Page 1

Department of Treasury FY 2021 

Affirmative Action Plan 

for the Recruitment, Hiring, Advancement, and 

Retention of Persons with Disabilities 

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

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

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

Section I: Efforts to Reach Regulatory Goals 

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

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

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

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

a. Cluster GS-1 to GS-10 (PWD) Answer No 

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

*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all 

other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC 

metropolitan region. 

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the 

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

a. Cluster GS-1 to GS-10 (PWTD) Answer No 

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

Grade Level Cluster(GS or Alternate Pay 

Planb) 

Total Reportable Disability Targeted Disability 

# # % # % 

Numarical Goal -- 12% 2% 

Grades GS-1 to GS-10 

Grades GS-11 to SES 

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

The 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 people with disabilities (PWD) and people with targeted disabilities 

(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 
Department of Treasury FY 2021

Page 2

Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with 

disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program, 

and oversee any other disability hiring and advancement program the agency has in place.

A. PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY 

PROGRAM

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? 

If “no”, describe the agency’s plan to improve the staffing for the upcoming year.

Answer Yes

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

employment status, and responsible official.

Disability Program Task

# of FTE Staff By Employment Status Responsible Official 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Processing applications from PWD and PWTD 60 14 20 See specific Bureau Part 

Js.

Answering questions from the public about 

hiring authorities that take disability into 

account

55 1 20 See specific Bureau Part 

Js.

Processing reasonable accommodation requests 

from applicants and employees

46 2 12 See specific Bureau Part 

Js.

Section 508 Compliance 207 0 2 See specific Bureau Part 

Js.

Architectural Barriers Act Compliance 19 1 319 See specific Bureau Part 

Js.

Special Emphasis Program for PWD and 

PWTD

15 0 5 See specific Bureau Part 

Js.

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

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

planned for the upcoming year.

Answer Yes

In Fiscal Year (FY) 2021, the Office of Civil Rights and Diversity (OCRD) provided training sessions to the bureaus’ staff on an asneeded 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 

the Equal Employment Opportunity Commission (EEOC) and Department of Labor (DOL), which educates attendees on various 

issues and topics related to disability. The bureau Disability Program Managers and Reasonable Accommodation Coordinators 

received refresher training on the new Reasonable Accommodation (RA) Tracking System that was deployed in FY 2020. Ongoing 

private sessions are offered on an as-needed basis. 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.
Department of Treasury FY 2021

Page 3

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM 

Has the agency provided sufficient funding and other resources to successfully implement the disability program during 

the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have sufficient 

funding and other resources. 

Answer Yes 

Section III: Program Deficiencies In The Disability Program 
Department of Treasury FY 2021

Page 4

Brief Description of Program 

Deficiency

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

the time frame set forth in its reasonable accommodation procedures? [see MD-715, II(C)] If “no”, please provide the 

percentage of timely-processed requests, excluding ongoing interpretative services, in the comments column.
Department of Treasury FY 2021

Page 5

Objective Ensure initiation of inquiries processing of IRS reasonable accommodation requests. Establish and 

implement a Treasury-wide reasonable accommodation tracking system 

Target Date Sep 30, 2019 

Completion Date 

Planned Activities 

Target Date Completion Date Planned Activity 

Apr 30, 2019 April 4, 2019 Allocate budget for Treasury-wide RA tracking system. 

Sep 30, 2019 Monitor implementation of IRS’s planned activities to eliminate untimely 

processing of RA requests. 

Sep 30, 2019 September 24, 2019 Initiate procurement process to compete and award a RA tracking system 

contract. 

Apr 30, 2020 September 30, 2020 Train RA Coordinators and transition bureaus to new RA Tracking 

system. 

May 29, 2020 July 30, 2020 Implement RA tracking system. 

Sep 30, 2022 IRS will continue communication with OCRD and system moderators to 

implement enhancements for successful migration to Treasury-wide RA 

tracking system. 

Accomplishments 

Fiscal Year Accomplishment 

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. 

2021 As of June 2021, IRS continued to make improvements regarding timely 

processing of RA cases (31% timely processed). Following data gathering 

including eliciting input from all Business Units, the LSS team identified several 

‘quick- hits’ which were socialized with all Business Units and implemented. The 

quick- hits pertained to expediting accommodation request assessment and 

approval/ denial as well as fulfillment of accommodation needs involving 

adaptive technology or furniture and workspace modifications. Preliminary data 

suggest the quick-hits are yielding beneficial results. An additional 

recommendation to maintain an inventory of hardware components commonly 

used to address RA needs was accepted and the Service is moving to address 

logistical challenges and establish the inventory. Having a ready inventory will 

expedite delivery of adaptive technology accommodations as procurement 

actions will already have taken place. One more proposal for reducing RA 

fulfillment time is being finalized. 
Department of Treasury FY 2021

Page 6

Fiscal Year Accomplishment 

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’s 

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 Micro PACT. 

Objective Establish and implement a Treasury-wide reasonable accommodation tracking system. 

Target Date Sep 30, 2019 

Completion Date 

Planned Activities Target Date Completion Date Planned Activity 

Accomplishments Fiscal Year Accomplishment 

Section IV: Plan to Recruit and Hire Individuals with Disabilities 

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

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

PWD and PWTD 

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES 

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

targeted disabilities. 

• The 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 DOL’s WRP Training, Treasury sponsored Bender Consulting Job Fair, and the Treasury Department’s Veteran 

Employment Summit to market Treasury and its job opportunities. 

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 

The Schedule A Hiring Authority is promoted and available for use along with Veterans Appointment Authorities to noncompetitively appoint PWD/PWTD and veterans with a service-connected disability rating of 30% or more. The agency has 

incorporated the use of non-competitive hiring authorities into management discussions and training, and strongly encourages the 

use of non-competitive hiring authorities under both Schedule A for Individuals with Disabilities and the 30% or More Disabled 

Veterans authority for recruiting PWD and PWTD in the permanent workforce. The Human Resources Office forwards qualified 

applicant resumes from the Special Placement Program Coordinator to hiring officials for review and consideration. 

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) An 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; and 2) Applicant referral - individuals 
Department of Treasury FY 2021

Page 7

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. 

Answer Yes 

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 the 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. 

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 the ITMS. 

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING) 

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

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

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

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

Reportable Disability Targeted Disability 

New Hires Total Permanent Temporary Permanent Temporary 

Workforce Workforce Workforce Workforce 

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

% of Total 

Applicants 

% of Qualified 

Applicants 

% of New Hires 

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

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

is not available for your agency, and describe your plan to provide the data in the text box. 
Department of Treasury FY 2021

Page 8

a. New Hires for MCO (PWD) Answer Yes

b. New Hires for MCO (PWTD) Answer Yes

Data from the Treasury Workforce Analytics (WA) Table B6 V2 (permanent workforce): New hires by Occupational Series and 

Monster Table B6 V2 (permeant workforce) (mission-critical occupations) were analyzed to identify triggers among the following 

new hires: FY 2021 New Hires Qualified vs. New Hires Qualified vs. New Hires 0110 (21) PWD: 10.11% - 4.76%** PWTD: 

6.74% - 0.00%** 0301 (55) PWTD: 8.31% - 16.36%** 0340 (4) PWD: 32.69% - 0.00%*** PWTD: 15.38% - 0.00%*** 0343 (26) 

PWTD: 11.87% - 7.69%** 0501 (84) PWTD: 12.84% - 9.52%** 0511 (13) PWD: 19.71% - 7.69%*** PWTD: 6.45% - 0.00%*** 

0905 (47) PWD: 11.74% - 2.13%** PWTD: 5.30% - 0.00%** 1811 (89) PWD: 9.52% - 3.37%* PWTD: 3.17% - 0.00%* *The 

1811 or 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, 0301,0340, 0343, 0501, 0511, 

0905, 1811, and occupational series. For the Treasury bureaus that noted the same triggers in their workforce evaluation, these 

triggers are noted in their PART J. Plans to improve hiring for PWD/PWTD within the major occupations listed are detailed in their 

specific bureau's PART J. Treasury will monitor the Part J developed by each bureau 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 limited hiring, 0110, 0340, 

0343, 0511 and 0905, 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 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.

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

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

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

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

a. Qualified Applicants for MCO (PWD) Answer No

b. Qualified Applicants for MCO (PWTD) Answer No

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

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

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

a. Promotions for MCO (PWD) Answer Yes

b. Promotions for MCO (PWTD) Answer Yes

Data from the Treasury WA Table B6 V2 (permanent workforce): by Occupational Series and Monster Table B6 V2 (permanent 

workforce) (mission-critical occupations) were analyzed to identify promotions, indicating the following results: FY 2021 

Promotions Qualified Applicants Qualified Applicants to MCOs vs. Internal Promotions vs. Internal Promotions 0301 (21) PWD: 

44.85% - 23.81% PWTD: 20.96% - 9.52%* 0340 (13) PWD: 51.09% - 46.15% PWTD: 18.48%-15.38% * 0343 (71) PWD: 41.64% 

- 25.35% PWTD: 18.19%-11.27% 0501 (166) PWD: 32.88% - 21.69% PWTD: 14.46% - 9.64% 0570 (71) PWD: 13.64% - 7.04% 
Department of Treasury FY 2021

Page 9

PWTD: 3.03% - 1.46% 1169 (88) PWD: 22.33% - 18.18% PWTD: 10.69 - 11.36% 1811 (12) PWTD: 0.00% - 0.00% * 2210 (121) 

PWD: 38.20% - 31.40% PWTD: 17.91% - 17.36% The following triggers were identified: Treasury noted a trigger between the 

qualified applicants and the actual promotions in all occupational series, except in the series 1811 for PWD and 1169 for PWTD. 

Those Treasury bureaus that noted triggers in their workforce evaluation are noted in their PART J reporting. Plans to improve 

hiring for PWD/PWTD within the major occupations listed are detailed in the specific bureau’s PART J. Treasury will monitor the 

Part J developed by each bureau 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. 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 V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities

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

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

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 resource groups (ERGs), such as the Adelante’ which is a Hispanic ERG and the VERG which is the Veteran’s 

ERG. There are a host 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 ERGs. 

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 (IDP) process. All development 

opportunity announcements are posted on the Treasury’s internal website. In conjunction with available training, Treasury will 

explore over the next two years, the development of a committee composed of bureau diversity, equity inclusion, and accessibility 

(DEIA) representatives to explore additional opportunities (e.g., mentoring) to the disabled community.

B. CAREER DEVELOPMENT OPPORTUNITES

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

The Department does not have a formal Career Development Program. However, Treasury bureaus have established varied 

opportunities to further develop the careers of all employees, including PWD and PWTD. The below, highlights some programs 

offered. To view the exhaustive list, please see bureau specific reports. The Treasury Executive Institute (TEI) offers Departmental 

Offices (DO) employees the opportunity for individual coaching services for a six-month period. TEI’s coaching services assist DO 

employees with achieving professional goals, solve individual leadership challenges, and develop leadership attributes. The Bureau 

of Engraving and Printing (BEP) 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 competencybased 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 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 
Department of Treasury FY 2021

Page 10

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. Bureau of Fiscal Service (FS) 

encourages all employees to take advantage of the 40 hours of training available to all employees as supported by the service wide 

training budget and the individual Assistant Commissioner’s training budget. The Commissioner’s Scholarship Program and the 

Certification Exam Program are available to all employees. Managers are required to create Individual development plans (IDPs) to 

expand and build upon each of their employees’ strengths. Managers are reminded to consider permanently assigned PWD/PWTD 

for development opportunities as part of their IDP process. FS offers career development opportunities to all employees via notices 

of opportunities, non-competitive details, and promotions, e.g., career-ladder positions, competitive details, and merit promotions. 

In addition, FS has a Mentoring Program with platforms to meet the needs of PWD, PWTD, and veterans. Developmental 

opportunities will continue to be broadly communicated to all employees through internet website postings. IRS offers mentoring 

and career development programs throughout the Agency to support development of employees in both technical and leadership 

competencies. Career development tools include but are not limited to: Details offered through the Service-wide Opportunity 

Listing website; Career Learning Plans (CLP) jointly developed by employees and their managers; Leadership Succession Review 

(LSR) process, which provides the opportunity for all employees interested in becoming managers to become actively involved with 

their development; Front Line Readiness Program (FLRP), designed to develop employees for front line manager positions; Senior 

Manager Readiness Program (SMRP), designed to develop competencies and skills necessary to prepare participants for Senior 

Manager (SM) positions; Senior Executive Service (SES) CDP, used to identify and hire career executives; Self-directed, Mentor 

web-based program pairs a more experienced person with someone interested in career development; and the Taxpayer Advocate 

Service (TAS) Intake Leadership Development Program (ILDP), designed to provide an opportunity for intake advocates and lead 

intake advocates to develop their leadership skills. IRS-Chief Counsel (IRS-CC) solicited participants for the Executive Leadership 

and Development Program (ELDP) in December 2021. The ELDP will take place in FY 2022. The Human Resources Investment 

Fund (HRIF) training dollars were made available in FY 2021 for employees to use towards outside, job-related training. The 

United States Mint (Mint) offers the following career development opportunities to its regional employees throughout: Operator 

Certification Apprenticeship Program (OCAP) (San Francisco): OCAP ensures consistent and accurate training while strengthening 

the relationship between employee and supervisor through designed interaction. The training is structured and integrated to focus on 

developing Mint personnel to be competitive with Mint’s manufacturing industry. Those employees who complete the Program will 

receive a nationally recognized certificate of apprenticeship that not only increases their competitiveness within Treasury, but it can 

be used within the industry. The Manufacturer Certification Apprenticeship Program (MCAP) (Philadelphia and Denver): MCAP is 

a competency-based training and development program that allows employees to acquire the experience, knowledge, and skills 

necessary to perform the varied duties directly related to the manufacturing of coins and dies at the Mint. In short, it’s crosstraining. MCAP participants also receive a nationally recognized certificate, and the Program provides career growth and 

advancement opportunities. The Office of Comptroller of the Currency (OCC) career development programs include: • The EXCEL 

I Program, sponsored by the Large Bank Supervision (LBS) department, provides bank examiners in pay band NB-V the 

opportunity to develop expertise in one of eight specialty areas. • The EXCEL II Program expands professional development 

opportunities for bank examiners in pay band NB-IV in the eight specialty areas of the EXCEL I Program. • The Honors Attorney 

Program is designed to provide cross-training and developmental assignments to equip attorneys with legal skills and experiences 

across multiple legal practices areas. • The Leadership Exploration and Development (LEAD) Program is an enterprise-wide 

leadership development program targeted to employees at the NB-V to NB-VI.2 levels, to help develop specific competencies 

aligned to skills and abilities needed at the team leader and/or manager level. • The Entry-Level Examiner Program, sponsored by 

Midsize and Community Bank Supervision, is a recruitment and career development program for entry-level bank examiner 

positions in pay bands NB-III and NB-IV. Assignments cover all areas of banking, including loans, interest rate risk, capital, 

liquidity, consumer protection programs, and compliance with banking laws and regulations. Through a program of continuing 

education and career development, OCC entry-level examiners expand their knowledge and skills in preparation for certification to 

National Bank Examiner at the pay band NB-V. • The MCBS NB-V UCE Recognition Events for Bank Examiners provides bank 

examiners exposure to the career options available in the various bank supervision lines of business; resources and factors to 

consider when making career decisions; and the ability to learn more about leadership development. • Agency 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 Financial Crimes Enforcement 

Network (FinCEN) offers career development opportunities to all employees via non-competitive details and promotions, e.g., 

career-ladder positions, competitive details, and merit promotions. Leadership development opportunities exist for all qualified 

employees through such programs as the New Leader Program, Executive Leadership Program, Executive Potential Program, 

Mentoring Program, FinCEN Career Development Toolkit, Leadership Development Program Guide, and the Women's Leadership 

Series (WLS).

2. In the table below, please provide the data for career development opportunities that require competition and/or 

supervisory recommendation/ approval to participate.
Department of Treasury FY 2021

Page 11

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Fellowship Programs

Training Programs

Detail Programs

Coaching Programs

Other Career Development 

Programs

Mentoring Programs

Internship Programs

3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

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

plan to provide the data in the text box.

a. Applicants (PWD) Answer No

b. Selections (PWD) Answer No

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

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

plan to provide the data in the text box.

a. Applicants (PWTD) Answer No

b. Selections (PWTD) Answer No

C. AWARDS

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

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

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

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

The Department analyzed data from the Treasury WA Table B9-2 against the inclusion rate indicating a continued trend with the 

following triggers: The inclusion rate for PWD (11.65%) and PWTD (12.88%) in Time Off Awards (1-10 hours), was below the 

inclusion rate for employees with no disability (13.27%). The inclusion rate for PWD (8.49%) and PWTD (9.51%) in Time Off 

Awards (11-20 hours), was below the inclusion rate for employees with no disability (10.51%). The inclusion rate for PWD (4.89%) 

and PWTD (5.05%) in Time Off Awards (21-30 hours), was below the inclusion rate for employees with no disability (5.66%). The 

inclusion rate for PWD (13.17%) in Time Off Awards (31-40 hours), was below the inclusion rate for employees with no disability 

(13.80%). The inclusion rate for PWD (20.96%) and PWTD (22.96%) in Cash Awards ($1000-$1999), was below the inclusion rate 

for employees with no disability (25.12%). The inclusion rate for PWD (12.16%) and PWTD (14.10%) in Cash Awards ($2000-

$2999), was below the inclusion rate for employees with no disability (14.87%). The inclusion rate for PWD (5.12%) and PWTD 

(5.49%) in Cash Awards ($3000-$3999), was below the inclusion rate for employees with no disability (10.15%). The inclusion rate 

for PWD (0.35%) and PWTD (0.34%) in Cash Awards ($4000-$4999), was below the inclusion rate for employees with no 

disability (0.78%). The inclusion rate for PWD (0.19%) and PWTD (0.19%) in Cash Awards ($5000 or more), was below the 
Department of Treasury FY 2021

Page 12

inclusion rate for employees with no disability (0.62%). 

Time-Off Awards Total (#) 

Reportable 

Disability % 

Without Reportable 

Disability % 

Targeted Disability 

% 

Without Targeted 

Disability % 

Cash Awards Total (#) 

Reportable 

Disability % 

Without Reportable 

Disability % 

Targeted Disability 

% 

Without Targeted 

Disability % 

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

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

a. Pay Increases (PWD) Answer Yes 

b. Pay Increases (PWTD) Answer Yes 

The inclusion rate for PWD (2.68%) and PWTD (2.99%) in Quality Step Increases (QSIs), was below the inclusion rate for 

thout Reportable Targeted Disability Without Targeted 

employees with no disability (3.58%). 

Other Awards Total (#) 

Reportable 

Disability % 

Wi

Disability % % Disability % 

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately 

less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the 

employee recognition program and relevant data in the text box. 

a. Other Types of Recognition (PWD) Answer N/A 

b. Other Types of Recognition (PWTD) Answer N/A 

D. PROMOTIONS 

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

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

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

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

plan to provide the data in the text box. 

a. SES 

i. Qualified Internal Applicants (PWD) Answer No 

ii. Internal Selections (PWD) Answer Yes 

b. Grade GS-15 

i. Qualified Internal Applicants (PWD) Answer Yes 

ii. Internal Selections (PWD) Answer Yes 

c. Grade GS-14 

i. Qualified Internal Applicants (PWD) Answer Yes 

ii. Internal Selections (PWD) Answer Yes 

d. Grade GS-13 
Department of Treasury FY 2021

Page 13

i. Qualified Internal Applicants (PWD) Answer No 

ii. Internal Selections (PWD) Answer Yes 

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: 32.86% - 32.95% - 21.16% GS-14 PWD: 35.84% - 35.43% - 16.67% GS-15 PWD: 44.47% - 42.77% - 

15.38% SES PWD: 60.14% - 61.42% - 34.48% 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 2021. 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 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. Select “n/a” if the applicant data is not available for your agency, and 

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

a. SES 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

b. Grade GS-15 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

c. Grade GS-14 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

d. Grade GS-13 

i. Qualified Internal Applicants (PWTD) Answer No 

ii. Internal Selections (PWTD) Answer Yes 

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: 14.86% - 15.36% - 10.05% GS-14 PWTD: 17.28% - 16.64% - 6.14% GS-15 PWTD: 18.68% - 17.61% - 

0.00% SES PWTD: 23.31% - 23.22% - 13.79% 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 2021. 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 
Department of Treasury FY 2021

Page 14

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. 

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires 

to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the 

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

provide the data in the text box. 

a. New Hires to SES (PWD) Answer Yes 

b. New Hires to GS-15 (PWD) Answer Yes 

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

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

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: 17.43% - 23.86% GS-14 

PWD: 21.07% - 19.33% GS-15 PWD: 26.43% - 5.26% SES PWD: 25.91% - 24.14% 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. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box. 

a. New Hires to SES (PWTD) Answer No 

b. New Hires to GS-15 (PWTD) Answer Yes 

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

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

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: 7.78% - 11.68% GS-14 

PWTD: 9.67% - 10.08% GS-15 PWTD: 13.21% - 5.26% SES PWTD: 12.75% - 13.79% 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 
Department of Treasury FY 2021

Page 15

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

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

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

a. Executives 

i. Qualified Internal Applicants (PWD) Answer No 

ii. Internal Selections (PWD) Answer Yes 

b. Managers 

i. Qualified Internal Applicants (PWD) Answer Yes 

ii. Internal Selections (PWD) Answer Yes 

c. Supervisors 

i. Qualified Internal Applicants (PWD) Answer No 

ii. Internal Selections (PWD) Answer Yes 

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: 58.63% 59.71% 31.43% Managers PWD: 6.67% 0.00% 0.00% Supervisors 

PWD: 66.67% 66.67% 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. 

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

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

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

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

a. Executives 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

b. Managers 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

c. Supervisors 

i. Qualified Internal Applicants (PWTD) Answer Yes 

ii. Internal Selections (PWTD) Answer Yes 

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 
Department of Treasury FY 2021

Page 16

Applicants Internal Promotions Executives PWTD: 22.48% 22.30% 11.43% Managers PWTD: 6.67% 0.00% 0.00% Supervisors 

PWTD: 0.00% 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. 

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees 

for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is 

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

a. New Hires for Executives (PWD) Answer Yes 

b. New Hires for Managers (PWD) Answer Yes 

c. New Hires for Supervisors (PWD) Answer Yes 

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: 24.59% 18.42% Managers PWD: 35.10% 31.82% Supervisors PWD: 22.22% 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. 

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the 

selectees for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the 

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

a. New Hires for Executives (PWTD) Answer Yes 

b. New Hires for Managers (PWTD) Answer Yes 

c. New Hires for Supervisors (PWTD) Answer Yes 

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: 12.52% 10.53% Managers PWTD: 12.91% 0.00% 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 VI: Plan to Improve Retention of Persons with Disabilities 

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

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

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

accommodation program and workplace assistance services. 
Department of Treasury FY 2021

Page 17

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS 

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

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

not convert all eligible Schedule A employees. 

Answer No 

In FY 2021, Treasury did not convert all eligible Schedule A employees to competitive appointments. § FINCEN did not timely 

convert an eligible Schedule A employee due to a management oversight while the employee was on extended leave. § IRS had 36 

conversions and two non-conversions. One non-conversion was due to the employee’s decline in performance; therefore, 

performance period was extended 90 days for observation. The other non-converted employee had extensive LWOP and awaiting 

guidance from the policy office to determine how the LWOP affects the conversion date. 

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

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

a.Voluntary Separations (PWD) Answer Yes 

b.Involuntary Separations (PWD) Answer Yes 

The inclusion rate for PWD (7.19%) exceeded the inclusion rate of persons with no disability (1.19%) for voluntary separations. 

The inclusion rate for PWD (7.53%) exceeded the inclusion rate of persons with no disability (1.19%) for involuntary separations. 

Seperations Total # Reportable Disabilities % 

Without Reportable 

Disabilities % 

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

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

a.Voluntary Separations (PWTD) Answer Yes 

b.Involuntary Separations (PWTD) Answer Yes 

The inclusion rate for PWTD (27.74%) exceeded the rate of persons with no disability (1.2%) for voluntary separations. The 

inclusion rate for PWTD (23.06%) exceeded the rate of persons with no disability (1.2%) for involuntary separations. 

Seperations Total # Targeted Disabilities % 

Without Targeted Disabilities 

% 

4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit 

interview results and other data sources. 

When evaluating the types of voluntary separations, we noted that 13.95 percent were due to retirement, 21.75 percent were 

transfers, 11.81 percent were resignations, and 25.09 percent were due to death. Of the voluntary separations, 36.61 percent were 

disabled veterans. Based on the comments in the FY 2021 Treasury Employee Exit Survey, Treasury does not consider any of the 

voluntary separations showing a trigger. 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, 2020, through September 30, 2021, 168 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, the factor most frequently cited as impacting a PWD’s decision to leave was job stress (64.88%) 

followed by office morale (44.65%); responses for my ability to participate in decision making (45.83 %) was an additional factor 

for PWD. Additional responses specified that 73.21 percent of the respondents indicated their work experience was generally 

positive; 62.50 percent stated they would be interested in returning to work for Treasury; and 68.45 percent stated they would 

recommend Treasury as a good place to work. 
Department of Treasury FY 2021

Page 18

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES 

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

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

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

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

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

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

The “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/ organizational-structure/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/organizational-structure/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 2021, the OCRD Audit Program, which includes Accessibility Reviews for Treasury bureau-occupied buildings, continued 

with an audit of DO. OCRD reviewed the accessibility of six DO buildings. A report listing the areas of noncompliance was 

forwarded to the appropriate officials to achieve full compliance. 

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 2021 are: BEP 10 DO 9 FinCEN 0 – No RA requests to process in FY 

2021 FS 10 Mint 11 IRS 58 IRS-CC 20 OCC 10 The overall average for processing the Departments initial requests for reasonable 

accommodations is 18.47 business days. The Department recognizes the high average for IRS which is currently reviewing its 

methodology for calculating “average days for providing reasonable accommodations.” This FY the IRS reduced their processing 

time from 89 to 58 days. Treasury implemented a Treasury-wide reasonable accommodation tracking system that will eliminate the 

need to manually calculate processing timeframes. IRS is scheduled to transitioned to the system in FY 2022. 

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. 
Department of Treasury FY 2021

Page 19

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 2021, 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 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal 

assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue 

hardship on the agency. 

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of 

an effective program include timely processing requests for PAS, timely providing approved services, conducting training 

for managers and supervisors, and monitoring PAS requests for trends. 

Treasury established its PAS policy and procedures during FY 2018 and procured a Treasury-wide PAS contract. This contract 

allows its bureaus to establish a blanket purchase agreement (BPA) against the Treasury-wide base contract. Training for PAS 

requests was provided to all managers, supervisors, and selected HR Professionals in FY 2019. Since 2019, PAS training has been 

included in the employee orientation of all newly-hired and -promoted managers. 

Section VII: EEO Complaint and Findings Data 

A. EEO COMPLAINT DATA INVOLVING HARASSMENT 

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

to the governmentwide average? 

Answer No 

2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of 

discrimination or a settlement agreement? 

Answer Yes 

3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last 

fiscal year, please describe the corrective measures taken by the agency. 

There was one complaint with a finding of discrimination without a hearing. The following corrective action was taken by the 

agency: • monetary benefits issued to Complainant, • mandatory training completed by management official, and • posting notice of 

violation. 

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION 

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a 

reasonable 

accommodation, as compared to the government-wide average? 

Answer No 

2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of 

discrimination or a settlement agreement? 

Answer Yes 

3. 
Department of Treasury FY 2021

Page 20

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. 

Same as above 

Section VIII: Identification and Removal of Barriers 

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

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

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

PWD and/or PWTD? 

Answer No 

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

Answer N/A 

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible 

official(s), planned activities, and, where applicable, accomplishments 
Department of Treasury FY 2021

Page 21

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER: 

Provide a brief narrative 

describing the condition at 

issue. 

How was the condition 

recognized as a potential 

barrier? 

Workforce Data (if so identify the table) 

Workforce Data Table - B1 

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. 

N 

N 

STATEMENT OF 

BARRIER GROUPS: 

STATEMENT OF 

IDENTIFIED BARRIER: 

Provide a succinct statement 

of the agency policy, 

procedure 

or practice that has been 

determined to be the barrier 

of the 

undesired condition. 

Barrier Group 

Source of the Trigger: 

Specific Workforce Data 

Table: 

Barrier Analysis Process 

Completed?: 

Barrier(s) Identified?: 

Barrier Name Description of Policy, Procedure, or Practice 

Objective(s) and Dates for EEO Plan 

Date 

Initiated 

Target Date Sufficient 

Funding / 

Staffing? 

Date 

Modified 

Date 

Completed 

Objective Description 

Responsible Official(s) 

Title Name Standards Address The Plan? 

Planned Activities Toward Completion of Objective 

Target Date Planned Activities Sufficient 

Staffing & 

Funding? 

Modified 

Date 

Completion 

Date 

Report of Accomplishments 

Fiscal Year Accomplishment 

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 
Department of Treasury FY 2021

Page 22

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. 

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.