Department of Defense

Diversity, Equity, Inclusion, and 

Accessibility Strategic Plan

Fiscal Years 2022-2023
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 

Table of Contents

A Message from the Under Secretary of Defense for Personnel and Readiness .... 1

Overview and Background........................................................................................... 2

DEIA Mission and Vision Statements.......................................................................... 5

Mission......................................................................................................................... 5

Vision ........................................................................................................................... 5

DEIA Operating Principles............................................................................................ 6

Summary of Diversity, Equity, Inclusion, and Accessibility Goals........................... 8

Goal 1. DIVERSITY: Enhanced Global Joint Warfighter Capability to Address 

Emerging Security Challenges..................................................................................... 9

Goal 2. DIVERSITY: Culture of Organizational Resiliency....................................... 10

Goal 3. EQUITY: Expansion of Equity and Equality................................................. 11

Goal 4. INCLUSION: Workforce Inclusivity .............................................................. 12

Goal 5. ACCESSIBILITY: Commitment to Accessibility ........................................... 13

DoD DEIA Maturity Model ........................................................................................... 15

DEIA Roadmaps: Immediate Priority Actions.......................................................... 16

Workplace Safety and Harassment Prevention and Response Plan ...................... 22

Background................................................................................................................ 22

Overview of Prevention Efforts. .............................................................................. 22

Overview of Response Efforts. ............................................................................... 23

Ongoing Efforts to Address Sexual Harassment, Sexual Assault, and Other 

Behaviors Impacting the Workplace Environment. ................................................. 24

Priorities for Advancing a Safe Work Environment .................................................... 25

Goal. WORKPLACE SAFETY: Develop Safe Workplace Framework .................. 26

Next Steps and Implementation.............................................................................. 27

Advancing DEIA in the DoD Work Environment – Next Steps ................................ 28

Appendix A. Acronyms................................................................................................. i

Appendix B. Glossary.................................................................................................. ii

Appendix C. Evaluation Factors of Maturity Model.................................................. iv
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 1 

A Message from the Under Secretary of Defense for Personnel 

and Readiness 

The character of warfare is changing, with a rapidly evolving threat 

landscape. We are in an unprecedented time, facing unique

challenges, from global pandemics to an escalating climate crisis. 

We are seeing a rise of cyber and digital threats, the continued use of 

terrorism and violent extremism, shifting global power dynamics 

creating peer and near-peer adversaries, and the profound and 

dangerous proliferation of weapons of mass destruction. 

However, with all this change, one constant is that the Department of 

Defense (DoD) is only as strong and as capable as the workforce it employs. DoD’s 

strategic advantage in overcoming the myriad global security threats facing the United 

States is the diverse and dynamic talent pool in our nation from which it can draw. 

Given the evolving nature of future global challenges, so too must DoD grow and evolve 

to bolster the integrated deterrence required to overcome these challenges. 

DoD needs diverse perspectives, experiences, and skillsets to remain a global leader, 

to deter war, and to keep our nation secure. Leveraging this strategic diversity and 

expanding access to attract, retain, and advance the best talent our nation has to offer 

are the only way DoD will be able to outthink, outmaneuver, and outfight any adversary 

or threat. The 2022 National Defense Strategy highlights that for DoD to maintain the 

Joint Force’s military advantage globally and prevent attacks against our homeland, we 

must build a resilient force by developing and combining our strengths to maximum 

effect and investing in our people. Advancing diversity, equity, inclusion, and 

accessibility (DEIA) across the Department is not about checking a box; it’s about 

obtaining the critical skills and experience to build the Total Force necessary to secure 

our nation for years to come. 

DoD is committed to developing, maintaining, and championing a dignified, respectful, 

and safe workplace. As the largest government agency, with nearly three million 

Service members and civilian employees, for DoD to remain a model employer we must 

promote a culture where all our people can thrive. We must empower our workforce, 

remove barriers, and create an inclusive and equitable environment that connects our 

people with the technologies, innovations, and support necessary to flourish. Our 

leaders must be fully engaged and accountable for DEIA, promoting efforts 

collaboratively across the Department to produce measurable improvements in DEIA 

outcomes. DoD will continue to prioritize DEIA efforts across the Department, ensuring 

we have a DoD as strategically diverse and dynamic as the global threats we may face 

in the future. 

Gilbert R. Cisneros, Jr.

Under Secretary of Defense for Personnel 

and Readiness
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 2 

Overview and Background

The Department’s enduring mission is to provide the military forces needed to deter war 

and ensure the nation’s security. As the nature of war evolves and the risks facing our 

nation broaden beyond the traditional understanding of conflict, DoD must grow and 

evolve to overcome the broad range of security threats looming in the future. Through 

its workforce and external partnerships, DoD must foster an integrated culture of agility, 

innovation, and acceptance to prevail against the global security challenges facing the 

United States.

For the last several years, DoD has increased its focus and prioritization of diversity, 

equity, and inclusion issues across the DoD workforce. Efforts such as the 2012-2017 

DoD Diversity and Inclusion Strategic Plan laid the groundwork for the Department to 

purposefully focus on diversity and inclusion as key components of its human resource 

strategies. Since then, each Military Department Secretary and the Commandant of the 

Coast Guard has appointed a Senior Advisor for Diversity and Inclusion (D&I) to provide 

advice, guidance, and coordination on D&I, develop and maintain a D&I strategic plan, 

and provide input on the establishment of relevant D&I training, evaluation, and 

assessment measures. Additionally, the Department is exploring ways to expand the 

focus beyond matters of race, ethnicity, and gender and is prioritizing specific areas, 

policies, and procedures, and the required funding to support these efforts. Recently, 

DoD broadened its approach to include greater emphasis on accessibility. In doing so, 

DoD has conducted assessments, developed new policies, and constructed the 

complex infrastructure needed to address DEIA across the varied, autonomous 

Components that comprise DoD.

Specific initiatives related to military personnel include the DoD Board on Diversity and 

Inclusion, an intensive effort to advance diversity and inclusion in the Department. The 

Board provided 15 actionable recommendations in the Department of Defense Board on 

Diversity and Inclusion Report: Recommendations to Improve Racial and Ethnic 

Diversity and Inclusion in the U.S. Military. In December 2020, the Department began 

taking measures to implement these recommendations.

In January 2021, President Biden signed multiple Executive Orders (E.O.) to advance 

equity across multiple focus areas:

• E.O. 13985, Advancing Racial Equity and Support for Underserved Communities 

Through the Federal Government, January 20, 2021, calls on Federal and DoD

agencies to advance equity through identifying and addressing barriers to equal 

opportunity that underserved communities may face.

• E.O. 13988, Preventing and Combating Discrimination on the Basis of Gender -

Identity or Sexual Orientation, January 20, 2021, which emphasizes the need to 

prevent and combat discrimination based on gender identity or sexual orientation

and fully enforce Title VII and other laws that prohibit discrimination based on

gender identity or sexual orientation.

• E.O. 14004, Enabling All Qualified Americans to Serve Their Country in Uniform, 

January 25, 2021, advances policy that all transgender individuals who wish to 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 3 

serve in the U.S. military and who meet the appropriate standards shall be able 

to do so openly and free from discrimination.

On June 25, 2021, President Biden issued E.O. 14035 (Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce), which recognizes the vital role DEIA plays in 

cultivating a workforce needed to mitigate the threats of tomorrow. Consistent with the 

government-wide priority for each agency to provide DEIA leadership at the senior-most 

level, DoD appointed the Under Secretary of Defense for Personnel and Readiness as

the Chief Diversity and Inclusion Officer (CDIO) who will provide cohesive oversight and 

integration for DEIA efforts. Increased cohesion and integration allows the Department

to strategically approach DEIA beyond the traditional focal areas of demographic 

representation to better achieve DoD’s broader mission of providing the forces 

necessary to secure the nation.

Section 4(b) of E.O. 14035 requires DoD to submit an agency-specific DEIA Strategic 

Plan that aligns with the November 23, 2021 government-wide DEIA Strategic Plan, 

identifying actions to advance DEIA in the workforce and remove barriers to DEIA in the 

work environment. Although DoD’s self-assessment was based on its civilian 

workforce, DoD includes both the civilian and military workforce in this DEIA Strategic 

Plan.

As a first step to meet the requirements presented in E.O. 14035, DoD conducted a 

self-assessment of the current state of DEIA in the civilian workforce and of human 

resource employment practices, policies, and programs. The self-assessment identified 

the following five areas for improvement to further DEIA initiatives and programs within 

the Department:

1. In-depth DoD-wide analysis of civilian employment data. 

2. DEIA data standardization, collection, and assessment processes. 

3. Formal DEIA policy to guide Military Departments and DoD Components in 

developing policies and guidance to create, review, and implement processes 

that advance DEIA. 

4. Greater coordination at the DoD-level to clarify roles and responsibilities, 

increase collaboration, and resolve decentralization issues regarding DoD DEIA 

efforts. 

5. Methods or actions that advance accessibility and opportunities for individuals 

with disabilities. This includes the review of the Workforce Recruitment Program 

(WRP) and exploration of ways to expand job opportunities beyond WRP’s

current scope. This is a joint requirement for the Secretaries of Defense and 

Labor as directed by Section 10(e) of E.O. 14035. 

In 2021, the Secretary of Defense stood up a leadership oversight team, the Defense 

Equity Team (DET), to facilitate, inform, and advance agency progress on all issues 

relating to diversity, equity, and inclusion within the DoD. The DET accomplished a 

tremendous amount in a short time with a small team responding to multiple internal 

and external requirements. The lines of effort (LOE) in the DET focused on data and 

research, talent management, education and training, internal and external 

requirements, and E.O.s 13985 and 14035. Achievements through this framework
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 4 

provided a strong foundation for the planned follow-on efforts. The next iteration of the 

DET is being established and will be charged to leverage initial lessons learned, build 

upon the work achieved through the initial LOEs, and focus on the priorities identified 

within this strategic plan. 

DoD developed this DEIA Strategic Plan to outline a path for advancing DEIA across 

the Department, thus supporting DoD’s efforts to build the necessary workforce to

maintain readiness to deter war and keep the nation secure. By focusing on the initial 

priorities outlined in this inaugural plan, the Department establishes the foundation. The 

Department will be able to encompass and better serve a broader group of underserved 

communities in future DEIA initiatives. This plan also includes a separate section 

focused on workplace safety and the prevention of harassment; this section is closely 

aligned to DoD’s Prevention Plan of Action (PPoA), which presents DoD’s current 

activities to foster a healthy workplace environment and healthy peer norms. The

structure of the DEIA Strategic Plan follows the guidelines outlined by the governmentwide DEIA Strategic Plan provided by Office of Management and Budget and Office of 

Personnel Management. 

This DoD DEIA Strategic Plan:

• Provides mission and vision statements. 

• Applies to the DoD workforce, defined as the military and civilian workforces.

• Establishes DoD-specific DEIA principles, derived from the principles outlined in 

the government-wide strategic plan. 

• Identifies DoD-wide DEIA goals and objectives, along with implementation 

roadmaps for advancing DEIA across DoD. 

• Describes the current state of maturity for DoD DEIA efforts. 

• Outlines current efforts and next steps to create a comprehensive framework for

work environment safety. 

• Explains the way forward for advancing DEIA across DoD. 

This DoD DEIA Strategic Plan is a foundational document. The framework will be 

annually assessed and improved. The assessment will include a DoD review of

Component-specific DEIA efforts and accomplishments to identify and incorporate 

relevant strengths and best practices into future versions of the DEIA Strategic Plan. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 5 

DEIA Mission and Vision Statements

Mission

Enhance the readiness of the DoD workforce and ensure the nation’s security through 

leveraging the pillars of diversity, equity, inclusion, and accessibility, and optimizing the 

diverse talent in support of the Joint Warfighter.

Vision

DoD is a model employer and community partner by advancing and embedding 

diversity, equity, inclusion, and accessibility principles; reinforcing innovative solutions; 

and effectively leveraging the unique strengths of our nation’s people to meet current 

and future global security challenges. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 6 

DEIA Operating Principles 

For DEIA to flourish, it must be integrated and embedded into the culture across DoD. 

To encourage this approach, DoD developed four guiding DEIA principles that drive and 

support organizational improvements and other DEIA initiatives. These principles 

provide a solid underpinning for a respectful and dynamic work environment, influencing 

behaviors and practices across the Department. They reinforce a set of core, shared 

values that the DoD workforce, comprised of military and civilian personnel, can draw 

upon to realize the overarching DoD mission. The principles demonstrate DoD’s 

continued commitment to advancing DEIA and fostering a profound level of appropriate 

accountability and support from senior leadership and the entire workforce. DEIA is a 

critical component of developing and bolstering the DoD workforce; by establishing

these principles, DoD conveys the strategic importance of DEIA efforts to the workforce, 

partners, and the communities DoD serves. 

As shown in Figure 1 below, the Department developed four principles to guide DEIA 

goals and efforts: 

1. Informed Decision-Making

­ DoD DEIA efforts are based on a routine timetable; driven by an evidencebased data collection, analysis, and assessment framework; and incorporate 

internal and external feedback, resulting in sustainable, continuous, and 

measurable improvements in DEIA outcomes across the Department that

inform national security decision-making. 

2. Integrated and Collaborative Approach

­ Advance a whole-of-agency DEIA approach with fully engaged and integrated 

DoD Senior leadership that supports the effective and measurable execution 

of strategic goals across all global mission operations. 

3. Improved Access

­ DoD removes barriers and provides enhanced opportunities for qualified

individuals, including individuals with disabilities, and provides organizational 

support to address all aspects of accessibility globally. 

4. Increased Agility and Adaptability

­ DoD ensures the capability to integrate new aspects of DEIA and to combat 

emerging DEIA barriers in support of the Joint Warfighter’s enduring mission of 

deterring war and keeping our nation secure.

The four principles take into consideration DoD’s unique mission and structure. They 

also integrate critical aspects of applicable government-wide DEIA priorities (e.g., equity 

for employees with disabilities, enhance and increase DoD-wide collection of selfreported demographic data, diversification of recruitment pipeline via new partnerships)

to ensure appropriate and adequate effort is devoted to addressing these priorities 

across the Components. These principles reflect DoD’s values and the core concepts 

that are essential for the effective functioning of the Department, and underpin the 

strategies outlined in this strategic plan.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 7 

To achieve the realization of the principles across the DoD workforce, DoD developed

five goals and thirteen supporting objectives, along with implementation roadmaps 

outlining current initiatives and potential future strategies in the areas of DEIA. The 

DoD principles are cross-cutting, with central characteristics of the principles reflected in 

each of the five goals and associated objectives. 

Figure 1. Principle to Goal Map
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 8 

Summary of Diversity, Equity, Inclusion, and Accessibility Goals

The DoD DEIA Strategy Map, as depicted in Figure 2 below, provides an overview of 

the five DEIA goals and their supporting objectives. These goals and objectives are 

described in more detail in the following sections. 

Figure 2. DoD DEIA Strategy Map
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 9 

Goal 1. DIVERSITY: Enhanced Global Joint Warfighter Capability to 

Address Emerging Security Challenges

Advance the global capability of DoD to deter war and secure the nation through 

effective talent management. 

DoD must advance DEIA efforts to build 

an institution capable of achieving its 

mission – to provide the talent necessary 

to deter war and ensure national 

security. Doing so is both a moral and a 

national security imperative. To sustain 

and improve the joint warfighting 

capability of DoD, the Department must 

effectively leverage its populations’ vast 

knowledge, skills, and backgrounds. 

Increasing diversity and building a more 

inclusive, equitable, and accessible force 

accomplishes three significant goals. First, it narrows the demographic gaps between 

DoD and the U.S. population. Over the past decade the U.S. population has grown 

more racially/ethnically diverse. During the same period, representation of all 

underserved populations (e.g., people of color, women) within historically exclusionary 

spaces has grown exponentially. The Department must attract, develop, and retain a 

similarly dynamic force to ensure that the best and brightest want to serve. DoD must 

make military and civilian service more appealing to and supportive of all demographic 

groups to attract and retain an exceptional workforce. Second, a more diverse, 

equitable, inclusive, and accessible force can ensure that the benefits of teams 

comprised of individuals with a broad range of backgrounds and experiences – such as 

improved problem-solving and critical thinking – accrue to DoD. Finally, by building a 

force that reflects our nation’s strategic strength and diversity of perspective and 

experience the Department harnesses the explicit benefits that a diverse force provides 

to the nation’s security. 

To lay the groundwork for the future workforce, the Department will utilize existing 

research on best practices as well as develop a tailored evaluation of the policy 

changes and initiatives outlined in this plan. By adapting to the future of work and 

adjusting the workforce to meet contemporary war strategies, DoD can sustain a 

competitive edge in recruiting a diverse talent pool. For example, DoD needs to stay 

agile and keep pace with changes to the workforce and individuals’ work environment 

needs (e.g., increased telework and remote work capability where appropriate, flexible 

hours, benefits) to remain a competitive and attractive employer. A research-based

approach will ensure DoD enacts the right talent management initiatives to support the 

military and civilian workforce. Attention will be paid to each area of the talent 

management lifecycle to enhance the experience of the DoD workforce and therefore 

substantially increase the ability of DoD to achieve its mission. The execution and pace 

of these milestones and activities may differ across the Components but may include 

establishing additional paid internship programs, similar to the WRP which increases 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 10

diversity and accessibility within the Department by hiring individuals with Schedule A 

disabilities, or enhancing career development programs. 

Goal 1 Objectives

1.1. Leverage research and best practice information to inform DoD DEIA efforts. 

1.2. Continue to enhance the talent management/internal employee lifecycle process 

by using achievable short-term milestones to affect change.

Goal 2. DIVERSITY: Culture of Organizational Resiliency

Enhance DoD’s DEIA efforts and accountability and foster enduring resiliency 

through cross-cutting, collaborative, and standardized approaches and policies. 

A robust and resilient DoD DEIA 

work environment requires 

consistent and demonstrated

commitment and support from senior 

leadership across the Department. 

In order to provide a deliberate and 

coordinated focus on DEIA 

enterprise-wide, DoD is establishing

a cross-cutting and collaborative 

team consisting of leadership 

representation from across the DoD 

Components. This governance and 

advisory body will focus on enhancing DEIA within the Department and integrating

strategic, operational, and tactical mission support with DEIA subject matter experts. 

The intent is to shift how the Department thinks about DEIA in the context of its mission 

and to improve ownership and accountability across the Department. Additionally, it will

provide a means for continuous assessment of progress. This body will provide 

feedback to and supplement the efforts of the Deputy’s Workforce Council (DWC), 

chaired by the Deputy Secretary of Defense, and the Workforce Management Group 

(WMG), led by the Under Secretary for Personnel and Readiness. These groups 

include leadership at the highest levels of the Department and regularly engage on 

DEIA topics to provide accountability and reinforce the progress of this work.

DoD will continue expanding and standardizing the data collection and analysis 

processes to capture qualitative and quantitative data that helps leaders understand the 

root causes of systemic organizational issues. DEIA resources will be reviewed, 

enhanced, and aligned to better support DEIA initiatives and implementation efforts and

DoD policies and compliance structures will be revised or developed to enable effective 

policy delivery. The Department’s leadership will review the DEIA mission and vision

annually, and update as appropriate, to verify DoD DEIA efforts are hitting their intent

and to guide DoD-wide efforts into the future. To achieve enduring organizational 

resiliency, DoD will embed a collaborative and growth-minded approach to DEIA, and 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 11

ensure the Department has the competencies, policies, and practices to continuously 

adapt and integrate new aspects of 

Goal 2 Objectives

DEIA as it evolves. 

2.1. Incorporate a robust leadership engagement structure that includes the DWC, 

WMG, and other working groups to support DoD-wide DEIA efforts, including the review

and appropriate adjustment of the mission, vision, key DoD strategic guidance 

documents, policies, and execution progress and outcomes. 

2.2. Develop a standardized, DoD-wide data collection and analysis process leveraging 

Advana, the Department’s largest data platform for advanced analytics, to transform 

relevant personnel data into actionable insights that effectively inform decision making.

2.3. Institute DEIA policies and related compliance guidance. 

2.4. Enhance, align, and direct DEIA resource capabilities and mandate crossenterprise accountability for the execution and achievement of DEIA initiatives. 

Goal 3. EQUITY: Expansion of Equity and Equality

Champion, authentically promote, and maintain an equitable environment within 

DoD that fosters fair, just, and equal opportunities for all, to include underserved 

populations within DoD and in the surrounding communities. 

DoD is actively taking steps to mitigate 

barriers that prevent or inhibit the 

participation of underserved populations

in the workforce, to the extent permitted 

by law. To that end, DoD will broaden its 

definition of underserved populations to 

include more than race, ethnicity, and 

gender. It will ensure Department 

policies and organizational procedures 

do not present unnecessary barriers for 

populations with other identifiers, such as

parental or caregiver status; gender 

identity or sexual identity, to include lesbian, gay, bisexual, transgender, queer or

questioning, intersex, asexual, and all others (LGBTQIA+); pregnancy; disability, 

including people with hidden disabilities and the neurodiverse population; members of 

religious minorities; persons who live in rural areas; and persons otherwise adversely 

affected by persistent poverty or inequality. DoD DEIA programs will conduct efforts in 

a non-discriminatory manner that promotes equal opportunity for all. DoD will strive to 

provide consistent and systemic fair, just, and impartial treatment of all individuals, 

including individuals who belong to underserved communities that have been denied

such treatment. Process barriers may exist in each employment lifecycle, including

recruitment (applicant flow), hiring, promotion, development/training, retention, and

separations. Each of these stages in the employment lifecycle is managed by different 

offices across the Department. To mitigate these challenges, DoD will ensure tighter 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 12

integration between DEIA goals and initiatives and the various offices that handle 

aspects of the employee lifecycle process to ensure DEIA efforts are better aligned and 

integrated Department-wide. All efforts will be conducted consistent with law, including

merit system principles. 

Fostering equity extends beyond removing barriers in the work environment and DoD is 

committed to promoting and expanding equity in the broader community. DoD will 

ensure its external relationships, such as those with DoD vendors or community 

partners, are fair and equitable for all groups, to the extent permitted by law. To help 

accomplish this, DoD will use a wide array of mechanisms, such as procurement 

structures and DoD programs, to bolster the representation of underserved communities 

in the Department’s external endeavors, to the extent permitted by law. 

Goal 3 Objectives

3.1. Increase representation of underserved populations in underrepresented career 

fields and at all levels of the military and civilian force.

3.2. Utilize procurement structures, DoD programs, and other mechanisms to enhance 

the DEIA inclusivity of the underserved communities surrounding DoD installations.

Goal 4. INCLUSION: Workforce Inclusivity

Promote organizational initiatives and expand mechanisms to better understand 

and meet the needs of the internal DoD workforce. 

Workforce inclusivity is a readiness 

imperative. Inclusion indicates whether 

organization members feel valued and 

respected by their peers and leaders, 

feel involved in decision-making and 

information-sharing, and have access to 

opportunities. Inclusive organizations 

are linked to lower rates of discrimination 

while also benefitting from higher 

retention rates and diverse employee 

recruitment. An inclusive environment

also promotes a positive peer 

environment that incorporates values of inclusivity, connectedness, dignity, and respect 

(access, equity, rights, and participation). This type of climate creates a space where 

people feel able to speak candidly about ideas, questions, and concerns. To enhance 

inclusivity across the Department, DoD must have a comprehensive understanding of 

the diverse needs and requirements of its internal workforce and the external 

communities it serves. DoD will establish superior capabilities for collecting and 

assessing qualitative data related to disparate treatment trends. Additionally, the 

Department will expand its approach to DEIA by including factors and initiatives that 

expand the focus from race, ethnicity, and gender to incorporate other underserved 

populations, thereby encouraging a broader, all-encompassing environment. DoD must 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 13

accurately reflect and meet the needs of its people, both in terms of their work 

environment and in the challenges they may face at home. DoD will identify and 

collaborate with key resource groups to help improve inclusivity and enhance the 

effectiveness of DEIA efforts. These efforts will enable DoD to develop and embed a 

sustainable culture of inclusivity across the Department.

Goal 4 Objectives

4.1. Enhance the structure of employee resource groups (ERG)/councils to enable their 

support for the achievement of mission-oriented DEIA objectives. 

4.2. Enhance qualitative data gathering and analytics framework to gain military and 

civilian workforce feedback with a mixed-methods approach to data collection. 

4.3. Develop a culture of inclusivity within DoD to ensure the work environment actively 

meets the needs of its people. 

Goal 5. ACCESSIBILITY: Commitment to Accessibility

Foster a DoD-wide culture and spirit of accessibility and intersectionality for 

individuals with disabilities, including Disabled Veterans. 

DoD’s fifth goal, Commitment to Accessibility, provides 

focused support for its principle to remove barriers and 

provide enhanced opportunities to all individuals, 

including individuals with disabilities, and provide 

organizational support addressing all aspects of access 

and accessibility support. Accessibility is a foundational 

element requisite to the equitable inclusion of diverse 

populations, such as individuals with disabilities, and 

others who may require accessibility support to 

accommodate religious, medical, gender affirmation, or 

caregiver needs. Intersectionality is a critical concept in 

providing organizations with a more nuanced view and 

understanding of underserved populations that may 

encounter workplace barriers. E.O. 14035 charges 

agencies to enhance data collection and analysis practices that allow the presence and 

capture of multiple attributes or identities for intersectional analysis.

From an organizational support perspective, accessibility is a broad functional area 

encompassing multiple aspects, including the design, construction, development, and 

maintenance of facilities; information and communication technology; and specific 

programmatic support, tools, and service areas (e.g., information technology systems, 

facilities). As a large institution, DoD’s accessibility support is not centralized, nor is it 

practical to collapse support into a singular DoD-level entity. Program offices include 

the Disability Program, the WRP, the Computer/Electronic Accommodations Program,

the Section 508 Program, and the Equal Employment Opportunity (EEO) Program. In 

addition, Human Resources offices and the Office of the Chief Information Officer play a 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 14

role. DoD recognizes that a cohesive solution for accessibility requires coordination and 

integration of these multiple organizational functions across the enterprise. 

Section 10(e) of E.O. 14035 directs the Secretary of Defense and the Secretary of 

Labor to review the use of the WRP for college students and recent graduates with 

disabilities, and to take the necessary steps to expand job opportunities for people with 

disabilities. DoD established an inter-agency working group with the Department of 

Labor (DOL) to coordinate efforts to address the Presidential directive. This group met 

on four separate occasions, which resulted in DoD conducting two DoD-wide focus 

groups and DOL conducting a Federal Government-wide survey. This joint effort to 

address inclusivity and accessibility for individuals with disabilities under the WRP 

resulted in a preliminary report for later submission to the Assistant to the President for 

Domestic Policy. 

DoD will build on the progress achieved to date to develop a more sustainable and 

mature organizational framework for accessibility. To accomplish this, DoD will take 

actions such as establishing collaborative leadership channels with CDIO oversight, 

along with addressing relevant underlying policies, assessing requirements for 

additional resourcing, and coordinating and streamlining structures, mechanisms, and 

processes related to planning and delivery of accessibility support and services. 

To remain a model employer, DoD will develop processes to identify and remove 

employment barriers and provide enhanced opportunities to all individuals, including 

individuals with disabilities. An accessibility framework, coordinated across the 

Department, will bolster DoD’s efforts to provide comprehensive access globally to

employees, job applicants, and the broader community it serves. Integrating and 

embedding a culture of accessibility for all populations, including those with multiple 

underserved attributes, throughout DoD will strengthen the Department’s ability to 

attract qualified individuals and ensure a wider pool of talent can succeed and advance 

once employed. 

Goal 5 Objectives

5.1. Develop an accessibility framework to provide comprehensive access to 

accessibility services and tools to the workforce and community. 

5.2. Improve DoD’s ability to attract, accommodate, advance, and retain qualified 

individuals with disabilities, including Veterans and individuals with targeted disabilities. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 15

DoD DEIA Maturity Model

DoD is utilizing a maturity model as a tool to assess the effectiveness of DEIA efforts 

and to improve organizational DEIA outcomes. This DEIA Maturity Model allows the 

Department to identify its maturity in different areas of DEIA along a continuum, 

spanning from foundational capacity to leading and sustaining practices. By identifying 

the maturity of current DEIA in this way, DoD can more effectively implement a 

Department-wide, compliance-driven approach to DEIA and build and maintain a DEIA 

infrastructure to improve efficiency, effectiveness, and equity across the DoD workforce. 

The model captures three, progressive levels of maturity as defined by the governmentwide DEIA initiative.

1 DoD’s DEIA maturity ranking against these levels is depicted in 

Figure 3. The three levels are: 

1 DoD adapted the DEIA Maturity Model provided by the Office of Personnel Management. The criteria 

used to assess DoD’s position on the Maturity Model (depicted in Figure 3) are found in Appendix C.

1. Foundational Capacity. DoD is focused on complying with non-discrimination 

laws and regulatory requirements.

2. Advancing Outcomes. DoD has adopted some DEIA initiatives that yield

improved results and outcomes and are driven by dedicated resources, strategic 

planning, goal setting and evaluation. DoD practices promote the values of 

DEIA, but DEIA may not yet be integrated across DoD mission and strategic 

planning.

3. Leading and Sustaining. DoD has fully embedded DEIA as part of its overall 

mission, vision, values, strategy, policies, and practices. Across the Department, 

there is the systematic implementation of DEIA guided through goal-setting, datadriven analysis, and continuous improvement. DoD undertakes structural 

reforms of policies and practices to mitigate barriers, if any.

The DoD DEIA Maturity Model, depicted below in Figure 3, has seven maturity signals 

represented, with four of those further broken down into discrete sub-areas. This model 

depicts the current state of DEIA across the DoD workforce population – Service 

members and civilian employees – and will be used to guide and assess the 

advancement of DEIA as initiatives and efforts are implemented and completed. This 

model will be updated in future iterations of the plan to reflect progress made across the 

Department. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 16

DEIA Roadmaps: Immediate Priority Actions

The DoD DEIA roadmaps provide a snapshot of immediate priority actions that will be 

addressed during Fiscal Years 2022 and 2023. These roadmaps serve as a 

representative outline of ongoing DEIA efforts. Each effort will be supported by a 

distinct implementation plan of action and milestones. These actions will be reviewed 

Figure 3. DoD DEIA Maturity Model for Fiscal Years 2022-2023 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 17

and endorsed by executive-level leaders to navigate and infuse DEIA throughout the 

DoD military and civilian warfighting enterprise.

These short-term priorities are grouped within each capability area of DEIA. This 

structure expands upon the Department’s current efforts involving numerous interrelated 

initiatives and actions connected directly to the mission of the organization. The 

roadmap contains a representative number of short-term priorities that are considered 

foundational towards achieving continuous progression in leading and sustaining DEIA 

throughout DoD. Initiatives are grouped into the four main categories, described below.

• Diversity: This section addresses the required organizational structure and 

policies that allow DEIA to support the achievement of the organizational mission

to protect the nation. The priority efforts outlined in the roadmaps use a datadriven approach to understand and increase equity across the enterprise. There 

is a Diversity Objective Working Group exploring how to best measure equity 

with appropriate metrics. The intent is not to set impermissible quotas, but to

better identify and address potential barriers faced by underserved communities. 

• Equity: This section provides senior leaders with an understanding of the

demographic characteristics of race, ethnicity, and gender to provide a snapshot 

of the workforce today. Future efforts will include additional aspects of diversity, 

e.g., workstyles, academic disciplines, preferences, and intersectional 

categories.

• Inclusion: This section outlines the roadmap for creating a culture of inclusivity 

so that each employee understands the formal organizational norms as well as 

the unstated informal norms of the organization. Inclusion heavily depends on a 

cadre of initiatives that embrace all sectors of the organizations in support of the 

DEIA strategy.

• Accessibility: This section defines initiatives that create a work environment in 

which resources such as facilities, information and communications technology, 

programs, and services are accessible to all employees, particularly individuals 

with disabilities or targeted disabilities.

Notably, goals and objectives are aligned with specific action areas to provide a highlevel alignment to measures of progress and effectiveness. Timeframes for the

initiatives are actions occurring in Fiscal Years 2022 and 2023. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 18

DIVERSITY ROADMAP INITIATIVES

Goals, Objectives, and Initiatives

Goal 1. DIVERSITY: Enhanced Global Joint Warfighter Capability to Address 

Emerging Security Challenges

Advance the global capability of DoD to deter war and secure the nation through effective talent 

management.

Priority Objective

1.2. Employee Lifecycle Initiatives. Continue to enhance the talent management/internal employee 

lifecycle process by using achievable milestones to affect change.

Initiatives

• DoD Priority Initiative – Career Progression and Retention: Ensure equitable career 

progression opportunities for military personnel by eliminating promotion and retention barriers.

− Foster an inclusive work environment culture.

− Increase demographic diversity among those selected for command and key career assignments.

− Increase demographic diversity among those selected for career-enhancing education.

− Ensure demographic diversity among those selected to serve on statutory boards. 

− Ensure transparency and equity in military promotion processes. 

− Conduct a review of performance evaluation processes to ensure transparency and equity in the 

evaluation of military and civilian employees.

− Increase mentorship opportunities for underrepresented groups. 

• DoD Priority Initiative – The Path to Senior Leadership: Increase DEIA across careers from 

entry-level through senior leadership for both the military and civilian workforces. 

− Focus on particular critical areas in the career lifecycle. 

− Link global security challenges to global talent.

− Identify critical career fields associated with diverse perspectives and skillsets.

− Identify policy barriers that inhibit equitable workforce career development and provide 

recommendations to mitigate those barriers.

Goal 2. DIVERSITY: Culture of Organizational Resiliency

Enhance DoD’s DEIA efforts and accountability and foster enduring resiliency through cross-cutting, 

collaborative, and standardized approaches and policies.

Priority Objective

2.2. Data Utilization. Develop a standardized, DoD-wide data collection and analysis process 

leveraging Advana, the Department’s largest data platform for advanced analytics, to transform 

relevant personnel data into actionable insights that effectively inform decision making.

Initiatives

• Engage the DoD Analytics Working Group to provide enterprise-wide support for qualitative and

quantitative analysis of workforce disparate treatment root causes.

• DoD Priority Initiative: Utilize the Advana dashboard capability, where appropriate, to initiate 

standardization of data collection and analysis approaches across the enterprise.

Quarterly Measurement Review Approach

Senior DoD leadership will receive reports at the conclusion of each initiative to ensure efforts are 

being monitored and tracked. Where appropriate, the Advana dashboard and diversity objectives will 

be reviewed and updated. 

• DWC Briefing on Career Progression and Retention progress (May 2022)

• DWC Briefing on Recruitment, Accession, and Hiring of Personnel progress (August 2022)

• DWC Briefing on The Path to Senior Leadership progress (December 2022)
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 19

EQUITY ROADMAP INITIATIVES

Goals, Objectives, and Initiatives

Goal 3. EQUITY: Expansion of Equity and Equality

Champion, promote, and maintain an equitable environment within DoD that fosters fair, just, and equal 

opportunities for all, to include underserved populations within DoD and in the surrounding 

communities.

Priority Objective

3.1. Equitable Representation of Underserved Populations. Increase equitable representation of 

underserved populations in underrepresented career fields and at all levels of the military and civilian

workforce.

Initiatives

• DoD Priority Initiative – Recruitment, Accessions, and Hiring of Personnel: Review policies 

and procedures (e.g., assessment tests, vacancy announcements, eligibility criteria, suitability 

requirements, etc.) to identify and address potential barriers to full participation in the work 

environment, to include barriers faced by individuals with disabilities.

• Recruit and assess populations that reflect the comparative U.S. population. 

− Increase U.S. civilian familiarity with the benefits of DoD civilian employment and Military service.

− In civilian employment, increase representation of individuals with disabilities and targeted 

disabilities above 12% and 2% federal goals.

− Increase demographic diversity among Military Service Academy applicants and the selectees 

who are nominated by DoD and non-DoD authorities (e.g., members of Congress) to attend.

Quarterly Measurement Review Approach

Senior DoD leadership will receive reports at the conclusion of each initiative to ensure efforts are 

being monitored and tracked. Where appropriate, the Advana dashboard and diversity objectives will 

be updated to reflect changes:

• DWC Briefing on Career Progression and Retention progress (May 2022)

• DWC Briefing on Recruitment, Accession, and Hiring of Personnel progress (August 2022)

• DWC Briefing on The Path to Senior Leadership progress (TBD)
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 20

INCLUSION ROADMAP INITIATIVES

Goals, Objectives, and Initiatives

Goal 4. INCLUSION: Workforce Inclusivity

Promote organizational initiatives and expand mechanisms to better understand and meet the needs of 

the internal DoD workforce.

Priority Objective

4.3. Culture of Inclusivity. Develop a culture of inclusivity within DoD to ensure the work

environment actively meets the needs of its people.

Initiatives

• Initiate a culture of inclusivity by enhancing relationships with ERGs/Councils to support specific 

areas of the strategic initiatives outlined in this plan.

• Review communication approaches and language utilized in print and media advertisements to 

ensure that a broad range of the population can relate to the advertisement.

Quarterly Measurement Review Approach

• Where appropriate, the Department will establish or use a measurement structure to monitor and 

track these efforts.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 21

ACCESSIBILITY ROADMAP INITIATIVES

Goals, Objectives, and Initiatives

Goal 5. ACCESSIBILITY: Commitment to Accessibility

Promote a DoD-wide culture and spirit of accessibility and intersectionality for individuals with 

disabilities, including Disabled Veterans.

Priority Objectives

5.1. Leadership and Organizational Frameworks. Develop an accessibility framework to provide 

comprehensive access to accessibility services and tools to the workforce and community.

Initiatives

• Evolve existing DoD leadership framework and organizational structures to further elevate and 

integrate Accessibility and EEO/Disability Management services, support, and initiatives. 

− Augment existing leadership direction, coordination, and organizational structure by leveraging 

existing entities, such as the DoD Disability Program Managers Working Group, to integrate and 

synchronize DoD-wide efforts. 

− Change the name of Office for Diversity, Equity, and Inclusion (ODEI) and update relevant policies 

to the Office for Diversity, Equity, Inclusion, and Accessibility to establish it as the centralized 

policy/program and compliance office for DoD-wide DEIA.

• Update DoD Directive (DoDD) 1020.02E, DoDD 1020.1, and other relevant policies related to 

Accessibility and Disability Program Management.

• Invest in providing an integrated and cohesive accessible infrastructure and accommodations 

structure with related support services and processes to advance an inclusive and equitable 

workforce. 

− Secure increased funding to establish DoD-wide accessibility and accommodation programs and 

activities to ensure employment supports for critical expertise beyond assistive technology needs 

(e.g., Personal Assistance Services readers, interpreters, and other employment supports) to 

ensure DoD remains a model employer of individuals with the most significant disabilities. 

• Develop a DoD-wide centralized service center with expertise and capability to supplement and 

strengthen existing DoD offices/entities. This will provide enhanced program support for provision of 

service-based accommodations (e.g., readers, interpreters), complex technological 

accommodations, and personal assistance services. 

− Assess the skills and services provided by existing programs and evaluate expansion of resources, 

required funding, and responsible offices to cover all requirements (i.e., service-based 

accommodations: readers, interpreters, personal assistants; technology needs; 

physical/infrastructure barrier accommodations).

− Enhance centrally funded services and provide the necessary expertise to advance affirmative 

opportunities for individuals with disabilities.

• Continue joint DoD and DOL intra-department working group efforts to address Inclusivity and 

Accessibility for individuals with disabilities under the WRP. This includes the finalization of a

preliminary report with recommendations and action items for submission to the Office of the 

Assistant to the President for Domestic Policy.

Quarterly Measurement Review Approach

• The DoD Disability Program Managers Working Group will update and brief the CDIO on an asneeded basis.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 22

Workplace Safety and Harassment Prevention and Response 

Plan

Background

DoD is committed to creating and maintaining a safe, respectful, and inclusive work 

environment where all personnel can thrive and successfully contribute to DoD’s 

mission of deterring war and keeping the nation secure. Fostering a dignified and 

healthy work environment by minimizing risks to the physical, mental, and emotional 

well-being of the workforce is a critical element of realizing DoD’s vision to continuously 

serve as a model employer. To create a safe work environment and culture that does 

not tolerate harassment, DoD leaders must consistently demonstrate their commitment 

to preventing and addressing the continuum of harms the workforce may face. 

Furthermore, the Department must provide its global workforce with ready access to 

support in the form of tools, policies, and other resources. In recent years, the 

Department has implemented efforts and programs to prevent and respond to all forms 

of harassment, including sexual harassment. These efforts, with key policies, 

procedures, and practices outlined below, form the foundation for DoD to craft a 

comprehensive and synchronized framework to prevent and address all forms of 

workforce harassment, discrimination, or retaliation. 

Overview of Prevention Efforts.

On September 11, 2020, DoD published DoD Instruction (DoDI) 6400.09, DoD Policy on 

Integrated Primary Prevention of Self-Directed Harm and Prohibited Abuse or Harm. 

This policy mandates the implementation of a prevention system and use of integrated, 

data-informed actions to identify risk of harm, protective factors, and ultimately prevent 

self-directed harm and prohibited abusive or harmful acts, such as harassment, sexual 

assault, and domestic abuse. It also outlines holistic prevention policies and programs, 

focusing on the individual, interpersonal, and organizational elements, for 

implementation by the Components to foster healthy behaviors and reduce the risk for 

harm. These policies and programs focus on maintaining protective environments and 

developing workforce proficiency in skillsets such as:

• Emotional intelligence (e.g., managing strong emotions in a non-destructive 

manner, identifying, and addressing bias)

• Effective communication (e.g., conflict management, bystander intervention, 

assertive communication of sexual boundaries and consent)

• Healthy relationships (e.g., appropriate boundary setting, respectful professional 

and personal relationships)

• Responsible alcohol use (e.g., social resistance skills)

• Resiliency

Overall, the integrated prevention policies and programs outlined in this instruction are 

designed to reduce harm by: addressing the needs of high-risk groups; implementing 

safety measures for high-risk on-base locations and on social media; encouraging 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 23

personnel to seek help early and without stigma; providing tools to leaders to address

destructive behaviors early before they escalate; providing advocacy in a victimcentered, trauma-informed, and culturally-competent manner; and providing 

communication strategy training and education.

A key foundational aspect of DoD efforts to prevent harassment in the work 

environment is the Prevention Plan of Action (PPoA) 2.0 (2022-2024), currently under 

development. The PPoA 2.0 will build on the initial framework of primary prevention for 

sexual assault by encapsulating an integrated primary prevention strategy for all selfdirected harm and prohibited abuse or harm. As such, PPoA 2.0 will institutionalize a 

research-based approach to the prevention of suicide, sexual assault, harassment, 

domestic abuse, child abuse, and problematic sexual behavior perpetrated against

children and youth (e.g., sexual assault against DoD dependent children). Furthermore, 

PPoA 2.0 will utilize research and identified best practices from both the military and 

civilian workforce and outline a unified DoD approach to developing, implementing, and 

evaluating efforts to prevent harmful behaviors. PPoA 2.0 will deliver a comprehensive 

approach to preventing harmful behaviors by layering a combination of reinforcing, 

research-backed prevention activities (i.e., policies, programs, and practices) to 

establish a culture free from self-directed harm and prohibited harm or abuse. A vital

facet of PPoA 2.0 will be continuous evaluation of implemented activities to determine 

the impact of mitigation strategies on reducing risk of harmful behaviors.

In addition to publishing DoDI 6400.09 and working on PPoA 2.0, DoD has implemented 

other prevention efforts. For instance, DoDI 1020.03, Harassment Prevention and 

Response in the Armed Forces, updated December 29, 2020, establishes a DoD-wide 

military harassment prevention and response program, with updated policies and 

programs for Service members. Its companion policy, DoDI 1020.04, Harassment 

Prevention and Response for DoD Civilian Employees, June 30, 2020, does the same 

for the DoD civilian employee population.

Overview of Response Efforts.

Along with comprehensive and integrated prevention approaches, DoD has

implemented numerous efforts to respond to the harms employees may face both in 

and out of the work environment, such as harassment, sexual assault, domestic 

violence, stalking, or workplace violence.

DoDI 1438.06, DoD Workplace Violence Prevention and Response Policy, updated May 

4, 2020, assigns responsibilities and establishes DoD policy regarding DoD civilian 

personnel with respect to workplace violence prevention and response. It details how 

DoD Components must work with employees to maintain a violence-free workspace, 

and that all reports of violence, harassment, intimidation, and other disruptive behavior 

must be taken seriously and dealt with appropriately. Additionally, DoDI 1438.06 is 

being reviewed and will be revised, as appropriate, concerning civilian employee 

avenues for reporting sexual assault to their employer. 

DoDI 6400.06, DoD Coordinated Community Response to Domestic Abuse Involving 

DoD Military and Certain Affiliated Personnel, released December 21, 2021, issues 

guidance for the Family Advocacy Program to establish a coordinated approach to 

preventing and responding to domestic abuse. These guidelines are designed to meet 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 24

local needs after consultation with health care, social programs, military law 

enforcement, and military criminal investigative organizations serving DoD personnel 

and their families.

The aforementioned DoDI 1020.03 and DoDI 1020.04 also address response efforts for 

Service members or DoD civilian employees reporting any type of harassment, 

including sexual harassment. For example, all harassment allegations are to be 

investigated, as appropriate, and in accordance with applicable policy and statutory 

requirements. Additionally, DoDI 1020.03 and DoDI 1020.04 both require DoD to 

provide Service members or civilian employees alleging harassment with information 

regarding available support resources. Furthermore, DoD leaders are to take 

appropriate administrative or disciplinary corrective action when an allegation of 

harassment is substantiated. This includes documenting an offender’s substantiated 

harassment in the appropriate personnel records system.

Ongoing Efforts to Address Sexual Harassment, Sexual Assault, and Other Behaviors 

Impacting the Workplace Environment. 

On February 26, 2021, Secretary of Defense Austin established the 90-day Independent 

Review Commission (IRC) on Sexual Assault in the Military pursuant to the direction of 

President Biden. The Secretary of Defense instructed the IRC to conduct an impartial 

assessment of the Department’s efforts to combat sexual assault and sexual 

harassment in the military. At the conclusion of its review, the IRC developed more 

than 80 comprehensive and actionable recommendations across four lines of effort: 

accountability, prevention, climate and culture, and support and care of victims.2 

Recommendations included actions such as the establishment of Offices of Special 

Trial Counsel and centralizing prosecution of sexual assault and related crimes under 

these offices instead of the military chain of command, along with mandatory initiation of 

involuntary separation for all substantiated complaints of sexual harassment. 

Per Secretary Austin’s guidance to accept the recommendations from the IRC where 

possible, the Department developed a tiered implementation roadmap to implement all 

of the recommendations, with appropriate modifications, as approved by the Secretary. 

The four tiers are: 

2 For more information on the IRC, to include the full list of recommendations, please see Hard Truths and 

the Duty to Change: Recommendations from the Independent Review Commission on Sexual Assault in 

the Military, https://media.defense.gov/2021/Jul/02/2002755437/-1/-1/0/IRC-FULL-REPORT-FINAL-1923-

7-1-21.PDF/IRC-FULL-REPORT-FINAL-1923-7-1-21.PDF

1. Building Foundation and Infrastructure

2. Incorporating Best-in-practices Strategy

3. Expanding Effective Practices

4. Expanding External Programs 

This iterative tiered implementation approach allowed for the initial effort to build out the 

base and foundational infrastructure to ensure a concrete sexual assault prevention 

program, and for modifications and Service- and other Component-specific adaptation
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 25

to occur, thus ensuring programs are maximally effective. From this broad 

implementation plan, the Services and other relevant Components developed full 

Implementation Plans covering all four tiers. Furthermore, an Outcome Metrics 

Evaluation report will be developed to track the status of recommendation

implementation. 

As part of Secretary Austin’s Immediate Actions on Sexual Assault and Harassment,

DoD conducted a pilot On-Site Installation Evaluation (OSIE) effort at select military 

sites. The OSIE’s objective was to develop insights on risk and identify protective 

factors regarding how the Department can effectively address risk for sexual assault, 

harassment, and suicide. This effort is ongoing and will result in recommendations for 

the Department to consider implementing. 

Finally, the Department continues to expand its data collection and gathering tools. 

Through the use of surveys, DoD can augment its knowledge of the prevalence of 

sexual harassment, sexual assault, gender discrimination, and other workplace climate 

indicators. Moreover, the results of command climate surveys provide key insights into 

Service member and civilian employee perceptions of the work environment. These 

data points combined with official reports of gendered crimes/violations and key 

demographic data are critical in analyzing trends in work environment climates and 

evaluating the effectiveness of mitigation efforts aimed at reducing these problematic 

behaviors.

Priorities for Advancing a Safe Work Environment

Building from these prevention and response activities, and to further synchronize and 

ensure a safe and inclusive work environment across the Department, DoD developed a 

guiding principle: DoD institutes a model workplace and environment that furthers 

safety and prevention polices, programs, and practices, preventing and 

addressing all forms of workforce harassment, sexual assault, discrimination, or 

retaliation.

To align with this principle and foster a safe work environment Department-wide, DoD 

will develop and implement a comprehensive and enduring framework to address all 

forms of workforce harassment, assault, discrimination, or retaliation. This goal has four

supporting objectives, outlined in Figure 4 and listed below.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 26

Goal. WORKPLACE S

Figure 4. Safe Workplace Strategy Map

AFETY: Develop Safe Workplace Framework

Create an enduring, comprehensive framework to prevent and address all forms 

of workforce harassment, sexual assault, discrimination, or retaliation. 

To create a culture and environment intolerant of any form of harassment, assault,

discrimination, and retaliation, DoD will first confirm that the policies and practices in 

place across the Department fully enable a comprehensive, consistent, and uniform 

approach to safe work environments and align with the prevention and response 

frameworks outlined in foundational strategies like the PPoA 2.0. Additionally, DoD will 

provide, as appropriate, updated educational resources regarding workplace harms and 

reporting methods across multiple channels, such as hotlines or onsite staff, to ensure 

all employees have easy access to required resources. 

A key element of creating a safe work environment is the willingness of the workforce to 

report incidents when they do occur, without stigma or fear of retaliation. To reduce the 

stigma of reporting, investigators and other program team members involved with 

reports of safe workplace violations will receive relevant training, such as 

communicating in a trauma-informed manner. Additionally, targeted training that 

addresses retaliatory behaviors such as reprisal, maltreatment, and ostracism can serve 

as a first step in reassuring employees that DoD does not tolerate retaliation in any 

form. Across DoD, the Component Head will promote and provide employee assistance 

programs, work-life programs, and available mental health experts and/or referral 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 27

services to the workforce. While these programs and efforts may vary slightly between

Components, all efforts will be linked back to the overarching goal of developing a 

comprehensive safe framework. 

Next Steps and Implementation

The Department’s framework for establishing a safe work environment that prevents 

and responds to harassment, sexual assault, and other types of behaviors already 

includes several statutory- and policy-based data collection, analysis, and reporting 

requirements. In addition, the IRC, PPoA, and OSIE efforts discussed above have their 

own respective timelines for implementation and reporting requirements, including 

briefing the DWC on a quarterly basis on the status of sexual assault in the military 

population. DoD will take a collaborative approach when establishing a Safe Workplace 

framework, as many different offices across the Department are involved with or

responsible for overseeing sexual harassment, sexual assault, and other types of 

workplace violence prevention and response efforts. Consequently, the Department will 

continue to engage its cross-organizational stakeholders, senior executive leadership, 

and subject matter experts to identify barriers to a safe work environment, free from 

harassment, sexual assault, and other types of behaviors, and to generate actionable 

solutions to overcome these barriers. 
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 28

Advancing DEIA in the DoD Work Environment – Next Steps

Advancing DEIA in the DoD Work environment is not a one-time effort; it requires 

sustained and demonstrated commitment from DoD leaders, stakeholders, and the 

entire workforce across the Department. Creating and maintaining a culture of respect, 

dignity, and access in DoD is a priority and strategically necessary to ensure DoD

achieves its mission to ensure that our nation is secure. By expanding the focus of

DEIA efforts beyond race, ethnicity, and gender and leveraging the diverse capabilities 

of all underserved communities, DoD will enhance the overall innovation and agility of 

its total workforce. 

While the DoD DEIA Strategic Plan outlines goals, objectives, and initiatives that span 

across different timeframes, this plan, along with the mission and vision, should be 

reviewed annually and updated as appropriate to reflect progress made, necessary 

course corrections, or shifting priorities. This will occur concurrently with the execution 

of DoD’s Equity Action Plan response to E.O. 13985, which focuses on external equity. 

The implementation efforts of the Equity Action Plan will be considered during the 

execution of DoD DEIA Strategic Plan. In the next phase of the DEIA strategic planning 

process more emphasis will be placed on the non-visible attributes of underserved 

communities (e.g., cognitive, geographical, and language diversity). Additionally, 

continued attention will be given to fostering healthy climates and peer norms in the 

workplace environment to both abate prohibited abuse and harm as well as enhance 

inclusion. The workforce is the foundation of the ability of maintaining U.S. military

lethality.

Future resource needs for the priorities outlined in this plan will be determined as 

necessary during the development and implementation of DEIA efforts. This DoD-wide 

strategic plan is intended to be an adaptable document that best reflects the needs of 

the workforce and serves as a guide to all the Components across the Department as 

they work towards advancing DEIA efforts.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 i

Appendix A. Acronyms

CDIO Chief Diversity and Inclusion Officer

DEIA Diversity, Equity, Inclusion, and Accessibility

DET Defense Equity Team

DoD Department of Defense

DoDD Department of Defense Directive

DoDI Department of Defense Instruction

DoL Department of Labor

DWC Deputy’s Workforce Council

EEO Equal Employment Opportunity

E.O. Executive Order

ERG Employee Resource Group

IRC Independent Review Commission

LGBTQIA+ Lesbian, Gay, Bisexual, Transgender, Queer or Questioning, Intersex, 

Asexual, and all of the gender identities and sexual orientations that are 

not specifically covered by the other seven identities and orientations

LOE Line of Effort

ODEI Office for Diversity, Equity, and Inclusion

OSIE On-Site Installation Evaluation

PPoA Prevention Plan of Action

WMG Workforce Management Group

WRP Workforce Recruitment Program
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 ii

Appendix B. Glossary

Accessibility. The design, construction, development, and maintenance of facilities, 

information and communication technology, programs, and services so that all people, 

including people with disabilities, can fully and independently use them. Accessibility 

includes the provision of accommodations and modifications to ensure equal access to 

employment and participation in activities for people with disabilities, the reduction or 

elimination of physical and attitudinal barriers to equitable opportunities, a commitment 

to ensuring that people with disabilities can independently access every outward-facing 

and internal activity or electronic space, and the pursuit of best practices such as 

universal design.3 

Diversity. All the different characteristics and attributes of individuals from varying 

demographics that are consistent with the DoD’s core values, integral to overall 

readiness and mission accomplishment, and reflective of the nation we serve.

4 

Equity. The consistent and systematic fair, just, and impartial treatment of all 

individuals, including individuals who belong to underserved communities that have 

been denied such treatment.5

Harassment (civilian). Behavior that is unwelcome or offensive to a reasonable person 

and that creates conditions that interfere with work performance or creates an 

intimidating, hostile, or offensive work environment.6

Harassment (military). Behavior that is unwelcome or offensive to a reasonable person, 

whether oral, written, or physical, that creates an intimidating, hostile, or offensive 

environment.

7

Inclusion. A set of behaviors (culture) that encourages Service members and civilian 

employees to feel valued for unique qualities and to experience a sense of belonging. 

Inclusive diversity is the process of valuing and integrating each individual’s 

perspectives, ideas, and contributions into the way an organization functions and makes

decisions; enabling diverse workforce members to contribute to their full potential in 

collaborative pursuit of organizational objectives.

8

Underserved Communities. Populations sharing a particular characteristic, as well as 

geographic communities, who have been systematically denied a full opportunity to 

participate in aspects of economic, social, and civic life. In the context of the Federal 

workforce, this term includes individuals who belong to communities of color, such as 

Black and African American, Hispanic and Latino, Native American, Alaska Native and 

3 White House. (2021). Government-wide Strategic Plan to Advance Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce, p. 21.

4 DoD. (2020). DoD Instruction 1020.05, DoD Diversity and Inclusion Management Program, p. 23.

5 White House. (2021). Government-wide Strategic Plan to Advance Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce, p. 21.

6 DoD. (2020). DoD Instruction 1020.04, Harassment Prevention and Responses for DoD Civilian 

Employees, p. 18.

7 DoD. (2020). DoD Instruction 1020.03, Harassment Prevention and Response in the Armed Forces, p. 

20.

8 DoD. (2020). DoD Instruction 1020.05, DoD Diversity and Inclusion Management Program, p. 24.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 iii

Indigenous, Asian American, Native Hawaiian and Pacific Islander, Middle Eastern, and 

North African persons. It also includes individuals who belong to communities that face 

discrimination based on sex, sexual orientation, and gender identity (including 

LGBTQIA+ persons); persons who face discrimination based on pregnancy or 

pregnancy-related conditions; parents; and caregivers. It also includes individuals who 

belong to communities that face discrimination based on their religion or disability; firstgeneration professionals or first-generation college students; individuals with limited 

English proficiency; immigrants; individuals who belong to communities that may face 

employment barriers based on older age; persons who live in rural areas; Veterans and 

military spouses; and persons otherwise adversely affected by persistent poverty, 

discrimination, or inequality. Individuals may belong to more than one underserved 

community and face intersecting barriers.9

9 White House. (2021). Executive Order 14035, Diversity, Equity, Inclusion, and Accessibility in the 

Federal Workforce.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 iv

Appendix C. Evaluation Factors of Maturity Model

Signals of

Maturity Sub Area 

Level 1 Level 2 Level 3

Foundational Capacity Advancing Outcomes Leading & Sustaining

Focused on complying with DEIA initiatives yielding improved DEIA is an integral part of overall 

non- discrimination legislation results and outcomes driven by Agency mission, vision, values, 

and regulatory requirements. dedicated resources, strategic strategy, policies, and practices. 

planning, goal setting and Systematic implementation of 

DEIA Approach N/A evaluation. Agency practices 

promote the values of DEIA, but 

DEIA driven through goal setting, 

data driven analysis, and 

DEIA may not yet be integrated continuous improvement. Agency 

across Agency mission and undertakes structural reforms of 

strategic planning. policies and practices to mitigate 

barriers, if any.

Diversity 

Framework N/A Definition of diversity confined to

EEO categories.

Inclusive definition of underserved

communities.

Connecting, interrelated approach

embraces multiple identities.

Organizational 

Structure N/A

DEIA work may be underresourced within the organization 

and/or decentralized across the 

Agency.

DEIA work partially funded with 

limited integration across EEO, HR, 

civil rights, and D&I program 

offices.

DEIA work fully resourced and led 

at highest levels of Agency 

leadership with significant and 

sustained SES responsibility.

DEIA Integration N/A

DEIA work may be siloed within 

the Agency and/or disconnected 

from mission and strategic 

planning.

DEIA goals reflected in 

Agency strategic planning.

DEIA goals fully and 

strategically integrated with 

Agency strategic planning, 

performance management, 

and learning agendas.

DEIA Program 

Structure Resources

DEIA may be an unfunded 

mandate within the Agency; DEIA 

initiatives and programs may not 

have dedicated resources.

Limited funding, pending funding

request and/or existing 

infrastructure / teams being 

leveraged to support the DEIA 

function.

Appropriate funding and staffing

connecting to specific metrics that 

are established for budget 

justifications for increased funding

for DEIA. Continuous assessment 

of return on DEIA investments.

DEIA Program 

Structure

Program 

Management

Management of DEIA initiatives 

may be decentralized within the 

Agency and/or DEIA programs 

are not led by senior leadership.

Senior managers have been 

assigned with program 

responsibility within the Agency but 

DEIA initiatives are not yet driven

by senior-most leaders with a 

direct line to the Secretary or

Agency head.

Chief Diversity Officer or Diversity 

and Inclusion Officer has direct 

line to Secretary or Agency head 

and coordinates DEIA policies 

and initiatives across Agency.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 v

Signals of 

Maturity Sub Area 

Level 1 Level 2 Level 3

Foundational Capacity Advancing Outcomes Leading & Sustaining

Data-Driven 

Workplace

Policy, Practices, 

and Procedures

Data-Driven 

Approach

Agency captures data for 

baseline reporting and 

compliance.

Agency captures comprehensive

data and monitors outcomes via 

dashboards that are used to inform 

decision-making.

Agency subject matter experts and 

general managers leverage data to 

monitor outcomes and conduct root

cause analysis.

Policy 

Development

Agency policies meet legislative 

and regulatory requirements and 

Agency assesses barriers to 

employment.

Agency regularly evaluates and 

addresses systemic and cultural 

barriers, if any, across the talent 

lifecycle for all employees, 

including those from underserved

communities.

Agency regularly assesses 

practices, addresses any potential 

barriers, analyzes data, and 

broadly communicates 

results/outcomes with the 

workforce and the public.

Recruitment

Recruitment policies and practices 

may focus on non-discrimination 

of diverse candidates.

Recruitment policies and practices 

proactively advance DEIA goals 

and actively promote diversity.

Recruitment policies and practices 

strategically integrate DEIA goals, 

explore opportunities to achieve 

more equitable outcomes, and 

actively work to mitigate the effects 

of systemic bias on underserved

communities.

Hiring

Hiring policies and practices 

focus on compliance with nondiscrimination laws or take basic 

steps to promote DEIA.

Hiring policies and practices 

proactively advance DEIA goals 

and actively promote diversity.

Hiring policies and practices 

strategically integrate DEIA goals, 

explore opportunities to achieve 

more equitable outcomes, and 

actively work to mitigate the effects 

of systemic bias on underserved 

communities.

Promotion

Promotion policies and practices

focus on compliance with nondiscrimination protections.

Promotion policies and practices 

proactively advance DEIA goals 

and actively promote diversity.

Promotion policies and practices 

strategically integrate DEIA goals, 

explore opportunities to achieve 

more equitable outcomes, and 

actively work to mitigate the effects 

of systemic bias on underrepresented communities.

Retention

Retention practices include nondiscrimination compliant and 

investigation processes.

Retention practices proactively 

advance DEIA goals and provide 

information about resources to 

employees.

Retention practices actively work 

to mitigate barriers faced by 

employees in the workplace, 

including employees from underrepresented communities.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 vi

Signals of 

Maturity Sub Area 

Level 1 Level 2 Level 3

Foundational Capacity Advancing Outcomes Leading & Sustaining

Data-Driven 

Workplace

Policy, Practices, 

and Procedures

Professional 

Development

Professional development 

programs do not include DEIA 

content and/or only convey 

information to employees about 

opportunities.

Professional development 

programs proactively advance 

DEIA by including targeted DEIA 

content.

Professional development 

programs strategically advance 

equity for employees by mitigating 

barriers, including for employees 

from underserved communities.

Pay & 

Compensation

Pay and compensation practices 

focus on compliance with nondiscrimination policies.

Pay and compensation policies 

advance DEIA goals and seek to 

improve fair pay.

Pay and compensation policies 

actively work to advance pay 

equity across the Agency.

Reasonable 

Accommodation 

for employees 

and applicants 

with disabilities

Reasonable accommodations 

policies focus on compliance 

with non-discrimination laws.

Reasonable accommodations 

policies seek to improve employee 

experiences and promote 

opportunity for employees with 

disabilities.

Reasonable accommodations 

policies advance accessibility 

agency-wide and advance equity 

for Americans with disabilities.

DEIA Training

DEIA trainings may be underfunded, have limited availability, 

and/or meet minimum 

requirements for accessibility.

DEIA trainings proactively 

advance equity by promoting a 

culture of inclusion.

DEIA trainings are an integral part 

of the Agency-wide learning 

agenda and are strategically 

leveraged to advance Agencywide equity goals.

Workplace 

Safety and 

Sexual 

Harassment

Workplace safety policies focus 

on compliance with laws and 

mandates, and the Agency has 

written workplace safety policies 

in place.

Agency proactively advances 

DEIA through robust 

implementation of written 

workplace safety policies.

Workplace safety policies are 

promoted by the senior-most 

leaders within the Agency and are 

an integral part of workplace 

culture.

Inclusive 

Workplace 

Culture

Agency may lack inclusive 

workplace programming and/or 

programming is limited in scope.

Agency proactively advances 

DEIA values in workplace culture.

Agency integrates workplace 

inclusion measures into overall 

performance management and 

strategic planning.

Reasonable 

Accommodation 

for employees 

seeking a 

religious

accommodation

Reasonable accommodations 

policies focused on compliance 

with non-discrimination laws and 

mandates.

Agency takes proactive steps to 

advance inclusion for employees 

who are people of faith and 

improves the experience of 

accessing religious 

accommodations.

Agency embeds inclusion of 

employees of all faiths and 

religious beliefs throughout 

workplace culture and 

continuously improves the 

religious accommodations

process.

Engagement

Leaders endorse DEIA and 

encourage participation / 

participate in some workforce 

Leaders regularly elicit employee 

feedback and seek support from 

ERGs.

Leaders model and champion 

DEIA consistently.
DoD Diversity, Equity, Inclusion, and Accessibility Strategic Plan | Fiscal Years 2022-2023 vii

Signals of 

Maturity Sub Area 

Level 1 Level 2 Level 3

Foundational Capacity Advancing Outcomes Leading & Sustaining

SES & 

Leadership 

Involvement

DEIA events / observances.

Acountability

Agency may lack clear 

accountability structures to

ensure leaders are involved in 

promoting and advancing DEIA 

within the workplace, or DEIA is 

promoted by leaders who feel 

personally motivated.

Leaders are held accountable for 

DEIA actions / outcomes, as 

appropriate, by way of their 

performance evaluations.

Leaders integrate DEIA into their 

decision-making process, 

governance structure, mission, 

and goals.

Culture of 

Inclusion

Strategy

Agency may have ad hoc or 

stand- alone initiatives focused 

on raising awareness of the 

benefits of an inclusive 

workplace culture.

Agency has clear mission, vision, 

and values that reflect a 

commitment to DEIA and 

alignment to internal and external 

brand in the language used to 

promote DEIA.

Agency has a formal DEIA 

strategy, including 

milestones/timelines and ongoing 

evaluation of effectiveness.

Employee 

Experience

Agency builds employee

engagement/ ERGs on an ad 

hoc basis.

Agency adopts inclusion programs

and initiatives that align with 

Agency-wide DEIA and mission 

goals.

Agency leverages the diverse

backgrounds of employees and 

ERGs to enhance results of 

Agency programs and initiatives.

Accessibility

Agency meets legislative and

regulatory requirements for 

access needs and reasonable 

accommodations.

Agency makes key investments to

improve and expand accessibility 

proactively across the 

organization.

Agency proactively assesses the

environment for barriers to 

accessibility and makes 

improvements based on continual 

evaluation of data and changes in

legal requirements.