Diversity and Inclusion & 

Equal Employment Opportunity 

Strategic Plan

FISCAL YEARS 2021-2024

U.S. DEPARTMENT OF THE TREASURY 

OFFICE OF CIVIL RIGHTS & DIVERSITY
 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 3

U.S. DEPARTMENT OF THE TREASURY 

OFFICE OF CIVIL RIGHTS & DIVERSITY

Contents

Message from the Director of the Office of Civil Rights and Diversity 5

Message from the Bureau EEO Officers and OMWI Directors 7

Department of the Treasury Endorsement 9

Vision Statement 10

Foreward 10

Bureau Implementation Plan 10

Strategic Framework 11

Goal 1: Demonstrate Diversity & Inclusion as Mission Critical Values 13

Priority 1.1: Leadership Responsibility and Transparency 14

Priority 1.2: Data-Based Research and Accountability 14

Goal 2: Enhance Communication, Collaboration and Consistency 17

Priority 2.1: Establish Role Clarity to Enhance Collaboration Between Human Resources, Equal Employment 

and Opportunity and Diversity and Inclusion Offices 18

Priority 2.2: Communicate Importance of D&I, EEO, and Affirmative Employment to Treasury’s Mission 18

Priority 2.3: Support and Strengthen Internal Inclusion Efforts 19

Priority 2.4: Create Memoranda of Understanding with Outside Organizations 21

Goal 3: Center Safety, Fairness and Trust 23

Priority 3.1: Facilitate Inclusion and Trust in Day to Day Work 24

Priority 3.2: Create Space for and Listen to Candid Employee Feedback to Improve Customer Experience 25

Goal 4: Comply with Regulatory Mandates and Departmental Policies 27

Priority 4.1: Process EEO complaints of discrimination and reporting complaint activity 28

Priority 4.2: Increase Alternative Dispute Resolution (ADR) Participation and Settlement Rates 28

Priority 4.3: Reduce Processing Times for Reasonable Accommodation requests 29

Priority 4.4: Promote a Harassment-Free Workplace 29

Goal 5: Educate and Engage the Treasury Workforce 31

Priority 5.1: Training and Education for All Staff 33

Goal 6: Leverage Technology 35

Priority 6.1: Increase Use of Information Technology to Improve Efficiency of EEO Programs and Analyze Trends in 

Program Data and Workforce Demographics 36

Priority 6.2: Promote a Digital-First Culture that Prioritizes Stakeholder Interactions and Experiences 36

Milestones 37

Projected Priority Implementation Timeline 38
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Message from the Director of the 

Office of Civil Rights and Diversity

I want to thank the working group of bureau representatives from the Department 

of the Treasury’s (Department) Equal Employment Opportunity (EEO), Diversity and 

Inclusion (D&I) and Human Resources (HR) offices who collaborated to create our 

continuing road map to ensure a workforce where diversity and inclusion is valued 

and equal opportunity is the backbone to strategic workforce decisions. With input 

from these organizations, training partners including the Treasury Executive Institute, 

and lessons learned from Employee Resource Groups, bureau stakeholders, and 

bureau audits, we’ve examined how to build on our successes from the previous 

years and face the unique challenges of our modern workforce. Thanks to their 

insight, the Office of Civil Rights and Diversity has developed a comprehensive set 

of six goals that highlight both D&I and EEO priorities. While understanding that 

each functional area has a separate focus, this plan promotes the cross 

collaboration necessary to include people with a variety of talents and from a 

variety of backgrounds, resulting in a workplace where people can feel respected 

and accepted. 

These goals reflect current and emerging D&I and EEO-related matters and align directly with the 

Treasury’s Strategic Plan, federal statutes and regulations, and Executive Orders that govern EEO 

and promote equal opportunity and diversity management within the workplace. For each goal and 

underlined priority, there are corresponding strategies and tactics that will need to be implemented 

by the Department and its stakeholders to achieve a model workplace. The goals are organized 

generally in the order that we would suggest a bureau enact them, but you have the flexibility to 

adapt the content based on your needs. 

Commitment and accountability are the hallmarks of a successful effort to build and maintain 

an inclusive and diverse, high-quality workforce. A commitment to equal opportunity, diversity, 

and inclusion is critical to accomplishing the mission of the Department. Treasury’s mission is to 

protect the Nation’s economic and financial infrastructure, support U.S. leadership in the global 

economy, and promote job growth and shared prosperity. To accomplish our mission, we must be 

able to recognize the needs of our citizens and understand the multi-cultural forces that shape the 

global economy. To effectively serve this diverse nation, our workforce must be representative of 

all segments of society. Embracing diversity creates an inclusive environment that offers greater 

productivity and a competitive edge. Inclusive diversity improves the quality of our workforce and 

offers a higher return on our investment of human capital.

I look forward to working with Treasury bureaus’ equal employment opportunity, diversity and 

inclusion, and human resources communities and its leaders to build and sustain an institution that 

provides fair treatment, access, opportunity, advancement, and success for all.

Sincerely,

Mariam G. Harvey

Message from the Director of the Office of Civil Rights and Diversity
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Message for the Bureau EEO Officers 

and OMWI Directors 

Implementation of the Department of the Treasury’s FY 2021-2024 

Diversity and Inclusion and Equal Employment Opportunity Strategic Plan 

Executive Order 13583 (EO), Establishing a Coordinated Government-wide Initiative to Promote 

Diversity and Inclusion in the Federal Workforce, directs executive departments and agencies to 

develop and implement a comprehensive, integrated, and strategic plan that focuses on diversity 

and inclusion as a key component of their human resources strategies. The Department of the 

Treasury meets the requirements outlined in the EO with the issuance of Treasury’s FY 2021-2024 

Diversity and Inclusion (D&I) and Equal Employment Opportunity (EEO) Strategic Plan (Plan) that 

focuses on workforce diversity, workplace inclusion, and agency accountability and leadership.

The Plan is designed to be implemented at the bureau level with support from the Office of Civil 

Rights and Diversity (OCRD). The specific strategies and means to accomplish these goals and 

priorities will depend on your customization and should focus on maintaining measurable results 

throughout the four-year period of this plan. Development of the bureau implementation plan 

provides opportunity for engaging your internal stakeholders, such as Employee Resource Groups, 

Affinity Groups, and business partners, to contribute to its development and implementation. It 

is expected that you will work closely with your counterparts in Human Capital to help craft your 

bureau plan.

We ask that you establish your new implementation plan for carrying out the strategic objectives 

as outlined in this Plan and submit your bureau’s plan to the Director of OCRD and the Deputy 

Assistant Secretary for Human Resources/Chief Human Capital Officer here for review and 

approval within 60 days of this issuance or no later than March 10, 2021. Once approved, please 

ensure that managers are informed of your bureau’s plan.

If you have any questions concerning this memorandum or access to the OCRD SharePoint, please 

contact Tina Lancaster, Assistant Director for EEO Programs, at Tina.Lancaster@treasury.gov.

Mariam G. Harvey

Director 

Office of Civil Rights and Diversity

J. Trevor Norris

Deputy Assistant Secretary 

Human Resources and Chief Human Capital Officer

Message for the Bureau EEO Officer and OMWI Directors
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Bureau of the Fiscal Service

Financial Crimes Enforcement Network Internal Revenue Service

Internal Revenue Service – Chief Counsel

Office of the Comptroller of the Currency

U.S. Treasury Inspector General 

for Tax Administration

Alcohol and Tobacco Tax 

and Trade Bureau

Office of the Special Inspector General 

for the Troubled Asset Relief Program

Departmental Offices

Bureau of Engraving and Printing

Office of Civil Rights and Diversity

Deputy Assistant Secretary for Human Resources and Chief Human Capital Officer 

Trevor Norris, Chief Human Capital Office

Department of the Treasury Endorsement

Mariam Harvey, Director

Judy Caniban, EEO Officer Gary K. Cyrus, EEO Officer

Andre Faulk

EEO Officer

Elizabeth Ortiz

EEO Officer

Valerie Gunter, Chief Diversity Officer

Equity Diversity and Inclusion 

Keona I. Hill, EEO Officer

Joyce Cofield, Director

Office of Minority and Women and Inclusion

Rebecca (Becky) Tudisco

EEO Officer

Dominique Slaughter, EEO Officer

Office of Minority and Women and Inclusion

Andre Faulk, EEO Officer Peace T. Ngo, EEO Officer

U.S. Mint

Ashley Bailey, EEO Officer

Tina Lancaster 

Assistant Director of EEO Programs

Lydia Aponte Morales 

Assistant Director of External Civil Rights

Snider Page, Deputy Director

Lorraine Cole, Director

Office of Minority and Women Inclusion

Guy Molock, Jr.

Assistant Director of Compliants Operations

Thomas Lotito

Program Manager for Diversity & Inclusion

Department of the Treasury Endorsement
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Strategic Framework

The Office of Personnel Management (OPM) has tasked each federal agency to evolve beyond 

legal compliance and philosophical support for inclusion by instituting processes and practices 

that fully integrate D&I into all aspects of the agency’s operations as a catalyst for high mission 

performance.

D&I is a catalyst for high performance and must reach beyond a bare minimum of compliance to 

become instead a vital part of all of Department’s programs and culture, without which we cannot 

accomplish our mission effectively.

In order to mature the Department’s D&I Program to full integration, OPM suggests federal 

agencies utilize a universal framework that ensures a complete and balanced approach is applied 

for managing D&I efforts. The Framework ensures a holistic approach is taken in achieving 

agencies’ vision and goals toward a more diverse and inclusive workplace and creates greater 

sustainability when D&I is recognized as a mission accelerator. The framework is -simple and 

focuses data-driven efforts across three areas: PEOPLE, CULTURE, and MISSION (adapted from 

the L. Hertzog Model, Cornell 2011).

PEOPLE 

(Workforce Diversity)

CULTURE 

(Workplace Inclusion)

MISSION 

(Agency Mission)

Achieve a workforce that is 

representative of people from 

diverse backgrounds at all 

levels of the agency and in all 

positions in the workforce.

Create a culture that 

encourages collaboration, 

learning from differences, 

flexibility, fairness, and 

equal opportunity where 

workplace structures, policies, 

and practices enhance 

organizational effectiveness.

Leverage D&I to grow and 

enhance an agency brand 

in an increasingly changing 

marketplace to effectively 

and efficiently meet the 

public’s needs.

Focused Areas May Include

Conduct targeted outreach 

and recruitment

Assess barriers to 

employment and upward 

mobility

Utilize applicant flow data

Ensure leadership accountability

Assess policy inclusivity

Create and administer 

comprehensive education 

programs

Conduct and analyze employee 

survey

Establish employee resource 

groups

Align current D&I efforts to 

agency mission and priorities

Expand and strengthen 

stakeholder relationships 

through a D&I lens

Ensure D&I is embedded in 

external communication

Vision Statements

Department of the Treasury 

To recruit, hire and retain the best talent and to provide a welcoming work environment where all 

employees have the opportunity to use their full potential in support of Treasury’s stewardship of 

the United States economy.

Office of Civil Rights and Diversity (OCRD)

As an organization OCRD believes that every employee must feel valued and respected. Therefore, 

OCRD’s goal is to ensure that equality and fairness in employment are realized for all Department of 

the Treasury employees and applicants for employment; to ensure non-discrimination with respect 

to federal financial assistance and federally conducted programs; and to help create and sustain a 

workforce that looks like America.

Foreword

The Department of the Treasury’s Diversity and Inclusion (D&I) Strategic Plan and the Equal 

Employment Opportunity (EEO) Plan outlines the second phase of the President’s 2011 Executive 

Order (EO) 13583, Establishing a Coordinated Government-wide Initiative to Promote Diversity 

and Inclusion in the Federal Workforce. EO 13583 directs executive departments and agencies to 

develop and implement a comprehensive, integrated and strategic plan that focuses on diversity 

and inclusion as a key component of their human resources strategies.

This plan represents the third iteration of The Department’s D&I Strategic Plan and supersedes 

the fiscal year 2017-2020 plan. 

Bureau Implementation Plan

Within 60 days of the issuance of this plan, each Treasury bureau shall establish a new 

implementation plan for carrying out the strategic objectives outlined in this plan. The following 

goals and priorities are designed to be implemented at the bureau level with support from the 

Department. The specific strategies and means to accomplish the goals can be customized by each 

bureau to meet their particular needs with a focus on measurable accomplishments throughout 

the four-year period of this plan. 

The bureau implementation plan shall be sent to the Director of the Office of Civil Rights and 

Diversity and the Deputy Assistant Secretary for Human Resources (DASHR)/Chief Human 

Capital Officer (CHCO) for review and approval. It is expected that leaders of other communities will 

collaborate to develop the plan and share the efforts with managers.
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Goal 1

Demonstrate Diversity 

& Inclusion as Mission 

Critical Values

Priority 1.1: Leadership Responsibility and Transparency

Priority 1.2: Data-Based Research and Accountability

Goal 1: Demonstrate Diversity & Inclusion as Mission Critical Values
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Goal 1 

Demonstrate Diversity & Inclusion 

as Mission Critical Values

Priority 1.1: Leadership Responsibility and Transparency

Culture, Mission

Leaders model what actions and values matter most in any organization. They have the ability to 

bring attention and resources as needed to both set policy and shape culture. Therefore, Bureau 

Heads, executives and senior leaders must visibly engage in D&I efforts and hold their staff and 

managers accountable through performance management.

Strategies and Tactics:

• Be a champion for diversity and inclusion by taking an active and visible role in committees, 

working groups, and other efforts.

• Bureau Head or direct report meet with stakeholders in leadership roles, employee 

resource groups, and related advisory committees to identify methods to promote D&I 

throughout the organization.

• Directly solicit employee suggestions for agency’s strategic initiatives and share adopted 

actions through town halls, virtual events, and online tools.

• Ensure the D&I and EEO functions are fully staffed, are provided tools and resources to 

accomplish their goals, and have access to the bureau head or principal deputy.

• Incorporate EEO and D&I language into agency’s strategic plan as part of core values.

• Ensure EEO and D&I performance management standards are required for managers and 

supervisors. Regularly review the performance management standards and implement 

revisions as necessary. 

• Identify required EEO and D/I competencies and provide staff with training and networking 

opportunities to meet these competencies. 

Priority 1.2: Data-Based Research and Accountability

People, Culture

An effective D&I program requires data to guide its evidence-based approaches. Examples include 

barrier analysis, reviews of the Federal Employee Viewpoint Survey (FEVS), new employee and exit 

surveys, demographic dashboards, data from focus groups and other bureau-specific tools. These 

analyses can unearth hard-to-identify problems and track effectiveness in addressing challenges in 

our workplace.

Strategies and Tactics:

• Each bureau shall conduct an annual barrier analysis with the support of a working group to 

identify and address challenges in the workplace. 

• Utilize Workforce Analytics to determine critical hiring and retention trends throughout 

the year.

• Utilize Workforce Analytics to develop recruitment strategies for competitive examining 

and SES positions to ensure a highly qualified, diverse applicant pool. 

• EEO, D&I, and HR communities will evaluate the use of special non-competitive hiring 

authorities for veterans and persons with disabilities to meet the Department’s goals.

• Utilize data driven approaches to develop and continually refine automated diversity 

dashboards that assist bureaus in measuring and reporting on workforce diversity 

by ethnicity, race, gender, disability, disabled veteran, veteran status, and generational 

cohorts, and designing recruitment strategies around the results.

• Analyze employee surveys as available.

• Focus on key FEVS questions, including the New Inclusion Quotient (IQ) category questions, 

and increase employee satisfaction by developing and executing action plans.

• Utilize and enhance the EVS dashboards with performance measures to track the agency’s 

efforts in improving employee satisfaction.

• Each bureau shall share results of surveys and analyses with management and staff and 

explain what change(s) or new efforts came about as a result. This allows staff to see the 

connection between their input and changes made in the workplace, so they know they have 

been heard.

• Executives participate/host meetings with their management teams to discuss employee 

engagement, FEVS survey results, and develop a management team action plan.

• Involve D&I Committees and Employee Resource Groups in developing action plans in 

response to survey results. 
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Goal 2

Enhance Communication, 

Collaboration & Consistency

Priority 2.1: Establish Role Clarity to Enhance Collaboration 

Between Human Resources, Equal Employment and Opportunity 

and Diversity and Inclusion Offices

Priority 2.2: Communicate Importance of D&I, EEO, and Affirmative 

Employment to Treasury’s Mission

Priority 2.3: Support and Strengthen Internal Inclusion Efforts

Priority 2.4: Create Memoranda of Understanding with 

Outside Organizations

Goal 2: Enhance Communication, Collaboration and Consistency
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Goal 2 

Enhance Communication, Collaboration & Consistency

Priority 2.1: Establish Role Clarity to Enhance Collaboration Between Human 

Resources,Equal Employment and Opportunity and Diversity and Inclusion Offices

Mission

OPM’s research has shown that it is imperative that HR, EEO, and D&I work together and 

collaborate as teams rather than competitors, yielding greater returns to the organization. 

Each functional area should define the role of each function to enhance this collaboration 

Strategies and Tactics:

• Review the organization within the bureau and division of duties for opportunities to set 

collaboration between the three functions as a cultural norm.

• Senior leaders in HR, EEO, and D&I offices meet regularly and coordinate on priorities, 

action items, and key meetings such as the Treasury Human Capital Advisory Council.

• Mandate participation from the three functions in key Treasury-wide efforts.

• Agency leaders send all staff messages detailing survey results, planned actions, and call 

for input from employees on solutions to challenges.

• Increase understanding among staff about the difference between HR, EEO and D&I.

• At the bureau level, design and launch a communication campaign for staff on the different 

roles of the three functions, including when to contact each.

Priority 2.2: Communicate Importance of D&I, EEO, and Affirmative Employment 

to Treasury’s Mission 

Mission

This priority echoes OPM’s framework of integrating inclusion as a key factor in accomplishing 

Treasury’s mission. Bureaus will assist the Department in conveying the importance of EEO and 

affirmative employment to the mission using a broad range of communication, marketing, and 

training tools.

Strategies and Tactics:

• The Department and the Bureaus shall use their various communication tools, including the 

internet, Treasury intranet, posters, brochures, and electronic media to increase awareness 

of EEO programs.

• The Department will develop and present an annual “State of the Agency” report and 

EEO/Diversity Policy Statement to the Secretary of the Treasury. The Bureau EEO 

Officers will present similar reports, annually, to the Bureau Heads.

• OCRD will continue to issue Manager Alerts to educate all Department managers and 

supervisors about crucial EEO topics. 

• The Department and the Bureaus will provide EEO training to managers, supervisors, 

and employees on a bi-annual basis or upon request. Training should include prevention 

of harassment (sexual and non-sexual), complaint processing, requesting reasonable 

accommodations, and personal assistance services.

• The Department and the Bureaus will establish a marketing strategy by leveraging bureau 

communication resources and tools to convey EEO information to the workforce. 

• Bureau EEO Officers will evaluate their current electronic and written communications for 

effectiveness and accuracy by implementing customer service/experience surveys.

Priority 2.3: Support and Strengthen Internal Inclusion Efforts

People, Culture

Engage employee-driven efforts to build an inclusive workplace through formal Departmentsupported programs. Examples of inclusive groups include Special Emphasis Programs, Employee 

Resource Groups, and Diversity and Inclusion Councils and mentoring programs. Paramount to the 

success of such groups is managerial support and providing official time, resources and access to 

membership regardless of the employee’s position or grade. In organizations with Unions, recognize 

the value of partnership and collaboration with them in D&I efforts.

Strategies and Tactics:

• Treasury and bureau D&I leaders will meet with existing internal inclusion groups to discuss 

their needs and opportunities to align with Treasury’s mission as this new D&I plan launches.

• Bureaus should develop programs for employee development and growth depending on 

the bureau resources (mentoring, apprentice, career development programs). Programs 

should be widely advertised to ensure equal opportunity, and bureaus shall monitor 

participation by ERI/gender to the extent possible. 

• Create intranet pages at the bureau level for employees to submit articles on inclusion 

topics, employee spotlights and other relevant topics.

• Treasury and bureau D&I leaders will engage senior leaders in a communication plan to 

encourage support for participation in these groups across the entire bureau with cooperation 

from management for time to attend. Discussions about the business case benefits can be a 

useful tool.

• Meet with senior leaders regarding marketing the inclusive groups and supporting frontline 

managers and their work groups.

• Support groups and special emphasis events by having senior leaders participate and 

encourage staff participation.
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Priority 2.4: Create Memoranda of Understanding with Outside Organizations 

People, Mission

Form official and mutually beneficial partnerships with third-party organizations to increase inclusion 

opportunities at Treasury. Examples include Minority Serving Institutions (MSIs) and other schools, 

other government agencies, and non-profit organizations.

Strategies and Tactics:

• Bureaus will review any informal partnerships or memberships with national employee 

organizations for opportunities to formalize relationships with memoranda of understanding to 

benefit both Treasury and the organization.

• Utilize connections to universities, employee organizations, affinity groups, and professional 

organizations to optimize diversity outreach for Treasury careers and increase recruitment 

opportunities.

• Bureaus will partner with White House Initiative working groups for MSIs to start a formal 

partnership with a school specializing in an area of study tied to key careers in the bureau.

• Partner with the Office of Small and Disadvantaged Business Utilization for contracting 

opportunities targeting Historically Black Colleges and Universities through their memorandum 

of understanding with the General Services Administration.
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Goal 3

Value Safety, Fairness

& Trust

Priority 3.1: Facilitate Inclusion and Trust in Day to Day Work

Priority 3.2: Create Space for and Listen to Candid Employee 

Feedback to Improve Customer Experience

Goal 3: Value Safety, Fairness and Trust
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Priority 3.2: Create Space for and Listen to Candid Employee Feedback to Improve 

Customer Experience

Culture

One of the major benefits of an inclusive workplace is the valuable input from individuals from 

all walks of life with varied experiences. Just as listening to their input is vital to the success of 

Treasury’s mission, it is just as critical to the success of our D&I efforts. Transparent and frequent 

opportunities where employees can share their candid experiences of the impact of D&I programs, 

including how they perceive the state of their workplace, allows the Department’s functional areas 

to fill in gaps for survey questions and numerical data with powerful stories. As the employees 

providing support to the Department, they can offer solutions best fit to their situations. Respect 

the importance of anonymity when available to ensure a space which builds trust.

Strategies and Tactics:

• Review bureau-specific surveys for employee engagement, improving customer experience, and 

inclusion, to include optional open-ended questions.

• Review new hire and exit surveys as well as other bureau-specific survey questions and 

results with Employee Resource Groups, Diversity Committees and other D&I teams.

• Provide opportunities for employee feedback on Bureau efforts and culture.

• Create an intranet portal where anonymous feedback can be shared within the bureau 

particular efforts.

• Provide regular opportunities with senior leaders such as town halls and virtual forums to 

address questions from employees directly.

• Hold dialogue sessions where employees can voluntarily engage in meaningful 

conversations about topics such as race from their own experiences.

Goal 3: 

Value Safety, Fairness & Trust

Priority 3.1: Facilitate Inclusion and Trust in Day to Day Work

Culture

Asking individuals to be their full and authentic selves at work is asking them to be vulnerable. 

Without creating a culture of trust where they will be treated fairly, it will not be possible to engage 

or retain a diverse workforce and gain their input which is necessary to accomplish Treasury’s 

mission effectively. 

Trust and fairness may be judged by equitable treatment from managers and supervisors in day to 

day work, clear expectations of job duties and annual ratings, and promotion and hiring.

Strategies and Tactics:

• Review day-to-day processes and interpersonal dynamics from the bureau-level to individual 

work groups to assess and address biases. Dimensions can include manager to employee to 

employee, identity groups, cultural fit, and more.

• Create best practices for conducting meetings in a way that builds trust and fosters 

inclusion, such as encouraging small groups and rotating teams to build relationships, 

emphasizing time to voice disagreement respectfully, and allowing non-subject matter 

experts to speak first to challenge group-think.

• Create and market diverse cohort groups for sharing resources, ideas and support from 

colleagues in non-managerial, informal settings.

• Implement tools for communication between managers and employees such as 

360-degree feedback opportunities and stay interviews.

• Provide resources regarding unconscious bias with small daily actions that staff can take and 

create a change in culture.1 Use surveys such as the Federal Employee Viewpoint Survey and 

other assessment tools to gauge impact.

• Provide training opportunities and resources available within the Department such as the 

Office of Civil Rights and Diversity, Office of Minority and Women Inclusion and Treasury 

Executive Institute to both managers and employees. Examples include Civil Treatment, 

Practical Inclusion Strategies, and Inclusion Insights.

1 On September 22, 2020, President Trump issued Executive Order (EO) 13950 on Combating Race and Sex Stereotyping. 

The EO’s purpose is to ensure that race or sex stereotyping or scapegoating in the Federal Service is not permitted. The EO’s 

requirements were also supplemented by Office of Management Budget (OMB) guidance (M-20-37). Diversity and Inclusion 

training must be reviewed and approved by the Office of Personnel Management.
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Goal 4

Comply with 

Regulatory Mandates 

& Departmental Policies

Priority 4.1: Process EEO complaints of discrimination 

and reporting complaint activity

Priority 4.2: Increase Alternative Dispute Resolution (ADR) Participation 

and Settlement Rates

Priority 4.3: Reduce Processing Times for Reasonable 

Accommodation requests

Priority 4.4: Promote a Harassment-Free Workplace

Goal 4: Comply with Regulatory Mandates and Departmental Policies
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• Bureaus will proactively create marketing campaigns to highlight the benefits of ADR to staff.

• Treasury will evaluate the effectiveness and placement of the SNP and use the findings to 

make improvements.

• Bureaus will support Treasury’s Dispute Prevention and Resolution Program by marketing 

and participating in Department sponsored events and/or hosting their own events. 

• Bureau EEO Officers will develop a statement for issuance by bureau heads or senior 

leadership that promotes the benefits of ADR. 

• Bureaus will assess the feasibility of providing ADR to address workplace conflicts external 

to the EEO administrative process. 

Priority 4.3: Reduce Processing Times for Reasonable Accommodation requests

People, Mission

Reasonable Accommodation (RA) requests for persons with disabilities must be processed within 

the proper timelines in accordance with the law and to ensure fair treatment. 

Strategies and Tactics:

• Bureaus will assist the Department with implementing strategies to reduce processing times 

and increasing program efficiencies. 

• Bureaus will support implementation of the Treasury-wide RA Tracking System to improve 

the tracking, processing, and reporting of RA data through a uniform central system.

• Bureaus will engage critical stakeholders in the delivery of reasonable accommodations to 

increase understanding of their roles in the process, and to reduce processing times. 

Priority 4.4: Promote a Harassment-Free Workplace

People, Culture, Mission

Anti-harassment programs, including those involving sexual harassment, are required to create a 

safe and equitable workplace. Throughout the period covered by this plan, bureaus should formalize 

their anti-harassment programs, track their effectiveness, and educate staff about their rights.

Strategies and Tactics:

• Bureaus will encourage the use of clear anti-harassment policies and procedures to promote a 

harassment-free workplace.

• Bureaus will track anti-harassment allegations and ensure compliance with Federal 

regulations and Departmental policy.

• Bureaus will collaborate with internal stakeholders to ensure anti-harassment inquiries are 

initiated within 10 calendar days and completed within 30 calendar days. 

• Bureaus will maintain hotline numbers and notify their workforce on an annual basis on 

where and how to report allegations of sexual harassment.

Goal 4

Comply with Regulatory Mandates & 

Departmental Policies

Priority 4.1: Process EEO complaints of discrimination and reporting complaint activity

Mission

EEO Leaders must implement strategies to increase compliance with federal regulatory EEO 

complaint processing and reporting requirements to have effective EEO programs. 

Strategies and Tactics:

• Bureaus will assist the OCRD in processing and reporting EEO complaints consistent with 

federal regulations and Departmental policies.

• Bureau EEO Officers will implement internal review processes to identify and remedy 

barriers to achieve regulatory timeframes.

• Treasury will conduct audits of bureau EEO programs to ensure compliance with precomplaint processing and reporting requirements. 

• Treasury will update the standard operating procedure manual for processing conflict of 

interest cases within the Department. 

• Bureau EEO Officers shall ensure the final Report of Counseling (ROC) is uploaded into 

iComplaints within five2 (5) calendar days of issuance of the Notice of Right to File.

• Bureau EEO Officers will ensure employees complete appropriate mandatory training to 

maintain EEO certifications to enhance and professionally develop staff.

• Treasury and the bureaus will timely submit the Equal Employment Opportunity Commission 

(EEOC) 462 Report and the Notification and Federal Employee Antidiscrimination and 

Retaliation Act (No FEAR Act) Report due to the U.S. Congress on an annual basis.

Priority 4.2: Increase Alternative Dispute Resolution (ADR) Participation and Settlement Rates

People, Culture

The Alternative Dispute Resolutions (ADR) process and Treasury’s Shared Neutrals Program 

(SNP) are available for use throughout the Department and will be offered to employees as options 

whenever possible to resolve EEO disputes. Education on these options and evaluation of their 

effectiveness is key to increase participation and settlement rates.

Strategies and Tactics:

• Bureau EEO Officers will collaborate with bureau leadership to market the benefits of ADR as a 

means to increase resolution and closure rates of EEO cases.

2 In accordance with Report of Counseling and New iComplaints Contact Type memo, dated July 10, 2020.
30 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 31

Goal 5

Educate & Engage 

the Treasury Workforce

Priority 5.1: Training and Education for All Staff

Goal 5: Educateand Engage the Treasury Workforce
32 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 33

Goal 5

Educate & Engage the Treasury Workforce

Priority 5.1: Training and Education for All Staff

People, Culture, Mission

We must ensure that all staff, not only managers, have educational opportunities on creating 

inclusive workplaces. Topics should not be limited to definitions of D&I and EEO but broadened to 

include subjects like the use of special hiring authorities, cultural competency, best hiring practices, 

unconscious bias, issues of inequality in our country and workplaces, and more. They can be 

integrated into traditional leadership or communication training rather than only offered in separate 

D&I courses. 

Strategies and Tactics:

• Review training offerings for employees and managers to ensure D&I skills are taught to both 

leaders and staff to create shared understanding of expectations and benefits of inclusion. 

• Send bureau-wide communications of D&I related training available in the Integrated Talent 

Management system.

• Review existing training for opportunities to incorporate D&I-related topics, rather than 

only providing content in specific D&I courses.

• Provide information outside of traditional classroom training.

• Distribute information regarding special hiring authorities to hiring managers.

• Organize team dynamic exercises, such as the Conflict Dynamic Profile test.

• Establish or improve existing onboarding program for new hires and incorporate a D&I 

segment into the orientation.

• Inform workforce of existing and newly updated D&I and EEO-related policies.
34 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 35

Goal 6:

Leverage Technology

Priority 6.1: Increase Use of Information Technology to Improve Efficiency 

of EEO Programs and Analyze Trends in Program Data and Workforce 

Demographics

Goal 6: Leverage Technology
36 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 37

Goal 6 

Leverage Technology

Priority 6.1: Increase Use of Information Technology to Improve Efficiency of EEO 

Programs and Analyze Trends in Program Data and Workforce Demographics

Mission

To understand the impact and effectiveness of our EEO programs the Department must use 

technology to effectively collect, analyze, understand, track, and share program and workforce 

demographic data

Strategies and Tactics:

• Leverage the use of shared digital platforms among EEO offices to collaborate, share best 

practices, and reduce redundancies.

• Treasury will upgrade iComplaints, the Department’s EEO complaint database, to improve 

the tracking, processing, and reporting of EEO complaint data.

• Bureaus will evaluate EEO programs intranet and internet sites for user-friendliness and 

access to information. Bureaus will use those findings to implement improvements. 

• Bureaus will ensure information technologies are accessible to persons with disabilities.

Priority 6.2: Promote a Digital-First Culture that Prioritizes Stakeholder Interactions and 

Experiences

Culture, Mission

Once information is gathered, it must be protected and safely provided to stakeholders in a way 

that is easily understandable. Privacy is especially vital given the legal requirements involved in 

confidential matters regarding EEO.

Strategies and Tactics:

• The Department will transition to digital forms and electronic case processing to improve the 

customer experience. 

• Bureaus will retain and dispose of digital records in accordance with established Federal 

Government records management regulations and Departmental policy.

• Bureau EEO Officers will transition to electronic processing and issue EEO documents in a 

secure digital format.
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Milestones

Milestones
40 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024 I 41

Milestones 

The strategic plan identifies immediate milestones to be achieved within the next few months and 

in the years after the plan’s launch. By setting clear milestones, OCRD will be able to measure 

progress toward longer-term outcomes and make recommendations or policy adjustments along 

the way.

Milestones

Action 

Item

Submit Plan 

to OPM and 

EEOC

Bureau FY 

2021-2024 

Implementation 

Plans to OCRD

Review of 

Treasury 

and Bureau 

Diversity 

Dashboards 

with Senior 

Leaders

Action plans 

to address 

Federal 

Employee 

Viewpoint 

Survey 

FOCSE 

scores below 

65% to 

OCRD/CHCO

Bureau 

Updates on 

D&I/EEO 

Plan Status 

to OCRD

Timeline TBD 60 Days after 

OPM Approval 

of Plan

Semiannual Annually Annually

Responsible 

Official

OCRD Bureau D&I 

and EEO 

Officers

OCRD & 

Bureau D&I 

and EEO 

Officers

Bureau D&I 

and EEO 

Officers

Bureau D&I 

and EEO 

Officers

The following are key indicators for developing and implementing diversity within the bureaus. It is 

important to note the critical relationships among these indicators and inclusive diversity behaviors. 

Because systematic and thorough data gathering and analysis is fundamental for comprehensive 

analysis of diversity at the Department, this strategic plan prioritizes improvements to existing 

data-gathering mechanisms and analysis on all aspects of diversity.

Key Performance Indicators

Percent of 

veteran hires

Percent of 

disabled 

veteran hires

Percent of 

veterans 

in the 

workforce

Percent of 

persons with 

disabilities 

hires

Percent of 

persons with 

targeted 

disabilities 

hires

Year over 

year progress 

in diversity at 

senior level 

positions 

(GS-13-15 

and SES 

(equivalent)

Goal: 17% Goal: 6% Goal: 14% Goal: 12% Goal: 2% Increase

Key Performance Indicators

Applicant flow data 

indicates wide 

recruitment

Intern program 

participation rates (by 

ERI and gender)

Percent of workplace 

filing EEO complaints 

and trends

Percent of 

complainants 

who participate in 

alternative dispute 

solution programs
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Projected Priority Implementation Timeline

Projected Priority 

Implementation Timeline
44 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024

Projected Priority Implementation Timeline

Below is a projected timeline the bureaus may use when drafting their implementation plan. This is 

a recommendation to use as a guide when implementing the plan’s priorities, but each bureau may 

alter it to suit their needs.

Fiscal Year 2021 Fiscal Year 2022 Fiscal Year 2023 Fiscal Year 2024

1.1 Leadership Responsibility & Transparency

1.2 Data-Based Research & Accountability

2.1 Understand the 

Roles to Collaborate 

with HR, EEO and D&I 

Offices

2.2 Communicate 

Importance of D&I, 

EEO & Affirmative 

Employment to 

treasury’s Mission

2.3 Support and 

Strengthen Internal 

Inclusion Efforts

2.4 Create 

Memoranda of 

Understanding with 

Outside Organizations

3.1 Facilitate Inclusion &Trust in Workgroups 3.2 Create Space for and Listen to Candid 

Employee Feedback to Increase Customer 

Experience

4.1 Process EEO Complaints of Discrimination and Reporting Complaint Activity

4.2 Increase ADR Participation & Settlement Rates

4.3 Reduce Processing Times for RA Requests

4.4 Promote a Harassment Free Workplace

5.1 Training and Education for All Staff

6.1 Increase Use 

of IT to Improve 

Efficiency of EEO 

Programs and Analyze 

Trends in Program 

Data & Workforce 

Demographics

6.2 Promote a Digital First Culture that Prioritizes 

Stakeholder Interactions and Experiences
46 I TREASURY D&I/EEO STRATEGIC PLAN FY 2021-2024