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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 FY22, persons with disabilities (Form SF-256 Disability Codes 01-04; 06-99) in the permanent GS 1-10 levels totaled 31.1% of 

the respective workforce. Persons with disabilities in the GS-11 to senior leader cluster totaled 16.9% of the respective workforce. 

Employees with targeted disabilities accounted for 4.9% of the GS-1 to GS-10 levels, whereas 2.3% of those in the GS-11 and 

above positions reported targeted disabilities.

*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

For FY22, employees with targeted disabilities (Form SF-256 Disability Codes 01-04; 06-99) accounted for 4.9% of the GS-1 to 

GS-10 levels, whereas 2.3% of those in the GS-11 and above positions reported targeted disabilities.

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10 135 41 30.37 6 4.44

Grades GS-11 to SES 643 112 17.42 16 2.49

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

During FY 2022, NASS focused on the goals for recruitment, hiring, and retention of employees with disabilities to increase the 

numbers within its workforce, along with encouraging employees to update their disability status. These efforts were successful, as 

despite a decline in its workforce, the agency exceeded both the PWD and PWTD Federal targets for its permanent workforce. The 
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NASS Civil Rights Office prepares a quarterly MD-715 Executive Summary for the SES team that highlights the Agency 

performance in meeting the Federal PWD and PWTD goals.

Section II: Model Disability Program

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

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

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

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

PROGRAM

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)

Answering questions from the public about 

hiring authorities that take disability into 

account

5 0 0 Agricultural Resource 

Service (ARS)

Human Resource 

Managers

Section 508 Compliance 3 0 0 Kristen Lenhardt, Director

NASS Public Affairs 

Office

Special Emphasis Program for PWD and 

PWTD

1 0 0 June Turner, Director

NASS Civil Rights Office

Architectural Barriers Act Compliance 1 0 0 USDA

Departmental Management

Processing applications from PWD and PWTD 7 0 0 Agricultural Resource 

Service (ARS)

Director Human Resource 

Manager

Willis.Collie@usda.gov

Processing reasonable accommodation requests 

from applicants and employees

1 0 0 Joseph McCleary

ARS AFM

REEaccomodations@usda.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

Program staff regularly attend seminars sponsored by FEED, EARN, and JAN. OPM has also sponsored training sessions on 

disability hiring and retention, which NASS staff have attended. CRO participates with the interagency working group, FEED. CRO 

also circulated agency-wide the U.S. Department of Labor memo looking for federal employees to act as volunteer recruiters for the 
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Workforce Recruitment Program (WRP). NASS continues to have challenges analyzing some of the data until the Department 

resolves the issues of producing accurate and useful applicant flow tables. In FY 2019, the Department piloted a new applicant flow 

data query system (USA Staffing) to get better analyses tables for applicant flow, but there are still inconsistencies between the 

USA Staffing output and workforce data tables produced by NFC. It is challenging to reconcile data between the two systems, 

especially since the NFC system does not produce any values except for those selected for promotions or as new hires. Additionally, 

there have been many glitches and outages with USA Staffing that OPM is working through. While there is more detailed data in 

the applicant flow (when available), there is still no information about candidates who were interviewed, limiting the possible 

barrier analysis.

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

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 current hiring tool, USAJobs, has added process constraints, and this is the main tool used by the ARS HR staff who handling 

hiring actions for the NASS. NASS does use the Schedule A Hiring Authority and the Veteran hiring authorities to appoint eligible 

persons and Veterans with disabilities into positions when possible. NASS has 19.6% of staff who identify as persons with 

disability, including 2.9% as persons with targeted disability, which is similar to FY 2021’s levels.

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

Managers with hiring authority in Headquarters, the National Operations Division, and in the 12 Regional Field Offices attend 

numerous job and career fairs at colleges and universities in-person and virtually, throughout the year to recruit potential candidates 

for employment. Many of these institutions have Veterans and students with disabilities.

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.

NASS predominately uses OPM’s USA Jobs to recruit potential candidates and works closely with ARS’s HR Staff (as they process 

NASS’s hiring) to determine Schedule A eligibility if people and veterans with disabilities apply. These lists of qualified Schedule 

A applicants are referred to management when positions become available.
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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

Hiring managers and Senior leadership receive annual reasonable accommodation and personal assistance services training which 

includes Special Hiring Authorities overview and review of the application process.

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.

NASS will continue to collaborate with various colleges and universities to recruit qualified persons with disabilities. NASS has 

also begun to plan to work more closely with both EARN and JAN. Information and resources shared at FEED meetings has also 

beneficial and these are shared agency-wide.

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 Yes

b. New Hires for Permanent Workforce (PWTD) Answer Yes

NASS had 19 permanent new hires in FY 2022. The permanent new hires self-reported as 5.26% (1 person) PWD, but there were 

no PWTD new hires. Considering the low amount of hiring and the downward trend for the overall workforce in FY 2022, there 

was not much of a change in representation in the agency, so no conclusions can be drawn at this time.

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

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

0

0

0

% 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.

a. New Hires for MCO (PWD) Answer No

b. New Hires for MCO (PWTD) Answer No

There were no qualified applicants who were PWD or PWTD, despite receiving applications from both groups. Considering the low 

amount of hiring and the downward trend for the overall workforce in FY 2022, there was not much of a change in representation in 

the agency, so no conclusions can be drawn at this time.
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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

Unlikely that there are triggers for PWD/PWTD among the internal applicants. While there are still issues with missing Applicant 

Flow Data due to USA Staffing issues, currently in the NASS Mission Critical Occupation series (GS 1529, 1530, and 2210), the 

Agency has a rate of 16.5% PWD and 2.5% PWTD. However, out of the 90 internal selections made during FY 2022, 27.8% were 

of PWD and 6.7% were of PWTD.

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 No

While there were 3 PWD who were qualified internal applicants, none were selected for the 24 selections that were made for MCOs 

in FY 2022. There were no qualified internal applicants who were PWTD, though there were 11 applicants in that category.

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.

Through the use of the MD-715 B Table analyses, NASS monitors the recruitment, retention, and advancement of those employees 

self-identifying as PWD and PWTD. The NASS CRO prepares both quarterly and annual MD-715 reports. Using these, quarterly 

highlights of the MD-715 are shared with the SES team, which includes a summary of findings, analyses of trends, and triggers 

identified that could cause barriers to employment or advancement. Both A Tables and B Table findings are summarized in the 

briefing, and the agency’s plans for addressing barriers are included. Most of the NASS development programs (new employees, 

survey and estimation Basic training, professional development, etc.) are based on occupational series/time with the Agency. Staff 

attend these in their first three years in NASS, as relevant to their roles. Additionally, during FY 2022, the newly formed Workforce 

Performance and Staff Development Section delivered training on creating IDPs. The Agency’s Workforce Transformation Team 

drafted a Succession Planning Guide for the agency to ensure opportunities for development and advancement.

B. CAREER DEVELOPMENT OPPORTUNITES

1. Please describe the career development opportunities that the agency provides to its employees.
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NASS continues to promote career development opportunities for employees throughout the agency and in multiple disciplines. The 

organization continues to promote its Career Path Guides that provides the guidance for the employees to map out their training 

requirements to advance with their occupational series. NASS provides leadership training, new supervisor training, mentoring, 

coaching and training in the Executive Core Qualifications, such as preparing for applying to the Senior Executive Service, as well 

as those applying to the SES Candidate Development Program (CDP) candidates. In addition, within each division and program 

office, employees have access to funding for annual training conferences or college/university courses related to their positions. 

NASS is a statistical agency and is always encouraging employees to take advance courses in math and statistics. NASS also 

encourages upward mobility and during this year had several secretaries and statistical assistants finish degrees to become 

professional statisticians within the agency. NASS also promotes intra-and inter-Agency details for employees as a tool for career 

enhancement when considering the training and developmental aspects of the assignment. NASS has an active Mentoring Program 

to enhance employees’ careers by providing a program that fosters working relationships so that they may benefit from other’s 

experiences and wisdom. The NASS Mentoring Program helps employees establish informal networks and gain access to other 

NASS employees willing to help them better understand NASS, do their jobs better, and prepare for advancement within the 

Agency. The program is open to ALL employees throughout NASS. Mentors can support, counsel, and coach employees and help 

them plan and realize their career goals. While employees are always free to seek out mentors on their own, the NASS Mentoring 

Program provides the Agency support for establishing mentor-mentee relationships. USDA offers many training courses on its 

AgLearn platform, LinkedIn Learning, and external training opportunities (e.g., GovLoop and Management Concepts) are shared as 

available for various skills and competencies. Each employee in NASS is required to have an approved IDP on record. Each 

employee and their supervisor annually update the IDP to reflect the mutual needs of the employee and the Agency. Training and 

development needs and objectives, and career goals and aspirations of the employee are coordinated with Agency career 

opportunities and staffing needs. Training plans vary widely and range from university courses and other formal training programs 

to “none” for employees who are at full performance in their current position and are satisfied there. Employees are encouraged to 

take training beyond what is sponsored within the Agency, including computer software, statistics, survey methodology, project 

management, technical and administrative, and professional development courses. NASS management authorizes funding (budget 

permitting) of some reasonable requests that are included on an approved IDP. The goal of this policy is to enable all employees to 

improve their knowledge, skills, and abilities in areas related to the Agency's mission, or employee interests for professional 

development (e.g., leadership). These courses can be taken in a traditional classroom or virtually. Courses are sometimes taken on 

the employee's own time (non-duty hours) but may be taken during duty hours if approved by management. NASS offers three 

graduate educational training programs designed to provide employees with at least 1 year of graduate level academic education. 

These programs include Mathematical Statistics or data analytics -designed to provide education for agricultural and mathematical 

statisticians in advanced statistics and statistical theory to become highly trained mathematical statisticians and Survey 

Methodology, a program designed for agricultural/survey statisticians and mathematical statisticians to receive advanced training in 

survey methodology. Participants generally attend the Joint Program for Survey Methodology (JPSM) at the University of Maryland 

or the University of Michigan. The third graduate educational training program is in the field of Information Technology: This 

program is designed primarily for information technology specialists to receive at least 1 year of full-time graduate training in 

software engineering, telecommunications, or management information systems. The program is also open to agricultural/survey 

statisticians and mathematical statisticians who have a strong interest and background in computer systems and information 

technology.

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 (%)

Fellowship Programs 3 0% 0%

Internship Programs 4 0% 0%

Mentoring Programs 15 0% 6%

Coaching Programs 11 0% 0%

Training Programs 31 0% 10%

Detail Programs 9 0% 0%

Other Career Development 

Programs

25 0% 8%

3.
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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

Unknown. NASS doesn’t have a quantifiable process for these career development applications to selections.

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

Unknown. NASS doesn’t have a quantifiable process for these career development applications to selections.

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 No

b. Awards, Bonuses, & Incentives (PWTD) Answer No

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

39 3.92 5.23 4.55 3.82

Time-Off Awards 1 - 10 Hours: 

Total Hours

260 23.53 35.54 36.36 21.37

Time-Off Awards 1 - 10 Hours: 

Average Hours

6.67 3.92 1.18 36.36 -1.53

Time-Off Awards 11 - 20 hours: 

Awards Given

9 1.31 1.05 0.00 1.53

Time-Off Awards 11 - 20 Hours: 

Total Hours

148 18.30 17.42 0.00 21.37

Time-Off Awards 11 - 20 Hours: 

Average Hours

16.44 9.15 2.90 0.00 10.69

Time-Off Awards 21 - 30 hours: 

Awards Given

8 0.65 1.22 4.55 0.00

Time-Off Awards 21 - 30 Hours: 

Total Hours

196 18.30 29.27 127.27 0.00

Time-Off Awards 21 - 30 Hours: 

Average Hours

24.5 18.30 4.18 127.27 0.00

Time-Off Awards 31 - 40 hours: 

Awards Given

4 0.65 0.52 0.00 0.76

Time-Off Awards 31 - 40 Hours: 

Total Hours

148 20.92 20.21 0.00 24.43
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Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 31 - 40 Hours: 

Average Hours

37 20.92 6.74 0.00 24.43

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

260 42.48 31.88 31.82 44.27

Cash Awards: $501 - $999: Total 

Amount

191250 31519.61 23471.25 22613.64 33015.27

Cash Awards: $501 - $999: 

Average Amount

735.58 484.92 128.26 3230.50 23.82

Cash Awards: $1000 - $1999: 

Awards Given

431 54.90 56.79 50.00 55.73

Cash Awards: $1000 - $1999: Total 

Amount

509375 64379.08 67007.84 61363.64 64885.50

Cash Awards: $1000 - $1999: 

Average Amount

1181.84 766.42 205.55 5578.50 -41.72

Cash Awards: $2000 - $2999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: 

Awards Given

45 5.88 5.92 9.09 5.34

Cash Awards: $3000 - $3999: Total 

Amount

135000 17647.06 17770.03 27272.73 16030.53

Cash Awards: $3000 - $3999: 

Average Amount

3000 1960.78 522.65 13636.36 0.00

Cash Awards: $4000 - $4999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: 

Awards Given

1 0.00 0.17 0.00 0.00

Cash Awards: $5000 or more: Total 

Amount

18284 0.00 3185.37 0.00 0.00

Cash Awards: $5000 or more: 

Average Amount

18284 0.00 3185.37 0.00 0.00

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 No

b. Pay Increases (PWTD) Answer No
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Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Total Performance Based Pay 

Increases Awarded

8 0.65 1.22 4.55 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 No

b. Other Types of Recognition (PWTD) Answer No

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 No

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

Unknown. There was too few qualified internal applicants and selections to make inferences.

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

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

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

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

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

a. SES

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No
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b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

Unknown. There were too few applicants with targeted disabilities, and no qualified internal applicants and selections to make 

inferences.

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

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

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

provide the data in the text box.

a. New Hires to SES (PWD) Answer No

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

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

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

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 No

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

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

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 No

ii. Internal Selections (PWD) Answer No

b. Managers

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

Unknown. There was too few qualified internal applicants and selections to make inferences.

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

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

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

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

a. Executives

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

b. Managers

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

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

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

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

a. New Hires for Executives (PWD) Answer No

b. New Hires for Managers (PWD) Answer No

c. New Hires for Supervisors (PWD) Answer No

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

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

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

a. New Hires for Executives (PWTD) Answer No
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b. New Hires for Managers (PWTD) Answer No

c. New Hires for Supervisors (PWTD) Answer No

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 No

N/A. There were none to convert.

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

Total separations for the agency were 46, PWD was 10 - all voluntary. 3 out of the 10 were PWTD.

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 2 0.00 0.31

Permanent Workforce: Resignation 11 1.28 1.40

Permanent Workforce: Retirement 25 3.21 3.12

Permanent Workforce: Other Separations 8 1.92 0.78

Permanent Workforce: Total Separations 46 6.41 5.61

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

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

a.Voluntary Separations (PWTD) Answer No

b.Involuntary Separations (PWTD) Answer No

N/A

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 2 0.00 0.26

Permanent Workforce: Resignation 11 0.00 1.42
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Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Retirement 25 13.04 2.84

Permanent Workforce: Other Separations 8 0.00 1.03

Permanent Workforce: Total Separations 46 13.04 5.55

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.

N/A

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.ocio.usda.gov/policy-directives-records-forms/section-508 https://www.usda.gov/accessibility-statement https://

www.usda.gov/ra/toolkit/document-library https://www.usda.gov/oascr/filing-discrimination-complaint-usda-employee NASS 

currently defers to the Departmental Section 508 Regulation. While there is no formal Section 508 complaint process within USDA, 

these complaints would be referred thought the regular EEO complaint process.

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.usda.gov/ra/toolkit/document-library https://www.access-board.gov/law/aba.html This file can be accessed on the 

NASS website homepage through the About NASS/Civil Rights/ Accessibility/Document Library link.

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.

NASS has not needed to improve accessibility to any facilities. Any facilities that NASS occupies either fall under USDA or rented 

GSA facilities which are compliant. Many staff are fully remote, which improves accessibility needs and creates opportunities for 

greater inclusion. NASS uses mostly Microsoft Office products, which are consistently improving for accessibility needs. Upon 

noticing that some employees were unaware of the captioning option in Microsoft Teams for meetings, CRO staff requested 

instructions be sent to all employees about this feature and how to utilize it, which was sent at the end of FY 2022. Further, NASS is 

using new contracts to sunset older technology in favor of new, more accessible products/software with better support for current 

and future needs. There is mandatory 508 Compliance Training annually for all employees, with additional sessions of overviews 

and practical tips by Public Affairs staff for units who work create materials for public use, such as Statistics Division.

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.)
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NASS follows the USDA policy, which stipulates confirmation of receipt within five days. The Agency is also guided by the REE 

Mission Area policy, which encourages that upon receipt, all supervisors review reasonable accommodation requests immediately 

or as soon as possible. Once approved, these requests are forwarded to USDA ARS AFM’s Reasonable Accommodations Manager. 

ARS is the agency that handles HR functions for the REE Mission Area (which includes NASS).

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 reasonable accommodations requests are processed and implemented in a timely manner, per USDA and REE Mission Area 

Policies. The policy is posted: https://www.ars.usda.gov/ARSUserFiles/odeo/PolicyStatements/1222v3%20(reasonable

%20accommodation%20policy).pdf

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.

NASS adheres to the Department and Mission Area policy statements. The NASS Civil Rights Office circulated the link for 

USDA’s Departmental Regulation. Training sessions were also conducted for both supervisory and non-supervisory employees 

highlighting the new policy. Many supervisors and managers in NASS automatically approve requests for PAS, even without 

additional documentation and formal requests. https://www.nass.usda.gov/About_NASS/Civil_Rights/reasonableaccommodations2020.pdf https://www.ars.usda.gov/ARSUserFiles/odeo/PolicyStatements/1222v3%20(reasonable

%20accommodation%20policy).pdf

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 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
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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B4

No triggers found. NASS is at or above targets for PWD and PWTD overall.

Y

Y

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

Low participation in the 

target disabilities (GS-11 – 

SES)

NASS has low turnover at senior levels.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

02/01/2022 12/31/2024 Yes Train, mentor and coach the mission critical 

employees that are in the GS 1 – 10 (4% of employees 

in this category have PWTD) for succession and 

candidate pool building to rise into the GS-11-SES 

slots.

01/01/2020 12/31/2023 Yes NASS will continue to participate in the Workforce 

Recruitment Program, and participate fully with the 

interagency working group, Federal Exchange on 

Employment and Disability (FEED).

01/01/2020 12/31/2023 Yes Ensure that the newly formed NASS Strategic 

Planning Office has a focus on NASS career 

development opportunities addressing all positions at 

NASS, employee development opportunities, as well 

as technical GS-14 and GS-15 positions.

01/01/2020 12/31/2025 Yes 10/01/2020 Continue to encourage development and use of midand senior level IDPs for NASS’s major occupations 

in order to keep a pipeline of future managers, 

supervisors and SES leadership.
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Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

01/01/2020 12/31/2025 Yes 09/30/2020 Encourage supervisors and managers to utilize special 

hiring authorities where applicable.

Responsible Official(s)

Title Name Standards Address The Plan?

NASS Civil Rights Office June Turner Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

12/31/2022 A training needs assessment revealed that there is still a 

need for more training initiatives and leadership 

development programs. With many top-level managers 

eligible to retire, there will be many opportunities to fill 

supervisory and executive level positions within the 

agency in the near future. NASS Training Office, Civil 

Rights Office, and the Office of the Administrator will 

continue to offer training sessions for managers and 

supervisors.

Yes

12/31/2022 Promote the NASS Mentoring Program to all staff. - The 

mission of the NASS Mentoring Program is to enhance 

employees’ careers by providing a program that fosters 

working relationships so that they may benefit from 

other’s experiences and wisdom. The NASS Mentoring 

Program helps employees establish informal networks 

and gain access to other NASS employees willing to help 

them better understand NASS, do their jobs better, and 

prepare for advancement within the Agency. The 

program is open to ALL employees throughout NASS. 

Mentors can support, counsel, and coach employees and 

help them plan and realize their career goals. While 

employees are always free to seek out mentors on their 

own, the NASS Mentoring Program provides the Agency 

support for establishing mentor-mentee relationships.

Yes

12/31/2022 Employees are encouraged to take training beyond what 

is sponsored within the Agency, including computer 

software, statistics, survey methodology, project 

management, technical and administrative, and personal 

development courses. NASS management authorizes 

funding (budget permitting) of all reasonable requests 

that are included on an approved IDP. The goal of this 

policy is to enable all employees to improve their 

knowledge, skills, and abilities in areas related to the 

Agency's mission. These courses can be taken in a 

traditional classroom or on-line. Courses are often taken 

on the employee's own time (non-duty hours), but may be 

taken during duty hours if approved by management.

Yes
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Report of Accomplishments

Fiscal Year Accomplishment

2022 Employees are encouraged to take training beyond what is sponsored within the Agency, including computer 

software, statistics, survey methodology, project management, technical and administrative, and personal 

development courses. NASS management authorizes funding (budget permitting) of all reasonable requests that 

are included on an approved IDP. The goal of this policy is to enable all employees to improve their 

knowledge, skills, and abilities in areas related to the Agency's mission. These courses can be taken in a 

traditional classroom or on-line. Courses are often taken on the employee's own time (non-duty hours), but may 

be taken during duty hours if approved by management.

2022 The NASS Career Paths Team, which consists of Agency Human Resource specialists and employees from 

several agency units representing various job series and grade levels. The team developed very comprehensive 

career path guides designed to help employees understand what knowledge, skills, personal characteristics, and 

experiences are required to progress in their career. The career path guides identify the competencies needed to 

be successful in a job series; serve as a resource to develop skills for advancement; and provide the tools for 

communication with managers to set career goals and set realistic expectations when making career decisions. 

The guides act also as a tool for manager to help clarify expectations and proficiency standards for each career 

level; and provides a resource to help managers and employees discuss career goals and set reasonable 

expectations. The guide provides a clear picture of the various job opportunities within in each job series and 

across the agency.

2022 Each employee in NASS is required to have an approved IDP on record. Each employee and their supervisor 

annually update the IDP to reflect the mutual needs of the employee and the Agency. Training and 

development needs and objectives, and career goals and aspirations of the employee are coordinated with 

Agency career opportunities and staffing needs. Training plans vary widely and range from college courses and 

other formal training programs to “none” for employees who are fully competent in their current position.

2022 The NASS Disability Employment Special Emphasis Program Manager position is a 10% collateral duty 

assignment, with a focus on inclusion. Two programs were sponsored by NASS during FY 2022 for 

Disabilities Awareness Month and one for the National Disability Awareness Month. NASS staff attended the 

USDA, Office of Human Resources Management, National Disability Employment Awareness Month 

observance. Staff were also invited to attend other organization and agency training webinars throughout 

National Disability Employment Awareness Month. NASS worked with is mission area to host a week-long 

mental health awareness trainings.

2022 In FY 2022, NASS held several leadership development-training opportunities for all staff and some directly 

for supervisors looking for upward mobility. NASS revamped its mentoring program, responsibility for which 

was moved under the Agency’s training division, located in the National Operations Center in St. Louis, MO. 

In addition, NASS senior staff are encouraging more women, minorities and individuals with disabilities to 

consider these leadership positions as they become available. In FY 2022, NASS had several upward mobility 

conversions to the professional series.

2022 All NASS staff were invited to attend OPM’s training session, The Executive Core Qualifications - Preparing 

for Application to the Senior Executive Service, which targeted Agency employees aspiring and preparing to 

apply to the SES, as well as those applying to the SES Candidate Development Program (CDP) candidates 

preparing their ECQs for review.

2022 NASS revamped the Mentoring Program. The mission of the NASS Mentoring Program is to enhance 

employees’ careers by providing a program that fosters working relationships so that they may benefit from 

other’s experiences and wisdom. The NASS Mentoring Program helps employees establish informal networks 

and gain access to other NASS employees willing to help them better understand NASS, do their jobs better, 

and prepare for advancement within the Agency. The program is open to ALL employees throughout NASS. 

Mentors can support, counsel, and coach employees and help them plan and realize their career goals. While 

employees are always free to seek out mentors on their own, the NASS Mentoring Program provides the 

Agency support for establishing mentor-mentee relationships.

2022 NASS sent instructions to all employees to review and update their Disability Status on their Employee 

Personnel Page, as necessary. The Diversity and Outreach Program Manager also provided additional guidance 

to those who requested further instructions in coding their disabilities.

4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.
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There are many ongoing initiatives.

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

barrier(s).

Better understanding on the use of special hiring authorities and good grasp of the sensitivity issues associated with the handling of 

a reasonable accommodation.

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.

Planned activities helped correct the trigger yet the Agency will move ahead with all plans to bring on staff who self-identify as 

PWD and PWTD once a more fiscally and physically stable environment allows more hiring. The Agency was able to hire 50 

individuals in FY 2021, but only 10.0% self-reported as PWD. NASS is committed to putting forth a positive effort of creating an 

inclusive and supportive environment.