asian 

 American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian 

or Alaskan 

Native 

Two or 

more races 

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

FY 

2018 

3.1 0.0 46.9 34.4 3.1 3.1 3.1 6.3 0.0 0.0 0.0 0.0 0.0 0.0 

FY 

2019 

2.1 2.1 43.8 37.5 2.1 0.0 4.2 8.3 0.0 0.0 0.0 0.0 0.0 0.0 

RCLF 2.5 1.8 60.3 26.4 2.1 2.6 1.8 1.7 0.02 0.01 0.1 0.1 0.2 0.2 

Of total new hires, 48 or 50.5% were attorneys. Hispanic women, White women, and Asian men 

and women were hired at a percentage higher than their percent of the RCLF in FY 2019. 

Hispanic men and White men were hired at a percentage lower than their percent of the RCLF in 

FY 2019. Hispanic men, Black women, Native Hawaiian or Other Pacific Islander men and 

women, American Indian or Alaskan Native men and women, and men and women of two or 

more races were not represented in the newly hired attorney pool in FY 2019. 

24 
 

 

 

 

 

 

 

 

 

Percent of Permanent New Hires into Grade 13-15 by 

Race/Ethnicity and Gender Groups 

Hispanic or 

Latino American 

White

 American 

Black/ 

African American 

Asian 

 American 

Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaskan Native 

Two or more 

races 

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

Grade 13 

% of New Hires 

FY 2018 

0.0 0.0 28.6 42.9 14.3 14.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 

% of New Hires 

FY 2019 

0.0 13.3 53.3 13.3 6.7 6.7 0.0 6.7 0.0 0.0 0.0 0.0 0.0 0.0 

Grade 14 

% of New Hires 

FY 2018 

0.0 0.0 35.7 14.3 14.3 14.3 7.1 14.3 0.0 0.0 0.0 0.0 0.0 0.0 

% of New Hires 

FY 2019 

3.7 0.0 44.4 22.2 7.4 7.4 7.4 3.7 0.0 0.0 0.0 0.0 0.0 0.0 

Grade 15 

% of New Hires 

FY 2018 

0.0 0.0 36.8 47.4 15.8 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 

% of New Hires 

FY 2019 

0.0 4.3 39.1 30.4 4.3 13.0 0.0 8.7 0.0 0.0 0.0 0.0 0.0 0.0 

CLF 5.2 4.8 38.3 34.0 5.5 6.5 2.0 1.9 0.1 0.1 0.6 0.5 0.3 0.3 

In FY 2019, there were 65 new hires at the 13-15 grade levels. White men accounted for 44.6%, 

White women accounted for 23.1%, Black men accounted for 6.2%, Black women accounted for 

9.2%, Hispanic men accounted for 1.5%, Hispanic women accounted for 4.6%, Asian men 

accounted for 3.1%, and Asian women accounted for 6.2% of new hires at the 13-15 grade 

levels. Hispanic men, Native Hawaiian or Other Pacific Islander men and women, American 

Indian or Alaskan Native men and women, and men and women of two or more races were not 

represented in the new hires at the 13-15 grade levels in FY 2019. 

Table A-11 includes the FTC’s internal selections for senior-level positions (GS 13-15 and SES) 

for FY 2019. 

25 
 

 

SEPARATIONS 

The separation snapshot below reflects the total permanent workforce. The separations are 

divided between voluntary and involuntary separations. The benchmark used to evaluate 

progress is the permanent FTC workforce. 

Percent of Separations by Race/Ethnicity and Gender Groups 

Hispanic or Latino

 American 

White 

American 

Black/ 

African American 

Asian 

American 

Native Hawaiian or 

Other Pacific 

Islander 

American Indian 

or Alaskan 

Native 

Two or more

 races 

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

Voluntary 

% of 

Separations 

2018 

0.9 2.7 36.4 30.0 4.6 16.4 3.6 3.6 0.0 0.0 0.9 0.9 0.0 0.0 

% of FTC

 2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% of 

Separations 

2019 

1.1 3.3 35.2 26.4 9.9 18.7 1.1 4.4 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC

 2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

Involuntary 

% of 

Separations 

2018 

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC

 2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

% of 

Separations 

2019 

0.0 0.0 0.0 0.0 0.0 100.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC

 2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

In FY 2019, the number of voluntary separations totaled 151. (See Table A1). Hispanic women 

and Black men and women separated at a percentage higher than their representation in the FTC 

workforce. Hispanic men, White men and women, and Asian men and women separated at a 

percentage lower than their representation in the FTC workforce. Native Hawaiian or Other 

Pacific Islander men and women, American Indian or Alaskan Native men and women, and men 

and women of two or more races were not represented in the voluntary separations at the end of 

FY 2019. 

In FY 2018, the number of voluntary separations totaled 110. Hispanic women, White women, 

Black women, Asian men, and American Indian or Alaskan Native men and women separated at 

26 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

a percentage higher than their representation in the FTC workforce. Hispanic men, White men, 

Black men, and Asian women separated at a percentage lower than their representation in the 

FTC workforce. Native Hawaiian or Other Pacific Islander men and women, and men and 

women of two or more races were not represented in the voluntary separations at the end of FY 

2018. 

PROMOTIONS, TRAINING OPPORTUNITIES, 

AND PERFORMANCE INCENTIVES 

The tables below reflect promotion data, training opportunities, and performance incentives. The 

benchmark used to evaluate the distribution and progress is the total permanent workforce. An 

additional benchmark comparison is the “feeder grades,” or those grades that typically feed into 

the promoted positions. 

FY 2018 

Hispanic or Latino

 American 

White 

American 

Black/ 

African 

American 

Asian 

 American 

Native Hawaiian or 

Other Pacific 

Islander 

American Indian 

or Alaskan Native 

Two or more 

races 

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

Employees 

Eligible for 

Promotion 

1.2 1.7 35.5 29.1 7.6 12.8 5.2 5.2 0.0 0.0 0.0 0.0 0.6 1.2 

Time-in-grade in excess of minimum 

1-12 months 0.0 2.9 34.3 28.6 2.9 22.9 2.9 5.7 0.0 0.0 0.0 0.0 0.0 0.0 

13-24 months 0.0 0.0 35.7 42.9 0.0 14.3 7.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 

25+ months 2.8 2.8 33.3 27.8 11.1 11.1 2.8 5.6 0.0 0.0 0.0 0.0 0.0 2.8 

FY 2019 

Hispanic 

 American 

White 

American 

Black/ 

African 

American 

Asian 

 American 

Native Hawaiian or 

Other Pacific 

Islander 

American Indian 

or Alaskan Native 

Two or more 

races 

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

Employees 

Eligible for 

Promotion 

3.3 1.1 37.2 24.0 5.5 15.3 4.9 6.6 0.0 0.0 0.6 0.0 0.6 1.1 

Time-in-grade in excess of minimum 

1-12 months 3.1 3.0 36.4 27.3 3.0 15.2 3.0 9.1 0.0 0.0 0.0 0.0 0.0 0.0 

13-24 months 0.0 0.0 25.0 31.3 0.0 37.5 0.0 6.3 0.0 0.0 0.0 0.0 0.0 0.0 

25+ months 2.8 2.8 38.9 30.6 5.6 8.3 2.8 5.6 0.0 0.0 0.0 0.0 0.0 2.8 

<1 month 4.1 0.0 38.8 19.4 7.1 14.3 7.1 6.1 0.0 0.0 1.0 0.0 1.0 1.0 

27 
 

 

 

 

 

 

 

The career ladder, time-in-grade, snapshot shows the number of FTC employees who were 

eligible for promotion at the end of FY 2018 and FY 2019, and the time-in-grade in excess of the 

minimum. No meaningful conclusion can be drawn from this data comparing eligible candidates 

for promotion in all FTC job series. In addition, other factors such as the time spent in grade at 

other agencies and performance evaluations affect promotions. 

Percent of Promotions by Race/Ethnicity and Gender Groups 

Hispanic or Latino 

American 

White

 American 

Black/ 

African 

American 

Asian 

American 

Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaskan Native 

Two or more 

races 

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

Promotions 

FY 2018 

0 3 48 43 14 25 6 5 0 0 0 0 0 0 

% 0.0 2.1 33.3 29.9 9.7 17.4 4.2 3.5 0.0 0.0 0.0 0.0 0.0 0.0 

% of FTC 

2018 

1.6 2.4 39.5 29.0 6.9 11.3 3.4 5.0 0.2 0.1 0.1 0.1 0.1 0.4 

Promotions 

FY 2019 

1 2 37 30 12 13 7 2 0 0 0 0 6 6 

% 0.9 1.7 31.9 25.9 10.3 11.2 6.0 1.7 0.0 0.0 0.0 0.0 5.2 5.2 

% of FTC 

2019 

1.8 2.5 39.3 28.7 6.4 11.2 3.6 5.3 0.2 0.1 0.2 0.1 0.1 0.4 

In FY 2019, all groups, except Native Hawaiian or Other Pacific Islander men and women, and 

American Indian or Alaskan Native men and women received promotions. Black men, Asian 

men, and men and women of two or more races received promotions at a rate that exceeded their 

percent of representation in the FTC workforce at the end of FY 2019. Black women matched 

their percent of representation in the FTC workforce at the end of FY 2019. 

In FY 2018, all groups, except Hispanic American men, Native Hawaiian or Other Pacific 

Islander men and women, American Indian or Alaskan Native men and women, and men and 

women of two or more races received promotions. White women, Black men and women, and 

Asian men received promotions at a rate that exceeded their percent of representation in the FTC 

workforce at the end of FY 2018. 

28 
 

 

 

 

 

 

 

 

 

Average Grade by Race/Ethnicity and Gender Groups 

Fiscal 

Year 

All 

Employees 

Hispanic or Latino 

American 

White 

American 

Black/ 

African American 

Asian 

 American 

Native Hawaiian 

or Other Pacific 

Islander 

American Indian or 

Alaskan Native 

Two or 

more races 

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

 All GS Employees 

2015 13.7 13.7 13.0 14.2 14.1 12.5 11.0 13.9 14.0 15.0 12.7 12.5 12.0 0.0 9.5 

2016 13.8 13.9 12.8 14.3 14.2 12.5 11.9 14.1 14.1 15.0 14.0 13.0 12.0 12.0 9.0 

2017 13.9 14.2 13.1 14.4 14.2 12.8 12.1 14.1 14.1 15.0 14.0 13.0 11.7 13.0 9.0 

2018 14.0 14.3 12.9 14.4 14.3 12.7 12.3 14.0 14.0 15.0 14.0 12.0 15.0 13.0 11.8 

2019 13.9 13.9 13.4 14.4 14.3 12.9 12.1 14.2 14.1 15.0 14.0 12.0 15.0 13.3 12.0 

In FY 2019, the number of permanent General Schedule employees was 1042. (See Table A4P). 

The largest percentage of the FTC workforce is concentrated in grades 13-15. All EEO groups 

have the largest percentages of their workforces in this grouping except American Indian or 

Alaskan Native men, and women of two or more races. Of the permanent employees, 12 (1.2%) 

were in grades 4-8, 146 (14%) were in grades 9-12, and 840 (80.6%) were in grades 13-15 at the 

end of FY 2019. At the end of FY 2019, the average grade of Hispanic women, Black men and 

women, American Indian or Alaskan Native men, and men and women of two or more races was 

below the overall average grade of permanent FTC employees. 

29 
 

 

 

 

 

 

 

 

 

 

 

 

 

Percent of Awards by Race/Ethnicity and Gender Groups 

Hispanic or 

Latino 

American 

White 

American 

Black/ 

African American 

Asian 

American 

Native 

Hawaiian or 

Other Pacific 

Islander 

American 

Indian or 

Alaskan Native 

Two or more 

races 

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

FY 2019 

Time-Off 1-10 hrs. 2.6 5.2 32.6 31.9 5.8 12.3 3.9 4.2 0.3 0.0 0.3 0.3 0.0 0.7 

Time-Off 11-20 hrs. 0.8 1.6 38.0 31.0 7.8 11.6 2.3 6.2 0.0 0.8 0.0 0.0 0.0 0.0 

Time-Off 21-30 hrs. 6.3 0.0 31.3 25.0 6.3 18.8 6.3 3.1 0.0 0.0 0.0 0.0 3.1 0.0 

Time-Off 31-40 hrs. 0.0 8.0 28.0 32.0 8.0 8.0 8.0 8.0 0.0 0.0 0.0 0.0 0.0 0.0 

Time-Off 41 or more 

hrs. 

0.0 0.0 37.5 25.0 0.0 0.0 0.0 25.0 0.0 0.0 0.0 0.0 12.5 0.0 

% Cash $500 & 

Under 

2.3 2.9 36.6 27.1 9.0 11.5 5.1 4.3 0.3 0.3 0.1 0.0 0.3 0.3 

% Cash $501-$999 2.5 0.0 21.5 15.2 21.5 27.9 6.3 3.8 1.3 0.0 0.0 0.0 0.0 0.0 

% Cash $1000-$1999 1.6 1.6 32.4 26.6 9.4 21.5 2.3 3.5 0.4 0.0 0.0 0.0 0.4 0.4 

% Cash $2000-$2999 1.7 1.1 39.8 33.0 4.6 8.5 2.8 7.4 0.6 0.0 0.0 0.0 0.6 0.0 

% Cash $3000-$3999 1.0 1.0 46.2 37.1 2.0 5.1 2.5 4.1 0.0 0.5 0.0 0.5 0.0 0.0 

% Cash $4000-$4999 2.2 4.4 66.7 15.6 2.2 2.2 2.2 4.4 0.0 0.0 0.0 0.0 0.0 0.0 

% Cash $5000 or 

more 

0.0 2.4 51.2 34.5 0.0 2.4 2.4 7.1 0.0 0.0 0.0 0.0 0.0 0.0 

30 
RECOGNITION AND AWARDS 

Time-Off Awards 

In FY 2019, 504 employees received time-off awards. A total of 6,754 hours was awarded. (See 

Table A9). 

Time-Off Awards Between 1-10 Hours 

In FY 2019, 310 time-off awards were awarded to employees in this category. The total number 

of hours awarded in FY 2019 was 2,410. The average number of hours awarded for men and 

women was 7 hours. (See Table A9). The participation rate for Hispanic employees was 7.7%, 

White employees was 64.5%, Black employees was 18.1%, Asian employees was 8.1%, Native 

Hawaiian or Other Pacific Islander employees was 0.3%, American Indian or Alaskan Native 

employees was 0.6%, and women of two or more races was 0.7%. Men of two or more races 

were not represented in the time-off awards for 1-10 hours. 

Time-Off Awards Between 11-20 Hours 

In FY 2019, 129 time-off awards were awarded to employees in this category. The total number 

of hours awarded was 2,141. The average number of hours awarded for men and women was 16 

hours. The participation rate for Hispanic employees was 2.3%, White employees was 69%, 

Black employees was 19.4%, Asian employees was 18.5%, Native Hawaiian or Other Pacific 

Islander employees was 0.8%. American Indian or Alaskan Native employees, and men and 

women of two or more races were not represented in the time-off awards for 11-20 hours. 

Time-Off Awards Between 21-30 Hours 

In FY 2019, 32 time-off awards were awarded to employees in this category. The total number 

of hours awarded was 799. The average number of hours awarded for men and women was 24 

hours. The participation rate for Hispanic employees was 6.3%, White employees was 56.3%, 

Black employees was 25.1%, Asian employees was 9.4%, and men of two or more races was 

3.1%. Native Hawaiian or Other Pacific Islander employees, American Indian or Alaskan Native 

employees, and women of two or more races were not represented in the time-off awards for 21-

30 hours. 

Time-Off Awards Between 31-40 Hours 

In FY 2019, 25 time-off awards were awarded to employees in this category. The total number 

of hours awarded was 954. The average number of hours awarded for men and women was 38 

hours. The participation rate for Hispanic employees was 8%, White employees was 60%, Black 

employees was 16%, and Asian employees was 16%. Native Hawaiian or Other Pacific Islander 

employees, American Indian or Alaskan Native employees, and men and women of two or more 

races were not represented in the time-off awards for 31-40 hours. 

31 
 

 

Time-Off Awards Between 41 or more Hours 

In FY 2019, 8 time-off awards were awarded to employees in this category. The total number of 

hours awarded was 450. The average number of hours awarded for men and women was 56 

hours. The participation rate for White employees was 62.5%, Asian employees was 25%, and 

men of two or more races was 12.5%. Hispanic employees, Black employees, Native Hawaiian 

or Other Pacific Islander employees, American Indian or Alaskan Native employees, and women 

of two or more races were not represented in the time-off awards for 41 or more hours. 

Cash Awards 

There were 1,605 cash awards given in FY 2019. The total amount of cash awards given in FY 

2019 was $2,572,620.00. 

Cash Awards ($500 and Under) 

There were 768 cash awards given in FY 2019 that totaled $127,530.00. The average award was 

$166.05. Award averages for women ranged from $111.18 (Hispanic women) to $250.00 

(Native Hawaiian or Other Pacific Islander women). Award averages for men ranged from 

$131.10 (Asian men) to $247.33 (Hispanic men). 

Cash Awards ($501 - $999) 

There were 79 cash awards given in FY 2019 that totaled $58,023.00. The average award was 

$734.00. Award averages for women ranged from $676.00 (White women) to $761.00 (Black 

women). Award averages for men ranged from $623.00 (Hispanic men) to $750.00 (Native 

Hawaiian or Other Pacific Islander men). 

Cash Awards ($1000 - $1999) 

There were 256 cash awards given in FY 2019 that totaled $350,017.00. The average award was 

$1367.00. Award averages for women ranged from $1314.00 (Black women) to $1423.00 (White 

women). Award averages for men ranged from $1000.00 (Native Hawaiian or Other Pacific 

Islander men) to $1401.00 (Black men). 

Cash Awards ($2000 - $2999) 

There were 176 cash awards given in FY 2019 that totaled $424,005.00. The average award was 

$2409.00. Award averages for women ranged from $2376.00 (White women) to $2375.00 

(Hispanic women). Award averages for men ranged from $2200.00 (Native Hawaiian or Other 

Pacific Islander men) to $2500.00 (Men of two or more races). 

32 
 

Cash Awards ($3000 - $3900) 

There were 197 cash awards given in FY 2019 that totaled $627,037.00. The average award was 

$3182.00. Award averages for women ranged from $3000.00 (Hispanic women, Native 

Hawaiian or Other Pacific Islander women, and American Indian or Alaska Native women) to 

$3267.00 (Black women). Award averages for men ranged from $3160.00 (Black men) to 

$3360.00 (Asian men). 

Cash Awards ($4000 - $4999) 

There were 45 cash awards given in FY 2019 that totaled $188,935.00. The average award was 

$4198.00. Award averages for women ranged from $4000.00 (Asian women) to $4250.00 

(Hispanic women). Award averages for men ranged from $4000.00 (Hispanic men, Black men, 

and Asian men) to $4174.00 (White men). 

Cash Awards ($5000 and more) 

There were 84 cash awards given in FY 2019 that totaled $797,073.00. The average award was 

$9488.00. Award averages for women ranged from $8662.00 (Asian women) to $12,450.00 

(Black women). Award averages for men ranged from $6850.00 (Asian men) to $9,998.00 

(White men). 

Quality Step Increases 

A quality step increase (QSI) is intended to recognize outstanding FTC employees by providing 

rapid advancement within an employee’s grade of pay, and to provide an incentive for remaining 

in a position. Out of 319 QSIs awarded for “outstanding” performance during FY 2019, 

Hispanics received 17 (5.3%), Whites received 208 (65.2%), Blacks received 51 (16%), Asians 

received 38 (11.9%), Native Hawaiian or Other Pacific Islanders received 2 (0.6%), American 

Indian or Alaskan Natives received 1 (0.3%), men and women of two or more races received 2 

(0.6%). (See Table A9). 

33 
EEOC FORM 

715-02 

PART E.4 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: ACCOMPLISHMENTS 

Highlights of the FY 2019 Accomplishments are found in Part E-2-Executive Summary: Essential Elements A-F. 

Page 6 
EEOC FORM 

715-02 

PART E.5 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

EXECUTIVE SUMMARY: PLANNED ACTIVITIES 

Planned Activities are found in Part E-2-Executive Summary: Essential Elements A-F. 

Page 7 
 

 

 

 

 

 

 

 

 

 

 

 

EEOC FORM 

715-02 

PART F 

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019 

CERTIFICATION of ESTABLISHMENT of CONTINUING 

EQUAL EMPLOYMENT OPPORTUNITY PROGRAMS 

.HYLQ':LOOLDPV'LUHFWRU2IILFHRI((2DQG:RUNSODFH,QFOXVLRQ*6 am the 

(Insert Name Above) (Insert official 

title/series/grade above) 

8QLWHG6WDWHV)HGHUDO7UDGH&RPPLVVLRQ Principal EEO Director/Official for 

(Insert Agency/Component Name above) 

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential 

elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO MD-715, a 

further evaluation was conducted and, as appropriate, EEO Plans for Attaining the Essential Elements of a Model EEO

 Program, are included with this Federal Agency Annual EEO Program Status Report. 

The agency has also analyzed its work force profiles and conducted barrier analyses aimed at detecting whether any 

management or personnel policy, procedure or practice is operating to disadvantage any group based on race, national origin,

 gender or disability. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this Federal Agency Annual

 EEO Program Status Report. 

I certify that proper documentation of this assessment is in place and is being maintained for EEOC review upon request. 

Digitally signed by Kevin D Williams Kevin D Williams Date: 2020.09.30 09:48:07 -04'00' September 30, 2020 

Signature of Principal EEO Director/Official Date 

Certifies that this Federal Agency Annual EEO Program Status Report is in compliance with 

EEO MD-715. 

Digitally signed by MOLLY CRAWFORD 09/30/20 MOLLY CRAWFORD Date: 2020.09.30 12:55:18 -04'00' 

Signature of Agency Head or Agency Head Designee Date 

Page 8 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: A Demonstrated Commitment From agency Leadership 

Compliance 

Indicator 

A.1. The agency issues an effective, up-to-date EEO policy statement. 

Measures 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

A.1.a. Does the agency annually issue a signed and dated EEO policy statement on agency letterhead that 

clearly communicates the agency’s commitment to EEO for all employees and applicants? If “Yes”, please 

provide the annual issuance date in the comments column. [see MD-715, ll(A)] 

X The FTC 

Chairman issues 

the EEO policy 

statement on an 

annual basis. 

9/19/2019 

A.1.b. Does the EEO policy statement address all protected bases (age, color, disability, sex (including X 

pregnancy, sexual orientation and gender identity), genetic information, national origin, race, religion, and 

reprisal) contained in the laws EEOC enforces? [see 29 CFR § 1614.101(a)] If the EEO policy statement covers 

any additional bases (e.g., marital status, veteran status and political affiliation), please list them in the 

comments column. 

Page 9 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

A.2. The agency has communicated EEO policies and procedures to all employees. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

A.2.a. Does the agency disseminate the following policies and procedures to all employees:

A.2.a.1. Anti-harassment policy? [see MD 715, ll(A)] X 

A.2.a.2. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)] X 

A.2.b. Does the agency prominently post the following information throughout the workplace and on its public

website:

A.2.b.1. The business contact information for its EEO Counselors, EEO Officers, Special Emphasis Program X 

Managers, and EEO Director? [see 29 C.F.R § 1614.102(b)(7)]

A.2.b.2. Written materials concerning the EEO program, laws, policy statements, and the operation of the EEO X 

complaint process? [see 29 CFR §1614.102(b)(5)]

A.2.b.3. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)(i)] If so, please provide the X The reasonable 

internet address in the comments column. accommodation 

procedures are 

located on the 

FTC intranet site: 

FTC 

Administrative 

Manual, Chapter 

3, Section 300, 

and the Office of 

EEO and 

Workplace 

Inclusion intranet 

homepage. The 

procedures are 

also located at the 

FTC’s internet 

page at https:// 

www.ftc.gov/ 

about-ftc/bureausoffices/officeequalemploymentopportunityworkplaceinclusion 

A.2.c. Does the agency inform its employees about the following topics:

Page 10 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

A.2.c.1. EEO complaint process? [see 29 CFR §§ 1614.102(a)(12) and 1614.102(b)(5)] If “yes”, please provide X The Office of 

how often and the means by which such training is delivered. EEO and 

Workplace 

Inclusion (Office 

of EEOWI) trains 

new employees 

on the complaint 

process on a 

biweekly basis 

during the new 

employee 

orientation. In 

addition, the 

Office of EEOWI 

conducts onsite 

training to FTC’s 

regional offices 

on EEO and 

Diversity and 

Inclusion on an 

annual basis and 

Headquarters 

offices when 

requested. 

A.2.c.2. ADR process? [see MD-110, Ch. 3(II)(C)] If “yes”, please provide how often. X The Office of 

EEOWI provides 

EEO ADR 

training to its new 

employees during 

orientation. The 

Office of EEOWI 

also provides 

EEO ADR 

training to FTC 

employees and 

managers and 

supervisors on a 

yearly basis. 

A.2.c.3. Reasonable accommodation program? [see 29 CFR § 1614.203(d)(7)(ii)(C)] If “yes”, please provide X The FTC’s 

how often. Human Capital 

Management 

Office (HCMO) 

provides training 

to new FTC 

employees during 

orientation on 

disability 

awareness/ 

reasonable 

accommodations. 

The FTC’s 

Reasonable 

Accommodation 

Program Manager 

provides yearly 

training to FTC 

managers and 

supervisors and 

employees. 

Page 11 
EEOC FORM U.S. Equal Employment Opportunity Commission

715-02 FEDERAL AGENCY ANNUAL

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

A.2.c.4. Anti-harassment program? [see EEOC Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), § V.C.1] If “yes”, please provide how often. 

X FTC managers 

and supervisors 

receive refresher 

and annual 

training on the 

FTC’s Antiharassment 

Program. All new 

FTC supervisors 

also receive the 

training within six 

months after their 

arrival and on an 

annual basis. 

A.2.c.5. Behaviors that are inappropriate in the workplace and could result in disciplinary action? [5 CFR 

§2635.101(b)] If “yes”, please provide how often. 

X The FTC’s 

Employee 

Relations and 

Training Office 

provides training 

to new FTC 

employees during 

orientation on 

inappropriate 

conduct in the 

workplace and 

prohibited 

personnel 

practices. 

Page 12 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

A.3. The agency assesses and ensures EEO principles are part of its culture. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

A.3.a. Does the agency provide recognition to employees, supervisors, managers and units demonstrating X The A. Leon 

superior accomplishment in equal employment opportunity? [see 29 CFR § 1614.102(a)(9)] If “yes”, provide Higginbotham Jr., 

one or two examples in the comments section. . Award is named 

for A. Leon 

Higginbotham Jr., 

who served as an 

FTC 

Commissioner 

from 1962 to 

1964. 

Commissioner 

Higginbotham 

was the first 

African American 

appointed as a 

commissioner on 

any U.S. 

regulatory 

commission. This 

award recognizes 

FTC supervisors, 

an employee, or 

groups who have 

made outstanding 

contributions 

toward fostering 

equal 

employment 

opportunity. 

Page 13 
EEOC FORM U.S. Equal Employment Opportunity Commission

715-02 FEDERAL AGENCY ANNUAL

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

A.3.b. Does the agency utilize the Federal Employee Viewpoint Survey or other climate assessment tools to X 

monitor the perception of EEO principles within the workforce? [see 5 CFR Part 250]' 

The FTC uses the 

FEVS results to 

improve 

processes, 

products, 

services, and 

organizational 

outcomes through 

the recruitment 

and retention of a 

high-performing , 

diverse 

workforce. FTC 

employees' 

feedback is used 

to creative 

positive changes. 

These changes 

may include 

formulating and 

implementing 

action plans to 

address 

organizational 

areas of 

improvement and 

launching new or 

enhanced 

programs. 

Page 14 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: B Integration of EEO into the agency's Strategic Mission 

Compliance 

Indicator 

B.1. The reporting structure for the EEO program provides the principal EEO 

official with appropriate authority and resources to effectively carry out a 

Measures successful EEO program. 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.1.a. Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control X The Director of 

over the EEO office? [see 29 CFR §1614.102(b)(4)] EEOWI reports 

directly to FTC 

Chairman, Joseph 

Simons. 

B.1.a.1. If the EEO Director does not report to the agency head, does the EEO Director report to the same 

agency head designee as the mission-related programmatic offices? If “yes,” please provide the title of the 

agency head designee in the comments. 

X The EEOWI 

Director reports 

to the FTC 

Chairman. 

B.1.a.2. Does the agency’s organizational chart clearly define the reporting structure for the EEO office? [see 29 X 

CFR §1614.102(b)(4)] 

B.1.b. Does the EEO Director have a regular and effective means of advising the agency head and other senior X 

management officials of the effectiveness, efficiency and legal compliance of the agency’s EEO program? [see 

29 CFR §1614.102(c)(1); MD-715 Instructions, Sec. I] 

B.1.c. During this reporting period, did the EEO Director present to the head of the agency, and other senior 

management officials, the "State of the agency" briefing covering the six essential elements of the model EEO 

program and the status of the barrier analysis process? [see MD-715 Instructions, Sec. I] If “yes”, please provide 

the date of the briefing in the comments column. 

X The Director of 

EEOWI presented 

the FTC 

Chairman and the 

Executive 

Director the state 

of the FTC on a 

monthly basis 

during FY 2019. 

B.1.d. Does the EEO Director regularly participate in senior-level staff meetings concerning personnel, budget, X 

technology, and other workforce issues? [see MD-715, II(B)] 

Page 15 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Compliance 

Indicator 

B.2. The EEO Director controls all aspects of the EEO program. 

Measures 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.2.a. Is the EEO Director responsible for the implementation of a continuing affirmative employment program 

to promote EEO and to identify and eliminate discriminatory policies, procedures, and practices? [see MD-110, 

Ch. 1(III)(A); 29 CFR §1614.102(c)] If not, identify the office with this authority in the comments column. 

X 

B.2.b. Is the EEO Director responsible for overseeing the completion of EEO counseling? [see 29 CFR 

§1614.102(c)(4)] 

X 

B.2.c. Is the EEO Director responsible for overseeing the fair and thorough investigation of EEO complaints? 

[see 29 CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.] 

X 

B.2.d. Is the EEO Director responsible for overseeing the timely issuance of final agency decisions? [see 29 

CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.] 

X 

B.2.e. Is the EEO Director responsible for ensuring compliance with EEOC orders? [see 29 CFR §§ 

1614.102(e); 1614.502]' 

X 

B.2.f. Is the EEO Director responsible for periodically evaluating the entire EEO program and providing 

recommendations for improvement to the agency head? [see 29 CFR §1614.102(c)(2)] 

X 

B.2.g. If the agency has subordinate level components, does the EEO Director provide effective guidance and 

coordination for the components? [see 29 CFR §§ 1614.102(c)(2); (c)(3)] 

X 

Page 16 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or B.3. The EEO Director and other EEO professional staff are involved in, and complete and consulted on, management/personnel actions. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.3.a. Do EEO program officials participate in agency meetings regarding workforce changes that might impact X 

EEO issues, including strategic planning, recruitment strategies, vacancy projections, succession planning, and 

selections for training/career development opportunities? [see MD-715, II(B)] 

B.3.b. Does the agency’s current strategic plan reference EEO / diversity and inclusion principles? [see X The FTC's 

MD-715, II(B)] If “yes”, please identify the EEO principles in the strategic plan in the comments column. Strategic Plan for 

FY 2018-2022, 

Objective 3.2 , 

"Cultivate a high 

performing, 

diverse, and 

engaged 

workforce" states 

that the MD-715 

is a tool that the 

FTC uses to 

ensure that all 

workers are 

competing on a 

fair and level 

playing field and 

have the 

opportunity to 

achieve their 

fullest potential. 

Strategies and 

goals are located: 

https:// 

www.ftc.gov/ 

system/files/ 

documents/ 

reports/20. 

Page 17 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or B.4. The agency has sufficient budget and staffing to support the success of its complete and EEO program. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.4.a. Pursuant to 29 CFR §1614.102(a)(1), has the agency allocated sufficient funding and qualified staffing to 

successfully implement the EEO program, for the following areas: 

B.4.a.1. to conduct a self-assessment of the agency for possible program deficiencies? [see MD-715, II(D)] X 

B.4.a.10. to effectively manage its reasonable accommodation program? [see 29 CFR §1614.203(d)(4)(ii)] X 

B.4.a.11. to ensure timely and complete compliance with EEOC orders? [see MD-715, II(E)] X 

B.4.a.2. to enable the agency to conduct a thorough barrier analysis of its workforce? [see MD-715, II(B)] X 

B.4.a.3. to timely, thoroughly, and fairly process EEO complaints, including EEO counseling, investigations, X 

final agency decisions, and legal sufficiency reviews? [see 29 CFR §§ 1614.102(c)(5); 1614.105(b) – (f); 

MD-110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)] 

B.4.a.4. to provide all supervisors and employees with training on the EEO program, including but not limited to X 

retaliation, harassment, religious accommodations, disability accommodations, the EEO complaint process, and 

ADR? [see MD-715, II(B) and III(C)] If not, please identify the type(s) of training with insufficient funding in 

the comments column. 

B.4.a.5. to conduct thorough, accurate, and effective field audits of the EEO programs in components and the X 

field offices, if applicable? [see 29 CFR §1614.102(c)(2)] 

B.4.a.6. to publish and distribute EEO materials (e.g. harassment policies, EEO posters, reasonable X 

accommodations procedures)? [see MD-715, II(B)] 

B.4.a.7. to maintain accurate data collection and tracking systems for the following types of data: complaint X 

tracking, workforce demographics, and applicant flow data? [see MD-715, II(E)] If not, please identify the 

systems with insufficient funding in the comments section. 

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

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

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

B.4.a.9. to effectively manage its anti-harassment program? [see MD-715 Instructions, Sec. I; EEOC X 

Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C. 

1] 

B.4.b. Does the EEO office have a budget that is separate from other offices within the agency? [see 29 CFR § X 

1614.102(a)(1)] 

B.4.c. Are the duties and responsibilities of EEO officials clearly defined? [see MD-110, Ch. 1(III)(A), 2(III), & X 

6(III)] 

B.4.d. Does the agency ensure that all new counselors and investigators, including contractors and collateral X 

duty employees, receive the required 32 hours of training, pursuant to Ch. 2(II) (A) of MD-110? 

B.4.e. Does the agency ensure that all experienced counselors and investigators, including contractors and X 

collateral duty employees, receive the required 8 hours of annual refresher training, pursuant to Ch. 2(II)(C) of 

MD-110? 

Page 18 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or B.5. The agency recruits, hires, develops, and retains supervisors and managers complete and who have effective managerial, communications, and interpersonal skills attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.5.a. Pursuant to 29 CFR §1614.102(a)(5), have all managers and supervisors received orientation, training, 

and advice on their responsibilities under the following areas under the agency EEO program: 

B.5.a.1. EEO complaint process? [see MD-715(II)(B)] X 

B.5.a.2. Reasonable Accommodation Procedures? [see 29 CFR § 1614.102(d)(3)] X 

B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)] X 

B.5.a.4. Supervisory, managerial, communication and interpersonal skills in order to supervise most effectively X 

in a workplace with diverse employees and avoid disputes arising from ineffective communications? [see 

MD-715, II(B)] 

B.5.a.5. ADR, with emphasis on the federal government’s interest in encouraging mutual resolution of disputes X 

and the benefits associated with utilizing ADR? [see MD-715(II)(E)] 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

B.6. The agency involves managers in the implementation of its EEO program. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

B.6.a. Are senior managers involved in the implementation of Special Emphasis Programs? [see MD-715 X 

Instructions, Sec. I] 

B.6.b. Do senior managers participate in the barrier analysis process? [see MD-715 Instructions, Sec. I] X 

B.6.c. When barriers are identified, do senior managers assist in developing agency EEO action plans (Part I, X 

Part J, or the Executive Summary)? [see MD-715 Instructions, Sec. I] 

B.6.d. Do senior managers successfully implement EEO Action Plans and incorporate the EEO Action Plan X 

Objectives into agency strategic plans? [29 CFR §1614.102(a)(5)] 

Page 19 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: C Management and Program Accountability 

Compliance 

Indicator 

C.1. The agency conducts regular internal audits of its component and field offices. 

Measures 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.1.a. Does the agency regularly assess its component and field offices for possible EEO program deficiencies? 

[see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the comments 

section. 

X The FTC does not 

have components 

and our regional 

offices' permanent 

population is 

twenty employees 

or less. Collateralduty EEO 

counselors service 

each of the 

regional offices. 

C.1.b. Does the agency regularly assess its component and field offices on their efforts to remove barriers from X The FTC does not 

the workplace? [see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the have components 

comments section. and our regional 

offices' permanent 

population is 

twenty employees 

or less. The 

EEOWI Director 

conducts a site 

visit to each 

regional office on 

a biannual basis. 

C.1.c. Do the component and field offices make reasonable efforts to comply with the recommendations of the X 

field audit? [see MD-715, II(C)] 

Page 20 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or C.2. The agency has established procedures to prevent all forms of EEO complete and discrimination. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.2.a. Has the agency established comprehensive anti-harassment policy and procedures that comply with X 

EEOC’s enforcement guidance? [see MD-715, II(C); Enforcement Guidance on Vicarious Employer Liability 

for Unlawful Harassment by Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)] 

C.2.a.1. Does the anti-harassment policy require corrective action to prevent or eliminate conduct before it rises X 

to the level of unlawful harassment? [see EEOC Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), § V.C.1] 

C.2.a.2. Has the agency established a firewall between the Anti-Harassment Coordinator and the EEO Director? X 

[see EEOC Report, Model EEO Program Must Have an Effective Anti-Harassment Program (2006)] 

C.2.a.3. Does the agency have a separate procedure (outside the EEO complaint process) to address harassment X 

allegations? [see Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by 

Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)] 

C.2.a.4. Does the agency ensure that the EEO office informs the anti-harassment program of all EEO counseling X 

activity alleging harassment? [See Enforcement Guidance, V.C.] 

C.2.a.5. Does the agency conduct a prompt inquiry (beginning within 10 days of notification) of all harassment X 

allegations, including those initially raised in the EEO complaint process? [see Complainant v. Dep’t of 

Veterans Affairs, EEOC Appeal No. 0120123232 (May 21, 2015); Complainant v. Dep’t of Defense (Defense 

Commissary Agency), EEOC Appeal No. 0120130331 (May 29, 2015)] If “no”, please provide the percentage 

of timely-processed inquiries in the comments column. 

C.2.a.6. Do the agency’s training materials on its anti-harassment policy include examples of disability-based X 

harassment? [see 29 CFR §1614.203(d)(2)] 

C.2.b. Has the agency established disability reasonable accommodation procedures that comply with EEOC’s X 

regulations and guidance? [see 29 CFR §1614.203(d)(3)] 

C.2.b.1. Is there a designated agency official or other mechanism in place to coordinate or assist with processing X 

requests for disability accommodations throughout the agency? [see 29 CFR §1614.203(d)(3)(D)] 

C.2.b.2. Has the agency established a firewall between the Reasonable Accommodation Program Manager and X 

the EEO Director? [see MD-110, Ch. 1(IV)(A)] 

C.2.b.3. Does the agency ensure that job applicants can request and receive reasonable accommodations during X 

the application and placement processes? [see 29 CFR §1614.203(d)(1)(ii)(B)] 

C.2.b.4. Do the reasonable accommodation procedures clearly state that the agency should process the request X 

within a maximum amount of time (e.g., 20 business days), as established by the agency in its affirmative action 

plan? [see 29 CFR §1614.203(d)(3)(i)(M)] 

C.2.b.5. Does the agency process all initial accommodation requests, excluding ongoing interpretative services, X 

within the time frame set forth in its reasonable accommodation procedures? [see MD-715, II(C)] If “no”, please 

provide the percentage of timely-processed requests, excluding ongoing interpretative services, in the comments 

column. 

C.2.c. Has the agency established procedures for processing requests for personal assistance services that X 

comply with EEOC’s regulations, enforcement guidance, and other applicable executive orders, guidance, and 

standards? [see 29 CFR §1614.203(d)(6)] 

Page 21 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

C.2.c.1. Does the agency post its procedures for processing requests for Personal Assistance Services on its X The Personal 

public website? [see 29 CFR §1614.203(d)(5)(v)] If “yes”, please provide the internet address in the comments Assistance 

column. Services policy 

and procedures 

were posted on 

the FTC's intranet 

site in December 

2019. 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or C.3. The agency evaluates managers and supervisors on their efforts to ensure complete and equal employment opportunity. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.3.a. Pursuant to 29 CFR §1614.102(a)(5), do all managers and supervisors have an element in their X 

performance appraisal that evaluates their commitment to agency EEO policies and principles and their

participation in the EEO program?

C.3.b. Does the agency require rating officials to evaluate the performance of managers and supervisors based

on the following activities:

C.3.b.1. Resolve EEO problems/disagreements/conflicts, including the participation in ADR proceedings? [see X 

MD-110, Ch. 3.I]

C.3.b.2. Ensure full cooperation of employees under his/her supervision with EEO officials, such as counselors X 

and investigators? [see 29 CFR §1614.102(b)(6)]

C.3.b.3. Ensure a workplace that is free from all forms of discrimination, including harassment and retaliation? X 

[see MD-715, II(C)]

C.3.b.4. Ensure that subordinate supervisors have effective managerial, communication, and interpersonal skills X 

to supervise in a workplace with diverse employees? [see MD-715 Instructions, Sec. I]

C.3.b.5. Provide religious accommodations when such accommodations do not cause an undue hardship? [see X 

29 CFR §1614.102(a)(7)]

C.3.b.6. Provide disability accommodations when such accommodations do not cause an undue hardship? [ see X 

29 CFR §1614.102(a)(8)]

C.3.b.7. Support the EEO program in identifying and removing barriers to equal opportunity?. [see MD-715, X 

II(C)]

C.3.b.8. Support the anti-harassment program in investigating and correcting harassing conduct?. [see X 

Enforcement Guidance, V.C.2]

C.3.b.9. Comply with settlement agreements and orders issued by the agency, EEOC, and EEO-related cases X 

from the Merit Systems Protection Board, labor arbitrators, and the Federal Labor Relations Authority? [see

MD-715, II(C)]

C.3.c. Does the EEO Director recommend to the agency head improvements or corrections, including remedial X 

or disciplinary actions, for managers and supervisors who have failed in their EEO responsibilities? [see 29 CFR

§1614.102(c)(2)]

C.3.d. When the EEO Director recommends remedial or disciplinary actions, are the recommendations regularly X 

implemented by the agency? [see 29 CFR §1614.102(c)(2)]

Page 22 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or C.4. The agency ensures effective coordination between its EEO program and complete and Human Resources (HR) program. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.4.a. Do the HR Director and the EEO Director meet regularly to assess whether personnel programs, policies, X 

and procedures conform to EEOC laws, instructions, and management directives? [see 29 CFR §1614.102(a)(2)] 

C.4.b. Has the agency established timetables/schedules to review at regular intervals its merit promotion X 

program, employee recognition awards program, employee development/training programs, and management/ 

personnel policies, procedures, and practices for systemic barriers that may be impeding full participation in the 

program by all EEO groups? [see MD-715 Instructions, Sec. I] 

C.4.c. Does the EEO office have timely access to accurate and complete data (e.g., demographic data for the X 

workforce, applicants, training programs, etc.) required to prepare the MD-715 workforce data tables? [see 29 

CFR §1614.601(a)] 

C.4.d. Does the HR office timely provide the EEO office with access to other data (e.g., exit interview data, X 

climate assessment surveys, and grievance data), upon request? [see MD-715, II(C)] 

C.4.e. Pursuant to Section II(C) of MD-715, does the EEO office collaborate with the HR office to: 

C.4.e.1. Implement the Affirmative Action Plan for Individuals with Disabilities? [see 29 CFR §1614.203(d); X 

MD-715, II(C)] 

C.4.e.2. Develop and/or conduct outreach and recruiting initiatives? [see MD-715, II(C)] X 

C.4.e.3. Develop and/or provide training for managers and employees? [see MD-715, II(C)] X 

C.4.e.4. Identify and remove barriers to equal opportunity in the workplace? [see MD-715, II(C)] X 

C.4.e.5. Assist in preparing the MD-715 report? [see MD-715, II(C)] X 

Page 23 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or C.5. Following a finding of discrimination, the agency explores whether it should complete and take a disciplinary action. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.5.a. Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct? X 

[see 29 CFR §1614.102(a)(6); see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)] 

C.5.b. When appropriate, does the agency discipline or sanction managers and employees for discriminatory X In FY 2019, there 

conduct? [see 29 CFR §1614.102(a)(6)] If “yes”, please state the number of disciplined/sanctioned individuals were no 

during this reporting period in the comments. disciplinary 

actions taken 

against employees 

and managementlevel employees 

that fell within the 

Office of 

Personnel 

Management's 

definition of the 

term discipline 

for conduct 

inconsistent with 

federal 

antidiscrimination 

or whistleblower 

protection laws. 

C.5.c. If the agency has a finding of discrimination (or settles cases in which a finding was likely), does the X 

agency inform managers and supervisors about the discriminatory conduct (e.g., post mortem to discuss lessons 

learned)? [see MD-715, II(C)] 

Page 24 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

C.6. The EEO office advises managers/supervisors on EEO matters. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

C.6.a. Does the EEO office provide management/supervisory officials with regular EEO updates on at least an X FTC managers 

annual basis, including EEO complaints, workforce demographics and data summaries, legal updates, barrier and hiring 

analysis plans, and special emphasis updates? [see MD-715 Instructions, Sec. I] If “yes”, please identify the officials received 

frequency of the EEO updates in the comments column. updates on the 

benefits of using 

Schedule A. The 

Office of EEOWI 

also presented at 

several mandatory 

programs 

discussing 

employees' rights, 

various scenarios 

that occur in the 

workplace and 

how to respond in 

a manner that 

does not conflict 

with EEO laws, 

and case updates 

on various areas 

of concerns to 

avoid exposing 

the agency to 

liability. 

C.6.b. Are EEO officials readily available to answer managers’ and supervisors’ questions or concerns? [see X 

MD-715 Instructions, Sec. I] 

Page 25 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: D Proactive Prevention 

Compliance 

Indicator 

Measures 

D.1. The agency conducts a reasonable assessment to monitor progress towards 

achieving equal employment opportunity throughout the year. 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

D.1.a. Does the agency have a process for identifying triggers in the workplace? [see MD-715 Instructions, Sec. X 

I] 

D.1.b. Does the agency regularly use the following sources of information for trigger identification: workforce X 

data; complaint/grievance data; exit surveys; employee climate surveys; focus groups; affinity groups; union; 

program evaluations; special emphasis programs; and/or external special interest groups? [see MD-715 

Instructions, Sec. I] 

D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could X 

improve the recruitment, hiring, inclusion, retention and advancement of individuals with disabilities? [see 29 

CFR §1614.203(d)(1)(iii)(C)] 

Compliance 

Indicator 

Measures 

D.2. The agency identifies areas where barriers may exclude EEO groups 

(reasonable basis to act.) 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

D.2.a. Does the agency have a process for analyzing the identified triggers to find possible barriers? [see X 

MD-715, (II)(B)] 

D.2.b. Does the agency regularly examine the impact of management/personnel policies, procedures, and X 

practices by race, national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)] 

D.2.c. Does the agency consider whether any group of employees or applicants might be negatively impacted X 

prior to making human resource decisions, such as re-organizations and realignments? [see 29 CFR §1614.102(a) 

(3)] 

D.2.d. Does the agency regularly review the following sources of information to find barriers: complaint/ X The Office of 

grievance data, exit surveys, employee climate surveys, focus groups, affinity groups, union, program EEOWI regularly 

evaluations, anti-harassment program, special emphasis programs, and/or external special interest groups? [see reviews complaint 

MD-715 Instructions, Sec. I]] If “yes”, please identify the data sources in the comments column. data, employee 

exit interview 

surveys, 

employee climate 

surveys, 

harassment 

inquiry reports, 

affinity groups, 

and conducts 

meetings with 

employees and 

management 

officials. 

Page 26 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

D.3. The agency establishes appropriate action plans to remove identified barriers. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

D.3.a. Does the agency effectively tailor action plans to address the identified barriers, in particular policies, X 

procedures, or practices? [see 29 CFR §1614.102(a)(3)]

D.3.b. If the agency identified one or more barriers during the reporting period, did the agency implement a plan X 

in Part I, including meeting the target dates for the planned activities? [see MD-715, II(D)]

D.3.c. Does the agency periodically review the effectiveness of the plans? [see MD-715, II(D)] X 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or D.4. The agency has an affirmative action plan for people with disabilities, complete and including those with targeted disabilities. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If X The FTC's 

yes, please provide the internet address in the comments. Affirmative 

Action Plan for 

the Recruitment, 

Hiring, 

Advancement, 

and Retention of 

Persons with 

Disabilities is 

found on the 

FTC's public 

website at https:// 

www.ftc.gov/ 

system/files/ 

attachments/ 

md-715-reports/

ftc_md-715_report_fy2017.p

D.4.b. Does the agency take specific steps to ensure qualified people with disabilities are aware of and X 

encouraged to apply for job vacancies? [see 29 CFR §1614.203(d)(1)(i)]

D.4.c. Does the agency ensure that disability-related questions from members of the public are answered X 

promptly and correctly? [see 29 CFR §1614.203(d)(1)(ii)(A)]

D.4.d. Has the agency taken specific steps that are reasonably designed to increase the number of persons with X 

disabilities or targeted disabilities employed at the agency until it meets the goals? [see 29 CFR §1614.203(d)(7)

(ii)]

Page 27 
Page 28 

EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: E Efficiency 

Compliance 

Indicator 

E.1. The agency maintains an efficient, fair, and impartial complaint resolution 

process. 

Measure Has 

Been Met 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

Measures Yes No N/A 

E.1.a. Does the agency timely provide EEO counseling, pursuant to 29 CFR §1614.105? X 

E.1.b. Does the agency provide written notification of rights and responsibilities in the EEO process during the 

initial counseling session, pursuant to 29 CFR §1614.105(b)(1)? 

X 

E.1.c. Does the agency issue acknowledgment letters immediately upon receipt of a formal complaint, pursuant 

to MD-110, Ch. 5(I)? 

X 

E.1.d. Does the agency issue acceptance letters/dismissal decisions within a reasonable time (e.g., 60 days) after 

receipt of the written EEO Counselor report, pursuant to MD-110, Ch. 5(I)? If so, please provide the average 

processing time in the comments. 

X The FTC issues 

acceptance letters/ 

dismissal 

decisions within 

five calendar days 

after receipt of the 

written EEO 

Counselor report. 

E.1.e. Does the agency ensure that all employees fully cooperate with EEO counselors and EEO personnel in the 

EEO process, including granting routine access to personnel records related to an investigation, pursuant to 29 

CFR §1614.102(b)(6)? 

X 

E.1.f. Does the agency timely complete investigations, pursuant to 29 CFR §1614.108? X 

E.1.g. If the agency does not timely complete investigations, does the agency notify complainants of the date by 

which the investigation will be completed and of their right to request a hearing or file a lawsuit, pursuant to 29 

CFR §1614.108(g)? 

X 

E.1.h. When the complainant did not request a hearing, does the agency timely issue the final agency decision, 

pursuant to 29 CFR §1614.110(b)? 

X 

E.1.i. Does the agency timely issue final actions following receipt of the hearing file and the administrative 

judge’s decision, pursuant to 29 CFR §1614.110(a)? 

X 

E.1.j. If the agency uses contractors to implement any stage of the EEO complaint process, does the agency hold 

them accountable for poor work product and/or delays? [See MD-110, Ch. 5(V)(A)] If “yes”, please describe 

how in the comments column. 

X The FTC does not 

use contractors to 

implement any 

stage of the EEO 

complaint process. 

E.1.k. If the agency uses employees to implement any stage of the EEO complaint process, does the agency hold 

them accountable for poor work product and/or delays during performance review? [See MD-110, Ch. 5(V)(A)] 

X 

E.1.l. Does the agency submit complaint files and other documents in the proper format to EEOC through the 

Federal Sector EEO Portal (FedSEP)? [See 29 CFR § 1614.403(g)] 

X 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or 

E.2. The agency has a neutral EEO process. complete and 

attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

E.2.a. Has the agency established a clear separation between its EEO complaint program and its defensive X The Office of the 

function? [see MD-110, Ch. 1(IV)(D)] If “yes”, please explain. General Counsel 

does not provide 

oversight of the 

Office of EEOWI. 

It also does not 

review any of the 

Office of 

EEOWI's 

documents or 

reports. 

E.2.b. When seeking legal sufficiency reviews, does the EEO office have access to sufficient legal resources X The Office of 

separate from the agency representative? [see MD-110, Ch. 1(IV)(D)] If “yes”, please identify the source/ EEOWI's Director 

location of the attorney who conducts the legal sufficiency review in the comments column. is an attorney and 

there is an 

Attorney Advisor 

on the Office of 

EEOWI's staff. 

E.2.c. If the EEO office relies on the agency’s defensive function to conduct the legal sufficiency review, is X 

there a firewall between the reviewing attorney and the agency representative? [see MD-110, Ch. 1(IV)(D)] 

E.2.d. Does the agency ensure that its agency representative does not intrude upon EEO counseling, X 

investigations, and final agency decisions? [see MD-110, Ch. 1(IV)(D)] 

E.2.e. If applicable, are processing time frames incorporated for the legal counsel’s sufficiency review for timely X 

processing of complaints? [see EEOC Report, Attaining a Model Agency Program: Efficiency (Dec. 1, 2004)] 

Page 29 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or E.3. The agency has established and encouraged the widespread use of a fair complete and alternative dispute resolution (ADR) program. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

E.3.a. Has the agency established an ADR program for use during both the pre-complaint and formal complaint X 

stages of the EEO process? [see 29 CFR §1614.102(b)(2)] 

E.3.b. Does the agency require managers and supervisors to participate in ADR once it has been offered? [see X 

MD-715, II(A)(1)] 

E.3.c. Does the Agency encourage all employees to use ADR, where ADR is appropriate? [See MD-110, Ch. X 

3(IV)(C)] 

E.3.d. Does the agency ensure a management official with settlement authority is accessible during the dispute X 

resolution process? [see MD-110, Ch. 3(III)(A)(9)] 

E.3.e. Does the agency prohibit the responsible management official named in the dispute from having X 

settlement authority? [see MD-110, Ch. 3(I)] 

E.3.f. Does the agency annually evaluate the effectiveness of its ADR program? [see MD-110, Ch. 3(II)(D)] X 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or E.4. The agency has effective and accurate data collection systems in place to complete and evaluate its EEO program. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

E.4.a. Does the agency have systems in place to accurately collect, monitor, and analyze the following data: 

E.4.a.1. Complaint activity, including the issues and bases of the complaints, the aggrieved individuals/ X 

complainants, and the involved management official? [see MD-715, II(E)] 

E.4.a.2. The race, national origin, sex, and disability status of agency employees? [see 29 CFR §1614.601(a)] X 

E.4.a.3. Recruitment activities? [see MD-715, II(E)] X 

E.4.a.4. External and internal applicant flow data concerning the applicants’ race, national origin, sex, and X 

disability status? [see MD-715, II(E)] 

E.4.a.5. The processing of requests for reasonable accommodation? [29 CFR §1614.203(d)(4)] X 

E.4.a.6. The processing of complaints for the anti-harassment program? [see EEOC Enforcement Guidance on X 

Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C.2] 

E.4.b. Does the agency have a system in place to re-survey the workforce on a regular basis? [MD-715 X 

Instructions, Sec. I] 

Page 30 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART G EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Measure Has For all unmet Compliance Been Met measures, provide Indicator a 

brief explanation 

in 

the space below or E.5. The agency identifies and disseminates significant trends and best practices in complete and its EEO program. attach Measures Yes No N/A an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

E.5.a. Does the agency monitor trends in its EEO program to determine whether the agency is meeting its X With regard to 

obligations under the statutes EEOC enforces? [see MD-715, II(E)] If “yes”, provide an example in the Title VII 

comments. prohibition 

against sex 

discrimination, 

the Office of 

EEOWI delivered 

EEO training on 

transgender 

discrimination. 

E.5.b. Does the agency review other agencies’ best practices and adopt them, where appropriate, to improve the X The Office of 

effectiveness of its EEO program? [see MD-715, II(E)] If “yes”, provide an example in the comments. EEOWI maintains 

a robust employee 

exit interview 

survey process 

that was inspired 

by the employee 

exit interview 

survey process at 

EEOC. 

E.5.c. Does the agency compare its performance in the EEO process to other federal agencies of similar size? X 

[see MD-715, II(E)] 

Page 31 
Page 32 

EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Essential Element: F Responsiveness and Legal Compliance 

Compliance 

Indicator 

F.1. The agency has processes in place to ensure timely and full compliance with 

EEOC orders and settlement agreements. 

Measure Has 

Been Met 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

Measures Yes No N/A 

F.1.a. Does the agency have a system of management controls to ensure that its officials timely comply with 

EEOC orders/directives and final agency actions? [see 29 CFR §1614.102(e); MD-715, II(F)] 

X 

F.1.b. Does the agency have a system of management controls to ensure the timely, accurate, and complete 

compliance with resolutions/settlement agreements? [see MD-715, II(F)] 

X 

F.1.c. Are there procedures in place to ensure the timely and predictable processing of ordered monetary relief? 

[see MD-715, II(F)] 

X 

F.1.d. Are procedures in place to process other forms of ordered relief promptly? [see MD-715, II(F)] X 

F.1.e. When EEOC issues an order requiring compliance by the agency, does the agency hold its compliance 

officer(s) accountable for poor work product and/or delays during performance review? [see MD-110, Ch. 9(IX) 

(H)] 

X 

Compliance 

Indicator 

F.2. The agency complies with the law, including EEOC regulations, management 

directives, orders, and other written instructions. 

Measure Has 

Been Met 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

Measures Yes No N/A 

F.2.a. Does the agency timely respond and fully comply with EEOC orders? [see 29 CFR §1614.502; MD-715, 

II(E)] 

X 

F.2.a.1. When a complainant requests a hearing, does the agency timely forward the investigative file to the 

appropriate EEOC hearing office? [see 29 CFR §1614.108(g)] 

X 

F.2.a.2. When there is a finding of discrimination that is not the subject of an appeal by the agency, does the 

agency ensure timely compliance with the orders of relief? [see 29 CFR §1614.501] 

X 

F.2.a.3. When a complainant files an appeal, does the agency timely forward the investigative file to EEOC’s 

Office of Federal Operations? [see 29 CFR §1614.403(e)] 

X 

F.2.a.4. Pursuant to 29 CFR §1614.502, does the agency promptly provide EEOC with the required 

documentation for completing compliance? 

X 
EEOC FORM 

715-02 

PART G 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Agency Self-Assessment Checklist 

Compliance 

Indicator 

F.3. The agency reports to EEOC its program efforts and accomplishments. 

Measures 

Measure Has 

Been Met 

Yes No N/A 

For all unmet 

measures, provide 

a 

brief explanation 

in 

the space below or 

complete and 

attach 

an EEOC FORM 

715-

01 PART H to the 

agency's status 

report 

F.3.a. Does the agency timely submit to EEOC an accurate and complete No FEAR Act report? [Public Law X 

107-174 (May 15, 2002), §203(a)] 

F.3.b. Does the agency timely post on its public webpage its quarterly No FEAR Act data? [see 29 CFR X 

§1614.703(d)] 

Essential Element: O Other 

Page 33 
EEOC FORM U.S. Equal Employment Opportunity Commission

715-02 FEDERAL AGENCY ANNUAL

PART H EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Plan to Attain Essential Elements 

PART H.1 

Brief Description of Program OTHER. OTHER Deficiency: 

Not collecting attorney applicant flow data, which identifies applicants on the bases of race, national origin, sex, and disability status, and the disposition of all 

applications. Because attorneys are excepted employees, at times they are selected outside the USAJobs platform. 

Objectives for EEO Plan 

Date Initiated Target Date Date Modified Date Completed Objective Description 

02/01/2016 09/30/2022 09/30/2019 Continue to search for a process whereby the agency can increase the amount of applicant 

flow data received during the agency’s on-campus recruitment activities. 

Responsible Officials 

Title Name Standards Address the Plan? 

Hiring Officials Various Yes 

EEOWI Director Kevin D. Williams Yes 

Chief Human Capital Officer Vicki Barber Yes 

Planned Activities 

Target Date Planned Activity Sufficient Modified Date Completion 

Staffing & Date 

Funding? 

09/30/2021 Conduct focus group meetings with hiring officials to determine whether it is feasible to Yes 09/30/2019 

collect RNO data during on-campus recruitment activities. 

Accomplishments 

Fiscal Accomplishment 

Year 

2019 The EEOWI Director convened several meetings with officials connected to the hiring process to discuss strategies to collect RNO data during on-campus 

recruitment activities involving law students. This issue extends to attorneys who, because they are in the Excepted Service, can be hired 

noncompetitively and outside the USAJobs tool. 

Page 34 
EEOC FORM U.S. Equal Employment Opportunity Commission

715-02 FEDERAL AGENCY ANNUAL

PART H EEO PROGRAM STATUS REPORT 

Federal Trade Commission FFor period covering October 1, 2018 to September 30, 2019

Plan to Attain Essential Elements 

PART H.2 

Brief Description of Program OTHER. OTHER Deficiency: 

There is a low participation rate of non-white employees in the Senior Executive Service. Specifically, the FTC has forty-one employees in the Senior Executive 

Service. Twenty-three SES employees are males and eighteen are females. Six SES employees are non-white. Of the non-white SES employees, one is male and five 

are females. There are two b lack, SES employees, three Asian SES employees, and one Hispanic/Latino SES employee. 

Objectives for EEO Plan 

Date Initiated Target Date Date Modified Date Completed Objective Description 

09/30/2017 09/30/2019 09/30/2023 Increase the percentage of non-white employees in the Senior Executive Service. 

Responsible Officials 

Title Name Standards Address the Plan? 

EEOWI Director Kevin D. Williams No 

SES Hiring Officials Various Yes 

Target Date Planned Activity Sufficient Modified Date Completion 

Staffing & 

Funding? 

Date 

09/30/2018 Deliver training to the FTC Hiring Team to ensure targeted outreach and recruitme

in advance of hiring for vacancies in the SES. 

nt occurs Yes 09/30/2018 

09/30/2018 Deliver training to the FTC Hiring Team to address implicit bias. Yes 09/30/2018 

09/30/2019 Deliver unconscious/bias training to organizations at the FTC. Yes 

09/30/2019 

Planned Activities 

Deliver training to FTC Hiring Teams to ensure targeted outreach and recruitment occurs in 

advance of hiring for vacancies in the SES. 

Yes 

Accomplishments 

Fiscal Accomplishment 

Year 

2018 The Office of EEOWI delivered several trainings on unconscious/implicit bias to the hiring teams in the Bureau of Competition. 

Page 35 
EEOC FORM U.S. Equal Employment Opportunity Commission 

715-02 FEDERAL AGENCY ANNUAL 

PART I EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Plan to Eliminate Identified Barriers 

PART I.1 

Source of the Trigger: Workforce Data (if so identify the table) 

Specific Workforce Data 

Table: 

Workforce Data Table - A4 

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER: 

Provide a brief narrative 

describing the condition at 

issue. 

How was the condition 

recognized as a potential 

barrier? 

Hispanics/Latinos’ participation rate in the FTC workforce is lower than their CLF and RCLF. 

STATEMENT OF 

BARRIER GROUPS: 

Barrier Group 

Hispanic or Latino Males 

Hispanic or Latino Females 

Barrier Analysis Process 

Completed?: 

Y 

Barrier(s) Identified?: Y 

STATEMENT OF 

IDENTIFIED BARRIER: 

Provide a succinct statement 

of the agency policy, 

procedure 

or practice that has been 

determined to be the barrier 

of the 

undesired condition. 

Barrier Name Description of Policy, Procedure, or Practice 

Hispanics or Latinos Historically, the FTC has had a low participation rate of Hispanic/Latino 

Participation Rate in the employees generally, which includes attorneys. Although the FTC recruits 

FTC Workforce nationwide, at all national law schools, Hispanic/Latino bar conventions, and 

other events, there continues to be minimal improvement in the percentage of 

Hispanic/Latino employees. 

Objective(s) and Dates for EEO Plan 

Date 

Initiated 

Target Date Sufficient 

Funding / 

Staffing? 

Date 

Modified 

Date 

Completed 

Objective Description 

10/01/2017 09/30/2022 Yes 09/30/2019 Increase the participation rate of Hispanic/Latino 

employees, including attorneys, at all levels of the FTC 

workforce through targeted outreach, recruitment, and 

innovative retention plans. 

Responsible Official(s) 

Title Name Standards Address The Plan? 

Director, Equal Employment Opportunity 

and Workplace Inclusion 

Kevin D. Williams Yes 

Hispanic Heritage Month Planning Committee No 

Chair, Diversity Council Mark S. Hegedus No 

Page 36 
EEOC FORM 

715-02 

PART I 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Federal Trade Commission For period covering October 1, 2018 to September 30, 2019

Plan to Eliminate Identified Barriers 

Planned Activities Toward Completion of Objective 

Target Date Planned Activities Sufficient 

Staffing & 

Funding? 

Modified 

Date 

Completion 

Date 

09/30/2020 Develop relationships with Hispanic/Latino Student 

Associations at Washington, D.C., area law schools/colleges/ 

universities 

Yes 09/30/2019 

09/30/2018 Sponsor FTC attorneys to attend the National Hispanic Bar 

Association Annual Convention 

Yes 09/30/2019 

09/30/2021 Create a Task Force/Meet with Task Force Yes 

09/30/2021 Meet with Diversity Council leaders Yes 

09/30/2020 Review Employee Exit Interviews Yes 09/30/2019 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 During Fiscal Year 2019, the Office of EEOWI met with Hispanic/Latino employees to discuss additional 

strategies to build relationships with prospective Hispanic/Latino individuals in order to increase the applicant 

pool for FTC jobs. In addition, the Office of EEOWI continued to sponsor employees' attendance at the 

National Hispanic Bar Association. The Office of EEOWI reviewed Employee Exit Interview surveys to 

determine whether there were any suggestions that barriers to equality of opportunity exist at the FTC. 

Page 37 
ppppppp 

MD-715 – Part J 

Special Program Plan 

for the Recruitment, Hiring, Advancement, and 

Retention of Persons with Disabilities 

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

persons with targeted disabilities (PWTD), EEOC regulations (29 C.F.R. § 1614.203(e)) 

and MD-715 require agencies to describe how their affirmative action plan will improve the 

recruitment, hiring, advancement, and retention of applicants and employees with 

disabilities. 

Section I: Efforts to Reach Regulatory Goals 

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

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

1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the permanent workforce? If “yes”, 

describe the trigger(s) in the text box. 

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

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

The participation rate of PWDs in the GS-1 to GS-10 cluster is 8.75%, as 

compared to the federal goal of 12%. The participation rate of PWDs in the 

GS-11 to SES cluster is 11.67%, as compared to the federal goal of 12%. 

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

(7). For all other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the 

Washington, DC metropolitan region. 

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the permanent workforce? If “yes”, 

describe the trigger(s) in the text box. 

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

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

The participation rate of PWTDs in the GS-1 to GS-10 cluster is 5.00%, as 

compared to the federal goal of 2%. The participation rate of PWTDs in the 

GS-11 to SES cluster is 0.96%, as compared to the federal goal of 2%. 

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

FTC Human Capital Management Office staff were notified of the numerical 

goals through the FTC’s Disability Program Manager (DPM). The DPM also 

communicated the numerical goals to the Agency-Wide Diversity Council and 

to hiring managers during Schedule A Hiring Authority and Reasonable 

Accommodation training. 

Section II: Model Disability Program 

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

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

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

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

PROGRAM 

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? If “no”, describe the 

agency’s plan to improve the staffing for the upcoming year. 

Answer Yes 

Page 38 
During FY 15, the FTC created a Disability Program Manager (DPM) position. 

Before the onboarding of the DPM, the duties that fall under managing a model 

disability program were handled collaterally. These duties are now performed 

by the DPM in a full-time capacity. The DPM is responsible for: (1) 

Implementing the FTC’s reasonable accommodation procedures consistent 

with this policy, governing laws and regulations, executive orders, and EEOC 

directives. (2) Providing guidance and delivering training to employees and 

management officials concerning the agency’s reasonable accommodation 

procedures and disability hiring matters, and serving as a resource for 

information on disability issues that affect the agency. (3) Establishing effective 

tracking systems to monitor the processing of reasonable accommodation 

requests and affirmative employment initiatives for individuals with disabilities 

to include complying with all reporting and record retention requirements. (4) 

Regularly reviewing and analyzing the FTC’s reasonable accommodation 

process and progress in the recruitment and retention of individuals with 

disabilities. (5) Regularly reviewing agency procedures to ensure that vacancy 

announcements and hiring and promotion procedures include information 

describing how applicants may submit reasonable accommodation requests. 

(6) Managing the FTC’s reasonable accommodation procedures, to include 

providing necessary guidance and technical assistance to managers, 

supervisors, employees, and applicants regarding requests for reasonable 

accommodation, and consulting with other agency offices and officials as 

necessary. (7) Assisting FTC management officials in evaluating 

accommodations that have been provided to ensure their continued 

effectiveness. (8) Requesting and reviewing medical information if an 

impairment or need for accommodation is not obvious to include having 

medical information reviewed by an external Medical Review Official (MRO) of 

the agency’s choosing and at the agency’s request and expense. (9) Serving 

as the deciding official for reasonable accommodation requests from 

applicants. (10) Participating in annual training relating to disability laws and 

regulations, to include training related to the provision of reasonable 

accommodation. 

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

official. 

Disability Program Task 

# of FTE Staff By Employment Status 

Responsible Official (Name, Title, 

Full Time Part Time Collateral Duty Office Email) 

Architectural Barriers Act Compliance 2 0 0 Jack Sheckells, Space Management 

Specialist, 

JSheckells@ftc.gov 

AScott@ftc.gov 

Section 508 Compliance 1 0 0 Trevor Beierschmitt, Honors 

Paralegal,TBeierschmitt@ftc.gov; 

Processing reasonable accommodation requests 

from applicants and employees 

1 0 0 Elizabeth Kraszewski, Disability 

Program Manager, 

Answering questions from the public about 

hiring authorities that take disability into 

account 

1 0 0 Elizabeth Kraszewski, Disability 

Program Manager, 

Processing applications from PWD and PWTD 2 0 0 HR Benefits Specialists, Human 

Capital Management Office, 

Special Emphasis Program for PWD and PWTD 1 0 0 Elizabeth Kraszewski, Disability 

Program Manager, 

3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the reporting period? If “yes”, describe 

the training that disability program staff have received. If “no”, describe the training planned for the upcoming year. 

Answer Yes 

Page 39 
During FY 19, the DPM completed the following trainings: “Job Accommodation 

Network’s (JAN) Monthly Training Series” Topics covered included: 

Accommodations in the Balance – Practical Solutions for Complex Needs 

Veterans with TBI and Co-occurring Conditions How to Ensure an Inclusive 

Workplace: A Conversation with a Digital Accessibility Expert ADA Update 

Get to Work! – Leveraging Workplace Flexibility to Improve Employee 

Presence Return to Work (RTW) and Stay at Work (SAW) Programs Back 

to Basics: An Introduction to Hearing-Related Accommodations Winning the 

“Bring Me a Rock” Game – Requesting ADA Information Current Events in 

Accommodation Key Mental Health Solutions in the Workplace 

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM 

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

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

sufficient funding and other resources 

Answer Yes 

Funding has not presented as an issue in providing reasonable 

accommodations during FY 19. All requests submitted have been purchased 

either through the FTC’s budget, or are acquired through the Computer/ 

Electronic Accommodations Program (CAP). As CAP is a centrally funded 

federal program, the equipment through CAP comes at no cost to the 

commission. 

Section III: Plan to Recruit and Hire Individuals with Disabilities 

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

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

program plan for PWD and PWTD 

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES 

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

The FTC’s DPM serves as the Selective Placement Coordinator (SPPC) and 

actively communicates with Schedule A candidates. In FY 19, the DPM advised 

eighty-three Schedule A eligibles on the federal job application process and 

Schedule A hiring. The DPM has also utilized the FTC account for the 

Workforce Recruitment Program (WRP), a recruitment and referral program 

that connects federal sector employers nationwide with highly motivated 

college students and recent graduates with disabilities who are eager to prove 

their abilities in the workplace through summer or permanent jobs. 

2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account (e.g., Schedule A) to recruit PWD 

and PWTD for positions in the permanent workforce 

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The FTC’s DPM/SPPC regularly communicates with and encourages Schedule 

A eligible individuals to apply for FTC vacancies that match their educational 

and employment backgrounds. When a PWD or PWTD contacts the DPM to 

express interest in employment at the FTC, the DPM requests a copy of the 

individual’s resume to save in the FTC’s Schedule A Eligible Resume 

Database. The DPM also sends FTC vacancy links posted on USAJOBS that 

match the PWD or PWTD’s interests and skill set, when applicable. Individuals 

are encouraged to apply to FTC vacancies and to email the job posting ID they 

applied for so the DPM can communicate with the Human Resources Specialist 

and the Hiring Manager regarding the individual’s Schedule A preference and 

any accommodation needs if the individual is called in for an interview. 

Additionally, the DPM encourages hiring managers and HR Specialists to reach 

out and review resumes of Schedule A eligibles prior to posting a vacancy 

announcement on USAJOBS. The FTC also uses authorities such as Veterans' 

Recruitment Appointments (VRA), Appointment of 30% or More Disabled 

Veterans, and Veterans Employment Opportunities (VEOA) Appointments for 

hiring veterans with disabilities as ways to address critical hiring needs while 

continuing to ensure that it is recruiting and retaining a diverse group of 

candidates. The agency's primary recruitment efforts are therefore focused on 

students and graduates of law and economic schools and programs. Where 

practicable and likely to broaden the applicant pool to include PWD or PWTD’s, 

internal recruitment methods are used to reach status employees in all federal 

agencies. The Human Capital Management Office (HCMO) staff attends 

training to maintain and upgrade the ability to provide tools to better target the 

agency's recruitment efforts and improve results in attracting veterans in 

general, and veterans with disabilities in particular. The HCMO developed and 

provides pool and referral data in chart format with every selection certificate. 

The charts display the percentage of veterans and of applicants with disabilities 

who applied for a position and the percentage of applicants who were referred 

for consideration. This provides a visual means to highlight the applicant 

makeup of total and referred pools and serves as a tool in addressing their 

underrepresentation in the FTC workforce. 

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain how the agency (1) 

determines if the individual is eligible for appointment under such authority; and, (2) forwards the individual's application to the relevant hiring officials 

with an explanation of how and when the individual may be appointed. 

In cases where the individual is applying for a position with assistance from the 

DPM/SPPC, the DPM will review the Schedule A letter presented by the PWD 

or PWTD to verify disability status and Schedule A eligibility. In cases where an 

individual applies via USAJOBS directly without reaching out to the DPM/ 

SPPC, the HR Specialist overseeing the posting will review all documents 

submitted by the applicant with a PWD or PWTD, to include their Schedule A 

letter. When a Schedule A eligible applies with assistance from the DPM/ 

SPPC, the DPM/SPPC will notify the HR Specialist of the individual’s Schedule 

A status and advise the HR Specialist to notify the Hiring Manager of the 

individual’s hiring preference. In some cases, the DPM/SPPC will work with the 

Hiring Manager to coordinate accommodations for the interview and advise on 

etiquette when interviewing an individual with a PWD or PWTD. 

4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account (e.g., Schedule A)? If “yes”, 

describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide this training. 

Answer Yes 

All FTC managers who attended both new and refresher Supervisory 

Development Program (SDP) sessions in FY 19 were briefed on the Schedule 

A Hiring Process. During each training session, managers were reminded of 

the federal targets of 12% for PWD and 2% for PWTD and encouraged to 

utilize Schedule A or veterans hiring authorities when filling a vacancy. 

B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS 

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

in securing and maintaining employment. 

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Contacts have been established with local Division of Rehabilitation Services 

(DORS) Offices in Wheaton and Germantown, MD, the University of 

Maryland’s Disability Support Services Office, the University of the District of 

Columbia’s Disability Resource Center, the Workforce Recruitment Program 

(WRP), and the Department of Veterans Affairs Vocational Rehabilitation and 

Employment Program (VR&E) to develop a pipeline of qualified students, 

recent graduates, and veterans with disabilities. Continued outreach to local 

schools, veteran’s organizations, and disability support services offices will be 

forged in the upcoming fiscal year. 

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING) 

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

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

a. New Hires for Permanent Workforce (PWD) Answer Yes 

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

5.85% of new hires identified as a PWD. 1.75% of new hires self-identified as a 

PWTD. 

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

occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe your plan 

to provide the data in the text box. 

a. New Hires for MCO (PWD) Answer Yes 

b. New Hires for MCO (PWTD) Answer Yes 

In terms of new hires, there were 0 new hires for Law Clerks who self-identified 

as PWD or PWTD. There was one new hire in the MCO of General Attorney 

who self-identified as a PWD. No newly hired General Attorneys identified as a 

PWTD. 

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

mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and 

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

a. Qualified Applicants for MCO (PWD) Answer N/A 

b. Qualified Applicants for MCO (PWTD) Answer N/A 

N/A 

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted to any of the missioncritical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe 

your plan to provide the data in the text box. 

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

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

N/A 

Section IV: Plan to Ensure Advancement Opportunities for Employees with Disabilities 

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

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

development opportunities, awards programs, promotions, and similar programs that address advancement. In this 

section, agencies should identify, and provide data on programs designed to ensure advancement opportunities for 

employees with disabilities. 

A. ADVANCEMENT PROGRAM PLAN 

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

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The FTC continues to ensure vacancy announcements include a statement 

that all applicants will receive consideration without regard to non-disqualifying 

disabilities. The FTC also provides employment opportunities to students, 

including those who are disabled, in a professional work environment that 

focuses on career-related fields. The FTC continues to provide training 

programs intended to enhance employee skills. Enhanced skills can better 

position employees to deal more effectively with the agency's skills 

requirements and to successfully compete for internal promotion opportunities. 

While some of the agency's developmental activities are implemented by and 

for a particular bureau, the FTC has an agency-wide Training Council 

composed of front line staff and leadership with an appreciation for the skills 

needed in accomplishing all mission-critical work. Although areas of emphasis 

vary from year to year, the FTC's experience is that professional skill 

requirements for the majority of the staff are relatively stable, and thus are best 

accomplished on an agency-wide and cyclical basis. Information technology 

skills for all staff, especially support staff, tend to change over time with 

successive advances in technology. To address this need, the Training Council 

supports an agency-wide development program in computer application skills, 

safety, and leadership. The agency-wide development program approach, 

including input from the FTC Training Council, defines competency standards 

for mission-specific and other core work requirements. Linking competency 

standards and employee development planning with the centralized training 

budget planning process permits targeting, expanding, and refocusing of the 

core curricula to occur at a measured pace and with relatively accurate 

forecasting. 

B. CAREER DEVELOPMENT OPPORTUNITES 

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

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The FTC's Learning Management System (LMS) continues to give all FTC 

employees access to on-line training on demand. While there was a transition 

of LMS’s during FY 18 that temporarily complicated online training accessibility 

for FTC staff members, a new LMS was acquired and implemented during the 

4th quarter of FY 18. All FTC staff were trained on the new LMS during FY 19. 

Employees now have the ability to look up and register for online, and on-site, 

training classes, and to access thousands of e-books. Agency attorneys have 

subscription access to more than 7000 on-line continuing legal education (CLE) 

programs that are available from any location with an internet connection. 

Completions of external (at-cost) training courses are also tracked via the LMS. 

The FTC's agency-wide Individual Development Plan (IDP) program and guide 

provides a tool for managers and supervisors to assess the training needs of 

both employees and the organization. The IDP planning process provides both 

the supervisor and the employee with the opportunity to identify training and 

development needs together to ensure job and organizational success. 

Additionally, each bureau in the FTC has a mentoring program that provides 

FTC employees with an opportunity to further their professional development 

and growth, hone their expertise, expand their network of contacts, and 

improve job satisfaction. During FY 19, the Office of the Executive Director 

(OED) opened up its Mentoring Program to employees from all offices and 

bureaus in the agency. This expanded program provided a rich developmental 

opportunity for all FTC staff looking to accelerate learning about the 

Commission’s culture and processes, establish professional links for ongoing 

career development, develop an organizational rather than departmental 

perspective, and more fully develop talent and potential. Staff are also 

encouraged to participate in the FTC’s agency-wide Diversity Council, a group 

dedicated to recruiting diverse talent, cultivating an inclusive workplace, and 

collaborating with agency leaders to deepen their commitment to diversity. 

Additionally, the FTC offers a Toastmasters Club, a group of FTC employees 

who are part of Toastmasters International. The club provides a positive 

learning environment in which members are empowered to develop 

communication and leadership skills. The FTC Toastmasters Club provides a 

supportive and positive learning experience in which members are empowered 

to develop communication and leadership skills, resulting in greater selfconfidence and personal growth. The DPM encourages employees with 

disabilities who indicate communication as a developmental area to consider 

participating in the club. 

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

to participate. 

Career Development Opportunities Total Participants PWD PWTD 

Applicants (#) Selectees (#) Applicants (#) Selectees (#) Applicants (#) Selectees (#) 

Coaching Programs 0 0 0 0 0 0 

Internship Programs 0 0 0 0 0 0 

Fellowship Programs 0 0 0 0 0 0 

Mentoring Programs 0 0 0 0 0 0 

Training Programs 0 0 0 0 0 0 

Other Career Development 

Programs 

48 28 2 2 0 0 

Detail Programs 0 0 0 0 0 0 

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

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

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

a. Applicants (PWD) Answer N/A 

b. Selections (PWD) Answer N/A 

While Table 8-12 highlights no representation of PWD in career development 

opportunities at the FTC, it also reflects no participation rate with FTC 

employees in general, suggesting issues beyond a disability-related barrier to 

participation in such programs. 

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

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

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

a. Applicants (PWTD) Answer N/A 

b. Selections (PWTD) Answer N/A 

While Table B-12 highlights no representation of PWTD in career development 

opportunities at the FTC, it also reflects no participation rate with FTC 

employees in general, suggesting issues beyond a disability-related barrier to 

participation in such programs. 

C. AWARDS 

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

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

a. Awards, Bonuses, & Incentives (PWD) Answer Yes 

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

In FY 19, triggers exist for PWD and PWTD involving time-off awards. 

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step increases or performancebased pay increases? If “yes”, please describe the trigger(s) in the text box. 

a. Pay Increases (PWD) Answer Yes 

b. Pay Increases (PWTD) Answer Yes 

In FY 19, triggers exist for PWD and PWTD involving performance-based pay 

increases. 

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately less than employees without 

disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the employee recognition program and relevant data in the text box. 

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

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

D. PROMOTIONS 

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

(The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For non-GS 

pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available 

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

a. SES 

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

ii. Internal Selections (PWD) Answer N/A 

b. Grade GS-15 

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

ii. Internal Selections (PWD) Answer N/A 

c. Grade GS-14 

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

ii. Internal Selections (PWD) Answer N/A 

d. Grade GS-13 

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

ii. Internal Selections (PWD) Answer N/A 

There is no data to determine triggers for PWD among the qualified internal 

applicants and/or selectees for promotions to the senior grade levels. 

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

(The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For non-GS 

pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available 

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

a. SES 

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

ii. Internal Selections (PWTD) Answer N/A 

b. Grade GS-15 

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

ii. Internal Selections (PWTD) Answer N/A 

c. Grade GS-14 

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

ii. Internal Selections (PWTD) Answer N/A 

d. Grade GS-13 

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

ii. Internal Selections (PWTD) Answer N/A 

There is no data to determine triggers for PWTD among the qualified internal 

applicants and/or selectees for promotions to the senior grade levels. 

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

For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is 

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

a. New Hires to SES (PWD) Answer N/A 

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

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

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

Yes, there are low representation rates of PWDs in each category of senior 

grade levels. 

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

levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant 

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

a. New Hires to SES (PWTD) Answer N/A 

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

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

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

Yes, there are low representation rates of PWTDs in each category of senior 

grade levels. 

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

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

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

text box. 

a. Executives 

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

ii. Internal Selections (PWD) Answer N/A 

b. Managers 

i. Qualified Internal Applicants (PWD) Answer Yes 

ii. Internal Selections (PWD) Answer Yes 

c. Supervisors 

i. Qualified Internal Applicants (PWD) Answer Yes 

ii. Internal Selections (PWD) Answer Yes 

There is a lower than expected participation rate for PWD in the Executive 

ranks. 

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

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

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

text box. 

Page 46 
a. Executives 

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

ii. Internal Selections (PWTD) Answer N/A 

b. Managers 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

c. Supervisors 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

There is a lower than expected participation rate for PWTD in the Executive 

ranks. 

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

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

plan to provide the data in the text box. 

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

b. New Hires for Managers (PWD) Answer Yes 

c. New Hires for Supervisors (PWD) Answer Yes 

There is a lower than expected participation rate for PWD among the selectees 

for new hires to supervisory positions. 

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the selectees for new hires to 

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

plan to provide the data in the text box. 

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

b. New Hires for Managers (PWTD) Answer Yes 

c. New Hires for Supervisors (PWTD) Answer Yes 

There is a lower than expected participation rate for PWTD among the 

selectees for new hires to supervisory positions. 

Section V: Plan to Improve Retention of Persons with Disabilities 

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

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

retaining employees with disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) 

provide information on the reasonable accommodation program and workplace assistance services. 

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS 

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

satisfactory service (5 CFR § 213.3102(u)(6)(i))? If “no”, please explain why the agency did not convert all eligible Schedule A employees. 

Answer Yes 

In cases where the employee is approaching the end of their 2-year 

probationary period, the HR Specialist overseeing the initial posting will contact 

the manager and inquire if the employee has passed their probationary period. 

In cases where the employee successfully completes their term, the manager 

is encouraged to approve converting the employee from career-conditional to 

competitive status. 

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations exceed that of persons without 

disabilities? If “yes”, describe the trigger below. 

a.Voluntary Separations (PWD) Answer No 

b.Involuntary Separations (PWD) Answer No 

N/A 

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations exceed that of persons without 

targeted disabilities? If “yes”, describe the trigger below. 

a.Voluntary Separations (PWTD) Answer No 

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b.Involuntary Separations (PWTD) Answer No 

N/A 

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

data sources. 

N/A 

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES 

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

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

technology, and the Architectural Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of 

agency facilities. In addition, agencies are required to inform individuals where to file complaints if other agencies are 

responsible for a violation. 

1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ rights under Section 508 of the 

Rehabilitation Act, including a description of how to file a complaint. 

Https://www.ftc.gov/site-information/accessibility How to file a complaint: The 

FTC is committed to making the information it delivers through its Internet site 

accessible for all members of the public, including individuals with disabilities. 

In the spirit of this commitment, the FTC strives to provide electronic and 

information technology that meets or exceeds the compliance requirements of 

Section 508 of the Rehabilitation Act of 1973, as amended. If an individual has 

feedback, concerns or complaints related to the accessibility of electronic and 

information technology provided by the FTC, including content on the web site, 

they may contact the FTC Section 508 Coordinator via email at 

Section508compliance@FTC.gov (link sends e-mail). Individuals may also 

send complaints regarding Section 508 to the following address: Room HQ-683 

Information Assurance ATTN: Section 508 Compliance Federal Trade 

Commission 600 Pennsylvania Ave., NW Washington, DC 20580 

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

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

While the Architectural Barriers Act of 1968, as amended, (42 U.S.C. §§ 

4151-4157) is cited in Chapter 3, Section 300, Disability Anti-Discrimination 

Policy and Reasonable Accommodation Procedures Policy, and on the 

reasonable accommodation request form (FTC Form 641), there is not 

currently a link specifically explaining employees’ and applicants’ rights under 

the ABA, nor a description of how to file a complaint on the FTC’s public 

website. The website will be updated to include this information for employees 

and applicants. 

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

accessibility of agency facilities and/or technology. 

In FY 19, the FTC will update its public facing website to include a notice 

explaining employees’ and applicants’ rights under the ABA, including a 

description of how to file a complaint. Currently the DPM serves as a contact 

for employees who encounter barriers to accessibility of agency facilities and/or 

technology. In cases where a barrier is identified, the DPM partners with the 

Office of the Chief Administrative Services Officer and/or the Office of the Chief 

Information Officer when necessary to ensure the barrier is identified and an 

effective accommodation is implemented to accord the employee equal access 

to agency facilities and/or technology. As the FTC Headquarters Office is a 

historical building, which can present some barriers to individuals with mobility 

impairments, the agency is open to and has historically been able to 

accommodate employees with more significant physical barriers with office 

assignments in its Constitution Center location when necessary, as this facility 

is more accessible. 

C. REASONABLE ACCOMMODATION PROGRAM 

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

job applicants and employees, reasonable accommodation procedures. 

Page 48 
1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting period. (Please do not include 

previously approved requests with repetitive accommodations, such as interpreting services.) 

In FY 18, 98% of reasonable accommodation requests were processed within 

the timeframe set forth in its reasonable accommodation procedures. The FTC 

processed sixty-five reasonable accommodation requests in FY 18. The 

average time to process a request was 2 business days, which falls under the 

10-business day processing policy. However, one reasonable accommodation 

request was processed untimely. The request was processed in 14 days. The 

employee was, however, kept apprised of the decision-making process by the 

DPM and management. 

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

an effective program include timely processing requests, timely providing approved accommodations, conducting training for managers and supervisors, 

and monitoring accommodation requests for trends. 

The FTC remains committed to overseeing a model reasonable 

accommodation program. To support its efforts, the agency continues to 

conduct reasonable accommodation related training to managers in order to 

keep their knowledge up to date. During FY 18, managers were provided with 

the following training opportunities: FTC Supervisory Development Training 

and Refresher Sessions: HCMO, in collaboration with the Office of General 

Council (OGC) and EEOWI, facilitated two panel discussions, one for new 

supervisors and a refresher course for supervisors who have previously 

completed the Supervisory Development Training program. Panelists included 

an Employee Relations/Labor Relations Specialist (HCMO), the Disability 

Program Manager (HCMO), a General Counsel Attorney (OGC), and an 

Attorney Advisor (EEOWI). The DPM outlined the FTC’s Reasonable 

Accommodation procedures for new supervisors and briefed seasoned 

managers on the Schedule A Hiring authority. Introduction to Reasonable 

Accommodation: The DPM facilitated an Introduction to Reasonable 

Accommodation training session to provide new management in the Bureau of 

Consumer Protection with the skills and resources necessary for processing 

requests and fostering an inclusive environment. Mangers were provided with 

guidance and practical application for acknowledging and responding to 

requests through the FTC Reasonable Accommodation process. FMLA: 

Intermittent Leave Compliance Workshop: The training addressed how to 

identify, evaluate and resolve issues related to administering intermittent FMLA 

leave. Additionally, the DPM actively engaged in the interactive process with all 

accommodation requests to help facilitate timely processing of all requests 

received by FTC management. In 98% of accommodation requests submitted, 

timely processing was granted, with an average processing window of 2 

business days. In cases where FTC management did not provide timely 

responses, the DPM advised management on the importance of timely 

processing for all future requests received. Moreover, in celebration of FY 18’s 

National Disability Employment Awareness Month and in support of fostering 

an inclusive work environment, the DPM collaborated with with the Diversity 

Council Chair to organize two, keynote Speakers, Jennifer Sheehy, Deputy 

Assistant Secretary for the U.S. Department of Labor’s Office of Disability 

Employment Policy, and John Benison, Director, Office of Departmental Equal 

Employment Opportunity at the U.S. Housing Urban Development. Both 

speakers presented interactive workshops on creating, promoting, and 

sustaining positive employment outcomes for people with disabilities 

D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE 

WORKPLACE 

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

personal assistance services (PAS) to employees who need them because of a targeted disability, unless doing so 

would impose an undue hardship on the agency. 

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

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

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

Page 49 
In an effort to meet the requirements outlined in 29 C.F.R. § 1614.203(d)(5), 

the Office of EEOWI in partnership with OGC, Employee Relations/Labor 

Relations and the DPM, established a policy and procedures for the provision 

of Personal Assistance Services for FTC employees. The proposed draft was 

submitted to EEOC in December 2017 for review and approval. The FTC did 

not receive any requests for PAS from applicants or employees in FY 18, but is 

prepared to approve and implement requests for PAS where a need is 

demonstrated. 

Section VI: EEO Complaint and Findings Data 

A. EEO COMPLAINT DATA INVOLVING HARASSMENT 

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

average? 

Answer N/A 

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

agreement? 

Answer N/A 

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

corrective measures taken by the agency. 

N/A 

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION 

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

compared to the government-wide average? 

Answer No 

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

agreement? 

Answer No 

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation during the last fiscal year, please 

describe the corrective measures taken by the agency. 

There were no findings of discrimination involving the agency's failure to 

provide a reasonable accommodation during FY 2018. 

Section VII: Identification and Removal of Barriers 

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

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

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

Answer Yes 

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

Answer Yes 

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

where applicable, accomplishments 

Page 50 
Source of the Trigger: Workforce Data (if so identify the table) 

Specific Workforce Data 

Table: 

Workforce Data Table - B1 

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER: 

Provide a brief narrative 

describing the condition at 

issue. 

How was the condition 

recognized as a potential 

barrier? 

The lower than expected participation rates of persons with disabilities and persons with targeted 

disabilities in the agency's total workforce, as compared to the goals of 12% and 2% respectively. 

STATEMENT OF 

BARRIER GROUPS: 

Barrier Group 

People with Disabilities 

Barrier Analysis Process 

Completed?: 

Y 

Barrier(s) Identified?: Y 

STATEMENT OF 

IDENTIFIED BARRIER: 

Provide a succinct statement 

of the agency policy, 

procedure 

or practice that has been 

determined to be the barrier 

of the 

undesired condition. 

Barrier Name Description of Policy, Procedure, or Practice 

Trigger 1 Managers require additional training both in regards to recruiting individuals 

with disabilities and creating an inclusive work environment for differently 

abled individuals. Although a resurvey was conducted during FY 18 and FY 

19, we need to continue educating employees about the purpose of collecting 

this sensitive health information to ensure current, accurate data. FTC 

employees are especially focused on data security and the perception that the 

federal government cannot keep this information private and secure has been 

voiced as a concern from managers. 

Objective(s) and Dates for EEO Plan 

Date 

Initiated 

Target Date Sufficient 

Funding / 

Staffing? 

Date 

Modified 

Date 

Completed 

Objective Description 

10/01/2017 09/30/2020 Yes 09/30/2021 Offer annual Schedule A hiring authority training for 

managers and re-survey the agency, as well as 

encourage employees to verify accuracy of disability 

information in Employee Express portal. 

Responsible Official(s) 

Title Name Standards Address The Plan? 

DPM Elizabeth Kraszewski Yes 

EEOWI Director Kevin D. Williams Yes 

Planned Activities Toward Completion of Objective 

Target Date Planned Activities Sufficient 

Staffing & 

Funding? 

Modified 

Date 

Completion 

Date 

09/30/2020 Provide Schedule A training to new managers during the 

Supervisory Development Program training in FY 19 

Yes 09/30/2021 

09/30/2020 Resurvey FTC population after educational memorandum is 

issued to outline the purpose of collecting the data 

Yes 09/30/2021 

09/30/2020 Train not just managers, but also employees on topics to 

include disability awareness and inclusion, the reasonable 

accommodation process, etc. 

Yes 09/30/2021 

Page 51 
Report of Accomplishments 

Fiscal Year Accomplishments 

2019 Seasoned managers were trained Q3 

2019 Trainings available to all employees will be provided Q1. 

2019 During FY 19, Schedule A and reasonable accommodation trainings were provided to seasoned and new 

managers. 

2019 Resurvey memo was issued by Chief Human Capital Officer 09/17/18. 

Follow up resurvey will be conducted FY 20. 

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

Activities one and two (training managers and resurvey) were completed 

timely. Employees have not yet received training beyond 1:1 counseling during 

meetings with the DPM; however, employee training will be offered in FY 20. 

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

During FY 19, Schedule A hiring authority and reasonable accommodation 

training was provided to managers. Additional sessions will be provided in FY 

20, and employees will be offered disability related trainings and encouraged to 

ensure accuracy of their self-identification data. 

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

year. 

Continue to offer training to both managers and employees and increase/ 

enhance outreach efforts to attract qualified talent for mission critical needs. 

Page 52 
 

Appendix A 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Employment Tenure Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

CLF 2010 % 100 51.84 48.16 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28 

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

TOTAL WORKFORCE 

Total Workforce: Prior FY # 1113 574 539 17 25 435 325 78 128 39 54 2 1 2 1 1 5

Total Workforce: Prior FY % 100 51.57 48.43 1.53 2.25 39.08 29.20 7.01 11.50 3.50 4.85 0.18 0.09 0.18 0.09 0.09 0.45

Total Workforce: Current FY # 1126 576 550 23 26 436 332 69 126 41 60 2 1 2 1 3 4 

Total Workforce: Current FY % 100 51.15 48.85 2.04 2.31 38.72 29.48 6.13 11.19 3.64 5.33 0.18 0.09 0.18 0.09 0.27 0.36 

Total Workforce: Difference # -9 9 -18 5 0 -1 -8 -2 -15 5 6 0 0 0 -2 2 1 

Total Workforce: Ratio Change % 0.00 1.19 -1.19 0.45 0.02 0.22 -0.48 -0.13 -1.23 0.47 0.57 0.00 0.00 0.00 -0.17 0.18 0.10 

Total Workforce: Net Change % -0.79 1.59 -3.17 27.78 0.00 -0.23 -2.35 -2.82 -10.64 13.89 11.11 0.00 0.00 0.00 -66.67 200.00 33.33 

EMPLOYEE GAINS 

Total Workforce: New Hires # 171 81 90 6 5 54 39 11 32 9 14 0 0 0 0 1 0 

Total Workforce: New Hires % 100 47.37 52.63 3.51 2.92 31.58 22.81 6.43 18.71 5.26 8.19 0.00 0.00 0.00 0.00 0.58 0.00 

EMPLOYEE LOSSES 

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Total Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Removal # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 

Total Workforce: Removal % 100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Resignation # 91 45 46 1 1 30 21 7 16 7 7 0 0 0 0 0 1 

Total Workforce: Resignation % 100 49.45 50.55 1.10 1.10 32.97 23.08 7.69 17.58 7.69 7.69 0.00 0.00 0.00 0.00 0.00 1.10 

Total Workforce: Retirement # 26 13 13 0 0 12 8 1 5 0 0 0 0 0 0 0 0 

Total Workforce: Retirement % 100 50.00 50.00 0.00 0.00 46.15 30.77 3.85 19.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Other Separations # 34 17 17 0 3 9 2 8 11 0 1 0 0 0 0 0 0 

Total Workforce: Other Separations % 100 50.00 50.00 0.00 8.82 26.47 5.88 23.53 32.35 0.00 2.94 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Total Separations # 152 75 77 1 4 51 31 16 33 7 8 0 0 0 0 0 1 

Total Workforce: Total Separations % 100 49.34 50.66 0.66 2.63 33.55 20.39 10.53 21.71 4.61 5.26 0.00 0.00 0.00 0.00 0.00 0.66 

PERMANENT WORKFORCE 

Permanent Workforce: Prior FY # 1031 533 498 16 25 407 299 71 116 35 52 2 1 1 1 1 4

Permanent Workforce: Prior FY % 100 51.70 48.30 1.55 2.42 39.48 29.00 6.89 11.25 3.39 5.04 0.19 0.10 0.10 0.10 0.10 0.39 

Permanent Workforce: Current FY # 1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

Permanent Workforce: Current FY % 100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

Permanent Workforce: Difference # -24 -1 -23 1 0 -9 -14 1 -12 4 2 0 0 0 -2 2 3 

Permanent Workforce: Ratio Change % 0.00 1.07 -1.07 0.13 0.06 0.04 -0.67 0.24 -0.87 0.45 0.31 0.00 0.01 0.00 -0.18 0.20 0.29 

Permanent Workforce: Net Change % -2.25 -0.19 -4.37 5.56 0.00 -2.15 -4.47 1.52 -9.30 12.12 3.77 0.00 0.00 0.00 -66.67 200.00 300.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

EMPLOYEE GAINS 

Permanent Workforce: New Hires # 95 49 46 4 4 36 22 5 13 3 7 0 0 0 0 1 0 

Permanent Workforce: New Hires % 100 51.58 48.42 4.21 4.21 37.89 23.16 5.26 13.68 3.16 7.37 0.00 0.00 0.00 0.00 1.05 0.00 

EMPLOYEE LOSSES 

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Permanent Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Permanent Workforce: Removal % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Resignation # 35 17 18 1 0 13 14 2 1 1 3 0 0 0 0 0 0 

Permanent Workforce: Resignation % 100 48.57 51.43 2.86 0.00 37.14 40.00 5.71 2.86 2.86 8.57 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Retirement # 26 13 13 0 0 12 8 1 5 0 0 0 0 0 0 0 0 

Permanent Workforce: Retirement % 100 50.00 50.00 0.00 0.00 46.15 30.77 3.85 19.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Other Separations # 30 13 17 0 3 7 2 6 11 0 1 0 0 0 0 0 0 

Permanent Workforce: Other Separations % 100 43.33 56.67 0.00 10.00 23.33 6.67 20.00 36.67 0.00 3.33 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Total Separations # 91 43 48 1 3 32 24 9 17 1 4 0 0 0 0 0 0 

Permanent Workforce: Total Separations % 100 47.25 52.75 1.10 3.30 35.16 26.37 9.89 18.68 1.10 4.40 0.00 0.00 0.00 0.00 0.00 0.00 

TEMPORARY WORKFORCE 

Temporary Workforce: Current FY # 84 37 47 4 0 27 33 2 9 4 5 0 0 0 0 0 0 

Temporary Workforce: Current FY % 100 44.05 55.95 4.76 0.00 32.14 39.29 2.38 10.71 4.76 5.95 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Difference # -982 -503 -479 -14 -26 -391 -280 -64 -120 -29 -48 -2 -1 -2 -3 -1 -1 

Temporary Workforce: Ratio Change % 0.00 -6.61 6.61 3.07 -2.44 -7.07 9.93 -3.81 -1.39 1.66 0.98 -0.19 -0.09 -0.19 -0.28 -0.09 -0.09 

Temporary Workforce: Net Change % -92.12 -93.15 -91.06 -77.78 -100.00 -93.54 -89.46 -96.97 -93.02 -87.88 -90.57 -100.00 -100.00 -100.00 -100.00 -100.00 -100.00 

EMPLOYEE GAINS 

Temporary Workforce: New Hires # 76 32 44 2 1 18 17 6 19 6 7 0 0 0 0 0 0 

Temporary Workforce: New Hires % 100 42.11 57.89 2.63 1.32 23.68 22.37 7.89 25.00 7.89 9.21 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Temporary Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Removal # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 

Temporary Workforce: Removal % 100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Resignation # 56 28 28 0 1 17 7 5 15 6 4 0 0 0 0 0 1 

Temporary Workforce: Resignation % 100 50.00 50.00 0.00 1.79 30.36 12.50 8.93 26.79 10.71 7.14 0.00 0.00 0.00 0.00 0.00 1.79 

Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Temporary Workforce: Retirement % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Other Separations # 4 4 0 0 0 2 0 2 0 0 0 0 0 0 0 0 0 

Temporary Workforce: Other Separations % 100 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Temporary Workforce: Total Separations # 61 32 29 0 1 19 7 7 16 6 4 0 0 0 0 0 1 

Temporary Workforce: Total Separations % 100 52.46 47.54 0.00 1.64 31.15 11.48 11.48 26.23 9.84 6.56 0.00 0.00 0.00 0.00 0.00 1.64 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Employment Tenure for Sub-Components Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

CLF 2010 % 100 51.86 48.14 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28 

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Permanent Workforce # 1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

Permanent Workforce % 100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

FT00 # 1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

FT00 % 100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Occupational Categories Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Permanent Workforce # 

Permanent Workforce % 

1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

1. Management

 Executives # 

Executives % 

169 89 80 3 4 78 59 4 8 3 9 1 0 0 0 0 0

100 52.66 47.34 1.78 2.37 46.15 34.91 2.37 4.73 1.78 5.33 0.59 0.00 0.00 0.00 0.00 0.00

 Managers # 

Managers % 

10 6 4 0 0 5 2 1 1 0 0 0 1 0 0 0 0

100 60.00 40.00 0.00 0.00 50.00 20.00 10.00 10.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00

 Supervisors # 

Supervisors % 

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

 Total Management # 

Total Management % 

180 95 85 3 4 83 61 5 10 3 9 1 1 0 0 0 0

100 52.78 47.22 1.67 2.22 46.11 33.89 2.78 5.56 1.67 5.00 0.56 0.56 0.00 0.00 0.00 0.00 

2. Professionals # 

Professionals % 

641 360 281 12 12 288 197 25 31 31 39 1 0 2 1 1 1 

100 56.16 43.84 1.87 1.87 44.93 30.73 3.90 4.84 4.84 6.08 0.16 0.00 0.31 0.16 0.16 0.16 

3. Technicians # 

Technicians % 

2 2 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 

100 100.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 50.00 0.00 

4. Sales Workers # 

Sales Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

5. Administrative Workers # 

Administrative Workers % 

20 4 16 0 3 1 2 3 10 0 1 0 0 0 0 0 0 

100 20.00 80.00 0.00 15.00 5.00 10.00 15.00 50.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 

6. Craft Workers # 

Craft Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

7. Operatives # 

Operatives % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

8. Laborers and Helpers # 

Laborers and Helpers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

9. Service Workers # 

Service Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A4P: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

GS/GM/GL GRADES Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Permanent Workforce # 

Permanent Workforce % 

1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-01 # 

GS-01 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-02 # 

GS-02 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-03 # 

GS-03 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-04 # 

GS-04 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-05 # 

GS-05 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-06 # 

GS-06 % 

1 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-07 # 

GS-07 % 

4 1 3 0 1 0 0 1 2 0 0 0 0 0 0 0 0 

100 25.00 75.00 0.00 25.00 0.00 0.00 25.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-08 # 

GS-08 % 

7 2 5 0 1 0 0 2 4 0 0 0 0 0 0 0 0 

100 28.57 71.43 0.00 14.29 0.00 0.00 28.57 57.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-09 # 

GS-09 % 

31 7 24 0 1 4 4 2 17 1 2 0 0 0 0 0 0 

100 22.58 77.42 0.00 3.23 12.90 12.90 6.45 54.84 3.23 6.45 0.00 0.00 0.00 0.00 0.00 0.00 

GS-10 # 

GS-10 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

36 11 25 0 2 4 4 6 16 1 1 0 0 0 0 0 2 

100 30.56 69.44 0.00 5.56 11.11 11.11 16.67 44.44 2.78 2.78 0.00 0.00 0.00 0.00 0.00 5.56 

GS-12 # 

GS-12 % 

79 38 41 4 2 20 19 12 17 0 2 0 0 2 0 0 1 

100 48.10 51.90 5.06 2.53 25.32 24.05 15.19 21.52 0.00 2.53 0.00 0.00 2.53 0.00 0.00 1.27 

GS-13 # 

GS-13 % 

121 63 58 3 3 35 26 20 25 3 4 0 0 0 0 2 0 

100 52.07 47.93 2.48 2.48 28.93 21.49 16.53 20.66 2.48 3.31 0.00 0.00 0.00 0.00 1.65 0.00 

GS-14 # 

GS-14 % 

149 84 65 3 4 57 39 10 11 13 9 0 1 0 0 1 1 

100 56.38 43.62 2.01 2.68 38.26 26.17 6.71 7.38 8.72 6.04 0.00 0.67 0.00 0.00 0.67 0.67 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

GS/GM/GL GRADES Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

GS-15 # 

GS-15 % 

570 308 262 9 11 265 194 14 22 18 34 2 0 0 1 0 0 

100 54.04 45.96 1.58 1.93 46.49 34.04 2.46 3.86 3.16 5.96 0.35 0.00 0.00 0.18 0.00 0.00 

All Other (Unspecified GS) # 

All Other (Unspecified GS) % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total GS Employees # 

Total GS Employees % 

998 514 484 19 25 385 286 67 114 36 53 2 1 2 1 3 4 

100 51.50 48.50 1.90 2.51 38.58 28.66 6.71 11.42 3.61 5.31 0.20 0.10 0.20 0.10 0.30 0.40 

SES # 

SES % 

41 23 18 0 1 22 13 0 2 1 2 0 0 0 0 0 0 

100 56.10 43.90 0.00 2.44 53.66 31.71 0.00 4.88 2.44 4.88 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior Pay # 

Other Senior Pay % 

3 2 1 0 0 2 0 0 1 0 0 0 0 0 0 0 0 

100 66.67 33.33 0.00 0.00 66.67 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior Pay # 

Total Senior Pay % 

44 25 19 0 1 24 13 0 3 1 2 0 0 0 0 0 0 

100 56.82 43.18 0.00 2.27 54.55 29.55 0.00 6.82 2.27 4.55 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A4T: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

GS/GM/GL GRADES Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Temporary Workforce # 

Temporary Workforce % 

84 37 47 4 0 27 33 2 9 4 5 0 0 0 0 0 0 

100 44.05 55.95 4.76 0.00 32.14 39.29 2.38 10.71 4.76 5.95 0.00 0.00 0.00 0.00 0.00 0.00 

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-01 # 

GS-01 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-02 # 

GS-02 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-03 # 

GS-03 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-04 # 

GS-04 % 

4 1 3 0 0 0 0 1 3 0 0 0 0 0 0 0 0 

100 25.00 75.00 0.00 0.00 0.00 0.00 25.00 75.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-05 # 

GS-05 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-06 # 

GS-06 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-07 # 

GS-07 % 

26 10 16 3 0 6 11 0 2 1 3 0 0 0 0 0 0 

100 38.46 61.54 11.54 0.00 23.08 42.31 0.00 7.69 3.85 11.54 0.00 0.00 0.00 0.00 0.00 0.00 

GS-08 # 

GS-08 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-09 # 

GS-09 % 

23 9 14 1 0 7 11 0 2 1 1 0 0 0 0 0 0 

100 39.13 60.87 4.35 0.00 30.43 47.83 0.00 8.70 4.35 4.35 0.00 0.00 0.00 0.00 0.00 0.00 

GS-10 # 

GS-10 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

5 1 4 0 0 1 2 0 1 0 1 0 0 0 0 0 0 

100 20.00 80.00 0.00 0.00 20.00 40.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 

GS-12 % 

2 1 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 

100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 

GS-13 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 # 

GS-14 % 

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0 0 

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

GS/GM/GL GRADES Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

GS-15 # 

GS-15 % 

14 9 5 0 0 7 5 1 0 1 0 0 0 0 0 0 0 

100 64.29 35.71 0.00 0.00 50.00 35.71 7.14 0.00 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

All Other (Unspecified GS) # 

All Other (Unspecified GS) % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total GS Employees # 

Total GS Employees % 

78 34 44 4 0 25 30 2 9 3 5 0 0 0 0 0 0 

100 43.59 56.41 5.13 0.00 32.05 38.46 2.56 11.54 3.85 6.41 0.00 0.00 0.00 0.00 0.00 0.00 

SES # 

SES % 

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior Pay # 

Other Senior Pay % 

5 3 2 0 0 2 2 0 0 1 0 0 0 0 0 0 0 

100 60.00 40.00 0.00 0.00 40.00 40.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior Pay # 

Total Senior Pay % 

6 3 3 0 0 2 3 0 0 1 0 0 0 0 0 0 0 

100 50.00 50.00 0.00 0.00 33.33 50.00 0.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A5P: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Salary Range Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Permanent Workforce # 

Permanent Workforce % 

1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Up to $20,000 # 

Up to $20,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-$30,000 # 

$20,001-$30,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-$40,000 # 

$30,001-$40,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$40,001-$50,000 # 

$40,001-$50,000 % 

1 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-$60,000 # 

$50,001-$60,000 % 

17 5 12 0 0 1 2 4 9 0 1 0 0 0 0 0 0 

100 29.41 70.59 0.00 0.00 5.88 11.76 23.53 52.94 0.00 5.88 0.00 0.00 0.00 0.00 0.00 0.00 

$60,001-$70,000 # 

$60,001-$70,000 % 

21 7 14 0 2 2 0 3 10 2 2 0 0 0 0 0 0 

100 33.33 66.67 0.00 9.52 9.52 0.00 14.29 47.62 9.52 9.52 0.00 0.00 0.00 0.00 0.00 0.00 

$70,001-$80,000 # 

$70,001-$80,000 % 

29 5 24 0 1 3 6 1 16 1 0 0 0 0 0 0 1 

100 17.24 82.76 0.00 3.45 10.34 20.69 3.45 55.17 3.45 0.00 0.00 0.00 0.00 0.00 0.00 3.45 

$80,001-$90,000 # 

$80,001-$90,000 % 

57 29 28 2 3 13 13 13 8 0 3 0 0 1 0 0 1 

100 50.88 49.12 3.51 5.26 22.81 22.81 22.81 14.04 0.00 5.26 0.00 0.00 1.75 0.00 0.00 1.75 

$90,001-$100,000 # 

$90,001-$100,000 % 

41 17 24 0 3 8 5 6 15 2 1 0 0 1 0 0 0 

100 41.46 58.54 0.00 7.32 19.51 12.20 14.63 36.59 4.88 2.44 0.00 0.00 2.44 0.00 0.00 0.00 

$100,001-$110,000 # 

$100,001-$110,000 % 

67 30 37 2 1 15 13 12 23 0 0 0 0 0 0 1 0 

100 44.78 55.22 2.99 1.49 22.39 19.40 17.91 34.33 0.00 0.00 0.00 0.00 0.00 0.00 1.49 0.00 

$110,001-$120,000 # 

$110,001-$120,000 % 

58 29 29 2 2 16 15 7 9 3 1 0 0 0 0 1 2 

100 50.00 50.00 3.45 3.45 27.59 25.86 12.07 15.52 5.17 1.72 0.00 0.00 0.00 0.00 1.72 3.45 

$120,001-$130,000 # 

$120,001-$130,000 % 

77 39 38 1 0 25 20 7 9 5 9 0 0 0 0 1 0 

100 50.65 49.35 1.30 0.00 32.47 25.97 9.09 11.69 6.49 11.69 0.00 0.00 0.00 0.00 1.30 0.00 

$130,001-$140,000 # 

$130,001-$140,000 % 

46 23 23 2 2 16 12 3 7 2 2 0 0 0 0 0 0 

100 50.00 50.00 4.35 4.35 34.78 26.09 6.52 15.22 4.35 4.35 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-$150,000 # 

$140,001-$150,000 % 

64 37 27 0 1 26 21 7 4 4 1 0 0 0 0 0 0 

100 57.81 42.19 0.00 1.56 40.63 32.81 10.94 6.25 6.25 1.56 0.00 0.00 0.00 0.00 0.00 0.00 

$150,001-$160,000 # 82 50 32 1 3 42 23 2 3 5 2 0 1 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Salary Range Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

$150,001-$160,000 % 100 60.98 39.02 1.22 3.66 51.22 28.05 2.44 3.66 6.10 2.44 0.00 1.22 0.00 0.00 0.00 0.00 

$160,001-$170,000 # 

$160,001-$170,000 % 

527 284 243 10 9 248 180 11 18 13 35 2 0 0 1 0 0 

100 53.89 46.11 1.90 1.71 47.06 34.16 2.09 3.42 2.47 6.64 0.38 0.00 0.00 0.19 0.00 0.00 

$170,001-$180,000 # 

$170,001-$180,000 % 

15 7 8 0 1 6 4 0 2 1 1 0 0 0 0 0 0 

100 46.67 53.33 0.00 6.67 40.00 26.67 0.00 13.33 6.67 6.67 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and Greater # 

$180,001 and Greater % 

31 20 11 0 0 20 9 0 1 0 1 0 0 0 0 0 0 

100 64.52 35.48 0.00 0.00 64.52 29.03 0.00 3.23 0.00 3.23 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Salary Range Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Temporary Workforce # 

Temporary Workforce % 

84 37 47 4 0 27 33 2 9 4 5 0 0 0 0 0 0 

100 44.05 55.95 4.76 0.00 32.14 39.29 2.38 10.71 4.76 5.95 0.00 0.00 0.00 0.00 0.00 0.00 

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Up to $20,000 # 

Up to $20,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-$30,000 # 

$20,001-$30,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-$40,000 # 

$30,001-$40,000 % 

4 1 3 0 0 0 0 1 3 0 0 0 0 0 0 0 0 

100 25.00 75.00 0.00 0.00 0.00 0.00 25.00 75.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$40,001-$50,000 # 

$40,001-$50,000 % 

20 6 14 2 0 3 11 0 1 1 2 0 0 0 0 0 0 

100 30.00 70.00 10.00 0.00 15.00 55.00 0.00 5.00 5.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-$60,000 # 

$50,001-$60,000 % 

23 11 12 2 0 8 8 0 2 1 2 0 0 0 0 0 0 

100 47.83 52.17 8.70 0.00 34.78 34.78 0.00 8.70 4.35 8.70 0.00 0.00 0.00 0.00 0.00 0.00 

$60,001-$70,000 # 

$60,001-$70,000 % 

11 3 8 0 0 3 5 0 2 0 1 0 0 0 0 0 0 

100 27.27 72.73 0.00 0.00 27.27 45.45 0.00 18.18 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 

$70,001-$80,000 # 

$70,001-$80,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$80,001-$90,000 # 

$80,001-$90,000 % 

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$90,001-$100,000 # 

$90,001-$100,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$100,001-$110,000 # 

$100,001-$110,000 % 

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$110,001-$120,000 # 

$110,001-$120,000 % 

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0 

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$120,001-$130,000 # 

$120,001-$130,000 % 

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$130,001-$140,000 # 

$130,001-$140,000 % 

2 2 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-$150,000 # 

$140,001-$150,000 % 

2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 

100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$150,001-$160,000 # 5 2 3 0 0 1 3 0 0 1 0 0 0 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Salary Range Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

$150,001-$160,000 % 100 40.00 60.00 0.00 0.00 20.00 60.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$160,001-$170,000 # 

$160,001-$170,000 % 

10 7 3 0 0 6 3 1 0 0 0 0 0 0 0 0 0 

100 70.00 30.00 0.00 0.00 60.00 30.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$170,001-$180,000 # 

$170,001-$180,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and Greater # 

$180,001 and Greater % 

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Mission-Critical Occupations Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

LAW CLERK (0904) # 

LAW CLERK (0904) % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational CLF % 100 67.23 32.77 2.51 1.78 60.25 26.4 2.13 2.55 1.82 1.67 0.02 0.01 0.12 0.12 0.2 0.15 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GENERAL ATTORNEY (0905) # 

GENERAL ATTORNEY (0905) % 

615 315 300 10 14 266 221 16 24 21 39 1 0 1 1 0 1 

100 51.22 48.78 1.63 2.28 43.25 35.93 2.60 3.90 3.41 6.34 0.16 0.00 0.16 0.16 0.00 0.16 

Occupational CLF % 100 67.23 32.77 2.51 1.78 60.25 26.4 2.13 2.55 1.82 1.67 0.02 0.01 0.12 0.12 0.2 0.15 

EX-03 # 

EX-03 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EX-04 # 

EX-04 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

ES-00 # 

ES-00 % 

27 16 11 0 1 15 8 0 0 1 2 0 0 0 0 0 0 

100 59.26 40.74 0.00 3.70 55.56 29.63 0.00 0.00 3.70 7.41 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 

GS-12 % 

15 11 4 2 0 6 3 2 1 0 0 0 0 1 0 0 0 

100 73.33 26.67 13.33 0.00 40.00 20.00 13.33 6.67 0.00 0.00 0.00 0.00 6.67 0.00 0.00 0.00 

GS-13 # 

GS-13 % 

29 17 12 0 0 14 7 1 4 2 1 0 0 0 0 0 0 

100 58.62 41.38 0.00 0.00 48.28 24.14 3.45 13.79 6.90 3.45 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 # 

GS-14 % 

74 36 38 2 2 26 26 2 2 6 7 0 0 0 0 0 1 

100 48.65 51.35 2.70 2.70 35.14 35.14 2.70 2.70 8.11 9.46 0.00 0.00 0.00 0.00 0.00 1.35 

GS-15 # 

GS-15 % 

447 224 223 6 11 194 166 11 16 12 29 1 0 0 1 0 0 

100 50.11 49.89 1.34 2.46 43.40 37.14 2.46 3.58 2.68 6.49 0.22 0.00 0.00 0.22 0.00 0.00 

GM-14 # 

GM-14 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-15 # 

GM-15 % 

22 11 11 0 0 11 11 0 0 0 0 0 0 0 0 0 0 

100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SL-00 # 

SL-00 % 

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Mission-Critical Occupations Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

LAW CLERK (0904) # 

LAW CLERK (0904) % 

5 1 4 0 0 1 2 0 1 0 1 0 0 0 0 0 0 

100 20.00 80.00 0.00 0.00 20.00 40.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational CLF % 100 67.23 32.77 2.51 1.78 60.25 26.4 2.13 2.55 1.82 1.67 0.02 0.01 0.12 0.12 0.2 0.15 

GS-11 # 

GS-11 % 

5 1 4 0 0 1 2 0 1 0 1 0 0 0 0 0 0 

100 20.00 80.00 0.00 0.00 20.00 40.00 0.00 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 

GENERAL ATTORNEY (0905) # 

GENERAL ATTORNEY (0905) % 

20 14 6 0 0 11 6 1 0 2 0 0 0 0 0 0 0 

100 70.00 30.00 0.00 0.00 55.00 30.00 5.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational CLF % 100 67.23 32.77 2.51 1.78 60.25 26.4 2.13 2.55 1.82 1.67 0.02 0.01 0.12 0.12 0.2 0.15 

EX-03 # 

EX-03 % 

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EX-04 # 

EX-04 % 

4 2 2 0 0 1 2 0 0 1 0 0 0 0 0 0 0 

100 50.00 50.00 0.00 0.00 25.00 50.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

ES-00 # 

ES-00 % 

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 

GS-12 % 

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 

GS-13 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 # 

GS-14 % 

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0 0 

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-15 # 

GS-15 % 

9 7 2 0 0 5 2 1 0 1 0 0 0 0 0 0 0 

100 77.78 22.22 0.00 0.00 55.56 22.22 11.11 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-14 # 

GM-14 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-15 # 

GM-15 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SL-00 # 

SL-00 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Awards Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Permanent Workforce # 

Permanent Workforce % 

1042 539 503 19 26 409 299 67 117 37 55 2 1 2 1 3 4 

100 51.73 48.27 1.82 2.50 39.25 28.69 6.43 11.23 3.55 5.28 0.19 0.10 0.19 0.10 0.29 0.38 

TIME OFF AWARDS 

Time-Off Awards 1 - 10 hours: Awards Given # 

Time-Off Awards 1 - 10 hours: Awards Given % 

Time-Off Awards 1 - 10 Hours: Total Hours # 

Time-Off Awards 1 - 10 Hours: Average Hours # 

310 141 169 8 16 101 99 18 38 12 13 1 0 1 1 0 2 

100 45.48 54.52 2.58 5.16 32.58 31.94 5.81 12.26 3.87 4.19 0.32 0.00 0.32 0.32 0.00 0.65 

2410 1132 1278 72 135 805 728 133 286 106 106 8 0 8 8 0 15 

7 8 7 9 8 7 7 7 7 8 8 8 0 8 8 0 7 

Time-Off Awards 11 - 20 hours: Awards Given # 

Time-Off Awards 11 - 20 hours: Awards Given % 

Time-Off Awards 11 - 20 Hours: Total Hours # 

Time-Off Awards 11 - 20 Hours: Average Hours # 

129 63 66 1 2 49 40 10 15 3 8 0 1 0 0 0 0 

100 48.84 51.16 0.78 1.55 37.98 31.01 7.75 11.63 2.33 6.20 0.00 0.78 0.00 0.00 0.00 0.00 

2141 1069 1072 16 34 840 640 161 246 52 136 0 16 0 0 0 0 

16 16 16 16 17 17 16 16 16 17 17 0 16 0 0 0 0 

Time-Off Awards 21 - 30 hours: Awards Given # 

Time-Off Awards 21 - 30 hours: Awards Given % 

Time-Off Awards 21 - 30 Hours: Total Hours # 

Time-Off Awards 21 - 30 Hours: Average Hours # 

32 17 15 2 0 10 8 2 6 2 1 0 0 0 0 1 0 

100 53.13 46.88 6.25 0.00 31.25 25.00 6.25 18.75 6.25 3.13 0.00 0.00 0.00 0.00 3.13 0.00 

799 416 383 48 0 245 206 48 153 51 24 0 0 0 0 24 0 

24 24 25 24 0 24 25 24 25 25 24 0 0 0 0 24 0 

Time-Off Awards 31 - 40 hours: Awards Given # 

Time-Off Awards 31 - 40 hours: Awards Given % 

Time-Off Awards 31 - 40 Hours: Total Hours # 

Time-Off Awards 31 - 40 Hours: Average Hours # 

25 11 14 0 2 7 8 2 2 2 2 0 0 0 0 0 0 

100 44.00 56.00 0.00 8.00 28.00 32.00 8.00 8.00 8.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 

954 402 552 0 80 256 320 66 72 80 80 0 0 0 0 0 0 

38 36 39 0 40 36 40 33 36 40 40 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Awards Given # 

Time-Off Awards 41 or more Hours: Awards Given % 

Time-Off Awards 41 or more Hours: Total Hours # 

Time-Off Awards 41 or more Hours: Average Hours # 

8 4 4 0 0 3 2 0 0 0 2 0 0 0 0 1 0 

100 50.00 50.00 0.00 0.00 37.50 25.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 12.50 0.00 

450 244 206 0 0 164 84 0 0 0 122 0 0 0 0 80 0 

56 61 51 0 0 54 42 0 0 0 61 0 0 0 0 80 0 

CASH AWARDS 

Cash Awards $500 and Under: Awards Given # 

Cash Awards $500 and Under: Awards Given % 

Cash Awards $500 and Under: Total Amount $ 

Cash Awards $500 and Under: Average Amount $ 

768 413 355 18 22 281 208 69 88 39 33 2 2 1 0 3 2 

100 53.78 46.22 2.34 2.86 36.59 27.08 8.98 11.46 5.08 4.30 0.26 0.26 0.13 0.00 0.39 0.26 

127530 69330 58200 4450 2446 45900 32554 13117 18250 5113 4450 0 500 0 0 750 0 

166.05 167.87 163.94 247.22 111.18 163.35 156.51 190.1 207.39 131.1 134.85 0 250 0 0 250 0 

Cash Awards: $501 - $999: Awards Given # 

Cash Awards: $501 - $999: Awards Given % 

Cash Awards: $501 - $999: Total Amount $ 

Cash Awards: $501 - $999: Average Amount $ 

79 42 37 2 0 17 12 17 22 5 3 1 0 0 0 0 0 

100 53.16 46.84 2.53 0.00 21.52 15.19 21.52 27.85 6.33 3.80 1.27 0.00 0.00 0.00 0.00 0.00 

58023 30901 27122 1246 0 12737 8117 12472 16745 3696 2260 750 0 0 0 0 0 

734 735 733 623 0 749 676 733 761 739 753 750 0 0 0 0 0 

Cash Awards: $1000 - $1999: Awards Given # 

Cash Awards: $1000 - $1999: Awards Given % 

Cash Awards: $1000 - $1999: Total Amount $ 

Cash Awards: $1000 - $1999: Average Amount $ 

256 119 137 4 4 83 68 24 55 6 9 1 0 0 0 1 1 

100 46.48 53.52 1.56 1.56 32.42 26.56 9.38 21.48 2.34 3.52 0.39 0.00 0.00 0.00 0.39 0.39 

350017 161593 188424 5600 5600 112467 96826 33624 72298 7900 12300 1000 0 0 0 1002 1400 

1367 1357 1375 1400 1400 1355 1423 1401 1314 1316 1366 1000 0 0 0 1002 1400 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Awards Total 

Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Male 

Hispanic 

or Latino 

Female 

White 

Male 

White 

Female 

Black or 

African 

American 

Male 

Black or 

African 

American 

Female

 Asian 

Male

 Asian 

Female 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Male 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Female 

American 

Indian or 

Alaska 

Native 

Male 

American 

Indian or 

Alaska 

Native 

Female 

Two or 

More 

Races 

Male 

Two or 

More 

Races 

Female 

Cash Awards: $2000 - $2999: Awards Given # 

Cash Awards: $2000 - $2999: Awards Given % 

Cash Awards: $2000 - $2999: Total Amount $ 

Cash Awards: $2000 - $2999: Average Amount $ 

176 88 88 3 2 70 58 8 15 5 13 1 0 0 0 1 0 

100 50.00 50.00 1.70 1.14 39.77 32.95 4.55 8.52 2.84 7.39 0.57 0.00 0.00 0.00 0.57 0.00 

424005 211826 212179 7409 4750 168036 137848 19331 37315 12350 32266 2200 0 0 0 2500 0 

2409 2407 2411 2469 2375 2400 2376 2416 2487 2470 2482 2200 0 0 0 2500 0 

Cash Awards: $3000 - $3999: Awards Given # 

Cash Awards: $3000 - $3999: Awards Given % 

Cash Awards: $3000 - $3999: Total Amount $ 

Cash Awards: $3000 - $3999: Average Amount $ 

197 102 95 2 2 91 73 4 10 5 8 0 1 0 1 0 0 

100 51.78 48.22 1.02 1.02 46.19 37.06 2.03 5.08 2.54 4.06 0.00 0.51 0.00 0.51 0.00 0.00 

627037 324916 302121 6600 6000 288876 232150 12640 32671 16800 25300 0 3000 0 3000 0 0 

3182 3185 3180 3300 3000 3174 3180 3160 3267 3360 3162 0 3000 0 3000 0 0 

Cash Awards: $4000 - $4999: Awards Given # 

Cash Awards: $4000 - $4999: Awards Given % 

Cash Awards: $4000 - $4999: Total Amount $ 

Cash Awards: $4000 - $4999: Average Amount $ 

45 33 12 1 2 30 7 1 1 1 2 0 0 0 0 0 0 

100 73.33 26.67 2.22 4.44 66.67 15.56 2.22 2.22 2.22 4.44 0.00 0.00 0.00 0.00 0.00 0.00 

188935 137235 51700 4000 8500 125235 30900 4000 4300 4000 8000 0 0 0 0 0 0 

4198 4158 4308 4000 4250 4174 4414 4000 4300 4000 4000 0 0 0 0 0 0 

Cash Awards: $5000 or more: Awards Given # 

Cash Awards: $5000 or more: Awards Given % 

Cash Awards: $5000 or more: Total Amount $ 

Cash Awards: $5000 or more: Average Amount $ 

84 45 39 0 2 43 29 0 2 2 6 0 0 0 0 0 0 

100 53.57 46.43 0.00 2.38 51.19 34.52 0.00 2.38 2.38 7.14 0.00 0.00 0.00 0.00 0.00 0.00 

797073 443632 353441 0 17600 429932 258968 0 24900 13700 51973 0 0 0 0 0 0 

9488 9858 9062 0 8800 9998 8929 0 12450 6850 8662 0 0 0 0 0 0 

OTHER AWARDS 

Total QSIs Awarded # 

Total QSIs Awarded % 

319 173 146 4 13 123 85 22 29 21 17 2 0 1 0 0 2 

100 54.23 45.77 1.25 4.08 38.56 26.65 6.90 9.09 6.58 5.33 0.63 0.00 0.31 0.00 0.00 0.63 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate) 

Employment Tenure Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

TOTAL WORKFORCE 

Total Workforce: Prior FY # 

Total Workforce: Prior FY % 

1113 975 48 71 19 0 0 6 5 1 1 2 3 0 1 0 0 

100 87.60 4.31 6.38 1.71 0.00 0.00 0.54 0.45 0.09 0.09 0.18 0.27 0.00 0.09 0.00 0.00 

Total Workforce: Current FY # 

Total Workforce: Current FY % 

1126 985 50 91 16 0 0 4 4 1 0 1 4 0 2 0 0 

100 87.48 4.44 8.08 1.42 0.00 0.00 0.36 0.36 0.09 0.00 0.09 0.36 0.00 0.18 0.00 0.00 

Total Workforce: 501 Goal % 12.00 2.00 

Total Workforce: Difference # 13 10 2 20 -3 0 0 -2 -1 0 -1 -1 1 0 1 0 0 

Total Workforce: Ratio Change % 0.00 -0.12 0.13 1.70 -0.29 0.00 0.00 -0.18 -0.09 0.00 -0.09 -0.09 0.09 0.00 0.09 0.00 0.00 

Total Workforce: Net Change % 1.17 1.03 4.17 28.17 -15.79 0.00 0.00 -33.33 -20.00 0.00 -100.00 -50.00 33.33 0.00 100.00 0.00 0.00 

EMPLOYEE GAINS 

Total Workforce: New Hires # 

Total Workforce: New Hires % 

171 154 7 10 3 0 0 2 0 0 0 0 1 0 0 0 0 

100 90.06 4.09 5.85 1.75 0.00 0.00 1.17 0.00 0.00 0.00 0.00 0.58 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Total Workforce: Reduction in Force # 

Total Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Removal # 

Total Workforce: Removal % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Resignation # 

Total Workforce: Resignation % 

91 88 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 96.70 2.20 1.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Retirement # 

Total Workforce: Retirement % 

26 19 3 4 2 0 0 1 0 0 1 0 0 0 0 0 0 

100 73.08 11.54 15.38 7.69 0.00 0.00 3.85 0.00 0.00 3.85 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Other Separations # 

Total Workforce: Other Separations % 

34 28 2 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 82.35 5.88 11.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Total Separations # 

Total Workforce: Total Separations % 

152 136 7 9 2 0 0 1 0 0 1 0 0 0 0 0 0 

100 89.47 4.61 5.92 1.32 0.00 0.00 0.66 0.00 0.00 0.66 0.00 0.00 0.00 0.00 0.00 0.00 

PERMANENT WORKFORCE 

Permanent Workforce: Prior FY # 

Permanent Workforce: Prior FY % 

1031 898 48 67 18 0 0 5 5 1 1 2 3 0 1 0 0 

100 87.10 4.66 6.50 1.75 0.00 0.00 0.48 0.48 0.10 0.10 0.19 0.29 0.00 0.10 0.00 0.00 

Permanent Workforce: Current FY # 

Permanent Workforce: Current FY % 

1042 904 49 89 16 0 0 4 4 1 0 1 4 0 2 0 0 

100 86.76 4.70 8.54 1.54 0.00 0.00 0.38 0.38 0.10 0.00 0.10 0.38 0.00 0.19 0.00 0.00 

Permanent Workforce: Difference # 11 6 1 22 -2 0 0 -1 -1 0 -1 -1 1 0 1 0 0 

Permanent Workforce: Ratio Change % 0.00 -0.34 0.04 2.04 -0.21 0.00 0.00 -0.10 -0.10 0.00 -0.10 -0.09 0.09 0.00 0.09 0.00 0.00 

Permanent Workforce: Net Change % 1.07 0.67 2.08 32.84 -11.11 0.00 0.00 -20.00 -20.00 0.00 -100.00 -50.00 33.33 0.00 100.00 0.00 0.00 

EMPLOYEE GAINS 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Permanent Workforce: New Hires # 

Permanent Workforce: New Hires % 

95 80 5 10 3 0 0 2 0 0 0 0 1 0 0 0 0 

100 84.21 5.26 10.53 3.16 0.00 0.00 2.11 0.00 0.00 0.00 0.00 1.05 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Permanent Workforce: Reduction in Force # 

Permanent Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Removal # 

Permanent Workforce: Removal % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Resignation # 

Permanent Workforce: Resignation % 

35 33 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 94.29 2.86 2.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Retirement # 

Permanent Workforce: Retirement % 

26 19 3 4 2 0 0 1 0 0 1 0 0 0 0 0 0 

100 73.08 11.54 15.38 7.69 0.00 0.00 3.85 0.00 0.00 3.85 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Other Separations # 

Permanent Workforce: Other Separations % 

30 25 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 83.33 6.67 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Total Separations # 

Permanent Workforce: Total Separations % 

91 77 6 8 2 0 0 1 0 0 1 0 0 0 0 0 0 

100 84.62 6.59 8.79 2.20 0.00 0.00 1.10 0.00 0.00 1.10 0.00 0.00 0.00 0.00 0.00 0.00 

TEMPORARY WORKFORCE 

Temporary Workforce: Prior FY # 

Temporary Workforce: Prior FY % 

82 77 0 4 1 0 0 1 0 0 0 0 0 0 0 0 0 

100 93.90 0.00 4.88 1.22 0.00 0.00 1.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Current FY # 

Temporary Workforce: Current FY % 

84 81 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 96.43 1.19 2.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Difference # 2 4 1 -2 -1 0 0 -1 0 0 0 0 0 0 0 0 0 

Temporary Workforce: Ratio Change % 0.00 2.53 1.19 -2.50 -1.22 0.00 0.00 -1.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Net Change % 2.44 5.19 0.00 -50.00 -100.00 0.00 0.00 -100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE GAINS 

Temporary Workforce: New Hires # 

Temporary Workforce: New Hires % 

76 74 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 97.37 2.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Temporary Workforce: Reduction in Force # 

Temporary Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Removal # 

Temporary Workforce: Removal % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Resignation # 

Temporary Workforce: Resignation % 

56 55 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 98.21 1.79 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Retirement # 

Temporary Workforce: Retirement % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Temporary Workforce: Other Separations # 

Temporary Workforce: Other Separations % 

4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Total Separations # 

Temporary Workforce: Total Separations % 

61 59 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 96.72 1.64 1.64 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SCHEDULE A EMPLOYEES IN 

PERMANENT WORKFORCE 

EMPLOYEE GAINS 

EMPLOYEE LOSSES 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate) 

Employment Tenure Total 

Persons 

Without 

Disability 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

TOTAL WORKFORCE (Participation Rate) 

Total Workforce: Prior FY # 

Total Workforce: Prior FY % 

1113 1042 975 48 71 19 0 0 6 5 1 1 2 3 0 1 0 0 

100 93.62 87.60 4.31 6.38 1.71 0.00 0.00 0.54 0.45 0.09 0.09 0.18 0.27 0.00 0.09 0.00 0.00 

Total Workforce: Current FY # 

Total Workforce: Current FY % 

1126 1035 985 50 91 16 0 0 4 4 1 0 1 4 0 2 0 0 

100 91.92 87.48 4.44 8.08 1.42 0.00 0.00 0.36 0.36 0.09 0.00 0.09 0.36 0.00 0.18 0.00 0.00 

Total Workforce: 501 Goal % 12.00 2.00 

Total Workforce: Difference # 13 -7 10 2 20 -3 0 0 -2 -1 0 -1 -1 1 0 1 0 0 

Total Workforce: Ratio Change % 0.00 -1.70 -0.12 0.13 1.70 -0.29 0.00 0.00 -0.18 -0.09 0.00 -0.09 -0.09 0.09 0.00 0.09 0.00 0.00 

Total Workforce: Net Change % 1.17 -0.67 1.03 4.17 28.17 -15.79 0.00 0.00 -33.33 -20.00 0.00 -100.00 -50.00 33.33 0.00 100.00 0.00 0.00 

EMPLOYEE GAINS (Participation Rate) 

Total Workforce: New Hires # 

Total Workforce: New Hires % 

171 161 154 7 10 3 0 0 2 0 0 0 0 1 0 0 0 0 

100 94.15 90.06 4.09 5.85 1.75 0.00 0.00 1.17 0.00 0.00 0.00 0.00 0.58 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES (Inclusion Rate) 

Total Workforce: Reduction in Force # 

Total Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Removal # 

Total Workforce: Removal % 

1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.09 0.10 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Resignation # 

Total Workforce: Resignation % 

91 90 88 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

8.08 8.70 8.93 4.00 1.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Retirement # 

Total Workforce: Retirement % 

26 22 19 3 4 2 0 0 1 0 0 1 0 0 0 0 0 0 

2.31 2.13 1.93 6.00 4.40 12.50 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Other Separations # 

Total Workforce: Other Separations % 

34 30 28 2 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

3.02 2.90 2.84 4.00 4.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Workforce: Total Separations # 

Total Workforce: Total Separations % 

152 143 136 7 9 2 0 0 1 0 0 1 0 0 0 0 0 0 

13.50 13.82 13.81 14.00 9.89 12.50 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

PERMANENT WORKFORCE (Participation Rate) 

Permanent Workforce: Prior FY # 

Permanent Workforce: Prior FY % 

1031 964 898 48 67 18 0 0 5 5 1 1 2 3 0 1 0 0 

100 93.50 87.10 4.66 6.50 1.75 0.00 0.00 0.48 0.48 0.10 0.10 0.19 0.29 0.00 0.10 0.00 0.00 

Permanent Workforce: Current FY # 

Permanent Workforce: Current FY % 

1042 953 904 49 89 16 0 0 4 4 1 0 1 4 0 2 0 0 

100 91.46 86.76 4.70 8.54 1.54 0.00 0.00 0.38 0.38 0.10 0.00 0.10 0.38 0.00 0.19 0.00 0.00 

Permanent Workforce: Difference # 11 -11 6 1 22 -2 0 0 -1 -1 0 -1 -1 1 0 1 0 0 

Permanent Workforce: Ratio Change % 0.00 -2.04 -0.34 0.04 2.04 -0.21 0.00 0.00 -0.10 -0.10 0.00 -0.10 -0.09 0.09 0.00 0.09 0.00 0.00 

Permanent Workforce: Net Change % 1.07 -1.14 0.67 2.08 32.84 -11.11 0.00 0.00 -20.00 -20.00 0.00 -100.00 -50.00 33.33 0.00 100.00 0.00 0.00 

EMPLOYEE GAINS (Participation Rate) 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

Persons 

Without 

Disability 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Permanent Workforce: New Hires # 

Permanent Workforce: New Hires % 

95 85 80 5 10 3 0 0 2 0 0 0 0 1 0 0 0 0 

100 89.47 84.21 5.26 10.53 3.16 0.00 0.00 2.11 0.00 0.00 0.00 0.00 1.05 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES (Inclusion Rate) 

Permanent Workforce: Reduction in Force # 

Permanent Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Removal # 

Permanent Workforce: Removal % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Resignation # 

Permanent Workforce: Resignation % 

35 34 33 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

3.36 3.57 3.65 2.04 1.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Retirement # 

Permanent Workforce: Retirement % 

26 22 19 3 4 2 0 0 1 0 0 1 0 0 0 0 0 0 

2.50 2.31 2.10 6.12 4.49 12.50 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Other Separations # 

Permanent Workforce: Other Separations % 

30 27 25 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

2.88 2.83 2.77 4.08 3.37 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Permanent Workforce: Total Separations # 

Permanent Workforce: Total Separations % 

91 83 77 6 8 2 0 0 1 0 0 1 0 0 0 0 0 0 

8.08 8.02 7.82 12.00 8.79 12.50 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

TEMPORARY WORKFORCE (Participation Rate) 

Temporary Workforce: Prior FY # 

Temporary Workforce: Prior FY % 

82 78 77 0 4 1 0 0 1 0 0 0 0 0 0 0 0 0 

100 95.12 93.90 0.00 4.88 1.22 0.00 0.00 1.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Current FY # 

Temporary Workforce: Current FY % 

84 82 81 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 97.62 96.43 1.19 2.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Difference # 2 4 4 1 -2 -1 0 0 -1 0 0 0 0 0 0 0 0 0 

Temporary Workforce: Ratio Change % 0.00 2.50 2.53 1.19 -2.50 -1.22 0.00 0.00 -1.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Net Change % 2.44 5.13 5.19 0.00 -50.00 -100.00 0.00 0.00 -100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE GAINS (Participation Rate) 

Temporary Workforce: New Hires # 

Temporary Workforce: New Hires % 

76 76 74 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 97.37 2.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES (Inclusion Rate) 

Temporary Workforce: Reduction in Force # 

Temporary Workforce: Reduction in Force % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Removal # 

Temporary Workforce: Removal % 

1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

1.19 1.22 1.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Resignation # 

Temporary Workforce: Resignation % 

56 56 55 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

66.67 68.29 67.90 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Retirement # 

Temporary Workforce: Retirement % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Employment Tenure Total 

Persons 

Without 

Disability 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability 

[02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Temporary Workforce: Other Separations # 

Temporary Workforce: Other Separations % 

4 3 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

4.76 3.66 3.70 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Temporary Workforce: Total Separations # 

Temporary Workforce: Total Separations % 

61 60 59 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

5.42 5.80 5.99 2.00 1.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE (Participation Rate) 

EMPLOYEE GAINS (Participation Rate) 

EMPLOYEE LOSSES (Inclusion Rate) 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate) 

Subordinate Component Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

FT00 # 1042 904 49 89 16 0 0 4 4 1 0 1 4 0 2 0 0 

FT00 % 100 86.76 4.70 8.54 1.54 0.00 0.00 0.38 0.38 0.10 0.00 0.10 0.38 0.00 0.19 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate) 

Occupational Categories Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury 

[03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

1. Management

 Executives # 

Executives % 

169 153 5 11 2 0 0 0 1 0 0 0 1 0 0 0 0

100 90.53 2.96 6.51 1.18 0.00 0.00 0.00 0.59 0.00 0.00 0.00 0.59 0.00 0.00 0.00 0.00

 Managers # 

Managers % 

10 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

 Supervisors # 

Supervisors % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

 Total Management # 

Total Management % 

180 164 5 11 2 0 0 0 1 0 0 0 1 0 0 0 0

100 91.11 2.78 6.11 1.11 0.00 0.00 0.00 0.56 0.00 0.00 0.00 0.56 0.00 0.00 0.00 0.00 

2. Professionals # 

Professionals % 

641 573 28 40 4 0 0 1 1 0 0 0 2 0 0 0 0 

100 89.39 4.37 6.24 0.62 0.00 0.00 0.16 0.16 0.00 0.00 0.00 0.31 0.00 0.00 0.00 0.00 

3. Technicians # 

Technicians % 

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

4. Sales Workers # 

Sales Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

5. Administrative Workers # 

Administrative Workers % 

20 15 2 3 1 0 0 1 0 0 0 0 0 0 0 0 0 

100 75.00 10.00 15.00 5.00 0.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

6. Craft Workers # 

Craft Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

7. Operatives # 

Operatives % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

8. Laborers and Helpers # 

Laborers and Helpers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

9. Service Workers # 

Service Workers % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B4P: GENERAL SCHEDULE (GS) GRADES - Distribution by Disability (Participation Rate) 

Deaf or Blind or Epilepsy 

Serious Serious Significant Partial or or Other Significant 

No Not Disability Traumatic Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant 

Disability Identified [02-03, Targeted Developmental Brain Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement

GS/GM/GL GRADES Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93] 

501 Goal % 12.00 2.00 

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-01 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-02 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-03 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-04 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-05 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-06 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-06 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-07 # 4 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-07 % 100 50.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-08 # 7 5 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-08 % 100 71.43 14.29 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-09 # 31 21 2 8 6 0 0 2 2 0 0 0 1 0 1 0 0 

GS-09 % 100 67.74 6.45 25.81 19.35 0.00 0.00 6.45 6.45 0.00 0.00 0.00 3.23 0.00 3.23 0.00 0.00 

GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-10 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 36 25 5 6 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-11 % 100 69.44 13.89 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 79 61 4 14 2 0 0 1 0 1 0 0 0 0 0 0 0 

GS-12 % 100 77.22 5.06 17.72 2.53 0.00 0.00 1.27 0.00 1.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 121 101 5 15 2 0 0 0 0 0 0 0 1 0 1 0 0 

GS-13 % 100 83.47 4.13 12.40 1.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.83 0.00 0.83 0.00 0.00 

GS-14 # 149 131 7 11 2 0 0 1 0 0 0 1 0 0 0 0 0 

GS-14 % 100 87.92 4.70 7.38 1.34 0.00 0.00 0.67 0.00 0.00 0.00 0.67 0.00 0.00 0.00 0.00 0.00 

GS-15 # 570 518 22 30 4 0 0 0 2 0 0 0 2 0 0 0 0 

GS-15 % 100 90.88 3.86 5.26 0.70 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.00 

All Other (Unspecified GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

GS/GM/GL GRADES Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

All Other (Unspecified GS) % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total GS Employees # 

Total GS Employees % 

998 865 47 86 16 0 0 4 4 1 0 1 4 0 2 0 0 

100 86.67 4.71 8.62 1.60 0.00 0.00 0.40 0.40 0.10 0.00 0.10 0.40 0.00 0.20 0.00 0.00 

SES # 

SES % 

41 37 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 90.24 2.44 7.32 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior Pay # 

Other Senior Pay % 

3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior Pay # 

Total Senior Pay % 

44 39 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 88.64 4.55 6.82 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B4T: GENERAL SCHEDULE (GS) GRADES - Distribution by Disability (Participation Rate) 

Deaf or Blind or Epilepsy 

Serious Serious Significant Partial or or Other Significant 

No Not Disability Traumatic Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant 

Disability Identified [02-03, Targeted Developmental Brain Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement

GS/GM/GL GRADES Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93] 

501 Goal % 12.00 2.00 

GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-01 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-02 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-03 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-04 # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-04 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-05 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-06 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-07 # 26 26 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-07 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-08 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-09 # 23 22 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-09 % 100 95.65 0.00 4.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-10 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-11 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-12 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-13 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 # 4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-14 % 100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-15 # 14 13 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

GS-15 % 100 92.86 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

All Other (Unspecified GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

GS/GM/GL GRADES Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

All Other (Unspecified GS) % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total GS Employees # 

Total GS Employees % 

78 75 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 96.15 1.28 2.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SES # 

SES % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior Pay # 

Other Senior Pay % 

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior Pay # 

Total Senior Pay % 

6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B5P: SALARY - Distribution by Disability (Participation Rate) 

Salary Range Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

Up to $20,000 # 

Up to $20,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-$30,000 # 

$20,001-$30,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-$40,000 # 

$30,001-$40,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$40,001-$50,000 # 

$40,001-$50,000 % 

1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-$60,000 # 

$50,001-$60,000 % 

16 12 0 4 2 0 0 1 0 0 0 0 1 0 0 0 0 

100 75.00 0.00 25.00 12.50 0.00 0.00 6.25 0.00 0.00 0.00 0.00 6.25 0.00 0.00 0.00 0.00 

$60,001-$70,000 # 

$60,001-$70,000 % 

19 14 4 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 73.68 21.05 5.26 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$70,001-$80,000 # 

$70,001-$80,000 % 

24 14 3 7 4 0 0 1 2 0 0 0 0 0 1 0 0 

100 58.33 12.50 29.17 16.67 0.00 0.00 4.17 8.33 0.00 0.00 0.00 0.00 0.00 4.17 0.00 0.00 

$80,001-$90,000 # 

$80,001-$90,000 % 

46 35 3 8 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 76.09 6.52 17.39 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$90,001-$100,000 # 

$90,001-$100,000 % 

37 31 2 4 1 0 0 0 0 0 0 0 1 0 0 0 0 

100 83.78 5.41 10.81 2.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.70 0.00 0.00 0.00 0.00 

$100,001-$110,000 # 

$100,001-$110,000 % 

58 48 0 10 1 0 0 0 0 1 0 0 0 0 0 0 0 

100 82.76 0.00 17.24 1.72 0.00 0.00 0.00 0.00 1.72 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$110,001-$120,000 # 

$110,001-$120,000 % 

55 43 4 8 2 0 0 1 0 0 0 0 0 0 1 0 0 

100 78.18 7.27 14.55 3.64 0.00 0.00 1.82 0.00 0.00 0.00 0.00 0.00 0.00 1.82 0.00 0.00 

$120,001-$130,000 # 

$120,001-$130,000 % 

68 56 5 7 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 82.35 7.35 10.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$130,001-$140,000 # 

$130,001-$140,000 % 

43 38 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 88.37 4.65 6.98 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-$150,000 # 

$140,001-$150,000 % 

58 53 1 4 2 0 0 1 0 0 0 1 0 0 0 0 0 

100 91.38 1.72 6.90 3.45 0.00 0.00 1.72 0.00 0.00 0.00 1.72 0.00 0.00 0.00 0.00 0.00 

$150,001-$160,000 # 

$150,001-$160,000 % 

79 72 3 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 91.14 3.80 5.06 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$160,001-$170,000 # 494 449 19 26 4 0 0 0 2 0 0 0 2 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Salary Range Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

$160,001-$170,000 % 100 90.89 3.85 5.26 0.81 0.00 0.00 0.00 0.40 0.00 0.00 0.00 0.40 0.00 0.00 0.00 0.00 

$170,001-$180,000 # 14 11 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

$170,001-$180,000 % 100 78.57 14.29 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and Greater # 30 28 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

$180,001 and Greater % 100 93.33 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B5T: SALARY - Distribution by Disability (Participation Rate) 

Salary Range Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

Up to $20,000 # 

Up to $20,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-$30,000 # 

$20,001-$30,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-$40,000 # 

$30,001-$40,000 % 

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$40,001-$50,000 # 

$40,001-$50,000 % 

20 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-$60,000 # 

$50,001-$60,000 % 

23 22 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 95.65 0.00 4.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$60,001-$70,000 # 

$60,001-$70,000 % 

11 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$70,001-$80,000 # 

$70,001-$80,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$80,001-$90,000 # 

$80,001-$90,000 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$90,001-$100,000 # 

$90,001-$100,000 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$100,001-$110,000 # 

$100,001-$110,000 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$110,001-$120,000 # 

$110,001-$120,000 % 

3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$120,001-$130,000 # 

$120,001-$130,000 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$130,001-$140,000 # 

$130,001-$140,000 % 

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-$150,000 # 

$140,001-$150,000 % 

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$150,001-$160,000 # 

$150,001-$160,000 % 

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$160,001-$170,000 # 10 9 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Salary Range Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

$160,001-$170,000 % 100 90.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$170,001-$180,000 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

$170,001-$180,000 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and Greater # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

$180,001 and Greater % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate) 

Mission-Critical Occupations Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

LAW CLERK (0904) # 

LAW CLERK (0904) % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GENERAL ATTORNEY (0905) # 

GENERAL ATTORNEY (0905) % 

611 555 26 30 4 0 0 0 2 0 0 0 2 0 0 0 0 

100 90.80 4.30 4.90 0.65 0.00 0.00 0.00 0.33 0.00 0.00 0.00 0.33 0.00 0.00 0.00 0.00 

EX-03 # 

EX-03 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EX-04 # 

EX-04 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

ES-00 # 

ES-00 % 

27 25 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 92.59 3.70 3.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 

GS-12 % 

15 13 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 86.67 0.00 13.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 

GS-13 % 

28 25 1 2 1 0 0 0 0 0 0 0 1 0 0 0 0 

100 89.30 3.60 7.10 3.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.45 0.00 0.00 0.00 0.00 

GS-14 # 

GS-14 % 

74 64 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 86.49 6.76 6.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-15 # 

GS-15 % 

445 408 19 18 2 0 0 0 1 0 0 0 1 0 0 0 0 

100 91.70 4.30 4.00 0.45 0.00 0.00 0.00 0.22 0.00 0.00 0.00 0.22 0.00 0.00 0.00 0.00 

GM-14 # 

GM-14 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-15 # 

GM-15 % 

21 19 0 2 1 0 0 0 1 0 0 0 0 0 0 0 0 

100 90.50 0.00 9.50 4.55 0.00 0.00 0.00 4.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SL-00 # 

SL-00 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate) 

Mission-Critical Occupations Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

501 Goal % 12.00 2.00 

LAW CLERK (0904) # 

LAW CLERK (0904) % 

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GENERAL ATTORNEY (0905) # 

GENERAL ATTORNEY (0905) % 

20 19 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 95.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EX-03 # 

EX-03 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EX-04 # 

EX-04 % 

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

ES-00 # 

ES-00 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-11 # 

GS-11 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-12 # 

GS-12 % 

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 # 

GS-13 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 # 

GS-14 % 

4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-15 # 

GS-15 % 

9 9 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-14 # 

GM-14 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GM-15 # 

GM-15 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SL-00 # 

SL-00 % 

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate) 

Deaf or Blind or Epilepsy 

Serious Serious Significant Partial or or Other Significant 

No Not Disability Traumatic Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant 

Awards Total 

Disability 

[05] 

Identified 

[01] 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Brain 

Injury [03] 

Hearing 

[19] 

Seeing 

[20] 

Extremities 

[31] 

Impairment 

[40] 

Paralysis 

[60] 

Disorders 

[82] 

Disability 

[90] 

Disorder 

[91] 

Dwarfism 

[92] 

Disfigurement 

[93] 

TIME OFF AWARDS 

Time-Off Awards 1 - 10 hours: Awards Given # 310 273 12 25 4 0 0 2 1 0 0 0 1 0 0 0 0 

Time-Off Awards 1 - 10 hours: Awards Given % 100 88.06 3.87 8.06 1.29 0.00 0.00 0.65 0.32 0.00 0.00 0.00 0.32 0.00 0.00 0.00 0.00 

Time-Off Awards 1 - 10 Hours: Total Hours # 2410 2136 82 192 34 0 0 20 6 0 0 0 8 0 0 0 0 

Time-Off Awards 1 - 10 Hours: Average Hours # 7 7 6 7 8 0 0 10 6 0 0 0 8 0 0 0 0 

Time-Off Awards 11 - 20 hours: Awards Given # 129 112 6 11 1 0 0 0 0 0 0 0 1 0 0 0 0 

Time-Off Awards 11 - 20 hours: Awards Given % 100 86.82 4.65 8.53 0.78 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.78 0.00 0.00 0.00 0.00 

Time-Off Awards 11 - 20 Hours: Total Hours # 2141 1859 106 176 16 0 0 0 0 0 0 0 16 0 0 0 0 

Time-Off Awards 11 - 20 Hours: Average Hours # 16 16 17 16 16 0 0 0 0 0 0 0 16 0 0 0 0 

Time-Off Awards 21 - 30 hours: Awards Given # 32 30 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 21 - 30 hours: Awards Given % 100 93.75 3.13 3.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 21 - 30 Hours: Total Hours # 799 747 27 25 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 21 - 30 Hours: Average Hours # 24 24 27 25 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 hours: Awards Given # 25 22 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 hours: Awards Given % 100 88.00 4.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 31 - 40 Hours: Total Hours # 954 842 40 72 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 Hours: Average Hours # 38 38 40 36 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Awards Given # 8 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Awards Given % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 41 or more Hours: Total Hours # 450 450 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Average Hours # 56 56 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

CASH AWARDS 

Cash Awards $500 and Under: Awards Given # 768 671 49 48 7 0 0 0 1 0 0 2 2 0 2 0 0 

Cash Awards $500 and Under: Awards Given % 100 87.37 6.38 6.25 0.91 0.00 0.00 0.00 0.13 0.00 0.00 0.26 0.26 0.00 0.26 0.00 0.00 

Cash Awards $500 and Under: Total Amount $ 127530 111680 6900 8950 1250 0 0 0 250 0 0 250 250 0 500 0 0 

Cash Awards $500 and Under: Average Amount $ 166.05 166.44 140.82 186.46 178.57 0 0 0 250 0 0 125 125 0 250 0 0 

Cash Awards: $501 - $999: Awards Given # 79 66 5 8 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $501 - $999: Awards Given % 100 83.54 6.33 10.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $501 - $999: Total Amount $ 58023 48657 3600 5766 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $501 - $999: Average Amount $ 734 737 720 720 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $1000 - $1999: Awards Given # 256 206 14 36 5 0 0 1 2 0 0 0 2 0 0 0 0 

Cash Awards: $1000 - $1999: Awards Given % 100 80.47 5.47 14.06 1.95 0.00 0.00 0.39 0.78 0.00 0.00 0.00 0.78 0.00 0.00 0.00 0.00 

Cash Awards: $1000 - $1999: Total Amount $ 350017 281022 17000 51995 8467 0 0 1675 3200 0 0 0 3592 0 0 0 0 

Cash Awards: $1000 - $1999: Average Amount $ 1367 1364 1214 1444 1693 0 0 1675 1600 0 0 0 1796 0 0 0 0 

Cash Awards: $2000 - $2999: Awards Given # 176 160 4 12 3 0 0 0 1 0 0 0 1 0 1 0 0 

Cash Awards: $2000 - $2999: Awards Given % 100 90.91 2.27 6.82 1.70 0.00 0.00 0.00 0.57 0.00 0.00 0.00 0.57 0.00 0.57 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Awards Total 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Cash Awards: $2000 - $2999: Total Amount $ 424005 383692 10122 30191 7773 0 0 0 2800 0 0 0 2500 0 2473 0 0 

Cash Awards: $2000 - $2999: Average Amount $ 2409 2398 2530 2515 2591 0 0 0 2800 0 0 0 2500 0 2473 0 0 

Cash Awards: $3000 - $3999: Awards Given # 197 178 5 14 2 0 0 1 1 0 0 0 0 0 0 0 0 

Cash Awards: $3000 - $3999: Awards Given % 100 90.36 2.54 7.11 1.02 0.00 0.00 0.51 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $3000 - $3999: Total Amount $ 627037 567737 15500 43800 6000 0 0 3000 3000 0 0 0 0 0 0 0 0 

Cash Awards: $3000 - $3999: Average Amount $ 3182 3189 3100 3128 3000 0 0 3000 3000 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Awards Given # 45 45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Awards Given % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $4000 - $4999: Total Amount $ 188935 188935 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Average Amount $ 4198 4198 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Awards Given # 84 79 1 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Awards Given % 100 94.05 1.19 4.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $5000 or more: Total Amount $ 797073 740573 8800 47700 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Average Amount $ 9488 9374 8800 11925 0 0 0 0 0 0 0 0 0 0 0 0 0 

OTHER AWARDS 

Total QSIs Awarded # 319 275 25 19 2 0 0 0 0 0 0 1 1 0 0 0 0 

Total QSIs Awarded % 100 86.21 7.84 5.96 0.63 0.00 0.00 0.00 0.00 0.00 0.00 0.31 0.31 0.00 0.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate) 

Deaf or Blind or Epilepsy 

Awards Total 

Persons 

Without 

Disability 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Traumatic 

Developmental Brain 

Disability [02] Injury [03] 

Serious 

Difficulty 

Hearing 

[19] 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

or Other 

Seizure 

Disorders 

[82] 

Significant 

Intellectual Psychiatric 

Disability Disorder Dwarfism 

[90] [91] [92] 

Significant 

Disfigurement 

[93] 

TIME OFF AWARDS 

Time-Off Awards 1 - 10 hours: Awards Given # 310 285 273 12 25 4 0 0 2 1 0 0 0 1 0 0 0 0 

Time-Off Awards 1 - 10 hours: Awards Given % 29.75 29.91 30.20 24.49 28.09 25.00 0.00 0.00 50.00 25.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 

Time-Off Awards 1 - 10 Hours: Total Hours # 2410 2218 2136 82 192 34 0 0 20 6 0 0 0 8 0 0 0 0 

Time-Off Awards 1 - 10 Hours: Average Hours # 7 0 7 6 7 8 0 0 10 6 0 0 0 8 0 0 0 0 

Time-Off Awards 11 - 20 hours: Awards Given # 129 118 112 6 11 1 0 0 0 0 0 0 0 1 0 0 0 0 

Time-Off Awards 11 - 20 hours: Awards Given % 12.38 12.38 12.39 12.24 12.36 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 

Time-Off Awards 11 - 20 Hours: Total Hours # 2141 1965 1859 106 176 16 0 0 0 0 0 0 0 16 0 0 0 0 

Time-Off Awards 11 - 20 Hours: Average Hours # 16 0 16 17 16 16 0 0 0 0 0 0 0 16 0 0 0 0 

Time-Off Awards 21 - 30 hours: Awards Given # 32 31 30 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 21 - 30 hours: Awards Given % 3.07 3.25 3.32 2.04 1.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 21 - 30 Hours: Total Hours # 799 774 747 27 25 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 21 - 30 Hours: Average Hours # 24 -1 24 27 25 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 hours: Awards Given # 25 23 22 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 hours: Awards Given % 2.40 2.41 2.43 2.04 2.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 31 - 40 Hours: Total Hours # 954 882 842 40 72 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 31 - 40 Hours: Average Hours # 38 2 38 40 36 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Awards Given # 8 8 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Awards Given % 0.77 0.84 0.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards 41 or more Hours: Total Hours # 450 450 450 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Time-Off Awards 41 or more Hours: Average Hours # 56 56 56 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

CASH AWARDS 

Cash Awards $500 and Under: Awards Given # 768 720 671 49 48 7 0 0 0 1 0 0 2 2 0 2 0 0 

Cash Awards $500 and Under: Awards Given % 73.70 75.55 74.23 100.00 53.93 43.75 0.00 0.00 0.00 25.00 0.00 0.00 200.00 50.00 0.00 100.00 0.00 0.00 

Cash Awards $500 and Under: Total Amount $ 127530 118580 111680 6900 8950 1250 0 0 0 250 0 0 250 250 0 500 0 0 

Cash Awards $500 and Under: Average Amount $ 166.05 -20 166.44 140.82 186.46 178.57 0 0 0 250 0 0 125 125 0 250 0 0 

Cash Awards: $501 - $999: Awards Given # 79 71 66 5 8 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $501 - $999: Awards Given % 7.58 7.45 7.30 10.20 8.99 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $501 - $999: Total Amount $ 58023 52257 48657 3600 5766 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $501 - $999: Average Amount $ 734 14 737 720 720 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $1000 - $1999: Awards Given # 256 220 206 14 36 5 0 0 1 2 0 0 0 2 0 0 0 0 

Cash Awards: $1000 - $1999: Awards Given % 24.57 23.08 22.79 28.57 40.45 31.25 0.00 0.00 25.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 

Cash Awards: $1000 - $1999: Total Amount $ 350017 298022 281022 17000 51995 8467 0 0 1675 3200 0 0 0 3592 0 0 0 0 

Cash Awards: $1000 - $1999: Average Amount $ 1367 -77 1364 1214 1444 1693 0 0 1675 1600 0 0 0 1796 0 0 0 0 

Cash Awards: $2000 - $2999: Awards Given # 176 164 160 4 12 3 0 0 0 1 0 0 0 1 0 1 0 0 

Cash Awards: $2000 - $2999: Awards Given % 16.89 17.21 17.70 8.16 13.48 18.75 0.00 0.00 0.00 25.00 0.00 0.00 0.00 25.00 0.00 50.00 0.00 0.00 
Federal Trade Commission For period covering October 1, 2018 to September 30, 2019. 

Awards Total 

Persons 

Without 

Disability 

No 

Disability 

[05] 

Not 

Identified 

[01] 

Disability 

[02-03, 

06-99] 

Targeted 

Disability 

Developmental 

Disability [02] 

Traumatic 

Brain 

Injury [03] 

Deaf or 

Serious 

Difficulty 

Hearing 

[19] 

Blind or 

Serious 

Difficulty 

Seeing 

[20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40] 

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy 

or Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90] 

Significant 

Psychiatric 

Disorder 

[91] 

Dwarfism 

[92] 

Significant 

Disfigurement 

[93] 

Cash Awards: $2000 - $2999: Total Amount $ 424005 393814 383692 10122 30191 7773 0 0 0 2800 0 0 0 2500 0 2473 0 0 

Cash Awards: $2000 - $2999: Average Amount $ 2409 -106 2398 2530 2515 2591 0 0 0 2800 0 0 0 2500 0 2473 0 0 

Cash Awards: $3000 - $3999: Awards Given # 197 183 178 5 14 2 0 0 1 1 0 0 0 0 0 0 0 0 

Cash Awards: $3000 - $3999: Awards Given % 18.91 19.20 19.69 10.20 15.73 12.50 0.00 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $3000 - $3999: Total Amount $ 627037 583237 567737 15500 43800 6000 0 0 3000 3000 0 0 0 0 0 0 0 0 

Cash Awards: $3000 - $3999: Average Amount $ 3182 54 3189 3100 3128 3000 0 0 3000 3000 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Awards Given # 45 45 45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Awards Given % 4.32 4.72 4.98 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $4000 - $4999: Total Amount $ 188935 188935 188935 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $4000 - $4999: Average Amount $ 4198 4198 4198 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Awards Given # 84 80 79 1 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Awards Given % 8.06 8.39 8.74 2.04 4.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: $5000 or more: Total Amount $ 797073 749373 740573 8800 47700 0 0 0 0 0 0 0 0 0 0 0 0 0 

Cash Awards: $5000 or more: Average Amount $ 9488 -2437 9374 8800 11925 0 0 0 0 0 0 0 0 0 0 0 0 0 

OTHER AWARDS 

Total QSIs Awarded # 319 300 275 25 19 2 0 0 0 0 0 0 1 1 0 0 0 0 

Total QSIs Awarded % 30.61 31.48 30.42 51.02 21.35 12.50 0.00 0.00 0.00 0.00 0.00 0.00 100.00 25.00 0.00 0.00 0.00 0.00 
 

Appendix B 
Worksheet A7P: New Hires for Mission-Critical Occupations by Race, Ethnicity and Sex [Permanent] 

New Hires for Mission-Critical Occupations 

All Total Males Total 

Females 

Hispanic or 

Latino Males 

Hispanic or 

Latino 

Females 

White Males White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian Males Asian 

Females 

Native 

Hawaiian or 

Other Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other Pacific 

Islander 

Females 

N

Job Series: 0905 General Attorney Vacancy Announcements # 0Voluntarily Identified Applicants # 4002 2367 1635 268 150 1492 780 353 432 225 241 3 3 Voluntarily Identified Applicants % 100.00 59.15 40.85 6.70 3.75 37.28 19.49 8.82 10.79 5.62 6.02 0.07 0.07 Qualified External Applicants # 3370 2036 1334 206 106 1310 653 293 347 202 200 3 0 Qualified External Applicants % 100.00 60.42 39.58 6.11 3.15 38.87 19.38 8.69 10.30 5.99 5.93 0.09 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 22 13 9 3 0 8 2 0 1 2 6 0 0 External Selections % 100.00 59.09 40.91 13.64 0.00 36.36 9.09 0.00 4.55 9.09 27.27 0.00 0.00 CLF % 0.00 0.67 0.33 0.03 0.02 0.60 0.27 0.02 0.03 0.02 0.02 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CLF % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CLF % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Worksheet B7P: New Hires for Mission-Critical Occupations by Disability [Permanent] 

Total No Disability (05) Not Identified (01) Persons Disability (02- With 03, 06-99) Targeted Disability Developmenta l Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders 

(82) 

Intellectual 

Disability 

(90) 

Sig

Psy

Diso

Job Series: 0905 General Attorney Vacancy Announcements # 0Voluntarily Identified Applicants # 5401 2963 2143 295 133 2 7 10 46 9 2 16 5 2 Voluntarily Identified Applicants % 100.00 54.86 39.68 5.46 2.46 0.04 0.13 0.19 0.85 0.17 0.04 0.30 0.09 0.04 Qualified External Applicants # 4553 2489 1811 253 123 2 0.000439 9 45 7 2 16 5 1 Qualified External Applicants % 100.00 54.67 39.78 5.56 2.70 0.04 0.00 0.20 0.99 0.15 0.04 0.35 0.11 0.02 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 24 17 7 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 70.83 29.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Worksheet A7T: New Hires for Mission-Critical Occupations by Race, Ethnicity and Sex [Temporary] 

New Hires for Mission-Critical Occupations 

All Total Males Total 

Females 

Hispanic or 

Latino Males 

Hispanic or 

Latino 

Females 

White Males White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian Males Asian 

Females 

Native 

Hawaiian or 

Other Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other Pacific 

Islander 

Females 

N

Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CLF % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CLF % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CLF % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Worksheet B7T: New Hires for Mission-Critical Occupations by Disability [Temporary] 

Total No Disability (05) Not Identified (01) Persons Disability (02- With 03, 06-99) Targeted Disability Developmenta l Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders 

(82) 

Intellectual 

Disability 

(90) 

Sig

Psy

Diso

Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified External Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 External Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0 0Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Voluntarily Identified Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Internal Competitive Promotions 

All Total Males Total 

Females 

Hispanic or 

Latino Males 

Hispanic or 

Latino 

Females 

White Males White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian Males Asian 

Females 

Native 

Hawaiian or 

Other Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other Pacific 

Islander 

Females 

A

I

Na

Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: 

Worksheet A9P: INTERNAL COMPETITIVE PROMOTIONS FOR MISSION-CRITICAL OCCUPATIONS by Race, Ethnicity 

Job Series: 0905 General Attorney Job Series: 
Worksheet B9P: Internal Competitive Promotions for Mission-Critical Occupations by Disability [Permanent] 

Type of Appointment Total No Disability (05) Not Identified (01) Disability (02- 03, 06-99) Persons With Targeted Disability Developmenta l Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders (82) Intellectual Disability (90) Signif

Psych

Disord

Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 
Internal Competitive 

Promotions 

All Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Males 

Hispanic 

or Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

A

I

Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Vacancy Announcements # 0Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Job Series: 

Worksheet A9T: INTERNAL COMPETITIVE PROMOTIONS FOR MISSION-CRITICAL OCCUPATIONS by Race, Ethnicity and Sex [Tem

Job Series: Job Series: 
Worksheet B9T: Internal Competitive Promotions for Mission-Critical Occupations by Disability [Temporary] 

Type of Appointment Total No Disability (05) Not Identified (01) Disability (02- 03, 06-99) Persons With Targeted Disability Developmental Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders (82) Intellectual Disability (90) Si

Ps

Dis

Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Job Series: Vacancy Announcements # 0
Worksheet A11: Internal Competitive Promotions for Senior Grade Levels by Race, Ethnicity and Sex [Perman

Internal Competitive Promotions for 

Senior Grade Levels 

All Total Males Total 

Females 

Hispanic or 

Latino Males 

Hispanic or 

Latino 

Females 

White Males White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian Males Asian 

Females 

Native 

Hawaiian or 

Other Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other Pacific 

Islander 

Females 

A

I

Na

GS-13 or Equivalent Vacancy Announcements # 0Internal Applications # 5 1 4 1 0 0 1 0 3 0 0 0 0 Internal Applications % 100.00 20.00 80.00 20.00 0.00 0.00 20.00 0.00 60.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 4 1 3 1 0 0 1 0 2 0 0 0 0 Qualified Internal Applicants % 100.00 25.00 75.00 25.00 0.00 0.00 25.00 0.00 50.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 3 0 3 0 0 0 1 0 2 0 0 0 0 Internal Selections % 100.00 0.00 100.00 0.00 0.00 0.00 33.33 0.00 66.67 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 GS-14 or Equivalent Vacancy Announcements # 0Internal Applications # 7 2 5 0 0 2 2 0 3 0 0 0 0 Internal Applications % 100.00 28.57 71.43 0.00 0.00 28.57 28.57 0.00 42.86 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 5 1 4 0 0 1 2 0 2 0 0 0 0 Qualified Internal Applicants % 100.00 20.00 80.00 0.00 0.00 20.00 40.00 0.00 40.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 5 1 4 0 0 1 2 0 2 0 0 0 0 Internal Selections % 100.00 20.00 80.00 0.00 0.00 20.00 40.00 0.00 40.00 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 GS-15 or Equivalent Vacancy Announcements # 0Internal Applications # 4 1 3 0 0 0 3 1 0 0 0 0 0 Internal Applications % 100.00 25.00 75.00 0.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 3 1 2 0 0 0 2 1 0 0 0 0 0 Qualified Internal Applicants % 100.00 33.33 66.67 0.00 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 3 1 2 0 0 0 2 1 0 0 0 0 0 
Internal Selections % 100.00 33.33 66.67 0.00 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 

Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 SES or Equivalent Vacancy Announcements # 0Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Worksheet B11: Internal Competitive Promotions for Senior Grade Levels by Disability [Permanent] 

Internal Competitive Promotions for 

Senior Grade Levels Total No Disability (05) Not Identified (01) Disability (02- 03, 06-99) Persons With Targeted Disability Developmental Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders (82) Intellectual Disability (90) Signif

Psych

Disorde

GS-13 or Equivalent Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Vacancy Announcements # 0Internal Applications # 8 4 4 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 7 4 3 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 57.14 42.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 5 3 2 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 60.00 40.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0GS-14 or Equivalent Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Vacancy Announcements # 0Internal Applications # 9 4 4 1 1 0 0 0 0 0 0 1 0 0 0 Internal Applications % 100.00 44.44 44.44 11.11 11.11 0.00 0.00 0.00 0.00 0.00 0.00 11.11 0.00 0.00 0.0Qualified Internal Applicants # 6 2 3 1 1 0 0 0 0 0 0 1 0 0 0 Qualified Internal Applicants % 100.00 33.33 50.00 16.67 16.67 0.00 0.00 0.00 0.00 0.00 0.00 16.67 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 5 2 2 1 1 0 0 0 0 0 0 1 0 0 0 Internal Selections % 100.00 40.00 40.00 20.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 20.00 0.00 0.00 0.0GS-15 or Equivalent Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Vacancy Announcements # 0Internal Applications # 7 2 5 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 28.57 71.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 4 1 3 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 25.00 75.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 3 1 2 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0SES or Equivalent Relevant Applicant Pool % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0
Vacancy Announcements # 0

Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Applications % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Qualified Internal Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Referred Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Interviewed Applicants % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Internal Selections % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0
Worksheet A12: Career Development in Senior Grade Levels - Distribution by Race, Ethnicity and Sex [Permanent] 

Career Development for Senior Grade Levels 

All Total Males Total 

Females 

Hispanic or 

Latino Males 

Hispanic or 

Latino 

Females 

White Males White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian Males Asian 

Females 

Native 

Hawaiian or 

Other Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other Pacific 

Islander 

Females 

N

Career Development Programs for GS-13 or Equivalent Slots for Career Development Program # 35Eligible for Career Development Program # 118 60 58 2 1 34 28 18 23 2 4 0 0 Eligible for Career Development Program % 100.00 50.85 49.15 1.69 0.85 28.81 23.73 15.25 19.49 1.69 3.39 0.00 0.00 Applicants for Career Development Program # 3 1 2 0 0 1 1 0 1 0 0 0 0 Applicants for Career Development Program % 100.00 33.33 66.67 0.00 0.00 33.33 33.33 0.00 33.33 0.00 0.00 0.00 0.00 Selections for Career Development Program # 3 1 2 0 0 1 1 0 1 0 0 0 0 Selections for Career Development Program % 100.00 33.33 66.67 0.00 0.00 33.33 33.33 0.00 33.33 0.00 0.00 0.00 0.00 Career Development Programs for GS-14 or Equivalent Slots for Career Development Program # 42Eligible for Career Development Program # 151 78 73 1 1 53 44 10 12 11 9 0 1 Eligible for Career Development Program % 100.00 51.66 48.34 0.66 0.66 35.10 29.14 6.62 7.95 7.28 5.96 0.00 0.66 Applicants for Career Development Program # 14 6 8 0 0 5 4 0 2 1 1 0 0 Applicants for Career Development Program % 100.00 42.86 57.14 0.00 0.00 35.71 28.57 0.00 14.29 7.14 7.14 0.00 0.00 Selections for Career Development Program # 11 4 7 0 0 4 4 0 2 0 1 0 0 Selections for Career Development Program % 100.00 36.36 63.64 0.00 0.00 36.36 36.36 0.00 18.18 0.00 9.09 0.00 0.00 Career Development Programs for GS-15 or Equivalent Slots for Career Development Program # 42Eligible for Career Development Program # 571 313 258 4 3 268 191 14 20 19 32 2 0 Eligible for Career Development Program % 100.00 54.82 45.18 0.70 0.53 46.94 33.45 2.45 3.50 3.33 5.60 0.35 0.00 Applicants for Career Development Program # 31 11 20 0 0 9 15 1 2 0 2 0 0 Applicants for Career Development Program % 100.00 35.48 64.52 0.00 0.00 29.03 48.39 3.23 6.45 0.00 6.45 0.00 0.00 Selections for Career Development Program # 28 9 19 0 0 8 14 1 2 0 2 0 0 Selections for Career Development Program % 100.00 32.14 67.86 0.00 0.00 28.57 50.00 3.57 7.14 0.00 7.14 0.00 0.00 Career Development Programs for SES or Equivalent Slots for Career Development Program # 0Eligible for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 Eligible for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Applicants for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 Applicants for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Selections for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 Selections for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 
Career Development for Senior Grade Levels Total No Disability (05) Not Identified (01) Disability (02- 03, 06-99) Persons With Targeted Disability Developmenta l Disability (2) Traumatic Brain Injury (3) Deaf or Serious Difficulty Hearing (19) Blind or Serious Difficulty Seeing (20) Missing Extremities (31) Significant Mobility Impairment (40) Partial or Complete Paralysis (60) Epilepsy or Other Seizure Disorders (82) Intellectu

Disability (90) 

Slots for Career Development Program # 35Eligible for Career Development Program # 118 96 6 16 2 0 0 0 0 0 0 0 1 0 Eligible for Career Development Program % 100.00 81.36 5.08 13.56 1.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.85 0.00 Applicants for Career Development Program # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 Applicants for Career Development Program % 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Selections for Career Development Program # 3 3 0 0 0 0 0 0 0 0 0 0 0 0 Selections for Career Development Program % 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Slots for Career Development Program # 42Eligible for Career Development Program # 151 134 6 11 2 0 0 1 0 0 0 1 0 0 Eligible for Career Development Program % 100.00 88.74 3.97 7.28 1.32 0.00 0.00 0.66 0.00 0.00 0.00 0.66 0.00 0.00 Applicants for Career Development Program # 14 13 1 0 0 0 0 0 0 0 0 0 0 0 Applicants for Career Development Program % 100.00 92.86 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Selections for Career Development Program # 11 10 1 0 0 0 0 0 0 0 0 0 0 0 Selections for Career Development Program % 100.00 90.91 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Slots for Career Development Program # 42Eligible for Career Development Program # 571 520 22 29 4 0 0 0 2 0 0 0 2 0 Eligible for Career Development Program % 100.00 91.07 3.85 5.08 0.70 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.35 0.00 Applicants for Career Development Program # 31 27 2 2 0 0 0 0 0 0 0 0 0 0 Applicants for Career Development Program % 100.00 87.10 6.45 6.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Selections for Career Development Program # 28 24 2 2 0 0 0 0 0 0 0 0 0 0 Selections for Career Development Program % 100.00 85.71 7.14 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Slots for Career Development Program # 0Eligible for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Eligible for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Applicants for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Applicants for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Selections for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Selections for Career Development Program % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Worksheet B12: Career Development for Senior Grade Levels by Disability 

Career Development Programs for GS-13 or Equivalent Career Development Programs for GS-14 or Equivalent Career Development Programs for GS-15 or Equivalent Career Development Programs for SES or Equivalent 
 

Appendix C 
FEDERAL TRADE COMMISSION 

Organization Chart 

Chairman 

Joseph J. Simons

 - - - - - - - - - -

Chief of Staff 

.PMMZ$SBXGPSE

Commissioner 

Noah Joshua 

Phillips 

Commissioner 

Christine S. 

Wilson 

Commissioner 

Rohit Chopra 

Commissioner 

Rebecca Kelly 

Slaughter 

Ofce of 

Congressional Relations 

Jeanne Bumpus 

Ofce of Public Afairs 

Cathy MacFarlane 

Ofce of 

Policy Planning 

Bilal Sayyed 

Ofce of 

International Afairs 

Randolph W. Tritell 

Ofce of the Secretary 

April Tabor 

(Acting) 

0GGJDFPGUIF

$IJFG1SJWBDZ0GGJDFS

John Krebs 

Ofce of 

Administrative Law Judges 

D. Michael Chappell 

Ofce of 

Inspector General 

Andrew Katsaros 

Ofce of Equal 

Employment Opportunity and 

Workplace Inclusion 

Kevin D. Williams 

Ofce of the 

General Counsel 

Alden F. Abbott 

Bureau of 

Consumer 

Protection 

Andrew Smith 

Ofce of the 

Executive Director 

David B. Robbins 

Bureau of 

Competition 

*BO$POOPS

Bureau of 

Economics 

"OESFX4XFFUJOH

Regions 
 

Appendix D 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

UNITED STATES OF AMERICA

FEDERAL TRADE COMMISSION

WASHINGTON, D.C. 20580

September 19, 2019

MEMORANDUM

FROM: Chairman Joseph Simons

TO: Commission Staff and Commissioners

SUBJECT: The Annual Equal Employment Opportunity Statement

As Fiscal Year 2019 closes, I would like to express my continued support for the Federal Trade

Commission’s commitment to equal employment opportunity (EEO). The FTC is highly successful in

fulfilling our dual mission of protecting consumers and promoting competition. Our continued success is

fostered by a work environment that is diverse, inclusive, and respectful.

As a federal agency, we aim to be a model EEO workplace. To help us achieve this goal, the FTC has a

zero tolerance policy for unlawful employment discrimination, which includes harassment. Federal EEO

laws prohibit discrimination based on race, color, national origin, sex (including pregnancy, gender

identity, and transgender status), age (40 years and over), disability, religion, genetic information, or

sexual orientation. EEO laws also prohibit retaliation for filing a complaint of discrimination,

participating in a discrimination proceeding, or otherwise opposing discrimination. The EEO laws apply

to applicants for employment with the FTC, FTC employees, and, in certain circumstances, former FTC

employees. Additionally, these laws cover all FTC practices, procedures, and programs.

Managers must take swift and appropriate action to correct and reduce the recurrence of any incidents of

harassment and to prevent any instances of unlawful employment discrimination. Employees who

believe they have been subjected to discrimination are encouraged to contact the FTC’s Office of EEO

and Workplace Inclusion (EEOWI) to exercise their right to file an EEO complaint, or to otherwise

oppose unlawful employment discrimination. When an EEO complaint is filed, all employees and

managers involved in the underlying allegations of discrimination must participate in the EEO complaint

process, which may involve an EEO investigation.

For more information, contact the FTC’s Office of EEOWI via email at eeo@ftc.gov, via telephone at

(202) 326-2196, or in person at HQ Room 553. The FTC’s EEO policies are located in Chapter 5,

Sections 400-420, of the agency’s Administrative Manual. The Office of EEOWI’s intranet page has

additional information.

Thank you for all of your efforts on behalf of America’s consumers, and for helping to make the FTC

one of the best places to work in the federal government.
 

Appendix E 
Federal Trade Commission 

Strategic 

Plan for 

Fiscal Years 

2018 to 2022 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

Message from the Acting Chairman 

It is with pleasure that I present the Federal Trade Commission’s Strategic Plan – the 

road map that will guide us over the next five years. The plan’s goals and performance 

measures will enable us to gauge our success in protecting consumers, maintaining 

competition, and advancing our organizational performance. 

We have revised our Strategic Plan in accordance with the GPRA Modernization Act 

(GPRMA) of 2010, which requires federal agencies to update their strategic plans every 

four years. This new plan will serve as the basis for reporting the agency’s performance 

results. 

This plan includes several updates. We have updated our mission statement to reflect 

better the FTC’s active role in consumer protection and competition law enforcement, 

advocacy, and education efforts on behalf of American consumers and businesses. We 

have expanded our management goal (Strategic Goal 3) to address further information 

and technology management as critical support functions at the FTC. We have also 

introduced several new measures in Goal 3 that reflect the importance of support functions in maintaining our ability to serve the public. 

On behalf of the Commission and FTC staff, we look forward to working with 

Congress, consumers, businesses, and our federal, state, local, and international law 

enforcement partners and other stakeholders as we strive for excellence. 

Acting FTC Chairman 

Maureen K. Ohlhausen 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

Table of Contents 

Overview ............................................................... ... 3 

Strategic Goal 1 – Protect Consumers From Unfair 

and Deceptive Practices In The Marketplace................................. 6 

Strategic Goal 2 – Maintain Competition to Promote a Marketplace Free From 

Anticompetitive Mergers, Business Practices, or Public Policy Outcomes ....... 12 

Strategic Goal 3 – Advance the FTC’s Performance Through Excellence in Managing 

Resources, Human Capital, and Information Technology ......................17 

Appendix of Performance Goals .............................................. 23 

Acknowledgements......................................................... 26 
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Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

The FTC’s Mission:

Protecting consumers and competition by 

preventing anticompetitive, deceptive, and unfair 

business practices through law enforcement, 

advocacy, and education without unduly 

burdening legitimate business activity.

The FTC’s Vision:

A vibrant economy characterized by 

vigorous competition and consumer 

access to accurate information.

Strategic Goal 1

Protect consumers from unfair and 

deceptive practices in the marketplace

Strategic Goal 2

Maintain competition to promote a marketplace 

free from anticompetitive mergers, business 

practices, or public policy outcomes

Strategic Goal 3

Advance the FTC’s performance through 

excellence in managing resources, human 

capital, and information technology
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Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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Overview 

Our Organization 

The FTC is an independent agency that reports to the President and to Congress on its actions. 

These actions include pursuing vigorous and effective law enforcement; advancing consumers’ 

interests by sharing its expertise with Congress, state legislatures, and U.S. and international 

agencies; developing policy and research tools through hearings, workshops, and conferences; 

and creating practical and plain-language educational programs and materials for consumers and 

businesses in a global marketplace with constantly changing technologies.

The FTC has a long tradition of maintaining a competitive marketplace for both consumers 

and businesses. In 1914, President Woodrow Wilson signed the Federal Trade Commission 

Act into law, creating the FTC, which then absorbed its predecessor organization, the Bureau 

of Corporations, in 1915. When the FTC was created in 1914, its purpose was to prevent unfair 

methods of competition in commerce as part of the battle to “bust the trusts.” Over the years, 

the Congress passed additional laws giving the agency greater authority over anticompetitive 

practices.

Recognizing that unfair and deceptive practices can distort a competitive marketplace as much 

as unfair methods of competition, in 1938 Congress amended the FTC Act and granted the FTC 

authority to stop “unfair or deceptive acts or practices in or affecting commerce.” Since then, 

the FTC also has been directed to enforce a wide variety of other consumer protection laws and 

regulations. 

The FTC is headed by a five-member Commission, nominated by the President and confirmed by 

the Senate, each serving a staggered 7-year term. The President chooses one commissioner to act 

as Chair. No more than three commissioners may be from the same political party. 

The FTC’s mission is carried out by the Bureau of Consumer Protection (BCP), the Bureau of 

Competition (BC), and the Bureau of Economics (BE). Their work is supported by the Office of 

the General Counsel, the Office of International Affairs, the Office of Policy Planning, the Office 

of the Secretary, the Office of the Executive Director, the Office of Congressional Relations, the 

Office of Public Affairs, the Office of Administrative Law Judges, the Office of Equal Employment 

and Workplace Inclusion, the Office of Inspector General, and eight regional offices across the 

country.

The FTC’s workforce is its greatest asset. The agency’s workforce consists of 1141 civil service 

employees dedicated to carrying out the agency’s mission. 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

FTC Regional Offices

Scope of Responsibilities 

The FTC is an independent law enforcement agency with both consumer protection and competition jurisdiction in broad sectors of the economy. The agency administers a wide variety of laws, 

such as the Federal Trade Commission Act (FTC Act), Fair Credit Reporting Act, and Clayton 

Act. In total, the Commission has enforcement or administrative responsibilities under more 

than 70 laws (see https://www.ftc.gov/enforcement/statutes for a listing). The FTC also enforces 

rules issued pursuant to the Federal Trade Commission Act or other laws, including the Business 

Opportunity Rule and the Telemarketing Sales Rule.

The Planning Process 

The Office of the Executive Director led the strategic plan update process by establishing a governance structure supported by two governing bodies whose membership is representative of the 

entire FTC. First, a Working Group comprised of senior subject matter experts and analysts who 

reviewed the current Strategic Plan and produced the updated Draft 2018-2022 Strategic Plan. 

Second, an Executive Steering Committee comprised of executive leadership from across the 

FTC evaluated the plan and provided input on the Acting Chairman’s goals and policy initiatives. 

The performance results described in this plan enable the FTC to administer its programs, gauge 

programmatic success, and make adjustments necessary to improve program quality. Staff who 

are responsible for performance reporting are guided by a Data Quality Appendix that provides 

details on the data quality of each performance goal.

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Stakeholder Engagement 

The FTC regularly reports to Congress, the President, and the public on its work to advance consumers’ interests through its vigorous and effective law enforcement, sharing of expertise with 

domestic and international government agencies, conducting research, developing policy, and 

educating consumers and businesses. 

The agency maintains a website at www.ftc.gov that provides information for both consumers and businesses, as well as online forms through which consumers may file complaints. The 

website includes a Performance page that contains the agency’s current and prior financial and 

performance reports, as well as information on performance goal definitions and data quality. 

The FTC’s Strategic Plan reflects consumer and business engagement through objectives and 

measures that align consumer protection actions with complaint data, consumer and business 

satisfaction with access and education, and actions taken to maintain competition in merger and 

nonmerger cases.

In drafting this plan, the FTC held a 30-day public comment period. Staff contacted over 165 

stakeholder organizations, as well 12 congressional committees, to encourage stakeholders to 

provide comments on the plan.

Major Management Priorities and Objectives 

The FTC’s management objectives are incorporated into Strategic Goal 3: Advance the FTC’s 

performance through excellence in managing resources, human capital, and information technology. This Strategic Plan addresses priorities in areas of human capital management, information 

technology management and planning, financial and acquisition management, staff emergency 

preparedness, records management and ethics.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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Strategic Goal 1 – Protect Consumers From Unfair 

and Deceptive Practices In The Marketplace 

The FTC protects consumers from unfair and deceptive practices in the marketplace. The FTC 

conducts investigations, sues companies and people that violate the law, develops rules to protect 

consumers, and educates consumers and businesses about their rights and responsibilities. The 

agency also collects complaints about a host of consumer issues, including fraud, identity theft, 

financial matters, and Do Not Call violations. The FTC makes these complaints available to law 

enforcement agencies worldwide.

Because the FTC has jurisdiction over a wide range of consumer protection issues in order to 

carry out its broad mission, it must make effective use of limited resources by targeting its law 

enforcement and education efforts to achieve maximum impact and by working closely with federal, state, international, and private sector partners in joint initiatives. In addition, the agency 

engages in dialogue with a variety of stakeholders to understand emerging issues. The FTC also 

conducts research on a variety of consumer protection topics. 

The FTC focuses on investigating and litigating cases that cause or are likely to cause substantial 

injury to consumers. This includes not only monetary injury, but also, for example, unwarranted 

health and safety risks. By focusing on practices that are actually harming or likely to harm consumers, the FTC can best use its limited resources. 

Evaluations and Research 

The FTC continuously evaluates the effectiveness of its efforts to protect consumers. The agency’s 

research and analysis of important and emerging consumer protection issues enhances agency 

decision making and enables the agency to better protect consumers. This work is done through 

the Bureau of Consumer Protection and the Bureau of Economics. The FTC assesses the extent 

to which the consumer complaint and other information made available by the agency is used by 

FTC staff and our law enforcement partners. The agency evaluates whether enforcement activities 

are tracking the areas of greatest concern and whether there are new practices or technologies 

that require additional law enforcement.

 The agency reviews the focus of FTC consumer and business education efforts, determining 

whether the agency needs to reach new audiences in light of changes in demographics, advertising, and marketing practices, and identifying strategies or partnerships that will allow the 

FTC to reach those audiences. 

 The FTC conducts independent studies and investigations on consumer protection issues 

associated with new technologies. 

 The process for determining the success of our advocacy comments was re-evaluated in FY 

2015. The refined process is meant to be more transparent, more consistently applied, and 

objective.

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Strategic Objectives 

The FTC has established three objectives to guide work in this area:

 Objective 1.1 Identify and take actions to address deceptive or unfair practices that harm 

consumers.

 Objective 1.2 Provide consumers and businesses with knowledge and tools that provide guidance and prevent harm.

 Objective 1.3 Collaborate with domestic and international partners to enhance consumer 

protection.

Objective 1.1 Identify and take actions to address deceptive or unfair 

practices that harm consumers. 

The FTC protects consumers by enforcing Section 5 of the FTC Act, which prohibits unfair or 

deceptive acts or practices in or affecting commerce, and by enforcing a number of statutes and 

rules proscribing specific unlawful practices. The FTC’s Bureau of Consumer Protection, with the 

support of the Bureau of Economics, investigates cases and initiates civil enforcement actions, 

primarily by filing actions in federal court, when there is reason to believe that entities have 

violated these laws and rules. The FTC’s enforcement actions seek injunctions and other relief. 

The FTC also brings enforcement actions via administrative proceedings.

To fulfill its goal of protecting consumers, the FTC must identify consumer protection issues and 

trends in the fast-changing, increasingly global marketplace. The agency strives to understand 

the issues affecting consumers, including any newly emerging methods of fraud, so that it can 

target its enforcement, education, and advocacy on those areas where consumers suffer the most 

harm. The FTC leverages its resources by sharing information with, and encouraging other law 

enforcement authorities to assist it in its efforts, by acting either independently or jointly.

To help ensure that its enforcement, education and advocacy efforts are well-targeted, the Bureau 

of Consumer Protection works with the Bureau of Economics in evaluating economic harm to 

consumers as cases and programs are developed. 

The agency continues to collect consumer complaint information directly through four principal 

sources: 

 a toll-free helpline (1-877-FTC- HELP)

 an identity theft hotline (1-877-ID-THEFT)

 the National Do Not Call Registry (1-888-382-1222)

 the online consumer complaint forms that support items 1-3, as well as online forms dedicated 

to complaints from members of the U.S. Armed Forces and to cross-border fraud complaints. 

In addition, the FTC continues to gather consumer complaint information from other sources, 

including national surveys, state and federal law enforcement agencies, Better Business Bureaus, 

and private entities. 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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The Consumer Sentinel Network (CSN) is the FTC’s secure website that provides more than 

2,300 law enforcement users worldwide with access to more than 30 million consumer fraud, 

identity theft, financial, and Do Not Call Registry complaints collected during the past five years. 

Every year the FTC publishes a report of the top consumer complaints received.

The FTC recognizes that consumers cannot always identify whether unfair or deceptive practices 

have occurred. For example, consumers cannot evaluate for themselves the truthfulness of an 

environmental marketing claim, such as “made with recycled content.” The agency, therefore, 

identifies targets by augmenting its complaint databases with other enforcement leads, such as ad 

monitoring, Internet “surfs” (monitoring the Internet for potentially false or deceptive advertising for a targeted product or service), evaluation of mobile practices, and direct referrals from 

government and private sector partners.

Strategies 

 The FTC targets law enforcement efforts on violations that cause the greatest amount of consumer harm by reviewing complaints, monitoring practices in the marketplace, and evaluating 

other information. The FTC and its law enforcement partners mine the CSN database to identify trends and targets, as well as to develop cases against existing targets. 

 The FTC stops injury through law enforcement that focuses on preventing fraud and harm to 

consumers, protecting consumer privacy, monitoring national advertising and new technologies, and suing entities that violate federal court and administrative orders obtained by the 

FTC.

External Factors 

 Complaints are an integral component when determining the areas of greatest concern and 

injury to consumers. The FTC continually works to increase public awareness of the complaint 

process to encourage consumers to report fraud, identity theft, Do Not Call Registry violations, and other complaints. Identifying unlawful practices can be impacted by the number of 

complaints the agency receives. The volume of consumer complaints about marketplace experiences can influence the identification of law enforcement targets, broader trends, and policy 

concerns.

 The FTC’s effectiveness in taking action to protect consumers may be affected by Congressional 

legislation, budgetary constraints, and staffing needs.

 The increasing costs of litigation, including the costs associated with processing and storing 

increasingly large amounts of electronic data in investigations and cases, may also affect the 

number of enforcement actions brought. 

Performance Goals 

1.1.1 Percentage of the FTC’s consumer protection law enforcement actions that targeted the 

subject of consumer complaints to the FTC.

1.1.2 Rate of customer satisfaction with the FTC’s Consumer Response Center.

1.1.3 Total consumer savings compared to the amount of FTC resources allocated to consumer 

protection law enforcement.

1.1.4 Amount of money returned to consumers or forwarded to the U.S. Treasury resulting from 

FTC enforcement action.

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Objective 1.2 Provide consumers and businesses with knowledge and tools 

that provide guidance and prevent harm. 

Consumer and business education serves as the first line of defense against deception and unfair 

practices. Well-informed consumers are better able to protect themselves from bad actors in 

the marketplace and well-informed business owners are less likely to inadvertently violate the 

law. The agency strives to give consumers the tools they need to make informed decisions and 

to give business the tools they need to comply with the law. Most FTC law enforcement initiatives include a consumer and/or business education component aimed at preventing consumer 

injury and unlawful business practices, and mitigating financial losses. The agency also conducts 

consumer and business education campaigns to raise awareness of new or emerging marketplace 

issues that have the potential to cause harm.

The FTC has a unique mandate to undertake certain forms of research based on Section 6 of the 

FTC Act. Under this authority, the FTC gathers, analyzes, and makes public certain information that serves the public interest. The FTC also convenes conferences and workshops through 

which experts and other experienced and knowledgeable parties identify cutting-edge consumer 

protection issues and discuss ways to address those issues. The FTC recognizes that stakeholders 

other than government are at times better placed to address certain consumer protection issues. 

The agency, therefore, encourages self-regulatory efforts and partners with the private sector to 

disseminate consumer education content developed by the agency.

Strategies 

 The FTC focuses consumer and business education efforts on areas where deception, unfair 

practices, and information gaps cause the greatest injury. The FTC targets particular demographic groups with print and digital messages about marketplace issues that impact their 

health, safety, and economic well-being, both online and off. The agency also engages in education and outreach initiatives through multimedia and interactive content.

 The FTC creatively uses new technologies and private and public partnerships to reach new 

and underserved audiences, particularly those who may not seek information directly from the 

FTC.

 The FTC will continue to educate consumers about how to avoid identity theft and provide 

information to those who have become victims of identity theft.

 The FTC will continue to publicize its consumer complaint and identity theft websites and tollfree numbers in an ongoing effort to increase public awareness of its activities and inform the 

public of ways to contact the FTC to obtain information or file a complaint.

 The FTC will provide small businesses with more education resources to help them understand 

the law so they can comply with it. 

 The FTC monitors the marketplace and technological developments to identify emerging consumer protection issues, holds workshops or conferences to examine these issues, and, where 

appropriate, issues reports analyzing the issues to provide the public with knowledge and tools 

to prevent consumer harm.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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External Factors 

 The FTC faces challenges meeting the demand for educational materials available in print and 

works to mitigate these issues through judicious use of funding, publication revisions, streamlining the catalog of printed materials, and emphasizing the materials available on the website. 

 The financial and staffing resources required for consumer and business education, conferences, workshops, and reports may impact the success of this objective. Budgetary limitations 

and the increasing costs of litigation may require the FTC to devote fewer resources to this 

objective.

Performance Goals 

1.2.1 Rate of consumer satisfaction with FTC consumer education websites.

1.2.2 Number of workshops and conferences the FTC convened that address consumer protection issues.

1.2.3 Number of consumer protection reports the FTC released.

Objective 1.3 Collaborate with domestic and international partners to 

enhance consumer protection. 

Geographic location and other demographics may affect the types of deceptive and unfair conduct 

that consumers encounter. It is, therefore, important for governmental and non-governmental 

organizations to share information and resources to enhance consumer protection. The FTC 

works with partners in the United States and internationally to address consumer protection 

challenges, including new and emerging ones.

The FTC promotes consumer protection domestically by partnering with federal and state law 

enforcement in lawsuits that challenge and stop unlawful practices and seek redress for victims. 

It also promotes consumer protection through advocacy by filing comments with federal, state, 

and local government bodies and amicus briefs with the courts.

Because telemarketing and internet fraud, privacy violations, and data security breaches are 

increasingly cross-border in scope, the FTC routinely cooperates and collaborates with its foreign 

counterparts to implement broad-based international programs that combine cross-border law 

enforcement, policy, and technical assistance work. 

Strategies 

 The FTC leverages resources by working with domestic and international partners in government and the private sector to share information about consumer protection issues. 

 The FTC pursues the development of international consumer protection enforcement models 

or approaches that focus on protecting consumers while maximizing consumer choice and 

economic benefit. 

 The FTC provides technical assistance to countries establishing consumer protection regimes, 

as well as providing selected foreign officials with an opportunity to work alongside FTC attorneys, investigators, and economists to learn about the FTC’s approach to consumer protection 

enforcement and to promote further cooperation between the countries.

 The FTC actively participates in numerous multinational organizations that engage in enforcement cooperation activities against mass-marketing fraud.

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 The FTC provides policy advice to foreign consumer protection agencies through substantive 

consultations and written comments.

 The FTC targets advocacy activities to encourage federal regulators to ensure proper consumer 

protections are in place. The FTC’s amicus briefs seek to ensure consistent interpretation of 

the consumer protection statutes in the courts. 

External Factors 

 When matters involve international targets, evidence, or assets, the FTC has limited control 

over a number of factors, including the extent to which foreign governments will provide 

information or cooperate with us on law enforcement matters. In addition, foreign legal rules 

often prohibit or limit foreign courts from recognizing or enforcing FTC judgments and orders, 

including asset preservation or collection orders. The FTC uses its US SAFE WEB Act authority to expand its international enforcement efforts and continues its outreach efforts to foreign 

governments to increase cooperation.

 Domestic advocacy, both to federal regulators and the courts, seeks to influence the decisions 

made by outside parties, but those decision makers have ultimate control over the outcome, 

and thus our success rate. The targets of our advocacies often receive pressure from other 

organizations, which may be making recommendations that are not in line with our own. 

Performance Goals 

1.3.1 Number of investigations or cases in which the FTC and other U.S. federal, state and local 

government agencies shared evidence or information that contributed to FTC law enforcement 

actions or enhanced consumer protection. 

1.3.2 Number of investigations or cases in which the FTC obtained foreign-based evidence or 

information or engaged in other mutual assistance that contributed to FTC law enforcement 

actions or in which the FTC cooperated with foreign agencies and/or multilateral organizations 

on enforcement matters. 

1.3.3 Number of instances of policy advice or technical assistance provided to foreign consumer 

protection and privacy agencies, directly and through international organizations.

1.3.4 Percentage of consumer protection advocacy comments and amicus briefs filed with entities including federal and state legislatures, agencies, or courts that were successful, in whole or 

in part.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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Strategic Goal 2 – Maintain Competition to Promote a Marketplace 

Free From Anticompetitive Mergers, Business Practices, 

or Public Policy Outcomes 

Vigorous competition results in lower prices, higher quality goods and services, and innovative and beneficial new products and services. By enforcing the antitrust laws, the FTC helps to 

ensure that consumers benefit from competition. The FTC’s efforts to maintain competition focus 

primarily on preventing anticompetitive mergers and business practices. The FTC also engages 

in policy research and development, advocacy, and education to deter anticompetitive practices, 

reduce compliance costs, and encourage governmental actors at the federal, state, and local levels 

to evaluate the effects of their policies on competition and consumers. This work is critical to 

protect and strengthen free and open markets – the cornerstone of a vibrant economy. 

Evaluations and Research 

The objectives supporting Strategic Goal 2 align with the FTC’s statutory tools to ensure free 

and open competition in the U.S. marketplace. Accordingly, our objectives focus on our enforcement authority and our advisory responsibilities. To this end, the FTC continuously evaluates 

the effectiveness of its efforts to maintain and promote competition. After each major litigation 

effort, the FTC internally evaluates its litigation performance and provides training to staff on 

lessons learned and best practices for future litigations. The FTC also periodically convenes best 

practice task forces to streamline the investigative process and reduce the burden imposed by 

investigations when appropriate. Wherever possible, the FTC’s Bureau of Economics conducts 

retrospective analyses of mergers and other competition issues to determine whether the actions 

taken enhanced consumer welfare. 

Always looking forward, the FTC strives to adapt to the dynamic markets we protect by leveraging 

the research, advocacy, and education tools at its disposal to improve its understanding of significant antitrust issues and emerging trends in business practices, technology, and markets.

Specific evaluations that were done include:

 In FY 2017, FTC staff released a study examining Commission merger remedies between 2006 

and 2012. Based on those findings, the FTC has developed best practices related to the merger 

remedy process.

 The process for determining the success of the FTC’s advocacy comments was re-evaluated in 

FY 2015. The refined process is more transparent, more consistently applied, and objective.

Strategic Objectives 

The FTC has established three objectives to guide work in this area:

 Objective 2.1 Identify and take actions to address anticompetitive mergers and practices. 

 Objective 2.2 Engage in effective research, advocacy, and stakeholder outreach to promote 

competition and advance its understanding.

 Objective 2.3 Collaborate with domestic and international partners to preserve and promote 

competition. 

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Objective 2.1 Identify and take actions to address anticompetitive mergers 

and practices. 

Anticompetitive mergers and business practices harm consumers through higher prices and 

by reducing quality, choices, and innovation, or by thwarting competitors’ entry into a market. 

Enforcement of the antitrust laws provides substantial benefits to consumers by helping to ensure 

that markets are competitive.

The FTC’s Bureaus of Competition and Economics investigate proposed and consummated 

mergers, as well as business conduct and agreements that may be anticompetitive. The FTC 

takes enforcement action when it has reason to believe that mergers or conduct will likely harm 

consumers. The FTC’s enforcement tools include federal court and administrative litigation and 

consent orders that require divestitures or contain cease and desist provisions. In rare cases, 

the FTC pursues other equitable remedies including the disgorgement of ill-gotten gains where 

appropriate. In each case, the FTC strives to efficiently address the competitive concerns raised 

by a proposed merger or business practice and works toward a solution that maintains competition in the marketplace without unduly burdening legitimate business activity.

The Hart-Scott-Rodino (HSR) Premerger Notification Act provides the FTC an opportunity to 

identify anticompetitive mergers and take action to block or remedy them before they are consummated. The FTC administers the HSR program both for itself and for the Antitrust Division 

of the Department of Justice (DOJ), which shares authority to challenge anticompetitive mergers. 

Both for mergers that do not meet the HSR notification requirements and for conduct matters, 

the FTC relies upon referrals, trade press articles, consumer and competitor complaints, and 

other means to identify harmful practices that threaten competition.

Strategies 

 Investigate potentially anticompetitive mergers and business conduct efficiently using rigorous, economically sound, and fact-based analyses that enhance enforcement outcomes and 

minimize burdens on business. 

 Improve negotiation and litigation skills and refine investigative and decisional tools through 

continuous learning. 

 Negotiate merger and nonmerger consent orders and win litigated orders that have significant 

remedial, precedential, and deterrent effects. 

 Improve compliance with consent decrees and orders and with HSR reporting obligations.

 Provide transparency in the decision-making process, through comment periods, press 

releases, policy guidance, and analyses to aid public comment, and ensure existing guidance is 

up-to-date.

 Conduct market research, including evaluating the effectiveness of merger and conduct remedies, to inform future enforcement efforts.

External Factors 

 The dynamism of our economic, technological, and legislative environments plays a direct role 

in the Commission’s ability to achieve success under this objective. Evolving technologies, 

automation, and intellectual property issues continue to increase the complexity of antitrust 

investigations and litigation. This complexity, coupled with fluctuations in merger activity and 

complaints of potentially harmful business conduct sometimes lead to financial and personnel 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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resource limitations. The Commission will continue is efforts to identify best practices and 

other investigatory efficiencies to alleviate these potential resource limitations.

 Additionally, the ever-evolving legislative landscape, both with respect to federal and state 

antitrust enforcement authority will likely directly impact the Commission’s ability to challenge anticompetitive mergers and business conduct. The FTC will continue to use its advocacy 

and educations tools to ensure that commission maintains the necessary tools for effective 

antitrust enforcement.

Performance Goals 

2.1.1 Percentage of full merger and nonmerger investigations in which the FTC takes action to 

maintain competition.

2.1.2 Consumer savings through merger actions taken to maintain competition.

2.1.3 Total consumer savings compared to the amount of FTC resources allocated to the merger 

program.

2.1.4 Consumer savings through nonmerger actions taken to maintain competition.

2.1.5 Total consumer savings compared to the amount of FTC resources allocated to the nonmerger program.

Objective 2.2 Engage in effective research, advocacy, and stakeholder 

outreach to promote competition and advance its understanding. 

The FTC has a unique mandate to undertake certain forms of research using Section 6 of the FTC 

Act and the historical report-writing activity of its predecessor entity, the Bureau of Corporations. 

Under this authority, the FTC gathers, analyzes, and makes public certain information concerning the nature of competition as it affects U.S. commerce. The FTC uses this authority to 

enhance consumer welfare by holding public hearings, convening conferences and workshops, 

conducting economic studies on competition issues of significant public importance, and issuing 

reports of its findings. The agency also uses the information it collects to refine its theoretical 

economic framework for analyzing competition issues and understanding industry practices, and 

to help the FTC respond effectively to changing marketplace conditions. This information also 

contributes to a better understanding of business practices and their competitive and economic 

implications, providing guidance to the business sector, the legal community, other enforcement 

authorities, the judiciary, and governmental decision makers and policymakers at the federal, 

state, and local levels. 

The FTC also promotes competition through advocacy and education. In its advocacy work, 

the FTC files comments and amicus briefs with federal, state, and local government bodies and 

encourages them to consider the effect their proposed actions will have on competition, and 

consequently consumers. The FTC also has a mandate to educate consumers and businesses 

about competition law and policy. Informing businesses and their legal advisers about potential 

antitrust violations deters anticompetitive mergers and anticompetitive business practices and 

reduces businesses’ cost of compliance. Educating consumers about their rights and their ability 

to bring violations to the FTC’s attention reduces the cost of identifying anticompetitive conduct. 

Providing consumers and businesses with information about how antitrust enforcement benefits 

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Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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the common good can also encourage cooperation with FTC investigations and strengthen 

enforcement actions.

Strategies 

 Improve the agency’s understanding of various practices and developments in the marketplace 

by conducting public hearings, conferences, and workshops that bring together interested 

parties and conducting economic research on these issues. Utilize the information gathered 

to inform the agency’s enforcement agenda. Improve the dissemination of material gathered 

through hearings, conferences, and workshops.

 Target advocacy activities to encourage state and federal government policymakers to evaluate 

the competitive implications of their existing and proposed policies, emphasizing the impact 

on consumers of policies that unnecessarily restrict competition.

 Increase transparency of the agency’s decision-making by ensuring that the content of complaints, press releases, and analyses to aid public comment explain in sufficient detail and with 

sufficient clarity the evidence and theory of a case, within the constraints of confidentiality 

requirements. Expand the use of other public statements to improve the public’s understanding of the FTC’s enforcement policies and the benefits of competition.

External Factors 

 Financial and personnel resource limitations, driven primarily by the costs of litigation, may 

reduce resources available for this objective.

 Domestic advocacy, whether to state legislators or regulators, federal regulators, or the courts, 

seeks to influence decisions made by outside parties. Those decision makers have ultimate 

control over the outcome, and thus our success rate. The targets of our advocacies often 

receive pressure from other organizations, which may be making recommendations that are 

not in line with our own.

Performance Goals 

2.2.1 Number of workshops, seminars, conferences, and hearings convened or co-sponsored that 

involve significant competition related issues.

2.2.2 Number of reports and studies the FTC issued on key competition related topics.

2.2.3 Percentage of competition advocacy matters filed with entities including federal and state 

legislatures, agencies, or courts that were successful, in whole or in part.

Objective 2.3 Collaborate with domestic and international partners to 

preserve and promote competition. 

The FTC continues to build cooperative relationships with domestic and foreign antitrust agencies to ensure close collaboration on cases and convergence toward sound competition policies. 

On the domestic front, the FTC seeks to collaborate with other agencies and the state attorneys 

general to obtain the best results and maximize the use of limited resources in the enforcement of 

the U.S. antitrust laws.

Cooperation with competition agencies of other jurisdictions is a key component to an effective FTC competition enforcement program. With over 130 antitrust enforcers worldwide, it 

is critical that everyone work together to ensure that the international competition law system 

functions coherently and effectively. To accomplish this, the FTC builds strong bilateral relations 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

with foreign counterparts and takes a lead role in multilateral fora to promote case enforcement 

cooperation and convergence toward sound competition policies. This work helps protect U.S. 

interests by encouraging systems that apply standards to transactions and conduct affecting the 

global marketplace that are consistent with U.S. and worldwide best practices. 

Strategies 

 Work more extensively within the U.S. government inter-agency process and with other 

domestic government entities to support the FTC’s efforts to promote market-based competition and policy convergence.

 Broaden and deepen our cooperation with foreign competition agencies on antitrust matters 

that are subject to concurrent review to improve the effectiveness of investigations and promote consistent outcomes.

 Promote policy convergence toward sound and effective antitrust enforcement internationally by working with a greater number of foreign competition agencies, including bilaterally 

through substantive consultations, written comments, and the provision of technical advice, 

and, multilaterally, by taking leadership roles in multilateral and regional organizations.

 Provide technical assistance to countries that are establishing competition regimes. Provide 

selected foreign officials with an opportunity to work alongside FTC attorneys, economists, 

and investigators to enhance their capacity to develop and implement sound competition 

policy and enforcement.

 Provide policy advice to foreign competition agencies through substantive consultations and 

written comments.

External Factors 

 The development of competition policy involves numerous stakeholders, political considerations, and economic factors. Today, more than 130 governments enforce various sets of 

competition laws, and these different antitrust enforcement authorities increasingly overlap 

and intersect. Foreign policy and political considerations that are outside the scope of competition policy may also play a role. These factors can impact U.S. enforcement actions. 

 The ability to conduct international technical assistance depends in part on the availability of 

external resources, support of U.S. embassies abroad, and the willingness of foreign governments to accept U.S. assistance.

Performance Goals 

2.3.1 Percentage of FTC cases involving at least one substantive contact with a foreign antitrust 

authority in which the agencies followed consistent analytical approaches and reached compatible outcomes. 

2.3.2 Number of instances in which the FTC provided policy advice or technical assistance to 

foreign competition agencies or governments, directly and through international organizations. 

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Strategic Goal 3 – Advance the FTC’s Performance Through 

Excellence in Managing Resources, Human Capital, 

and Information Technology

 The FTC believes that advancing organizational performance at all levels creates a strong foundation for overall mission success. The agency’s work in Strategic Goal 3 highlights ongoing 

efforts to provide quality and timely services to the agency and enhances the agency’s ability to 

focus on protecting consumers and maintaining competition. 

Goal 3: Advance the FTC’s performance through excellence in managing resources, human capital, and information technology, is inherently collaborative, and encompasses key management 

areas in the FTC: human capital, infrastructure and security, information technology resources, 

and financial management. A new objective has been added to Goal 3 to further address information and technology management as critical support functions at the FTC. Work in Goal 3 

fosters leadership, transparency, and accountability across the agency and establishes a culture 

of customer service and effective planning, administration, and management. Employees at all 

levels are expected to show leadership in their areas of responsibility by exhibiting a willingness 

to develop and coach others, a commitment to teamwork, and a drive to find innovative and 

efficient solutions. 

Evaluations and Research 

The FTC rigorously reviews its management functions. With respect to financial management, 

the FTC’s financial statements are audited annually, which encompasses a thorough overview of 

the agency’s financial position and various transactions throughout the fiscal year. With respect 

to cybersecurity, annual government-wide Federal Information Security Modernization Act 

(FISMA) reviews are conducted, and the agency reviews and acts on any areas that need improvement. With respect to human capital management, reviews are essential for hiring, managing, 

training and retaining talented and high performing employees. To that end, FTC regularly evaluates and acts on its human capital programs via Office of Personnel Management (OPM) audits 

and assessments, Equal Employment Opportunity Commission (EEOC) reviews, and internal 

pulse and customer satisfaction surveys. In addition, results from OPM’s Federal Employee 

Viewpoint Survey, provide important data on employee engagement, sense of inclusion, dedication to the FTC mission, and commitment to personal accountability.

Specific evaluations that were done include:

 In FY 2017, the FTC initiated an Enterprise Risk Management (ERM) program to assess risks 

systematically across major program areas. ERM assesses the full spectrum of the agency’s 

risks related to achieving its strategic objectives using the agency Strategic Plan. The result 

of the assessment will be provided to agency leadership with a portfolio view of risk to help 

inform decision-making.

 In FY 2017, the OIG performed its most recent annual FISMA review, an evaluation of the 

FTC’s information security program and practices. The evaluation found that FTC information security and privacy programs provided adequate and reasonable controls to protect FTC 

information assets. Four key areas for improvement were identified.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

 In FY 2016, the OIG performed an evaluation of the FTC’s information technology governance 

practices. The evaluation found that while the Governance Program is improving, there 

remain significant opportunities to accelerate maturation of the Program. The report makes 15 

recommendations to this end. The FTC agreed with the recommendations and is implementing processes and procedures that will improve the areas of governance, acquisition planning, 

employee suitability determination, and information systems and network security.

Strategic Objectives 

The FTC has established three objectives to guide work in this area:

 Objective 3.1 Optimize resource management and infrastructure. 

 Objective 3.2 Cultivate a high-performing, diverse, and engaged workforce.

 Objective 3.3 Optimize technology and information management that supports the FTC 

mission.

Objective 3.1 Optimize resource management and infrastructure. 

The creation, modernization, and maintenance of physical and financial resources and infrastructure not only provides for a safe, secure, and efficient workplace but also helps the agency 

to achieve its mission and respond to, and anticipate, future agency needs. These efforts span 

several FTC offices and functions. 

The FTC is committed to ensuring that processes and procedures are in place and tested so that, 

in the event of an emergency, people and property are protected and that the agency can continue 

to execute essential mission requirements. 

The FTC believes in the importance of accountability and transparency, as shown through 

resource stewardship and financial oversight activities. The work in this area covers a wide range 

of administrative and operational efforts, such as formulating and executing the agency budget, 

managing acquisition activities, overseeing the internal control program, managing accounting 

operations, spearheading audit resolution, and ensuring compliance with financial management 

laws and regulations. 

The FTC has launched an internal control and risk management office to establish, maintain, 

and monitor internal controls and assess risk. These measures have the purpose of ensuring: (1) 

obligations and costs are in compliance with applicable laws; (2) assets are safeguarded against 

waste, loss, unauthorized use, or misappropriation; (3) and agency revenues and expenditures 

are properly recorded and accounted to permit the preparation of reliable financial performance 

reports and to maintain accountability over the assets.

Procurement Action Lead Time (PALT) is a widely-used government measurement that estimates 

the number of days to award a procurement action, once a complete procurement package has 

been received. At the FTC, PALT will provide estimated processing timeframes for our customers 

as well as measure the Acquisitions Division’s performance against those standards.

The FTC believes in the importance of accountability, transparency, and ensuring its employees 

meet all of their ethical obligations. Transparency is a critical part of government ethics, and 

Congress has determined that the citizens should know their leaders’ financial interests. The 

Ethics in Government Act imposes detailed requirements for public financial disclosure by senior 

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United States Government officials. The purpose of these requirements is to assist employees and 

their agencies in avoiding conflicts between duties and private financial interests or affiliations.

Strategies 

 Continue to update its Continuity of Operations Plan (COOP), which defines the necessary 

planning and actions that are required to ensure the preservation and performance of FTC 

mission essential functions.

 Set up a training program for Emergency Preparedness that will include various training 

formats as well as the e-Train system. Training will be encouraged and emphasized through a 

robust communication plan that will include making sure that people know what they should 

do to be safe as well as informing them about how they can best prepare themselves for emergencies. Additionally, FTC will emphasize drills and activities that provide employees the 

opportunity to practice proper emergency response procedures. 

 Improve the effectiveness and efficiency of the FTC’s financial management operations, 

including critical procurement-related work. Building on the successful integration of the 

procurement and core financial systems, the FTC plans to automate how the agency receives 

and pays for services. This complete financial management system will strengthen the agency’s 

internal controls, improve efficiency of the end-to-end procure-to-pay process, and provide 

agency staff with timely information regarding budget execution and the availability of funds.

 Improve our Procurement Action Lead Time (PALT), a widely-used government measurement 

that estimates the number of days to award a procurement action, once a complete procurement package has been received.

 Ensure timely filing of financial disclosure reports through improved tracking and 

communication. 

External Factors 

 The FTC continues to partner with the Department of the Interior’s Interior Business Center 

(IBC) to host the agency’s core financial system and make payments. FTC is one of many IBC 

customers, and system upgrades or future mandatory requirements mean the agency must 

follow IBC’s lead.

 Changes in government requirements, especially for financial management, may cause a shift 

in priorities or change how the FTC approaches the work.

Performance Goals 

3.1.1 The extent to which the FTC is prepared to protect people and property and to continue 

mission essential operations during emergencies.

3.1.2 Percentage of survey respondents who are satisfied or very satisfied with the timeliness of 

administrative operations.

3.1.3 Achieve a favorable (unmodified) audit opinion from the agency’s independent financial 

statement auditors.

3.1.4 Percentage of new entrant, annual, and termination Public Financial Disclosure Reports 

that are filed within the required timeframe.

3.1.5 Percentage of contract actions awarded within FTC’s established Procurement Action Lead 

Time.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

Objective 3.2 Cultivate a high performing, diverse, and engaged workforce. 

The FTC’s workforce is its greatest asset. The FTC works to ensure the presence of the right talent 

in the right positions at the right time to meet the challenges of the 21st century. This objective 

also captures efforts to tap into the rich resources of the global community and ensure fairness in 

the workplace. By attracting, developing, motivating, and retaining a high performing, diverse, 

inclusive, and engaged workforce, the FTC advances organizational performance. By having a 

workforce that looks like and draws from the consumers it protects, the FTC strengthens its ability to meet its mission. 

The FTC uses the Federal Employee Viewpoint Survey administered by OPM to measure success 

in this objective. The survey focuses on employees’ perceptions of critical areas of their work life 

and workforce management, and measures factors that influence whether employees want to 

join, stay, and help their agency meet its mission. The FTC uses an integrated approach to link 

human capital programs and policies to agency mission, goals, and strategies and to provide 

continuous improvement in efficiency and effectiveness.

In addition, the FTC uses Management Directive 715 (MD-715) submitted by the agency to the 

U.S. Equal Employment Opportunity Commission on an annual basis. MD-715 is a tool for agencies to use to ensure that all workers are competing on a fair and level playing field and have the 

opportunity to achieve their fullest potential.

Strategies 

 Use integrated workforce planning to identify and fulfill current and future human capital 

needs to carry out the agency’s mission and implementing programs and processes to enable 

us to recruit, develop, and retain a highly qualified and diverse workforce. 

 Strive to create an agency-wide performance culture that focuses on individual and organizational accountability toward achieving the FTC’s programmatic goals and priorities. The 

agency also seeks to achieve this objective by providing quality training and outreach to staff. 

External Factors 

 Funding levels in a constrained budget environment, as well as delays in annual appropriations, have the potential to adversely affect implementation of human capital strategies and 

programs.

 Changes in the economy have a direct impact on our agency’s ability to attract and retain its 

workforce. Good job markets have led staff to seek higher-paying opportunities in other higher 

paying agencies or to jobs outside the Federal sector. 

 Like many other high-performing agencies, FTC must continuously evaluate its human capital 

strategies and plans, and embrace the changes required to attract, develop, engage and retain 

a 21st century work force.

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Performance Goals 

3.2.1 The extent to which FTC employees consider their agency to be a best place to work.

3.2.2 The extent to which employees believe the FTC encourages a culture that is open, diverse, 

and inclusive.

3.2.3 The extent to which employees believe the FTC cultivates engagement throughout the 

agency.

3.2.4 The extent to which employees believe FTC management promotes a results-oriented 

performance culture.

Objective 3.3 Optimize technology and information management that 

supports the FTC mission. 

Successful accomplishment of the FTC mission is increasingly dependent on IT systems and 

services. FTC staff relies on the agency’s IT systems to manage the high volume of information 

gathered as part of the agency’s mission, and to comply with mandates concerning the preservation and handling of agency records. The FTC must invest in IT services that will improve the 

user experience, allowing the agency to manage increasing data volumes effectively while meeting 

regulatory obligations.

An enterprise architecture-based approach will be used to modernize FTC’s IT capabilities, 

eliminating outdated systems and utilizing cloud-based solutions when practicable. By properly 

assessing the future IT landscape, FTC can take advantage of emerging IT services while ensuring 

a clear focus on FTC mission objectives.

The FTC must continue to address the challenges of meeting the government-wide FISMA 

requirements. This legislation mandates that information and information systems must be 

protected from unauthorized access, use, disclosure, disruption, modification, or destruction in 

order to provide integrity, confidentiality and availability.

The FTC is also committed to effective and efficient management of information resources, and is 

transitioning to managing most information resources electronically. This transition will enable 

staff to perform their work more efficiently, facilitate public access, and protect sensitive information from inappropriate access. 

Strategies 

 Execute a unified IT Modernization Program to ensure all IT initiatives are strategically 

aligned, and reduce cost of commodity IT services through cloud-based and shared solutions, 

redirecting savings to mission-focused litigation support solutions.

 Use government-wide acquisition contracts (GWAC) and secure cloud providers to reduce cost 

and speed implementation of modernization efforts.

 Focus on security, documentation, and process improvements necessary to advance the FISMA 

maturity of the FTC.

 Improve agency IT services by creating resilient and available services, consolidating the management, increasing utilization of IT resources, and investing in new technologies to advance 

the FTC’s mission.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

 Continue the transition to electronic information resource management and electronic recordkeeping, and manage FTC records in accordance with the Managing Government Records 

Directive M-12-18.

 Implement an Enterprise Content Management (ECM) system to allow staff to do their work in 

a collaborative environment and to manage information throughout its lifecycle.

External Factors 

 The ability to make significant technology investments, including investments in an ECM 

system, may be affected by resource constraints.

 Federal mandates and guidance may limit available information management solutions and 

delay cloud-based modernization efforts.

 Evolving information security threats will affect IT modernization efforts and FTC’s overall 

risk posture. FTC will continue to mature its processes and documentation surrounding 

information security and risk management to monitor and mitigate risks associated with IT 

modernization efforts as part of a comprehensive IT risk management program. FTC will also 

continue to standardize security controls across systems to decrease complexity and risk. 

Performance Goals 

3.3.1 Availability of information technology systems.

3.3.2 Percentage of IT spend on provisioned IT services.

3.3.3 Achieve a favorable FTC Cybersecurity Index score.

3.3.4 Percentage of permanent records that are managed electronically.

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Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

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Appendix of Performance Goals 

3indicates Key Performance Goal 

Goal 1 – Protect consumers from unfair and deceptive practices in the 

marketplace 

Objective 1.1 Identify and take actions to address deceptive or unfair practices that harm 

consumers.

1.1.1 Percentage of the FTC’s consumer protection law enforcement actions that 

targeted the subject of consumer complaints to the FTC.

1.1.2 Rate of customer satisfaction with the FTC’s Consumer Response Center.

31.1.3 Total consumer savings compared to the amount of FTC resources allocated to 

consumer protection law enforcement.

31.1.4 Amount of money returned to consumers or forwarded to the U.S. Treasury 

resulting from FTC enforcement action.

Objective 1.2 Provide consumers and businesses with knowledge and tools that provide 

guidance and prevent harm.

31.2.1 Rate of consumer satisfaction with FTC consumer education websites.

1.2.2 Number of workshops and conferences the FTC convened that address consumer 

protection issues.

1.2.3 Number of consumer protection reports the FTC released.

Objective 1.3 Collaborate with domestic and international partners to enhance consumer 

protection.

1.3.1 Number of investigations or cases in which the FTC and other U.S. federal, state 

and local government agencies shared evidence or information that contributed 

to FTC law enforcement actions or enhanced consumer protection.

31.3.2 Number of investigations or cases in which the FTC obtained foreign-based 

evidence or information or engaged in other mutual assistance that contributed 

to FTC law enforcement actions, or in which the FTC cooperated with foreign 

agencies and/or multilateral organizations on enforcement matters.

1.3.3 Number of instances of policy advice or technical assistance provided to foreign 

consumer protection and privacy agencies, directly and through international 

organizations.

1.3.4 Percentage of consumer protection advocacy comments and amicus briefs filed 

with entities including federal and state legislatures, agencies, or courts that were 

successful in whole or in part.
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

Goal 2 – Maintain competition to promote a marketplace free from 

anticompetitive mergers, business practices, or public policy outcomes 

Objective 2.1 Identify and take actions to address anticompetitive mergers and practices.

32.1.1 Percentage of full merger and nonmerger investigations in which the FTC takes 

action to maintain competition.

2.1.2 Consumer savings through merger actions taken to maintain competition.

32.1.3 Total consumer savings compared to the amount of FTC resources allocated to 

the merger program. 

2.1.4 Consumer savings through nonmerger actions taken to maintain competition.

32.1.5 Total consumer savings compared to the amount of FTC resources allocated to 

the nonmerger program. 

Objective 2.2 Engage in effective research, advocacy, and stakeholder outreach to promote 

competition and advance its understanding.

2.2.1 Number of workshops, seminars, conferences, and hearings convened or 

co-sponsored that involve significant competition-related issues. 

2.2.2 Number of reports and studies the FTC issued on key competition-related topics.

2.2.3 Percentage of competition advocacy comments and advocacy briefs filed with 

entities including federal and state legislatures, agencies, or courts that were 

successful, in whole or in part. 

Objective 2.3 Collaborate with domestic and international partners to preserve and promote 

competition.

32.3.1 Percentage of FTC cases involving at least one substantive contact with a 

foreign antitrust authority in which the agencies followed consistent analytical 

approaches and reached compatible outcomes. 

2.3.2 Number of instances in which the FTC provided policy advice or technical 

assistance to foreign competition agencies or government, directly and through 

international organizations.

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Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov

Goal 3 – Advance the FTC’s performance through excellence in managing 

resources, human capital, and information technology 

Objective 3.1 Optimize resource management and infrastructure.

3.1.1 The extent to which the FTC is prepared to protect people and property and to 

continue mission essential operations during emergencies. 

3.1.2 Percentage of survey respondents who are satisfied or very satisfied with the 

timeliness of administrative operations. 

3.1.3 Achieve a favorable (unmodified) audit opinion from the agency’s independent 

financial statement auditors.

3.1.4 Percentage of new entrant, annual, and termination Public Financial Disclosure 

Reports that are filed within the required timeframe. 

3.1.5 Percentage of contract actions awarded within FTC’s established Procurement 

Action Lead Time. 

Objective 3.2 Cultivate a high-performing, diverse, and engaged workforce.

3.2.1 The extent to which FTC employees consider their agency to be a best place to 

work.

3.2.2 The extent to which employees believe the FTC encourages a culture that is open, 

diverse, and inclusive.

33.2.3 The extent to which employees believe the FTC cultivates engagement 

throughout the agency. 

3.2.4 The extent to which employees believe FTC management promotes a resultsoriented performance culture. 

Objective 3.3 Optimize technology and information management that supports the FTC 

mission. 

3.3.1 Availability of information technology systems.

3.3.2 Percentage of IT spend on Provisioned IT Services. 

3.3.3 Achieve a favorable FTC Cybersecurity Index score. 

3.3.4 Percentage of permanent records that are managed electronically. 
Federal Trade Commission Strategic Plan for Fiscal Years 2018 to 2022

www.ftc.gov 

Acknowledgements 

Federal Trade Commission 

Maureen Ohlhausen, Acting Chairman 

Terrell McSweeny, Commissioner 

The Commission gratefully recognizes the significant contributions of the following individuals in 

the preparation of the plan:

Office of the Chairman

Svetlana Gans 

Bureau of Competition

Marian Bruno 

Jeanine Balbach

Nathan Hawthorne

Andrea Jones

Kelly Signs

Bureau of Consumer 

Protection 

Daniel Kaufman

Kathleen Benway

Aaron Hutchinson 

Jenny Kellogg

Bureau of Economics 

Michael Vita 

J. Elizabeth Callison

Andrew Stivers 

Office of International 

Affairs 

Russell Damtoft

Kristian Katona 

Priscilla Jamison

Office of the Secretary

April Tabor 

Office of Congressional 

Relations 

Jeanne Bumpus

Philip Runco 

Office of the Executive 

Director 

David Robbins 

Pat Bak 

Monique Fortenberry

Administrative Services 

Office

Mark Oemler 

Financial Management 

Office

David Rebich 

Valerie Green 

Katie Wurtz-Brodfuehrer 

Chris Bryan

Tonia Hill 

Lori Walsh-Van Wey

Gabrielle Tharkur (Intern)

Human Capital 

Management Office

Vicki Barber 

Paula Chandler 

Priya Shanker

Office of the Chief 

Information Officer

William Merkle

Meghan Baburek 

Chloe Collins 

Records and Filing Office

Jeff Nakrin

Yvonne Wilson

Office of the General 

Counsel

David Shonka 

Sarah Mackey

Office of Policy Planning

Suzanne Munck 

Chris Bryan

Office of Equal 

Employment Opportunity 

and Workplace Inclusion

Namon Friends

Yvette Delgado

Regional Representative

Chris Couillou (Southeast 

Region)

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Appendix F 
 

 

 

 

 

Page 1 of 9 

CAUTION: The Intranet contains NON-PUBLIC information. 

Chapter 5: Section 330 - Alternative Dispute Resolution Policy and Procedures 

1. Purpose 8. Use of ADR for Non-EEO Workplace Disputes

2. Policy 9. Use of ADR Processes in Employment Matters

3. Authority 10. Records Management

4. Coverage

5. Responsibilities Appendices 

6. General Discussions Governing Use of ADR

7. Use of ADR for EEO Matters

1. Purpose

This section establishes the Federal Trade Commission’s (FTC) policy concerning alternative dispute resolution (ADR) 

to address disputes in a mutually acceptable and cost-effective manner. As most commonly used at the FTC, ADR is a 

collaborative, consensual approach to dispute resolution, which is usually, but not necessarily, conducted under the 

auspices of a neutral person. It is typically used as an alternative to litigation or other formal, adversarial proceedings. 

Although ADR encompasses a variety of processes, including mediation, facilitation, fact-finding, early neutral 

evaluation, use of ombuds, minitrials, settlement conferences, peer review, and other dispute resolution techniques, as 

used in this Section it does not apply to the FTC’s consent order procedure under Part II of its Rules of Practice, 16 

C.F.R. Part II, or to its internal peer review process for written materials.

2. Policy

The FTC supports the use of non-binding ADR to assist in preventing and resolving internal workplace disputes, 

including Equal Employment Opportunity (EEO) complaints and grievances. The agency also believes ADR can be 

appropriate to resolve disputes with external parties concerning contract disputes and other matters affecting the public 

or regulated community. In cases suitable for ADR, the FTC is committed to providing access to effective and efficient 

ADR methods to resolve conflicts as soon as possible. All aspects of ADR utilized at the FTC are voluntary, including 

the decision to participate, the ADR method to be used, and the content of any final agreement or decision. 

The objectives of this policy are to: 

A. Help interested parties define and clarify issues, understand different perspectives, identify interests, and explore

options for resolving conflict by impartial and confidential means;

B. Resolve conflicts and minimize resorts to formal legal complaints or grievances;

C. Provide a wholly voluntary, fair, equitable, effective, and low cost means for resolving disputes to the mutual

satisfaction of all parties at the earliest opportunity;

D. Use ADR techniques to facilitate communication and improve relationships between the parties involved in a

dispute; and

E. Guide participants in reaching agreements that address their concerns, lead to lasting resolution of problems, and

provide a foundation for future relationships.

This policy does not supersede any collective bargaining agreement or statutory, regulatory, or other mandatory 

procedure. 

3. Authority

This section is authorized pursuant to: 

A. Administrative Dispute Resolution Act (ADRA) of 1996, 5 U.S.C. §§ 571-584

B. ADRA of 1998, 28 U.S.C. §§ 651-658

C. Negotiated Rulemaking Act, 5 U.S.C. §§ 561-570

D. EEOC Regulation 29 C.F.R. Part 1614.102(b)(2)
 

 

 

 

 

Page 2 of 9 

E. EEOC Management Directive (MD) 110 and MD-715 

F. Executive Order 12979 

4. Coverage 

A. Persons Who May Participate in ADR. All persons involved in a dispute with the FTC or its managers, supervisors, 

or employees may potentially participate in ADR. 

B. Matters Subject to ADR. Many types of workplace disputes involving EEO and non-EEO issues, labor-management 

matters raised under a negotiated grievance procedure, matters presented pursuant to the agency’s administrative 

grievance process (see Administrative Manual Chapter 3, Section 800), or disability access complaints raised under 

Section 508 of the Rehabilitation Act of 1973 (see Administrative Manual Chapter 3, Section 300, Employment of 

Persons with Disabilities, Part VII) may be amenable to resolution through ADR; however, ADR may not be appropriate 

or feasible for all types of disputes. Certain matters including, but not limited to, conduct involving fraud, waste, or 

abuse against the Federal Government or criminal activity, and many types of enforcement or compliance related 

issues before the Commission are not suitable for resolution through ADR processes. While the FTC will consider any 

suggestion to engage in ADR, the agency will determine whether a particular dispute is appropriate for ADR on a caseby-case basis. 

C. Preferred ADR Method. Mediation, the process whereby a neutral third party helps participants achieve a resolution 

of their dispute, is the preferred method of ADR at the FTC for most types of employment disputes. The agency may 

utilize other ADR methods depending on the circumstances. 

5. Responsibilities 

A. Executive Director. The Executive Director, alone or through his or her designee, is responsible for: 

(1) Allocating adequate resources to develop, maintain, and provide a fair, effective, and efficient ADR program; 

(2) Ensuring the implementation of an ADR program to provide for mediation and other types of ADR for EEO, nonEEO, and other types of workplace disputes; 

(3) Supporting ADR by publicizing the program and encouraging managers and supervisors to support it; 

(4) Reviewing proposed settlements reached through mediation or other forms of ADR in matters that are within the 

Executive Director’s areas of authority to ensure that the terms of the agreement are technically correct and consistent 

with applicable laws, regulations, rules, or policies, and determining whether the proposed agreement is in the best 

interest of the agency. This function will be carried out, as appropriate, in coordination with the Director of EEO, the 

Human Resources Management Office (HRMO), the Office of the General Counsel (OGC), and other relevant offices; 

(5) Approving satisfactory settlement agreements reached through ADR in matters that are within the scope of the 

Executive Director’s authority. 

B. Director of HRMO. The Director of HRMO, alone or through his or her designee, is responsible for: 

(1) Determining which non-EEO employment disputes are appropriate for mediation or other forms of ADR; 

(2) Monitoring non-EEO employment disputes that are referred to mediation or other forms of ADR and coordinating all 

logistical needs associated with ADR; 

(3) Providing guidance and technical advice to the neutral as needed; 

(4) Providing advice to the Executive Director regarding settlement agreements of non-EEO employment disputes; 

(5) Providing information and training regarding ADR processes to HRMO specialists; 

(6) Providing training for managers, supervisors, and employees regarding the agency’s ADR program and procedures 

for workplace conflicts in conjunction with the Director of EEO. 

C. Director of EEO. The Director of EEO, alone or through his or her designee, is responsible for: 

1) Developing and implementing the FTC ADR program as it relates to the use of ADR to resolve EEO matters; 

(2) Monitoring EEO matters referred to ADR, including coordinating all logistical requirements associated with ADR; 

(3) Providing guidance and technical advice to the assigned neutral regarding EEO matters, as needed; 

(4) Providing advice to the Executive Director regarding settlements of EEO matters reached through ADR; 
 

 

 

 

 

 

 

 

 

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(5) Providing information and training concerning ADR processes to EEO staff and agency counselors; 

(6) Working in collaboration with the Director of HRMO or his or her designee to optimize the use of ADR techniques 

and to train managers, supervisors and employees regarding the use of ADR for EEO matters; 

(7) Ensuring that ADR of all EEO matters is consistent with applicable EEO laws, regulations, and guidance. 

D. General Counsel. The General Counsel shall appoint an ADR Specialist from the OGC staff who is responsible for: 

(1) Serving as the agency’s point of contact for information, support, and advice regarding ADR policy, procedures, 

methods and requirements; 

(2) Exploring and facilitating options for expanding the use of ADR within the agency; 

(3) Advising and assisting in the identification and selection of appropriate neutrals, as needed. 

E. Office Heads. The Bureau Directors and heads of various offices are responsible for: 

(1) Supporting the agency’s ADR policy by suggesting or using ADR methods in appropriate situations; 

(2) Receiving and reviewing requests for ADR in non-employment matters; 

(3) Evaluating the suitability for ADR of such requests, and, assuming suitability, the means of ADR most appropriate 

for the particular matter. 

F. Managers and Supervisors. Managers and supervisors are responsible for: 

(1) Supporting the agency’s ADR policy by utilizing mediation or other ADR methods within their work unit to help 

resolve disputes, as appropriate; 

(2) Actively seeking resolution of conflict, in particular EEO and non-EEO employment disputes, at the earliest 

appropriate opportunity; 

(3) Participating in good faith in mediation or other ADR processes once the agency has determined that a matter is 

appropriate for ADR; 

(4) If the agency approves a settlement agreement through ADR, ensuring implementation of such agreement in a 

prompt and timely manner and complying with its terms; 

(5) Protecting the confidentiality of ADR proceedings in a manner consistent with all applicable statutes, regulations, 

and agency policies and practices. 

G. Employees. Employees are responsible for: 

(1) Where applicable, making a timely and well-informed election among ADR, traditional EEO counseling, complaint 

procedures, the negotiated grievance process, the administrative grievance process, or other adversarial proceeding to 

resolve employment disputes; 

(2) When ADR is selected for addressing an employment dispute, cooperating in the ADR process by identifying the 

issues, concerns, or claims related to the dispute; 

(3) Participating in good faith in mediation and other ADR processes; 

(4) If a resolution of the dispute is reached through a settlement agreement, signing the agreement and complying with 

applicable terms in good faith and in a prompt and timely manner; 

(5) Protecting the confidentiality of ADR proceedings in a manner consistent with all applicable statutes, regulations, 

and agency policies and practices. 

H. Neutral. The neutral, typically a mediator, is responsible for: 

(1) Ensuring that ADR is conducted in a fair and diligent manner and that the parties have ample opportunity to discuss 

their views; 

(2) Agreeing to provide ADR services only when he or she is prepared to commit the attention essential to an effective 

ADR proceeding; 

(3) Accepting cases only when he or she can satisfy the reasonable expectation of the parties concerning the timing of 

the ADR process; 
 

 

 

 

 

 

 

 

 

 

 

 

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(4) Encouraging and facilitating the parties’ exploration of acceptable settlement options; 

(5) Maintaining professional training, education, and experience in ADR techniques; 

(6) Only providing ADR services when he or she has the necessary competence in the area of dispute to conduct the 

mediation or other ADR process; 

(7) Maintaining the confidentiality of the ADR process and communications made in connection with the process in a 

manner consistent with all applicable statutes, regulations, and agency policies and practices; 

(8) Conducting ADR proceedings in a manner that is consistent with law, regulations, policies and practices, including, 

in the case of EEO matters, applicable EEO law, regulations, and guidance; 

(9) Remaining impartial and avoiding any conflict of interest or appearance of such conflict during the ADR 

proceedings; 

(10) Discussing with the parties and taking appropriate steps to address the situation, including, but not limited to, 

withdrawing or requesting appropriate assistance if he or she determines at any time that he or she is unable for any 

reason to complete the proceeding competently. 

6. General Procedures Governing Use of ADR 

This part discusses the general procedures the FTC follows in offering mediation or other forms of ADR. These 

procedures do not supplant any procedures established by a collective bargaining agreement, or by any statutory, 

regulatory, or other mandatory procedure. 

A. Requests for ADR. Requests for ADR may be initiated by any party to a dispute. For example, in the case of an 

employment conflict, any party to the dispute, including supervisors and managers, may initiate a request for ADR by 

contacting the EEO Office in a matter involving allegations of discrimination or by contacting HRMO for a non-EEO 

matter. For non-employment matters, the request to participate in ADR may be initiated by contacting the appropriate 

bureau, office, or division. 

(1) In employment matters, the party requesting ADR must complete and submit an ADR request form to the EEO 

Office or HRMO (see Appendix A). In non-employment matters, a written request for ADR should be submitted to the 

head of the involved bureau, office, or division. This request will be reviewed by agency officials to determine whether 

the matter is appropriate for ADR, as well as the ADR process in which the agency is willing to participate. 

(2) If agency officials find a matter to be suitable for ADR, and both parties agree to the process, ADR should begin as 

soon as practicable, consistent with the agency’s policy to resolve disputes as expeditiously and fairly as possible. 

(3) If agency officials determine that a matter is not suitable for ADR, the person to whom the request was submitted 

will inform the requesting party. 

(4) If agency officials determine that a matter is suitable for ADR, but not for the specific process proposed, they may 

suggest a different form of ADR. 

B. Agreement to Engage in ADR. All parties to ADR must sign an agreement to participate prior to the initial ADR 

session (see Appendix B for terms that should be included, unless not appropriate for the case, in all agreements to 

participate in ADR). The ADR agreement: defines the nature of the proceeding; describes the procedures to be 

followed during the ADR process; and specifies that the parties have the responsibility to negotiate in good faith, must 

be prepared to discuss proposals for settlement, and must maintain the confidentiality of the process. The agreement 

also should provide that the parties do not waive their respective right to pursue claims or defenses in a timely manner 

if ADR does not succeed. 

C. Selecting a Neutral. In most instances the FTC will use the services of a neutral, typically a trained, experienced 

mediator, to assist the parties in resolving the controversy. In employment matters, the Director of EEO or HRMO, as 

appropriate, will select the neutral to be assigned to the matter. Any party to the dispute may object to the neutral by 

notifying either the Director of EEO or HRMO, who will review the objections and attempt to resolve any concerns or 

arrange for another neutral. If the parties do not agree to a neutral within a reasonable period of time, the ADR process 

may be terminated. 

D. Role of the Neutral. Once the parties select the neutral, the specific responsibilities of the neutral during the ADR 

process will vary depending on the type of ADR method used, the issue(s) in dispute, the needs and expectations of 

the parties, and other relevant circumstances. The ADR proceeding may involve joint discussions with all parties and 

caucuses with individual parties to the dispute; however, in all circumstances, the neutral will manage the ADR 

proceeding, allow each party to explain his or her views about the matter in dispute, and discuss potential ways the 

matter might be resolved (see also Part 5, paragraph G above). 
 

 

 

 

 

 

 

 

 

 

 

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E. Confidentiality of ADR. The ADR process is confidential. Under the ADRA, neutrals and parties are prohibited from 

disclosing dispute resolution communications (e.g., memoranda, notes or work product of the neutral, parties or 

nonparty participants, etc.) except as specifically provided for under that Act (5 U.S.C. §§ 571, 574). 

(1) The neutral must understand and be capable of carrying out the nondisclosure requirements of the ADRA and 

relevant agency policy to protect confidential communications and help define reasonable confidentiality expectations 

of the parties. The neutral may not serve as a witness, consultant, or expert in any investigation, action, or proceeding 

relating to the subject matter of the ADR. Before disclosing any communications that may be confidential, the neutral 

must contact the Agency’s ADR Specialist or the Principal Deputy General Counsel for guidance. 

(2) The parties and their representatives will be required as part of the ADR agreement to acknowledge in writing their 

confidentiality obligations, as well as the obligations of the neutral (see Appendix B). With approval of the Agency’s 

ADR Specialist or the Principal Deputy General Counsel, the parties may modify their specific confidentiality obligations 

during the course of the ADR proceeding. 

(3) Other relevant statutes, rules and polices, including the Privacy Act, Section 6(f) and 21 of the FTC ACT, Section 

7A(h) of the Clayton Act, Part IV of the agency’s Rules of Practice, and the agency’s policies, including its policy 

regarding Personally Identifiable Information and Sensitive Health Information (see Administrative Manual Chapter 5, 

Section 220, Safeguarding Sensitive Personally Identifiable Information and Sensitive Health Information) also may 

render confidential certain information presented in the course of an ADR proceeding. 

(4) The neutral, the parties’ representatives, and all non-party participants in the ADR process shall be advised of the 

confidential nature of any ADR proceeding. These individuals ordinarily will be expected to sign a separate 

confidentiality agreement restricting disclosure (see Appendices B and E). For additional guidance on this requirement 

and other measures that may protect the confidentiality of ADR communications when non-party participants are 

present at ADR sessions, the Agency’s ADR Specialist or another senior member of the OGC should be contacted. 

F. Representatives and Other Participants in ADR. All parties to an ADR proceeding have a right to a representative of 

their choice to advise and accompany them in the process, unless such representation presents a conflict of position or 

interest, or causes unreasonable cost to the Government. 

(1) In employment matters, a designation of a representative must be made in writing to the Director of EEO or HRMO, 

as appropriate. In nonemployment matters, if a party plans to engage an attorney or other representative, he or she 

must inform the relevant bureau, office, or division prior to the start of the ADR session. 

(2) In all types of matters in ADR, the neutral will determine the specific role that the representative will play at the ADR 

proceeding itself and may limit the number of participants, including representatives, in an ADR session at any time to 

ensure confidentiality and an orderly process. 

(3) Absent specific statutory authority or an agreement of the parties, each participant is responsible for his or her 

attorney fees and other costs of representation in ADR proceedings. 

(4) In employment disputes, union representatives may be present at ADR sessions between one or more 

representatives of management and a bargaining unit employee. An ADR session involving a bargaining unit employee 

is considered a "formal discussion;" therefore, the union must be notified of the ADR session and provided an 

opportunity to be present, whether selected by the bargaining unit employee as a representative or not. If serving as a 

participant in the session, the union also will be bound by the same confidentiality requirements as other participants in 

the process. 

(5) The agency will select its ADR representative on a case-by-case basis. For most employment disputes, the agency 

will be represented by the immediate supervisor of the employee who has requested ADR; however, the agency also 

may select other or additional people to attend an ADR session. Regardless of who represents the agency at the 

session, that person must be granted sufficient authority to negotiate on behalf of the agency or ensure that an official 

with such authority is readily available by phone or in person. 

G. Use of Official Time. In employment disputes, an employee and his or her representative, if also an FTC employee 

in a duty status, are entitled to a reasonable amount of official time to prepare and present a matter in an ADR 

proceeding. Travel, if required, also may be allowed without charge to leave or loss of pay in accordance with pertinent 

laws and regulations. Official time must be requested and approved in advance by the appropriate manager or 

supervisor. 

H. Concluding ADR. ADR can be concluded by settlement, without a settlement, or by termination of the process by 

either party or the neutral. 

(1) Settlement. Settlement can be achieved through many means, including, but not limited to: memoranda of 

understanding (MOU); formal settlement agreements in internal, procurement, or contract matters; and stipulated 

orders in court cases. If the parties reach a formal settlement agreement, the neutral or parties will prepare a draft 
 

 

 

 

 

 

 

 

 

 

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agreement incorporating the agreed-upon terms. The terms of the draft settlement agreement must be reduced to 

writing and signed by both parties. For EEO-related issues, the parties should use the standard provisions for 

settlement of employment issues found at Appendix D of this section, and include appropriate and necessary 

provisions regarding compliance (see Part 7, paragraphs A(4) and B(5)). All draft settlement agreements must be 

coordinated with, and reviewed by, appropriate agency officials from OGC, EEO, and HRMO in employment cases, 

and the head of the involved bureau, office, or division, or relevant deputies in non-employment matters, prior to 

signature and final agency approval. 

(a) Employment Matters. 

(i) No party involved in the ADR process will be coerced into signing a settlement agreement (see Part 7). 

(ii) The draft agreement will be signed by both parties and forwarded to the Executive Director or his or her designee 

for final approval and signature. No settlement agreement shall be final or binding until it is signed by the Executive 

Director or his or her designee, at which point it will be binding on all parties. 

(iii) Once a settlement agreement is signed by the Executive Director, a copy will be provided to the neutral who must 

notify the parties and provide copies of the agreement to them. The Director of EEO or HRMO, as appropriate, will also 

retain a copy of the agreement. 

(b) Non-employment Matters. In most circumstances, the Commission’s designated representative will negotiate a 

settlement agreement and forward the proposed agreement to the head of the bureau, office, or division, as 

appropriate, for signature and approval. In matters requiring final Commission approval, once the bureau, office or 

division head approves the proposed agreement, he or she will forward it to the Commission, who in turn, will decide 

whether to accept the agreement. In matters that do not require approval by the Commission, the agreement will 

become final after it is signed by the head of the appropriate bureau, office or division. 

(2) Settlement is not Reached. 

(a) If, after reasonable good faith efforts, the parties are unable to settle some or all of the disputed issues, the neutral 

should end the ADR process. Once the process is terminated, the parties may pursue their respective claims to the 

extent that they have not expressly waived them. All required time frames for initiating a complaint, grievance, appeal 

or other like challenge must be strictly adhered to in accordance with the applicable laws, regulations or, in the case of 

a union grievance, the collective bargaining agreement. 

(b) Any party may terminate the ADR process at any time by written notice to the neutral and the other party. If either or 

both parties request that ADR cease, a written request must be proposed by the requesting party or parties (see 

Appendix C, Request to Discontinue ADR). Copies of the signed request will be provided to the parties, the neutral, 

and the original signed copy will be forwarded to the head of the relevant bureau, office, or division, or the Directors of 

EEO or HRMO, as appropriate. 

(c) The neutral also may terminate ADR at any time if he or she believes that a party is not acting in good faith, 

concludes that further dispute resolution efforts would not be useful, or for personal reasons. The neutral must consult 

with the head of the relevant bureau, office, or division, or the Directors of EEO or HRMO, as appropriate, prior to 

termination of ADR and provide all parties with written notice of the discontinuance. 

I. Exception to Agency ADR Procedures. In those instances where the agency participates in ADR pursuant to a court 

order or as part of a court-sponsored proceeding, the ADR process shall be governed by the applicable court rules. 

7. Use of ADR for EEO Matters 

The agency is committed to the use of ADR to resolve disputes that arise under the statutes, regulations and guidance 

enforced by the EEOC. In addition to the general ADR procedures in Part 6 of this section, the procedures established 

in this part must be followed in using ADR for any EEO issue. Mediation is the preferred method of ADR for all EEO 

matters. 

A. Precomplaint ADR. 

(1) Before filing a formal complaint of discrimination, any employee or applicant who believes that he or she was 

subjected to discrimination must contact an FTC EEO Counselor within 45 calendar days of the alleged discriminatory 

incident. If the incident is related to an agency personnel action, the complainant must contact the EEO Counselor 

within 45 calendar days of the effective date of the action or the date the complainant knew or reasonably should have 

known of the alleged discriminatory action. 

(2) If the complainant timely contacts the EEO counselor concerning alleged discrimination, pursuant to 29 C.F.R. 

§ 1614.105 and Administrative Manual Chapter 5, Section 400, Equal Employment Opportunity, the EEO Counselor 

will: 
 

 

Page 7 of 9 

(a) Provide the complainant with a description of the precomplaint EEO counseling and the ADR processes and advise 

him or her of the option to choose between them. 

(b) If the complainant elects ADR, the EEO Counselor will: 

(i) Advise the complainant of his or her rights and responsibilities in the EEO complaint process; 

(ii) Advise the complainant of all relevant deadlines and inform him or her that by participating in ADR, the precomplaint 

EEO counseling process will be extended from 30 to 90 calendar days. If the complainant does not elect ADR (or if the 

agency does not offer it), the EEO Counselor will begin traditional EEO counseling; 

(iii) Explain the complainant’s responsibility for assisting the EEO Counselor in framing and clarifying the issues and 

bases involved in ADR; and 

(iv) Request that the complainant sign and submit an election of ADR form. 

(3) If the complainant elects ADR, and the Director of EEO approves this process, the EEO Counselor will: 

(a) Coordinate all ADR activities; 

(b) Brief the assigned neutral on the issues and bases presented in the precomplaint process and provide support to 

ADR participants in coordinating all logistical needs; and 

(c) Contact appropriate management official(s) to inform them of the election to use ADR, explain the ADR process and 

issues to be resolved, and arrange for the management official(s) to participate in the ADR session(s). 

(4) If ADR is successful and the parties agree to a formal settlement agreement, the parties will sign a settlement 

agreement that is prepared in accordance with EEO and agency settlement procedures and includes all necessary 

provisions regarding compliance (see 29 C.F.R. § 1614.504; see also Administrative Manual Chapter 5, Section 400, 

Equal Employment Opportunity, Part VIII, paragraph 1E). 

(5) If ADR is not successful or if some issues remain unresolved within 90 calendar days from the date that 

precomplaint EEO counseling was initiated, the EEO Counselor will: 

(a) Conduct a final interview with the complainant and issue a notice of the right to file a formal complaint of 

discrimination; and 

(b) Provide the complainant with the EEO counselor's report that includes, among other things, a statement that ADR 

was unsuccessful. Because all information disclosed in ADR is confidential, no other information regarding the ADR 

session(s) will be reported. 

B. Formal Complaint ADR. 

(1) At the formal stage of the EEO complaint process, the complainant will be advised that he or she may elect ADR at 

any time after filing a formal complaint, at the end of the investigation of the complaint, or prior to a hearing. 

(2) If the complainant elects ADR, he or she must sign an election form to use ADR and provide it to the Director of 

EEO, who will determine whether the matter is appropriate for ADR. 

(3) The 180-day processing period for a formal complaint may be extended by 90 days to conduct ADR, if the parties 

so agree in writing. 

(4) All arrangements for ADR will be undertaken by the Director of EEO or an EEO Counselor. 

(5) If ADR is successful and the parties agree to a formal settlement agreement, the parties will sign a settlement 

agreement prepared in accordance with EEO and agency settlement procedures and includes all necessary provisions 

regarding compliance (see 29 C.F.R. § 1614.504; see also Administrative Manual Chapter 5, Section 400, Equal 

Employment Opportunity, Part VIII, paragraph 1E). 

(6) If ADR is unsuccessful, the complainant will be advised of his or her rights to pursue a complaint. 

C. Qualifications for EEO Neutral. Any person who serves as a neutral of an EEO dispute should have ample 

knowledge of the following: EEO laws; the Federal sector EEO complaint process, including time limits; the Civil 

Service Reform Act and the statutes that the EEO enforces; the theories of discrimination; and remedies available, 

such as compensatory damages, costs and attorney's fees. 
 

 

 

 

 

 

 

 

 

 

 

 

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D. Role of Neutrals. The EEOC imposes on neutrals the obligation to act consistently with the requirements of the 

ADRA, to ensure confidentiality, and to destroy all written notes taken during the ADR proceeding or in preparation for 

the proceeding. 

E. Dealing with Non-EEO Issues in EEO ADR. Issues raised during the informal or formal EEO complaint processes 

may include non-EEO issues. The parties may raise and address both EEO and non-EEO issues in the ADR process 

described in this subpart; however, if ADR is unsuccessful, non-EEO issues and issues not brought to the attention of 

the EEO Counselor cannot be included in any formal EEO complaint unless the issues are like or related to issues 

raised during EEO counseling. 

F. Options for Bargaining Unit Employees. Bargaining unit employees covered by a collective bargaining agreement 

that permits allegations of discrimination to be raised through the negotiated grievance procedure who wish to file a 

discrimination complaint must elect to raise the discrimination allegations under the EEO procedures at 29 C.F.R. Part 

1614 or through the negotiated grievance procedure, but not both. 

G. Nothing said or done during attempts to resolve an EEO matter or complaint through ADR can be made the subject 

of an EEO complaint. 

8. Use of ADR for Non-EEO Workplace Disputes 

ADR is available to resolve a variety of non-EEO workplace disputes, including labor management conflicts that arise 

under the collective bargaining agreement and issues that arise under the agency’s administrative grievance 

procedure. Other workplace disputes also may be amenable to ADR. ADR techniques may be used to resolve disputes 

in the workplace at any phase, even if the employee does not intend to file a union or administrative grievance. 

Although the agency’s preferred method of ADR for non-EEO workplace disputes is mediation, other forms of ADR 

may be suitable. The required procedures for engaging in ADR in non-EEO employment disputes are outlined below: 

A. Time Limits. To ensure that no rights are forfeited, if an employee chooses to engage in ADR, the internal time limit 

for an employee to file a grievance under the negotiated grievance procedure, the administrative grievance procedure, 

or advancement to the next stage of the applicable grievance process will be automatically extended for 30 days from 

the date the employee submits the request for ADR. That date may be extended by mutual agreement of the parties or 

as provided in the collective bargaining agreement. 

B. If issues remain unresolved when ADR has ended and the employee wishes to pursue his or her grievance rights 

with respect to those matters, the employee must file such grievance within seven days of the date on which he or she 

is notified that the ADR process is ended or the date specified in a pertinent collective bargaining agreement. 

C. With respect to matters that are appealable to the Merit Systems Protection Board (MSPB) (e.g., removal, 

suspension of more than 14 days, or reduction in grade or pay, etc.), the parties may engage in ADR prior to the 

expiration of the 30-day time limit for filing an appeal of such action with the MSPB. If the parties wish to continue with 

their ADR efforts beyond the 30-day time limit, they must mutually submit a written notice to the MSPB prior to the 

expiration of the 30-day time limit, explaining that the parties are engaged in ADR. Under such circumstances, the 

MSPB may extend the time limit for filing an appeal by an additional 30 days – for a total of 60 days – to permit ADR to 

continue (see 5 C.F.R. § 1201.22(b). 

9. Evaluation of ADR Processes in Employment Matters 

A. The Directors of EEO and HRMO are responsible for monitoring and evaluating the agency’s ADR efforts as they 

relate to employment matters. Evaluation forms relating to the processing of disputes and not the substance of disputes 

will be distributed to the participating parties (see Appendix F). 

B. The HRMO and the EEO Office will jointly prepare an annual report evaluating the agency’s ADR program in 

meeting its goals and objectives. The report shall include: 

(1) The number of ADR sessions conducted; 

(2) The types of ADR methods used; 

(3) The number of issues presented in each type of ADR session; 

(4) The number of employment matters resolved, partially resolved, and unresolved; 

(5) The number of requests for ADR initiated by a supervisor or manager; 

(6) The number of requests initiated by an employee; 

(7) The number of requests initiated by someone other than an employee or supervisor; 
Page 9 of 9 

(8) The types of issues submitted for ADR; 

(9) All training efforts in ADR undertaken by the agency; and 

(10) Any other information that may be pertinent. 

The report will be submitted through the Executive Director to the Chairman no later than the end of each fiscal year. 

The report shall not contain confidential information relating to any identifiable dispute. 

10. Records Management 

The following ADR records must be maintained for three years after a settlement is fully implemented or the matter is 

closed in accordance with the General Records Schedule 1, under the Federal Records Act: 

A. Agreement to Participate in ADR; 

B. Participant Evaluation Form; 

C. Original copy of written settlement agreements; 

D. Records pertaining to non-EEO employment related ADR will be maintained in the HRMO. Records pertaining to 

EEO related ADR will be maintained in the EEO Office. Records pertaining to non-employment matters will be 

maintained in the official agency file of the matter in question. 

Attachments : 

• Appendix A: FTC Intake Form to Participate in ADR 

• Appendix B: FTC Sample Agreement to Participate in ADR (Parties and Representatives) 

• Appendix C: Request to Discontinue ADR 

• Appendix D: Standard Provisions for Settlement Agreements Involving Employment Issues 

• Appendix E: FTC Sample Confidentiality Agreement (Non-Party Participants) 

• Appendix F: ADR Program Evaluation 
 

Appendix G 
 

 

 

 

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CAUTION: The Intranet contains NON-PUBLIC information. 

Chapter 5: Section 420 - Anti-Harassment Policy and Procedures

(Updated March 2012) 

1. Policy 8. Conducting the Harassment Inquiry

2. Purpose 9. Preparing the Report of Inquiry

3. Relationship to Other Processes 10. Corrective Action

4. Definitions 11. Prohibition Against Retaliation

5. Responsibilities 12. Maintaining Confidentiality

6. Reporting Harassment or Hostile or Abusive 13. Conflicts of Position or Interest

Conduct 14. Records and Reports

7. Responding to Harassment Allegations

1. Policy

The Federal Trade Commission’s (FTC) policy is to maintain a work environment free from unlawful

harassment. Under this anti-harassment policy, harassment includes, but is not limited to, unwelcome

intimidation, insult, comments or offensive physical conduct based on race, color, religion, sex, national

origin, age, disability, retaliation, genetic information, or sexual orientation. This section outlines the

responsibilities for compliance with this policy and establishes procedures for ensuring that appropriate

FTC officials are notified of harassment in the workplace and have the opportunity to correct such

conduct before it rises to the level of illegality. The FTC cannot address harassment if the conduct is not

known. Therefore, when an employee unreasonably fails to take advantage of this policy or refuses to

follow its procedures, the FTC has the right to raise such failure as a defense against a complaint of

harassment.

This policy is part of the agency’s ongoing effort to provide a model workplace for its employees.

Further, under this policy, retaliation against any employee who reports an incident of harassment or

assists in any inquiry of such reported conduct will not be tolerated.

2. Purpose

The conduct covered by this anti-harassment policy is broader than the legal definition of unlawful

harassment and includes hostile or abusive conduct based on race, color, religion, sex, national origin,

age, disability, retaliation, or genetic information even if such conduct does not rise to the level of

illegality. This policy is also applicable to instances of harassment or hostile or abusive conduct based

on sexual orientation which is prohibited under the agency’s sexual orientation antidiscrimination policy.

See Administrative Manual, Chapter 5, Section 410, Sexual Orientation Antidiscrimination Policy and

Complaint Procedures for Processing Allegations of Discrimination Based on Sexual Orientation. The

purpose of this policy is to prevent and eliminate harassment in the workplace and to take all necessary

steps to avoid harm to an employee who is subjected to unwelcome conduct based on any of the

abovementioned protected characteristics.

3. Relationship to Other Processes

This anti-harassment policy is intended to supplement, not replace or supersede, other complaint

processes that permit employees to pursue complaints of alleged harassment. As such, the procedures

in this policy are separate and apart from the Equal Employment Opportunity (EEO) complaint process

(see Administrative Manual, Chapter 5, Section 400, Equal Employment Opportunity, Parts III-V, the

negotiated grievance process, the Merit Systems Protection Board (MSPB) appeal process, or any

other statutory complaint process that seeks to provide remedial relief for allegations of harassment that

violate federal law. Further, because the purpose of this policy is to correct and prevent unwelcome

conduct before it becomes severe or pervasive, any management official who receives an allegation of

harassment must follow the procedures set forth in this chapter even if the complaining employee also

files an EEO complaint, a union grievance, an MSPB appeal, or other like charge regarding the alleged

incident.
 

 

 

 

 

 

 

Page 2 of 9 

It should be noted, however, that reporting harassment under this policy does not satisfy or delay the 

applicable time limits for initiating an EEO complaint, a union grievance, or an MSPB appeal. In the 

case of an EEO complaint, an employee who has made a report of harassment under this policy, but 

also wishes to pursue a claim of discriminatory harassment through the EEO process, must additionally 

contact an EEO counselor within 45 days of the most recent incident of alleged harassment. 

Administrative Manual, Chapter 5, Section 400, Equal Employment Opportunity, Part III2. 

4. Definitions 

A. Harassment is unwelcome verbal or physical conduct that demeans or shows hostility toward 

another person based on race, color, religion, sex, national origin, age, disability, retaliation, genetic 

information, or sexual orientation. Such conduct may be found unlawful where: 

(1) an employee’s acceptance or rejection of such conduct results in a tangible employment action 

that adversely affects the person’s employment status; or 

(2) the conduct is sufficiently severe or pervasive to alter the terms, conditions, or privileges of 

employment, or otherwise create a hostile or abusive work environment. 

B. Sexual Harassment is an unwelcome sexual advance, request for sexual favors, or other verbal or 

physical conduct of a sexual nature. 

Examples: Unwelcome conduct of a sexual nature that may constitute sexual harassment includes, but 

is not limited to: 

(1) Physical assault, unnecessary touching, patting, hugging, or brushing against a person’s body or 

other inappropriate touching of a person’s body; 

(2) Requesting sexual favors in exchange for benefits, such as favorable evaluations, promotions, 

continued employment, or favorable assignments; 

(3) Making sexually explicit statements, comments, questions, jokes, innuendos, anecdotes, or 

gestures; 

(4) Disseminating material of a sexual nature through the use of electronic mail or other systems; 

(5) Displaying sexually suggestive objects, pictures, magazines, cartoons, or screen savers. 

C. Nonsexual Harassment is unwelcome verbal or physical conduct that denigrates or shows hostility 

or aversion toward an employee based on a protected characteristic (i.e., race, color, religion, sex, 

national origin, age, disability, retaliation, genetic information, or sexual orientation). 

Examples: Unwelcome conduct that may constitute non-sexual harassment includes, but is not limited 

to: 

(1) Disseminating offensive or demeaning material from the Internet or other sources; 

(2) Engaging in offensive or demeaning bantering, teasing, jokes, questions, gestures, innuendos, 

or other abusive or demeaning verbal behavior or physical conduct. 

D. Hostile or Abusive Conduct is unwelcome verbal or physical conduct based on a protected 

characteristic under the law or agency policy (i.e., based on sex or sexual orientation) that does not 

reach the level of actionable harm. The meaning of hostile or abusive conduct is broader than unlawful 

harassment and includes actions of both a sexual and non-sexual nature that are not sufficiently severe 

or pervasive to rise to the level of illegality but nonetheless constitute improper workplace behavior. 

5. Responsibilities 
 

 

 

 

 

 

 

Page 3 of 9 

A. Chairman. The Chairman is responsible for enforcing this policy by providing necessary support to 

management officials and ensuring management accountability for taking appropriate action to prevent 

and eliminate harassment in the workplace. 

B. The Director of EEO. The Director of EEO, through his or her staff, is responsible for: 

(1) Developing this anti-harassment policy and procedures, related forms, and guidance or 

informational materials; distributing information concerning prohibited harassment and compliance 

with this policy to agency bureaus, divisions and offices; and ensuring implementation of this policy 

to prevent and eliminate harassment and hostile or abusive conduct. 

(2) Providing advice, technical assistance, and support to managers, supervisors, employees, and 

others, as needed, to achieve and maintain compliance with this policy. 

(3) Ensuring that all employees receive periodic training concerning prevention of harassment, and 

that managers are trained in the requirements for addressing complaints of alleged harassment and, 

as appropriate, the procedures for conducting harassment inquiries. 

(4) Developing and implementing guidelines for evaluating and monitoring trends in allegations 

raised and inquiries conducted under this policy, to include plans for assessing the overall 

effectiveness of this policy and implementing best practices to help provide a workplace free of 

harassment and hostile or abusive conduct. 

C. The Chief Human Capital Officer (CHCO). The CHCO, through his or her staff in the Human Capital 

Management Office (HCMO), is responsible for: 

(1) Receiving complaints of harassment, notifying employees in writing that inquiries of reported 

incidents of harassment will be undertaken, making arrangements for harassment inquiries to be 

conducted, and advising agency management concerning interim relief. 

(2) Maintaining a list of qualified management officials to carry out harassment inquiries, assigning 

such officials to perform harassment inquiries as needed, and participating in periodic training of 

employees with responsibilities under this policy. If circumstances warrant, a non-management 

official or external investigator may be assigned to perform a harassment inquiry. 

(3) Providing assistance to managers and supervisors in taking appropriate corrective action, 

including disciplinary action, for conduct found to be in violation of this policy pursuant to 

Administrative Manual, Chapter 3, Section 752, Disciplinary and Adverse Action Policy. This 

responsibility also includes monitoring implementation of recommended corrective action, to include 

notifying management of the need to take such action when harassing or hostile or abusive conduct 

is found. 

(4) Establishing a secure system for maintaining records regarding harassment inquiries, reports, 

findings, actions taken, and any other pertinent documents or information prepared or obtained in 

accordance with this policy. 

(5) Reporting to the Director of EEO regarding actions taken pursuant to this policy, including 

corrective actions, and providing copies of harassment reports, findings, and other related 

documentation so the Director can determine compliance with EEO requirements. 

D. Office of the General Counsel (OGC). OGC is responsible for: 

(1) Providing legal counsel to managers and supervisors and other persons who have a need to 

know regarding implementation and interpretation of this policy, including the proper scope and 

procedures for carrying out harassment inquiries, the circumstances in which interim relief is 

required to insulate the alleged victim of harassment from further misconduct while a harassment 

inquiry is pending, the circumstances in which corrective action is appropriate, and recommended 

processes for preparing harassment reports. 
 

Page 4 of 9 

(2) Providing legal counsel to management officials concerning actual or potential conflicts of 

interest or position that may affect their responsibilities under this policy. 

(3) Participating in periodic training of employees with responsibilities under this policy. 

E. Bureau Directors and Heads of Offices. The Bureau directors and heads of offices are responsible 

for: 

(1) Helping establish and maintain a workplace that is free of harassment. 

(2) Ensuring that subordinate supervisors and managers are aware of the requirements of this 

policy and that such officials are appropriately evaluated with respect to their performance in 

complying with these requirements. 

(3) In collaboration with the Assistant Director of Employee and Labor Relations, HCMO, 

cooperating in selecting managers and supervisors to conduct harassment inquiries and ensuring 

that these designees have sufficient time to receive anti-harassment training and carry out their factfinding responsibilities. 

F. Managers and Supervisors. Managers and supervisors are responsible for: 

(1) Complying with the requirements of the agency’s anti-harassment policy, maintaining a work 

environment free of harassment, encouraging employees to report such conduct, preventing 

retaliation against any employee who complains of harassment or is involved in any harassment 

inquiry, and participating in anti-harassment training. 

(2) Appropriately evaluating subordinate managers and supervisors on their performance in 

complying with this policy. 

(3) Acting promptly to prevent and correct harassment or hostile or abusive conduct when it is 

observed or reported. 

(4) Promptly notifying the Assistant Director of Employee and Labor Relations, HCMO, of incidents 

of harassment or hostile or abusive conduct. 

(5) If assigned to perform a harassment inquiry, seeking the assistance and counsel of other offices 

with responsibilities under this policy, and utilizing the procedures in this policy, including, when 

appropriate, providing interim relief to alleged victims of harassment pending the outcome of an 

inquiry. 

(6) Taking prompt and appropriate corrective action, to include disciplinary action if warranted, 

against employees who have engaged in harassment or hostile or abusive conduct, or who have 

failed to carry out their responsibilities under this policy. 

G. FTC Employees. All FTC employees are responsible for: 

(1) Refraining from harassment that could have the effect of interfering with another co-worker’s 

rights or ability to perform his or her job. 

(2) Participating in anti-harassment training. 

(3) Becoming familiar with the requirements of this policy and complying with them. 

(4) Promptly reporting harassment or hostile or abusive conduct. 

6. Reporting Harassment or Hostile or Abusive Conduct 

A. An employee who believes he or she has been subjected to or witnessed harassment or hostile or 

abusive behavior based on any of the protected characteristics covered under this policy such as age 
 

 

 

 

 

 

 

Page 5 of 9 

race, gender, or disability, should immediately report the incident to his or her manager or supervisor, or 

to the manager or supervisor of the employee who engaged in the conduct. Employees should report 

harassment as soon as it happens, and are encouraged to do so as promptly as possible, and generally 

no later than 60 days from the date of the incident. 

B. If the employee believes that his or her manager or supervisor is the source of the harassment or is 

otherwise reluctant to speak with that official, the employee should promptly report the conduct to 

another manager or supervisor who is outside of his or her supervisory chain. 

C. The employee may also report harassment or hostile or abusive conduct to the Assistant Director of 

Employee and Labor Relations, HCMO, by telephone, email, or other means. 

D. The employee’s initial report of harassment or hostile or abusive conduct may be written or oral and 

provide pertinent facts about the conduct. 

7. Responding to Harassment Allegations 

A. When an employee complains about harassment or hostile or abusive conduct, the agency has a 

duty to exercise reasonable care to prevent and promptly correct such conduct. If the conduct is 

covered under this policy, the agency must also respond by launching a prompt, thorough, and impartial 

inquiry of the alleged harassment, as described in Paragraph 8 below. Even if there is also a pending 

EEO complaint regarding the same reported conduct, the agency must undertake an appropriate 

harassment inquiry. 

B. A manager or supervisor who receives a report or observes harassment or hostile or abusive 

conduct should immediately, (i.e., generally in no more than one-business day), notify the Assistant 

Director of Employee and Labor Relations, HCMO. 

C. Upon receiving the report, the Assistant Director of Employee and Labor Relations should also 

immediately, (i.e., generally in no more than one business day), issue a written acknowledgment of the 

allegation to the complaining employee. This acknowledgement should: 

(1) Indicate the name of the management official or other designee assigned to perform the 

harassment inquiry and state that this person will directly communicate with the complaining 

employee. 

(2) Direct the employee to provide a written description of the alleged harassment or hostile and 

abusive behavior (i.e., whether the conduct was sexual or non-sexual in nature), the identity of the 

person(s) engaging in harassment or hostile and abusive conduct, the frequency of such conduct, 

and the identity of any witnesses by completing FTC Form 113, Anti-Harassment Intake Form. If the 

complaining employee has not previously identified the protected basis(es) upon which the unlawful 

harassment is based, this form will provide him or her with an opportunity to do so to determine 

whether the conduct at issue can be addressed under this policy. The complaining employee should 

submit the completed form to the Assistant Director of Employee and Labor Relations, HCMO, or the 

official conducting the harassment inquiry, if one has been assigned. 

(3) Specify that the employee may provide relevant documents or other information regarding the 

allegations along with the written description required in Paragraph (2) above. 

(4) Advise the employee that failure to timely cooperate in the inquiry will not stop it from 

proceeding, but will limit the information upon which a determination whether the employee was 

subject to harassment or hostile or abusive conduct is made, and may affect the corrective action, if 

any, taken. 

(5) Notify the employee that information obtained during the inquiry will be used for official purposes 

and maintained on a confidential basis to the greatest extent practicable. See Paragraph 12. 

(6) Inform the employee that the agency will not tolerate retaliation against any employee who 

makes an allegation of harassment or hostile or abusive conduct or participates in any inquiry 

regarding such allegation. 
 

 

 

 

 

 

 

 

 

 

Page 6 of 9 

(7) Advise the employee of his or her right to also contact an EEO counselor to begin the EEO 

complaint process and that he or she must initiate such contact within 45 days of the harassing 

incident in order to file a timely complaint. 

(8) Inform the employee of the entitlement to a reasonable amount of official time. 

D. The Assistant Director for Employee and Labor Relations will also notify OGC that an allegation of 

harassment has been received, and, in coordination with OGC and other relevant offices, promptly 

assign a qualified official to conduct an inquiry into the facts and circumstance of the reported incident. 

E. All harassment inquiries must be initiated as soon as management becomes aware of the situation. 

Under most circumstances, this means that the inquiry should commence within three business days of 

the date of the assignment of the official to conduct the inquiry. 

8. Conducting the Harassment Inquiry 

A. The management official assigned to the harassment inquiry is responsible for carrying out a 

prompt, thorough, and impartial inquiry of the alleged conduct, which includes preparing a written 

harassment report. See Paragraph 9. Because the purpose of this policy is to ensure that agency 

officials have the opportunity to immediately address and correct harassment or hostile or abusive 

conduct and thereby limit the harm suffered, it is essential that an inquiry be completed within as short a 

time frame as possible. Under most circumstances, this means that an inquiry should be completed 

within thirty days of the date of assignment. 

(1) On occasion, additional time may be needed to finish an inquiry, (e.g., when the reported 

incident involves multiple allegations of harassment or numerous witnesses, or when travel is 

required). Under such circumstances, the assigned management official must notify the complaining 

employee in writing that additional time, not to exceed 15 days after the date of such notice, is 

necessary. 

(2) An employee’s failure to fully cooperate in any phase of the harassment inquiry, (e.g., failing to 

be interviewed by the official conducting the inquiry), will not, under most circumstances, be a basis 

for extending or delaying timely completion of the inquiry. 

B. The scope and extent of any harassment inquiry will depend on the specific allegations at issue. In 

some instances, a limited inquiry may be appropriate, while other cases may warrant a more detailed 

inquiry depending on the facts and circumstances presented. Regardless of the specific nature of the 

allegations raised, the following procedures should be followed when conducting an inquiry under this 

policy: 

(1) Contact the complaining employee and obtain his or her signed written description of the 

allegations, which he or she was directed to prepare using FTC Form 113. Interview the complaining 

employee and ask him or her to provide any relevant documents or information, if not previously 

provided, to facilitate the inquiry. See Paragraph 7C. 

(2) Determine if there is a need to implement interim relief for the alleged victim of harassment while 

the inquiry is being conducted. The following are examples of interim relief measures that an official 

conducting a harassment inquiry has authority to implement with the approval of the Bureau Director 

or head of the office in which the alleged victim and the accused employee work: 

(i) Making arrangements to avoid contact between the parties, such as directing the accused 

employee to have no contact with the employee who complained of harassment while the 

inquiry is pending; 

(ii) Removing supervisory responsibilities from the person accused of harassment pending the 

outcome of the inquiry; or 

(iii) Reassigning the employee who is accused of harassment to an alternative supervisor or 
 

 

 

 

 

 

Page 7 of 9 

manager while the inquiry is pending. Any employee who alleges harassment should not be 

reassigned without his or her consent. 

(3) Interview the employee alleged to have engaged in harassment or hostile or abusive conduct 

and any other relevant witnesses. If necessary, obtain a signed statement (email is acceptable) that 

provides responses to the allegations raised and other information about the claimed conduct. 

Obtain any documents or other information from persons interviewed that may be relevant to the 

allegations. 

(4) Inform all persons interviewed about the prohibition against retaliation for participation in the 

procedures established by this anti-harassment policy. See Paragraph 11. 

(5) If an accused employee or witness refuses to answer questions raised in an inquiry or otherwise 

cooperate in the inquiry, document the refusal and inform the employee that his or her actions may 

result in disciplinary action. If the complaining employee refuses to cooperate, the individual 

conducting the inquiry should document the refusal and inform the employee that despite his or her 

lack of cooperation, the agency is required to proceed with its inquiry. 

(6) Before conducting interviews with employees, consult with the Assistant Director of Employee 

and Labor Relations, HCMO, to ensure that all collective bargaining obligations are met. 

(7) The inquiry should only address allegations of harassment or hostile or abusive conduct based 

on race, color, religion, sex, national origin, age, disability, retaliation, genetic information, or sexual 

orientation. If other types of allegations are raised during the inquiry, the person conducting the 

inquiry should seek advice from OGC to determine whether such matters should be referred 

elsewhere for any necessary action. 

9. Preparing the Report of Inquiry 

A. The official responsible for the inquiry should prepare and submit a report regarding the allegations 

of harassment or hostile or abusive conduct within 30 days of being assigned to the matter. The report 

of inquiry should contain the following: 

(1) A statement that the inquiry was conducted pursuant to this anti-harassment policy and is 

consistent with its procedures. 

(2) A description of the allegations raised, the alleged harasser’s response if any, and any relevant 

information from witnesses. If signed statements or other relevant documents were obtained during 

the course of the inquiry, they may also be included with the report as attachments. 

(3) A determination regarding whether the allegations of harassment or hostile or abusive conduct 

have merit and whether the conduct at issue violates the agency’s anti-harassment policy. 

(4) If appropriate, a recommendation to take corrective action, to include possible disciplinary 

action, or other necessary measures. 

B. The report of inquiry must be reviewed by OGC for legal sufficiency. Once the report of inquiry is 

final, the official who conducted the inquiry will submit it to an appropriate manager or supervisor for 

further action, which may include taking corrective or disciplinary action. See Paragraph 10. In most 

circumstances, the official receiving the final report will be the immediate manager or supervisor of the 

employee alleged to have engaged in harassment or hostile or abusive conduct, unless there is an 

actual or potential conflict of interest, in which case the next most senior management official will be 

designated to receive the report. A copy of the final report will also be provided to HCMO, which will 

retain the document and other related records in accordance with Paragraph 14 of this policy. Copies of 

the final report will also be distributed to the affected Bureau or Office Director and the Director of EEO. 

C. When the inquiry is complete, the official who conducted it will prepare a memorandum to the 

complaining employee notifying him or her of the results of the inquiry and, depending on the outcome, 

whether corrective action has been recommended. 
 

 

 

 

 

Page 8 of 9 

10. Corrective Action 

A. The manager or supervisor who receives the report of inquiry will review the results. If there is a 

determination that an employee has engaged in harassment or hostile or abusive conduct, the official 

must implement corrective action, including but not limited to disciplinary action, to stop the conduct and 

prevent its recurrence. The responsibility for taking corrective action normally rests with the immediate 

manager or supervisor of the employee alleged to have engaged in such behavior, unless there is a 

conflict of interest or other basis for reassigning this responsibility. To determine the nature and type of 

corrective action that is appropriate, the manager or supervisor must consult with Assistant Director of 

Employee and Labor Relations, HCMO. 

(1) If harassment or hostile or abusive conduct is found, the specific type of corrective action 

required will depend on the severity or pervasiveness of the conduct and must be proportional to the 

seriousness of the offense. 

(i) If an employee engaged in hostile, abusive, or other inappropriate but not severe or frequent 

misconduct, possible corrective action may include, but is not limited to, requiring training, or 

imposing non-disciplinary measures, such as counseling or issuing a letter of warning. 

Corrective action may also include, restoring leave taken by the complaining employee or 

expunging negative evaluations in that employee’s performance file that are attributable to the 

harassment. 

(ii) If an employee engaged in more severe and frequent harassment, disciplinary action will be 

warranted and may include, but is not limited to, a reprimand, demotion, suspension, or removal 

of the employee in accordance with the disciplinary procedures in the Administrative Manual, 

Chapter 3, Section 752, Discipline and Adverse Action. 

(2) A manager or supervisor who fails to properly carry out his or her responsibilities as provided for 

in this policy, including taking the necessary steps to prevent and promptly correct harassment in the 

workplace, may also be subject to corrective measures under this policy, which may include any 

appropriate disciplinary or performance-based measures. 

B. If it is determined that harassment or hostile or abusive conduct has occurred, but that corrective 

action has not been taken by the management official responsible for addressing the situation within a 

reasonable period of time, the CHCO will send a memorandum to the appropriate Bureau or office head 

notifying that individual of the need for corrective action, including possible disciplinary action, and detail 

the steps that should be taken to comply with this policy. 

C. When an inquiry does not result in a finding of harassment or hostile or abusive conduct, but does 

reveal that improper workplace behavior took place, the responsible management official receiving the 

report may opt to take corrective action to address the situation. For example, if the conduct under 

investigation is shown to be improper rather than harassing conduct, the accused employee may 

nonetheless be directed to take training to improve his or her interpersonal, management, or other 

related skills. Further, even if the inquiry does not result in a finding of harassment or hostile or abusive 

conduct, it is important for a management official to evaluate the results of the report to determine if 

there is another appropriate avenue for resolution of the allegations, such as alternative dispute 

resolution (see Administrative Manual, Chapter 5, Section 330, Alternative Dispute Resolution Policy

and Procedures), or whether any further inquiry into the alleged harassing conduct is warranted. 

Requests for further inquiry should be referred to the Assistant Director of Employee and Labor 

Relations, HCMO. 

11. Prohibition Against Retaliation 

Retaliation is prohibited against any employee based on his or her report of harassment or hostile or 

abusive conduct under this policy, or assisting in any inquiry about such report. An employee who has 

engaged in retaliation may be subject to disciplinary action, up to and including removal. 

12. Maintaining Confidentiality 
 

 

 

 

Page 9 of 9 

A. Information relating to reports of harassment or hostile or abusive conduct will be maintained on a 

confidential basis to the greatest extent possible. The maintenance of such records and any disclosure 

of information from these records, such as the report of inquiry or other documentation prepared under 

this policy, must be in compliance with the Privacy Act, 5 U.S.C. § 552a. Such information may be 

disclosed if needed to conduct an effective harassment inquiry, or to defend the agency in any litigation 

to which the information may be relevant and necessary. For example, certain information may need to 

be disclosed to those officials and employees within the agency who have a need to know in order to 

carry out the purpose of this policy. 

B. A conflict between an employee’s desire for confidentiality and the agency’s duty to address 

harassment may arise if an employee informs a supervisor or manager about the alleged harassment or 

hostile or abusive conduct and asks him or her to keep the matter confidential and take no action. 

Inaction by the management official in such circumstances could lead to liability on the part of the 

agency. Failure to act may also result in the supervisor or manager being disciplined. While it may seem 

reasonable to let the employee determine whether or not to pursue a complaint of workplace 

harassment, agency management must carry out its duty to prevent and correct harassment or hostile 

or abusive behavior. 

13. Conflicts of Position or Interest 

Conflicts of position or interest, or the appearance of such conflicts, must be avoided to maintain the 

integrity of this policy. This prohibition applies not only to the official assigned to conduct the 

harassment inquiry, but also to the management official responsible for taking corrective action. If such 

official believes or becomes aware that he or she has an actual or potential conflict of interest or 

position, that official must take action as soon as possible to resolve the issue. Any questions arising 

under this paragraph should be referred immediately to OGC. 

14. Records and Reports 

A. HCMO will maintain records relating to allegations of harassment or hostile or abusive conduct 

handled by agency management officials or others under this policy in accordance with applicable 

document retention requirements. HCMO will also retain the inquiry reports to determine whether 

management officials have taken prompt measures to address unwelcome conduct that has occurred. 

This requirement further extends to records regarding corrective actions, including disciplinary 

measures, taken pursuant to this policy. 

B. To ensure that these procedures are properly implemented and that managers and supervisors are 

taking all necessary steps to prevent and correct harassment and hostile or abusive conduct, the CHCO 

and the Director of EEO will periodically review records and reports collected or created relating to this 

policy. This information will be evaluated to determine the effectiveness of the agency’s policy and 

procedures and whether modifications should be implemented 
 

Appendix H 
Page 1 of 8 

CAUTION: The Intranet contains NON-PUBLIC information. 

Chapter 3: Section 305 – Personal Assistance Services 1 

(Created December 2019) 

Part I – General Provisions 

1. Purpose

2. Policy

3. Authority

4. Coverage

5. Responsibilities

6. Definitions

1 The Personal Assistance Services procedures are currently 

under review at the Equal Employment Opportunity Commission 

Part II – Procedures for Providing PAS

1. Requests for PAS

2. Processing a PAS Request

3. The Interactive Process

4. Medical Documentation

5. Confidentiality Requirements

6. Time Limits

7. Resolution of a Request for PAS Request

Part III – Reporting Requirements, Information Tracking, and 

Recordkeeping Systems 

Appendix – Reasonable Accommodation Forms 

Part I – General Provisions 

1. Purpose

This section fulfills the Federal Trade Commission’s (FTC)’s affirmative employment obligations that Section 501 of

the Rehabilitation Act of 1973 imposes on Federal employers for the hiring, placement, and advancement of

individuals with disabilities and providing Personal Assistance Services (PAS) to individuals with targeted disabilities,

who need them during work hours. PAS refers to assistance performing the activities of daily living that an individual

would typically perform if he or she did not have a targeted disability, and that is not otherwise required as a

reasonable accommodation, including, but not limited to, assistance with removing and putting on clothing, eating,

and using the restroom (see also FTC Policy at Chapter 3, Section 300 – Disability Antidiscrimination Policy and

Reasonable Accommodation Procedures). Provision of such assistance are intended to enable FTC employees with

targeted disabilities to participate in the workplace.

2. Policy

The FTC’s policy is to ensure that its employees will not be subjected to unlawful employment discrimination based

on a targeted disability. Accordingly, the FTC takes affirmative action to recruit, hire, develop, and promote

employees with targeted disabilities, to the fullest extent possible and ensures that all individuals with targeted

disabilities are accorded equal employment opportunities.

3. Authority

Americans with Disabilities Act of 1990, as amended, (42 U.S.C. § 12101 et seq.);

Section 501 of the Rehabilitation Act of 1973, as amended, (29 U.S.C. § 791);

Equal Employment Opportunity Commission’s Federal Sector Regulations (29 C.F.R. Parts 1614 and 1630); and

EEOC’s Management Directive 715 (October 2003).

4. Coverage

This policy applies to FTC employees with targeted disabilities. Agency employees include all employees, regardless

of appointment type, career status, occupation, or work schedule (full-time, part-time, or temporary). In the case of

PAS, coverage of this policy is limited to individuals who require such services because of a targeted disability.

5. Responsibilities

A. The Chairman. The Chairman is responsible for EEO programs at the FTC to include:

(1) Ensuring that all FTC management officials are held accountable for achieving the purpose of this policy to

provide PAS to certain employees who have targeted disabilities and fulfilling EEO requirements to increase the
 

Page 2 of 8 

number of individuals with disabilities, including targeted disabilities, employed at the FTC. 

(2) Ensuring that agency operations adhere to EEO requirements in the employment, development, advancement,

and treatment of FTC employees with targeted disabilities. 

B. Director of Equal Employment Opportunity and Workplace Inclusion (EEOWI). The Director of EEOWI is responsible for the 

development and implementation of the FTC’s plan for affirmative action and provision of PAS to employees with targeted 

disabilities consistent with relevant statutory and regulatory provisions, along with any applicable sub-regulatory guidance 

produced by the EEOC. Specific responsibilities include: 

(1) Advising and reporting findings to the Chairman on targeted disability hiring and advancement, and providing 

PAS to employees with targeted disabilities, and other matters arising from this policy’s implementation; 

(2) Providing guidance and advice concerning equality of opportunity for persons with targeted disabilities in all 

aspects of employment, including information about new requirements and changes in disability laws, regulations, 

and guidance; 

(3) Proposing, developing, and reviewing FTC policies for increasing the number of employees with targeted 

disabilities and procedures to provide PAS, including generating reports to track the agency’s compliance with legal

requirements; 

(4) Collaborating with the Human Capital Management Office (HCMO) to ensure guidance and training is provided 

to employees and management officials concerning the agency’s PAS procedures, and hiring programs and other

resources available for recruiting, promoting, and retaining persons with targeted disabilities; and 

(5) Collaborating with HCMO to address barriers that affect recruitment, hiring, retention, and promotion of 

individuals with targeted disabilities and recommending specific remedies to remove such barriers. 

C. The Chief Human Capital Officer (CHCO). The CHCO is responsible for supervising the administration of the agency’s PAS

procedures, coordinating the affirmative employment of persons with targeted disabilities, and providing advice as it relates to the 

employment of individuals with targeted disabilities. Specific responsibilities include: 

(1) Reviewing and updating the agency’s plan for increasing employment and retention of individuals with targeted

disabilities, and monitoring implementation of the plan; 

(2) Taking affirmative employment actions to promote equality of opportunity for individuals with targeted disabilities 

in all stages of employment including recruitment, hiring, placement, training, and career development (e.g., 

providing written material in an accessible format); 

(3) Collaborating with the Director of EEOWI to ensure that guidance and training are provided to agency personnel 

regarding matters covered under this policy; and 

(4) Delegating responsibilities to the Disability Program Manager for the operation of the agency’s PAS procedures. 

D. Disability Program Manager (DPM). The DPM is responsible for providing assistance and guidance on implementing the 

requirements of this policy. Specific responsibilities include: 

(1) Implementing the FTC’s PAS procedures; 

(2) Providing guidance and delivering training to employees and management officials concerning the FTC’s PAS 

procedures and serving as a resource on targeted disability issues that affect the agency; 

(3) Establishing an effective tracking systems to monitor the processing of PAS requests and complying with all

reporting and record retention requirements as provided for in Part IV of this policy; 

(4) Regularly reviewing and analyzing the FTC’s PAS procedures and reporting such results through the CHCO to

the Director of EEOWI on an annual basis; 

(5) Managing the FTC’s PAS procedures, to include assisting in the timely processing of PAS requests, providing 

necessary guidance and technical assistance to managers, supervisors, and employees regarding PAS requests, 

and consulting with other agency offices and officials (i.e., the CHCO, EEOWI Director, and Office of the General 

Counsel), as necessary; 

(6) Assisting FTC management officials in evaluating PAS that have been provided to ensure their continued 

effectiveness; 
 

Page 3 of 8 

(7) Requesting and reviewing medical information if an impairment or need for PAS is not obvious. Requesting an 

external Medical Review Official (MRO) of the agency’s choosing to review medical information at the agency’s

request and expense; 

(8) Assisting management officials with the proper handling of sensitive medical information and documents that

may be submitted by employees in connection with a PAS request; and 

(9) Participating in and conducting training related to the provision of PAS. 

E. Managers and Supervisors. All managers and supervisors are responsible for ensuring equality of opportunity in the workplace

for individuals with targeted disabilities. Specific responsibilities include: 

(1) Consulting with the DPM in connection with all PAS requests, including options for an employee whose

limitations or need for PAS is obvious, even when the employee has not submitted a PAS request; 

(2) Receiving and promptly responding to employee PAS requests, including contacting the DPM when a PAS 

request is received, engaging in the interactive process, identifying potential PAS, and maintaining confidentiality; 

(3) Serving as the deciding officials for PAS requests from employees; 

(4) Providing approved PAS and regularly evaluating the effectiveness of such PAS in consultation with the DPM; 

(5) Consulting with the DPM to ensure the confidential handling of medical information, in the event that this

information is provided to a manager or supervisor by an employee who makes a PAS request; 

(6) Adhering to the policies and procedures in this policy when recruiting, interviewing, selecting, hiring, and

supervising employees who have targeted disabilities; and 

(7) Ensuring there is no retaliation or adverse action taken against any employee based on need or perceived need

for a PAS. 

F. Employees. Employees are responsible for: 

(1) Keeping informed of their rights and obligations as outlined in this policy; 

(2) Informing FTC management officials of the need for PAS when an employee’s targeted disability and need for

such service is not obvious; 

(3) Providing FTC’s management officials, or the DPM, with specific information, and providing appropriate medical

information, when requested, related to a need for a PAS for a targeted disability and identifying PAS when the 

limitations or need for PAS is not obvious; 

(4) Cooperating with the DPM’s requests for medical documents when the limitations or need for PAS is not

obvious; and 

(5) Cooperating and communicating with FTC management officials during the PAS interactive process. 

G. Office of the General Counsel (OGC). OGC is responsible for providing legal advice to the DPM and other agency

management officials regarding PAS requests and affirmative employment obligations under the Rehabilitation Act. OGC also 

serves as the agency’s legal representative in discrimination complaints against the FTC regarding PAS requests or the PAS 

process. 

H. Administrative Services Office (ASO). In response to requests from management officials, ASO is responsible for coordinating 

with the DPM, management officials, and employees to identify and help provide services in connection with PAS requests. 

6. Definitions 

A. Disability. The term “disability” means, with respect to an individual: 

(1) a physical or mental impairment that substantially limits one or more major life activities of such individual; 

(2) a record of such an impairment; or 

(3) being regarded as having such an impairment. 
 

 

 

Page 4 of 8 

A person must satisfy at least one of these three parts of the definition to be considered a person with a disability. 

B. Essential Functions. This term refers to job duties that are so fundamental to a position that the employee holds or seeks to

hold that he or she cannot do the job without performing them. A function can be essential if, among other things: the position 

exists specifically to perform that function; there are a limited number of other employees who could perform the function; or if the 

function is specialized and the person is hired based on his or her ability to perform it. As it relates to this policy, provision of PAS 

services, together with any reasonable accommodation required, should enable the employee to perform the essential functions of

his or her job. Determination of the essential functions of a position must be done on a position-by-position basis so that it reflects

the job as it must actually be performed, and not simply the components of a generic position description. 

C. Interactive Process. The procedure in which the supervisor, manager, or DPM works collaboratively with the employee

requesting a PAS because of a targeted disability. 

D. Personal Assistant Services. The services that help individuals who, because of targeted disabilities, require assistance to

perform basic activities of daily living, like eating and using the restroom. 

E. Targeted Disabilities. A subset of disabilities that includes, but is not limited to, deafness, blindness, missing extremities, partial

paralysis, complete paralysis, compulsive disorders, intellectual disabilities, developmental disability, traumatic brain injury,

significant psychiatric disorder, and genetic or physical conditions affecting the limbs or spine. Note: Not every employee with a 

targeted disability will be entitled to PAS, because only some individuals with targeted disabilities require assistance with basic

activities like eating and using the restroom. 

F. Undue Hardship. A determination made on a case-by-case basis that a specific PAS would cause significant difficulty or

expense for the agency to provide when taking into account the resources available to the agency. In such instances, the agency 

does not have to provide the service. The factors considered in assessing undue hardship include but are not limited to: the

nature and cost of the PAS requested or service needed; the overall financial resources of the agency offering the PAS; and the

effect of the PAS on the operation of the agency. Because the typical cost of PAS is often minimal, undue hardship based on cost 

should rarely be an issue. 

Part II – Procedures for Providing PAS 

1. Requests for PAS 

A requester is an employee, or someone acting on the employee’s behalf, who is seeking a workplace-related PAS based on a 

targeted disability. The following procedures are applicable to PAS requests from such persons. 

(1) An employee must advise a management official that he or she needs assistance to perform basic activities of

daily living at work due to a targeted disability, unless the employee’s limitations or need for PAS is obvious. 

Alternatively, the employee may request PAS through the agency’s DPM, who will then notify the appropriate

supervisory or management official(s) of the request. A PAS request does not have to include any special words, 

such as “personal assistance services,” “targeted disability,” or “Rehabilitation Act.” 

(2) An employee may submit a PAS request at any time, orally, or in writing. The employee must also complete

FTC Form 645?, “Request for Personal Assistance Services,” and submit it to his or her supervisor, manager, or 

the DPM, confirming the request. A PAS request submitted directly to the DPM will be forwarded to the employee’s 

supervisor. 

(3) An employee needing PAS on an intermittent basis should submit FTC Form 645, “Request for Personal

Assistance Services,” only for the first request. However, the employee must give appropriate and sufficient 

advance notice each subsequent time PAS are needed. If PAS are needed on a regular basis (e.g., a weekly staff

meeting), the employee’s supervisor or manager should ensure that the appropriate arrangements are made 

without requiring a request for each occasion. 

2. Processing a PAS Request 

A. When receiving a PAS request, the recipient must process the request swiftly and appropriately, in consultation with the DPM. 

B. The PAS request process begins as soon as the employee makes an oral or written request for a PAS. If an employee makes

an oral PAS request, the official receiving the request must inform the requester to complete FTC Form 645, “Request for Personal

Assistance Services,” and subsequently, initiate the interactive process described below. 

3. The Interactive Process 

Generally. After an employee submits a PAS request, the official responsible for making the decision regarding the request must

engage in a discussion with the requester. Specifically, the discussion should include: the basic activities of daily living that are 

limited by the targeted disability; how those limitations could be overcome with PAS; and potential PAS that is being sought. Often 

such discussion will occur in the context of considering provision of a reasonable accommodation as required under the FTC’s 
Page 5 of 8 

Disability Antidiscrimination Policy and Reasonable Accommodation Procedures, Administrative Manual, Chapter 3, Section 300. 

(1) The manager or supervisor must begin this discussion by contacting the employee within three (3) business

days after the PAS request is received. 

(2) Ongoing communication via the interactive process is particularly critical when the targeted disability, need for

PAS, or type of PAS needed, is not obvious or management is considering alternatives to the requested PAS. 

However, even cases where such information is clear and the need obvious, the management official and the 

requesting employee should still thoroughly discuss all relevant information. 

(3) Managers and supervisors must consider the PAS request submitted by the employee. Managers and 

supervisors must consult with the DPM and, if appropriate OGC, or other resources (e.g., EEOWI) for guidance. 

(4) As part of the interactive process, managers and supervisors may offer alternative PAS and discuss their 

effectiveness with the employee. The FTC is not required to provide the exact PAS requested by the employee. If 

more than one PAS would be effective, the agency may provide a PAS that is different from the one requested. 

(5) If the FTC is hiring a PAS provider who will be assigned to a single individual, and that individual prefers a 

particular provider, the agency must give primary consideration to the employee’s preference to the extent

permitted by law. The FTC retains the right to choose a different provider if, for example, the individual’s preferred 

provider is not qualified or less qualified than another provider, if the agency decides to utilize a pool of shared

providers instead of dedicated providers, for reasons of cost or convenience, or if the agency decides to have 

appropriate, existing employees provide PAS. 

(6) The FTC retains the right to deny PAS when provision of the services would pose an undue hardship. The 

undue hardship standard for denying PAS is the same as for reasonable accommodations, which considers the

nature, extent, and cost of the service in relation to the FTC’s overall resources and the impact of the PAS on the 

operation of the agency’s business. 

4. Medical Documentation 

A. If an employee’s targeted disability or need for PAS is not obvious or already known, the FTC may ask for medical

documentation to establish that the requester has a targeted disability and needs PAS. 

B. The DPM is the only FTC official authorized to request medical documentation secondary to a PAS request. In determining 

whether medical documentation is necessary, the DPM should be guided by the principles set forth in the ADA, as amended, the

Rehabilitation Act, the EEOC’s associated rules and guidance, and relevant legal precedent. In addition, the DPM may seek 

advice from OGC. 

C. The DPM may only request medical documentation related to the impairment at issue in the PAS request and may not ask for 

unrelated or general medical information (e.g., access to the requester’s medical records). Typically, medical documentation

sought will include information regarding the employee’s targeted disability, the extent to which the targeted disability limits the 

employee’s ability to perform activities of daily living that an individual would typically perform if he or she did not have a disability; 

and whether there are specific PAS that would be effective. 

D. Pursuant to the Genetic Information Nondiscrimination Act of 2008 (GINA), the FTC may not request or require genetic 

information of an individual or family member of the individual, except as specifically allowed by this law. Employees may not be 

asked to provide genetic information in response to a request for medical information. “Genetic information,” as defined by GINA, 

includes an individual’s family medical history, the results of an individual’s or family member’s genetic tests, the fact that an 

individual or an individual’s family member sought or received genetic services or participated in genetic research, and genetic 

information of a fetus carried by an individual or an individual’s family member or an embryo lawfully held by an individual or family 

member receiving assistive reproductive services. 

E. In most instances, the employee will be able to furnish medical information sufficient to substantiate the existence of a targeted

disability or need for PAS as part of the interactive process. If the information furnished by the employee is insufficient to make a 

determination, the DPM may require additional information from a healthcare provider. When necessary, the DPM may also 

prepare a list of questions for the healthcare provider to answer, or ask the employee to sign a limited release permitting the DPM 

to contact the healthcare provider directly. In some cases, the DPM may arrange for an external MRO to review medical 

documentation and provide a medical opinion related to a PAS request. If the employee has signed a limited release as described 

above, the DPM may authorize the MRO to contact the employee’s healthcare provider directly for any required information. 

F. The DPM will review the requested medical documentation upon receipt. The documentation may also be evaluated by the

MRO and reviewed by OGC and other appropriate agency officials as necessary, subject to the confidentiality requirements below. 

G. If the employee does not want to share his or her medical documentation with their manager or supervisor, the employee must

submit it directly to the DPM. The DPM will advise the supervisor or manager whether the medical documentation received

demonstrates that the employee has a targeted disability and whether PAS is appropriate. The DPM will provide any relevant 

information about the employee’s disability to the management official to permit processing of the PAS request. 
Page 6 of 8 

H. The ultimate responsibility for providing medical documentation rests with the employee. If the employee requesting PAS fails 

to provide sufficient medical documentation or cooperate in the FTC’s efforts to obtain such documentation, the agency may deny

the request. 

I. In cases where the targeted disability is obvious or otherwise already known to the manager or supervisor, and the need for PAS 

continues, the FTC will not seek any further medical documentation. Note: In limited instances, the FTC may require updated 

medical documentation to ensure that PAS remains effective or is still needed. 

5. Confidentiality Requirements 

A. Medical documentation must be kept confidential. 

(1) All medical documentation related to the PAS process must be kept confidential and in a file separate from the 

employee’s official personnel file. 

(2) The following information must also be kept confidential: the employee’s decision to request PAS, that PAS was

approved or denied, and information about functional limitations of the employee. 

(3) Any FTC employee who obtains or receives medical information associated with a PAS request is strictly bound

by these confidentiality requirements. 

B. The DPM will maintain custody of records obtained or created during the processing of a PAS request, including medical 

records, in accordance with the Privacy Act, 5 U.S.C. § 552a, et. seq., and 29 C.F.R. §§ 1611 and 1630.14. 

C. Certain information may be shared with appropriate officials to enable them to make a determination concerning a PAS 

request. However, only specific information required to process the PAS request should be disclosed to agency officials who are

subject to the confidentiality requirements related to the PAS process. 

6. Time Limits 

A. Within 20 business days after receiving a PAS request, the responsible management official must make a decision and 

provide PAS, if granted. 

(1) The responsible management official must grant the PAS within 10 business days of receiving it under the 

following circumstances: if the targeted disability is obvious or already known to the responsible official; if the need

for PAS is obvious; if medical documentation is not required to evaluate a PAS request; or if PAS can be provided 

quickly. 

(2) If medical documentation is requested, the 20-day period will be extended by the amount of time necessary to

request, receive, and evaluate such documentation. 

B. Expedited Processing. In certain situations, the processing of a PAS request must be expedited. This may be necessary, for 

example, where the agency’s assignment of work-related travel results in an employee’s inability to rely on his or her usual source 

of PAS during work hours. 

C. Extenuating Circumstances. The requisite time for processing a PAS request may be extended due to circumstances that 

could not reasonably have been anticipated or avoided, or that are beyond FTC’s ability to control. Extenuating circumstances 

include, but are not limited to, the need to obtain and evaluate medical information. The manager or supervisor must consult with 

the DPM prior to taking any of the actions described in this section. 

(1) The supervisor or manager should notify the employee in writing of the reason for any delay and the

approximate timeframe in which a decision should be expected or when the FTC will provide PAS. 

(2) If there is a delay in deciding or providing PAS, the supervisor or manager should consider whether there are 

any temporary measures that could be taken. A temporary PAS can be provided if: (1) they do not interfere with

the operations of the FTC; and (2) the employee is informed that they are being provided only on a temporary

basis. 

7. Resolution of a Request for PAS Request 

A. Approving a Request for PAS 

(q) All decisions regarding requests for PAS will be communicated to the employee in writing. A decision to 

approve a request for PAS will be communicated to an employee using FTC Form 645, “Request for Personal 

Assistance Services.” The responsible official will complete this form, return it to the employee, and discuss

implementation of the approved PAS. A copy of this completed form must be provided to the DPM. 
Page 7 of 8 

(2) Managers and supervisors should follow-up with the employee after a request for PAS has been approved to 

ensure that it meets the employee’s needs. In addition, managers and supervisors must evaluate PAS that have 

been provided, in consultation with the DPM, to ensure that they continue to be effective and necessary. 

(3) A decision to provide PAS that are different from what has been requested must be made in consultation with 

the DPM and based on legal advice provided by OGC. FTC Form 646, “Denial of Request for Personal Assistance 

Services,” will explain the specific reason(s) for declining the requested PAS and the reason(s) the management 

official selected the chosen PAS. 

B. Denying a Request for PAS 

(1) A decision to deny a request for PAS is a final action and must be made in consultation with the DPM and based

on legal advice provided by OGC. 

(2) The manager or supervisor will complete FTC Form 646, “Denial of Request for Personal Assistance Services,” 

which provides the employee with the specific reason(s) for any denial and applicable appeal rights. A copy of this 

completed form must be provided to the DPM. 

(3) The FTC may deny a request if: the requestor is not an employee; the requestor does not have a targeted

disability; the targeted disability does not create a need for PAS; the requestor is not able to perform the essential 

functions of the job, even with PAS and any reasonable accommodation; the requestor would create a direct threat

to safety on the job, even with PAS and any reasonable accommodation; or providing PAS would impose undue 

hardship on the agency. 

(4) If the manager or supervisor chooses a PAS provider that is different than the one requested by the employee

and the employee refuses to accept it, the FTC will record the refusal using FTC Form 646, “Denial of Request for 

Personal Assistance Services,” and the decision will be recorded as a PAS denial. The denial document will 

explain why the PAS provider requested was not chosen. 

Part III – Reporting Requirements, Information Tracking, and Recordkeeping Systems 

A. To ensure compliance with this policy and its procedures as well as the Rehabilitation Act and EEOC policy guidance, the DPM 

will collect and maintain the following information: 

(1) The number and types of PAS requests that the FTC receives and whether those PAS requests have been 

granted or denied; 

(2) The jobs (occupational series, grade level, and agency component) for which PAS requests have been 

received; 

(3) The types of PAS requests for each of those jobs; 

(4) The number and types of PAS requests for each job, by agency component, that have been approved, and the 

number and types that have been denied; 

(5) The reasons for denial of PAS requests; 

(6) The amount of time taken to process each PAS request; and 

(7) The sources of technical assistance that have been consulted in trying to provide PAS. 

B. The DPM will provide copies of all FTC Forms involving PAS requests (i.e., FTC Forms 645 and 646) to the CHCO and the 

Director of EEOWI on a quarterly basis. Upon request, the DPM will also provide other relevant materials to the CHCO and the 

Director of EEOWI. 

C. The DPM, through the CHCO, will provide a written assessment of the agency’s PAS procedures to the Director of EEOWI on a 

quarterly basis. This report must include the number and types of PAS requests approved or denied, the amount of time to 

process the requests, reasons for denials, other relevant tracking information, and any recommendations for improving the

agency’s procedures. 

D. Because it is imperative that the FTC evaluate the effectiveness of its PAS program, the Director of EEOWI, in consultation and 

collaboration with the CHCO and the DPM, will periodically review the program and issue written reports regarding the status of

the agency’s PAS procedures, including recommendations for improvement. The EEOWI Director will disseminate all written 

reports to the FTC Chairman, the CHCO, the DPM, and other appropriate agency officials. The reports must not contain 

confidential information about specific PAS requests, but will include general information sufficient to provide a qualitative

assessment of the agency’s targeted disability program. 
Page 8 of 8 

E. The DPM will keep appropriate records and documentation to substantiate an employee’s targeted disability in the event that 

there is a new manager or supervisor, and will take the necessary steps to apprise the new manager or supervisor of direct reports 

who have been provided with a PAS. 

F. Recordkeeping Systems 

(1) The DPM, and not the supervisor or manager, will keep all medical records related to a particular employee who

has submitted a PAS request for the duration of his or her employment with the FTC. These records include any 

documentation of the employee’s targeted disability, as well as information about the disposition of the employee’s 

PAS request(s). 

(2) The DPM will keep any information or cumulative records used to track the FTC’s performance with regard to

providing PAS for at least three years. The DPM will use this tracking information to evaluate whether and where 

the FTC needs to improve its handling of PAS requests. Upon request or in the fulfillment of EEOC requirements, 

the EEOWI Director will assess the FTC’s targeted disability program. 

Appendix – Personal Assistance Services Forms 

FTC Form 645 – Request for Personal Assistance Services 

FTC Form 646 – Denial of Request for Personal Assistance Services 
Appendix I 
 

 

 

Federal Trade Commission 

Disability Anti-Discrimination Policy and Reasonable Accommodation Procedures 

Chapter 3, Section 300 – Disability Anti-Discrimination Policy and Reasonable Accommodation 

Procedures 

Part I – General Provisions 

1. Purpose 

This section establishes the Federal Trade Commission’s (FTC) policy and procedures 

for the employment of persons with disabilities. The primary objectives of this policy are 

to ensure equal employment opportunity (EEO) for employees and applicants for 

employment without regard to disability, define the roles and responsibilities regarding 

the employment of persons with disabilities, and provide procedures for processing 

requests for reasonable accommodation. 

2. Policy 

The FTC’s policy is to ensure that applicants for employment and employees alike will 

not be discriminated or retaliated against on the basis of any disability. Accordingly, the 

FTC takes effective action to recruit, hire, develop and advance employees with 

disabilities, including targeted disabilities, to the fullest extent possible and ensures that 

all individuals with disabilities are accorded equal employment opportunities. Further, 

the FTC is fully committed to making agency facilities accessible, and reasonably 

accommodating the known physical or mental limitations of individuals by providing an 

accommodation that does not impose an undue hardship on FTC operations. 

3. Authority 

Americans with Disabilities Act (ADA) of 1990, as amended, (42 U.S.C. § 12101 et 

seq.); 

Rehabilitation Act of 1973, as amended, (29 U.S.C. § 791); 

Executive Order 13164, Requiring Federal Agencies to Establish Procedures to Facilitate 

the Provision of Reasonable Accommodation (July 26, 2000); 

Equal Employment Opportunity Commission’s (EEOC) Federal Sector Regulations (29 

C.F.R. Parts 1614 and 1630); 

EEOC’s Management Directive 715 (October 2003); 

Architectural Barriers Act of 1968, as amended, (42 U.S.C. §§ 4151-4157); 

* Forms are available in alternative formats that are accessible to people with disabilities. 
 

 

EEOC’s Policy Guidance on Executive Order 13164: Establishing Procedures to 

Facilitate the Provision of Reasonable Accommodation (October 20, 2000); and 

EEOC’s Enforcement Guidance: Reasonable Accommodation and Undue Hardship under 

the ADA (October 17, 2002). 

4. Coverage 

This policy applies to an employee or a job applicant with a disability. Agency 

employees include all employees, regardless of appointment type (competitive or 

excepted), career status (temporary, career-conditional, or career), occupation, or work 

schedule (full-time, part-time, or temporary). 

5. Responsibilities 

A. The Chairman. The Chairman is responsible for EEO programs at the FTC to 

include: 

(1) Ensuring that all FTC management officials are held accountable for 

achieving the objectives of this policy and fulfilling EEO requirements to 

prevent discrimination against employees or applicants based on 

disability. 

(2) Ensuring that agency operations adhere to EEO principles in its human 

capital policies and practices relating to the employment, development, 

advancement, and treatment of FTC employees or applicants regardless of 

disability. 

B. Director of Equal Employment Opportunity and Workplace Inclusion (EEOWI). 

The Director of EEOWI is responsible for the development and implementation 

of the FTC’s disability anti-discrimination program consistent with the 

requirements of 29 C.F.R. § 1614.102(c) and other relevant statutory and 

regulatory provisions. Specific responsibilities include: 

(1) Advising and reporting findings to the Chairman on disability 

discrimination cases and other matters arising from this policy’s 

implementation. 

(2) Providing guidance and advice concerning equality of opportunity for 

individuals with disabilities in all aspects of employment, including 

information about new requirements and changes in disability laws. 

(3) Proposing, developing, and reviewing FTC policies and procedures to 

promote equality of opportunity for individuals with disabilities, including 

examining agency efforts to provide reasonable accommodations and 
 

 

 

 

 

making facilities accessible, and generating reports to track the agency’s 

compliance with disability laws and regulatory requirements. 

(4) Managing the EEO discrimination complaint process, including claims 

involving denials of requests for reasonable accommodation. 

(5) Collaborating with the Human Capital Management Office (HCMO) to 

ensure regular and appropriate guidance and training is provided to 

employees and management officials concerning the agency’s reasonable 

accommodation process and the various hiring programs and other 

resources available for recruiting, promoting, and retaining persons with 

disabilities. 

(6) Collaborating with HCMO to address barriers that affect recruitment, 

hiring, retention, and promotion of individuals with disabilities and 

recommending specific remedies to remove such barriers. 

C. The Chief Human Capital Officer (CHCO). The CHCO is responsible for 

supervising the administration of the agency’s reasonable accommodation 

procedures, coordinating the employment of persons with disabilities, and 

providing human capital advice as it relates to disability employment. Specific 

responsibilities include: 

(1) Reviewing and updating the agency’s plan for increasing employment and 

retention of individuals with disabilities and monitoring implementation of 

the plan. 

(2) Taking affirmative employment actions to promote equality of opportunity 

for individuals with disabilities and targeted disabilities in all stages of 

employment including recruitment, hiring, placement, training, and career 

development (e.g., providing written material in an accessible format). 

(3) Collaborating with the Director of EEOWI to ensure that guidance and 

training are provided to agency personnel regarding all matters under this 

policy. 

(4) Delegating responsibilities for the operation of the agency’s reasonable 

accommodation procedures and activities to enhance the affirmative 

employment of individuals with disabilities to a designated Disability 

Program Manager within HCMO, see below. 

D. Disability Program Manager (DPM). The DPM is responsible for providing 

assistance and guidance on the requirements of this policy and ensuring that 

management officials and employees are informed of any new requirements and 

changes in disability laws. Specific responsibilities include: 
 

(1) Implementing the FTC’s reasonable accommodation procedures consistent

with this policy, governing laws and regulations, executive orders, and

EEOC directives.

(2) Providing guidance and delivering training to employees and management

officials concerning the agency’s reasonable accommodation procedures

and disability hiring matters, and serving as a resource for information on

disability issues that affect the agency.

(3) Establishing effective tracking systems to monitor the processing of

reasonable accommodation requests and affirmative employment

initiatives for individuals with disabilities to include complying with all

reporting and record retention requirements as provided for in Part IV of

this policy.

(4) Regularly reviewing and analyzing the FTC’s reasonable accommodation

process and progress in the recruitment and retention of individuals with

disabilities and reporting such results through the CHCO to the Director of

EEOWI on an annual basis.

(5) Regularly reviewing agency procedures to ensure that vacancy

announcements and hiring and promotion procedures include information

describing how applicants may submit reasonable accommodation

requests.

(6) Managing the FTC’s reasonable accommodation procedures, to include

providing necessary guidance and technical assistance to managers,

supervisors, employees, and applicants regarding requests for reasonable

accommodation, and consulting with other agency offices and officials

(i.e., the CHCO, EEOWI Director, and General Counsel) as necessary.

(7) Assisting FTC management officials in evaluating accommodations that

have been provided to ensure their continued effectiveness.

(8) Requesting and reviewing medical information if an impairment or need

for accommodation is not obvious to include having medical information

reviewed by an external Medical Review Official (MRO) of the agency’s

choosing and at the agency’s request and expense.

(9) Serving as the deciding official for reasonable accommodation requests

from applicants.

(10) Participating in annual training relating to disability laws and regulations,

to include training related to the provision of reasonable accommodation.
 

 

 

(11) Providing information to employees and applicants on how to access 

additional information on reasonable accommodation, including EEOC 

guidance and technical assistance documents, and other relevant resources.

 E. Managers and Supervisors. All managers and supervisors are responsible for 

ensuring equality of opportunity in the workplace for individuals with disabilities. 

Specific responsibilities relating to reasonable accommodation and 

nondiscrimination based on disability include: 

(1) Consulting with the DPM in connection with all requests for reasonable

 accommodation. 

(2) Consulting with the DPM in assessing reasonable accommodation options 

for an employee whose limitations or need for accommodation is obvious, 

even when the employee has not requested an accommodation. 

(3) Receiving and promptly responding to employee requests for 

accommodation, including contacting the DPM when a request for 

accommodation is initially received, engaging in the interactive process, 

identifying essential job functions and potential accommodations, and 

maintaining the confidentiality of accommodation information. 

(4) Serving as the deciding official for reasonable accommodation requests 

from employees. 

(5) Providing approved accommodations and regularly evaluating the 

effectiveness of such accommodations in consultation with the DPM. 

(6) Ensuring there is no retaliation against any employee who requests a 

reasonable accommodation.

 F. Employees. Employees are responsible for: 

(1) Keeping informed of their rights and obligations as outlined in this policy. 

(2) Informing FTC management officials of the need for reasonable 

accommodation when an employee’s limitations or need for 

accommodation is not obvious. 

(3) Providing FTC management officials with specific information, including 

appropriate medical information, when requested, related to limitations 

resulting from a disability and identifying accommodations when the 

limitations or need for accommodations is not obvious. 
 

 

(4) Cooperating with FTC management officials throughout the reasonable 

accommodation process, including communicating during the interactive

 process. 

G. The General Counsel (OGC). OGC is responsible for providing legal advice to 

the DPM and other agency management officials regarding reasonable 

accommodation requests, policies, and procedures. OGC also serves as the 

agency’s legal representative in disability discrimination complaints involving the 

FTC. 

H. Office of the Chief Information Officer (OCIO). OCIO is responsible for 

coordinating with the DPM, management officials, employees, and applicants to 

identify and help provide appropriate assistive technology and services in 

connection with accommodation requests. 

J. Administrative Services Office (ASO). ASO is responsible for coordinating with 

the DPM, management officials, employees, and applicants to identify and help 

provide office needs and services in connection with accommodation requests. 

6. Definitions 

A. Disability. The term “disability” means, with respect to an individual: 

(1) a physical or mental impairment that substantially limits one or more 

major life activities of such individual; 

(2) a record of such an impairment; or 

(3) being regarded as having such an impairment 

A person must satisfy at least one of these three parts of the definition to be 

considered a person with a disability. Note: A person regarded as having a 

disability, but who in fact does not have an actual disability, is not entitled to a 

reasonable accommodation. 

B. Essential Functions. Those job duties that are so fundamental to a position that 

the employee or applicant holds or seeks to hold that he or she cannot do the job 

without performing them. A function can be “essential” if, among other things: 

the position exists specifically to perform that function; there are a limited number 

of other employees who could perform the function; or if the function is 

specialized and the person is hired based on his or her ability to perform it. 

Determination of the essential functions of a position must be done on a case-bycase basis so that it reflects the job as actually performed, and not simply the 

components of a generic position description. 

C. Impairment. Any physiological disorder or condition, cosmetic disfigurement, or 

anatomical loss affecting one or more body systems, such as neurological, 
 

musculoskeletal, special sense organs, respiratory (including speech organs), 

cardiovascular, reproductive, digestive, genitourinary, immune, circulatory, 

hemic, lymphatic, skin, and endocrine; or any mental or psychological disorder, 

such as an intellectual disability (formerly termed “mental retardation”), organic 

brain syndrome, emotional or mental illness, and specific learning disabilities. 

D. Interactive Process. The procedure in which the supervisor, manager, or DPM 

works collaboratively with the person requesting an accommodation to determine 

the disability at issue and whether there is an effective accommodation. 

E. Major Life Activities. Activities that are of central importance to daily life. Major 

life activities include, but are not limited to: caring for oneself, performing 

manual tasks, seeing, hearing, sleeping, walking, standing, sitting, reaching, 

lifting, bending, speaking, breathing, learning, reading, concentrating, thinking, 

communicating, interacting with others, working, and the operation of a major 

bodily function. 

F. Qualified Employee/Applicant with a Disability. An individual who, with or 

without reasonable accommodation, can perform the essential functions of the job 

in question. 

G. Reasonable Accommodations. Any changes in the work environment or in the 

way things are customarily done that would enable a person with a disability to 

enjoy equal employment opportunities. Common types of reasonable 

accommodations include: 

x moving to different office space 

x modifying work schedules 

x granting breaks or providing leave 

x removing or substituting a marginal function 

x altering how or when job duties are performed 

x providing telework 

x removing an architectural barrier, including reconfiguring work space 

x providing a reader or sign language interpreter, or other assistant 

x providing accessible parking 

x providing materials in alternative format (i.e., Braille, large print) 

H. Targeted Disabilities. A subset of disabilities that includes deafness, blindness, 

missing extremities, partial or complete paralysis, epilepsy, significant mobility 

impairments, intellectual disabilities, significant psychiatric disorders, traumatic 

brain injuries, developmental disabilities, dwarfism, and significant 

disfigurement. 

I. Undue Hardship. A determination made on a case-by-case basis that a specific 

accommodation would cause significant difficulty or expense for the agency to 

provide. In such instances, the agency does not have to provide the 
 

 

 

 

accommodation. The factors considered in assessing undue hardship include but 

are not limited to: the nature and cost of the accommodation needed; the overall 

financial resources of the agency making the accommodation; and the effect of 

the accommodation on the operation of the agency. Note: The potential cost of a 

reasonable accommodation is normally an insufficient basis to deny a request for 

reasonable accommodation. All resources available to the agency as a whole, 

excluding those designated by statute for a specific purpose that does not include 

reasonable accommodation must be considered when determining whether a 

denial of reasonable accommodation based on cost is lawful. 

Part II – Reasonable Accommodation Procedures 

1. Requests for Reasonable Accommodation 

A. A requester is an employee, applicant, or someone acting on the requester’s 

behalf, who is seeking a reasonable accommodation based on a disability. The 

following procedures are applicable to reasonable accommodation requests from 

employees. The procedures for handling reasonable accommodation requests 

from applicants for employment are in Part III of this policy. 

(1) An employee must advise a management official, the DPM, or any agency 

employee connected with the reasonable accommodation application 

process that he or she needs an adjustment or change at work for a reason 

related to an impairment or medical condition, unless the employee’s 

limitations or need for accommodation is obvious. A request does not 

have to include any special words, such as “reasonable accommodation,” 

“disability,” or “Rehabilitation Act” and does not have to specify a 

particular type of accommodation that may be needed. 

(2) An employee may request a reasonable accommodation at any time, 

orally, or in writing. The employee should also complete FTC Form 641, 

“Request for Reasonable Accommodation,” and submit it to his or her 

supervisor, manager, or the DPM, confirming the request. A request 

submitted directly to the DPM will be forwarded to the employee’s 

supervisor. 

(3) A family member, health professional, or other representative may, with 

proper authorization, request an accommodation on behalf of an 

employee. For example, submission of a doctor’s note outlining medical 

restrictions for an employee may constitute a request for reasonable 

accommodation. 

(4) An employee needing a reasonable accommodation on an irregular but 

recurring basis, such as the assistance of a sign language interpreter should 

submit FTC Form 641, “Request for Reasonable Accommodation,” only 

for the first request. However, the employee must give appropriate and 
 

 

 

 

sufficient advance notice each subsequent time the accommodation is 

needed. If the accommodation is needed on a regular basis (e.g., a weekly 

staff meeting), the employee’s supervisor or manager should ensure that 

the appropriate arrangements are made without requiring a request for 

each occasion. 

2. Processing a Request for Reasonable Accommodation 

A. When an employee (or a third party on the employee’s behalf) requests a 

reasonable accommodation, the supervisor or manager must contact the DPM to 

ensure that the request is processed swiftly and appropriately in accordance with 

this policy. 

B. The reasonable accommodation process begins as soon as the employee makes an 

oral or written request for accommodation to an appropriate management official 

or the DPM. If an employee makes an oral request for accommodation, the 

official receiving the accommodation request must inform the employee to 

complete FTC Form 641. Note: The requirement to complete FTC Form 641 does 

impede the interactive process, which begins at the time the oral or written 

accommodation request is made, as discussed in Part II(3)(A) infra. 

3. The Interactive Process 

A. Generally. After an employee requests an accommodation, the manager or 

supervisor responsible for making the decision regarding the request must discuss 

the request with the employee. Specifically, they must discuss the employee’s 

current job to determine its essential functions, the job-related limitations imposed 

by the individual’s impairment, how those limitations could be overcome with an 

accommodation, potential accommodations, including the accommodation the 

employee prefers, and implementation of the accommodation that is effective and 

does not create an undue hardship for the agency. An employee does not have to 

submit FTC Form 641 in order for the interactive process to begin. 

(1) The manager or supervisor must begin this discussion by contacting the 

employee within three (3) business days after the request is first received. 

(2) If a third party requests an accommodation on behalf of an employee, the 

appropriate agency official must confirm with the employee that he or she 

wants the requested accommodation before proceeding. The employee 

must provide written documentation to designate the third party to act on 

his or her behalf. 

(3) Early and ongoing communication via the interactive process is 

particularly critical when the disability, need for accommodation, or type 

of accommodation needed, is not obvious or management is considering 

alternatives to the requested accommodation. However, even cases where 
 

 

such information is clear and the need obvious, the management official 

and the requesting employee should still engage in a full exchange of 

relevant information. 

(4) Managers and supervisors should consider the employee’s requested or 

healthcare provider’s recommended accommodation. Managers and 

supervisors should consult with the DPM regarding processing the 

accommodation and, if appropriate OGC, or other resources (e.g., EEOC, 

the Computer/Electronic Accommodations Program (CAP), or the Job 

Accommodation Network) for guidance. 

(5) As part of the interactive process, managers and supervisors may offer 

alternative accommodations and discuss their effectiveness with the 

employee. The FTC does not have to provide the exact accommodation 

the employee requests. If more than one accommodation would be 

effective in allowing the employee to perform the essential functions of 

the position, the agency may offer an alternative accommodation than the 

one requested. 

B. Reassignment to a Vacant Position. The following procedures apply when an 

employee requests reassignment as a reasonable accommodation: 

(1) Reassignment must be considered if no other accommodations are 

available to enable the employee to perform the essential functions of his 

or her current job, or if the only effective accommodation would cause 

undue hardship. Reassignment is the accommodation of last resort. The 

FTC is not required to create a new position as a reasonable 

accommodation for an employee. 

(2) In considering whether there are positions available for reassignment, the 

manager or supervisor must work with the employee requesting 

reassignment, the DPM, and a designated HCMO Specialist to identify: 

(a) vacant funded positions within the agency for which the employee is 

qualified to be reassigned, with or without reasonable accommodation; 

and (b) positions which HCMO has reason to believe will become vacant 

within 60 days from the date the search is initiated and for which the 

employee may be qualified. 

(3) The focus of the reassignment search should be positions that are 

equivalent to the employee’s current job in terms of pay, status, and other 

relevant factors. If the agency does not know whether the employee is 

qualified for a specific position, the agency can discuss with the employee 

his or her qualifications. If there is no vacant equivalent position, the FTC 

may consider vacant lower level positions for which the employee is 

qualified. 
 

 

 

 

(4) If the employee requests reassignment to a vacant position outside of his 

or her commuting area and the employee can be accommodated within the 

local commuting area, the FTC may, but is not required to grant the 

request. 

(5) Although an employee should assist the FTC in identifying appropriate 

vacancies to the extent that the employee has access to information about 

them, it is the agency’s responsibility to proceed as expeditiously as 

possible in determining whether there are appropriate vacancies. When 

the FTC has completed its search, identified whether there are any 

vacancies (including any positions that will become vacant in a reasonable 

amount of time), notified the employee of the results, and either offered an 

appropriate vacancy to the employee or informed him or her that no 

appropriate vacancies are available, the FTC would have fulfilled its 

obligation. 

4. Medical Documentation 

A. If an employee’s disability or need for accommodation is not obvious or already 

known, the FTC may ask for sufficient medical documentation to establish that 

the requester has a disability and needs an accommodation. 

B. The DPM is the only FTC official authorized to request medical documentation in 

relation to reasonable accommodation requests. In determining whether medical 

documentation is necessary, the DPM should be guided by the principles set forth 

in the ADA, as amended, the Rehabilitation Act, the EEOC’s associated rules and 

guidance, and relevant legal precedent and seek advice from OGC. 

C. The DPM may only request medical documentation related to the impairment at 

issue in the accommodation request and may not ask for unrelated or general 

medical information (e.g., access to the requester’s medical record). Typically, 

medical documentation sought will include information regarding: the nature, 

severity, and duration of the employee’s medical impairment; the activity or 

activities that the impairment limits; the extent to which the impairment limits the 

employee’s ability to perform the essential job function(s); how the reasonable 

accommodation requested will assist the employee in performing the essential 

functions of the job or enjoying a benefit of the workplace; and whether there are 

alternative accommodations that would be effective. 

D. Pursuant to the Genetic Information Nondiscrimination Act of 2008 (GINA), the 

FTC may not request or require genetic information of an individual or family 

member of the individual, except as specifically allowed by this law. To comply 

with this law, employees and applicants for employment may not be asked to 

provide genetic information in response to a request for medical information. 

“Genetic information,” as defined by GINA, includes an individual’s family 

medical history, the results of an individual's or family member's genetic tests, the 

fact that an individual or an individual's family member sought or received 
 

 

 

genetic services or participated in genetic research, and genetic information of a 

fetus carried by an individual or an individual's family member or an embryo 

lawfully held by an individual or family member receiving assistive reproductive 

services. 

E. In most instances, the employee or applicant will be able to furnish medical 

information sufficient to substantiate the existence of a disability or need for 

accommodation as part of the interactive process. If the information furnished by 

the employee or applicant is insufficient to make a determination, the DPM may 

require additional information from a healthcare provider. When necessary, the 

DPM may also prepare a list of questions for the healthcare provider to answer, or 

ask the employee or applicant to sign a limited release permitting the DPM to 

contact the healthcare provider directly. In some cases, the DPM may arrange for 

a Medical Review Officer (MRO), a medical professional outside of the agency, 

who is designated to review medical documentation and provide a medical 

opinion related to a reasonable accommodation request. If the employee has 

signed a limited release as described above, the DPM may authorize the MRO to 

contact the employee’s healthcare provider directly for any required information. 

F. Upon receipt, the DPM will review the requested medical documentation, which 

may involve discussion with the Assistant Director for Employee and Labor 

Relations, who supervises the DPM. In addition, the MRO may evaluate, and 

OGC may review, the medical documentation. 

G. If the employee does not want to share their medical documentation with their 

manager or supervisor, the DPM will advise the supervisor or manager whether 

the medical documentation received demonstrates that the employee has a 

disability and whether a reasonable accommodation is appropriate. The DPM will 

provide any relevant information about the employee’s functional limitations to 

permit further processing of the accommodation request. 

H. The ultimate responsibility for providing medical documentation rests with the 

employee. If the employee requesting an accommodation fails to provide 

sufficient medical documentation or cooperate in the FTC’s efforts to obtain such 

documentation, the agency may deny the request. 

I. In cases where an employee has been provided reasonable accommodation, the 

agency may periodically require additional medical documentation for purposes 

of ensuring that the accommodation remains effective or is still needed. 

J. In cases where the disability is obvious or otherwise already known to the 

manager or supervisor, and the need for that particular accommodation continues, 

the FTC will not seek any further medical documentation with regard to that 

specific accommodation. 

5. Confidentiality Requirements 
 

 

 

 

A. Medical documentation must be kept confidential. 

(1) All medical documentation related to the accommodation process must be 

kept confidential and in a file separate from the employee’s official 

personnel file. 

(2) The confidentiality requirement extends to the fact that an employee 

requested an accommodation, that an accommodation was approved or 

denied, and information about functional limitations. 

(3) Any FTC employee who obtains or receives medical information 

associated with an accommodation request is strictly bound by these 

confidentiality requirements. 

B. The DPM will maintain custody of records obtained or created during the 

processing of a request for reasonable accommodation, including medical records, 

in accordance with the Privacy Act, 5 U.S.C. § 552a, et. seq., and 29 C.F.R. §§ 

1611 and 1630.14. 

C. Certain information may be shared with appropriate officials (i.e., the DPM, the 

Assistant Director for Employee and Labor Relations, the MRO, and OGC 

officials) on a “need to know” basis to make a determination concerning a 

reasonable accommodation request. The only information that will be disclosed is 

the amount of information necessary to process the request. These officials will 

be informed about the confidentiality requirements in the reasonable 

accommodation process. 

6. Time Limits 

A. A manager or supervisor must make a final decision on a reasonable 

accommodation request and provide the accommodation, if granted, within 20 

business days after the initial request is made. 

(1) If the disability is obvious or already known to the supervisor or manager, 

if it is clear the reasonable accommodation requested is needed and will 

enable the employee to complete their essential job functions, if medical 

documentation is not required to evaluate a request, or if an 

accommodation can be provided quickly, the manager or supervisor must 

grant the request within 10 business days after the initial request is made. 

Note: Failure to provide the accommodation within this 10 business day 

period may result in a violation of the Rehabilitation Act. 

(2) If medical documentation is requested, the 20-day period will be extended 

by the amount of time necessary to request, receive, and evaluate such 

documentation. Note: If the individual’s health professional fails to 

provide needed documentation in a timely manner, the agency will not be 
 

 

 

expected to adhere to its usual time limits for processing a reasonable 

accommodation request. 

(3) If, after an appropriate amount of time has passed without the reasonable 

accommodation being provided, the employee may contact the 

management official to whom he or she submitted the request to inquire 

about its status. The same process applies if the employee submitted the 

request for reasonable accommodation to the DPM. 

B. Expedited Processing. In certain situations, the processing of a request must be 

expedited. This may be necessary, for example, to allow an employee who needs 

a sign language interpreter to attend a recently scheduled meeting. 

C. Extenuating Circumstances. These are circumstances that could not reasonably 

have been anticipated or avoided or that are beyond FTC’s ability to control. 

Extenuating circumstances include, but are not limited to, the need to obtain and 

evaluate medical information, the purchase of equipment, and the removal of 

architectural barriers. When extenuating circumstances are present, the time for 

processing a request will be extended as necessary. The manager or supervisor 

must consult with the DPM prior to taking any of the actions described in this 

section. 

(1) The supervisor or manager must notify the employee in writing of the 

reason for any delay and the approximate timeframe in which a decision or 

provision of the reasonable accommodation should be expected. 

(2) If there is a delay in deciding or providing an approved accommodation, 

the supervisor or manager should consider whether there are any interim 

measures that can be taken. This may include providing interim measures 

that are not reasonable accommodations within the meaning of the law if: 

(1) they do not impose an undue hardship on the operations of the FTC; 

and (2) the employee is informed that they are being provided only on a 

temporary basis, to allow the individual to perform some or all of the 

essential functions of his or her job. The agency may not offer an interim 

accommodation as an alternative to a permanent accommodation when the 

individual with a disability requires a permanent accommodation. 

7. Resolution of Request for Reasonable Accommodation

 A. Approving a Request 

(1) All decisions regarding requests for reasonable accommodation will be 

communicated to the employee in writing. A decision to approve a 

reasonable accommodation request will be communicated to an employee 

using FTC Form 641, “Request for Reasonable Accommodation,” in an 

accessible format, if requested. The manager or supervisor will complete 
 

 

 

this form, return it to the employee, and discuss implementation of the 

approved accommodation. A copy of this completed form must be 

provided to the DPM. 

(2) Managers and supervisors should follow-up with the employee after the 

accommodation has been provided to ensure that it meets the employee’s 

needs and periodically evaluate the accommodation, in consultation with 

the DPM, to ensure that it continues to be effective and necessary. 

(3) A decision to provide an accommodation other than the one specifically 

requested must be made in consultation with the DPM and based on legal 

advice provided by OGC. FTC Form 642, “Denial of Request for 

Reasonable Accommodation,” will explain the specific reason(s) for 

declining the requested accommodation and the reason(s) the management 

official selected the chosen accommodation as an effective alternative. 

 B. Denying a Request 

(1) A decision to deny an accommodation is a final action and must be made 

in consultation with the DPM and based on legal advice provided by 

OGC. 

(2) The manager or supervisor will complete FTC Form 642, “Denial of 

Request for Reasonable Accommodation,” notifying the employee of the 

specific reason(s) for any denial and applicable appeal rights. A copy of 

this completed form must be provided to the DPM. 

(3) Common bases for denial are that the requested accommodation would not 

be effective, the medical documentation is inadequate to establish that the 

individual has a disability or needs a reasonable accommodation, the 

requested accommodation would require removal of an essential function 

or require the lowering of a performance standard, or that the 

accommodation would result in an undue hardship. 

(4) If the manager or supervisor offers an accommodation other than the one 

requested and the employee refuses to accept it, the FTC will record the 

refusal using FTC Form 642, “Denial of Request for Reasonable 

Accommodation,” and the decision will be recorded as a denial of the 

accommodation request and will explain why the chosen accommodation 

would have been effective. 

(5) If a request for reasonable accommodation has been denied, the FTC 

encourages the use of voluntary, informal dispute resolution processes to 

obtain prompt reconsideration. Individuals should contact the Office of 

EEOWI to request voluntary, informal dispute resolution. 
 

(6) If the employee wants to file an EEO complaint based on the agency’s 

denial of his or her request for reasonable accommodation, he or she must 

contact the Office of EEOWI within 45 calendar days of the denial, 

regardless of whether the employee participates in an informal dispute 

resolution process. 

Part III – Reasonable Accommodations for Applicants for Employment 

A. The procedures governing the provision of reasonable accommodations to 

applicants for employment with the FTC are generally the same as those that 

apply to FTC employees, with the following exceptions: 

(1) Applicants requesting reasonable accommodations must submit requests 

to the DPM. Information regarding how to contact the DPM will be 

included in FTC vacancy announcements and it may also be found in Part 

VI infra. 

(2) The DPM will contact the applicant within 2 business days after the 

request for reasonable accommodation is received to request that the 

applicant complete and submit FTC Form 641, “Request for Reasonable 

Accommodation,” explain the agency’s procedures for processing the 

request, and obtain any additional information from the requester that may 

be necessary to process the requested accommodation. 

(3) The DPM will grant or deny the requested accommodation. Depending on 

the timetable for receiving applications, conducting interviews, and 

making hiring decisions, there may be a need to expedite the request to 

ensure the applicant has an equal opportunity to apply for a job. Absent 

extenuating circumstances, the DPM will make a determination and grant 

or deny the accommodation swiftly, within a matter of days after the 

request is initially made or before the situation necessitating the provision 

of the accommodation (i.e., the interview) takes place. 

B. A job applicant for employment can contact the DPM to track the processing of 

his or her request for reasonable accommodation. 

C. The DPM must complete FTC Form 641 or 642 to communicate his or her 

decision on the job applicant’s request for reasonable accommodation. 

(1) If the request for reasonable accommodation is approved, the DPM should 

discuss with the applicant implementation of the accommodation. 

(2) If a request for reasonable accommodation has been denied, the DPM 

must issue a written notice to the job applicant using Form 642. In 

addition to the reason(s) for the denial, the written notice must notify the 

job applicant of any informal voluntary dispute resolution process, as 
 

 

 

discussed in Part III(D) infra. Further, the written notice must notify the 

job applicant about his or her right to file an EEO complaint; include 

instructions on how to file an EEO complaint; and explain that the job 

applicant must initiate contact with an EEO Counselor within 45 calendar 

days of the denial of the request for reasonable accommodation, regardless 

of whether the job applicant participates in an informal dispute resolution 

process. The written notice must notify the job applicant of his or her 

right to invoke other statutory processes, as appropriate. 

D. The FTC encourages voluntary informal dispute resolution processes that job 

applicants may use to obtain prompt reconsideration. Applicants should contact 

the Office of EEOWI to request voluntary informal dispute resolution. Note: The 

denial of a request for reasonable accommodation must also inform the job 

applicant of his or her right to file an EEO complaint pursuant to 29 C.F.R. § 

1614.106. 

Part IV – Reporting Requirements, Information Tracking, and Recordkeeping Systems 

A. To ensure compliance with this policy and its procedures as well as the 

Rehabilitation Act and EEOC policy guidance, the DPM will collect and maintain 

the following information: 

(1) The number and types of reasonable accommodations that have been 

requested in the application process and whether those requests have been 

granted or denied; 

(2) The jobs (occupational series, grade level, and agency component) for 

which reasonable accommodations have been requested; 

(3) The types of reasonable accommodations that have been requested for 

each of those jobs; 

(4) The number and types of reasonable accommodations for each job, by 

agency component, that have been approved, and the number and types 

that have been denied; 

(5) The number and types of requests for reasonable accommodations that 

relate to the benefits or privileges of employment, and whether those 

requests have been granted or denied; 

(6) The reasons for denial of requests for reasonable accommodation; 

(7) The amount of time taken to process each request for reasonable 

accommodation; and 
 

 

(8) The sources of technical assistance that have been consulted in trying to 

identify possible reasonable accommodations. 

B. The DPM will provide copies of all FTC Forms involving reasonable 

accommodation (i.e., FTC Forms 641 and 642) to the CHCO and the Director of 

EEOWI on a quarterly basis. The DPM, upon request, will also provide other 

relevant materials to the Director of EEOWI through the CHCO. 

C. The DPM, through the CHCO, will provide a written assessment of the agency’s 

reasonable accommodation process to the Director of EEOWI on a quarterly 

basis, which includes the number and types of accommodations requested and 

approved, the amount of time taken to process such requests, reasons for denials, 

and other relevant tracking information. This report should also include any 

recommendations for improving the agency’s reasonable accommodation policy 

and procedures. 

D. Because it is imperative that the FTC evaluate the effectiveness of its reasonable 

accommodation program, the Director of EEOWI, in consultation and 

collaboration with the CHCO and the DPM, will periodically review the program 

and issue written reports regarding the status of the agency’s reasonable 

accommodation procedures, including recommendations for improvement. The 

EEOWI Director will disseminate all written reports to the agency Chairman, the 

CHCO, the DPM, the Assistant Director for Employee and Labor Relations, the 

Executive Director, OGC, and the Chief of Staff. The reports may not contain 

confidential information about specific requests for reasonable accommodation, 

but will include general information sufficient to provide a qualitative assessment 

of the agency’s disability program. 

E. The DPM will keep appropriate records and documentation to substantiate an 

employee’s disability in the event that there is a new manager or supervisor, and 

will take the necessary steps to apprise the new manager or supervisor of existing 

accommodations. 

F. Recordkeeping Systems 

(1) The DPM will keep records related to a particular employee who has 

requested a reasonable accommodation for the duration of his or her 

employment. These records include any documentation of the employee’s 

disability or need for reasonable accommodation, as well as information 

about the disposition of the employee’s accommodation request. 

(2) The DPM will keep any information or cumulative records used to track 

the FTC’s performance with regard to reasonable accommodation for at 

least three years. The DPM will use this tracking information to evaluate 

whether and where the FTC needs to improve its handling of reasonable 

accommodation requests. Upon request or in the fulfillment of EEOC 
 

 

 

 

requirements, the EEOWI Director will assess the FTC’s disability 

program. 

Part V – Ensuring Disability Access to Electronic or Information Technology for FTC 

Employees and Applicants for Employment 

A. Accessibility. In accordance with Section 508 of the Rehabilitation Act, as

amended, the FTC, when developing, procuring, maintaining, or using electronic

and information technology (e.g., computers, databases, software, telephones or

other telecommunications systems, photocopiers, agency web sites), is committed

to ensuring that such technology allows persons with disabilities to have access to

and use of information and data. Section 508 requires that alternative means of

access be provided to persons with disabilities. Section 508 applies to agency

technology used by employees as well as technology that may be used by

members of the public to obtain information or services from the agency.

B. Complaint Procedures. A person with a disability who alleges that the agency has

failed to comply with Section 508 in providing electronic and information

technology must initiate contact with an EEO Counselor within 45 calendar days

of the alleged discriminatory incident in order to file a timely EEO complaint.

(See 29 U.S.C. § 794d(f)).

An employee or applicant for employment with a disability who alleges that the

agency has failed to provide accessible electronic or information technology may

file a complaint under the procedures outlined in the FTC’s Administrative

Manual, Chapter 5-400 (Equal Employment Opportunity) for filing a complaint

of disability discrimination. Complaints by members of the public who are

disabled must be raised under the procedures outlined in 16 C.F.R. Part 6. (See

also, 29 U.S.C. § 794d(f)(2).

Part VI – Inquiries and Contact Information 

Any employee or applicant wanting further information concerning the Disability Policy 

or Reasonable Accommodation Procedures may contact the DPM via email at 

DPM@ftc.gov. 

This Disability Policy and Reasonable Accommodation Procedures shall be distributed to 

all employees upon issuance, and annually thereafter. They also will be posted on FTC’s 

Intranet and Internet websites, and included in the Administrative Manual. They will be 

distributed to all new employees as part of their orientation on their first day of work. 

The Disability Policy and Reasonable Accommodation Procedures will be provided in 

alternative formats when requested from the DPM, or on behalf of, any FTC employee. 

The following contact information is provided for any questions that you may have 

regarding the Disability Policy and the Reasonable Accommodation Procedures at the 

FTC: 
 

 

 

 

 

 

 

 

Elizabeth Kraszewski, Disability Program Manager 

ekraszewski@ftc.gov 

Vicki Barber, Chief Human Capital Officer 

vbarber@ftc.gov 

Kevin Williams, Director, Office of Equal Employment Opportunity and Workplace 

Inclusion 

kwilliams1@ftc.gov 

Appendix A – Reasonable Accommodation Forms 

FTC Form 641 – Request for Reasonable Accommodation

FTC Form 642 – Denial of Request for Reasonable Accommodation

Appendix B – Resources 

EEOC Enforcement Guidance – Reasonable Accommodation and Undue Hardship 

Under the Americans with Disabilities Act (October 17, 2002) 

https://www.eeoc.gov/policy/docs/accommodation.html 

EEOC Enforcement Guidance – Disability-Related Inquiries and Medical Examinations 

of Employees Under the Americans with Disabilities Act (July 27, 2000) 

https://www.eeoc.gov/policy/docs/guidance-inquiries.html