Annual EEO, Civil Rights 

and Diversity Report

FISCAL YEAR 2020

U.S. DEPARTMENT OF THE TREASURY 

OFFICE OF CIVIL RIGHTS & DIVERSITY
MD-715

Parts A Through E

Part A - Department or Agency Identifying Information

Agency Second Level 

Component Address City State

Zip 

Code 

(xxxxx)

Agency

Code 

(xxxx)

FIPS Code

(xxxx)

Department of 

the Treasury N/A 1500 Pennsylvania Ave, NW Washington DC 20220 TR 11001

Part B - Total Employment

Total Employment Permanent Workforce Temporary Workforce Total Workforce

Number of Employees 93,385 1,893 95,278

Part C.1 - Head of Agency and Head of Agency Designee

Agency Leadership Name Title

Head of Agency Janet Yellen Secretary, Department of the Treasury

Head of Agency Designee J. Trevor Norris Acting Assistant Secretary for Management

Part C.2 - Agency Official(s) Responsible for Oversight of EEO Program(s)

EEO Program 

Staff Name Title Occupational Series (xxxx)

Pay 

Plan 

and 

Grade 

(xx-xx)

Phone 

Number 

(xxx-xxxxxxx)

Email Address

Principal EEO 

Director/Official

Mariam 

Harvey

Director 

(OCRD) 0260 ES 202-622-0316 Mariam.Harvey@treasury.gov

Deputy Director 

EEO Snider Page

Deputy 

Director 

(OCRD)

0260 GS-15 202-622-

0341 Snider.Page@treasury.gov

Affirmative 

Employment 

Program 

Manager

Tina 

Lancaster

Manager of 

EEO 

Programs

0260 GS-15 202-622-

1079 Tina.Lancaster@treasury.gov

Complaint 

Processing 

Program 

Manager

Guizelous 

(Guy) 

Molock

Complaints 

Manager 0260 GS-15 202-622-4178 Giuzelous.Molock@treasury.gov

Manager of 

Special 

Emphasis 

Programs

Tina 

Lancaster

Manager of 

EEO 

Programs

0260 GS-15 202-622-

1079

Tina.Lancaster@treasury.gov
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Diversity & 

Inclusion

Program 

Manager

Tina 

Lancaster

Manager of 

EEO 

Programs

0260 GS-15 202-622-

1079

Tina.Lancaster@treasury.gov

Disability 

Program 

Manager 

(SEPM)

Lisa Jones EEO 

Specialist 0260 GS-14 202-622-0315 Lisa.Jones@treasury.gov

Special 

Placement 

Program 

Coordinator 

(Individuals with 

Disabilities)

Lisa Jones EEO 

Specialist 0260 GS-14 202-622-0315 Lisa.Jones@treasury.gov

Reasonable 

Accommodation 

Program 

Manager

Lisa Jones

EEO 

Specialist 0260 GS-14 202-622-0315 Lisa.Jones@treasury.gov

AntiHarassment 

Program 

Manager

Clarissa 

Lara

EEO 

Specialist 0260 GS-14 512-499-5115 Clarissa.Lara@treasury.gov

ADR Program 

Manager

Clarissa 

Lara

EEO 

Specialist 0260 GS-14 512-499-5115 Clarissa.Lara@treasury.gov

Compliance 

Manager

Ellen 

HawthorneCopenhaver

EEO 

Specialist 0260 GS-14 202-622-0341

Ellen.HawthorneCopenhaver@treasury.gov

Principal MD715 PreparerDenise 

Bernfeld

EEO 

Specialist 0260 GS-14

202-622-

9069 Denise.Bernfeld@treasury.gov
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Part D.1 – List of Subordinate Components Covered in this Report

Please identify the subordinate components within the agency (e.g., bureaus, regions, etc.).

 If the agency does not have any subordinate components, please check the box.

Subordinate Component City State Country 

(Optional)

Agency 

Code (xxxx)

FIPS

Codes

(xxxxx)

Alcohol and Tobacco Tax and 

Trade Bureau Washington DC US TR40 11001

Bureau of Engraving and 

Printing Washington DC US TRAI 11001

Fiscal Service Parkersburg WV US TRFD 54107

Departmental Offices Washington DC US TR91 11001

Financial Crimes Enforcement 

Network Fairfax VA US TRAF 51600

Internal Revenue Service Washington DC US TR93 11001

Internal Revenue Service Chief 

Counsel Washington DC US TR93(88) 11001

United States Mint Washington DC US TRAD 11001

Office of the Comptroller of the 

Currency Washington DC US TRAJ 11001

Office of the Inspector General Washington DC US TR95 11001

Special Inspector General for 

Troubled Asset Relief Program Washington DC US TRRP 11001

Treasury Inspector General for 

Tax Administration Washington DC US TRTG 11001
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Part D.2 – Mandatory and Optional Documents for this Report

In the table below, the agency must submit these documents with its MD-715 report.

Did the agency submit the following mandatory documents? Please respond Yes 

or No Comments

Organizational Chart Yes

EEO Policy Statement Yes

Strategic Plan Yes FY 2018-2022

Anti-Harassment Policy and Procedures Yes

Reasonable Accommodation Procedures Yes

Personal Assistance Services Procedures Yes

Alternative Dispute Resolution Procedures Yes

In the table below, the agency may decide whether to submit these documents with its MD-715 report.

Did the agency submit the following optional documents? Please respond Yes 

or No Comments

Federal Equal Opportunity Recruitment Program (FEORP) Report Yes

Disabled Veterans Affirmative Action Program (DVAAP) Report Yes

Operational Plan for Increasing Employment of Individuals with 

Disabilities under Executive Order 13548 No

Diversity and Inclusion Plan under Executive Order 13583 Yes FY 2017-2020

Diversity Policy Statement Yes

Human Capital Strategic Plan Yes FY 2018-2022

EEO Strategic Plan No

Results from most recent Federal Employee Viewpoint Survey

(FEVS) or Annual Employee Survey

Yes
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Part E – Executive Summary

All agencies must complete Part E.1; however, only agencies with 199 or fewer employees in permanent FT/PT 

appointments are required to complete Part E.2 to E.5. Agencies with 200 or more employees in permanent FT/PT 

appointments have the option to Part E.2 to E.5.

Part E.1 - Executive Summary: Mission

Introduction/Mission

This report covers the period of October 1, 2019, through September 30, 2020 and highlights the

Department of the Treasury’s accomplishments during Fiscal Year (FY) 2020 in attaining and maintaining 

a model equal employment opportunity (EEO) Program. 

The Department of the Treasury’s Mission

Treasury’s mission is to maintain a strong economy and create economic and job opportunities by

promoting the conditions that enable economic growth and stability at home and abroad, strengthen 

national security by combatting threats and protecting the integrity of the financial system, and manage 

the U.S. Government’s finances and resources effectively. 

The nearly 100,000 dedicated Treasury employees strive to maintain integrity and uphold the public trust 

in all that we do, explore better ways of conducting business through innovation, seek diversity of

thought and expertise to inform our decisions, embrace and adapt to change, and hold ourselves 

accountable for accomplishing meaningful results for the American public. 

Organization

The Department of the Treasury (Department) is organized into the Departmental Offices, eight operating 

bureaus, and three Offices of the Inspectors General. The Departmental Offices is primarily responsible 

for the formulation of policy and overseeing the bureaus, which manage major operations.

Organizational Reporting Structure

For Equal Employment Opportunity Commission (EEOC) Management Directive (MD) 715 reporting 

purposes, Treasury’s second-level reporting bureaus are: 

• Bureau of Engraving and Printing (BEP),

• Fiscal Service (FS),

• Departmental Offices (DO),

• Internal Revenue Service (IRS),

• Internal Revenue Service Office of the Chief Counsel (IRS-CC),

• Office of the Comptroller of the Currency (OCC), and 

• U.S. Mint (Mint). 

Bureaus employing fewer than 1,000 employees are required to provide their individual MD-715 reports to 

Treasury’s Office of Civil Rights and Diversity (OCRD) for inclusion in the Treasury’s overall report. 

These bureaus are Financial Crimes Enforcement Network (FinCEN), the Office of the Inspector General 

(OIG), Special Inspector General for Troubled Asset Relief Program (SIGTARP), Treasury Inspector 

General for Tax Administration (TIGTA), and Alcohol and Tobacco Tax and Trade Bureau (TTB). 

Each Treasury bureau, regardless of size, has its own distinct reporting structure for its EEO and Human 

Resource (HR) offices and programs. Each bureau sets its own policy and procedures regarding the 
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hiring, recruitment, and retention of employees within the broad framework of the Department’s Human 

Capital Strategy. The OCRD, part of the Departmental Offices’ organizational structure, is primarily 

responsible for providing guidance and oversight to the bureaus’ EEO offices.

The Office of Civil Rights and Diversity

The Office of Civil Rights and Diversity administers the Department-wide equal employment opportunity

(EEO) and diversity (EEOD) program by providing policy, oversight, and technical guidance to Treasury 

bureaus, including the Departmental Offices, on affirmative employment, special emphasis program 

areas, diversity, and EEO complaint processing. 

In addition, OCRD oversees Treasury's external civil rights efforts to ensure non-discrimination in 

programs operated or funded by the Department of the Treasury. The OCRD’s External Civil Rights 

Program ensures individuals are not excluded from participation in, denied the benefits of, or otherwise 

subjected to prohibited discrimination under programs or activities conducted or funded by the 

Department. 

OCRD also manages all stages of the formal complaint process, including final agency actions on 

discrimination complaints filed by Treasury employees and applicants for employment.

Part E.2 - Executive Summary: Essential Element A - F

N/A

Part E.3 - Executive Summary: Workforce Analyses

Workforce Demographics

The following are Treasury’s workforce demographic trends over the period of FY 2009 to FY 20201. The 

area where participation rates have been of the most concern government-wide and at the Department 

have been the distribution of women and non-Whites in the General Schedule grades (GS) 13 through 

15, the Senior Executive Service (SES) and equivalent pay plans (OR, TR, IR and NB), and the 

participation rates for Hispanics in the bureaus and within the mission critical occupations.

Additionally, for a cabinet-level agency the size of Treasury, data typically varies only by tenths of a 

percent from one year to the next. However, when evaluating trends over time, and as a result of the 

bureaus’ efforts to improve diversity in those areas with lower than expected participation rates, Treasury 

has noted significant progress for the overall participation rate for Hispanics and people with disabilities 

(PWD) and people with targeted disabilities (PWTD).

 

Participation Rates in the Permanent Workforce

Of the 95,278 Treasury employees at the close of FY 2020, 93,385 are permanent employees2, an 

increase of 1,764 (1.93 percent net change) employees from FY 2019. 

Treasury and its bureaus continue to utilize the Relevant Civilian Labor Force (RCLF) tool, updated 

annually at the end of each fiscal year, which provides a more realistic benchmark comparator. The 

1 Enterprise Data Management System, Treasury’s system of record, maintains employment data that covers a rolling period of 

10 years. Beginning in FY 2018, data for trend analysis was available for FY 2009 through FY 2018.

2 For purposes of analysis, non-appropriated fund employees are included in the workforce totals as permanent or temporary 

employees depending on their status.
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RCLF is based off of the National Civilian Labor Force (CLF). However, rather than calculating a 

weighted average for all available occupations in the federal government, it calculates the expected labor 

force based on a weighted average of only those occupations in Treasury’s workforce.

A comparison of FY 2020 participation rates in Treasury’s permanent workforce for men and women 

shows little change since FY 2011. However, based on the RCLF availability rates, we see that women 

(61.48 percent compared to 63.61 percent RCLF) and men (38.52 percent compared to 36.39 percent 

RCLF) are participating at rates close to their RCLF availability rates. Additionally, based on the RCLF, 

Treasury has a better understanding as to why the participation rate for women at the Department is 

significantly above the CLF availability rate (48.14 percent CLF compared to 63.61 percent RCLF) and 

the participation rate for men is significantly below the CLF availability rate (51.86 percent CLF compared 

to 36.39 percent RCLF). 

In FY 2009, Treasury’s permanent workforce was 59.90 percent White and 40.10 percent non-White. In

FY 2020, the participation rate for Whites decreased to 52.14 percent of the workforce and non-Whites 

increased to 47.86 percent. Thus, Treasury has noted a positive trend in the increased participation rate 

for non-Whites in the overall workforce. In fact, Hispanics (12.37 percent compared to 8.54 percent 

RCLF), Blacks (27.51 percent compared to 10.72 percent RCLF), Asians (6.54 percent compared to 4.57

percent RCLF), and Native Hawaiian or Other Pacific Islanders (0.18 percent compared to 0.12 percent 

RCLF) are participating at rates greater than their RCLF availability rates. American Indian/Alaska 

Natives (0.80 percent compared to 0.90 percent RCLF) and Two or More Races (0.45 percent compared 

to 0.51 percent) are participating at rates very close to their availability rates. Whites (52.14 percent 

compared to 74.63 percent) are the only group participating at rates below their RCLF availability rates.

Treasury Hispanic Workforce

The Hispanic workforce within Treasury continues to be an area of focus for Treasury and its bureaus, 

specifically in the GS-13 and above grade levels. The Treasury Hispanic participation rate (12.37 

percent) exceeds the RCLF availability rate of 8.54 percent. The participation rate for Hispanics in the 

GS 1-10 grade levels (16.35 percent), GS-11 grade (13.78 percent), and GS-12 grade (9.88 percent) 

exceed the RCLF availability rate of 8.54 percent. 

Among the most populous major occupations (0592: Tax Examining, 0962: Contact Representative, 

2210: Information Technology Management, 0512: Internal Revenue Agent, and 0501: Financial

Administration and Program), the Hispanic male participation rate falls below the Occupational Civilian 

Labor Force (OCLF) availability rate in three of the occupations: 0592, 2210, and 0512. The Hispanic 

female participation rate falls below the OCLF availability rate in three of the most populous major 

occupations: 0962, 2210, and 0512. 

Throughout FY 2020, based on the joint EEOC/Office of Personnel Management (OPM) memorandum 

issued January 18, 2017, Subject: Hispanics in the Federal Workplace, Treasury’s bureaus continued to 

conduct focused barrier analysis on the participation rates for Hispanics within the major occupations and 

distribution in the GS grades 12 through SES levels to identify and eradicate any barriers to EEO, 

consistent with the merit system principles and applicable laws. 

Distribution in the Grades

The distribution of women and minorities in Treasury’s workforce has been an area of focus for the 

Department. OCRD has closely monitored the distribution of women and non-Whites in the feeder pools 

(GS 13 – GS 15) that lead to SES and SES positions. From FY 2009 to FY 2015, Treasury noted an 

increased participation rate for women in the GS-13 and GS-15 grades as well as in SES positions. 

However, from FY 2015 to FY 2020, Treasury has noted a decrease in the participation rate for women at

the GS-14 through GS-15 and SES level positions.
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At the GS-13 grade level, the participation rate for women increased by 0.83 percent from 49.49 percent 

in FY 2009 to 50.32 percent in FY 2015. Similarly, Treasury saw a 0.45 percent increased participation 

rate for women at GS-13 grade level from FY 2015 (50.32 percent) to FY 2020 (50.77 percent). At the 

GS-14 grade level, the participation rate for women decreased by 0.78 percent from 47.44 percent in FY 

2009 to 46.66 percent in FY 2015; the rate decreased 0.23 percent in FY 2020 to 46.43 percent. At the 

GS-15 grade level, the participation rate for women increased by 2.22 percent from 44.65 percent in FY 

2009 to 46.87 percent in FY 2015; but decreased by 0.47 percent from FY 2015 to FY 2020 (46.40

percent). Furthermore, at the SES level, the participation rate for women increased by 4.72 percent from 

35.71 percent in FY 2009 to 40.43 percent in FY 2015; but decreased by 1.44 percent to 38.99 percent in

FY 2020.

At the GS-13 grade level, the participation rate for Hispanics increased by 0.93 percent from 6.07 percent 

in FY 2009 to 7.00 percent in FY 2015, and by FY 2020, it increased by an additional 1.31 percent to 8.31

percent. At the GS-14 grade level, the participation rate for Hispanics increased by 1.13 percent from

4.54 percent in FY 2009 to 5.67 percent in FY 2015, and by FY 2020, it increased an additional 0.79

percent to 6.46 percent. At the GS-15 grade level, the participation rate for Hispanics increased by 0.45

percent from 3.84 percent in FY 2009 to 4.29 percent in FY 2015, and by FY 2020, it increased an 

additional 0.68 to 4.97 percent. Similarly, at the SES level, the participation rate for Hispanics increased 

by 1.12 percent from 3.57 percent in FY 2009 to 4.69 percent in FY 2015. However, the participation rate 

decreased by 0.32 percent to 4.37 percent in FY 2020 for Hispanics at the SES level.

At the GS-13 grade level, the participation rate for Blacks increased by 1.98 percent from 18.41 percent in 

FY 2009 to 20.39 percent in FY 2015, and, the rate increased an additional 1.35 percent to 21.74 percent

in FY 2020. At the GS-14 grade level, the participation rate for Blacks increased by 0.97 percent from 

17.65 percent in FY 2009 to 18.62 percent in FY 2015 and, by FY 2020, it increased an additional 2.31

percent to 20.93 percent. At the GS-15 grade level, the participation rate for Blacks increased by 1.11 

percent, from 15.34 percent in FY 2009 to 16.45 percent in FY 2015; and increased an additional 0.41

percent to 16.86 percent in FY 2020. At the SES level, the participation rate for Blacks increased by 2.11

percent from 10.71 percent in FY 2009 to 12.82 percent in FY 2015; and increased an additional 0.79

percent in FY 2020 (13.61 percent).

At the GS-13 grade level, the participation rate for Asians increased by 1.97 percent from 7.09 percent in 

FY 2009 to 9.06 percent in FY 2015, and by FY 2020, it increased an additional 1.12 percent to 10.18

percent. At the GS-14 grade level, the participation rate for Asians increased by 3.38 percent from 5.81 

percent in FY 2009 to 9.19 percent in FY 2015, by FY 2020, it increased an additional 2.25 percent to 

11.44 percent. At the GS-15 grade level, the participation rate for Asians increased by 2.64 percent from

3.95 percent in FY 2009 to 6.59 percent in FY 2015, and by FY 2020, it increased an additional 1.76

percent to 8.35 percent. At the SES level, the participation rate for Asians increased slightly by 0.04

percent from 3.75 percent in FY 2009 to 3.79 percent in FY 2015, and by FY 2020, it increased an 

additional 0.42 percent to 4.21 percent.

Treasury has a trend of increased participation for all the minority groups in the feeder pools and SES 

positions, and, as a result, there was a trend of decreased participation for Whites. At the GS-13 grade 

level, the participation rate for Whites decreased by 4.97 percent from 67.31 percent in FY 2009 to 62.34

percent in FY 2015, and by FY 2020, the rate decreased further by 3.85 percent to 58.49 percent. At the 

GS-14 grade level, the participation rate for Whites decreased by 5.62 percent from 71.02 percent in FY 

2009 to 65.40 percent in FY 2015, by FY 2020, the rate decreased further by 5.40 percent to 60.00

percent. At the GS-15 grade level, the participation rate for Whites decreased by 4.52 percent from 76.30 

percent in FY 2009 to 71.78 percent in FY 2015, by FY 2020, the rate decreased further by 3.04 percent

to 68.74 percent. Similarly, at the SES level, the participation rate for Whites decreased by 3.63 percent, 

from 81.61 percent in FY 2009 to 77.98 percent in FY 2015 and by 1.34 percent in FY 2020 (76.64

percent).

It is important to note that when one looks at Treasury-wide data as a whole, the progress noted may not 

be an accurate reflection of the true progress of each bureau. In fact, the consolidated view of the data 

may mask where potential barriers may exist within some of the bureaus. Therefore, a detailed barrier 
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analysis based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls 

must be conducted by each of the bureaus. The bureaus are required to complete detailed analysis to 

determine if any EEO groups are facing a potential glass ceiling, blocked pipeline, or glass wall, and

based on their findings, develop plans to eliminate identified barriers. 

Disability Employment Program

In FY 2020, Treasury exceeded all established goals for PWD and PWTD.

In Treasury’s FY 2009 MD-715 Report submitted to EEOC, Treasury reported a permanent workforce 

participation rate of 8.82 percent for PWD and 1.71 percent for PWTD. At the end of FY 2020, Treasury 

is pleased to note that we have exceeded the 12 percent goal of participation rates for PWD (13.46

percent) and the goal of 2 percent for PWTD (3.44 percent). Treasury also exceeded the new hire goals 

of 12 percent PWD and 2 percent PWTD with 15.69 percent of hires being PWD and 3.17 percent were 

PWTD. 

Many of Treasury bureaus have also either met or exceeded the new goals:

FY 2020 Disability Participation Rates By Bureau

Bureau Total PWD 

#

PWD 

%

PWTD 

#

PWTD 

%

BEP 1762 321 18.22 40 2.27

DO 1840 175 9.51 27 1.47

FINCEN 271 48 17.71 10 3.69

FS 3506 883 25.19 158 4.51

IRS 77427 10071 13.01 2780 3.59

IRS-CC 2032 185 9.10 39 1.92

MINT 1586 363 22.89 69 4.35

OCC 3535 326 9.22 67 1.90

OIG 160 32 20.00 7 4.38

SIGT 41 2 4.88 0 0.00

TIGTA 730 86 11.78 6 0.82

TTB 495 75 15.15 12 2.42

Total 93385 12567 13.46 3215 3.44

The goals for the employment of PWD and PWTD include achieving a 12 percent participation rate for 

PWD at both the GS-10 and below and at the GS-11 and above grades, as well as the goal to achieve a 

2 percent participation rate for PWTD in both groups. We are pleased to note that Treasury’s current 

participation rates for PWD (14.70 percent) and PWTD (4.21 percent) at the grades GS-10 and below 

exceed the goals of 12 percent and 2 percent. The participation rate for PWD (12.10 percent) and PWTD 

(2.70 percent) at the grades GS-11 and above exceed the goals of 12 percent and 2 percent. 

Despite the nationwide challenges in FY 2020, Treasury quickly readjusted to its new virtual environment 

collaborating with online opportunities. OCRD continued utilizing the established resume database for 

veterans to assist the Department with achieving its hiring goals for veterans and PWD. The resume 

database also serves as a tool to enhance the Department’s “Be a Champion” initiative, which promotes 

the hiring of veterans and PWD in high visibility positions. In conjunction with the bureau audits, the 

Department’s Disability Program Manager and the Veterans Employment Coordinator used this platform 

to promote the Department’s “Be a Champion Roadshows.” The Roadshows educated Treasury’s key 
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stakeholders on the many benefits of hiring veterans and PWD, including utilizing the non-competitive 

hire request process for veterans and Schedule A candidates. 

During FY 2020, Treasury continued to utilize OPM’s Talent Portal located on USAJobs as a resume 

mining database for PWD and veterans. Using the Talent Portal provided Treasury and its bureaus’ 

hiring managers access to resumes of qualified candidates with disabilities and veterans. The use of this 

tool continues to assist Treasury in meeting its participation rate goals and encourages the use of special

hiring authorities, such as Schedule A and the hiring authority for veterans with 30% or more 

compensable disability.

In FY 2020, OCRD implemented the Treasury-wide Reasonable Accommodation tracking system to 

improve the timeliness and efficiency of providing reasonable accommodations (RA) to qualified PWD. 

OCRD has posted its Personal Assistance Service (PAS) policy and procedures to our internal and 

external websites. The external link is https://www.treasury.gov/about/organizationalstructure/offices/Mgt/Pages/eeo_programs.aspx. In addition, the Department is pleased to announce its 

newest vehicle, a Treasury-wide Blanket Purchase Agreement (BPA) to facilitate the method for fulfilling 

requests for PAS Providers nationwide. Providing PAS promotes the assurance of full access to equal 

employment opportunity (EEO) to qualifying Treasury employees with targeted disabilities.

OCRD promotes awareness on disability topics within many of its publications: quarterly newsletters, 

OCRD Advisory, and Manager’s Alerts. Through these varied sources, the Department ensures that 

hiring managers are informed of and encouraged to use various resources and tools that provide 

assistance with the employment of PWD, e.g., CAREERS and the disABLED, OPM’s Bender Consulting 

Services, the Division of Rehabilitation Services (DORS), and State Vocational Rehabilitation Agencies.

Part E.4 - Executive Summary: Accomplishments

Accomplishments

The Department is proud of its accomplishments towards maintaining a model EEO program in FY 2020. 

The accomplishments below outline our many successes throughout the reporting period:

• Worked with the Bureaus to ensure compliance with Executive Order (EO) 13950, Combating 

Race and Sex Stereotyping.

• Collaborated with Bureau EEO and D&I Officers to draft the Treasury’s FY2021-24 D&I and EEO 

Strategic Plan.

• Through the bureau audit program, reviewed all phases of FINCEN’s EEO programs, including

diversity and inclusion (D&I) and EEO complaint process. 

• Assisted the Office of the Deputy Assistant Secretary of Human Resources/Chief Human Capital 

Officer (DASHR/CHCO) with Human Capital Evaluation of BFS’s EEO and D&I programs.

• Worked with Enterprise Data Management (EDM) and Monster Analytics to improve reporting 

capability of workforce analytics, resulting in improved data analysis capabilities around workforce 

demographics, as shown by meeting the new EEOC reporting requirements. Trained 100% of 

the bureaus in data analysis capabilities enabling bureaus to provide data on demand to 

leadership.

• Led quarterly meetings with the Bureaus’ EEO Officers to discuss EEO emerging issues, best 

practices and concerns, and the various EEO programs and activities being conducted by the 

Bureaus’ EEO offices. 

• Promoted the use of the Alternative Dispute Resolution (ADR) Process to resolve EEO disputes. 

Collaborated with the bureaus’ ADR Coordinators to establish a Working Group to increase 

Treasury’s ADR participation and settlement rates. Developed a list of best practices and 

documents that bureaus could use to improve ADR participation and settlement. 

• Monitored the Treasury Complaint Management System to ensure continued improvement in the 

timely production of final agency decisions and EEO investigations, resulting in at least 97% 

timeliness rate for investigations and 89% timeliness for decisions.
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• Contracted with an additional EEO investigative services provider for back up and special 

circumstance services.

• Ensured Treasury Shared Neutral (TSN) mediator trainees reach certification status and become 

active cadre members.

• As part of Treasury’s FY 2020 ADR Program, coordinated and conducted a Dispute Prevention 

training session that emphasized the benefits of ADR; provided one refresher training for current 

TSN mediators.

• Continued to monitor the bureau plans to identify the existence of barriers to the employment of

any group and strategies to eliminate any barriers that are uncovered.

• Conducted training sessions with bureau MD-715 preparers on the use of the new MD-715 V2 

workforce data tables implemented as part of the FY 2019 reporting cycle.

• Promoted the use of Operation Warfighter Internships as a tool to increase the hiring of veterans 

with disabilities.

• Implemented the Treasury-wide Reasonable Accommodation (RA) Tracking System to improve 

the timeliness and efficiency of providing reasonable accommodations for qualified persons with 

disabilities and improve ability to track data around RAs.

• Exceeded EEOC’s established goals for PWD and PWTD in the overall workforce.

• Exceeded EEOC’s goal that 12 percent of all new permanent hires be PWD (15.69 percent) and 

the sub goal that 2 percent of those hires be PWTD (3.17 percent).

• Exceeded EEOC’s established goals for PWD and PWTD in the GS 10 and below grades and in 

the GS 11 and above grades.

• Maintained a cadre of 21 certified trainers to assist the Department in providing Civil Treatment 

Training to the workforce. 

• Published four OCRD Advisory Newsletters to the workforce and two Manager’s Alerts to 

managers and supervisors on information relevant to EEO complaint program matters, changes 

to policy and/or procedures, workforce statistics, and important upcoming agency 

events/activities. 

• Supported Special Emphasis Programs with education and awareness through the use of 

newsletters, trainings, and activities. 

• Established the Treasury Asian Pacific American (TAPA) Employee Resource Group.

Part E.5 - Executive Summary: Planned Activities

Planned Activities/Conclusion

The Department of the Treasury’s FY 2020 MD-715 Report outlines the many successes in our equal

opportunity programs and activities. The Department is proud of its accomplishments in the areas of 

attracting and retaining an increasingly diverse workforce. However, there is a continuing need to 

increase workforce diversity, specifically within our mission critical occupations, in senior pay levels and 

feeder groups, and to improve the hiring and promotion rates of women, Hispanics, and individuals with 

disabilities/targeted disabilities. As we move forward into the next fiscal year, we will maintain our focus 

on developing plans to ensure Treasury and its bureaus have the broadest group of diverse, well-qualified

talent from which to recruit.

OCRD’s FY 2021 planned activities include the following:

• Implement President Biden’s Executive Order (EO) 13985, Advancing Racial Equity and Support 

for Underserved Communities Throughout the Federal Government, and EO 13988, Preventing 

and Combating Discrimination on the Basis of Gender Identity or Sexual Orientation

• Partner with the Bureau EEO Officers to implement the FY 2021-24 Treasury-wide D&I and EEO 

Strategic Plan. 

• Continue a modified version of the bureau audit program while in the FY 2020-2021 pandemic 

phase, reviewing at minimum one bureau in all phases of their EEO programs, including diversity 

and inclusion, external civil rights, and EEO complaint process.

• Assist DASHR CHCO with the Human Capital Evaluations of IRS’s EEO and D&I programs. 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT 

12

• Partner with OCIO, Procurement, and budget to plan for acquisition of a new EEO Complaint 

Tracking System to produce EEO reports and transfer data between users more efficiently.

• Improve Treasury’s ADR Program by increasing marketing efforts and evaluating processes. 

• Evaluate the effectiveness of the Treasury Shared Neutrals Program and make improvements. 

• Hold quarterly meetings with the Bureau EEO Officers to discuss EEO emerging issues, best 

practices and concerns, and the various EEO programs and activities being conducted by the 

Bureau EEO offices. 

• Partner with external and internal stakeholders to help generate diverse and qualified pools of 

candidates to fill mission-critical occupations; and, design and conduct targeted activities to

promote individuals from all backgrounds, including sponsoring attendance in at least three job 

fairs designed to improve diversity, and veterans and disability hiring. 

• Meet customer training needs by: 1) Expanding the Department’s Training Cadre and 

Curriculum; 2) providing at least one webinar or management alert each quarter to increase 

awareness; 3) exploring on-line training or train-the-trainer opportunities on cultural competencies 

for bureau use (e.g., coordinate implementation plan for LGBTQ Cultural Competency Course 

and ensure an advertising campaign during the months related to LGBTQ Observances). 

• Develop a communications and marketing plan that ensures managers and employees are 

educated on Treasury’s personal assistance services (PAS) policy and procedures pursuant to 

the implementation of Treasury-wide PAS contract. 

• Improve Treasury’s external and internal websites related to EEO programs resulting in clear, 

accurate, informative, and user-friendly content.

• Evaluate Treasury’s New Inclusion Quotient (IQ) Employee Viewpoint Survey (EVS) scores and

participate in HR roundtables.

• Implement a customer satisfaction survey measuring effectiveness of EEO and D&I programs.

• Evaluate whether changes to SES processes, as a result of the barrier analysis study, have an 

impact on the diversity of the SES cadre.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

 DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT 

CERTIFICATION of ESTABLISHMENT of CONTINUING 

EQUAL EMPLOYMENT OPPORTUNITY PROGRAMS 

I, Mariam Harvey, Director, Office of Civil Rights and Diversity, 0260, ES , am the 

(Insert name above) (Insert official/title/series/grade above) 

Principal EEO Director/Official for The Department of the Treasury 

(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 workforce 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, Sex, 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. 

Signature of Principal EEO Director/Official Date 

Certifies that this Federal Agency Annual EEO Program Status Report is in compliance with the EEO 

MD-715 

Signature of Agency Head or Agency Head Designee Date 

Mariam G. Harvey Digitally signed by Mariam G. Harvey 

Date: 2021.04.15 11:49:44 -04'00'

John T. Norris Digitally signed by John T. Norris 

Date: 2021.04.29 17:39:38 -04'00'

4/15/2021

4/29/2021
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT 

14

715 - PART G

Agency Self-Assessment Checklist 

The Part G Self-Assessment Checklist is a series of questions designed to provide federal agencies with an 

effective means for conducting the annual self-assessment required in Part F of MD-715. This self-assessment 

permits EEO Directors to recognize, and to highlight for their senior staff, deficiencies in their EEO program that the 

agency must address to comply with MD-715's requirements. Nothing in Part G prevents agencies from 

establishing additional practices that exceed the requirements set forth in this checklist.

All agencies will be required to submit Part G to EEOC. Although agencies need not submit documentation to 

support their Part G responses, they must maintain such documentation on file and make it available to EEOC 

upon request.

The Part G checklist is organized to track the MD-715 essential elements. As a result, a single substantive matter 

may appear in several different sections, but in different contexts. For example, questions about establishing an 

anti-harassment policy fall within Element C (Management and Program Accountability), while questions about 

providing training under the anti-harassment policy are found in Element A (Demonstrated Commitment from 

Agency Leadership). 

For each MD-715 essential element, the Part G checklist provides a series of "compliance indicators." Each 

compliance indicator, in turn, contains a series of “yes/no” questions, called “measures.” To the right of the 

measures, there are two columns, one for the agency to answer the measure with "Yes", "No", or "NA;" and the 

second column for the agency to provide “comments”, if necessary. Agencies should briefly explain any “N/A” 

answer in the comments. For example, many of the sub-component agencies are not responsible for issuing final 

agency decisions (FADs) in the EEO complaint process, so it may answer questions about FAD timeliness with 

"NA" and explain in the comments column that the parent agency drafts all FADs.

A "No" response to any measure in Part G is a program deficiency. For each such "No" response, an agency will 

be required in Part H to identify a plan for correcting the identified deficiency. If one or more sub-components

answer “No” to a particular question, the agency-wide/parent agency’s report should also include that “No” 

response.
 

MD-715 - PART G

Agency Self-Assessment Checklist

Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP

This element requires the agency head to communicate a commitment to equal employment opportunity 

and a discrimination-free workplace.

Compliance 

Indicator

Measures

A.1 – The agency issues an effective, upto-date EEO policy statement.Measure 

Met?

(Yes/No/NA)

Comments

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, II(A)]

Yes Issued 9/17/2020.

A.1.b Does the EEO policy statement address all 

protected bases (age, color, disability, sex 

(including 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)] 

Yes Policy also covers parental

status.

Compliance 

Indicator 

Measures

A.2 – The agency has communicated EEO 

policies and procedures to all employees.

Measure 

Met?

(Yes/No/NA)

Comments

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, II(A)] Yes

A.2.a.2 Reasonable accommodation procedures? 

[see 29 C.F.R § 1614.203(d)(3)]

Yes

A.2.b Does the agency prominently post the 

following information throughout the 

workplace and on its public website: 

Yes

A.2.b.1 The business contact information for its EEO 

Counselors, EEO Officers, Special Emphasis 

Program Managers, and EEO Director? [see 

29 C.F.R § 1614.102(b)(7)]

Yes Treasury annually displays 

and updates the name and 

contact information for bureau 

EEO officers. Bureaus display 

the specific bureau contact 

information. However, at each 

Treasury bureau, counseling is

centralized. Therefore,

bureaus post general contact 

information on who to contact 

to initiate a complaint. 

A.2.b.2 Written materials concerning the EEO 

program, laws, policy statements, and the 

operation of the EEO complaint process? 

[see 29 C.F.R § 1614.102(b)(5)]

Yes

A.2.b.3 Reasonable accommodation procedures? Yes https://www.treasury.gov/about
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U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

[see 29 C.F.R. § 1614.203(d)(3)(i)] If so, 

please provide the internet address in the 

comments column.

/organizationalstructure/offices/Mgt/Documen

ts/FY%202012%20Interim%20

Reasonable%20Accommodati

on%20Policy%20and%20Proc

edures.pdf

 A.2.c Does the agency inform its employees about 

the following topics: 

A.2.c.1 EEO complaint process? [see 29 CFR §§ 

1614.102(a)(12) and 1614.102(b)(5)] If “yes”, 

please provide how often. 

Yes It is posted on both the internal 

and external websites, 

discussed as part of new 

employee and manager 

orientation sessions, and it is 

posted in common 

areas/breakrooms. 

Additionally, every two years 

as part of the No FEAR Act 

training, the information is 

shared with employees. 

A.2.c.2 ADR process? [see MD-110, Ch. 3(II)(C)] If 

“yes”, please provide how often. 

Yes It is posted on both the internal 

and external websites and

discussed as part of new 

employee and manager 

orientation sessions. 

Additionally, Treasury 

conducts an annual Conflict 

Resolution week which

highlights the importance of 

ADR and conflict resolution.

A.2.c.3 Reasonable accommodation program? [see

29 CFR § 1614.203(d)(7)(ii)(C)] If “yes”, 

please provide how often. 

Yes It is posted on both the internal 

and external websites

(https://home.treasury.gov/abo

ut/offices/management/civilrights-and-diversity/eeo-andcivil-rights-policies) and 

discussed during new 

employee and manager 

orientation sessions. 

Additionally, every two years 

as part of the No FEAR Act

training, the information is 

shared with employees. 

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.

Yes It is posted on both the internal 

and external websites and 

discussed during new 

employee and manager

orientation sessions. 

Additionally, every two years 

as part of the No FEAR Act 

training and annually as part of 

Prevention of Sexual 

Harassment (POSH) training.

A.2.c.5 Behaviors that are inappropriate in the 

workplace and could result in disciplinary 

Yes It is discussed in new 

employee and manager 
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action? [5 CFR § 2635.101(b)] If “yes”, 

please provide how often.

orientation sessions, included

as part of the No FEAR Act 

training conducted every two

years, and provided annually 

as part of the POSH training. 

Compliance 

Indicator 

Measures

A.3 – The agency assesses and ensures 

EEO principles are part of its culture.

Measure 

Met?

(Yes/No/NA)

Comments

A.3.a Does the agency provide recognition to 

employees, supervisors, managers, and 

units demonstrating superior 

accomplishment in equal employment 

opportunity? [see 29 CFR § 1614.102(a) (9)] 

If “yes”, provide one or two examples in the 

comments section.

Yes Bureaus identified the Annual 

Rittenhouse Award, 

performance awards 

(mandatory diversity and 

inclusion (D&I) and 

supervisory performance 

goals), monetary and nonmonetary group, and individual 

spot awards.

A.3.b Does the agency utilize the Federal 

Employee Viewpoint Survey or other climate 

assessment tools to monitor the perception 

of EEO principles within the workforce? [see 

5 CFR Part 250]

Yes

Essential Element B: INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION

This element requires that the agency’s EEO programs are structured to maintain a workplace that is free

from discrimination and support the agency’s strategic mission.

Compliance 

Indicator

Measures

B.1 - The reporting structure for the EEO 

program provides the principal EEO 

official with appropriate authority and 

resources to effectively carry out a 

successful EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

B.1.a Is the agency head the immediate supervisor 

of the person (“EEO Director”) who has dayto-day control over the EEO office? [see 29 

CFR §1614.102(b)(4)]

No OCRD’s Director reports to the 

Assistant Secretary for 

Management (ASM), who is 

the EEO Officer for Treasury.

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.

Yes OCRD’s Director reports to the 

ASM, who is the EEO Officer 

for Treasury.

B.1.a.2 Does the agency’s organizational chart 

clearly define the reporting structure for the 

EEO office? [see 29 CFR §1614.102(b)(4)]

Yes

B.1.b Does the EEO Director have a regular and 

effective means of advising the agency head 

and other senior 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] 

Yes
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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. 

Yes OCRD presented the FY 2019

State of the Agency (SOA) 

briefing to Agency Head

designee on 05/28/2020. 

B.1.d Does the EEO Director regularly participate 

in senior-level staff meetings concerning 

personnel, budget, technology, and other 

workforce issues? [see MD-715, II(B)]

Yes

Compliance 

Indicator

Measures

B.2 – The EEO Director controls all 

aspects of the EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

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)] 

Yes

B.2.b Is the EEO Director responsible for 

overseeing the completion of EEO 

counseling [see 29 CFR §1614.102(c)(4)]

Yes Bureau EEO Officers are 

responsible for counseling in 

connection with their 

respective bureau EEO 

complaints of discrimination. 

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.]

Yes

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.]

Yes

B.2.e Is the EEO Director responsible for ensuring 

compliance with EEOC orders? [see 29 CFR

§§ 1614.102(e); 1614.502]

Yes

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)]

Yes

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) and (c)(3)]

Yes
EEOC FORM 

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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Compliance 

Indicator 

Measures

B.3 - The EEO Director and other EEO 

professional staff are involved in, and 

consulted on, management/personnel 

actions.

Measure 

Met?

(Yes/No/NA)

Comments

B.3.a Do EEO program officials participate in 

agency meetings regarding workforce 

changes that might impact EEO issues,

including strategic planning, recruitment 

strategies, vacancy projections, succession 

planning, and selections for training/career 

development opportunities? [see MD-715, 

II(B)]

Yes

B.3.b Does the agency’s current strategic plan 

reference EEO / diversity and inclusion 

principles? [see MD-715, II(B)] If “yes”, 

please identify the EEO principles in the 

strategic plan in the comments column.

Yes Treasury’s Strategic Goal 

5.1.C 

Improve diversity and 

engagement through 

transparency, fairness, and 

inclusion.

Compliance 

Indicator 

Measures

B.4 - The agency has sufficient budget 

and staffing to support the success of its 

EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

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 MD715, II(D)]

Yes

B.4.a.2 to enable the agency to conduct a thorough 

barrier analysis of its workforce? [see MD715, II(B)]

Yes

B.4.a.3 to timely, thoroughly, and fairly process EEO 

complaints, including EEO counseling, 

investigations, 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)]

Yes

B.4.a.4 to provide all supervisors and employees

with training on the EEO program, including

but not limited to 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 

comment column. 

Yes

B.4.a.5 to conduct thorough, accurate, and effective 

field audits of the EEO programs in 

components and the field offices, if 

Yes
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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 accommodations procedures)?

[see MD-715, II(B)]

Yes

B.4.a.7 to maintain accurate data collection and 

tracking systems for the following types of 

data: complaint 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.

Yes

B.4.a.8 to effectively administer its special emphasis 

programs (such as, Federal Women’s 

Program, Hispanic 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]

Yes

B.4.a.9 to effectively manage its anti-harassment 

program? [see MD-715 Instructions, Sec. I); 

EEOC Enforcement Guidance on Vicarious 

Employer Liability for Unlawful Harassment

by Supervisors (1999), § V.C.1]

Yes

B.4.a.10 to effectively manage its reasonable 

accommodation program? [see 29 CFR § 

1614.203(d)(4)(ii)] 

Yes

B.4.a.11 to ensure timely and complete compliance 

with EEOC orders? [see MD-715, II(E)]

Yes

B.4.b Does the EEO office have a budget that is 

separate from other offices within the 

agency? [see 29 CFR § 1614.102(a)(1)]

Yes

B.4.c Are the duties and responsibilities of EEO 

officials clearly defined? [see MD-110, Ch. 

1(III)(A), 2(III), & 6(III)]

Yes

B.4.d Does the agency ensure that all new 

counselors and investigators, including 

contractors and collateral duty employees, 

receive the required 32 hours of training, 

pursuant to Ch. 2(II)(A) of MD-110?

Yes

B.4.e Does the agency ensure that all experienced

counselors and investigators, including 

contractors and collateral duty employees, 

receive the required 8 hours of annual 

refresher training, pursuant to Ch. 2(II)(C) of 

MD-110?

Yes

Compliance 

Indicator 

Measures

B.5 – The agency recruits, hires, 

develops, and retains supervisors and 

managers who have effective managerial, 

communications, and interpersonal skills.

Measure 

Met?

(Yes/No/NA)

Comments

B.5.a Pursuant to 29 CFR § 1614.102(a)(5), have 

all managers and supervisors received

training on their responsibilities under the 
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U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

following areas under the agency EEO 

program:

B.5.a.1 EEO Complaint Process? [see MD715(II)(B)]Yes

B.5.a.2 Reasonable Accommodation Procedures? 

[see 29 C.F.R. § 1614.102(d)(3)]

Yes

B.5.a.3 Anti-Harassment Policy? [see MD-715(II)(B)] Yes

B.5.a.4 Supervisory, managerial, communication, 

and interpersonal skills in order to supervise 

most effectively in a workplace with diverse 

employees and avoid disputes arising from 

ineffective communications? [see MD-715, 

II(B)]

Yes

B.5.a.5 ADR, with emphasis on the federal 

government’s interest in encouraging mutual 

resolution of disputes and the benefits 

associated with utilizing ADR? [see MD715(II)(E)]

Yes

Compliance 

Indicator 

Measures

B.6 – The agency involves managers in 

the implementation of its EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

B.6.a Are senior managers involved in the 

implementation of Special Emphasis 

Programs? [see MD-715 Instructions, Sec. I]

Yes

B.6.b Do senior managers participate in the barrier 

analysis process? [see MD-715 Instructions, 

Sec. I] 

Yes

B.6.c When barriers are identified, do senior 

managers assist in developing agency EEO 

action plans (Part I, Part J, or the Executive 

Summary)? [see MD-715 Instructions, Sec. I]

Yes

B.6.d Do senior managers successfully implement 

EEO Action Plans and incorporate the EEO 

Action Plan Objectives into agency strategic 

plans? [29 CFR § 1614.102(a)(5)]

Yes

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITY

This element requires the agency head to hold all managers, supervisors, and EEO officials responsible for 

the effective implementation of the agency’s EEO Program and Plan.

Compliance 

Indicator 

Measures

C.1 – The agency conducts regular 

internal audits of its component and field 

offices.

Measure 

Met?

(Yes/No/NA)

Comments

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.

Yes Annually and before the 

submission of the bureau MD715 reports to EEOC, OCRD 

evaluates their submissions 

and provides feedback on the 

status of deficiencies, 

implementation of planned 
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

activities to mitigate 

deficiencies, and recommends 

additional measures required 

to mitigate noted deficiencies.

In FY 2020, OCRD conducted 

an audit review of FinCEN’s (in 

February) EEO and diversity 

and inclusion programs. 

OCRD also assisted in the

Human Capital Evaluation of 

BFS’s EEO and D&I 

Programs. OCRD will conduct 

an audit of BEP’s and DO’s 

EEO Programs during FY 

2021 when the workforce 

returns after the pandemic.

OCRD will also participate in

the Human Capital Evaluation 

of IRS’s EEO and D&I

Programs in February 2021. 

C.1.b Does the agency regularly assess its 

component and field offices on their efforts to 

remove barriers from the workplace? [see 29

CFR §1614.102(c)(2)] If ”yes”, please 

provide the schedule for conducting audits in 

the comments section.

Yes Annually and before the 

submission of the bureau MD715 reports to EEOC, OCRD 

evaluates their submissions 

and provides feedback on the 

status of deficiencies, 

implementation of planned 

activities to mitigate 

deficiencies, and recommends 

additional measures required 

to mitigate noted deficiencies.

In FY 2020, OCRD conducted 

an audit review of FinCEN’s (in 

February) EEO, civil rights, 

and diversity and inclusion 

programs. OCRD also 

assisted in the Human Capital 

Evaluation of BFS’s EEO and 

D&I Programs. OCRD will 

conduct an audit of BEP’s and 

DO’s EEO Programs during 

FY 2021 when the workforce 

returns after the pandemic.

OCRD will also participate in 

the Human Capital Evaluation 

of IRS’s EEO and D&I

Programs in February 2021.

C.1.c Do the component and field offices make 

reasonable efforts to comply with the 

recommendations of the field audit? [see 

MD-715, II(C)] 

Yes Following an Audit (within 6 

months), bureaus are required 

to submit a compliance report 

to OCRD.
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Compliance 

Indicator 

Measures

C.2 – The agency has established 

procedures to prevent all forms of EEO 

discrimination.

Measure 

Met?

(Yes/No/NA)

Comments

C.2.a Has the agency established comprehensive 

anti-harassment policy and procedures that 

comply with 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)]

Yes

C.2.a.1 Does the anti-harassment policy require 

corrective action to prevent or eliminate 

conduct before it rises to the level of unlawful 

harassment? [see EEOC Enforcement 

Guidance on Vicarious Employer Liability for

Unlawful Harassment by Supervisors (1999), 

§ V.C.1]

Yes

C.2.a.2 Has the agency established a firewall 

between the Anti-Harassment Coordinator 

and the EEO Director? [see EEOC Report, 

Model EEO Program Must Have an Effective

Anti-Harassment Program (2006]

Yes

C.2.a.3 Does the agency have a separate procedure 

(outside the EEO complaint process) to

address harassment 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)]

Yes

C.2.a.4 Does the agency ensure that the EEO office 

informs the anti-harassment program of all 

EEO counseling activity alleging 

harassment? [see Enforcement Guidance, 

V.C.]

Yes

C.2.a.5 Does the agency conduct a prompt inquiry 

(beginning within 10 days of notification) of 

all harassment 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.

No The Office of the Comptroller 

of the Currency (OCC) 

reported that they did not 

promptly conduct all inquiries 

within 10 days of notification. 

OCC provided a comment on

its PART G that OCC will

begin an internal review 

process in FY 2021 to 

examine the program and 

such occasions to determine if 

changes are needed.

C.2.a.6 Do the agency’s training materials on its antiharassment policy include examples of 

disability-based harassment? [see 29 CFR 

1614.203(d)(2)]

Yes

C.2.b Has the agency established disability 

reasonable accommodation procedures that 

No All Treasury bureaus, with the 

exception of IRS and TTB, 
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comply with EEOC’s regulations and 

guidance? [see 29 CFR 1614.203(d)(3)]

reasonable accommodation 

(RA) policies have been 

updated, reviewed, and 

approved by OCRD. Those 

revisions were submitted to 

EEOC for review and 

approval. In the interim, 

Treasury has directed bureaus 

to post interim policies and 

procedures pending EEOC’s

approval. Once approved, 

bureaus will replace their

interim policies and 

procedures with the EEOC 

approved RA policies and 

procedures. 

Treasury’s RA Policy and 

Procedures was approved by 

the EEOC on February 3, 

2021.

C.2.b.1 Is there a designated agency official or other 

mechanism in place to coordinate or assist 

with processing requests for disability 

accommodations throughout the agency?

[see 29 CFR 1614.203(d)(3)(D)]

Yes

C.2.b.2 Has the agency established a firewall 

between the Reasonable Accommodation 

Program Manager and the EEO Director? 

[see MD-110, Ch. 1(IV)(A)]

Yes

C.2.b.3 Does the agency ensure that job applicants 

can request and receive reasonable 

accommodations during the application and 

placement processes? [see 29 CFR 

1614.203(d)(1)(ii)(B)]

Yes

C.2.b.4 Do the reasonable accommodation 

procedures clearly state that the agency 

should process the request 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)]

Yes

C.2.b.5 Does the agency process all accommodation 

requests 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 

in the comments column.

No IRS reported that it timely 

processed 28% of its requests. 

IRS has prepared a PART H in 

their MD-715 report that 

addresses this matter. 

C.2.c Has the agency established procedures for 

processing requests for personal assistance 

services that comply with EEOC’s

regulations, enforcement guidance, and 

other applicable executive orders, guidance, 

and standards? [see 29 CFR 

1614.203(d)(6)]

Yes
EEOC FORM 

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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.

Yes https://www.treasury.gov/about

/organizationalstructure/offices/Mgt/Documen

ts/PAS-Policy-andProcedures-as-OCT-2018.pdf

Compliance 

Indicator 

Measures

C.3 - The agency evaluates managers and 

supervisors on their efforts to ensure 

equal employment opportunity.

Measure 

Met?

(Yes/No/NA)

Comments

C.3.a Pursuant to 29 CFR §1614.102(a)(5), do all 

managers and supervisors have an element 

in their performance appraisal that evaluates 

their commitment to agency EEO policies 

and principles and their participation in the 

EEO program?

Yes

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 

MD-110, Ch. 3.I]

Yes

C.3.b.2 Ensure full cooperation of employees under 

his/her supervision with EEO officials, such 

as counselors and investigators? [see 29 

CFR §1614.102(b)(6)]

Yes

C.3.b.3 Ensure a workplace that is free from all forms 

of discrimination, including harassment and 

retaliation? [see MD-715, II(C)]

Yes

C.3.b.4 Ensure that subordinate supervisors have 

effective managerial, communication, and 

interpersonal skills to supervise in a 

workplace with diverse employees? [see MD715 Instructions, Sec. I]

Yes

C.3.b.5 Provide religious accommodations when 

such accommodations do not cause an 

undue hardship? [see 29 CFR 

§1614.102(a)(7)]

Yes

C.3.b.6 Provide disability accommodations when

such accommodations do not cause an 

undue hardship? [ see 29 CFR 

§1614.102(a)(8)]

Yes

C.3.b.7 Support the EEO program in identifying and

removing barriers to equal opportunity. [see 

MD-715, II(C)]

Yes

C.3.b.8 Support the anti-harassment program in 

investigating and correcting harassing 

conduct. [see Enforcement Guidance, V.C.2]

Yes

C.3.b.9 Comply with settlement agreements and 

orders issued by the agency, EEOC, and 

EEO-related cases from the Merit Systems 

Protection Board, labor arbitrators, and the

Yes
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Federal Labor Relations Authority? [see MD715, II(C)]

C.3.c Does the EEO Director recommend to the 

agency head improvements or corrections, 

including remedial or disciplinary actions, for 

managers and supervisors who have failed in

their EEO responsibilities? [see 29 CFR 

§1614.102(c)(2)]

Yes

C.3.d When the EEO Director recommends 

remedial or disciplinary actions, are the 

recommendations regularly implemented by 

the agency? [see 29 CFR §1614.102(c)(2)]

Yes

Compliance 

Indicator 

Measures

C.4 – The agency ensures effective 

coordination between its EEO programs 

and Human Resources (HR) program.

Measure 

Met?

(Yes/No/NA)

Comments

C.4.a

Do the HR Director and the EEO Director 

meet regularly to assess whether personnel 

programs, policies, and procedures conform 

to EEOC laws, instructions, and 

management directives? [see 29 CFR 

§1614.102(a)(2)]

Yes

C.4.b Has the agency established 

timetables/schedules to review at regular 

intervals its merit promotion 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]

Yes

C.4.c Does the EEO office have timely access to 

accurate and complete data (e.g., 

demographic data for workforce, applicants, 

training programs, etc.) required to prepare 

the MD-715 workforce data tables? [see 29 

CFR §1614.601(a)]

Yes

C.4.d Does the HR office timely provide the EEO 

office with access to other data (e.g., exit 

interview data, climate assessment surveys, 

and grievance data), upon request? [see 

MD-715, II(C)]

Yes

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); MD-715, II(C)]

Yes

C.4.e.2 Develop and/or conduct outreach and 

recruiting initiatives? [see MD-715, II(C)]

Yes

C.4.e.3 Develop and/or provide training for managers 

and employees? [see MD-715, II(C)]

Yes
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C.4.e.4 Identify and remove barriers to equal 

opportunity in the workplace? [see MD-715, 

II(C)]

Yes

C.4.e.5 Assist in preparing the MD-715 report? [see 

MD-715, II(C)]

Yes

Compliance 

Indicator 

Measures

C.5 – Following a finding of 

discrimination, the agency explores 

whether it should take a disciplinary 

action.

Measure 

Met?

(Yes/No/NA)

Comments

C.5.a Does the agency have a disciplinary policy 

and/or table of penalties that covers 

discriminatory conduct? [see 29 CFR § 

1614.102(a)(6); see also Douglas v. 

Veterans Administration, 5 MSPR 280 

(1981)]

Yes

C.5.b When appropriate, does the agency

discipline or sanction managers and 

employees for discriminatory conduct? [see 

29 CFR §1614.102(a)(6)] If “yes”, please 

state the number of disciplined/sanctioned 

individuals during this reporting period in the 

comments.

Yes There were three (3) notices of 

adverse actions against three 

(3) managers/supervisors 

based on a finding of 

discrimination in the EEO 

complaint. One (1) manager 

was verbally counseled based 

on a finding of discrimination.

C.5.c If the agency has a finding of discrimination 

(or settles cases in which a finding was 

likely), does the agency inform managers 

and supervisors about the discriminatory 

conduct? [see MD-715, II(C)]

Yes

Compliance 

Indicator 

Measures

C.6 – The EEO office advises

managers/supervisors on EEO matters.

Measure 

Met?

(Yes/No/NA)

Comments

C.6.a Does the EEO office provide

management/supervisory officials with 

regular EEO updates on at least an annual 

basis, including EEO complaints, workforce 

demographics and data summaries, legal 

updates, barrier analysis plans, and special 

emphasis updates? [see MD-715 

Instructions, Sec. I] If “yes”, please identify 

the frequency of the EEO updates in the 

comments column.

Yes The OCRD Director updates

the ASM as issues arise. The 

OCRD Director also 

participates in the ASM’s biweekly senior staff meetings. 

Additionally, the ASM has 

direct access to Diversity 

Dashboards to view workforce 

demographics as needed.

C.6.b Are EEO officials readily available to answer 

managers’ and supervisors’ questions or 

concerns? [see MD-715 Instructions, Sec. I]

Yes

Essential Element D: PROACTIVE PREVENTION

This element requires that the agency head make early efforts to prevent discrimination and to identify and 

eliminate barriers to equal employment opportunity.
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Compliance 

Indicator 

Measures

D.1 – The agency conducts a reasonable 

assessment to monitor progress towards 

achieving equal employment opportunity 

throughout the year.

Measure 

Met?

(Yes/No/NA)

Comments

D.1.a Does the agency have a process for

identifying triggers in the workplace? [see 

MD-715 Instructions, Sec. I]

Yes

D.1.b Does the agency regularly use the following 

sources of information for trigger 

identification: workforce data; 

complaint/grievance data; exit surveys; 

employee climate surveys; focus groups; 

affinity groups; union; program evaluations; 

special emphasis programs; reasonable 

accommodation program; anti-harassment 

program; and/or external special interest 

groups? [see MD-715 Instructions, Sec. I]

Yes

D.1.c Does the agency conduct exit interviews or 

surveys that include questions on how the 

agency could improve the recruitment, hiring, 

inclusion, retention and advancement of 

individuals with disabilities? [see 29 CFR 

1614.203(d)(1)(iii)(C)]

Yes

Compliance 

Indicator 

Measures

D.2 – The agency identifies areas where 

barriers may exclude EEO groups 

(reasonable basis to act.)

Measure 

Met?

(Yes/No/NA)

Comments

D.2.a Does the agency have a process for 

analyzing the identified triggers to find 

possible barriers? [see MD-715, (II)(B)]

Yes

D.2.b Does the agency regularly examine the 

impact of management/personnel policies,

procedures, and practices by race, national 

origin, sex, and disability? [see 29 CFR 

§1614.102(a)(3)]

Yes

D.2.c Does the agency consider whether any 

group of employees or applicants might be 

negatively impacted prior to making human 

resource decisions, such as re-organizations 

and realignments? [see 29 CFR 

§1614.102(a)(3)]

Yes

D.2.d Does the agency regularly review the 

following sources of information to find 

barriers: complaint/grievance data, exit 

surveys, employee climate surveys, focus 

groups, affinity groups, union, program 

evaluations, anti-harassment program, 

special emphasis programs, reasonable 

accommodation program; anti-harassment 

Yes Complaint data through 

iComplaints and workforce 

data and exit survey data 

through Workforce and 

Monster Analytics. Information 

regarding Unions, reasonable 

accommodations, antiharassment, as well as any 
EEOC FORM 

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program; and/or external special interest 

groups? [see MD-715 Instructions, Sec. I] If 

“yes”, please identify the data sources in the 

comments column.

other required information is 

provided by the bureaus’ EEO 

and HR personnel upon 

request. 

Compliance 

Indicator 

Measures

D.3 – The agency establishes appropriate 

action plans to remove identified barriers.

Measure 

Met?

(Yes/No/NA)

Comments

D.3.a. Does the agency effectively tailor action 

plans to address the identified barriers, in 

particular policies, procedures, or practices?

[see 29 CFR §1614.102(a)(3)]

Yes

D.3.b If the agency identified one or more barriers 

during the reporting period, did the agency

implement a plan in Part I, including meeting 

the target dates for the planned activities? 

[see MD-715, II(D)] 

Yes

D.3.c Does the agency periodically review the 

effectiveness of the plans? [see MD-715, 

II(D)]

Yes

Compliance 

Indicator 

Measures

D.4 – The agency has an affirmative 

action plan for people with disabilities, 

including those with targeted disabilities.

Measure 

Met?

(Yes/No/NA)

Comments

D.4.a

Does the agency post its affirmative action 

plan on its public website? [see 29 CFR 

1614.203(d)(4)] Please provide the internet 

address in the comments.

Yes https://www.treasury.gov/about

/organizationalstructure/offices/Mgt/Pages/Aff

irmative-Action-Plan.aspx

D.4.b

Does the agency take specific steps to 

ensure qualified people with disabilities are 

aware of and encouraged to apply for job 

vacancies? [see 29 CFR 1614.203(d)(1)(i)]

Yes

D.4.c

Does the agency ensure that disabilityrelated questions from members of the public 

are answered promptly and correctly? [see

29 CFR 1614.203(d)(1)(ii)(A)]

Yes

D.4.d

Has the agency taken specific steps that are

reasonably designed to increase the number 

of persons with disabilities or targeted

disabilities employed at the agency until it 

meets the goals? [see 29 CFR 

1614.203(d)(7)(ii)]

Yes

Essential Element E: EFFICIENCY

This element requires the agency head to ensure that there are effective systems for evaluating the impact 

and effectiveness of the agency’s EEO programs and an efficient and fair dispute resolution process.

Compliance 

Indicator 

E.1 - The agency maintains an efficient, 

fair, and impartial complaint resolution 

process.

Measure

Met?

(Yes/No/NA)

Comments
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Measures

E.1.a Does the agency timely provide EEO 

counseling, pursuant to 29 CFR §1614.105?

Yes

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)?

Yes

E.1.c Does the agency issue acknowledgment 

letters immediately upon receipt of a formal 

complaint, pursuant to MD-110, Ch. 5(I)?

Yes

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.

Yes Treasury benchmark is to 

issue acceptance or dismissal 

letters no more than 30 days 

from file date.

FY 2020 Averages:

Acceptance letters were 

issued on average in 16 days; 

and Dismissal letters were 

issued on average in 38 days

E.1.e Does the agency ensure 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)? 

Yes

E.1.f Does the agency timely complete 

investigations, pursuant to 29 CFR 

§1614.108?

Yes

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)?

Yes

E.1.h When the complainant does not request a 

hearing, does the agency timely issue the 

final agency decision, pursuant to 29 CFR 

§1614.110(b)?

Yes

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)?

Yes

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 MD110, Ch. 5(V)(A)] If “yes”, please describe 

how in the comments column.

Yes OCRD contracts with the 

United States Postal Service 

to conduct its EEO 

investigations. We also have 

a contract with Martin Miser to

serve as our backup for EEO 

investigations. OCRD meets 

with the EEO Investigator of 

each complaint frequently to 

discuss issues or concerns 

and ensure timeliness of the 

investigation. OCRD also 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

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conducts bi-weekly meetings

to review current status of all 

cases, discuss any instance 

where a case may be untimely 

and the reason for the 

untimeliness, and ensure there 

are no systemic problems in 

the 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)]

Yes

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)]

Yes

Compliance 

Indicator 

Measures

E.2 – The agency has a neutral EEO 

process.

Measure 

Met?

(Yes/No/NA)

Comments

E.2.a Has the agency established a clear 

separation between its EEO complaint 

program and its defensive function? [see 

MD-110, Ch. 1(IV)(D)] 

Yes

E.2.b When seeking legal sufficiency reviews, does 

the EEO office have access to sufficient legal 

resources separate from the agency 

representative? [see MD-110, Ch. 1(IV)(D)] 

If “yes”, please identify the source/location of 

the attorney who conducts the legal 

sufficiency review in the comments column. 

Yes Legal sufficiency reviews are 

conducted internally by the 

Asst. Director for Complaints 

Management. If outside 

counsel is needed, we engage 

the Office of General Counsel, 

ensuring a firewall between 

any representational activities 

and providing advice to 

OCRD.

E.2.c If the EEO office relies on the agency’s 

defensive function to conduct the legal 

sufficiency review, is there a firewall between 

the reviewing attorney and the agency 

representative? [see MD-110, Ch. 1(IV)(D)]

Yes

E.2.d Does the agency ensure that its agency 

representative does not intrude upon EEO 

counseling, investigations, and final agency 

decisions? [see MD-110, Ch. 1(IV)(D)]

Yes

E.2.e If applicable, are processing time frames 

incorporated for the legal counsel’s 

sufficiency review for timely processing of 

complaints? [see EEOC Report, Attaining a 

Model Agency Program: Efficiency (Dec. 1, 

2004)]

Yes
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Compliance 

Indicator 

Measures

E.3 - The agency has established and 

encouraged the widespread use of a fair 

alternative dispute resolution (ADR) 

program.

Measure 

Met?

(Yes/No/NA)

Comments

E.3.a Has the agency established an ADR program 

for use during both the pre-complaint and

formal complaint stages of the EEO process?

[see 29 CFR §1614.102(b)(2)]

Yes

E.3.b Does the agency require managers and 

supervisors to participate in ADR once it has

been offered? [see MD-715, II(A)(1)]

Yes

E.3.c Does the agency encourage all employees to 

use ADR, where ADR is appropriate? [see 

MD-110, Ch. 3(IV)(C)]

Yes

E.3.d Does the agency ensure a management 

official with settlement authority is accessible 

during the dispute resolution process? [see 

MD-110, Ch. 3(III)(A)(9)]

Yes

E.3.e Does the agency prohibit the responsible 

management official named in the dispute 

from having settlement authority? [see MD110, Ch. 3(I)]

Yes

E.3.f Does the agency annually evaluate the 

effectiveness of its ADR program? [see MD110, Ch. 3(II)(D)]

Yes

Compliance 

Indicator

Measures

E.4 – The agency has effective and 

accurate data collection systems in place 

to evaluate its EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

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/complainants, and the involved 

management official? [see MD-715, II(E)]

Yes

E.4.a.2 The race, national origin, sex, and disability 

status of agency employees? [see 29 CFR 

§1614.601(a)] 

Yes

E.4.a.3 Recruitment activities? [see MD-715, II(E)] Yes

E.4.a.4 External and internal applicant flow data 

concerning the applicants’ race, national 

origin, sex, and disability status? [see MD715, II(E)]

Yes

E.4.a.5 The processing of requests for reasonable 

accommodation? [29 CFR § 1614.203(d)(4)]

Yes The Treasury-wide system to 

process and track reasonable 

accommodation requests is 

live as of FY 2020. 

E.4.a.6 The processing of complaints for the antiharassment program? [see EEOC 

Enforcement Guidance on Vicarious 

Yes
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

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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 Instructions, Sec. I]

Yes

Compliance 

Indicator 

Measures

E.5 – The agency identifies and 

disseminates significant trends and best 

practices in its EEO program.

Measure 

Met?

(Yes/No/NA)

Comments

E.5.a Does the agency monitor trends in its EEO 

program to determine whether the agency is 

meeting its obligations under the statutes 

EEOC enforces? [see MD-715, II(E)] If “yes”, 

provide an example in the comments.

Yes Analysis tools include: EEOC 

annual reports, Complaint 

data, RA processing, exit 

survey results, FEVS results, 

analysis of workforce data by 

ERI, gender, disability, grades, 

occupation, hires, separations, 

awards, etc.

E.5.b Does the agency review other agencies’ best 

practices and adopt them, where 

appropriate, to improve the effectiveness of 

its EEO program? [see MD-715, II(E)] If 

“yes”, provide an example in the comments.

Yes Development of Workforce 

Analytics, Treasury’s 

automated data tool; Treasurywide exit survey and analysis 

tool; Veteran and Disability 

Program “Be a Champion 

Roadshow”; use of internship 

program to establish a pipeline 

of diverse candidates for future 

employment; and Veteran 

resume data base. 

E.5.c Does the agency compare its performance in 

the EEO process to other federal agencies of 

similar size? [see MD-715, II(E)] 

Yes

Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCE

This element requires federal agencies to comply with EEO statutes and EEOC regulations, policy 

guidance, and other written instructions.

Compliance 

Indicator 

Measures

F.1 – The agency has processes in place

to ensure timely and full compliance with 

EEOC Orders and settlement agreements.

Measure

Met?

(Yes/No/NA)

Comments

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)]

Yes

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)]

Yes

F.1.c Are there procedures in place to ensure the 

timely and predictable processing of ordered 

Yes
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monetary relief? [see MD-715, II(F)]

F.1.d Are procedures in place to process other 

forms of ordered relief promptly? [see MD715, II(F)]

Yes

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)]

Yes

Compliance 

Indicator 

Measures

F.2 – The agency complies with the law, 

including EEOC regulations, management 

directives, orders, and other written 

instructions.

Measure 

Met?

(Yes/No/NA)

Comments

F.2.a Does the agency timely respond and fully 

comply with EEOC orders? [see 29 CFR 

§1614.502; MD-715, II(E)]

Yes

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)]

Yes

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]

Yes

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)]

Yes

F.2.a.4 Pursuant to 29 CFR §1614.502, does the 

agency promptly provide EEOC with the 

required documentation for completing 

compliance?

Yes

 

Compliance 

Indicator

 

Measures

F.3 - The agency reports to EEOC its

program efforts and accomplishments.

Measure 

Met?

(Yes/No/NA)

Comments

F.3.a Does the agency timely submit to EEOC an 

accurate and complete No FEAR Act report? 

[Public Law 107-174 (May 15, 2002), 

§203(a)]

Yes

F.3.b Does the agency timely post on its public

webpage its quarterly No FEAR Act data?

[see 29 CFR §1614.703(d)]

Yes
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

MD-715 – Part H

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program.

 If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

C.2.b

Has the agency established disability reasonable accommodation procedures that 

comply with EEOC’s regulations and guidance? [see 29 CFR 1614.203(d)(3)]

As part OF EEOC’s feedback on Treasury and it’s bureaus FY 2017 affirmative 

action plans, EEOC identified that Treasury and some of its bureaus RA policies 

and procedures had not been reviewed and approved based on changes required 

by the updated 29 CFR 1614.203.

Objective(s) and Dates for EEO Plan

Date 

Initiated 

(mm/dd/yyyy)

Objective Target Date 

(mm/dd/yyyy)

Modified 

Date 

(mm/dd/yyyy)

Date 

Completed 

(mm/dd/yyyy)

10/01/2018

Ensure Treasury and its bureaus RA policies and 

procedures are in compliance with EEOC 

requirements and submitted to EEOC for final 

approval.

9/30/2019 9/30/2020

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, OCRD Mariam Harvey Yes

Planned Activities Toward Completion of Objective

Target Date 

(mm/dd/yyyy) Planned Activities

Sufficient 

Funding &

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion

Date 

(mm/dd/yyyy)

08/30/2018 Require bureaus to submit updated RA policies and 

procedures to OCRD for review and comment. Yes 08/24/2018

09/07/2018 OCRD will review bureau RA policies and Yes 09/07/2018
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Target Date 

(mm/dd/yyyy) Planned Activities

Sufficient 

Funding &

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion

Date 

(mm/dd/yyyy)

procedures and make any recommended changes. 

Those RA policies and procedures requiring change 

will be returned to the appropriate bureau for 

corrections. 

01/30/2018

Once bureau RA policies and procedures are 

approved by OCRD, they will be submitted to EEOC 

for review and final approval. 

Yes 01/30/2018

03/30/2018

Pending EEOC’s final approval of bureau RA 

policies and procedures, Bureaus will post interim 

RA policies and procedures to internal and external 

websites.

Yes 09/30/2020

03/30/2019

Once RA policies and procedures are approved by 

EEOC, bureaus post their EEOC approved RA 

policies and procedure to their internal and external.

Yes 09/30/2020

Report of Accomplishments 

Fiscal Year Accomplishments

2018

To date, OCRD has submitted the revised bureau RA policies and procedures to 

EEOC for BEP, FS, DO, IRS, Mint, OCC and TIGTA. EEOC reviewed and 

provided feedback to OCC on its RA policies and procedures. OCC resubmitted 

with revisions. OCRD continues to work with FinCEN, IRS-CC, OIG, SIGTARP, 

and TTB to finalize the revisions to their RA Policies and procedures. 

2019

OCRD has submitted all bureau RA policies and procedures to EEOC with the 

exception of IRS. EEOC approved OCC’s revisions for its RA policy and 

procedures. OCRD is currently working with IRS to finalize their revisions and the 

RA policy and procedures. Once finalized, OCRD will submit to EEOC for final 

review and approval. OCRD is currently waiting for EEOC’s approval of the 

remaining bureaus.

2020

OCRD met with EEOC regarding the RA Policy and Procedures status. OCRD

submitted to EEOC the remaining RAPs for final review and approval. The 

EEOC’s review was finalized at the end of FY 2020 resulting in a request for 

changes. OCRD received final approval from EEOC in FY 2021.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

MD-715 – Part H

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program.

 If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

C.2.b.5

Does the agency process all accommodation requests within the time frame set 

forth in its reasonable accommodation (RA) procedures? [see MD-715, II(C)]. 

IRS reported that it processed 31% of RA requests within the time frame set forth 

in its revised RA procedures.

Objective(s) and Dates for EEO Plan

Date 

Initiated 

(mm/dd/yyyy)

Objective Target Date 

(mm/dd/yyyy)

Modified 

Date 

(mm/dd/yyyy)

Date 

Completed 

(mm/dd/yyyy)

10/01/2018 Ensure timely initiation of inquiries for IRS 

reasonable accommodation requests.

9/30/2019 9/30/2020

02/17/2019 Establish and implement a Treasury-wide 

reasonable accommodation tracking system.

9/30/2019 9/30/2020

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, OCRD Mariam Harvey Yes

Planned Activities Toward Completion of Objective

Target Date 

(mm/dd/yyyy)

Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion 

Date 

(mm/dd/yyyy)

9/30/2019 Monitor implementation of IRS’s planned activities to 

eliminate untimely processing of RA requests.

Yes 9/30/2020

04/30/2019 Allocate budget for Treasury-wide RA tracking 

system. Yes 04/04/2019
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Target Date 

(mm/dd/yyyy)

Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion 

Date 

(mm/dd/yyyy)

09/30/2019 Initiate procurement process to compete and award 

a RA tracking system contract. Yes 09/24/2019

04/30/2020 Train RA Coordinators and transition bureaus to 

new RA Tracking system. Yes 09/30/2020

05/29/2020 Implement RA tracking system. Yes 07/30/2020

Report of Accomplishments 

Fiscal Year Accomplishments

2018 N/A

2019

IRS did not improve its timely processing of RA cases in FY 2019 (23% timely 

processed). As part of OCRD’s oversight, an audit was conducted of IRS’ EEO 

program from July to August 2019. Part of OCRD’s findings was the untimely 

processing of RA requests. As a recommendation for corrective action, OCRD 

encouraged IRS to complete a Lean Sigma 6 study of its current processes to

determine where process improvements need to be made to ensure the timely 

processing of accommodation requests.

OCRD secured required funding for Treasury-wide RA tracking system and 

awarded the contract to MicroPact.

2020

In FY 2020, OCRD implemented the Treasury-wide RA tracking system, trained 

RA Coordinators, and transitioned the bureaus to the new system, with the 

exception of IRS. IRS requested further customization for the new system. In the 

interim, IRS maintained their prior RA tracking system. Implementation of the 

customized features are anticipated for FY21.

IRS slightly improved its timely processing of RA cases in FY 2020 (28% timely 

processed). In February 2020, the IRS began a Lean Six Sigma (LSS) evaluation 

of its RA processes. In July 2020, the LSS team concluded the data gathering 

phase of the study. In order to better position the LSS team to analyze the data 

and formulate recommendations on processes to increase efficiency in responding 

and fulfilling requests for reasonable accommodation, the IRS initiated additional 

partners to the process to include senior subject matter experts from the Facilities 

Management & Security Services and Information Technology functions. The LSS 

team expects to present its findings and recommendations for changes to 

leadership to implement processes in Fiscal Year 2021. Those recommendations 

will need to be vetted with partner support functions and might necessitate either 

contract or impact bargaining with the union before implementation.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

MD-715 – Part H

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO

program.

 If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

C.2.a.5 Does the agency conduct a prompt inquiry (beginning within 10 days of 

notification) of all harassment 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.

Objective(s) and Dates for EEO Plan

Date 

Initiated 

(mm/dd/yyyy)

Objective Target Date

(mm/dd/yyyy)

Modified

Date 

(mm/dd/yyyy)

Date 

Completed 

(mm/dd/yyyy)

10/01/2019

Ensure Treasury and its bureaus conduct a prompt 

inquiry (beginning within 10 days of notification) of 

all harassment allegations, including those initially 

raised in the EEO complaint process.

9/30/2020

Responsible Official(s)

Title Name

Performance 

Standards Address 

the Plan?

(Yes or No)

Director, OCRD Mariam Harvey Yes

Planned Activities Toward Completion of Objective

Target Date 

(mm/dd/yyyy) Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion 

Date 

(mm/dd/yyyy)

10/01/2019

Monitor implementation of FS and OCC’s planned 

activities to ensure prompt initiation (beginning 

within 10 days of notification) of all harassment 

Yes
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Target Date 

(mm/dd/yyyy) Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Completion 

Date 

(mm/dd/yyyy)

allegations, including those initially raised in the 

EEO complaint process.

10/01/2020

In FY 2020, OCRD will explore the procurement of a

Treasury-wide Anti-Harassment Tracking System.

Yes 09/30/2020

09/30/2021

In FY 2021, OCRD will meet with each of the 

bureaus to ensure they are accurately calculating 

timeframes for conducting Harassment inquiries. 

Yes

Report of Accomplishments 

Fiscal Year Accomplishments

2020

In FY 2020, OCRD worked with the Office of the Chief Information Officer (OCIO) to 

explore several solutions to serve as a Treasury-wide tracking system for antiharassment complaints. OCRD actively demonstrated a system to determine its 

effectiveness. In FY 2021, OCRD will continue to work with OCIO to see if there is 

system suitable to meet Treasury’s requirements. 

In FY 2020, FS conducted 52 investigations, all of which were initiated within 10

calendar days of receipt of the complaint. This deficiency is CLOSED for FS.

In FY 2020, OCC conducted 40 investigations, of which 33 were timely (83%). On 

OCC’s Part G, it was stated that there were occasions in which employees who 

raised allegations failed to participate in the investigatory process or the process 

was extended. For example, after making allegations, employees resigned, went on 

extended leave, and/or failed to respond to requests for follow-up. In some 

instances, allegations were raised by management officials, with no follow through 

by the employees. Thus, efforts to conduct a prompt inquiry had to be postponed. 

The OCC will begin an internal review process in FY 2021 to examine the program 

and such occasions to determine if changes are needed.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

MD-715 – Part I

Agency EEO Plan to Eliminate Identified Barrier

Please describe the status of each plan that the agency implemented to identify possible barriers in policies, 

procedures, or practices for employees and applicants by race, ethnicity, and gender. 

 If the agency did not conduct barrier analysis during the reporting period, please check the box.

Statement of Condition That Was a Trigger for a Potential Barrier:

Source of 

the Trigger

Specific 

Workforce 

Data Table

Narrative Description of Trigger

Lower than expected participation rates for Women in the GS 13-15 and SES 

grade levels in the overall Treasury-wide workforce.

EEO Group(s) Affected by Trigger

EEO Group

All Men

X All Women

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

American Indian or Alaska Native Males

American Indian or Alaska Native Females

Two or More Races Males

Two or More Races Females
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Barrier Analysis Process

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

Workforce Data Tables Yes

A-1: Review of overall workforce participation rate for 

Women (61.56 percent in FY 2019) falls below the RCLF 

availability rate (64.98 percent).

A4-1: At the GS-13 grade level, the participation rate for 

women increased by 0.83 percent from 49.49 percent in FY 

2009 to 50.32 percent in FY 2015. However, Treasury saw 

a 0.43 percent decreased participation rate for women at 

GS-13 grade level from FY 2015 (50.32 percent) to FY 2019 

(49.89 percent). At the GS-14 grade level, the participation 

rate for women decreased by 0.78 percent from 47.44

percent in FY 2009 to 46.66 percent in FY 2015; the rate 

increased 0.07 percent in FY 2019 to 46.73 percent. At the 

GS-15 grade level, the participation rate for women 

increased by 2.22 percent from 44.65 percent in FY 2009 to 

46.87 percent in FY 2015, but decreased by 1.04 percent 

from FY 2015 to FY 2019 (45.83 percent). Furthermore, at 

the SES level, the participation rate for women increased by 

4.72 percent from 35.71 percent in FY 2009 to 40.43 percent 

in FY 2015, but decreased by 2.88 percent to 37.55 percent 

in FY 2019.

A6: A review of the Treasury workforce broken down by the 

major occupations shows that of the 13 most populous major 

occupations, the participation rate for women falls below the 

Occupational CLF (OCLF) availability rate in the following six

series:

• 0301, Miscellaneous Administration and Program, 

participation (60.18 percent) falls below the OCLF 

availability rate of 63.30 percent;

• 0340, Program Management, participation (58.36 

percent) falls below the OCLF availability rate of

63.30 percent;

• 0512, Internal Revenue Agent, participation (53.24 

percent) falls below the OCLF availability rate of

64.20 percent;

• 0570, Financial Institution Examining, participation 

(38.38 percent) falls below the OCLF availability rate 

of 45.30 percent;

• 0962, Contact Representative, participation (71.71

percent) falls below the OCLF availability rate of 

82.10 percent; and 

• 1169, Internal Revenue Officer, participation (57.95 

percent) falls below the OCLF availability rate of 

64.20 percent.

A4-1: Reviewing Table A4-1 for each occupation identified

in the A6 Table as having lower than expected participation 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

rates for Women:

• 0301, Miscellaneous Administration and Program

At the GS-13 grade level, the participation rate for 

Women (61.43 percent) exceeds the availability rate 

(60.18 percent); however, at the GS-14, 15, and 

SES grade levels, the participation rate for Women 

(58.15 percent, 44.18 percent, and 22.94 percent 

respectively) fall below the availability rate of 60.18 

percent.

• 0340, Program Management

At the GS-13 grade level, the participation rate for 

Women (65.52 percent) exceeds the availability rate 

(58.36 percent); however, at the GS-14, 15, and 

SES grade levels, the participation rate for Women 

(57.46 percent, 51.58 percent, and 45.83 percent 

respectively) fall below the availability rate of 58.36 

percent.

• 0512, Internal Revenue Agent

At the GS-13, 15, and SES grade levels, the 

participation rate for Women (53.57 percent, 53.33 

percent, and 100.00 percent respectively) exceeds 

the availability rate (53.24 percent); however, at the 

GS-14 grade level, Women participation (47.09 

percent) falls below the availability rate of 53.24 

percent.

• 0570, Financial Institution Examining

At the GS-13 and 15 equivalent grade levels, the

participation rate for Women (39.80 percent and 

40.19 percent respectively) exceeds the availability 

rate (38.38 percent); however, at the GS-14 and 

SES equivalent grade levels, the participation rate 

for Women (37.31 percent and 27.59 percent 

respectively) falls below the availability rate of 38.38 

percent.

• 0962, Contact Representative

There are no positions in Treasury in the 0962 

series at the GS-13 and above grade level. All 

positions in the 0962 series are GS-11 and below.

• 1169, Internal Revenue Officer

At the GS-13 and 14 grade levels, the participation 

rate for Women (54.96 percent and 47.52 percent 

respectively) falls below the availability rate (57.95 

percent); however, at the GS-15 grade level, the 

participation rate for Women (60.00 percent) 

exceeds the availability rate of 57.95 percent. There 

are no positions for the 1169 series at the SES level.

A7-1: A review of the new A7-1 Table shows the new hire 

and internal competitive promotions for GS-13 through 15

and SES grade levels.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

GS-13

New Hires: For GS-13 new hires, the participation 

rate for Women applicants was 43.19 percent, which

fell to 42.50 percent at the qualified stage of the 

application process. The participation rate for 

Women continued to fall at the referred stage of the 

process where the participation rate for Women was 

39.88 percent. The participation rate for Women 

increased at the interviewed stage of the process 

(48.59 percent); but fell again to 45.18 percent at the 

selected stage.

Internal Competitive Promotions: For GS-13 internal 

competitive promotions, the participation rate for 

Women applicants was 64.27 percent, and stayed at 

64.14 percent at the qualified stage. The 

participation rate dropped at the referred stage to 

62.17 percent and fell again at the interviewed stage 

(61.47 percent); but increased at the selection stage 

to 62.27 percent.

GS-14

New Hires: For GS-14 new hires, the participation 

rate for Women applicants was 40.11 percent, which 

decreased slightly to 40.01 percent at the qualified 

stage of the application process. The participation 

rate for Women dropped at the referred stage of the 

process to 39.54 percent. The participation rate for 

Women increased at the interviewed stage of the 

process (46.76 percent) and dropped again to 40.18 

percent at the selected stage.

Internal Competitive Promotions: For GS-14 internal 

competitive promotions, the participation rate for 

Women applicants was 56.68 percent, and slightly 

increased to 57.65 percent at the qualified stage. 

The participation rate remained at 57.25 percent at 

the referred stage and increased at the interviewed 

stage (64.75 percent). The participation rate 

decreased at the selection stage to 57.81 percent.

GS-15

New Hires: For GS-15 new hires, the participation 

rate for Women applicants was 31.65 percent, which

reduced to 31.03 percent at the qualified stage of 

the application process. The participation rate for

Women increased at the referred stage of the 

process to 35.94 percent. The participation rate for 

Women increased at the interviewed stage of the 

process (50.00 percent) and dropped again to 46.50 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

percent at the selected stage.

Internal Competitive Promotions: For GS-15 internal 

competitive promotions, the participation rate for 

Women applicants was 49.55 percent, and 

increased to 52.73 percent at the qualified stage. 

The participation rate increased again to 54.07 

percent at the referred stage and decreased at the 

interviewed stage (35.71 percent). The participation 

rate increased at the selection stage to 62.50 

percent.

SES

New Hires: For SES new hires, the participation 

rate for Women applicants was 33.31 percent, which 

reduced to 32.63 percent at the qualified stage of 

the application process. The participation rate for 

Women continued to decrease at the referred stage 

of the process where the participation rate for 

Women was 30.35 percent. The participation rate 

for Women increased at the interviewed stage of the 

process (55.26 percent) and dropped again to 45.24 

percent at the selected stage.

A8: A review of new hire workforce data shows that in FY 

2019, 60.35 percent of Treasury new hires were Women, 

falling below the RCLF availability rate of 64.98 percent. 

A8S: A review of new hire data by those major occupations 

identified in the A6 and A4-1 shows that:

• 0301, Miscellaneous Administration and Program

At the GS-13, 14, 15, and SES grade levels, the 

participation rates for Women new hires (58.82 

percent, 16.67 percent, 30.77 percent, and 15.00 

percent respectively) fall below the OCLF availability 

rate of 63.30 percent. 

• 0340, Program Management

In FY 2019, all hires in the 0340 series were at the

SES grade level. Of those hires, 23.08 percent were 

Women, falling below the OCLF availability rate of 

63.30 percent.

• 0512, Internal Revenue Agent

At the GS-13 grade level, the participation rate for 

Women new hires (61.40 percent) fell below the 

OCLF availability rate of 64.20 percent. There were 

no hires for the GS-14 and above grade levels.

• 0570, Financial Institution Examining

At the GS-13 equivalent grade level, the 

participation rate for Women new hires (50.00 

percent) exceeded the OCLF availability rate (45.30 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

percent). At the GS-14 and 15 equivalent grade 

levels, the participation rate for Women new hires 

(20.00 percent and 0.00 percent respectively) fell 

below the OCLF availability rate (45.30 percent).

• 1169, Internal Revenue Officer

In FY 2019, the participation rate for Women new 

hires (60.00 percent) fell below the OCLF availability 

rate of 64.20 percent.

A14: Review of separation data for the Treasury workforce

shows that 70.59 percent of all Involuntary separations were 

Women, exceeding the workforce availability rate of 61.56 

percent. Similarly, 64.72 percent of all voluntary separations 

were Women, which also exceeds the workforce availability 

rate (61.56 percent). 

A14S2: A review of new separation data by those major 

occupations identified in the A6 and A4-1 shows that:

• 0301, Miscellaneous Administration and Program

At the GS-13, 14, 15, and SES grade levels, the 

participation rates for separations of Women (55.88 

percent, 52.78 percent, 48.72 percent, and 25.00

percent respectively) fell below the availability rate of 

60.18 percent. 

• 0340, Program Management

At the GS-13, 14, and SES grade levels, the 

participation rates for separations of Women (75.00 

percent, 66.67 percent, and 62.50 percent 

respectively) exceeded the availability rate of 58.36 

percent. At the GS-15 grade levels, the participation 

rate for separations (48.78 percent) fell below the 

availability rate (58.36 percent).

• 0512, Internal Revenue Agent

At the GS-13 and 14 grade levels, the participation 

rate for separations (45.24 percent and 48.85 

percent) fell below the availability rate of 53.24 

percent. At the GS-15 grade level, the participation 

rate for separations (100.00 percent) exceeded the 

availability rate of 53.24 percent.

• 0570, Financial Institution Examining*

At the GS-13, 14, 15, and SES grade levels, the 

participation rates for separations (39.68 percent, 

41.38 percent, 38.89 percent, and 66.67 percent 

respectively) exceed the availability rate (38.38 

percent). 

• 0962, Contact Representative

In FY 2019, all separations in the 1169 series were 

in the GS-11 and below grade levels.

• 1169, Internal Revenue Officer
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

At the GS-13 grade level, the participation rate for

separations of Women (44.19 percent) fell below the 

availability rate (57.95 percent); however, at the GS14 and 15 grade levels, the participation rate for 

separations (66.67 percent and 100.00 percent 

respectively) exceeded the availability rate (57.95 

percent).

Complaint Data (Trends) Yes

FY 2019

In FY 2019, 395 formal complaints were filed with the 

Department; of those 395, 85 (21.52 percent) identified Sex 

(Female) as one of the bases for the complaint.

In FY 2019, of the 76 complaints that reached Settlement, 

16 (21.05 percent) identified Sex (Female) as one of the 

bases for the complaint.

FY 2020

In FY 2020, 334 formal complaints were filed with the

Department; of those 334, 68 (20.36 percent) identified Sex 

(Female) as one of the bases for the complaint.

In FY 2020, of the 93 complaints that reached Settlement, 

23 (24.73 percent) identified Sex (Female) as one of the 

bases for the complaint.

In FY 2020, there were no findings of discrimination on the 

basis of Sex (Female).

Grievance Data (Trends) No

Findings from Decisions (e.g., 

EEO, Grievance, MSPB, AntiHarassment Processes) No

Climate Assessment Survey

(e.g., FEVS) Yes

Of those Treasury respondents in the FY 2019 FEVS, 58%

were Female. 

 Men Women

 Overall New IQ 66.52% 62.24%

 Fairness 56.16% 50.34%

 Open-Minded 66.35% 60.48%

 Cooperative 63.75% 61.40%

 Supportive 84.66% 80.50% 

 Empowerment 61.70% 58.48%

Among the overall New IQ scores, and the scores for each 

category (Fairness, Open-minded, Cooperative, Supportive, 

and Empowerment), Women positive scores fell below Men 

positive scores in the overall score and each of the 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

categories. 

For item number 34, “Policies and programs promote 

diversity in the workplace (for example, recruiting minorities 

and women, training in awareness of diversity issues,

mentoring),” Treasury scored 59.9%, which falls below the 

“positive” threshold of 65%. Treasury Women scored 57.5% 

while Treasury Men scored 66.1%.

For item 37, “Arbitrary action, personal favoritism and 

coercion for partisan political purposes are not tolerated,”

Treasury scored 59.0%, which falls below the “positive”

threshold of 65%. Treasury Women scored 57.4% while 

Treasury Men scored 64.3%.

For item 38, “Prohibited Personnel Practices (for example, 

illegally discriminating for or against any employee/applicant, 

obstructing a person’s right to compete for employment, 

knowingly violating veterans’ preference requirements) are 

not tolerated,” Treasury scored 69.3%, which exceeds the 

“positive” threshold of 65%. Treasury Women scored 67.7% 

while Treasury Men scored 74.7%.

For item 45, “My supervisor is committed to a workforce 

representative of all segments of society,” Treasury scored

75.8%, which exceeds the “positive” threshold of 65%. 

Treasury Women scored 74.5% while Treasury Men scored 

80.1%.

For item 49, “My supervisor treats me with respect,”

Treasury scored 85.8%, which exceeds the “positive”

threshold of 65%. Treasury Women scored 85.2% while 

Treasury Men scored 88.4%.

For item 55, “Supervisors work well with employees of 

different backgrounds,” Treasury scored 69.4%, which 

exceeds the “positive” threshold of 65%. Treasury Women 

scored 67.9% while Treasury Men scored 74.2%

Exit Interview Data Yes

FY 2015

In FY 2015, Treasury received Exit Survey responses from 

1232 Women (permanent). The majority of separating 

women were employed for More than 25 years (57.22% or 

705), followed by 13-15 years (17.29% or 213), 4-6 years

(11.12% or 137), 7-9 years (5.93% or 73), 1-3 years (4.06% 

or 50), 10-12 years (3.57% or 44), and less than 1 year 

(0.81% or 10). Of the respondents, 85.23% (1050) were GS

or equivalent; of the “Other” pay systems, 55.42% (97) were 

IR and 40.57% (71) were NB. Of the respondents, 33.93% 

(418) were 13-15 or equivalent, 32.71% (403) were 9-12 or

equivalent, 29.06% (358) were 5-8 or equivalent, 3.33% (41) 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

were 1-4 or equivalent, and 0.97% (12) were SES or 

equivalent.

The majority of respondents, 11.12% (127) were 0592 Tax 

Examining, followed by 9.09% (112) were 0962 Contact 

Representative, 7.79% (96) were 0512 Internal Revenue 

Agent, 7.55% (91) were 0501 Financial Administration & 

Program, and 6.25% (77) were 2210 Information Technology 

Management. 

Of the respondents, 44.97% (554) were 60 and Over, 

33.12% (408) were 50-59, 9.25% (114) were 30-39, 7.55% 

(93) were 40-49, and 4.79% (59) were 18-29.

Retirement accounted for 72.72% (896) of the respondents; 

of those retiring, 33.37% (299) were eligible for less than 1 

year, 21.65% (194) were eligible for 1-2 years, 20.65% (185) 

were eligible for 3-4 years, 16.29% (146) were eligible for 5-

7 years, 5.02% (45) were eligible for 10+ years, and 3.01% 

(27) were eligible for 8-9 years.

The factors most frequently cited as having an impact on the 

decision to separate were Job-Related Stress, Office Morale,

Resources available to do the job, the Office’s organization 

and alignment with regard to effective and efficient service, 

resources available to do job, and ability to participate in 

decision-making.

The majority of female respondents, 82.39% (1015), stated 

that their work experience was generally positive and 

59.90% (738) stated that they would return to work for 

Treasury. Of the respondents, 71.10% (876) stated that they 

would recommend Treasury as a good place to work.

FY 2016

In FY 2016, Treasury received Exit Survey responses from 

1136 Women (permanent). The majority of separating 

women were employed for More than 25 years (57.66%, or 

655), followed by 13-25 years (16.55% or 188), 7-9 years 

(9.15% or 104), 4-6 years (6.07% or 69), 10-12 years (5.02% 

or 57), 1-3 years (3.61% or 41), and less than 1 year (1.94% 

or 22). Of the respondents, 85.83% (975) were GS or

equivalent; of the “Other” pay systems, 64.33% (101) were 

IR and 33.76% (53) were NB. Of the respondents, 34.24% 

(389) were 13-15 or equivalent, 32.22% (366) were 9-12 or 

equivalent, 28.35% (322) were 5-8 or equivalent, 4.40% (50) 

were 1-4 or equivalent, and 0.79% (9) were SES or 

equivalent. 

The majority of respondents, 11.53% (131) 2343 0592 Tax 

Examining, followed by 9.51% (108) were 0962 Contact
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

Representative, 9.33% (106) were 0343 Management & 

Program Analysis, 7.04% (80) were 0501 Financial 

Administration & Program, and 6.34% (72) were 2210

Information Technology Management.

Of the respondents, 46.57% (59) were 60 and Over, 31.51% 

(358) were 50-59, 10.04% (114) were 30-39, 7.83% (89) 

were 40-49, and 3.70% (42) were 18-29.

Retirement accounted for 72.45% (823) of the respondents; 

of those retiring, 30.98% (255) were eligible for less than 1 

year, 23.82% (196) were eligible for 1-2 years, 18.83% (155) 

were eligible for 3-4 years, 15.19% (125) were eligible for 5-

7 years, 7.17% (59) were eligible for 10+ years, and 4.01% 

(33) were eligible for 8-9 years.

The factors most frequently cited as having an impact on the 

decision to separate were Job-Related Stress, Office Morale, 

Ability to participate in decision-making, the Office’s 

organization and alignment with regard to effective and 

efficient service, and access to developmental opportunities. 

The majority of respondents, 85.92% (976) stated that their 

work experience was generally positive and 63.20% (718)

stated that they would return to work for Treasury. Of the 

respondents, 74.65% (848) stated that they would 

recommend Treasury as a good place to work.

FY 2017

In FY 2017, Treasury received Exit Survey responses from 

1078 Women (permanent). The majority of separating

women were employed for More than 25 years (61.78%, or 

666), followed by 13-25 years (14.56%, or 157), 7-9 years 

(6.77%, or 73), 10-12 years (5.38%, or 58), 4-6 years 

(4.64%, or 50), less than 1 year (3.62%, or 39), and 1-3 

years (3.25%, or 35). Of the respondents, 83.95% (905) 

were GS or equivalent; of the “Other” pay systems, 67.86% 

(114) were IR and 29.76% (50) were NB. Of the 

respondents, 33.02% (356) were 9-12 or equivalent, 31.73% 

(342) were 5-8 or equivalent, 31.45% (339) were 13-15 or 

equivalent, 3.06% (33) were 1-4 or equivalent, and 0.74% 

(8) were SES or equivalent.

The majority of respondents, 11.60% (125) were 0592 Tax 

Examining, followed by 11.32% (122) were 0962 Contact 

Representative, 8.72% (94) were 0501 Financial 

Administration & Program, 6.49% (70) were 1169 Internal 

Revenue Officer, 6.22% (67) were 0343 Management & 

Program Analysis, and 6.22% (67) were 2210 Information 

Technology Management.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

Of the respondents, 46.85% (505) were 60 and Over, 

32.84% (354) were 50-59, 8.91% (96) were 30-39, 6.68% 

(72) were 40-49, and 3.80% (41) were 28-29.

Retirement accounted for 73.84% (796) of the respondents; 

of those retiring, the majority, 29.02% (231) were eligible for

less than 1 year, followed by 22.99% (183) eligible for 1-2 

years, 18.22% (145) eligible for 5-7 years, 17.59% (140) 

eligible for 3-4 years, 7.41% (59) eligible for 10+ years, and 

4.77% (38) eligible for 8-9 years.

The factors most frequently cited as having an impact on the

decision to separate are Job-Related Stress, Office Morale, 

Reasonableness of Workload, Ability to Participate in 

Decision-Making, Resources Available to do Job, and Pay 

Level in Relation to Job Responsibilities and Performance.

The majority of respondents, 82.75% (892) stated that their 

work experience was generally positive and 61.04% (658)

stated that they would return to work for Treasury. Of the 

respondents, 72.36% (780) stated that they would 

recommend Treasury as a good place to work.

FY 2018

In FY 2018, Treasury received Exit Survey responses from 

1131 Women (permanent). The majority of separating 

women were employed for More than 25 years (61.10%, or 

691), followed by 13-25 years (18.21% or 206), 7-9 years 

(6.37% or 72), 10-12 years (6.01% or 68), 1-3 years (4.16% 

or 47) 4-6 years (2.92% or 33), and less than 1 year (1.24% 

or 14). Of the respondents, 87.27% (987) were GS or 

equivalent; of the “Other” pay systems, 61.43% (86) were IR, 

and 32.86% (46) were NB. Of the respondents, 34.39% 

(389) were 13-15 or equivalent, 32.45% (367) were 9-12 or 

equivalent, 27.59% (312) were 5-8 or equivalent, 4.95% (56) 

were 1-4 or equivalent, and 0.62% (7) were SES or 

equivalent.

The majority of respondents, 10.96% (124) were 0962 

Contact Representative, 10.43% (118) were 0592 Tax 

Examining, 9.37% (106) were 0501 Financial Administration 

& Program, 7.78% (88) were 0512 Internal Revenue Agent, 

6.90% (78) were 0343 Management & Program Analysis, 

and 6.56% (73) were 2210 Information Technology 

Management. 

Of the respondents, 48.19% (545) were 60 and Over,

34.22% (387) were 50-59, 7.25% (82) were 30-39, 6.90% 

(78) were 40-49, and 2.65% (30) were 18-29.

Retirement accounted for 76.13% (861) of the respondents; 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

of those retiring, the majority, 30.78% (265) were eligible for 

less than 1 year, 21.95% (189) were eligible for 1-2 years, 

19.40% (167) were eligible for 3-4 years, 17.07% (147) were 

eligible for 5-7 years, 6.27% (54) were eligible for 10+ years, 

and 4.53% (39) were eligible for 8-9 years.

The factors most frequently cited as having an impact on the 

decision to separate were Job-Related Stress, Office Morale, 

Ability to Participate in Decision-Making, Access to 

Developmental Opportunities, and Reasonableness of 

Workload.

The majority of respondents, 82.67% (935) stated that their 

work experience was generally positive and 58.53% (662)

stated that they would return to work for Treasury. Of the 

respondents, 71.97% (814) stated that they would 

recommend Treasury as a good place to work.

FY 2019

In FY 2019, Treasury received Exit Survey responses from 

940 Women (permanent). The majority of separating 

women were employed for More than 25 years (55.53%, or 

522), followed by 13-25 years (19.47%, or 183), 10-12 years 

(6.91%, or 65), 1-3 years (5.85%, or 55), 7-9 years (5.43%, 

or 51), 4-6 years (4.15%, or 39), and less than 1 year 

(2.66%, or 25). Of the respondents, 86.91% (817) were GS 

or equivalent and 0.53% (5) were WG or equivalent; of the 

“Other” pay systems, 53.91% (62) were IR, and q45.22% 

(52) were NB. Of the respondents, 35.32% (332) were 13-

15 or equivalent, 32.23% (303) were 9-12 or equivalent, 

26.49% (249) were 5-8 or equivalent, 5.74% (54) were 1-4 or 

equivalent, and 0.21% (2) were SES or equivalent.

The majority of respondents, 11.60% (109) were in 0592 Tax 

Examining, 9.04% (85) were 0962 Contact Representative, 

8.51% (80) were 0501 Financial Administration & Program, 

6.91% (65) were 0343 Management & Program Analysis, 

and 6.38% (60) were 2210 Information Technology 

Management.

Of the respondents, 45.64% (429) were age 60 and Over, 

32.77% (308) were 50-59, 9.36% (88) were 30-39, 8.19% 

(77) were 40-49, and 2.98% (28) were 18-29.

Retirement accounted for 71.17% (669) of the respondents; 

of those retiring, the majority, 30.79% (206) were eligible for 

less than 1 year, 24.22% (162) were eligible for 1-2 years, 

18.54% (124) were eligible for 3-4 years. 15.10% (101) were 

eligible for 5-7 years, 6.73% (45) were eligible for 10+ years,

and 4.63% (31) were eligible for 8-9 years.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

The factors most frequently cited as having an impact on the 

decision to separate were Job-Related Stress, Office Morale,

Resources available to do Job, Ability to Participate in 

Decision-Making, and Reasonableness of Workload.

The majority of respondents, 84.04% (790) stated that their 

work experience was generally positive and 60.32% (567) 

stated that they would return to work for Treasury. Of the 

respondents, 75.53% (710) stated that they would 

recommend Treasury as a good place to work.

FY 2020

In FY 2020, Treasury received Exit Survey responses from 

786 Women (permanent). The majority of separating

women were employed for More than 25 years (58.27% or 

458), followed by 13-25 years (16.03% or 126), 10-12 years 

(7.51% or 59), Less than 1 year (5.47% or 43), 4-6 years 

(4.45% or 35), 7-9 years (4.20% or 33), and 1-3 years 

(4.07% or 32). Of the respondents, the majority, 85.11% 

(669), were GS or equivalent; of the “Other” pay systems, 

51.33% (58) were IR, 47.79% (54) were NB, and 0.88% (1) 

was TR. Of the separations, 39.82% (313) were from 13-15 

or equivalent grades, 30.53% (240) were 9-12 or equivalent, 

25.70% (202) were 5-8 or equivalent, 3.31% (26) were 1-4 or 

equivalent, and 0.64% (5) were SES or equivalent. 

The majority of respondents (74, or 9,41%) were in 0512 

Internal Revenue Agent, followed by 0962 Contact

Representative (73, or 9.29%), 0592 Tax Examining (69, or 

8.78%), 0343 Management & Program Analysis (65, or 

8.27%), 0501 Financial Administration & Program (59, or 

7.51%), and 2210 Information Technology Management (48,

or 6.11%).

Of the respondents, 44.40% (349) were age 60 and Over, 

33.72% (265) were 50-59, 9.54% (75) were 30-39, 7.25% 

(57) were 40-49, and 2.94% (31) were 3.94% (31) were 18-

29.

Retirement accounted for 63.49% (499) of the respondents; 

of those retiring, the majority, 30.46% or 152, were eligible 

for less than 1 year, followed by 22.44% (112) eligible for 1-2 

years, 18.64% (93) eligible for 3-4 years, 16.42% (82) 

eligible for 5-7 years, 7.01% (35) eligible for 10+ years, and 

5.01% (25) eligible for 8-9 years. 

The factors most frequently cited as having an impact on the 

decision to separate from the agency were Job-Related 

Stress, Office Morale, Pay Level in Relation to Job

Responsibilities and Performance, Access to Developmental

Opportunities, and Reasonableness of Workload.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

The majority of respondents (86.39%, or 679) stated that 

their work experience was generally positive, and 63.61% 

(500) stated they would return to work for Treasury. Of the 

respondents, 79.26% (623) stated that they would 

recommend Treasury as a good place to work. 

Focus Groups No

Interviews No

Reports (e.g., Congress, EEOC, 

MSPB, GAO, OPM) No

Other (Please Describe) No

Status of Barrier Analysis Process

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

No No

Statement of Identified Barrier(s)

Description of Policy, Procedure, or Practice

Barrier Analysis not yet identified.

Objective(s) and Dates for EEO Plan

Objective

Date 

Initiated 

(mm/dd/yyyy)

Target Date 

(mm/dd/yyyy)

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date 

(mm/dd/yyyy)

Date 

Completed 

(mm/dd/yyyy)

Increase participation rates for 

Women in the GS-13 through 15 

and SES grade levels.

09/01/2019 09/30/2021 Yes

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan? 

(Yes or No)

Director, OCRD Mariam Harvey Yes
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Planned Activities Toward Completion of Objective

Target Date 

(mm/dd/yyyy) Planned Activities

Modified Date 

(mm/dd/yyyy)

Completion 

Date 

(mm/dd/yyyy)

12/30/2019

Reach out to EEO Officers for those bureaus (DO 

and IRS) with noted decrease in the participation 

rate of Women in SES and GS-15 feeder pools to 

request a barrier analysis study be implemented 

in FY 2020.

12/20/2019

06/30/2020

Review Exit Interview and FEVS data results for 

FY 2015 through FY 2020 to identify trends for 

Women perceptions in the workforce.

12/30/2020

09/30/2020

Identify a high-level Treasury Barrier Analysis 

Team, a working group that leverages the 

expertise of members of the OCRD, Human 

Resources, and Bureau EEO Offices to more 

closely identify barriers to Women participation in

the GS-13 and above grade levels.

09/30/2020

12/30/2020

Treasury Barrier Analysis Team will create a plan 

that guides critical phases (analysis, methods, 

resources, senior leadership support). 

12/30/2020

Reach out to Bureau EEO Officers to coordinate 

with their HR Offices to identify Grievance data 

trends for FY 2018 through FY 2020.

03/30/2021 Treasury Barrier Analysis Team will implement

plan.

05/31/2021 Treasury Barrier Analysis Team will collect data. 

07/30/2021 Treasury Barrier Analysis Team will analyze and 

report data.

09/30/2021

Treasury Barrier Analysis Team will create

additional action plan to eliminate identified 

barrier(s). 

09/30/2021 Clarify next steps.

Report of Accomplishments 

Fiscal Year Accomplishments

FY 2020

The Barrier Analysis Working Group was formed in September 2020, consisting 

of members from each bureau. Treasury Female exit survey responses were 

reviewed.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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 plan will improve the recruitment, hiring, advancement, and retention of applicants and employees with 

disabilities. All agencies, regardless of size, must complete this Part of the MD-715 report. 

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 C.F.R. § 1614.203(d)(7)) require agencies to establish specific numerical goals for

increasing the participation of persons with reportable and 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) Yes 0 No X

b. Cluster GS-11 to SES (PWD) Yes 0 No X

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) Yes 0 No X

b. Cluster GS-11 to SES (PWTD) Yes 0 No X

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

recruiters.

The Department of the Treasury issued a memorandum on or around September 25, 2017 to Human Resources’ 

(HR) staff and hiring managers, describing the Department’s commitment to meeting the numerical goals set 

forth under Section 501. The memorandum emphasized improving hiring efforts in the mission critical 

occupations: IT Management; Program Analyst; Accounting; and Financial Management Analysis. Additionally,

the Department provides Treasury’s leadership updates on the participation, grade distribution, hiring, and 

separations of PWD and PWTD, allowing leadership to make informed decisions on how the Department is doing 

towards meeting the established goals for PWD and PWTD. 

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
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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.

Yes X No 0

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

Full (Name, Title, Office, Email)

Time

Part 

Time

Collateral 

Duty

Processing applications from PWD and PWTD 80 3 8 See specific bureau PART 

J’s.

Answering questions from the public about 

hiring authorities that take disability into 

account

57 3 21 See specific bureau PART 

J’s.

Processing reasonable accommodation 

requests from applicants and employees

49 4 12 See specific bureau PART 

J’s.

Section 508 Compliance 150 2 2 See specific bureau PART

J’s.

Architectural Barriers Act Compliance 19 2 319 See specific bureau PART 

J’s.

Special Emphasis Program for PWD and 

PWTD

14 4 5 See specific bureau PART 

J’s.

Note: Treasury provides a consolidated count where applicable; however, due to its size, a notation “See specific 

bureau PART J’s” was added to assist in identifying bureau responsible official. 

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. 

Yes X No 0

In Fiscal Year (FY) 2020, OCRD provided training sessions to the bureau’s staff on an as-needed basis regarding 

the PARTJ and use of the new MD-715 V2 workforce data tables. OCRD and the bureau’s Disability Program 

Managers also participated in the quarterly Federal Exchange on Employment and Disability (FEED) meetings, 

hosted by EEOC and Department of Labor, which educates attendees on various issues and topics related to 

disability. 

The bureau Disability Program Managers and Reasonable Accommodation Coordinators received training on the 

new Reasonable Accommodation Tracking system that was deployed in FY 2020. Ongoing private sessions are 

offered on an as-needed bases. 

Annually, all HR professionals are required to complete online courses related to veteran’s employment, which 

include disability components. This training, provided by the Department, is mandated by Executive Order (EO) 

13518. Also, HR representatives attended a reasonable accommodation (RA) refresher course, which included a 

disability component.
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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.

Yes X No 0

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 Applicants with Disabilities

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

including individuals with targeted disabilities. 

• The Workforce Recruitment Program (WRP) is continually promoted as a source for recruiting students and 

graduating seniors with disabilities, including disabled veterans.

• The Pathways Intern Program is maximized to hire interns with targeted disabilities.

• Outreach efforts with Disability and Military Student offices are routinely conducted to promote internship 

opportunities.

• Recruitment events, fairs, and conferences are mapped for annual participation, i.e., Hiring Heroes, Federal 

Disability Workforce Consortium, the Department of Labor’s WRP Training, Treasury sponsored Bender 

Consulting Job Fair, and the Treasury Department’s Veteran Employment Summit to market Treasury and its

job opportunities.

• As a part of Treasury’s “Be A Champion” initiative, the Disability and Veteran’s Program Managers work 

closely with hiring managers to identify qualified PWD and PWTD, to include disabled veterans to noncompetitively hire using Schedule A Hiring Authority. 

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. 

Schedule A Hiring Authority is promoted and available for use along with Veterans Appointment Authorities to 

non-competitively appoint PWD/PWTD and veterans with a service-connected disability rating of 30% or more. 

The Department’s Disability Program Manager (DPM) has established numerous external partnerships with 

private and public organizations that assist PWD/PWTD candidates in finding meaningful employment. The 

DPM alerted both selecting officials and embedded HR personnel on the value of hiring external disabled 

applicants. Alerts were made through Saba Centra, an e-Learning product which expands remote access such 

as email communications, conference calls, and Department-wide online training. 
EEOC FORM 

U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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.

When applicants utilize the Schedule A Hiring Authority, the process for eligibility and hire encompass: 1) 

Application qualification review process – conducted by the servicing HR Specialist who confirms that the 

applicants meet the qualification requirements of the announced position and have provided required proof of 

disability; 2) Applicant referral - individuals deemed qualified are referred to the hiring manager on a Schedule A 

certificate of eligibility with guidance on selection procedures, this includes the application of veterans’ preference, 

when applicable. Managers have the option to interview and/or hire from the Schedule A certificate or to consider 

other candidates from other issued certificates (Merit Promotion, Non-Competitive, Veterans’ Recruitment 

Appointment (VRA), etc.). 

Alternatively, when individuals submit their resumes directly to the Treasury or Internal Revenue Service (IRS)

Special Placement Program Coordinator (SPPC) for vacant positions, the SPPC refers the resumes to the 

designated servicing HR Specialist. The HR Specialist reviews the resumes to determine qualifications. If 

qualifications and Schedule A eligibility are met, the resumes are then forwarded to the hiring manager for

consideration, with guidance on selection procedures, including the application of veterans’ preference, when 

applicable. 

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.

Yes X No 0 N/A 0

All Treasury managers, supervisors, and selected HR professionals are required to complete veteran’s 

employment online training provided through the Treasury’s Integrated Talent Management System (ITMS). 

Disability training, such as Americans with Disability Act: An Overview for Managers and A Manager’s Guide to 

Diversity, Inclusion and Accommodations, along with other hiring manager tools are also available through ITMS.

 

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 Department engages with varied organizations such as Department of Vocational Rehabilitation Centers, 

Veterans Administration (VA), and Department of Labor Employment Service by partnering, providing lectures, and 

attending on-site presentations and classroom visits to develop stronger relationships with college students and 

professors, and with college campus clubs and groups that maintain focus on students with disabilities.

Meetings with professional organizations such as Wounded Warriors and Department of Vocational Rehabilitation 

Centers are held periodically to share Treasury’s process for providing vacancy announcements, and share 

information about opportunities, including career development tracks.

Up until the end of FY 2020, Treasury utilized its Memorandum of Understanding with the Computer/Electronic 

Accommodation Program (CAP) to secure devices frequently used by PWD and PWTD. The IRS offers a similar 

program for its employees called Information Resource Accessibility Program (IRAP). Both programs conduct a 

needs assessment and provide training on how to effectively use the new equipment. 

The Department is also in the process of establishing a Treasury-wide sign language interpretive contract, with 
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possible additional Video Interpretive Relay service, to provide an effective and efficient procedure for providing 

sign language interpreters.

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) Yes 0 No X

b. New Hires for Permanent Workforce (PWTD) Yes 0 No X

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.

a. New Hires for MCO (PWD) Yes X No 0

b. New Hires for MCO (PWTD) Yes X No 0

Data from the Treasury Workforce Analytics (WA) Table B6 V2 (permeant workforce): New hires by 

Occupational Series and Monster Table B6 V2 (permeant workforce) (mission-critical occupations) were 

analyzed to identify triggers among new hires, indicating the following results: 

FY 2020 New Hires Qualified vs. New Hires Qualified vs. New Hires

0110 (75) PWD: 9.46% - 5.63%** PWTD: 2.67% - 0.00%**

0301 (139) PWD: 12.19% - 23.02% PWTD: 5.97% - 2.88%**

0340 (8) PWD: 14.49% - 0.00%*** PWTD: 6.31% - 0.00%***

0501 (148) PWD: 11.92% - 25.68% PWTD: 5.86% - 1.35%**

0511 (44) PWD: 10.84% - 15.91%*** PWTD: 5.11% - 0.00%***

0570 (131) PWD: 3.58% - 8.40% 

0905 (77) PWD: 8.23% - 2.60%** PWTD: 3.18% - 0.00%**

1169 (54) PWD: 5.44% - 11.11% PWTD: 1.81% - 1.85%

1811 (123) PWTD: 2.58% - 0.00%*

2210 (403) PWD: 11.05% - 28.54% 

*The 1811, Criminal Investigators occupation, limits the employment opportunities available for PWTD based on 

the Office of Personnel Management (OPM)’s established medical requirements for the position. Therefore, we 

would expect the hiring of PWD and PWTD to be limited in this series and do not consider the lack of 

participation to be a trigger.

**Triggers were noted when comparing the qualified applicant flow data with the new hires for PWD and PWTD 

in the 0110, 0301, 0501, 0905, 1811, and 2210 occupational series. For the Treasury bureaus that noted the 

same triggers in their workforce evaluation, these triggers are noted in their PART J’s. Plans to improve hiring 

for PWD/PWTD within the major occupations listed are detailed in the specific bureau PART J’s. Treasury will 

monitor all bureau PART J’s to ensure appropriate plans are developed to eliminate any identified barrier(s). 

*** When there is limited hiring there cannot be a realistic expectation that all groups (PWD and PWTD) would 

be hired at rates comparable to their qualification rates. Therefore, Treasury determined a threshold of 50 new 

hires. Any hire rate less than 50, will not support a statistically significant outcome. The occupations with 
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limited hiring, 0340 and 0511, did not have enough hires to determine if there is an actual trigger. 

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. The Office of Civil Rights and Diversity (OCRD) requested the bureaus to complete 

detailed analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or 

glass wall; and based on their findings, develop plans to eliminate identified barriers.

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.

a. Qualified Applicants for MCO (PWD) Yes 0 No X

b. Qualified Applicants for MCO (PWTD) Yes 0 No X

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.

a. Promotions for MCO (PWD) Yes X No 0

b. Promotions for MCO (PWTD) Yes X No 0

Data from the Treasury Workforce Analytics (WA) Table B6 V2 (permeant workforce): by Occupational Series

and Monster Table B6 V2 (permeant workforce) (mission-critical occupations) were analyzed to identify 

promotions, indicating the following results: 

FY 2020 Promotions Qualified Applicants Qualified Applicants

 to MCOs vs. Internal Promotions vs. Internal Promotions

0301 (73) PWD: 10.21% - 8.22% PWTD: 4.41% - 2.74%

0340 (180) PWD: 7.94% - 4.44% PWTD: 2.13% - 0.56%

0343 (201) PWD: 13.42% - 9.95% PWTD: 6.06% - 3.48%

0501 (519) PWD: 12.31% - 11.18% PWTD: 6.14% - 5.78%

0570 (124) PWD: 7.85% - 2.42% PWTD: 3.32% - 0.00%

1169 (95) PWD: 6.56% - 5.26% PWTD: 3.04% - 0.00%

1811 (50) PWD: 1.52% - 4.00% * PWTD: 0.00% - 0.00% *

2210 (68) PWTD: 7.03% - 4.41%

The following triggers were identified:

Treasury noted a trigger between the qualified applicants and the actual promotions in all occupational series;

those Treasury bureaus that noted triggers in their workforce evaluation are noted in their PART J’s. Plans to 

improve hiring for PWD/PWTD within the major occupations listed are detailed in the specific bureau PART J’s. 

Treasury will monitor all bureaus’ PART J’s to ensure appropriate plans are developed to eliminate any identified 

barriers. 

* When there is limited hiring, there cannot be a realistic expectation that all groups (PWD and PWTD) would be 

hired at rates comparable to their qualification rates. Therefore, Treasury determined a threshold of 50 hires or 

less is not enough hires to expect that all groups would be hired at rates comparable to their qualification rates. 
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For those occupations (1811) with limited hiring, there were not enough hires resulting in internal promotions to 

determine if there is an actual trigger.

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.

Treasury’s opportunities for advancement are accessible and open to all employees, including employees with 

disabilities. Treasury offers non-competitive opportunities to streamline the hiring process to fill critical and 

non-critical positions quickly (e.g., details, including positions that can lead to promotion). 

Leadership development opportunities exist for all qualified employees through such programs as Leadership

Succession Review for general schedule (GS)-12 to senior executive service (SES) employees; Executive 

Readiness (XR), and Candidate Development Programs (CDP), which can potentially lead to the SES. 

Treasury encourages diverse employee (including PWD/PWTD) participation in management, leadership and 

career development programs through employee network groups (ENGs), such as the Adelante’, an ENG 

established for Hispanic employees, and the Veterans Employee Resource Group and a variety of other 

communication venues throughout the agency. Developmental opportunities are broadly communicated to all 

employees through internal weekly and monthly newsletters, internet website postings, and shared by ENGs.

Treasury encourages individual development plans for all employees. Managers are reminded to consider 

permanently assigned PWD/PWTD for development opportunities as part of their Individual Development 

Planning process. All development opportunity announcements are posted on the Treasury’s internal website.

In conjunction with available training, Treasury will explore, for FY 2021, the development of a committee

composed of bureau representatives to explore additional opportunities (e.g., mentoring) to the disabled 

community.

B. Career Development Opportunities

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

The Department of Treasury does not have a formal Career Development Program. However, Treasury 

bureaus have established varied opportunities to further develop the careers of employees, including PWD and 

PWTD. The below, highlights some programs offered. To view the exhaustive list, please see bureau specific 

reports. 

The Bureau of Engraving offers a series of programs for GS 7-15 employees or equivalent. Programs include:

• The New Leaders Program (GS 7-11 employees or equivalent). This program focuses on developing

future public service leaders and includes leadership self-assessments, experiential learning, and 

individual development opportunities integrated into a competency-based learning approach. 

• The Executive Leadership Program (GS 12-13 employees or equivalent). This program enhances 

support to organizational mission and goals, focusing specifically on the competency of “leading 
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people” through developmental activities and experiences.

• The Executive Potential Program (GS 14-15 employees or equivalent), a competency-based leadership 

program that prepares high-potential employees to focus on leading change effectively at the senior 

level. 

• The Career Development Program (GS-11 and below or equivalent), provides upward mobility via 

defined career training using individual career development plans for training and other opportunities to 

employees, who positions offer limited promotion potential, for placement into positions in other 

occupational series for which they would not otherwise be qualified. 

Departmental Offices partners with the Treasury Executive Institute (TEI) to offer employees individual 

coaching services for a six-month period. TEI’s coaching services assist DO employees with achieving 

professional goals, solving individual leadership challenges, and developing leadership attributes.

Bureau of Fiscal Service (BFS) offers career development training courses to its employees in career ladder 

positions to enhance their eligibility for potential promotion to higher grades. In person and online classes 

enable BFS employees to develop skills to help them advance and qualify for other positions.

IRS offers career development opportunities service wide to all employees for non-competitive 

details/promotions and internal merit promotions. In addition, leadership development opportunities are 

available for all employees to consider. IRS Chief Counsel offers training and development opportunities for 

attorneys Counsel-wide. Reasonable accommodations are made for all training.

The United States Mint (Mint) offers Manufacturer Certification and Apprenticeship Program and Operator 

Certification and Apprenticeship programs which are available to PWD and PWTD.

The Office of Comptroller of the Currency (OCC) offers at least three professional development programs for its 

bank examiners. Non-examiners are also exposed to career forums that provide a variety of career options in 

the non-examiner lines of business. Additionally, OCC offers the 0905 occupational series cross-training and 

developmental assignments to equip attorneys with legal skills and experiences across multiple legal practice

areas through the Honors Attorney Program. Overall, training and development courses are available to all 

employees, in the classroom, online, virtual, and self-study. Temporary details and short–term work 

assignments are advertised to all employees on the agency’s Opportunities Board.

The Treasury Inspector General for Tax Administration (TIGTA)’s programs include:

• The Office of Audit’s Leadership Development Program for Auditors GS-13, GS-14, and GS-15 

employees, which allows qualified diverse employees to participate in career development training, and 

opportunities that will prepare them for the Office of Audit’s management vacancies. 

• The Office of Investigations provides diverse employees an opportunity to participate in their Equity, 

Diversity, and Inclusion Program, which offers career development opportunities for all employees. 

• Career developmental opportunities using rotational assignments and business unit details are also 

encouraged for all TIGTA employees. TIGTA communicates vacancy announcements and detail 

opportunities to all employees, including PWD/PWTD through email, intranet, and internet.

The Alcohol and Tobacco Tax and Trade Bureau (TTB)’s primary career development program (CDP) is the 

Emerging Leaders Program (ELP) – a three-year centralized training program that is competitive with

selections made at the Assistant Administrator level. During the 4th quarter of each fiscal year, TTB 

broadcasts an ELP annual opportunity announcement to request applicants for the Program. The 

announcement provides general information about the ELP and its three programs, identifies the three-year 

curriculum for each program, and explains how employees may apply. The TTB ELP framework consists of 

three separate and distinct programs:

- Program for non-supervisory employees;

- Program for 1st level supervisors; and, 

- Program for 2nd level supervisors and senior leaders.

All TTB employees, including disabled veterans, are eligible for consideration for the ELP and may apply during 
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the annual announcement period. Selections are made through a competitive process. TTB’s Training and 

Professional Development Division chairs a meeting with senior leaders and provides its recommendations for

selection. Senior leaders make the final selections.

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

(%)

Internship Programs

Fellowship Programs

Mentoring Programs

Coaching Programs

Training Programs

Detail Programs

Other Career Development 

Programs

*For bureau specific career development opportunities, see bureau PART J’s. Treasury will take necessary 

steps to create a plan of action to track the above requested data. 

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.

a. Applicants (PWD) Yes 0 No X

b. Selections (PWD) Yes 0 No X

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development 

programs identified? (The appropriate benchmarks are the relevant applicant pool for applicants and the 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box.

a. Applicants (PWTD) Yes 0 No X

b. Selections (PWTD) Yes 0 No X

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) Yes X No 0
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b. Awards, Bonuses, & Incentives (PWTD) Yes X No 0

The Department analyzed data from the Treasury WA Table B9 against the inclusion rate indicating the 

following triggers: 

The inclusion rate for PWD (10.46%) and PWTD (12.94%) in Time Off Awards (1-10 hours), was below the 

inclusion rate for employees with no disability (14.66%).

The inclusion rate for PWD (4.97%) and PWTD (6.72%) in Time Off Awards (11-20 hours), was below the 

inclusion rate for employees with no disability (7.13%). 

The inclusion rate for PWD (7.70%) in Time Off Awards (21-30 hours), was below the inclusion rate for 

employees with no disability (8.65%). 

The inclusion rate for PWD (6.53%) and PWTD (7.65%) in Time Off Awards (31-40 hours), was below the 

inclusion rate for employees with no disability (8.34%). 

The inclusion rate for PWTD (17.63%) in Cash Awards ($500 and Under), was below the inclusion rate for 

employees with no disability (18.72%). 

The inclusion rate for PWTD (17.75%) in Cash Awards ($501-$999), was below the inclusion rate for employees 

with no disability (20.61%). 

The inclusion rate for PWD (21.07%) and PWTD (16.31%) in Cash Awards ($1000-$1999), was below the 

inclusion rate for employees with no disability (29.48%). 

The inclusion rate for PWD (2.25%) and PWTD (2.52%) in Cash Awards ($2000-$2999), was below the 

inclusion rate for employees with no disability (4.39%). 

The inclusion rate for PWD (0.45%) and PWTD (0.56%) in Cash Awards ($3000-$3999), was below the 

inclusion rate for employees with no disability (1.22%). 

The inclusion rate for PWD (0.14%) and PWTD (0.09%) in Cash Awards ($4000-$4999), was below the

inclusion rate for employees with no disability (0.37%). 

The inclusion rate for PWD (0.21%) and PWTD (0.34%) in Cash Awards ($5000 or more), was below the 

inclusion rate for employees with no disability (0.47%). 

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) Yes X No 0

b. Pay Increases (PWTD) Yes X No 0

The inclusion rate for PWD (2.16%) and PWTD (2.61%) in Quality Step Increases (QSI), was below the 

inclusion rate for employees with no disability (3.46%). 
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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) Yes 0 No 0 N/A X

b. Other Types of Recognition (PWTD) Yes 0 No 0 N/A X

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.

a. SES

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Yes 0 No X

ii. Internal Selections (PWD) Yes X No 0

c. Grade GS-14 

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes 0 No X

d. Grade GS-13 

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

Data from the Treasury WA Table B7 Applicants and Promotion by Disability and the Monster (M) B7 –

Applicants and Promotions by Senior Grade Levels were analyzed to identify qualified internal applicants 

and/or selectees for promotion to senior grade levels with disabilities, indicating the following results: 

 Internal Applicant vs. 

 Qualified Internal Applicant vs. 

 Internal Selections 

GS-13 PWD: 11.67% - 11.10% - 9.57% 

GS-14 PWD: 9.16% - 6.54% - 8.41% 

GS-15 PWD: 16.67% - 17.58% - 12.38% 

SES PWD: 9.24% - 8.75% - 0.00% 

While there were internal vacancy announcements that reflect the applicant flow data, the significant 

difference in the percentage of the Qualified Applicant Pool, the Selection and the Promotions are the result of 

existing employees who applied to not only internal vacancy announcements, but to all status vacancy 

announcements open to all Federal employees in FY 2020. This will also result in differences between 

internal/external selections and promotions rates. 
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NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the 

data may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier 

analysis based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass 

wall; and based on their findings, develop plans to eliminate identified barriers.

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.

a. SES

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes X No 0

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes X No 0

c. Grade GS-14 

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes 0 No X

d. Grade GS-13 

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes 0 No X

Data from the Treasury WA Table B7 Applicants and Promotion by Disability and the Monster (M) B7 –

Applicants and Promotions by Senior Grade Levels were analyzed to identify qualified internal applicants and/or 

selectees for promotion to senior grade levels with disabilities, indicating the following results: 

 Internal Applicant vs. 

 Qualified Internal Applicant vs. 

 Internal Selections 

GS-13 PWTD: 5.25% - 4.75% - 2.09% 

GS-14 PWTD: 4.65% - 2.48% - 1.51% 

GS-15 PWTD: 5.56% - 5.49% - 1.59% 

SES PWTD: 2.78% - 2.13% - 0.00% 

While there were internal vacancy announcements that reflect the applicant flow data, the significant difference 

in the percentage of the Qualified Applicant Pool, the Selection and the Promotions are the result of existing 

employees who applied to not only internal vacancy announcements, but to all status vacancy announcements 

open to all Federal employees in FY 2020. This will also result in differences between internal/external 

selections and promotions rates.

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 
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may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed analyses to 

determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; and based 

on their findings, develop plans to eliminate identified barriers.

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.

a. New Hires to SES (PWD) Yes X No 0

b. New Hires to GS-15 (PWD) Yes X No 0

c. New Hires to GS-14 (PWD) Yes 0 No X

d. New Hires to GS-13 (PWD) Yes 0 No X

Data from the Treasury WA Table B7 Applicants and New Hires by Disability and the Monster (M) B7 –

Applicants and New Hires by Senior Grade Levels were analyzed to identify qualified internal applicants and/or 

selectees for new hires to senior grade levels with disabilities, indicating the following results: 

 External Applicant 

 vs. New Hires 

GS-13 PWD: 10.62% - 25.08% 

GS-14 PWD: 11.34% - 23.71% 

GS-15 PWD: 13.75% - 11.65% 

SES PWD: 13.22% - 7.14% 

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; 

and based on their findings, develop plans to eliminate identified barriers.

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.

a. New Hires to SES (PWTD) Yes X No 0

b. New Hires to GS-15 (PWTD) Yes X No 0

c. New Hires to GS-14 (PWTD) Yes X No 0

d. New Hires to GS-13 (PWTD) Yes X No 0

Data from the Treasury WA Table B7 Applicants and New Hires by Disability and the Monster (M) B7 –

Applicants and New Hires by Senior Grade Levels were analyzed to identify qualified internal applicants and/or 

selectees for new hires to senior grade levels with disabilities, indicating the following results: 

 External Applicant 

 vs. New Hires 

GS-13 PWTD: 4.98% - 3.97% 
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GS-14 PWTD: 5.06% - 3.92% 

GS-15 PWTD: 6.93% - 0.00% 

SES PWTD: 6.43% - 0.00% 

 

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed analyses to 

determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; and based 

on their findings, develop plans to eliminate identified barriers.

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.

a. Executives

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes 0 No X

b. Managers

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

c. Supervisors 

i. Qualified Internal Applicants (PWD) Yes X No 0

ii. Internal Selections (PWD) Yes X No 0

Data from the Treasury WA Table B8 New Hires by Disability and the Monster B8 – (Management Positions by 

New Hires and Occupational Series) Applicants and Hires were analyzed to identify qualified internal applicants 

and/or selectees for promotion to supervisory positions, with disabilities, indicating the following results: 

Supervisory positions Internal Applicants Qualified Applicants Internal Promotions

Executives PWD: 9.30% 8.87% 12.19%

Managers PWD: 17.14% 14.58% 9.07%

Supervisors PWD: 27.27% 20.00% 9.72%

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass 

wall; and based on their findings, develop plans to eliminate identified barriers.
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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.

a. Executives

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

b. Managers

i. Qualified Internal Applicants (PWTD) Yes X No 0

ii. Internal Selections (PWTD) Yes X No 0

c. Supervisors 

i. Qualified Internal Applicants (PWTD) Yes 0 No X

ii. Internal Selections (PWTD) Yes 0 No X

Data from the Treasury WA Table B8 New Hires by Disability and the Monster B8 – (Management Positions by 

New Hires and Occupational Series) Applicants and Hires were analyzed to identify qualified internal applicants 

and/or selectees for promotion to supervisory positions, with targeted disabilities, indicating the following 

results: 

Supervisory positions Internal Applicants Qualified Applicants Internal Promotions

Executives PWTD: 2.71% 2.07% 1.56%

Managers PWTD: 6.67% 5.21% 2.22%

Supervisors PWTD: 0.00% 0.00% 2.09%

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline or glass wall; 

and based on their findings, develop plans to eliminate identified barriers.

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.

a. New Hires for Executives (PWD) Yes X No 0

b. New Hires for Managers (PWD) Yes 0 No X

c. New Hires for Supervisors (PWD) Yes X No 0

Data from the Treasury WA Table B8 New Hires by Disability and the Monster B8 – (Management Positions 

by New Hires and Occupational Series) Applicants and Hires were analyzed to identify qualified external 

applicants and/or selectees for new hires to supervisory positions, with targeted disabilities, indicating the 

following results: 

Supervisory Positions Qualified External Applicants New Hires 

Executives PWD: 13.29% 11.76%
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U.S. Equal Employment Opportunity Commission 

DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

Managers PWD: 13.67% 36.39%

Supervisors PWD: 66.67% 19.35%

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the 

data may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier 

analysis based on bureau specific data into possible glass ceilings, blocked pipelines and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline or glass 

wall; and based on their findings, develop plans to eliminate identified barriers.

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.

a. New Hires for Executives (PWTD) Yes X No 0

b. New Hires for Managers (PWTD) Yes X No 0

c. New Hires for Supervisors (PWTD) Yes X No 0

Data from the Treasury WA Table B8 New Hires by Disability and the Monster B8 – (Management Positions 

by New Hires and Occupational Series) Applicants and Hires were analyzed to identify qualified external 

applicants and/or selectees for new hires to supervisory positions, with targeted disabilities, indicating the 

following results: 

Supervisory Positions Qualified External Applicants New Hires 

Executives PWTD: 6.65% 0.00%

Managers PWTD: 7.42% 5.81%

Supervisors PWTD: 0.00% 0.00%

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the 

data may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier 

analysis based on bureau specific data into possible glass ceilings, blocked pipelines and glass walls must be 

conducted by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed 

analyses to determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline or glass 

wall; and based on their findings, develop plans to eliminate identified barriers.

Section V: Plan to Improve Retention of Persons with Disabilities

To be a 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 personal 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.

Yes 0 No X N/A 0
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

In FY2020, Treasury did not convert all eligible Schedule A employees to competitive appointments.

▪ BEP did not timely convert two eligible Schedule A employees, but initiated actions to convert the 

remaining eligible employees with an effective date of December 6, 2020.

▪ FINCEN did not timely convert eligible Schedule A employees due to unsatisfactory performance 

issues.

▪ IRS did not timely convert five eligible Schedule A employees: two had performance issues, two 

employees had just reached their two-year eligibility deadline at the end of the FY, one employee had 

a conversion action processed but later cancelled.

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) Yes X No 0

b. Involuntary Separations (PWD) Yes X No 0

The inclusion rate for PWD (7.88%) exceeded the inclusion rate of persons with no disability (6.82%) for 

voluntary separations. The inclusion rate for PWD (0.75%) exceeded the inclusion rate of persons with no 

disability (0.57%) for involuntary separations.

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) Yes X No 0

b. Involuntary Separations (PWTD) Yes X No 0

The inclusion rate for PWTD (8.71%) exceeded the rate of persons with no disability (6.82%) for voluntary 

separations. The inclusion rate for PWTD (0.75%) exceeded the rate of persons with no disability (0.57%) for 

involuntary separations. 

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.

When evaluating the types of voluntary separations, we noted that 50.60% were due to retirement, 10.01% were 

transfers, and 35.22% were resignations. The remaining 4.17% were due to death. Based on comments in the 

FY 2020 Treasury Employee Exit Survey and the explanation cited below in question #4, Treasury does not 

consider the separations “due to retirement” a trigger. However, each bureau where a trigger has been 

identified will be asked to evaluate those voluntary separations due to retirements, transfers, and resignations, 

along with information gleaned from their exit survey, to determine if these triggers are a potential barrier.

During the period of October 1, 2019 through September 30, 2020, 136 permanent/seasonal PWD responded to 

the Department’s Exit Survey. The overall responses from PWD were similar to the overall permanent/seasonal 

employee responses, in that 38.24% (52) had more than 25 years of service and 43.38% (59) were age 50 or 

older. Of the respondents with disabilities, 38.24% (52) were disabled veterans. The most frequently cited 

reason for separation of PWD was retirement (65 or 47.79%).

The factor most frequently cited as impacting a PWD’s decision to leave was job stress (66.91%). Additional 

factors frequently cited include office morale (59.55%); resources available to do the job (50.74%); and office 

organization and alignment with regard to effective and efficient service (49.26%). 

Additional responses specified that 69.85% of the respondents indicated their work experience was generally 

positive; 61.03% stated they would be interested in returning to work for Treasury; and 69.12% stated they 
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would recommend Treasury as a good place to work. 

B. Accessibility of Technology and Facilities

Pursuant to 29 C.F.R. § 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 “Accessibility” page on the public Treasury.gov website, https://home.treasury.gov/utility/accessibility,

provides three links with resources for Persons with Disabilities.

Information on how to file a complaint can be found at: https://www.treasury.gov/about/organizationalstructure/offices/Mgt/Pages/discrimination-complaint.aspx. 

The following address, located on the Treasury.gov public website, provides information and explains employee 

and applicant rights under Section 508 of the Rehabilitation Act:

https://home.treasury.gov/utility/accessibility/web-accessibility.

Additionally, the following link (which is also located on the “Accessibility” page), provides information regarding 

how to file a complaint of discrimination: https://www.treasury.gov/about/organizationalstructure/offices/Mgt/Documents/Section508_Complaint_Processing.pdf.

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.

Regarding physical accessibility, the following address is located under the “Accessibility” page on the public 

Treasury.gov website: https://home.treasury.gov/utility/accessibility/physical-accessibility. 

Additionally, the following link (which is also located on the “Accessibility” page) provides information regarding 

how to file a complaint of discrimination: https://home.treasury.gov/utility/accessibility/disability-resources. 

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 2020, the OCRD Audit Program, which includes Accessibility Reviews for Treasury/bureau-occupied

buildings, was placed on hold due to maximum telework due to the COVID-19 pandemic. In FY 2021, OCRD 

hopes to continue the Audit Program, to include Accessibility Reviews for remaining bureaus.
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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.)

Each bureau is responsible for independently processing their requests for reasonable accommodations. The

average time frame (number of days) for processing within the bureaus for FY 2020 are:

BEP 04

DO 11

FinCEN 14

FS 10

Mint 10

IRS 89

IRS-CC 20

OCC 07

TIGTA 15

TTB 18

The overall average for processing the Departments initial requests for reasonable accommodations is 20 days. 

The Department recognizes the high average for IRS which is currently reviewing its methodology for calculating 

“average days for providing reasonable accommodations.” Treasury developed an implementation plan to 

acquire a Treasury-wide reasonable accommodation tracking system that will eliminate the need to manually 

calculate processing timeframes.

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 Department has an effective Disability Program, supported by various policies, procedures, and practices, 

as evidenced by overall timely processing requests for accommodations. Mandatory training for new managers 

and supervisors includes responsibilities on providing reasonable accommodations. Throughout FY 2020, 

bureaus provided reasonable accommodations guidance via training courses, newsletters, and postings on its 

intranet websites (see specific bureau submission for details). Bureaus are responsible for monitoring 

reasonable accommodation data for trends relating to the workforce. 

D. Personal Assistance Services Allowing Employees to Participate in the Workplace

Pursuant to 29 C.F.R. § 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.

Treasury established its PAS policy and procedures during FY 2018. Training for PAS requests was provided to 

all managers, supervisors, and selected HR Professionals throughout FY 2019. PAS training has been added to 

orientation for all newly-hired managers and newly-promoted managers. 
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DEPARTMENT OF THE TREASURY ANNUAL EEO PROGRAM STATUS REPORT

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? 

Yes X No 0 N/A 0

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?

Yes 0 No X N/A 0

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.

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? 

Yes X No 0 N/A 0

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?

Yes X No 0 N/A 0
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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.

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? 

Yes 0 No X

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

 

Yes 0 No 0 N/A X

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. 

Trigger 1

Note: The following bureaus have identified triggers and initiated the barrier analysis 

process for PWD and PWTD: BEP, DO, FS, IRS, IRS-CC, and OCC. Each bureau is 

required to report independently, its plan to address their deficiencies. 

Barrier(s)

Objective(s)

Responsible Official(s) Performance Standards Address the Plan?

(Yes or No)

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

Sources of Data Sources Identify Information Collected

In FY 2020, there were four findings of discrimination involving failure to provide Reasonable 

Accommodations (RA); the corrective actions were:

1. Pay compensatory damages, restore leave, two (2) hours of RA training to two (2) Responding 

Management Officials (RMOs), post Notice, and pay attorney fees;

2. Allow complainant to telework in future if there is a medical need to do so, pay compensatory 

damages, restore leave, two (2) hours of RA training, disciplinary action taken against RMO, Post 

Notice, pay attorney fees;

3. Reinstate complainant to position held prior to termination, have RA coordinator engage in dialogue 

to ensure a reasonable accommodation is in place before employee starts back at job, pay

compensatory damages, pay backpay and benefits, restore leave, remove Absent Without Leave 

(AWOL) charges from file, two (2) hours of RA training to three (3) RMOs, disciplinary action taken 

against three (3) RMOs, Post Notice, pay attorney fees; and 

4. Pay compensatory damages, pay attorney fees, restore leave, retroactive promotion to GS-12, 

amend performance evaluations, expunge disciplinary actions, and Post Notice.
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Reviewed?

(Yes or No)

Workforce Data Tables 

Complaint Data (Trends)

Grievance Data (Trends)

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

Climate Assessment Survey (e.g., 

FEVS)

Exit Interview Data

Focus Groups

Interviews

Reports (e.g., Congress, EEOC, 

MSPB, GAO, OPM)

Other (Please Describe)

Target Date

(mm/dd/yyyy

)

Planned Activities Sufficient 

Staffing & 

Funding

(Yes or No)

Modified 

Date

(mm/dd/yy

yy)

Completion Date

(mm/dd/yyyy)

Fiscal Year Accomplishments

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

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed analyses to 

determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; and based on 

their findings, develop plans to eliminate identified barriers.

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

eliminating the barrier(s). 

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed analyses to 

determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; and based on 

their findings, develop plans to eliminate identified barriers.
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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. 

NOTE: It is important to note that when the Department looks at Treasury-wide data as a whole, the progress 

noted may not be an accurate reflection of the true progress of each bureau. The consolidated view of the data 

may mask where potential barriers still exist within some of the bureaus. Therefore, a detailed barrier analysis 

based on bureau specific data into possible glass ceilings, blocked pipelines, and glass walls must be conducted 

by each of the bureaus. OCRD expressed to the bureaus requirements to complete detailed analyses to 

determine if any PWD or PWTDs are facing a potential glass ceiling, blocked pipeline, or glass wall; and based on 

their findings, develop plans to eliminate identified barriers.