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DOD Defense Intelligence Agency FY 2022

Affirmative Action Plan

for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

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

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

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

Section I: Efforts to Reach Regulatory Goals

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

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

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

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

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

b. Cluster GS-11 to SES (PWD) Answer No

Since the DIA permanent workforce starts at GG-7, analysis of the DIA permanent workforce shows that 11.54% of GG-7 to 

GG-10 population had a reported disability.

*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 No

NA

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10

Grades GS-11 to SES

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

• The MD-715 Program Manager along with EO leadership briefed the six essential elements and demographic data findings from 

the MD-715 to Key Leaders across the Agency. • EO/OHR Recruitment Partnership Committee continues to meet periodically to 

discuss targeted recruitment efforts, encourage information sharing and explore cross-training opportunities. In partnership with EO, 

the DIA Recruitment Team continues to utilize the MD-715 in the selection of recruitment events (career fairs and information 

sessions) and targeted academic institutions.

Section II: Model Disability Program
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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

N/A

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

employment status, and responsible official.

Disability Program Task

# of FTE Staff By Employment Status Responsible Official 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Section 508 Compliance 5 0 0 Douglas Cossa

Chief Information Officer

douglas.cossa@dodiis.mil

Architectural Barriers Act Compliance 1 0 0 Michael Brobeck

Director of Facilities

Michael.Brobeck2@dodiis.mil

Processing applications from PWD and PWTD 0 0 0

Special Emphasis Program for PWD and 

PWTD

1 0 0 Colby Dillard

Disability Program 

Manager

Colby.Dillard@dodiis.mil

Processing reasonable accommodation requests 

from applicants and employees

3 0 3 Donna Welch

Outreach and Engagement 

Chief

Donna.Welch@dodiis.mil

Answering questions from the public about 

hiring authorities that take disability into 

account

0 0 0

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

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

planned for the upcoming year.

Answer Yes

The full-time staff responsible for processing reasonable accommodation requests has been sufficiently trained; training completed 

includes the EEOC’s Disability Program Managers Course and routine webinars offered by EO practitioners. In addition, the staff 

attends a weekly collaboration meeting with RA counterparts across the federal government increasing information sharing, best 

practices, and opportunities to attend training. Collateral duty staff members have completed EEOC Counselors course, mediation, 

and all attend disability focused webinars.

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.
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Answer Yes

NA

Section III: Program Deficiencies In The Disability Program

Brief Description of Program 

Deficiency

C.2.b.5. Does the agency process all initial accommodation requests, excluding ongoing interpretative services, 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.

Objective

To establish procedures for processing requests for personal assistance services, post procedures on 

a public website, and ensure that all accommodation requests are processed within established time 

frames.

Target Date Sep 30, 2022

Completion Date Dec 2, 2022

Planned Activities

Target Date Completion Date Planned Activity

Sep 30, 2022 December 2, 2022 The Reasonable Accommodations team will identify current challenges 

and develop action plans to processing RA requests within the defined 

time frame.

Accomplishments

Fiscal Year Accomplishment

2018 EO developed new disability RA procedures in accordance with 29 C.F.R. § 

1614.203(d)(3)(i). RA procedures were sent to EEOC for comments, and EO 

incorporated new requirements into the procedures per EEOC’s feedback. EO 

then submitted the RA instruction staffing package for DIA approval.

2020 •In coordination with the EO reasonable accommodation (RA) team, the Section 

508 Team under CIO1A developed a RA hardware catalog and suite of tools for 

procurement and incorporation into DIA's asset management strategy.This 

baseline allowed for bulk procurement of IT hardware items to allow expedient 

fulfillment of tangible items to customers, reducing risk for non-compliance to 

service delivery. •EO developed a surplus of regularly requested accommodation 

items to increase fulfillment of tangible items on 17March 2020.

2019 FY19 Accomplishments: • EO onboarded a new staff member to the Disability 

Programs section. The onboarding of the new employee has aided in DIA being 

better equipped to address incoming request for reasonable accommodations. • 

Establishment of DIA’s Information Technology (IT) Accessibility Office (508 

office), has aided in the fulfillment of requests, as it relates to IT equipment, 

software, and IT accessibility challenges. • Establishment of Senior Level 

disability working group, allows Seniors for Mission Services directorate, the 

Chief Information Officer, and EO to discuss trends as it relates to disability. 

FY19 Modifications: • The target completion date for C.2.b has been modified to 

30 September 2020. • EO determined that item C.2.b.5 is being met so a 

completion date has been added. However, a new planned activity has been 

added to this plan to fully accomplish C.2.b.5. • The target completion date for C.

2.c has been modified to 29 May 2020. • The target completion date for C.2.c.1 

has been modified to 29 May 2020.

2022 The RA team developed action plans to achieve processing all RA requests 

within the allotted time frame.
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Brief Description of Program 

Deficiency

C.2.c.1. Does the agency post its procedures for processing requests for Personal Assistance Services on its public 

website? [see 29 CFR §1614.203(d)(5)(v)] If “yes”, please provide the internet address in the comments column.

Objective

To establish procedures for processing requests for personal assistance services, post procedures on 

a public website, and ensure that all accommodation requests are processed within established time 

frames.

Target Date May 29, 2020

Completion Date

Planned Activities

Target Date Completion Date Planned Activity

May 29, 2020 EO will post the finalized Personnel Assistance Services Procedures for 

processing requests on the DIA public website.

Accomplishments

Fiscal Year Accomplishment

2018 EO developed new disability RA procedures in accordance with 29 C.F.R. § 

1614.203(d)(3)(i). RA procedures were sent to EEOC for comments, and EO 

incorporated new requirements into the procedures per EEOC’s feedback. EO 

then submitted the RA instruction staffing package for DIA approval.

2020 •The target completion date for planned activity #4 has been modified to 31 

October 2022. DIA informs the public to contact the EO Office at www.dia.mil/

careers-and-internships/working-at-DIA/#reasonable-accommodations-in-theworkplace.

2019 FY19 Accomplishments: • EO onboarded a new staff member to the Disability 

Programs section. The onboarding of the new employee has aided in DIA being 

better equipped to address incoming request for reasonable accommodations. • 

Establishment of DIA’s Information Technology (IT) Accessibility Office (508 

office), has aided in the fulfillment of requests, as it relates to IT equipment, 

software, and IT accessibility challenges. • Establishment of Senior Level 

disability working group, allows Seniors for Mission Services directorate, the 

Chief Information Officer, and EO to discuss trends as it relates to disability. 

FY19 Modifications: • The target completion date for C.2.b has been modified to 

30 September 2020. • EO determined that item C.2.b.5 is being met so a 

completion date has been added. However, a new planned activity has been 

added to this plan to fully accomplish C.2.b.5. • The target completion date for C.

2.c has been modified to 29 May 2020. • The target completion date for C.2.c.1 

has been modified to 29 May 2020.

Section IV: Plan to Recruit and Hire Individuals with Disabilities

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

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

PWD and PWTD

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES

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

targeted disabilities.

• The DIA Strategic Programs Recruitment Team Executes and supports strategic recruitment efforts at the Agency level through 

virtual and in-person events. • In FY22, the Internship Programs Branch had two Workforce Recruitment Plan (WRP) interns in our 

pipeline, and we onboarded one for a summer internship. We also advanced the program by initiating the Military Interdepartmental 

Purchase Request (MIPR) funding process between our WRP DoD partner and DIA. • In FY22, there were 25 Wounded Warrior 

(WW) applicants, and 19 accepted final job offers for internships at DIA. Nineteen WWs onboarded at DIA and we permanently 

placed one WW. The program officials attended approximately 5 WW recruitment events during FY22. • In FY22, job offers were 

extended to 6 WWs, and by end of the fiscal year, one onboarded as a permanent employee. • With the WRP MIPR process now in 

place and an increased influx of WWs, the program is positioned better to serve our WRP and WW intern population once they 
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onboard at the agency. • DIA has begun to employ the unique capabilities of people with varying neurodiverse skills. The agency’s 

recruitment plan will incorporate events with neurodiverse candidates. DIA’s Chief Information Office (CIO) has partnered with 

Melwood to develop neurodiversity education and awareness workshops for the workforce.

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

NA. DIA does not have a hiring authority equivalent to Schedule A with the goal recruiting and hiring PWD and PWTD for 

positions in the permanent 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.

NA

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 N/A

NA. DIA already utilizes WWP and other Veteran and disability related hiring pools.

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.

The DIA WWP strategic outreach efforts in the National Capitol Region (NCR) includes recruiting events that were held in the 

NCR, via virtual and/or in-person platforms.

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

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

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

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

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

NA

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

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

% of Total 

Applicants
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% of Qualified 

Applicants

% of New Hires

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

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

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

a. New Hires for MCO (PWD) Answer Yes

b. New Hires for MCO (PWTD) Answer Yes

• Persons with Disabilities were 5.79% of new hire selections for the 0132 Occupational Series compared to qualified external 

applicant rate of 11.28% (5.49 percentage point gap). Persons with Targeted Disabilities were 1.79% of new hire selections for the 

0132 Occupational Series compared to qualified external applicant rate of 4.10% (2.31 percentage point gap). • Persons with 

Disabilities were 2.44% of new hire selections for the 0301 Occupational Series compared to qualified external applicant rate of 

12.20% (9.76 percentage point gap). • Persons with Targeted Disabilities were 0.00% of new hire selections for the 2210 

Occupational Series compared to the qualified external applicant rate of 3.51% (3.51 percentage point gap).

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

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

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

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

a. Qualified Applicants for MCO (PWD) Answer Yes

b. Qualified Applicants for MCO (PWTD) Answer Yes

Qualified internal applicants within the mission-critical occupations exists within internal competitive promotions. • Persons with 

Disabilities were 9.41% of qualified internal applicants for the 0132 Occupational Series compared to the relevant applicant pool of 

13.91% (4.5 percentage point gap). Persons with Targeted Disabilities were 1.86% of qualified internal applicants for the 0132 

Occupational Series compared to the relevant applicant pool of 3.22% (1.36 percentage point gap). • Persons with Disabilities were 

14.83% of qualified internal applicants for the 0301 Occupational Series compared to the relevant applicant pool of 16.13% (1.3 

percentage point gap).

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

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

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

a. Promotions for MCO (PWD) Answer No

b. Promotions for MCO (PWTD) Answer No

NA

Section V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities

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

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

DIA is committed to ensuring that PWD, including PWTD, have sufficient opportunities for advancement. DIA's talent 

management system encompasses the Agency's plan to ensure advancement opportunities for all employees. It represents a holistic 

approach to develop and retain a world-class cadre of intelligence officers and leaders to meet the Agency's vital mission. The focus 

is on developing each officer's skills to meet the demands of a worldwide Defense Intelligence Enterprise. The system comprises 

three components: career development (including CBTO), promotions, and assignments. Each component plays an equal part in 

developing all DIA Officers. The career development pillar encourages employees to focus on strengthening their experience, 

training, and qualifications to help identify interests and define career paths. When employees are ready for more responsibility and 

consistently demonstrate their ability to work at the higher level of responsibility, they can be evaluated on their qualifications 

against standard criteria in the promotion process. Finally, employees may seek advancement and broaden their career through 

meaningful job assignments cross the Agency's worldwide enterprise via rotations and positions in the career marketplace.

B. CAREER DEVELOPMENT OPPORTUNITES

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

The career broadening training opportunities (CBTO) program enables DIA employees to participate in advanced learning and 

development programs available externally through seats allocated to DIA or publicly accessible. Twenty-two programs include 

training for short-term and long-term study at various governmental and non-governmental institutions. Employees are selected to 

attend based on their ability to demonstrate excellence across the following leadership competencies: Enterprise Perspective, 

Information Sharing, Integration and Organizational Awareness. These opportunities enhance workforce knowledge, abilities, and 

skills to support the DIA mission and become more well-rounded DoD and Inter-Agency leaders. DIA civilians' grades GG7 

through GG15 are eligible to apply for Career Broadening and Training Opportunities upon completion of two years of continued 

service with DIA and fulfillment of their probationary status. Programs include DoD's Service Schools and War Colleges, Office of 

Personnel Management (OPM) leadership programs and full-time university study.

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 7.75% 7.75% 13.3% 13.3% 1.90% 1.90%

Training Programs 1.92% 1.20% 18.6% 26.3% 4.80% 4.80%

Other Career Development 

Programs

NA NA NA NA NA NA

Internship Programs 17% 32.2% 6.40% 13.8% 3.15% 3.18%

Detail Programs Not Av Not Av Not Av Not Av Not Av Not Av

Mentoring Programs 2.90% 0% 0% 0% 0% 0%

Fellowship Programs 0.80% 0.25% 8.75% 11.5% 2.40% 2.40%

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 Yes

b. Selections (PWD) Answer Yes
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• At GG-15, Persons with Disabilities were 0.00% of CBTO selections compared to the applicant rate of 66.67% (66.67 percentage 

point gap). • At GG-14, Persons with Disabilities were 5.00% of CBTO applicants compared to the eligibility rate of 15.82% (10.82 

percentage point gap). • At GG-13, Persons with Disabilities were 0.00% of CBTO selections compared to the applicant rate of 

9.68% (9.68 percentage point gap). Persons with Disabilities were 9.68% of CBTO applicants compared to the eligibility rate of 

14.81% (5.13 percentage point gap). • At GG11/12, Persons with Disabilities were 0.00% of CBTO selections compared to the 

applicant rate of 11.54% (11.54 percentage point gap). Persons with Disabilities were 11.54% of CBTO applicants compared to the 

eligibility rate of 13.19% (1.65 percentage point gap).

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 Yes

b. Selections (PWTD) Answer Yes

• At GG-15, Persons with Target Disabilities were 0.00% of CBTO applicants compared to the eligibility rate of 3.22% (3.22 

percentage point gap). • At GG-14, Persons with Targeted Disabilities were 0.00% of CBTO applicants compared to the eligibility 

rate of 2.97% (2.97 percentage point gap). • At GG-13, Persons with Targeted Disabilities were 0.00% of CBTO selections 

compared to the applicant rate of 3.23% (3.23 percentage point gap). • At GG11/12, Persons with Target Disabilities were 0.00% or 

selections compare to the applicant rate of 1.92% (1.92 percentage point gap).

C. AWARDS

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

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

a. Awards, Bonuses, & Incentives (PWD) Answer Yes

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

• Time-off Awards: 1-10 hours, Persons with Disabilities received award at a lower rate (59.47%) than Persons without a Disability 

(60.78%), a 1.31 percentage point gap. Persons with Targeted Disabilities received award at a lower rate (55.21%) than Persons 

without Disabilities (60.78%), a 5.57 percentage point gap. • Time-off Awards: 11-20 hours, Persons with Disabilities received 

award at a lower rate (24.12%) than Persons without Disabilities (25.15%), a 1.03 percentage point gap. • Cash Awards: $500 and 

Under, Persons with Disabilities received award at a lower rate (3.22%) than Persons without a Disability (4.28%), a 1.06 

percentage point gap. Persons with Targeted Disabilities received award at a lower rate (2.39%) than Persons without Disabilities 

(4.28%), a 1.89 percentage point gap. • Cash Awards: $1000-$1999, Persons with Targeted Disabilities received award at a lower 

rate (41.49%) than Persons without Disabilities (43.92%), a 2.43 percentage point gap.

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

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

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

a. Pay Increases (PWD) Answer Yes

b. Pay Increases (PWTD) Answer Yes

• Persons with Disabilities received a QSI at a lower rate (9.17%) than Persons without Disabilities (85.15%), a 75.98 percentage 
DOD Defense Intelligence Agency FY 2022

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point gap. • Persons with Targeted Disabilities received a QSI at a lower rate (1.31%) than Persons without Disabilities (85.15%), a 

83.84 percentage point gap. • Persons with Disabilities received a Performance-based Pay Increase at a lower rate (9.48%) than 

Persons without Disabilities (87.93%), a 78.45 percentage point gap. • Persons with Targeted Disabilities received a Performancebased Pay Increase at a lower rate (1.72%) than Persons without Disabilities (87.93%), a 86.21 percentage point gap.

Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

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 No

b. Other Types of Recognition (PWTD) Answer No

NA

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 Yes

ii. Internal Selections (PWD) Answer No

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

• At SES, Persons with Disabilities were 3.77% of qualified internal applicants for promotion compared to the relevant applicant 

pool of 13.09% (9.32 percentage point gap). • At GG-15, Persons with Disabilities were 2.46% of qualified internal applicants for 

promotion compared to the relevant applicant pool of 15.82% (13.36 percentage point gap). • At GG-14, Persons with Disabilities 

were 4.05% of promotion selections compared to the qualified internal applicant rate of 5.06% (1.01 percentage point gap). Persons 

with Disabilities were 5.06% of qualified internal applicants compared to the relevant applicant pool of 14.81% (9.75 percentage 

point gap). • At GG-13, Persons with Disabilities were 2.21% of promotion selections compared to the qualified internal applicant 

rate of 4.45% (2.24 percentage point gap). Persons with Disabilities were 4.45% of qualified internal applicants compared to the 
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relevant applicant pool of 14.28% (9.83 percentage point gap).

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

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

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

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

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

a. SES

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer Yes

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

• At SES, Persons with Targeted Disabilities were 0.00% of promotion selections compared to the qualified internal applicant rate 

of 3.77% (3.77 percentage point gap). • At GG-14, Persons with Targeted Disabilities were 2.03% of promotion selections 

compared to the qualified internal applicant rate of 4.72% (2.69 percentage point gap).

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 No

b. New Hires to GS-15 (PWD) Answer No

c. New Hires to GS-14 (PWD) Answer No

d. New Hires to GS-13 (PWD) Answer No

N/A

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 No
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b. New Hires to GS-15 (PWTD) Answer No

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

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

• At GG-14, Persons with Targeted Disabilities were 4.76% of new hire selections compared to the qualified external applicant rate 

of 11.54% (6.78 percentage gaps). • At GG-13, Persons with Targeted Disabilities were 4.05% of new hire selections compared to 

the qualified external applicant rate of 5.70% (1.65 percentage gaps).

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

supervisory

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

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

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

a. Executives

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

b. Managers

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No

• At the Executive level, Persons with Disabilities were 2.20% of promotion selections compared to the qualified internal applicant 

rate of 3.86% (1.66 percentage point gap). Persons with Disabilities were 3.86% of qualified internal applicants for promotion 

compared to the relevant applicant pool of 14.94% (11.08 percentage point gap). • At the Manager level, Persons with Disabilities 

were 7.04% of promotion selections compared to the qualified internal applicant rate of 8.50% (1.46 percentage point gap). Persons 

with Disabilities were 8.50% of qualified internal applicants for promotion compared to the relevant applicant pool of 14.64% (6.14 

percentage point gap). • At the Supervisor level, Persons with Disabilities were 0.00% of qualified internal applicants for promotion 

compared to the relevant applicant pool of 11.95% (11.95 percentage point gap).

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

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

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

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

a. Executives

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

b. Managers

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No
DOD Defense Intelligence Agency FY 2022

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c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer No

At the Supervisor level, Persons with Targeted Disabilities were 0.00% of qualified internal applicants for promotion compared to 

the relevant applicant pool of 2.05% (2.05 percentage point gap).

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 No

b. New Hires for Managers (PWD) Answer No

c. New Hires for Supervisors (PWD) Answer No

NA

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 No

b. New Hires for Managers (PWTD) Answer No

c. New Hires for Supervisors (PWTD) Answer No

NA

Section VI: Plan to Improve Retention of Persons with Disabilities

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

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

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

accommodation program and workplace assistance services.

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS

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

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

not convert all eligible Schedule A employees.

Answer N/A

NA. DIA does not have a hiring authority equivalent to Schedule A with the goal recruiting and hiring PWD and PWTD for 

positions in the permanent workforce.

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
DOD Defense Intelligence Agency FY 2022

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b.Involuntary Separations (PWD) Answer No

NA

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

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

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

a.Voluntary Separations (PWTD) Answer No

b.Involuntary Separations (PWTD) Answer No

NA

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

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.

NA

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

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

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

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

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

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

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

The link to information on Section 508 of the Rehabilitation Act, and how to file a complaint can be found at the bottom of the DIA 

public website at: https://www.dia.mil. Direct website address: https://dodcio.defense.gov/DoDSection508/Std_Stmt.aspx

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.

Information on the Architectural Barriers Act of 1968, and how to file a complaint can be found through the DIA public website at: 

https://www.dia.mil/About/Equal-Opportunity-Diversity/. Direct website address: www.access-board.gov/guidelines-and-standards/

buildings-and-sites/about-the-aba-standards, https://www.access-board.gov/enforcement/

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 FY23, the EO will launch an Accessibility Building Check Program with the Office of Facilities, to complete Americans with 

Disabilities Act (ADA) compliance checks across the DIA enterprise. • In FY23, the CIO will launch its Accessibility Advocacy 

Program, which will teach Agency employee’s how to build accessibility into products produced in the Agency. • Issued updated 

Reasonable Accommodation guidance. EO will launch updated training to educate the workforce and supervisors of the new guide 

and reasonable accommodation process. • Launched new RA request portal, which will allow employees the opportunity to see real 
DOD Defense Intelligence Agency FY 2022

Page 14

time updates of submitted RA requests. • In coordination with the CIO, the EO Office is working to implement a Neurodiverse 

Hiring Program, to on board, reattain and promote employees who are neurodivergent. • Continue to lead the Reasonable 

Accommodation Steering Committee (RASC) to improve RA fulfillment across the Agency.

C. REASONABLE ACCOMMODATION PROGRAM

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

and employees, reasonable accommodation procedures.

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

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

Average timeframe for processing reasonable accommodations from completed request (Appendix A and medical documentation 

when necessary) to decision letters is five days. The exception is software requests and reassignments, which can take additional 

time due to software testing for IC security compliance or additional position vetting from OHR.

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 Reasonable Accommodations team has processed 88.9% of requests within the timeframe set in DIA policy. On average the 

decision letters are provided to customers within five days of the completed request which is well under the 30 business days in 

DIA policy. In FY22, the RA team provided both in office and at-home accommodations to employees with or needing reasonable 

accommodations implemented as the Agency continued to navigate the COVID-19 pandemic. As guidance in reference to 

COVID-19, in particularly for high-risk personnel, the Reasonable Accommodation team provided ad hoc training at the Agency, 

Directorate, and Office level. The ad hoc trainings allowed reasonable accommodation questions to be addressed in conjunction 

with Agency COVID-19 guidance; thus, boosting the visibility of the program, and increasing request. In FY22, 13 Reasonable 

Accommodation trainings were instructed.

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.

EO has developed a statement of work for our Personal Assistance Services (PAS) program. Once a contract is secured, the Agency 

will coordinate its PAS policy. If a customer requests PAS, the request is facilitated by the RA team in coordination with an existing 

contract with the medical clinic for coordination.

Section VII: EEO Complaint and Findings Data

A. EEO COMPLAINT DATA INVOLVING HARASSMENT

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

to the governmentwide average?

Answer Yes

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?
DOD Defense Intelligence Agency FY 2022

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Answer Yes

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.

NA

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 Yes

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.

NA

Section VIII: Identification and Removal of Barriers

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

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

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

PWD and/or PWTD?

Answer No

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

Answer N/A

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
DOD Defense Intelligence Agency FY 2022

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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B4

Persons with Disabilities continue to experience underrepresentation at the GG-7 to GG10 

population of DIA’s permanent workforce. Persons with Disabilities experience lower external 

selections for the 0132 and 0301 Occupational Series positions than the qualified external applicant 

rate. Persons with Targeted Disabilities experience lower external selections for the 0132 

Occupational Series positions, and no selections for the 2210 Occupational Series positions than the 

qualified external applicant rate. Persons with Targeted Disabilities experience lower selections for 

new hire at the GG-13 and GG-14 grade level in comparison to the qualified external applicant rate.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Unidentified Barrier Where under-representation or under participation exists, DIA will 

utilize the year-round barrier analysis working group to conduct 

barrier analysis, review the results, identify any root causes, and 

coordinate the implementation of action plans to eradicate barriers.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2018 09/30/2020 Yes 05/30/2023 Upon completion of barrier analysis, DIA will be able 

to state an alternative or revised Agency policy, 

procedure, or practice to be implemented to eliminate 

the identified barrier.

Responsible Official(s)

Title Name Standards Address The Plan?

Chief Diversity, Equality, and Inclusion 

Officer

Dr. Sharon Harrington Yes

NA Barrier Analysis Working Group Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2024 Update policy to include mandatory Unconscious Bias 

and EO training for all hiring managers and panel 

members.

Yes
DOD Defense Intelligence Agency FY 2022

Page 17

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2019 The Barrier Analysis working group will conduct barrier 

analysis into identified triggers and coordinate with 

stakeholders to develop action plan(s) to address the root 

cause(s).

Yes 05/30/2025

Report of Accomplishments

Fiscal Year Accomplishment

2020 •Based on the FY20 data, the FY19 (10.26) MD-715 trigger of PWD New Hires not meeting the EEOC goal of 

12% no longer exists.

•Based on the FY20 data, FY19 MD-715 trigger of PWD involuntarily separated at 2.10% compared to PWOD 

(1.97%) with a 0.13 percentage point gap no longer exists.

2018 Implemented a Barrier Analysis and Data management workgroup to determine necessary data requirements 

and develop policies across the employee lifecycle that affect PWD and PWTD. EO, OHR, and ADI 

collaborated to ensure responsible employees receive adequate training to fully execute barrier analysis.

2018 EO and OHR resurveyed the workforce to ensure accurate disability data.

2018 Worked with OHR to assess current tracking mechanisms regarding PWD / PWTD and explore ways to 

accurately track applicable data across the employee lifecycle. EO was able to report FY18 applicant flow data 

for PWD/PWTD for the first time on the MD-715 report.

2018 DO, recognizing the importance of this initiative for members of the workforce, helped to fund the DIA Deaf 

and Hard of Hearing captioning initiative. The EO Office and the Office of Facilities (FAC) are presently 

working to bring captioning and unclassified video services to DIA Officers who are deaf or hard of hearing. 

The initiative will help provide our deaf or hard of hearing community, equal access to communication tools.

2019 FY19 Accomplishments:

•	Included performance objectives for the responsible official to ensure accountability for disability program 

management to include identifying Disability Outreach opportunities; participate in mission-specific 

recruitment activities or hiring events geared towards individuals with disabilities.

•	Develop/Coordinate/Provide agency-wide disability education program(s); meet periodically with SEP 

observance lead to chart event progress throughout the event-planning phase; keep leadership abreast of 

observance plans and planning challenges. Assist RAC in processing requests in accordance with Agency 

policy; compile quarterly RA spend report; ensure that expenditures are necessary/accurate; track of property 

assignment through the use of inventory markers; ensure RA related equipment/resources are still in use and 

guarded against misuse and/or fraud. Complete all projects/assignments by suspense date; advise supervisor of 

potential problems/concerns and present innovative solutions. In January 2019, the Automated Captioning in 

DIA’s Tighe Auditorium and Leadership Hall was launched.

•	In FY19, EO launched the SF-256 Campaign to educate the workforce on how to self-identify a disability or 

non-disability in myHR for agency tracking purposes.

2022 Persons with Targeted Disabilities did not experience voluntary or involuntary separation at a higher rate than 

Persons without Disabilities.
DOD Defense Intelligence Agency FY 2022

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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B9

Persons with Disabilities received time off award of 1-10 hours, and 11-20 hours at a lower rate 

than Persons without Disabilities. Persons with Targeted Disabilities received time off award of 

1-10 hours at a lower rate than Persons without Disabilities. Persons with Disabilities received cash 

award of $500 and under, and $1000-$1999 at a lower rate than Persons without Disabilities. 

Persons with Targeted Disabilities received cash award of $500 and under at a lower rate than 

Persons without Disabilities. Persons with Disabilities and Persons with Targeted Disabilities 

received QSI and performance-based pay increase at a lower rate than Persons without Disabilities.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Unidentified Barrier Where under-representation or under participation exists, DIA will 

utilize the year-round barrier analysis working group to conduct 

barrier analysis, review the results, identify any root causes, and 

coordinate the implementation of action plans to eradicate barriers.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

01/17/2019 09/30/2020 Yes 09/26/2026 Upon completion of barrier analysis, DIA will be able 

to state an alternative or revised Agency policy, 

procedure, or practice to be implemented to eliminate 

the identified barrier.

Responsible Official(s)

Title Name Standards Address The Plan?

Chief Diversity, Equality, and Inclusion 

Officer

Dr. Sharon Harrington Yes

NA Barrier Analysis Working Group Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

01/30/2023 The Barrier Analysis Working Group will conduct barrier 

analysis into the entire awards process.

Yes 09/29/2026
DOD Defense Intelligence Agency FY 2022

Page 19

Report of Accomplishments

Fiscal Year Accomplishment

2020 •Based on FY20 data, the FY19 MD-715 trigger of PWD and PWTD underrepresentation within internal 

promotions in the 2210 mission critical series no longer exists. 

Note * Completion dates of October 1, 2019 were reported in the FY19 report.

2018 None

2019 FY19 Accomplishments:

•	All DIA Supervisors and CDOs are required to take Annual DIA EO Training which includes a module 

tailored to supervisors’ role in reasonable accommodations.

•	EO has reviewed and confirmed that the DIA Promotion Program’s documents, technology systems, and 

training materials are 508 compliant.

•	EO met with OHR to discuss the feasibility of implementing blind promotion panels at DIA and determined 

that due to technology limitations for proper redactions and security concerns a truly blind promotion panel is 

not feasible.

•	EO collaborated with OHR to ensure that EO training is required for all Promotion Panel Members prior to the 

panel execution.

•	OHR conducted an evaluation of the Promotion Program’s feedback mechanism and has implemented 

procedural improvements for the FY20 Promotion Cycle. Additionally, the DIA Promotion Program requires 

that both Rating Officials and Employees validate and document the date in the Promotion Assessment Form 

(PAF) that a feedback conversation took place between the Rating Official and the employee.
DOD Defense Intelligence Agency FY 2022

Page 20

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B6

Persons with Disabilities and Targeted Disabilities experience lower representation in qualified 

applicants for promotion in the 0132 Occupational Series compared to the relevant applicant pool. 

Persons with Targeted Disabilities experience lower representation in qualified applicants for 

promotion in the 0301 Occupational Series compared to the relevant applicant pool. Persons with 

Disabilities experience lower or no applicant and/or selection representation at GG-13 to SES, and 

supervisory, management and executive level positions. Persons with Targeted Disabilities 

experience lower or no applicant and/or selection representation at GG-14 and SES, and supervisory 

positions.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Unidentified Barrier Where under-representation or under participation exists, DIA will 

utilize the year-round barrier analysis working group to conduct 

barrier analysis, review the results, identify any root causes, and 

coordinate the implementation of action plans to eradicate barriers.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2019 09/30/2020 No 09/29/2025 Upon completion of barrier analysis, DIA will be able 

to state an alternative or revised Agency policy, 

procedure, or practice to be implemented to eliminate 

the identified barrier.

Responsible Official(s)

Title Name Standards Address The Plan?

Chief Diversity, Equality, and Inclusion 

Officer

Dr. Sharon Harrington Yes

NA Barrier Analysis Working Group Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Analyze data to determine if reasonable accommodations 

for PWD/ PWTD are a factor affecting promotion 

qualification.

Yes 09/29/2023
DOD Defense Intelligence Agency FY 2022

Page 21

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Analyze data to determine if mobility requirements for 

CBTO is resulting in a lower-than-expected CBTO 

participation rate for PWD / PWTD and if this is a factor 

affecting promotion qualification.

Yes 09/29/2025

Report of Accomplishments

Fiscal Year Accomplishment

2020 •CBTO created a NIPR channel on MS Teams to help advertise for CBTO.

•COVID-19 delayed the use of the overview tab function for the directorate level panel, which was created in 

February/March 2020. OHR plans to use overview tab function in May 2021 for the Academic programs' 

applications. This oversight build is for the directorate level panel to complete the scoring process on the 

CBTO portal will efficiently track the directorate level panel and consolidate where the panel process takes 

place. Allows directorates to use the portal and easier for panel members to score and provide feedback to 

applicant. This will create a one stop shop for the whole CBTO process (from the local, directorate, and 

Agency level review process).

•Based on the FY20 data, the FY19 MD-715 trigger of PWTD applied for a CBTO at a lower rate based on 

their representation in the applicant pool at GG-15 and SES no longer exists.

2018 The ADI has established a regular annual schedule for Career Development Program application processes with 

two applications periods each year. This regular release schedule increases visibility and planning for program 

coordinators, liaisons, employees and their supervisors.

Data shows that PWD were 9.86% of CBTO applications and 10.34% of CBTO selectees (0.48% gap). DIA 

PWD were more likely to be selected for a CBTO than expected based on their application rate.

Data shows that PWTD were 2.82% of the CBTO applicant pool and represented 5.63% of CBTO applications 

(2.81% gap). This does not represent a trigger; DIA PWTD were more likely to apply for a CBTO than 

expected based on their representation in the applicant pool.

2019 DIA removed planned activities that are ongoing and executed year-round and refocused and refined existing 

planned activities. With a new barrier analysis focus, DIA will be able to better identify, address, and track 

barriers.
DOD Defense Intelligence Agency FY 2022

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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B7

Persons with Disabilities experienced non-selection for GG-11/12, 13, and 15 CBTO. Persons with 

Disabilities represented lower rate of applicants for GG-11/12, 13, and 14 CBTO compared to the 

eligibility rate. Persons with Targeted Disabilities experienced non-selection for GG-11/12, and 13. 

Persons with Targeted Disabilities did not apply for GG-14, and 15 CBTO.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Unidentified Barrier Where under-representation or under participation exists, DIA will 

utilize the barrier analysis working group to conduct barrier 

analysis, review the results, identify any root causes, and coordinate 

the implementation of action plans to eradicate barriers.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2019 01/30/2023 Yes 09/29/2026 Upon completion of barrier analysis, DIA will be able 

to state an alternative or revised Agency policy, 

procedure, or practice to be implemented to eliminate 

the identified barrier.

Responsible Official(s)

Title Name Standards Address The Plan?

Chief Diversity, Equality, and Inclusion 

Officer

Dr. Sharon Harrington Yes

NA Barrier Analysis Working Group Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

01/30/2023 The Barrier Analysis Working Group will partner with 

the CBTO Program Officials to conduct barrier analysis 

into the entire CBTO lifecycle process.

Yes 09/29/2026
DOD Defense Intelligence Agency FY 2022

Page 23

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

01/30/2022 Coordinate with ADI and CDOs to define a process to 

provide EO with CBTO applicant demographic data from 

both the CBTO Directorate Level Panels.

Yes 02/28/2022

Report of Accomplishments

Fiscal Year Accomplishment

2018 Average hours awarded in Time Off Awards were slightly higher for PWD and PWTD compared to awardees 

with no disability. For Time Off Awards of one to nine hours, employees with no disability received an average 

of 7.05 hours, compared to 7.60 hours for PWD and 7.70 hours for PWTD. Similarly, for Time Off Awards of 

more than nine hours, employees with no disability received an average of 23.40 hours, compared to 24.20 

hours for PWD and 26.00 hours for PWTD.

2019 The only FY18 planned activity was completed. However, after further review, it was determined that the 

completed action plan had no meaningful impact on the trigger identified. The impact of integrating EO 

training and presence into Bonus Panel training for panel members and mock panels remains to be seen. The 

Barrier Analysis Working Group will investigate in impact in future fiscal years. Further barrier analysis will 

be conducted to determine if the planned activity corrected the trigger and DIA also added an additional 

planned activity.

2020 None

2022 •	CBTO included employee ID on the CBTO application. This allows for demographic data to be tracked 

throughout the process. 

•	CBTO updated their portal to ensure oversight into the local and agency level CBTO process. 

•	Applicants can view live status of their application throughout the entire process.

•	If an applicant is not selected, they do receive feedback in reference to their non-selection.

•	Persons with Disabilities did not experience a trigger at the GG-14 CBTO selections stage.

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

N/A

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

barrier(s).

N/A

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

the plan for the next fiscal year.

N/A