Page 1

DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Affirmative Action Plan

for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

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

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

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

Section I: Efforts to Reach Regulatory Goals

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

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

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

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

a. Cluster GS-1 to GS-10 (PWD) Answer 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 38 10 26.32 4 10.53

Grades GS-11 to SES 322 56 17.39 17 5.28

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

Throughout FY 2022, OSMRE hiring managers and supervisors were made aware of numerical goals during briefings and disability 

related trainings. All supervisors and managers were provided with the FY 2021 MD-715 report. OSMRE Executive Council and 

Managers were briefed regarding OSMRE workforce statistics and numerical goals within our State of Agency briefing.

Section II: Model Disability Program

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

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

and oversee any other disability hiring and advancement program the agency has in place.
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 2

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

At the end FY 2022, OSMRE advertised recruitment for the vacant Disability Program Manager (DPM) position. We anticipate the 

DPM position will be filled by the 4th quarter of FY 2023.

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)

Special Emphasis Program for PWD and 

PWTD

0 0 0

Architectural Barriers Act Compliance 1 0 0 James Maurice Banks

Safety and Occupational 

Health Manager

jbanks@osmre.gov

Section 508 Compliance 1 0 0 Rueben Molina

Associate Chief 

Information Officer

rmolina@osmre.gov

Processing reasonable accommodation requests 

from applicants and employees

1 0 0 Aurelia Bewaji

HR Benefits Specialist

abewaji@osmre.gov

Processing applications from PWD and PWTD 1 0 0 Aron Kebrab

HR Specialist

akebrab@osmre.gov

Answering questions from the public about 

hiring authorities that take disability into 

account

1 0 0 Aron Kebrab

HR Specialist

akebrab@osmre.gov

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

Aurelia Bewaji, Reasonable Accommodation Program Manager – attended Reasonable Accommodation Training (8 HRs)

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

In FY 22, OSMRE provided sufficient funding and other resources to successfully implement the disability program.
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 3

Section III: Program Deficiencies In The Disability Program

Brief Description of Program 

Deficiency

B.4.a.8. to effectively administer its special emphasis programs (such as, Federal Women’s Program, Hispanic 

Employment Program, and People with Disabilities Program Manager)? [5 USC § 7201; 38 USC § 4214; 5 CFR § 

720.204; 5 CFR § 213.3102(t) and (u); 5 CFR § 315.709]

Objective Ensure OSMRE hires a People with Disabilities Program Manager to successfully administer the 

Disability Program.

Target Date Apr 30, 2023

Completion Date

Planned Activities

Target Date Completion Date Planned Activity

Oct 1, 2022 October 5, 2022 The Affirmative Employment Program Manager worked with the Office 

of Communications to issue the Deputy Director signed observance 

memo recognizing National Disability Employment Awareness Month 

which included the program details for the special emphasis observance 

event to the OSMRE workforce.

Nov 30, 2022 November 18, 2022 Advertise and market the EEO Specialist (Disability Program Manager) 

position via USAJobs.

Jan 31, 2023 January 6, 2023 Conduct interviews and select the best qualified applicant.

Jun 30, 2023 Introduce the Disability Program Manager to the OSMRE workforce and 

connect them with the 508 Compliance Program Manager, Reasonable 

Accommodations Program Manager, SEPM Committee Members and 

DOI-wide key program liaisons.

Accomplishments

Fiscal Year Accomplishment

2022 In July 2022, OSMRE’s Office for Equal Opportunity and Division for Human 

Resources partnered to host a brown bag session “BIL Hiring: How to Hire the 

Best While Promoting DEIA Principles” for hiring managers. This session led by 

OSMRE HR Operations Chief covered the use of purposeful recruitment 

techniques in addressing diversity, equity, inclusion, and accessibility initiatives 

set forth by the Department of the Interior. In October 2022, OSMRE joined in 

partnership with the Bureau of Reclamation as they hosted the DOI’s National 

Disability Employment Awareness Month virtual program “Leveraging the 

Workforce Recruitment Program (WRP) and Schedule A Hiring Authority,” 

which featured keynote speakers from the U.S. Department of Labor’s Office of 

Disability Employment Policy team. As of March 2023, the OEO Director 

conducted interviews, made a hiring selection, and a tentative offer has been 

extended to a qualified candidate. OSMRE plans to onboard our new Disability 

Program Manager within the next 45 days.
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 4

Brief Description of Program 

Deficiency

D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If yes, 

please provide the internet address in the comments.

Objective Ensure annual affirmative action plan is posted annually on agency’s public website.

Target Date Feb 1, 2019

Completion Date Feb 1, 2023

Planned Activities

Target Date Completion Date Planned Activity

Nov 8, 2019 November 7, 2019 Determine the procedures for getting the documents 508 compliant prior 

to posting.

Aug 31, 2020 February 1, 2023 Coordinate with the Office of Communications to upload and post onto 

the websites.

Aug 31, 2020 February 1, 2023 Announce and market the posting of the plans across OSMRE.

Jun 30, 2022 May 30, 2022 Hire FTE resource to manage the OSMRE 508 Program efforts

Accomplishments

Fiscal Year Accomplishment

2022 In FY2022, the Office of Communications hired an FTE resource who manages 

the OSMRE 508 Program efforts. In October 2022, the Office for Equal 

Opportunity Team began coordinating with the Office of Communications to 

ensure the FY 2021 OSMRE Affirmative Action Plan would place on the 

OSMRE external webpage. As of February 1, 2023, OSMRE’s FY2021 

Affirmative Action Plan is listed on the public facing website (https://

www.osmre.gov/about/general-information) under the Equal Employment 

Opportunity tab. Moving forward, the OEO has received special administrative 

access to upload pertinent EEO related documents (including the MD-715 report 

and affirmative action plan) and updates to the public facing website.

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.

When applicable, OSMRE HR emails our open vacancies to the Department of Army, Transition Coordinator, Warrior Transition 

Battalion at Ft. Belvoir, VA for dissemination to veterans transiting from military careers to civilian careers. In addition, we 

collaborate with the Department to continue to foster relationships with representatives from diverse hiring sources (i.e., DOL, 

Vocational Rehabilitation Office, Office of Personnel Management (OPM), VA, etc.) to increase the applicant pool. Managers and 

supervisors attend mandatory training series on Veteran Hiring Flexibilities (Veteran Recruitment Authority and 30% or more) to 

communicate benefits and targeted recruitment strategies for Mission Critical Occupations. OSMRE attends various recruitment and 

outreach events for hiring individuals in underrepresented groups, to include disabled veterans. While at the career fair OSMRE 

collected resumes from veterans, provided a demonstration on how to navigate through USAJobs, and how to utilize their veterans’ 

preference. Resumes are collected and reviewed to determine if any qualified applicants for OSMRE open vacancies.

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

When OSMRE utilizes Schedule A hiring authority Recruitment Staff collaborated with hiring Managers and EEO Specialists to 

review and approve requests to fill vacancies, which included discussions on recruitment strategies, policies, and area of 

consideration to reach diverse candidates, including disabled Veterans.
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

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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.

Upon receipt of an application for a Schedule A appointment, OSMRE verifies that the applicant provided proof of their disability 

by submitting the appropriate documentation from: (a) A licensed medical professional; (b) A certified rehabilitation professional; 

or (c) Any Federal, state, District of Columbia, or US Territory agency that issues or provides disability benefits. The proof of 

disability maybe in the form of a letter, certifying that the applicant has a disability. The letter must clearly state that the applicant is 

qualified for an appointment under the Schedule A Appointing Authority. HR conducts a qualification analysis to determine if the 

applicant meets the qualification requirements for the position under the Office of Personnel Management qualification 

requirements, contacts the hiring official, and explains/provides guidance for hiring a Schedule A appointee under the Special 

Hiring Authority.

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

Throughout the FY 22, OSMRE hiring managers and supervisors are routinely made aware of hiring Authorities through many 

ongoing trainings and during each pre-vacancy meetings, a discussion takes place regarding hiring authorities.

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.

OSMRE continues to work with the Department and partnered with local military installations to provide training, mentorship, 

advice and guidance in the areas of federal employment, federal resumes, interview skills, etc. Continuing into FY20, OSMRE will 

work with the Department to continue to foster relationships with representatives from diverse hiring sources (i.e., DOL, Vocational 

Rehabilitation Office, Office of Personnel Management (OPM), VA, etc.) to increase the applicant pool.

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

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

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

0

0

15 6.67 0.00 6.67 0.00

% of Total 

Applicants

% of Qualified 

Applicants

% of New Hires
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 6

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

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

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

a. New Hires for MCO (PWD) Answer N/A

b. New Hires for MCO (PWTD) Answer N/A

The agency has not established a system to monitor the PWD and PWTD qualified applicant pool for new hires into mission critical 

occupations. The agency will work with the Department to implement a system.

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

0301 MISCELLANEOUS 

ADMINISTRATION AND PROGRAM

4 0.00 0.00

0340 PROGRAM MANAGEMENT 3 0.00 0.00

0343 MANAGEMENT AND PROGRAM 

ANALYSIS

4 25.00 25.00

0501 FINANCIAL ADMINISTRATION 

AND PROGRAM

0 0.00 0.00

0510 ACCOUNTING 1 0.00 0.00

0511 AUDITING 0 0.00 0.00

0810 CIVIL ENGINEERING 0 0.00 0.00

0880 MINING ENGINEERING 0 0.00 0.00

1315 HYDROLOGY 0 0.00 0.00

1801 GEN INSPECT, INVESTIG, 

ENFORCEMENT & COMPLIANCE

1 0.00 0.00

2210 INFORMATION TECHNOLOGY 

MANAGEMENT

2 0.00 0.00

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

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

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

a. Qualified Applicants for MCO (PWD) Answer N/A

b. Qualified Applicants for MCO (PWTD) Answer N/A

The agency has not established a system to monitor the PWD and PWTD relevant applicant pool for internal qualified applicants 

into mission critical occupations. The agency will work with the Department to implement a system.

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 N/A

b. Promotions for MCO (PWTD) Answer N/A
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 7

The agency has not established a system to monitor the PWD and PWTD internal qualified applicants promoted into mission critical 

occupations. The agency will work with the Department to implement a system.

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.

As outlined, in the EEOC’s Management Directive 715 (MD-715) annual report assessment OSMRE will begin resurveying the 

OSMRE workforce on an annual basis encourage self-identification of disabilities. The aim of this effort to ensure sufficient 

resources are obligated to activities related to conducting outreach, hiring, ensuring access, providing reasonable accommodations, 

and retaining PWDs and PWTDs. OSMRE will continue to provide reasonable accommodations for known physical and intellectual 

limitations to allow qualified employees and all applicants with disabilities (to include disabled veterans) to perform the essential 

functions of a position and enjoy equal benefits and privileges of employment. OSMRE OEO will continue provide reasonable 

accommodation training to its internal stakeholders, including disabled veterans, on the services it provides, eligibility requirements, 

and application procedures on a quarterly basis. We will maintain its partnership with the Computer/Electronic Accommodations 

Program (CAP) to provide assistive technology and information, along with related devices and services to disabled Veterans for 

job enhancement. EEO staff will continue providing in-depth workforce data reporting on a quarterly basis to OSMRE management 

to monitor progress towards a diverse and inclusive workforce. HR staff and EEO staff will continue to consult with hiring 

managers to fill vacancies taking into consideration PWD and PWTD hiring authorities and the utilization of WRP and OPM Max 

list of PWD’s. OSMRE will continue to use Individual Development Plans (IDP) as a tool to enhance career opportunities.

B. CAREER DEVELOPMENT OPPORTUNITES

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

OSMRE continued to use Individual Development Plans (IDP) as a tool to enhance career opportunities. OSMRE managers 

continued to utilize job rotations and temporary acting assignments. OSMRE will continue the process of phasing in a vigorous 

Bureau-wide mentoring program with the following goals: • broaden understanding of the organization, • share and expand 

knowledge and expertise, • encourage critical skills transfer and professional development, • build and sustain opportunities for 

career growth, • promote collaborative leadership, • improve business practices, and • develop leadership skills at all levels. This 

program is expected to increase employee confidence, trust, diversity and productivity. Due to limited staffing resources, the global 

pandemic and other competing priorities we were unable to roll out this effort we endeavor to move it forward in FY 23.

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

supervisory recommendation/ approval to participate.

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Coaching Programs 2 2 0 0 0 0

Fellowship Programs 0 0 0 0 0 0

Mentoring Programs 0 0 0 0 0 0

Detail Programs 5 5 20% 20% 0 0

Other Career Development 

Programs

0 0 0 0 0 0
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 8

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Internship Programs 452 15 0 0 0 0

Training Programs 2 2 0 0 0 0

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

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

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

plan to provide the data in the text box.

a. Applicants (PWD) Answer Yes

b. Selections (PWD) Answer Yes

Detail programs There is a trigger identified because the Inclusion rate for PWD is less than Inclusion rate for Pw/oD 5 (total 

applicants) – 1 (PWD applicants) = 4 Inclusion rate: 1/55 (total # of PWDs) = 1.82% Benchmark Inclusion rate: 4/5 (total # of 

PWoDs) = 80.00% 5 (total selectees) – 1 (PWD selectees) = 4 Inclusion rate: 1/55 (total # of PWDs) = 1.82% Benchmark Inclusion 

rate: 4/5 (total # of PWoDs) = 80.00%

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

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

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

plan to provide the data in the text box.

a. Applicants (PWTD) Answer Yes

b. Selections (PWTD) Answer Yes

Detail programs There is a trigger identified because the Inclusion rate for PWD is less than Inclusion rate for Pw/oD 5 (total 

applicants) – 0 (PWTD applicants) = 5 Inclusion rate: 5/55 (total # of PWTDs) = 9.09% Benchmark Inclusion rate: 4/5 (total # of 

PWoTDs) = 80.00% 5 (total selectees) – ) 0(PWTD selectees) = 5 Inclusion rate: 5/55 (total # of PWDs) = 9.09% Benchmark 

Inclusion rate: 4/5 (total # of PWoDs) = 80.00%

C. AWARDS

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

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

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

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

Time-Off Awards (PWDs): There is no trigger identified because the Inclusion rate for PWD is greater than Inclusion rate for Pw/

oD: 118(total awarded given) – 23(PWD awarded hours) = 95 Inclusion rate: 23/63 (total # of PWDs) = 36.5% Benchmark 

inclusion rate: 95/265 (total # of PW/oDs) = 35.8%. Time-Off Awards (PWTDs): There is no trigger identified because the 

Inclusion rate for PWTD is greater than Inclusion rate for Pw/oTD: 118 (total awarded hours) – 6 (PWTD awarded hours) = 112 

Inclusion rate: 6/18 (total # of PWTDs) = 33.3% Benchmark inclusion rate: 112/342 (total # of PW/oTDs) = 32.7%. Cash Awards 

(PWDs) – up to $1000 There is a trigger identified because the Inclusion rate for PWD is lower than Inclusion rate for Pw/oD: 60 

(total cash awards given) – 10(PWD cash awards given) = 50 Inclusion rate: 10/63 (total # of PWDs) = 15.9% Benchmark inclusion 

rate: 50/265 (total # of PW/oDs) = 18.9%. Cash Awards (PWTDs) – up to $1,000 There is a trigger identified because the Inclusion 

rate for PWD is lower than Inclusion rate for Pw/oTD: 60 (total cash awards given) – 1(PWTD cash awards given) = 59 Inclusion 

rate: 1/18 (total # of PWTDs) = 5.5% Benchmark inclusion rate: 59/342 (total # of PW/oTDs) = 17.3%. Cash Awards (PWDs) - 

$1000 - $3,000 There is a trigger identified because the Inclusion rate for PWD is lower than Inclusion rate for Pw/oD: 176 (total 

cash awards given) – 28 (PWD cash awards given) = 148 Inclusion rate: 28/63 (total # of PWDs) = 44.4% Benchmark inclusion 
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 9

rate: 148/265 (total # of PW/oDs) = 55.8%. Cash Awards (PWTDs) - $1,000- $3,000 There is no trigger identified because the 

Inclusion rate for PWD is greater than Inclusion rate for Pw/oTD: 176 (total cash awards given) – 10(PWTD cash awards given) = 

166 Inclusion rate: 10/18 (total # of PWTDs) = 55.5% Benchmark inclusion rate: 166/342 (total # of PW/oTDs) = 48.5%. Cash 

Awards (PWDs) - $3,000 - $5,000 There is no trigger identified because the Inclusion rate for PWD is greater than Inclusion rate 

for Pw/oD: 68 (total cash awards given) – 16(PWD cash awards given) = 52 Inclusion rate: 16/63 (total # of PWDs) = 25.4% 

Benchmark inclusion rate: 52/265 (total # of PW/oDs) = 19.6%. Cash Awards (PWTDs) - $3,000- $5,000 There is a trigger 

identified because the Inclusion rate for PWD is lower than Inclusion rate for Pw/oTD: 68 (total cash awards given) – 4(PWTD cash 

awards given) = 64 Inclusion rate: 4/18 (total # of PWTDs) = 22.2% Benchmark inclusion rate: 64/242 (total # of PW/oTDs) = 

26.4%. Cash Awards (PWDs) - $5,000+ There is a trigger identified because the Inclusion rate for PWD is lower than Inclusion rate 

for Pw/oD: 31 (total cash awards given) – 6 (PWD cash awards given) = 25 Inclusion rate: 6/63 (total # of PWDs) = 9.5% 

Benchmark inclusion rate: 25/265 (total # of PW/oDs) = 38.5%. Cash Awards (PWTDs) - $5,000+ There is a trigger identified 

because the Inclusion rate for PWD is lower than Inclusion rate for Pw/oTD: 31 (total cash awards given) – 0 (PWTD cash awards 

given) = 31 Inclusion rate: 0/18 (total # of PWTDs) = 0.00% Benchmark inclusion rate: 31/242 (total # of PW/oTDs) = 12.8%.

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

13 4.55 3.45 0.00 6.67

Time-Off Awards 1 - 10 Hours: 

Total Hours

112 36.36 30.65 0.00 53.33

Time-Off Awards 1 - 10 Hours: 

Average Hours

8.62 12.12 3.41 0.00 17.78

Time-Off Awards 11 - 20 hours: 

Awards Given

16 7.58 4.21 0.00 11.11

Time-Off Awards 11 - 20 Hours: 

Total Hours

267 133.33 68.58 0.00 195.56

Time-Off Awards 11 - 20 Hours: 

Average Hours

16.69 26.67 6.23 0.00 39.11

Time-Off Awards 21 - 30 hours: 

Awards Given

22 10.61 4.60 0.00 15.56

Time-Off Awards 21 - 30 Hours: 

Total Hours

562 272.73 118.77 0.00 400.00

Time-Off Awards 21 - 30 Hours: 

Average Hours

25.55 38.95 9.90 0.00 57.13

Time-Off Awards 31 - 40 hours: 

Awards Given

67 12.12 19.92 28.57 4.44

Time-Off Awards 31 - 40 Hours: 

Total Hours

2641 480.30 783.14 1128.57 177.78

Time-Off Awards 31 - 40 Hours: 

Average Hours

39.42 60.05 15.06 188.10 0.29

Time-Off Awards 41 or more 

Hours: Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Average Hours

0 0.00 0.00 0.00 0.00

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $501 - $999: Awards 

Given

32 10.61 9.58 4.76 13.33

Cash Awards: $501 - $999: Total 

Amount

24923 8445.45 7413.41 3823.81 10602.22

Cash Awards: $501 - $999: 

Average Amount

778.84 1206.50 296.54 3823.81 -14.91

Cash Awards: $1000 - $1999: 

Awards Given

74 19.70 21.84 28.57 15.56
DOI Office of Surfacing Mining, 

Reclamation and Enforcement

FY 2022

Page 10

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $1000 - $1999: Total 

Amount

106500 27642.42 32030.65 38319.05 22660.00

Cash Awards: $1000 - $1999: 

Average Amount

1439.19 2126.33 561.94 6386.52 138.24

Cash Awards: $2000 - $2999: 

Awards Given

102 22.73 30.65 19.05 24.44

Cash Awards: $2000 - $2999: Total 

Amount

246378 53200.00 74431.42 47590.48 55817.78

Cash Awards: $2000 - $2999: 

Average Amount

2415.47 3546.67 930.39 11897.62 -350.44

Cash Awards: $3000 - $3999: 

Awards Given

51 19.70 13.41 14.29 22.22

Cash Awards: $3000 - $3999: Total 

Amount

171219 68053.03 44657.09 49876.19 76535.56

Cash Awards: $3000 - $3999: 

Average Amount

3357.24 5234.85 1275.92 16625.38 -80.73

Cash Awards: $4000 - $4999: 

Awards Given

17 4.55 4.21 4.76 4.44

Cash Awards: $4000 - $4999: Total 

Amount

73049 21177.27 17740.23 23371.43 20153.33

Cash Awards: $4000 - $4999: 

Average Amount

4297 7059.09 1612.75 23371.43 -553.33

Cash Awards: $5000 or more: 

Awards Given

31 9.09 9.20 0.00 13.33

Cash Awards: $5000 or more: Total 

Amount

384681 65457.58 128919.16 0.00 96004.44

Cash Awards: $5000 or more: 

Average Amount

12409.06 10909.59 5371.63 0.00 16000.73

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 No

Quality Step Increases (QSIs) (PWDs) There is a trigger identified because the Inclusion rate for PWD is lower than Inclusion rate 

for Pw/oD: 18 (total step increases given) – 3 (PWD step increases given) = 15 Inclusion rate: 3/63 (total # of PWDs) = 4.8% 

Benchmark inclusion rate: 15/265 (total # of PW/oDs) = 5.7%. Quality Step Increases (QSIs) (PWTDs) There is no trigger 

identified because the Inclusion rate for PWD is greater than Inclusion rate for Pw/oTD: 18 (total step increases given) – 3 (PWTD 

step increases given) = 15 Inclusion rate: 3/18 (total # of PWTDs) = 16.7% Benchmark inclusion rate: 15/242 (total # of PW/oTDs) 

= 6.2%.

Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Total Performance Based Pay 

Increases Awarded

5 0.00 1.92 0.00 0.00

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
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The agency currently does not have an established system to monitor the PWD and PWTD other types of employee recognition. The agency will work to implement a system.

D. PROMOTIONS

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

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

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

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

plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer 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

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

For GS-13, after reviewing the relevant pool of candidates 24 PWDs, there were no internal hires selected with disabilities. For 

GS-14, after reviewing the relevant pool of candidates 17 PWDs, there were no internal hires selected with disabilities. For GS-15, 

after reviewing the relevant pool of candidates five PWDs, there were no internal hires selected with disabilities. The agency has 

not established a system to accurately monitor the PWD qualified internal applicants into applicants and/or selectees for promotions 

for positions GS-13 and above. OSMRE will work with the Department to implement a system.

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
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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 Yes

ii. Internal Selections (PWTD) Answer Yes

For GS-13, after reviewing the relevant pool of candidates eight PWTDs, there were no internal hires selected with disabilities. For 

GS-14, after reviewing the relevant pool of candidates four PWTDs, there were no internal hires selected with disabilities. For 

GS-15, after reviewing the relevant pool of candidates three PWTDs, there was no internal hires selected with disabilities. The 

agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

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

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

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

provide the data in the text box.

a. New Hires to SES (PWD) Answer N/A

b. New Hires to GS-15 (PWD) Answer N/A

c. New Hires to GS-14 (PWD) Answer N/A

d. New Hires to GS-13 (PWD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

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

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

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

provide the data in the text box.

a. New Hires to SES (PWTD) Answer N/A

b. New Hires to GS-15 (PWTD) Answer N/A

c. New Hires to GS-14 (PWTD) Answer N/A

d. New Hires to GS-13 (PWTD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

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

supervisory

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

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

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

a. Executives
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i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

b. Managers

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

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 N/A

ii. Internal Selections (PWTD) Answer N/A

b. Managers

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

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

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

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

a. New Hires for Executives (PWD) Answer N/A

b. New Hires for Managers (PWD) Answer N/A

c. New Hires for Supervisors (PWD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.
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8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the 

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

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

a. New Hires for Executives (PWTD) Answer N/A

b. New Hires for Managers (PWTD) Answer N/A

c. New Hires for Supervisors (PWTD) Answer N/A

The agency has not established a system to monitor the PWD qualified internal applicants into applicants and/or selectees for 

promotions to the senior grade levels. OSMRE will work with the Department to implement a system.

Section VI: Plan to Improve Retention of Persons with Disabilities

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

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

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

accommodation program and workplace assistance services.

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS

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

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

not convert all eligible Schedule A employees.

Answer N/A

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

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

a.Voluntary Separations (PWD) Answer No

b.Involuntary Separations (PWD) Answer No

There is no trigger identified for voluntary separations because the Inclusion rate for PWD is lower than Inclusion rate for Pw/oD: 

39 (total separations) – 7(PWD separations) = 32 Inclusion rate: 7/63 (total # of PWDs) = 11.1% Benchmark inclusion rate: 32/265 

(total # of PW/oDs) = 12.1%. There is no trigger identified for involuntary separations because the Inclusion rate for PWD is zero 

Inclusion rate for Pw/oD: 39 (total separations) – 0 (PWD separations) = 39 Inclusion rate: 0/63 (total # of PWDs) = 0.00% 

Benchmark inclusion rate: 39/265 (total # of PW/oDs) = 14.7%.

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 1 0.00 0.34

Permanent Workforce: Resignation 8 3.03 2.03

Permanent Workforce: Retirement 10 1.52 3.05

Permanent Workforce: Other Separations 19 6.06 5.08

Permanent Workforce: Total Separations 38 10.61 10.51

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

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

a.Voluntary Separations (PWTD) Answer No
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b.Involuntary Separations (PWTD) Answer No

There is no trigger identified for voluntary separations because the Inclusion rate for PWTD is lower than Inclusion rate for Pw/

oTD: 39 (total separations) – 1(PWTD separations) = 38 Inclusion rate: 1/18 (total # of PWTDs) = 2.6% Benchmark inclusion rate: 

38/242 (total # of PW/oTDs) = 15.7%. There is no trigger identified for involuntary separations because the Inclusion rate for 

PWTD is zero Inclusion rate for Pw/ToD: 39 (total separations) – 0 (PWTD separations) = 39 Inclusion rate: 0/18 (total # of PWDs) 

= 0.00% Benchmark inclusion rate: 39/242 (total # of PW/oDs) = 16.1%.

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 1 0.00 0.29

Permanent Workforce: Resignation 8 4.76 2.06

Permanent Workforce: Retirement 10 0.00 2.94

Permanent Workforce: Other Separations 19 0.00 5.59

Permanent Workforce: Total Separations 38 4.76 10.88

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.

Although the agency does collect exit interview survey data. Qualitative survey results from FY 2022 does not disclose the specific 

reasoning for the voluntary separation for persons with disabilities.

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

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

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

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

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

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

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

https://www.osmre.gov/lrg/accessibility.shtm

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.

https://www.doi.gov/pmb/eeo/Public-Civil-Rights

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.

Improved accessibility of facilities is under the jurisdiction of the Department. OSMRE continues to ensure that all documents are 

508 Compliant prior to distribution OSMRE wide.

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.
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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.)

OSMRE’s average timeframe for processing initial reasonable accommodation request as 20 days.

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.

All agency managers and supervisors are required to participate in a minimum of 4 hours of reasonable accommodation training. 

Agency is able to process reasonable accommodation request in 20 days or less.

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.

The Department of the Interior (DOI), Office of Human Resources developed a policy to provide guidance on Personal Assistance 

Services, Personnel Bulletin (PB) 17-18 for Personal Assistance Services, which became effective on January 3, 2018. The PB was 

distributed to employees Department-wide and was posted to both the external and internal Reasonable Accommodation web pages 

for the Office of Human Resources. The Office of Human Resources created a Community of Practice for Reasonable 

Accommodation practitioner that include representatives from all of the bureaus. The Community of Practice meets regularly to 

share best practices and to ensure consistency in communicating the requirements for a successful Reasonable Accommodation 

program.

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 No

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

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

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

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

reasonable

accommodation, as compared to the government-wide average?
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Answer No

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

discrimination or a settlement agreement?

Answer No

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation 

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

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 Yes

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

Answer Yes

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

official(s), planned activities, and, where applicable, accomplishments
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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B1

The agency identified triggers for awards, bonuses and incentives for PWDs and PWTDs who 

received time-off awards cash awards ($1,000+) and quality step increases.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

At this time, no barrier has 

been identified.

At this time, no barrier has been identified.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

09/30/2018 09/30/2023 Yes Establish a performance incentive program to include 

time-off awards, cash awards/bonuses for outstanding 

employee performance for all employees including 

PWDs and PWTDs.

Responsible Official(s)

Title Name Standards Address The Plan?

Director of Civil Rights and Equal 

Employment Opportunity

Alexie L. Rogers Yes

Human Capital Officer Jeffery Telepo No

Affirmative Employment Program 

Manager

Larisha Warner Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

12/15/2018 Conduct a thorough Barrier Analysis cycle. Yes 12/31/2023
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Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/0022 Garner senior leadership buy-in and establish a 

performance incentive program to include time-off 

awards, cash awards/bonuses for outstanding employee 

performance.

Yes 12/31/2023

02/28/2023 OEO will partner with Division for Human Resources to 

benchmark other DOI sister bureaus and federal agencies 

for best practices in establishing a performance incentive 

program.

Yes 12/30/2023

Report of Accomplishments

Fiscal Year Accomplishment

2022 No accomplishments to report for this initiative in FY2022.
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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B1

The agency identifies triggers do exist for PWDs and PWTDs among the applicants and/or selectees 

for any of the career development programs.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

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?

Affirmative Employment Program 

Manager

Larisha Warner Yes

Human Capital Officer Jeffrey Telepo Yes

Disability Program Manager Vacant Yes

Director of Civil Rights and Equal 

Employment Opportunity

Alexie L. Rogers Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Begin offering monthly Lunch & Learn series on 

professional growth and development to include both soft 

and technical skills to further develop OSMRE 

employees.

Yes 11/30/2022 08/24/2022
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Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2021 Establish a formal career development program which 

will include mentoring, detail/rotational/job shadowing, 

and coaching opportunities for OSMRE employees.

Yes 12/31/2023

Report of Accomplishments

Fiscal Year Accomplishment

2022 OSMRE hosted presentation led by Tinisha Agramonte, Motorola Solutions Chief Diversity Officer, DEI 

Board member, and founder of the First-Generation Professionals (FGP) Initiative, for the DOI Workforce. 

This presentation examined workplace challenges that FGPs may face. In addition, to specific biases, policies, 

or practices that may impact FGPs, the need for FGPs inclusion in career ascension, and strategies needed to 

address any potential barriers identified.

In August 2022, OSMRE partnered with DOI's Office for Diversity, Inclusion and Civil Rights; and the 

Federally Employed Women employee resource group for a discussion “Getting Unstuck and Take Steps to 

Advance Your Career” led by DOI Chief Learning Officer and Director for employees.

OSMRE participated in the planning and implementation of Ally Week 2022 (August 1- 5, 2022) and ensured 

that OSMRE’s workforce received access to the 10 offered training sessions. As result, 87 employees and 

supervisors attended the training opportunities throughout the week.

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

During FY 2022, the OSMRE's Office for Equal Opportunity efforts were minimal concerning executing MD-715 planned activities/

initiatives for this plan. Several factors impacting initiatives were the global pandemic, limited resources (staff) from the Human 

Capital Office available and other competing priorities.

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

barrier(s).

Trigger #1 With the introduction of the resurveying the OSMRE workforce allowed OSMRE to continue tracking and planning for 

future initiatives to meet the needs of our OSMRE workforce. The development and implementation of OSMRE’s DEIA Strategic 

Plan has placed greater emphasis on developing our OSMRE workforce through offer training opportunities. Trigger #2 OSMRE 

received positive feedback from participants who attended our training opportunities. In FY 2023, OSMRE plans to increase the 

level of career developmental opportunities through the avenues of brown bags, TED Talks, partnering with DOI sister bureaus to 

host special emphasis observances and trainings.

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.

Although staffing changes continues to hinder full implementation efforts. The Office for Equal Opportunity has charged the 

incoming full time Disability Program Manager with leading the efforts to address this program deficiency over the next two fiscal 

years.