1
2

DEFENSE THREAT REDUCTION AGENCY

ANNUAL EQUAL EMPLOYMENT 

OPPORTUNITY PROGRAM STATUS

REPORT

MANAGEMENT DIRECTIVE 715

FISCAL YEAR (FY) 2020

PREPARED BY:

EQUITY, DIVERSITY, AND INCLUSION OFFICE
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TABLE OF CONTENTS

SECTION I:

PARTS A thru D: Agency Information ......................................................................................5

PART E: Executive Summary ....................................................................................................10

PART F: Certification of Establishment of Continuing EEO Programs .....................................35

PART G: Agency 2.0 Self-Assessment Checklist .......................................................................37

PART H: Plans for Addressing Deficiencies.............................................................................. 53

PART I: Plans for Trigger Identification and Barrier Elimination............................................. 79

PART J: Employment Plan for Individuals with Targeted Disabilities ......................................91

SECTION II:

APPENDICES ............................................................................................................................111

Appendix A: MD-715 Definitions and EEO Authorities........................................................ 113

Appendix B: DTRA Organization Chart..................................................................................118
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5

EEOC FORM 

715-01

PART A-D

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

DEFENSE THREAT REDUCTION AGENCY (DTRA) FY2020

For period covering October 1, 2019 to September 30, 2020

Part A - Department or Agency Identifying Information

Agency

Second 

Level 

Component

Address City State Zip 

Code

Agency 

Code

FIPS

Code

DTRA Not 

Applicable

8725 John J. 

Kingman Road

Ft. 

Belvoir VA 22060 DD61

Part B - Total Employment

Total Employment Permanent Workforce Temporary 

Workforce Total Workforce

Number of Employees 1259 26 1285

Part C.1 - Head of Agency and Head of Agency Designee

Agency Leadership Name Title

Head of Agency Rhys M. Williams, Ph.D. Acting Director

Head of Agency 

Designee Rhys M. Williams, Ph.D. Acting Director

Part C.2 - Agency Official(s) Responsible for Oversight of EEO Program(s)

EEO Program 

Staff Name Title Series

Pay Plan 

and 

Grade

Phone 

Number Email Address

Principal EEO 

Director/Official Willisa Donald Director 0260 GS-15 571-616-4544

willisa.m.donald.

civ@mail.mil

Affirmative 

Employment 

Program 

Manager

Denise Lewis EEO

Manager 0260 GS-14 571-616-6597

denise.a.lewis12.

civ@mail.mil
6

Complaint 

Processing 

Program 

Manager

Phillip Ellis

Informal 

Complaint 

Program 

Manager

0260 GS-13 571-616-

6251

phillip.t.ellis.civ 

@mail.mil

Diversity & 

Inclusion Officer Denise Lewis

Diversity 

and 

Inclusion 

(D&I)

Program 

Manager

0260 GS-14 571-616-

6597

denise.a.lewis12.

civ@mail.mil

Hispanic 

Program 

Manager 

(SEPM)

James Jones

EEO Special 

Program 

Manager

0260 GS-13 505-853-

0648

james.a.jones125.

civ@mail.mil

Women's

Program 

Manager 

(SEPM)

Denise Lewis

EEO

Program 

Manager

0260 GS-14 571-616-

6597

denise.a.lewis12.

civ@mail.mil

Disability 

Program 

Manager 

(SEPM)

Cheryl B. 

Williams-Payton

SEPM

Program 

Manager

 

 0260 GS-12 571-616-

6422

cheryl.b.williams

-payton.civ@mail. 

mil

Special 

Placement 

Program 

Coordinator 

(Individuals with 

Disabilities)

Cheryl B. 

Williams-Payton

SEPM

Program 

Coordinator 0260 GS-12 571-616-

6422

cheryl.b.williams

-payton.civ@mail. 

mil

Reasonable 

Accommodation 

Program 

Manager

Mary 

Lewandowski

RA Program 

Manager 0201 GS-12 571-616-4802

mary.h.lewandow

ski.civ@mail.mil

Anti-Harassment 

Program 

Manager

Claudette Persuad

AntiHarassment 

Program 

Manager

0260 GS-13 Departed after 

FY20

ADR Program 

Manager Phillip Ellis

ADR

Program 

Manager

0260 GS-13 571-616-

6251

phillip.t.ellis.civ 

@mail.mil
7

Compliance 

Manager Richard Conyers

Formal 

Compliant 

Program 

Manager

0260 GS-14 571-616-

5720

richard. 

f.conyers2.civ@ 

mail.mil
8

Principal MD715 Preparer Denise Lewis

AEP

Program 

Manager

0260 GS-14 571-

616-

6597

denise.a.lewis12.

civ@mail.mil

Part D.1 – List of Subordinate Components Covered in this Report

Please identify the subordinate components within the agency (e.g., bureaus, regions)

If the agency does not have any subordinate components, please check the box.

Subordinate Component City State

Country 

(Optional) Agency

Code

FIPS

Codes

Not Applicable

Part D.2 – Mandatory and Optional Documents for this Report

In the table below, the agency must submit these documents with its MD-715 report.

Did the agency submit the following mandatory documents? Please respond Yes 

or No Comments

Organizational Chart YES

EEO Policy Statement YES

Strategic Plan YES

Anti-Harassment Policy and Procedures YES

Reasonable Accommodation Procedures YES

Personal Assistance Services Procedures YES

https://www.dtra.mil/

Portals/61/Document

s/DTRA_Careers/RA

_Handbook_Nov_19

_2018.pdf?ver=2020

-07-28-091213-473, 

pp. 11-12

Alternative Dispute Resolution Procedures YES

In the table below, the agency may decide whether to submit these documents with its MD-715 report.

Did the agency submit the following optional documents? Please respond 

Yes or No Comments

Federal Equal Opportunity Recruitment Program (FEORP) 

Report YES

Disabled Veterans Affirmative Action Program (DVAAP) 

Report YES
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Operational Plan for Increasing Employment of Individuals with 

Disabilities under Executive Order 13548 YES

Diversity and Inclusion Plan under Executive Order 13583 NO

Implementing the 

D&I Strategic 

Plan in FY2021

Diversity Policy Statement YES

Human Capital Strategic Plan NO

HR is working 

on the FY2021-

2024 Plan

EEO Strategic Plan YES

Results from most recent Federal Employee Viewpoint Survey 

or Annual Employee Survey YES
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EEOC FORM 

715-01

PART E

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

For the period covering October 1, 2019 to September 30, 2020

EXECUTIVE SUMMARY

PART E.1 - EXECUTIVE SUMMARY

AGENCY MISSION

The Defense Threat Reduction Agency enables the Department of Defense (DoD), U.S. 

Government, and International Partners to counter and deter Weapons of Mass Destruction 

(WMD) and emerging threats.

Working within this mission, and under National and DoD guidance, the Agency reduces the risks 

posed by WMD and emerging threats, delivering innovative material and non-material solutions 

that ensure a strong, protected, and prepared Joint Force.

DTRA also holds dual roles: it is both a Defense Agency (executing more strategic, Defensepolicy-oriented programs on behalf of offices within OSD); and a Combat Support Agency

(responsive to counter-WMD requirements out of the Joint Staff, Combatant Commands, and the

Services). Within these roles, DTRA accomplishes its mission through five core functions:

- Enable Strategic Deterrence

- Support U.S. Treaty Implementation and Verification

- Partner to Reduce Global WMD Threats

- Identify Vulnerabilities and Mitigation Strategies

- Develop and Deliver Rapid Capabilities

The Agency’s unique, specialized workforce works collaboratively to find, coordinate, and produce 

solutions that align resources to strategy, and drive an actionable, forward-thinking 

CWMD/emerging threats agenda on behalf of National Defense and National Security goals.

The DTRA workforce is made up of 10 Directorates: Acquisition, Contracts, and Logistics 

Directorate (AL); Cooperative Threat Reduction Directorate (CT); Human Resources Directorate 

(HR); Information Management and Technology Directorate (IT); Nuclear Enterprise Directorate 

(NE); Office of the Director (DIR); On-Site Inspection and Building Capacity Directorate (OB); 

Operations and Integration Directorate (OI); Research and Development Directorate (RD); and 

Strategic Integration Directorate (SI).

DTRA’s Headquarters is located at Fort Belvoir, Virginia. The Agency also has remote sites

located throughout other worldwide locations: Germany, Albuquerque (ABQ), Eglin, and Travis.
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Part E.2 - Executive Summary: Essential Elements A - F

EQUITY, DIVERSITY AND INCLUSION OFFICE (EI)

MISSION STATEMENT – The Equal Employment Opportunity (EEO) mission is to create and 

sustain an inclusive work environment that aligns with DTRA’s mission.

EI Strategic Goals and Objectives

Goal 1: Improve focus 

beyond compliance

• SO1: Integrate EEO into the workforce.

• SO2: Improve program execution and customer service.

Goal 2: Leverage and 

expand our collaboration 

with internal and external 

partners 

• SO3: Establish new relationships, to include non-traditional partners.

• SO4: Enhance effectiveness of internal relationships.

Goal 3: Facilitate 

innovation 

• SO5: Become a catalyst for change.

• SO6: Encourage leaders to support innovation and creativity.

Goal 4: Educate and advise 

DTRA leadership and staff 

• SO7: Create a shared understanding of how EEO contributes to the 

 DTRA mission.

• SO8: Provide tailored consultative support services.

EI Office Structure - The EI is comprised of the following: 

• Affirmative Employment Program (AEP),

• Alternative Dispute Resolution (ADR),

• Pre-Complaints, MEO and Formal Complaints,

• Diversity and Inclusion (D&I),

• Federal Employee Viewpoint Survey (FEVS),

• Climate Assessments,

• Anti- Harassment Program (AHP),

• Special Emphasis Programs (SEP),

• Sexual Assault Prevention and Response (SAPR),

• EEO/Equal Opportunity (EO) Training.

The current staff consists of an EI Director, two EEO Managers and five EEO specialists.

SIX ESSENTIAL ELEMENTS ACCOMPLISHMENTS

Essential Element A:

DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP

EEO Policies and Procedures Communicated to the Workforce: The Agency disseminated its

EEO Policy Statements (Anti-Harassment, Civilian, Military, Sexual Harassment/Sexual Assault, 

Harassment, Diversity and Inclusion) and other EEO program information during the EEO Training 

for Supervisors and Employees; and reasonable accommodation (RA) procedures are provided in 

the Supervisory Role in HR Management Training. 
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During training supervisors and employees were informed of their rights and responsibilities 

pursuant to the EEO process, AHP, ADR process, RA program, and behaviors that could result in 

discipline.

The EI Office developed its external website and has posted all contact information for the EEO 

Director, Complaints Manager/Specialist, SEP managers, and other staff members. 

HR revised its RA and Personal Assistance Service (PAS) procedures in accordance with guidance 

from the Equal Employment Opportunity Commission (EEOC). These procedures are posted on 

DTRA’s external website.

FEVS and Climate Assessment Surveys: The Agency utilizes the FEVS and Climate Assessment 

surveys to monitor the Agency or Directorate climate within the workforce. The FEVS examines 

Employee Engagement, New Inclusion Quotient, Global Satisfaction, Effective Communication 

and Human Resource Management.

The Climate Assessments focus areas are: Senior Leadership, First Line Supervisors, Mission, 

Communication and Teamwork, Promotion and Career Development, Recognition and Awards, and 

Morale. The results aids in providing the Directorates with recommendations of how to improve 

their climate and organizational effectiveness.

The EI Office conducted a 4-Year Trend Analysis and determined the Agency lowest areas of 

concern were: Leader Lead, Fairness, Cooperativeness, Leader/Manager Organization 

Communication and Performance Recognition and Rewards. These areas are also the lowest 

Climate Assessment focus areas. Additional analysis is being conducted in FY21 by the Agency’s 

Operations Research Systems Analysis (ORSA) Office.

Diversity and Inclusion (D&I) Council: The DTRA Director affirmed his commitment to EEO 

Principles and Diversity by establishing a contract to support diversity initiatives within DTRA and 

a D&I Council to build an inclusive workforce. The Council is comprised of two co-chairs, one 

military general officer/flag officer representative, and a senior executive service (SES)

representative with a 2-year duration. The Council is comprised of voting members (Employee 

Resource Group (ERG)) Leads, Directorate Representatives, EI Director, Designated Senior 

Enlisted Leader and Advisory members, were assigned from General Counsel (GC), the Inspector 

General (IG) and the Office of the Chief of Staff. The Council has established monthly meetings 

for the third Thursday of every month. To date, the Council held a Kickoff meeting, appointed ERG

Leads and Co-Leads and hosted a Barrier Analysis and Change Management workshops for the 

ERGs. The EI Office developed a Barrier Analysis Toolkit to educate the ERGs on how to identify 

and eliminate barriers within the various minority groups.

Diversity in the Hiring Process: As directed by the Agency Director, the EI Office began

participating in strategic recruitment discussions with the HR Directorate and hiring managers to

educate and provide awareness on achieving diversity in the recruitment, hiring, and interview 

processes. These conversations assist in increasing the hiring manager’s awareness of special hiring 

authorities, diversity recruitment strategies and establishing a diverse hiring panel going beyond 

demographics. 

Senior Executive Service (SES) Performance Element: As directed by the DIR, the EI Office 
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developed a new SES EEO and Diversity performance element. This element will assist leaders in 

measuring their success towards diversity, equity, and inclusion such as:

• Positive steps taken to incorporate diversity into strategies of their Directorate.

• Creating an inclusive work environment where all employees are engaged, valued and 

respected for their individual cultural differences.

• Encouraging an environment of open exchange of information and diverse opinions.

• Strive to create and maintain a work environment that is free of discrimination, harassment and 

retaliation.

• Developing relevant strategic objectives and identify culture and learning solutions that meet 

those objectives.

Essential Element B:

INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION

In Fiscal Year (FY) 2020, EI posted quarterly and annual EEO complaint data on its internal and 

external websites, consistent with the Notification and Federal Employee Antidiscrimination and 

Retaliation Act of 2002 (No FEAR Act) and provided staff 8 hours of refresher training.

EI Director Involvement: The EI Director continued to build relationships with senior leaders on 

strategies which promote an environment free from personal, social, or institutional barriers that 

prevent employees from rising to their highest potential. The EI Director meets and reports directly 

to the Agency Director and regularly informs the Agency Director of the office top priorities, 

compliance issues, EEO, and diversity and inclusion efforts. The EI Director attends weekly 

Agency Director staff meetings and participates in various forums throughout the Agency, (e.g., the 

Director’s Intelligence Brief), creating a more engaged working relationship with senior leaders. 

State of the Agency Brief: The EI Director presented the annual State of the Agency briefing to 

the DIR and senior officials. The presentation covered the assessment of the Agency’s performance 

from each of the six elements, results from the Gender Pay and Generational Study, and EEO FY21 

initiatives.

Program Funding: The Agency continued to allocate and execute appropriate funding to ensure 

compliance on EEO programs such as EEO, the Affirmative Employment Program, Special 

Emphasis, diversity and inclusion, staff training, and contracts for Investigations and Court 

Reporting services.

Leadership Development Program: The Agency continues to create and maintain a model EEO 

program by ensuring professional and career development opportunities were available for 

participants at all levels from the most junior to senior executives. In FY20, DTRA allocated 

funding to each Directorate, in proportion to its military and civilian personnel populations, to 

execute individual training plans and provide opportunities to attend core leadership development 

courses. During the period 21 employees participated in the Agency’s competitive leadership 

programs. All Agency applicants were subject to a comprehensive screening process, which 

included vetting and selection by the Agency’s Leadership Development Council (LDC), after 

obtaining supervisory approval. The LDC is comprised of representatives from each of the 

Agency’s Directorates and an additional advisor from one of the Agency’s Staff Offices. The LDC 

then reviews, rates, and ranks applications based on a standardized application criterion. Finally, a 
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panel of senior leaders conducts an interview with each of the top candidates to make final LDC 

recommendations to the HR Director. Personnel who were not selected are always afforded the 

opportunity to receive feedback on their submission and results to learn from the experience and 

ensure transparency in the process.

Mentoring Program: DTRA’s Mentoring Program continues to promote equal opportunity for all 

employees during the pandemic and the maximum telework environment. This program quickly 

transitioned its events to a virtual format, ensuring communication and collaboration across the 

Agency. A significant addition for this year was a component focused on new supervisors. The 

Mentoring Component for Supervisors is 6 months in duration and is designed to help new 

supervisors transition from technical positions to leadership positions. This was achieved through 

formal leadership training, team building, and key stakeholder workshops. The overall FY20 

program consisted of 100 civilian employees. Among our mentors were ten Senior Executive 

members. DTRA senior leaders played an active part in the program by hosting virtual brown bags 

and participating in key program activities. Senior leaders regularly communicated with 

participants in a virtual environment to discuss key points centered around the program's featured 

book, "Developing the Leader Within You," by John C. Maxwell. The senior leaders also hosted 

virtual roundtables, sharing their knowledge and experiences with the participants and encouraging 

open communication among the group. The DIR fully supported program efforts and periodically 

met virtually with participants to share mission updates.

Number of Participants in 

GS-12

Number of Participants 

in Grade 13-15

Number of SES 

participants

Mentees 5 45 0

Mentors 0 39 10

Outreach and Talent Acquisition Plan: In FY20, the HR Directorate continued to expand the 

DTRA network and established relationships with community partners and organizations, including 

disability and veteran organizations, to attract diverse talent in mission critical occupations. DTRA 

worked with supervisors and hiring managers on the Schedule A process, Workforce Recruitment 

Program (WRP), and the 30% Disabled Veterans Program. There were 3 WRP participants in 

FY20, and one prior participant became a full-time Federal employee. During FY20, the Agency 

also made 5 Schedule A appointments and hired 70 veterans, of which 35 had a disability rating of 

30% or more.

Race Relations Sessions: The EI Office hosted a series of five Race Relations Sessions from June 

2020 through September 2020. The sessions in June were initiated to celebrate Juneteenth. 

Additional sessions were scheduled based on interest and participation. The intent of the sessions 

was to create a safe and supportive environment for DTRA employees to candidly voice their 

concerns and share their experiences regarding race relations, and its possible effects in our 

workplace and communities, without attribution or judgement. The intended outcomes were to 

facilitate conversations, promote introspection, provide education and awareness of cultural 

differences and perspectives, and to take necessary actions to drive positive change. Each session 

was unique as guest moderators, external to the Agency, were invited to facilitate the sessions. As a 

result of these efforts, the Agency established a D&I Council and five ERGs.

ERGs: The Agency established six ERGs (African American, Asian American Pacific Islander 

(AAPI), Hispanic, Individuals with Disabilities (IwDs) and Lesbian, Gay, Bisexual, Transgender, 
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Questioning/Queer, Intersex, Asexual/Ally (LGBTQIA) and Women) in FY20. These ERGs 

recruited over 70 volunteers (5.39%) of the DTRA workforce. Each ERG was appointed a Lead 

and a Co-Lead to provide leadership, oversight, guidance and support for all functions of the ERGs. 

ERGs will support the Agency by serving a critical role on the D&I Council and creating a culture 

that encourages collaboration and flexibility, supporting and bringing employees together, and 

providing recommendations and solutions to barriers in the workplace. ERGs will initiate activities 

in areas such as: data and barrier analysis; SEP; employee/workforce engagement; recruitment and 

outreach; and training and cultural awareness to resolve systemic workplace issues. 

D&I Contract: The EI Office established a contract to assist in developing and executing D&I 

strategies throughout the Agency. The contractor will assist in building a holistic D&I framework; 

creating a D&I Strategic Plan with a targeted Diversity Recruitment and Outreach Plan to recruit 

minorities and women in science, technology, engineering, and mathematics occupations; and

developing a DTRA brand and various communication strategies, in addition to building a robust 

diversity database.

Essential Element C:

MANAGEMENT AND PROGRAM ACCOUNTABILITY

AHP: The AHP is coordinated by a designated Anti-Harassment Program Manager. Agency 

supervisors are responsible for conducting inquiries of harassment allegations and ensuring they are 

conducted promptly within 10 days. After the inquiry, if additional information is required the 

Agency Deputy Director will be requested to conduct an investigation. The Deputy Director will 

appoint an investigator to complete the fact finding within 60 days. The GC and HR are consulted 

for corrective action measures. Based on this process there is a firewall between the AHP, and the 

EEO Complaints Process.

FY No. of Cases Total 

Inquiries/Investigations Closed Mediations

FY20 7 6 6 5

RA: HR has oversight, responsibilities, guidance and reporting requirements for the RA Program. 

HR designates a RA coordinator to serve as the program lead. In addition, the Agency has 

established its PAS procedures which complied with EEOC regulations and standards. PAS is 

instituted to assist employees (when needed) with performing activities of daily living that an 

individual would typically perform if he or she did not have a disability. The Agency has posted its 

PAS procedure on its external website.

The Agency processed 23 RA requests, which included a combination of assistive technologies, 

sit/stand workstations, chairs, keyboards, space heaters, hearing aid monitors and real time 

captioning. The RA coordinator worked closely with the IT Directorate and Building Manager to 

provide approved accommodations for individuals, such as eight sit/stand workstations, two 

ergonomic keyboards, one space heater, and seven ergonomic chairs; and coordinated with the 

Environmental, Safety and Occupational Health Office (ES) to ensure ergonomic assessments were 

conducted upon request. The Agency provided Sign Language Interpreter (SLI) services for 

workplace meetings, conferences, training, and special events and maintained an SLI log which 

tracked expenditures for all events and requirements. The Agency processed five Computer 
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Accommodation Program (CAP) requests at no cost to DTRA as CAP is a free service provided by 

DoD.

SES Performance Appraisals: The EI Office included an EEO and Diversity critical performance 

element in all SES performance plans. The performance element provides criteria to evaluate 

commitment to Agency EEO policies and principles and participation in the EEO program. 

Directorate members are held accountable for communicating responsibilities to subordinate 

managers and supervisors to ensure they have a clear understanding of expectations.

Supervisory EEO Performance Element: The EI Office revised the supervisory EEO element. 

Supervisors and managers will be evaluated on compliance with these standards. This element 

required supervisors to promote an inclusive workplace where diversity and individual differences 

are valued while ensuring a work environment that is free from discrimination. This element is

pending review and coordination with GC and HR at the end of FY20.

Compliance with Settlement Agreements: The EI Office ensured full and prompt compliance 

with the terms of settlement agreements that were reached in FY20. Once settlement agreements 

were finalized, the EI Director issued execution and compliance letters to all responsible officials 

and tracked compliance. In FY20, DTRA settled with three Complainants, two of whom filed 

complaints in FY18, and one in FY17. FY18 Complainant 1 - $13,291.45 in attorney’s fees and 

$75,000 lump sum; FY18 Complainant 2 - $15,000 in attorney’s fees and $80,000 lump sum; FY17 

Complainant - $55,000 lump sum. There were no findings of discrimination issued in FY20. 

EI and HR Monthly Collaboration: The EI Director and HR Director continued their monthly

collaboration on personnel programs, policies, and procedures in accordance with EEOC laws, 

instructions, and management directives. In FY20, EI and HR collaborated on several initiatives 

such as the Diversity Hiring Guidance, Recruitment and Outreach strategies, the Affirmative Action 

Plan for IwDs and activities and the establishment of a D&I contract to assist in developing and 

executing D&I strategies throughout the Agency.

Affirmative Action Plan: EI and HR partnered to implement the Affirmative Action Plan 

for IwDs. The following accomplishments were highlighted in FY20:

• The EI Office created a disability roster and sent out e-mail communication to the disability 

community regarding internal and external opportunities such as career development, 

mentoring, and specialized training and events training for managers and employees.

• The Agency hosted a Veterans Day Celebration to honor Veterans within the Agency for 

their service. The theme was, “Honoring Those Who Served.” The Agency’s guest speaker 

was Sergeant Major Michael Mack, United States Marine Corps, Retired. Sergeant Major 

Mack shared stories of his success and determination with thought provoking topics on 

Teamwork, Peace, Joy, and Purpose. A video was created and shared to celebrate the 

accomplishments of Veterans and to reflect on the services they provided.

• Disability Awareness Training: The Agency hosted a virtual Disability Awareness and 

Inclusive Training for the workforce on August 13, 2020. Guest presenters were Ms. Diane 

McBride from the Department of the Blind and Vision Impairment (DBVI) and Ms. LaPearl 

Smith from the Department for Aging and Rehabilitation Services (DARS) who educated the 

workforce on how to interact with IwDs. This event was well supported; 26 individuals 

participated virtually and were engaged. 
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• Disability Toolkits: The EI Office created and disseminated two toolkits (Veterans 

Employment and WRP) for supervisors and managers to assist in understanding the special 

hiring authorities and to bring awareness of the programs and the benefits to interns in the 

Agency. 

• The EI Office informed Schedule A applicants on the hiring process and provided them with a 

Schedule A Fact Sheet. The SEP manager held telephone conversations with Schedule A 

applicants to discuss the Schedule A hiring process. 

• WRP and Disabled Veterans: WRP hired three college students for temporary summer 

employment who were placed in various Directorates using their skills to support the mission. 

Two WRP interns were permanently hired into government positions. DTRA continues to 

recruit 30% or more disabled Veterans. Of the 771 Veterans, 380 (49%) were identified as 

disabled Veterans, and 324 (42%) were identified as 30% or more disabled Veterans. The 

Agency new hires were 138; 70 (51%) were Veterans and 35 (25%) were identified as 30% or 

more disabled Veterans.

SEP Observances: DTRA sponsored the National Disability Employment Awareness Month 

(NDEAM). This year marked not only the 75th observance of NDEAM, but also the 30th

anniversary of the American with Disabilities Act. The Agency hosted a Disability Awareness and 

Etiquette Training to educate the workforce on the disability laws, hiring authorities for IwDs, RAs 

and the proper ways to interact with IwDs. There were 55 individuals in attendance virtually. 

EI Office Advises Senior Leaders and Supervisors on EEO Matters: The EI Office provides 

management and supervisory officials with regular EEO updates, including complaints and 

workforce data summaries, through the State of the Agency Brief, monthly briefing and EEO 

Training. Toolkits (Anti-Harassment, WRP, and Employee Engagement) were also developed to 

educate managers and supervisors on various processes. The EI Office readily addresses EEO 

questions or concerns raised by managers and supervisors. 

Directorate Partnerships and Outreach Efforts: The following are some of the FY20 

accomplishments.

• The AL Directorate promoted an inclusive workplace by conducting the following initiatives:

• The Engineering and Logistics Department (AL-EL): Hosted four Franklin Covey 

Unconscious Bias Trainings for leadership; and conducted 3 divisional professional 

development sessions (a Surviving to Thriving and two Unconscious Bias Trainings). 

• Surviving to Thriving: Explored innovating and transforming one’s self to be more 

effective operating in a coronavirus disease 2019 (COVID-19) environment. Also, the 

training focused on the strategy of rethinking the organization and accelerating the 

adoption of digital solutions.

• Unconscious Bias Training: Exposed the team to their implicit biases, provided tools to 

adjust automatic patterns of thinking, and established goals to ultimately eliminate 

discriminatory behaviors.

• Office of Small Business Programs (AL-SB): During Historically Black Colleges and 

Universities (HBCUs) Week, AL-SB conducted a webinar with 25 HBCUs to educate on

opportunities that HBCUs have to conduct business with DoD by competing for full and 

open contracts, providing technical assistance to protégé firms as a subcontractor on DoD 

Mentor-Protégé Agreements, and by teaming with small businesses to conduct research 
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and development under the Small Business Technology Transfer Program. The AL-SB 

Department Head participated in an Unconscious Bias session with other AL Leadership 

in September-October 2020. Also, the Department requested Unconscious Bias Training 

for 7 personnel (1 military, 3 civilians, 3 contractors).

• Cooperative Threat Reduction (CT): CT integrated EEO by removing potential biases from 

the recruitment and hiring process. The team is undergoing a pilot program for three hiring 

actions where the Hiring Manager utilizes "blind" resume reviews. Any identifying 

descriptors and potential biases such as names, addresses, colleges or universities, etc. were

removed from the resume so that the candidates are assessed on their qualifications without 

any potential biases. CT implemented mandatory Unconscious Bias Training for all 

government staff members as well as Outward Mindset Training via the Arbinger Institute. 

CT has representation in DTRA's Recruitment and Outreach Working Group, where the team 

collaborates on various recruitment and outreach programs in which discussions are 

conducted about recruitment at various institutions such as HBCUs/Minority Serving 

Institutions (MSI).

• The RD Directorate promoted an inclusive workplace by conducting the following initiatives:

• Chemical and Biological Technologies Department (RD-CB): RD-CB conducted 

initiatives with HBCU/MSIs as follows:

• University Engagement at Morgan State University to discuss science and technology 

opportunities and doing business with DTRA with principal investigators and researchers,

and student engagement to describe employment opportunities and utilizing the USAJOBS 

website.

• DTRA funded and planned to facilitate placement of four student interns and four faculty 

researchers from HBCUs/MSIs. This activity was cancelled due to workplace and travel 

restrictions imposed in response to the COVID-19 pandemic.

• Urgent Solutions Division (RD-CXU): Lt Col Lisa M. Mabbutt and Mr. Gordon Banks were 

selected to lead the Agency’s ERGs for DTRA’s D&I Council. Lt Col Mabbutt will chair the 

Women’s ERG, while Mr. Banks will chair the IwDs ERG. 

• Enabling Capabilities Department – Nevada Test Division (RD-ECN): In March 2020, 

RD-ECN requested and scheduled a site visit from the ABQ Equal Employment Specialist, 

Mr. James Jones, to receive both supervisor and employee EEO training for the 

geographically separated unit. RD-ECN employees attended a virtual presentation on 

Employee Engagement and Conflict Management Training, and the RD-ECN Chief 

participated in a virtual Civil Treatment Training for Supervisors. Despite COVID-19

limitations, the RD- ECN Chief was committed to ensuring EEO programs and training were 

made available to employees to support a positive work environment. 

• The OB Directorate promoted an inclusive workplace by conducting the following initiatives:

• Open Skies Department (OB-OS): 

• OB-OS Department member, Maj Sarah Narraway, was nominated and selected for service 

as the Executive Administrator for DTRA’s D&I Council. She is now serving in a key EO 

position with Agency-wide impact. 

• TSgt Will Curtis participated in a virtual "Raising Minority Children in a Majority World" 

seminar. Participants obtained skills and information to promulgate positivity to children 
20

during period of unrest and paved the way for future race-related discussions amongst peers 

and mentors.

• Chief Petty Officer (CPO) Diana Angstadt, United States Navy, served as the DTRA Navy 

Element SAPR Coordinator. Additionally, CPO Angstadt recertified/credentialed (national 

credentialing through the DoD-Sexual Assault Advocate Certification Program) as the 

DTRA Navy Element SAPR Victim Advocate by taking 40 hours of required training. 

CPO Angstadt stands 24-hour SAPR Victim Advocate watches, ready to respond 

immediately to reports from Sailors stationed in the National Capital Region.

• Four Department members were nominated for the Tuskegee Airmen Incorporated 

National Military Awards; three Department members were selected as the Agency-level 

winners. 

• Ensured 100% compliance with Service-specific annual EO Training.

• Created a balance of views across gender, race, work experience, and nationality on many 

fronts, including internal department teams and events. Encouraged participation by 

Department members in DTRA-wide EO events, workshops, and presentations.

• Building Partner Capacity Department (OB-BP): The INDOPACOM Operations Division 

(OB-BPI) Action Officer volunteered and served as Agency Co-Chair for the Employee 

Engagement Tiger Team to organize multiple Agency-wide engagement events to address 

employee engagement and morale during this maximum telework period, increase 

communication, and promote inclusivity across divisions, directorates, and the whole of 

DTRA.

• Conventional Inspections Department (OB-BE): Due to COVID-19, planned Unconscious 

and Implicit Bias Training was rescheduled in FY20. The training and team building event, as 

part of the next All Hands Department meeting prior to the Thanksgiving Holiday, took place 

in November 2020.

• Strategic Integration (SI): SI created a balance of views across gender, race, work 

experience, and nationality on many fronts, including symposia, forums, workshops, and 

postings to external events, and publications. Provided guidance to the Strategic Trends 

Research Initiative (STRI) to include appropriate male/female representation on both the 

Technical Evaluation Panel and the Selection Panel for STRI proposals.

Essential Element D:

PROACTIVE PREVENTION OF UNLAWFUL DISCRIMINATION

The Agency proactively reviews, revises, and publishes (internal/external websites) EEO policies 

relating to harassment prevention, EEO complaints process, RA, and PAS.

AHP: DTRA revised its AH Policy to: (1) inform employees on types of prohibited behaviors and 

the appropriate steps to take if harassing conduct occurred; (2) provide for multiple avenues of 

redress, in addition to the EEO complaint process; (3) provide for prompt supervisor inquiry and 

appropriate corrective and disciplinary action; and (4) prohibit acts of retaliation against employees 

and witnesses.

Trends Report and Data Monitoring Tool: In FY20, the EI Office gained access to its workforce 

data and other types of requested data, e.g., exit interview data, climate assessment surveys, 

grievance and disciplinary action data. The EI Office will develop a process to explore ways to 
21

identify triggers and barriers in various data sources, including EEO complaints data, exit interview 

data, climate surveys, and AHP and SEPs. The EI Office will engage ERGs, conduct a barrier 

analysis workshop, and provide other resources to ensure all sources of data are examined.

Exit Interviews Survey: The exit survey was revised to include questions to improve the 

recruitment, hiring, inclusion, and advancement of IwDs. An automated process was developed 

and available to the workforce during the 4th quarter of FY20. 

Affirmative Action Plan: EI and HR promoted the recruitment, hiring, and advancement of 

qualified IwDs and individuals with targeted disabilities (IwTDs) to apply for vacancies using the 

various hiring authorities such as Schedule A and WRP. They also ensured all disability-related 

questions and concerns were addressed promptly and correctly by the Disability Program 

Coordinator. In FY20, the EI Office ensured the Affirmative Action Plan was posted and available 

on its internal and external website. EI is currently collaborating with HR to develop a 

comprehensive plan for specialized training; mentoring and career development opportunities are 

in place for IwDs and IwTDs.

Issuance, Policies and Procedures Review: In FY20, the EI Office reviewed DoD issuances and 

DTRA issuances about management and personnel policies, procedures and practices (merit 

promotion program, employee recognition awards program, and the employee development/

training program) through the DTRA Enterprise Information System (EIS). EI reviewed and 

provided feedback for the following policies and procedures for systemic barriers:

Instructions/Directives: 

• DTRA Directive 1100.01 – Human Resources Policy Board (HRPB)

• DTRA Instruction 1000.04 – Federal Voting Assistance Program (FVAP)

• DTRA Instruction 1025.3 – Fellowship Program

• DTRA Instruction 1100.2 – Telework Program, Change 1

• DTRA Instruction 1200.1 – Military Reserve Program 

• DTRA Instruction 1348.4 – Military Decorations Program 

• DTRA Instruction 1400.25-V2009 – Defense Civilian Intelligence Personnel System: 

Disciplinary and Adverse Actions Procedures

• DTRA Instruction 1402.1 – Five-Year Limitation on Foreign Employment 

• DTRA Instruction 1402.2 – Recruitment, Relocation, and Retention Incentives 

• DTRA Instruction 1418.1 – Living Quarters Allowance (LQA)

• DTRA Instruction 1424.1 – Emergency Dismissal or Closure Procedures 

• DTRA Instruction 1430.2 – Student Loan Repayment Program

• DTRA Instruction 3001.01 – Detail of Civilian Personnel

EEO Training for Supervisors and Employees: In FY20, the Agency continued to provide EEO 

Training for all supervisors, managers, and employees. All training included the Complaints 

Process, AH Process, ADR, and EEO laws and guidance. The EI Office continued to provide 2-

hour training sessions for all employees and 3 hours of EEO Training for Supervisors. In FY20, 

the EI Office proactively sought to enhance training efforts. The breakdown is captured on the 

following page.
22

Mandatory EEO Training FY2018

Participation

FY2019

Participation

FY 20

Participation

EEO Newcomers for Employees 407 347 314

Civil Treatment/Supervisors Training 86 102 142

Military EO Training

Sexual Assault Prevention and 

Response (SAPR) 105 372

Mandatory Online EEO Training

No FEAR

Prevention of Sexual Harassment 

ABQ Classroom Training

EEO for Newcomers 35 39 11

SAPR 0 39

Implicit Bias 0 12

Civil Treatment for Leaders 17 59 6

Civil Treatment for Employees 0 17

Briefing and Workshops

Onboarding (Brief) 147 165 141

Diversity Training 0 25 231

Race Relation (not mandatory) 1141

ADR Webinar 96

Disability Training 69

Veterans Day Observance 80

Culture Conversation 31

Total 797 1177 2262

In FY20, the EI Office increased the number of courses offered and attendance also increased. 

These virtual trainings were available to all remote locations (Germany, ABQ, Eglin, and Travis). 

EEO and Diversity Training was also provided to Directorates and Divisions upon request.

IG Office: In FY20, the IG Office assisted employees with allegations of possible climate, diversity, 

or discrimination concerns and held discussions with the EI Office to address related cases. The IG 

Office received 86 contacts, of which 10 involved EO-related concerns, a decrease from FY19 (111 

and 19, respectively). Three of 10 cases were referred and corrected resolution provided by 

management. Seven of 10 employee cases were resolved. Three separate contacts involved an 

allegation of reprisal (two military and one civilian). In addition, the IG Office sustained its monthly 

“Blotter” updates with the DIR and respective Directorate leaders where IG-related activities were 

addressed, including matters involving climate, diversity, or discrimination. Conducted monthly 

meetings with the EI, GC, the Security and Counterintelligence Division (OI-MSC), and HR to 

review personnel concerns that potentially contained an EO nexus and met to ensure there was a 

process to elevate internal investigations to DTRA Leadership. Additional, the IG Office attended 

multiple EI Office functions and discussed topics within offices, potential impacts, and proper 

responses.

Essential Element E:
23

EFFICIENCY

In FY20, the EI Office continued to enhance its systems to accurately collect, monitor, and analyze 

data related to the EEO program. To comply with Part 1614 of Title 29, Code of Federal 

Regulations (CFR) and MD-715 requirements, the EI Office remains neutral and impartial. This 

helps to prevent institutional conflicts of interest that otherwise could arise and to instill confidence 

in the integrity of the EEOC’s EEO complaint program.

Efficient, Fair, and Impartial Complaint Resolution Process: DTRA has an EEO complaint 

program that is timely in conducting EEO counseling, to include providing written notification of 

rights and responsibilities, investigations, acceptance/dismissal decisions, final agency decisions, 

and final actions. The EI Office routinely utilizes the Federal Sector EEO Portal (FedSEP) to 

submit complaint files and other documents in the proper format to EEOC. 

ADR Training: The ADR program is available during the pre-complaint and formal complaint 

processes and is evaluated annually for its effectiveness. The EI Office ensures the Agency 

representative is not the attorney providing legal sufficiency reviews or involved in counseling, 

investigations, or final agency decision stages of the EEO process. In FY 20, the EI Office 

conducted an ADR Training as part of our ongoing effort to educate the workforce on available 

options to resolve workplace disputes. The training objective was to educate the DTRA workforce 

(managers, supervisors, and employees) on mediation, facilitation and expeditious means to resolve 

EEO and workplace disputes while remaining focused on the mission. 

Data Collection Systems: The EI Office used the iComplaints data management tool to track EEO 

complaints to an Excel spreadsheet. Additionally, the office created a quarterly tracking and 

trending report to ensure demographic, applicant flow data, complaints, exit interview, climate 

assessment, anti-harassment, and SEP data is monitored. 

EEO Complaints: The EI Office tracked its EEO complaint trends in the past year, to include 

entering complaints in the iComplaints data management tool. For the first time, EI was able to 

produce the FY20 Annual Federal Equal Employment Opportunity Statistical Report of 

Discrimination Complaints (462 Report) through iComplaints based on the measures undertaken. 

Efforts to load prior year complaints into iComplaints will ensure a more comprehensive trends 

analysis. Additionally, EI will be onboarding a new team member who will have a primary duty of 

analyzing data, conducting trend analysis, and detailing the information in periodic reports. 

Pre-Complaints & Formal: In FY20, EI received seven pre-complaints. This accounts for a 

reduction in total pre-complaints filed for a second consecutive year, after seeing a spike in FY18. 

Additionally, EI was fully compliant with meeting the timelines for processing pre-complaints (30 

days, or up to 90 days with an extension) in accordance with Section 1614.105 (d) and (e) of Title 

29, CFR. Of the seven pre-complaints filed, only one had to be processed beyond 30 days, which 

remained timely as an extension was granted by the aggrieved and resulted in a resolution. EI was 

not only able to timely process all pre-complaints but was also able to reduce the percentage of 

extensions required by half each of the past two FYs.
24

Figure 1: Pre-Complaints FY17 – FY20

Six of the seven aggrieved employees filed formal EEO complaints in FY20. Three of those formal 

complaints were procedurally dismissed and each complainant appealed to the Office of Federal 

Operations (OFO). OFO ultimately upheld all three dismissals. The remaining three formal 

complaints were investigated using contract investigators, which led to EI being fully compliant 

with completing investigations within 180 days for the second consecutive year. 

Figure 2: Formal Complaint Investigations FY17 – FY20

At the end of FY20, 33 formal complaints were pending, ranging from one complaint filed in FY13, 

to five complaints filed in FY20. Two of the five FY20 complaints were appealed to OFO, which 

eventually upheld the dismissals. Six of the 33 pending complaints saw dismissals from 

Administrative Judges but were waiting for the final agency order to be issued, of which all six 

were eventually issued in the first quarter of FY21. 

 

FY17 FY18 FY19 FY20

Untimely Investigation 7 3 0 0

Investigated w/ Extension 0 1 0 0

Investigated in 180 Days 3 12 11 3

Total Investigated 10 16 11 3

30%

75% 100%

100%

6%

70%

10 19%

16

11

3

0

5

10

15

20

Timeliness of Complaint Investigations

FY17 FY18 FY19 FY20

Untimely Counseled 2 8 2 0

Counseled w/ Extension 8 20 6 1

Counseled in 30 Days 6 5 12 6

Total Counseled 16 33 20 7

38% 15% 60% 86%

50%

61% 30%

14%

12%

24%

16 10%

33

20

7

0

5

10

15

20

25

30

35

Timeliness of Processing Pre-Complaints
25

Figure 3: Formal Complaints Pending 

*180 days of formal filed or last amendment filed without exceeding 360 days from formal filing.

**Count could change in future reports based on outcome of complaints still pending.

DTRA’s most frequently claimed bases were sex and disability in FY20. Reprisal decreased by half as 

a basis, reducing from six to three from FY19 to FY20. The Disability basis saw the largest 

increase between FY19 and FY20, increasing from two to four. It was only claimed four times

from FY17 to FY19. Race was also claimed in three complaints in FY20 and this was less than the 

five complaints that claimed race in FY19.

Figure 4: Bases of Discrimination FY2017 – FY2020

Formal Complaints

FY Total 

Filed Pending Closed by Dismissal

Closed 

(Settlement/

FAD/FAO/

OFO) 

Investigated 

in 180 Days*

Investigated 

w/ Extension

Untimely 

Investigation Findings**

17 10 7 0 3 2 0 8 0

18 20 5 3 12 12 1 3 1

19 11 6 0 5 11 0 0 0

20 6 3 3 0 3 0 0 0

3%3%

6%

24%

18%

31%

15%

33 Complaints by Fiscal Year Pending 

at the End of FY20 

FY13 - 1

FY15 - 1

FY16 - 2

FY17 - 8

FY18 - 6

FY19 - 10

FY20 - 5

Reprisal Race Sex Age Disability National

Origin Color Religion GINA

2017 3 3 7 1 0 1 1 0 0

2018 12 8 7 7 2 2 3 0 0

2019 6 5 3 2 2 1 0 1 0

2020 3 3 4 2 4 0 2 0 0

0

5

10

15

Bases Filed by Fiscal Year

2017 2018 2019 2020
26

ADR: ADR was offered to all aggrieved employees during the EEO Pre-complaint process by the 

EEO Counselor. The EEO Counselor informed all aggrieved employees of the benefits of ADR 

and emphasized how the ADR process was voluntary and allowed disputes/issues to be handled 

swiftly to get matters resolved. Zero aggrieved employees elected to use ADR in FY20, for a 

second consecutive year. However, five employees who utilized the AHP elected to use ADR. The

ADR Program is being enhanced to update the DTRA Instruction, better educate the workforce and 

market its use for resolving conflict. 

Complaint Funding: During FY20, EI contracted services for three EEO investigations, five AntiHarassment mediations and five court reports. The table below reflects the FY expenditures.

COMPAINT PROCESSING EXPENDITURES

INVESTIGATIONS MEDIATIONS COURT REPORTS

$6,507.00 $6,596.00 $7,347.40

TOTAL EXPENSE $20,450.4

Essential Element F:

RESPONSIVENESS AND LEGAL COMPLIANCE

The EI Office fully complied with all laws, EEOC regulations, Orders, Decisions and Settlement 

Agreements. The EI Director and Complaints Team regularly interacted with the GC on EEO 

Complaint matters, particularly legal sufficiency reviews. The Agency submitted all mandatory 

EEO annual reports in a timely manner.

Date Submitted Report Title

Date Submitted Report Title

March 13, 2020 FY19 Alternative Dispute Resolution Report

November 2, 2020

FY20 Annual Federal Equal Employment Opportunity Statistical 

Report of Discrimination Complaints (462 Report)

November 4, 2020 FY20 Civil Rights Reports Age Discrimination Act Report and 

Executive Order 13160 Report

January 2020 FY20 No FEAR Act Report

No FEAR Act Report: The EI Office timely and accurately submitted its quarterly and annual No 

FEAR Report to the EEOC. These reports were also posted on the Agency’s external website in a 

timely manner. 

The EI Office ensured compliance with EEOC Administrative Judges and/or the OFO Decisions. 

The Agency’s Settlement Agreement process ensured timely compliance with all terms and 

conditions, to include an appropriate clause regarding breaches. In FY20, DTRA settled with two 

Complainants, who filed complaints in FY18, as follows: Complainant 1 - $13,291.45 in attorney’s 

fees and $75,000 lump sum; Complainant 2 - $95,000 lump sum. There were no findings of 

discrimination issued in FY20. 
27

Figure 5: Monetary Settlements FY17 – FY20

Compliance with Settlement Agreements: The EI Office ensured full and prompt compliance 

with the terms of settlement agreements that were reached in FY20. Once settlement agreements 

were finalized, the EI Director issued execution and compliance letters to all responsible officials 

and tracked compliance. In FY20, DTRA settled with three Complainants, two of whom filed 

complaints in FY18, and one in FY17. FY18 Complainant 1 - $13,291.45 in attorney’s fees and 

$75,000 lump sum; FY18 Complainant 2 - $15,000 in attorney’s fees and $80,000 lump sum; FY17 

Complainant - $55,000 lump sum. There were no findings of discrimination issued in FY20. 

FY17 FY18 FY19 FY20

TOTALS $52,583.35 $42,514.84 $353,867.20 $238,291.45

$0.00

$50,000.00

$100,000.00

$150,000.00

$200,000.00

$250,000.00

$300,000.00

$350,000.00

$400,000.00

Monetary Settlements and Fees by FY Paid Out
28

WORKFORCE DATA HIGHLIGHTS: DTRA’s analysis provides information regarding the 

current composition and trends impacting the workforce. The U.S. Census Bureau 2010 Civilian 

Labor Force (CLF) census data was used as a benchmark.

At the end of FY20, the total workforce (permanent and temporary) was comprised of 1,285 

civilians spanning 14 locations worldwide. The total population decreased from 1,309 to 1,285 

representing a negative net change of -24 (-1.83%). The overall workforce consists of 834 

(64.90%) Males and 451 (35.10%) Females. The 2010 CLF percentage of Males is 51.84% and 

Females is 48.14%.

DTRA FY20 Workforce Analysis

Race/Ethnicity Males

Total % CLF %

Males

Females 

Total % CLF%

Females

Total

Hispanic 56 4.36 5.17 29 2.26 4.79 85

White 608 47.32 38.33 255 19.77 34.03 863

Black 118 9.18 5.49 128 9.96 6.53 246

Asian 41 3.19 1.97 30 2.33 1.93 71

Native Hawaiian/Other Pacific

Islander 2 0.16 0.07 3 0.23 0.07 5

American Indian/Native American 5 0.39 0.55 2 0.16 0.53 7

Two or More Races 4 0.31 0.26 4 0.31 0.28 8

Total 834 64.90 51.84 451 35.10 48.16 1285

*Red indicates percentages that are below the CLF.

Hispanic Male, American Indian/Native American and Female Hispanic, White, and American 

Indian/Native American categories reflect a low participation rate when compared to the CLF, 

based on voluntary employee self-identification.

SUMMARY OF AGENCY ACCOMPLISHMENTS ARE AS FOLLOWS:

PART H Summary: Based on the Part G - Self-Assessment review, the Agency corrected the 

deficiencies as recorded below.

1365

1309

1285

1240

1260

1280

1300

1320

1340

1360

1380

2018 2019 2020

Total DTRA Worforce From 2018 - 2020
29

Closed/Resolved Deficiencies

Element C: Management and Program Accountability

C.2.e.6

Does the agency’s training material on its antiharassment policy include examples of

Disability-based harassment?

DTRA created Anti-Harassment and Disability Training 

modules to include slides and a video on disability-based 

harassment. In addition, these slides were included in the 

EEO for Supervisors and Employees Training.

Element D: Proactive Prevention

D.1.c

Administer exit interviews to include questions on 

how the agency could improve the recruitment, 

hiring, inclusion, and advancement of individuals 

with disabilities

The revised survey includes questions to improve the 

recruitment, hiring, inclusion, and advancement of IwDs. 

The survey was made accessible to the workforce in

September 2020.

Element E: Efficiency

E.4.a.3

Does the agency have systems in place to 

accurately collect, monitor, and analyze 

recruitment activities?

EI and HR collaborated bi-weekly on recruitment and 

outreach efforts. EI was invited to participate in virtual 

job fairs, and disability and diversity events. 

E.4.a.6

The processing of complaints for the antiharassment program? [see EEOC Enforcement 

Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), § 

V.C.2]

EI developed a Supervisory Toolkit and an Employee 

Question and Answer Fact Sheet to inform the workforce 

of the Anti-Harassment process. 

Current Deficiencies

# Element 

# Deficiencies

1 A.3.a

The Agency assesses and ensures EEO principles are part of its culture:

Does the agency provide recognition to employees, supervisors, managers, and units demonstrating 

superior accomplishment in equal employment opportunity?

2 B.3.a

Are EEO program officials present during agency deliberations prior to decisions regarding

recruitment strategies, vacancy projections, succession planning, selections for training/career 

development opportunities, and other workforce changes?

3 B.3.b

Does the agency’s current strategic plan reference EEO/diversity and inclusion principles? [see 

MD-715, II(B)] If “yes”, please identify the EEO principles in the strategic plan in the comments

column.

4 C.2.a

The agency has established procedures to prevent all forms of EEO discrimination. Has the 

agency established comprehensive anti-harassment policy and procedures that comply with 

EEOC’s enforcement guidance? [see MD-715, II(C); Enforcement Guidance on Vicarious 

Employer Liability for Unlawful Harassment by Supervisors (Enforcement

Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]

5

C.3.b.4 Ensure that subordinate supervisors have effective managerial, communication, and interpersonal 

skills to supervise in a workplace with diverse employees? [see MD-715 Instructions, Sec. I]

C.3.b.5 Provide religious accommodations when such accommodations do not cause an undue hardship? [see 

29 CFR §1614.102(a)(7)]

C.3.b.6 Provide disability accommodations when such accommodations do not cause an undue hardship? [ 

see 29 CFR §1614.102(a)(8)]

C.3.b.7 Support the EEO program in identifying and removing barriers to equal opportunity. [see MD-715, 

II(C)]

C.3.b.8 Support the anti-harassment program in investigating and correcting harassing conduct. [see 

Enforcement Guidance, V.C.2]
30

C.3.b.9

Comply with settlement agreements and orders issued by the agency, EEOC, and EEO-related 

cases from the Merit Systems Protection Board, labor arbitrators, and the Federal Labor Relations 

Authority? [see MD-715, II(C)]

6 D.2.b The agency does not regularly examine the impact of management/personnel policies, procedures, 

and practices by race, national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)] 

7

D.1.b

Does the agency regularly use the following sources of information for trigger identification: 

workforce data; complaint/grievance data; exit surveys; employee climate surveys; focus groups; 

affinity groups; union; program evaluations; special emphasis programs; reasonable 

accommodation program; anti-harassment program; and/or external special interest groups? [see 

MD-715 Instructions, Sec. I]

D.2.a Does the agency have a process for analyzing the identified triggers to find possible barriers? [see 

MD-715, (II)(B)]

D.2.b

Does the agency regularly review the following sources of information to find barriers: 

complaint/grievance data, exit surveys, employee climate surveys, focus groups, affinity groups, 

union, program evaluations, anti-harassment program, special emphasis programs, reasonable 

accommodation program; anti-harassment program; and/or external special interest groups? [see 

MD-715 Instructions, Sec. I]

8

D.3.a The agency establishes appropriate action plans to remove identified barriers.

Does the agency effectively tailor action plans to address the identified barriers, in particular 

policies, procedures, or practices? [see 29 CFR §1614.102(a)(3)]

D.3.b If the agency identified one or more barriers during the reporting period, did the agency implement a 

plan in Part I, including meeting the target dates for the planned activities? [see MD-715, II(D)]

D.3.c Does the agency periodically review the effectiveness of the plans? [see MD-715, II(D)]

9 E.4.a.4

Does the agency have systems in place to accurately collect, monitor, and analyze external and 

internal applicant flow data concerning the applicants’ race, national origin, sex, and disability status? 

10

E.5.a Does the agency monitor trends in its EEO program to determine whether the agency is meeting its

obligations under the statutes EEOC enforces?

E.5.b Does the agency review other agencies’ best practices and adopt them, where appropriate, to improve 

the effectiveness of its EEO program?

E.5.c Does the agency compare its performance in the EEO process to other federal agencies of similar 

size?

PART I SUMMARY: The Agency has the following workforce deficiencies according to the 

Civilian Labor Force data; Women, Hispanics, American Indian, and IwDs have low 

participation rates.

In FY20, the EI Office achieved the following:

• Created toolkits for the Anti-Harassment, WRP, Employee Engagement, and Barrier Analysis.

• Conducted five Race Relations sessions for the workforce.

• Developed a Supervisory EEO Performance Element to ensure supervisors and managers will 

be evaluated on compliance. 

• Participated in strategic conversations with HR and hiring managers. 

In FY20, the Agency established its D&I Council, which is comprised of two co-chairs, one 

one general/flag officer and one SES, and voting members of various Directorates. The 

Council has established monthly meetings for the third Thursday of the month. Also, the EI 

Office developed an ERG charter and established six Agency-wide ERGs. Each ERG 

appointed a lead and co-lead to provide leadership and oversight support for all functions of the 

ERGs. The ERGs will initiate activities such as: Data and Barrier Analysis; 

Employee/Workforce Engagement; Recruitment and Outreach; and Training and Cultural 

Awareness to resolve systemic workplace issues.
31

PART J SUMMARY: The overall IwDs percentage was 13.85% (178), which is above 

the 12% benchmark.

In FY20, of 90 individuals retired, 10 were IwDs (11.11%); of 156 separated, 21 were IwDs 

(13.46%).

In FY20, the overall IwTDs percentage was 1.87% (24), which is below the 2% benchmark, but an 

increase from FY19 when the IwTDs percentage was 1.55% (22).

During FY20, the Agency and the EI Office was able to accomplish the following:

• A Disability roster was created for e-mail communication to our disability community, 

detailing internal and external opportunities such as career development, mentoring, and 

specialized training and events training for managers and employees.

• The Agency hosted a Veterans Day Celebration to honor Veterans within the Agency for their 

service. The theme was “Honoring Those Who Served.” 

• The Agency hosted a virtual Disability Awareness and Inclusive Training for the workforce.

Guest presenters from the DBVI and DARS educated the workforce on how to interact with 

IwDs.

• Created two toolkits (Veterans Employment and WRP) for Supervisors and Managers to assist 

in understanding the special hiring authorities.

• WRP hired three college students for temporary summer employment who were placed in 

various Directorates utilizing their skills to support the mission. Two WRP interns were 

permanently hired into government positions. 

CONCLUSION:

The Agency made the following significant contributions to achieving a Model EEO Program: 

• Established a D&I Council to build an inclusive workforce. The Council is comprised of two 

co-chairs, one general officer/flag officer and one SES, and voting and advisory members. 

• Participated in strategic conversations with the HR Directorate and Hiring Managers to educate 

and provide awareness on achieving Diversity in recruitment, hiring and the interviewing 

process. 

• Provided an EEO and Diversity SES performance element for FY21 plans, to ensure senior 

leaders are accountable for fostering an inclusive work environment.

• Hosted a series of five Race Relations sessions to create a safe and supportive environment for 

DTRA employees to candidly voice their concerns and share their experiences regarding race 

relations in our workplace and communities. 

• Enhanced collaboration between the EI office and the HR Directorate on recruitment and

outreach strategies. As a result, we were able to close the outreach and recruiting deficiency.
32

• Established six ERGs (African American, AAPI, Hispanic, IwDs, LGBTQIA, and Women) to

support the D&I Council in creating a culture that encourages collaboration and flexibility,

support and bring employees together and provides recommendations and solutions to barriers 

in the workplace. These ERGs recruited over 70 volunteers (5.39%) of the DTRA workforce. 

In FY21, EI will continue to develop and finalize the D&I Strategic Plan and develop a variety 

of communication strategies to integrate the D&I brand throughout the workforce. We will develop 

a roadmap to foster and sustain employee engagement utilizing the FEVS. In addition, we will 

continue to enhance collaborative efforts with the D&I Council and the ERGs to leverage Barrier 

Analysis and Special Emphasis and Observances.

DTRA Leadership is committed to working together to ensure the workforce is empowered and 

equipped to reach our full potential. The values and goals attained through our continuous efforts 

will create a diverse and innovative workforce which is paramount to accomplishing the DTRA 

mission and our future success.

ACRONYMS

ABQ Albuquerque

ADR Alternative Dispute Resolution

AHP Anti-Harassment Program

AL Acquisition, Contracts, and Logistics Directorate

AL-EL Engineering and Logistics Department

AL-SB Office of Small Business Programs

CAP Computer Accommodation Program

CLF Civilian Labor Force

COVID-19 Coronavirus disease 2019

CT Cooperative Threat Reduction Directorate

D&I Diversity and Inclusion

DARS Department for Aging and Rehabilitation Services

DBVI Department of the Blind and Vision Impairment

DID Diversity Internship for DTRA

DIR DTRA Director

DoD Department of Defense

DTRA Defense Threat Reduction Agency

EEO Equal Employment Opportunity

EEOC Equal Employment Opportunity Commission

EI Equity, Diversity, and Inclusion Office

EIS Enterprise Information System

EO Equal Opportunity

ERG Employee Resource Group

ES Environmental, Safety, and Occupational Health Office

FedSEP Federal Sector EEO Portal

FEVS Federal Employee Viewpoint Survey
33

FY Fiscal Year

GC General Counsel

HBCU Historically Black College and University

HR Human Resources Directorate

IG Inspector General

IT Information Management and Technology Directorate

IwDs Individuals with Disabilities

IwTD Individuals with Targeted Disabilities

LDC Leadership Development Council

LGBTQIA Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, Intersex, and 

Asexual/Ally

MD Management Directive

MSI Minority-Serving Institution

NDEAM National Disability Employment Awareness Month

NE Nuclear Enterprise Directorate

No FEAR Notification and Federal Employee Antidiscrimination Retaliation Act of 2002

OB On-Site Inspection and Building Capacity Directorate

OB-BE Conventional Inspections Department

OB-BP Building Partner Capacity Department

OB-BPI INDOPACOM Operations Division

OB-OS Open Skies Department

OFO Office of Federal Operations

OI Operations and Integration Directorate

OI-MSC Security and Counterintelligence Division

PAS Personal Assistance Services

PNNL Pacific Northwest National Laboratory

RA Reasonable Accommodation

RD Research and Development Directorate

RD-CB Chemical and Biological Technologies Department

RD-CXU Urgent Solutions Division

RD-ECN Nevada Test Division

SAPR Sexual Assault Prevention and Response

SEP Special Emphasis Program

SES Senior Executive Service

SI Strategic Integration Directorate

SLI Sign Language Interpreter

STRI Strategic Trends Research Initiative

UCP Unified Command Plan
34

WMD Weapons of Mass Destruction

WRP Workforce Recruitment Program
35
36

EEOC FORM 

715-01

PART F

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

CERTIFICATION of ESTABLISHMENT of CONTINUING EQUAL EMPLOYMENT 

OPPORTUNITY PROGRAMS

I, Willisa M. Donald, am the Director, Equity, Diversity, and Inclusion Programs Office

Principal EEO Director/Official For Defense Threat Reduction Agency

The Agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the 

essential elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the 

standards of EEO MD-715, a further evaluation was conducted and, as appropriate, EEO Plans for 

Attaining the Essential Elements of a Model EEO Program are included with this Federal Agency Annual 

EEO Program Status Report.

The Agency has also analyzed its workforce profiles and conducted barrier analyses aimed at detecting 

whether any management or personnel policy, procedure, or practice is operating to disadvantage any group 

based on race, national origin, gender or disability. EEO Plans to Eliminate Identified Barriers, as 

appropriate, are included with this Federal Agency Annual EEO Program Status Report.

I certify that proper documentation of this assessment is in place and is being maintained for EEOC 

review upon request.

 7/28/2021

Director, Equity, Diversity, Inclusion Office Date

Acting Director, Defense Threat Reduction Agency Date
37
38

MD-715 - PART G

Agency Self-Assessment Checklist

Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP

This element requires the agency head to communicate a commitment to equal employment opportunity 

and a discrimination-free workplace.

Measure 

Met? Compliance 

Indicator A.1 – The agency issues an effective, up-to-date EEO policy 

statement.

Measures

A.1.a

Does the agency annually issue a signed and dated EEO policy 

statement on agency letterhead that clearly communicates the 

agency’s commitment to EEO for all employees and applicants? If 

“yes”, please provide the annual issuance date in the comments

column. [see MD-715, II(A)]

YES

A.1.b

Does the EEO policy statement address all protected bases (age, 

color, disability, sex (including pregnancy, sexual orientation and 

gender identity), genetic information, national origin, race, religion, 

and reprisal) contained in the laws EEOC enforces? [see 29 CFR §

1614.101(a)]

YES

Measure 

Met? Compliance 

Indicator A.2 – The agency has communicated EEO policies and 

procedures to all employees.

Measures

A.2.a Does the agency disseminate the following policies and

procedures to all employees:

A.2.a.1 Anti-harassment policy? [see MD 715, II(A)] YES

A.2.a.2 Reasonable accommodation procedures? [see 29 C.F.R §

1614.203(d)(3)] YES

A.2.b Does the agency prominently post the following information 

throughout the workplace and on its public website:

A.2.b.1

The business contact information for its EEO Counselors, EEO

Officers, Special Emphasis Program Managers, and EEO Director? 

[see 29 C.F.R § 1614.102(b)(7)]

YES

A.2.b.2

Written materials concerning the EEO program, laws, policy 

statements, and the operation of the EEO complaint process? [see 29

C.F.R § 1614.102(b)(5)]

YES

A.2.b.3

Reasonable accommodation procedures? [see 29 C.F.R. § 

1614.203(d)(3)(i)] If so, please provide the internet address in the 

comments column.

YES

https://www.dtra.mil/Wor

k-With-Us/DTRACareers/Pay-andBenefits/.

A.2.c Does the agency inform its employees about the following topics:

A.2.c.1

EEO complaint process? [see 29 CFR §§ 1614.102(a)(12) and 

1614.102(b)(5)] If “yes”, please provide how often.

YES During the informal and 

formal process. Also 

during training.

A.2.c.2 ADR process? [see MD-110, Ch. 3(II)(C)] If “yes”, please provide 

how often. YES During the informal and formal process. Also 
39

during training.

A.2.c.3 Reasonable accommodation program? [see 29 CFR § 

1614.203(d)(7)(ii)(C)] If “yes”, please provide how often. YES

A.2.c.4

Anti-harassment program? [see EEOC Enforcement Guidance on

Vicarious Employer Liability for Unlawful Harassment by 

Supervisors (1999), § V.C.1] If “yes”, please provide how often. YES

Discussed during 

mandatory EEO for 

Employees (monthly) 

and Supervisor’s 

(quarterly) Training. 

A.2.c.5

Behaviors that are inappropriate in the workplace and could result in

disciplinary action? [5 CFR § 2635.101(b)] If “yes”, please provide 

how often.

YES

Compliance 

Indicator

Measures

A.3 – The agency assesses and ensures EEO principles are part 

of its culture.

Measure 

Met?

A.3.a

Does the agency provide recognition to employees, supervisors, 

managers, and units demonstrating superior accomplishment in 

equal employment opportunity? [see 29 CFR § 1614.102(a) (9)] If

“yes”, provide one or two examples in the comments section.

NO Part H 1

A.3.b

Does the agency utilize the Federal Employee Viewpoint Survey or

other climate assessment tools to monitor the perception of EEO 

principles within the workforce? [see 5 CFR Part 250]

YES

Essential Element B: INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION

This element requires that the agency’s EEO programs are structured to maintain a workplace that is free from 

discrimination and support the agency’s strategic mission.

Compliance 

Indicator

Measures

B.1 - The reporting structure for the EEO program provides the 

principal EEO official with appropriate authority and resources 

to effectively carry out a successful EEO program.

Measure 

Met?

B.1.a

Is the agency head the immediate supervisor of the person (“EEO 

Director”) who has day-to-day control over the EEO office? [see 29

CFR §1614.102(b)(4)]

YES

B.1.a.1

If the EEO Director does not report to the agency head, does the 

EEO Director report to the same agency head designee as the 

mission-related programmatic offices? If “yes,” please provide the

title of the agency head designee in the comments.

YES

B.1.a.2 Does the agency’s organizational chart clearly define the reporting

structure for the EEO office? [see 29 CFR §1614.102(b)(4)] YES

B.1.b

Does the EEO Director have a regular and effective means of 

advising the agency head and other senior management officials of 

the effectiveness, efficiency and legal compliance of the agency’s 

EEO program? [see 29 CFR §1614.102(c)(1); MD-715 Instructions,

Sec. I]

YES
40

B.1.c

During this reporting period, did the EEO Director present to the 

head of the agency, and other senior management officials, the 

"State of the agency" briefing covering the six essential elements of 

the model EEO program and the status of the barrier analysis

process? [see MD-715 Instructions, Sec. I)] If “yes”, please provide 

the date of the briefing in the comments column.

YES

B.1.d

Does the EEO Director regularly participate in senior-level staff 

meetings concerning personnel, budget, technology, and other

workforce issues? [see MD-715, II(B)]

YES

Compliance 

Indicator

Measures

B.2 – The EEO Director controls all aspects of the EEO 

program.

Measure 

Met?

B.2.a

Is the EEO Director responsible for the implementation of a 

continuing affirmative employment program to promote EEO and to 

identify and eliminate discriminatory policies, procedures, and

practices? [see MD-110, Ch. 1(III)(A); 29 CFR §1614.102(c)]

YES

B.2.b Is the EEO Director responsible for overseeing the completion of

EEO counseling [see 29 CFR §1614.102(c)(4)] YES

B.2.c

Is the EEO Director responsible for overseeing the fair and thorough 

investigation of EEO complaints? [see 29 CFR §1614.102(c)(5)] 

[This question may not be applicable for certain subordinate level

components.]

YES

B.2.d

Is the EEO Director responsible for overseeing the timely issuance 

of final agency decisions? [see 29 CFR §1614.102(c)(5)] [This 

question may not be applicable for certain subordinate level

components.]

YES

B.2.e Is the EEO Director responsible for ensuring compliance with EEOC

orders? [see 29 CFR §§ 1614.102(e); 1614.502] YES

B.2.f Is the EEO Director responsible for periodically evaluating the entire

EEO program and providing recommendations for improvement to 

the agency head? [see 29 CFR §1614.102(c)(2)]

YES

B.2.g If the agency has subordinate level components, does the EEO 

Director provide effective guidance and coordination for the

components? [see 29 CFR §§ 1614.102(c)(2) and (c)(3)]

YES

Compliance 

Indicator

Measures

B.3 - The EEO Director and other EEO professional staff are 

involved in, and consulted on, management/personnel actions.

Measure 

Met?

B.3.a

Do EEO program officials participate in agency meetings regarding 

workforce changes that might impact EEO issues, including strategic 

planning, recruitment strategies, vacancy projections, succession

planning, and selections for training/career development 

opportunities? [see MD-715, II(B)]

NO Part H 2
41

B.3.b

Does the agency’s current strategic plan reference EEO / diversity 

and inclusion principles? [see MD-715, II(B)] If “yes”, please 

identify the EEO principles in the strategic plan in the comments

column.

NO Part H 3

Compliance 

Indicator

Measures

B.4 - The agency has sufficient budget and staffing to support 

the success of its EEO program.

Measure 

Met?

B.4.a

Pursuant to 29 CFR §1614.102(a)(1), has the agency allocated

sufficient funding and qualified staffing to successfully 

implement the EEO program, for the following areas:

B.4.a.1 to conduct a self-assessment of the agency for possible program

deficiencies? [see MD-715, II(D)] YES

B.4.a.2 to enable the agency to conduct a thorough barrier analysis of its

workforce? [see MD-715, II(B)] YES

B.4.a.3

to timely, thoroughly, and fairly process EEO complaints, including 

EEO counseling, investigations, final agency decisions, and legal 

sufficiency reviews? [see 29 CFR § 1614.102(c)(5) & 1614.105(b)

– (f); MD-110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)]

YES

B.4.a.4

to provide all supervisors and employees with training on the EEO 

program, including but not limited to retaliation, harassment, 

religious accommodations, disability accommodations, the EEO 

complaint process, and ADR? [see MD-715, II(B) and III(C)] If not, 

please identify the type(s) of training with insufficient funding in the

comments column.

YES

B.4.a.5

to conduct thorough, accurate, and effective field audits of the EEO 

programs in components and the field offices, if applicable? [see 29 

CFR §1614.102(c)(2)]

YES

B.4.a.6

to publish and distribute EEO materials (e.g. harassment policies, 

EEO posters, reasonable accommodations procedures)? [see MD715, II(B)]

YES

B.4.a.7

to maintain accurate data collection and tracking systems for the 

following types of data: complaint tracking, workforce 

demographics, and applicant flow data? [see MD-715, II(E)]. If not,

please identify the systems with insufficient funding in the 

comments section.

YES

B.4.a.8

to effectively administer its special emphasis programs (such as, 

Federal Women’s Program, Hispanic Employment Program, and 

People with Disabilities Program Manager)? [5 USC § 7201; 38 

USC § 4214; 5 CFR § 720.204; 5 CFR § 213.3102(t) and (u); 5 CFR

§ 315.709]

YES

B.4.a.9

to effectively manage its anti-harassment program? [see MD-715 

Instructions, Sec. I); EEOC Enforcement Guidance on Vicarious 

Employer Liability for Unlawful Harassment by Supervisors (1999),

§ V.C.1]

YES

B.4.a.10 to effectively manage its reasonable accommodation program? [see 

29 CFR § 1614.203(d)(4)(ii)] YES

B.4.a.11 to ensure timely and complete compliance with EEOC orders? [see 

MD-715, II(E)] YES
42

B.4.b Does the EEO office have a budget that is separate from other

offices within the agency? [see 29 CFR § 1614.102(a)(1)] YES

B.4.c Are the duties and responsibilities of EEO officials clearly defined?

[see MD-110, Ch. 1(III)(A), 2(III), & 6(III)] YES

B.4.d

Does the agency ensure that all new counselors and investigators,

including contractors and collateral duty employees, receive the 

required 32 hours of training, pursuant to Ch. 2(II)(A) of MD-110?

YES

B.4.e

Does the agency ensure that all experienced counselors and 

investigators, including contractors and collateral duty employees,

receive the required 8 hours of annual refresher training, pursuant to 

Ch. 2(II)(C) of MD-110?

YES

Compliance 

Indicator

Measures

B.5 – The agency recruits, hires, develops, and retains 

supervisors and managers who have effective managerial, 

communications, and interpersonal skills.

Measure 

Met?

B.5.a

Pursuant to 29 CFR § 1614.102(a)(5), have all managers and

supervisors received training on their responsibilities under the 

following areas under the agency EEO program:

B.5.a.1 EEO Complaint Process? [see MD-715(II)(B)] YES

B.5.a.2 Reasonable Accommodation Procedures? [see 29 C.F.R. § 

1614.102(d)(3)] YES

B.5.a.3 Anti-Harassment Policy? [see MD-715(II)(B)] YES

B.5.a.4

Supervisory, managerial, communication, and interpersonal skills in 

order to supervise most effectively in a workplace with diverse 

employees and avoid disputes arising from ineffective

communications? [see MD-715, II(B)]

YES

B.5.a.5

ADR, with emphasis on the federal government’s interest in

encouraging mutual resolution of disputes and the benefits 

associated with utilizing ADR? [see MD-715(II)(E)]

YES

Compliance 

Indicator

Measures

B.6 – The agency involves managers in the implementation of its 

EEO program.

Measure 

Met?

B.6.a Are senior managers involved in the implementation of Special 

Emphasis Programs? [see MD-715 Instructions, Sec. I] YES

B.6.b Do senior managers participate in the barrier analysis process? [see 

MD-715 Instructions, Sec. I] YES

B.6.c

When barriers are identified, do senior managers assist in 

developing agency EEO action plans (Part I, Part J, or the Executive 

Summary)? [see MD-715 Instructions, Sec. I]

YES

B.6.d

Do senior managers successfully implement EEO Action Plans and 

incorporate the EEO Action Plan Objectives into agency strategic 

plans? [29 CFR § 1614.102(a)(5)]

YES
43

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITY

This element requires the agency head to hold all managers, supervisors, and EEO officials responsible for 

the effective implementation of the agency’s EEO Program and Plan.

Compliance 

Indicator

Measures

C.1 – The agency conducts regular internal audits of its 

component and field offices.

Measure 

Met?

C.1.a

Does the agency regularly assess its component and field offices for 

possible EEO program deficiencies? [see 29 CFR §1614.102(c)(2)] 

If ”yes”, please provide the schedule for conducting audits in the

comments section.

YES ABQ – EEO Personnel 

Onsite

C.1.b

Does the agency regularly assess its component and field offices on 

their efforts to remove barriers from the workplace? [see 29 CFR

§1614.102(c)(2)] If ”yes”, please provide the schedule for 

conducting audits in the comments section.

YES

DTRA ABQ climate 

survey completed in 

4/2020

C.1.c

Do the component and field offices make reasonable efforts to

comply with the recommendations of the field audit? [see MD-715, 

II(C)]

YES

Compliance 

Indicator

Measures

C.2 – The agency has established procedures to prevent all 

forms of EEO discrimination.

Measure 

Met?

YES

C.2.a

Has the agency established comprehensive anti-harassment policy 

and procedures that comply with EEOC’s enforcement guidance? 

[see MD-715, II(C); Enforcement Guidance on Vicarious Employer 

Liability for Unlawful Harassment by Supervisors (Enforcement

Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]

NO Part H 4

C.2.a.1

Does the anti-harassment policy require corrective action to prevent 

or eliminate conduct before it rises to the level of unlawful 

harassment? [see EEOC Enforcement Guidance on Vicarious 

Employer Liability for Unlawful Harassment by Supervisors (1999),

§ V.C.1]

NO

C.2.a.2

Has the agency established a firewall between theAnti-Harassment

Coordinator and the EEO Director? [see EEOC Report, Model EEO 

Program Must Have an Effective Anti-Harassment Program(2006] YES

There is a firewall within 

the Anti-Harassment 

program and the EI 

Director. Management 

officials make all the final 

decisions and corrective 

actions.

C.2.a.3

Does the agency have a separate procedure (outside the EEO 

complaint process) to address harassment allegations? [see 

Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (Enforcement Guidance),

EEOC No. 915.002, § V.C.1 (June 18, 1999)]

YES

The Anti-Harassment 

Program is separate from 

the Complaint Process

C.2.a.4

Does the agency ensure that the EEO office informs the antiharassment program of all EEO counseling activity alleging

harassment? [see Enforcement Guidance, V.C.]

YES

The complaint manager 

and specialist are informed 

of alleging harassment
44

C.2.a.5

Does the agency conduct a prompt inquiry (beginning within 10 

days of notification) of all harassment allegations, including those 

initially raised in the EEO complaint process? [see Complainant v.

Dep’t of Veterans Affairs, EEOC Appeal No. 0120123232 (May 21, 

2015); Complainant v. Dep’t of Defense (Defense Commissary 

Agency), EEOC Appeal No. 0120130331 (May 29, 2015)] If “no”,

please provide the percentage of timely-processed inquiries in the 

comments column.

YES

Closed in FY19

C.2.a.6

Do the agency’s training materials on its anti-harassment policy 

include examples of disability-based harassment? [see 29 CFR

1614.203(d)(2)] YES

Closed in FY20 

Anti-Harassment and 

Disability Training 

modules were created to 

include slides and a video 

on disability-based 

harassment. 

C.2.b

Has the agency established disability reasonable accommodation

procedures that comply with EEOC’s regulations and guidance? [see 

29 CFR 1614.203(d)(3)]

YES

RA Procedures were 

revised and submitted to 

EEOC on February 26, 21

C.2.b.1

Is there a designated agency official or other mechanism in place to 

coordinate or assist with processing requests for disability 

accommodations throughout the agency? [see 29 CFR

1614.203(d)(3)(D)]

YES

C.2.b.2

Has the agency established a firewall between the Reasonable

Accommodation Program Manager and the EEO Director? [see MD110, Ch. 1(IV)(A)]

YES

C.2.b.3

Does the agency ensure that job applicants can request and receive

reasonable accommodations during the application and placement 

processes? [see 29 CFR 1614.203(d)(1)(ii)(B)]

YES

C.2.b.4

Do the reasonable accommodation procedures clearly state that the 

agency should process the request within a maximum amount of 

time (e.g., 20 business days), as established by the agency in its

affirmative action plan? [see 29 CFR 1614.203(d)(3)(i)(M)]

YES

C.2.b.5

Does the agency process all accommodation requests within the time 

frame set forth in its reasonable accommodation procedures? [see 

MD-715, II(C)] If “no”, please provide the percentage of timelyprocessed requests in the comments column.

YES

C.2.c

Has the agency established procedures for processing requests for 

personal assistance services that comply with EEOC’s regulations, 

enforcement guidance, and other applicable executive orders,

guidance, and standards? [see 29 CFR 1614.203(d)(6)]

YES

C.2.c.1

Does the agency post its procedures for processing requests for 

Personal Assistance Services on its public website? [see 29 CFR §

1614.203(d)(5)(v)] If “yes”, please provide the internet address in 

the comments column.

YES

https://www.dtra.mil/W

ork-With-Us/DTRACareers/Pay-andBenefits/.

Compliance 

Indicator

Measures

C.3 - The agency evaluates managers and supervisors on their 

efforts to ensure equal employment opportunity.

Measure 

Met?
45

C.3.a

Pursuant to 29 CFR §1614.102(a)(5), do all managers and 

supervisors have an element in their performance appraisal that 

evaluates their commitment to agency EEO policies and principles

and their participation in the EEO program?

YES

C.3.b

Does the agency require rating officials to evaluate the

performance of managers and supervisors based on the 

following activities:

C.3.b.1 Resolve EEO problems/disagreements/conflicts, including the

participation in ADR proceedings? [see MD-110, Ch. 3.I] YES

C.3.b.2

Ensure full cooperation of employees under his/her supervision with 

EEO officials, such as counselors and investigators? [see 29 CFR

§1614.102(b)(6)]

YES

C.3.b.3 Ensure a workplace that is free from all forms of discrimination,

including harassment and retaliation? [see MD-715, II(C)] YES

C.3.b.4

Ensure that subordinate supervisors have effective managerial, 

communication, and interpersonal skills to supervise in a workplace

with diverse employees? [see MD-715 Instructions, Sec. I]

NO Part H 5

C.3.b.5 Provide religious accommodations when such accommodations do

not cause an undue hardship? [see 29 CFR §1614.102(a)(7)] NO Part H 5

C.3.b.6 Provide disability accommodations when such accommodations do

not cause an undue hardship? [ see 29 CFR §1614.102(a)(8)] NO Part H 5

C.3.b.7 Support the EEO program in identifying and removing barriers to

equal opportunity. [see MD-715, II(C)] NO Part H 5

C.3.b.8 Support the anti-harassment program in investigating and correcting

harassing conduct. [see Enforcement Guidance, V.C.2] NO Part H 5

C.3.b.9

Comply with settlement agreements and orders issued by the

agency, EEOC, and EEO-related cases from the Merit Systems

Protection Board, labor arbitrators, and the Federal Labor Relations

Authority? [see MD-715, II(C)]

NO Part H 5

C.3.c

Does the EEO Director recommend to the agency head 

improvements or corrections, including remedial or disciplinary 

actions, for managers and supervisors who have failed in their EEO

responsibilities? [see 29 CFR §1614.102(c)(2)]

YES

C.3.d

When the EEO Director recommends remedial or disciplinary 

actions, are the recommendations regularly implemented by the

agency? [see 29 CFR §1614.102(c)(2)]

YES

Compliance 

Indicator

Measures

C.4 – The agency ensures effective coordination between its 

EEO programs and Human Resources (HR) program.

Measure 

Met?

C.4.a

Do the HR Director and the EEO Director meet regularly to assess 

whether personnel programs, policies, and procedures conform to 

EEOC laws, instructions, and management directives? [see 29 CFR

§1614.102(a)(2)]

YES

C.4.b

Has the agency established timetables/schedules to review at regular 

intervals its merit promotion program, employee recognition awards 

program, employee development/training programs, and 

management/personnel policies, procedures, and practices for 

systemic barriers that may be impeding full participation in the

program by all EEO groups? [see MD-715 Instructions, Sec. I]

YES
46

C.4.c

Does the EEO office have timely access to accurate and complete 

data (e.g., demographic data for workforce, applicants, training 

programs, etc.) required to prepare the MD-715 workforce data

tables? [see 29 CFR §1614.601(a)]

YES

C.4.d

Does the HR office timely provide the EEO office with access to 

other data (e.g., exit interview data, climate assessment surveys, and

grievance data), upon request? [see MD-715, II(C)]

YES

C.4.e Pursuant to Section II(C) of MD-715, does the EEO office 

collaborate with the HR office to:

C.4.e.1 Implement the Affirmative Action Plan for Individuals with

Disabilities? [see 29 CFR §1614.203(d); MD-715, II(C)] YES

C.4.e.2 Develop and/or conduct outreach and recruiting initiatives? [see

MD-715, II(C)] YES Closed in FY 2019

C.4.e.3 Develop and/or provide training for managers and employees? [see

MD-715, II(C)] YES

C.4.e.4 Identify and remove barriers to equal opportunity in the workplace?

[see MD-715, II(C)] YES

C.4.e.5 Assist in preparing the MD-715 report? [see MD-715, II(C)] YES

Compliance 

Indicator

Measures

C.5 – Following a finding of discrimination, the agency explores 

whether it should take a disciplinary action.

Measure 

Met?

C.5.a

Does the agency have a disciplinary policy and/or table of penalties

that covers discriminatory conduct? [see 29 CFR § 1614.102(a)(6); 

see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)]

YES

C.5.b

When appropriate, does the agency discipline or sanction managers 

and employees for discriminatory conduct? [see 29 CFR

§1614.102(a)(6)] If “yes”, please state the number of

disciplined/sanctioned individuals during this reporting period in the 

comments.

YES

In FY20, four employees 

were disciplined

C.5.c

If the agency has a finding of discrimination (or settles cases in 

which a finding was likely), does the agency inform managers and

supervisors about the discriminatory conduct? [see MD+-715, II(C)]

YES

Compliance 

Indicator

Measures

C.6 – The EEO office advises managers/supervisors on EEO 

matters.

Measure 

Met?

YES

C.6.a

Does the EEO office provide management/supervisory officials with 

regular EEO updates on at least an annual basis, including EEO 

complaints, workforce demographics and data summaries, legal 

updates, barrier analysis plans, and special emphasis updates? [see

MD-715 Instructions, Sec. I] If “yes”, please identify the frequency 

of the EEO updates in the comments column.

YES

During the weekly 

Agency Director Staff 

Meeting

C.6.b

Are EEO officials readily available to answer managers’ and 

supervisors’ questions or concerns? [see MD-715 Instructions, Sec. 

I]

YES
47

Essential Element D: PROACTIVE PREVENTION

This element requires that the agency head make early efforts to prevent discrimination and to identify 

and eliminate barriers to equal employment opportunity.

Compliance 

Indicator

Measures

D.1 – The agency conducts a reasonable assessment to monitor 

progress towards achieving equal employment opportunity 

throughout the year.

Measure 

Met?

D.1.a Does the agency have a process for identifying triggers in the 

workplace? [see MD-715 Instructions, Sec. I] YES

D.1.b

Does the agency regularly use the following sources of 

information for trigger identification: workforce data; 

complaint/grievance data; exit surveys; employee climate 

surveys; focus groups; affinity groups; union; program 

evaluations; special emphasis programs; reasonable 

accommodation program; anti-harassment program; and/or 

external special interest groups? [see MD-715 Instructions, 

Sec. I]

NO Part H 8

D.1.c

Does the agency conduct exit interviews or surveys that

include questions on how the agency could improve the 

recruitment, hiring, inclusion, retention and advancement of

individuals with disabilities? [see 29 CFR

1614.203(d)(1)(iii)(C)]

YES PART H 7

Closed in FY20

Compliance 

Indicator

Measures

D.2 – The agency identifies areas where barriers may exclude 

EEO groups (reasonable basis to act.)

Measure 

Met?

D.2.a

Does the agency have a process for analyzing the identified triggers

to find possible barriers? [see MD-715, (II)(B)] NO

Part H 8

Trigger tables

D.2.b

Does the agency regularly examine the impact of

management/personnel policies, procedures, and practices by race, 

national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)]

NO Part H 6

D.2.c

Does the agency consider whether any group of employees or 

applicants might be negatively impacted prior to making human 

resource decisions, such as re-organizations and realignments? [see

29 CFR §1614.102(a)(3)]

YES EI reviews all 

reorganizations.

D.2.d

Does the agency regularly review the following sources of 

information to find barriers: complaint/grievance data, exit surveys, 

employee climate surveys, focus groups, affinity groups, union, 

program evaluations, anti-harassment program, special emphasis 

programs, reasonable accommodation program; anti-harassment 

program; and/or external special interest groups? [see MD-715

Instructions, Sec. I] If “yes”, please identify the data sources in the 

comments column.

NO PART H 8
48

Compliance 

Indicator

Measures

D.3 – The agency establishes appropriate action plans to remove 

identified barriers.

Measure 

Met?

D.3.a.

Does the agency effectively tailor action plans to address the 

identified barriers, in particular policies, procedures, or practices?

[see 29 CFR §1614.102(a)(3)]

NO PART H 9

D.3.b

If the agency identified one or more barriers during the reporting

period, did the agency implement a plan in Part I, including meeting 

the target dates for the planned activities? [see MD-715, II(D)]

NO PART H 9

D.3.c Does the agency periodically review the effectiveness of the plans?

[see MD-715, II(D)] NO PART H 9

Compliance 

Indicator

Measures

D.4 – The agency has an affirmative action plan for people with 

disabilities, including those with targeted disabilities.

Measure 

Met?

D.4.a

Does the agency post its affirmative action plan on its public 

website? [see 29 CFR 1614.203(d)(4)] Please provide the internet 

address in the comments.

YES https://www.dtra.mil/

Mission/EI-AnnualReports/

D.4.b

Does the agency take specific steps to ensure qualified people with 

disabilities are aware of and encouraged to apply for job vacancies?

[see 29 CFR 1614.203(d)(1)(i)]

YES

D.4.c

Does the agency ensure that disability-related questions from

members of the public are answered promptly and correctly? [see 29 

CFR 1614.203(d)(1)(ii)(A)]

YES

D.4.d

Has the agency taken specific steps that are reasonably designed to 

increase the number of persons with disabilities or targeted 

disabilities employed at the agency until it meets the goals? [see 29

CFR 1614.203(d)(7)(ii)]

YES

Essential Element E: EFFICIENCY

This element requires the agency head to ensure that there are effective systems for evaluating the impact and 

effectiveness of the agency’s programs and an efficient and fair dispute resolution process.

Compliance 

Indicator

Measures

E.1 - The agency maintains an efficient, fair, and impartial 

complaint resolution process.

Measure 

Met?

E.1.a Does the agency timely provide EEO counseling, pursuant to 29

CFR §1614.105? YES

E.1.b

Does the agency provide written notification of rights and 

responsibilities in the EEO process during the initial counseling 

session, pursuant to 29 CFR §1614.105(b)(1)?

YES

E.1.c Does the agency issue acknowledgment letters immediately upon

receipt of a formal complaint, pursuant to MD-110, Ch. 5(I)? YES

E.1.d

Does the agency issue acceptance letters/dismissal decisions within 

a reasonable time (e.g., 60 days) after receipt of the written EEO

Counselor report, pursuant to MD-110, Ch. 5(I)? If so, please 

provide the average processing time in the comments.

YES Forty Five days of less.
49

E.1.e

Does the agency ensure all employees fully cooperate with EEO 

counselors and EEO personnel in the EEO process, including 

granting routine access to personnel records related to an

investigation, pursuant to 29 CFR §1614.102(b)(6)?

YES

E.1.f Does the agency timely complete investigations, pursuant to 29 CFR

§1614.108? YES

E.1.g

If the agency does not timely complete investigations, does the 

agency notify complainants of the date by which the investigation 

will be completed and of their right to request a hearing or file a

lawsuit, pursuant to 29 CFR §1614.108(g)?

YES

E.1.h

When the complainant does not request a hearing, does the agency 

timely issue the final agency decision, pursuant to 29 CFR

§1614.110(b)?

YES

E.1.i

Does the agency timely issue final actions following receipt of the 

hearing file and the administrative judge’s decision, pursuant to 29 

CFR §1614.110(a)?

YES

Final Agency Orders were 

late based on the initial 

EEOC COVID guidance.

E.1.j

If the agency uses contractors to implement any stage of the EEO 

complaint process, does the agency hold them accountable for poor

work product and/or delays? [See MD-110, Ch. 5(V)(A)] If “yes”, 

please describe how in the comments column.

N/A

E.1.k

If the agency uses employees to implement any stage of the EEO 

complaint process, does the agency hold them accountable for poor 

work product and/or delays during performance review? [See MD110, Ch. 5(V)(A)]

YES

E.1.l

Does the agency submit complaint files and other documents in the 

proper format to EEOC through the Federal Sector EEO Portal 

(FedSEP)? [See 29 CFR § 1614.403(g)]

YES

Compliance 

Indicator

Measures

E.2 – The agency has a neutral EEO process.

Measure 

Met?

E.2.a

Has the agency established a clear separation between its EEO 

complaint program and its defensive function? [see MD-110, Ch.

1(IV)(D)]

YES

E.2.b

When seeking legal sufficiency reviews, does the EEO office have 

access to sufficient legal resources separate from the agency 

representative? [see MD-110, Ch. 1(IV)(D)] If “yes”, please

identify the source/location of the attorney who conducts the legal 

sufficiency review in the comments column.

YES

E.2.c

If the EEO office relies on the agency’s defensive function to 

conduct the legal sufficiency review, is there a firewall between the 

reviewing attorney and the agency representative? [see MD-110, Ch.

1(IV)(D)]

YES

E.2.d

Does the agency ensure that its agency representative does not 

intrude upon EEO counseling, investigations, and final agency 

decisions? [see MD-110, Ch. 1(IV)(D)]

YES
50

E.2.e

If applicable, are processing time frames incorporated for the legal 

counsel’s sufficiency review for timely processing of complaints? 

[see EEOC Report, Attaining a Model Agency Program: Efficiency

(Dec. 1, 2004)]

YES

Compliance 

Indicator

Measures

E.3 - The agency has established and encouraged the widespread 

use of a fair alternative dispute resolution (ADR) program.

Measure 

Met?

E.3.a

Has the agency established an ADR program for use during both the 

pre-complaint and formal complaint stages of the EEO process? [see

29 CFR §1614.102(b)(2)]

YES

E.3.b Does the agency require managers and supervisors to participate in

ADR once it has been offered? [see MD-715, II(A)(1)] YES

E.3.c Does the agency encourage all employees to use ADR, where ADR

is appropriate? [see MD-110, Ch. 3(IV)(C)] YES

E.3.d

Does the agency ensure a management official with settlement 

authority is accessible during the dispute resolution process? [see

MD-110, Ch. 3(III)(A)(9)]

YES

E.3.e

Does the agency prohibit the responsible management official

named in the dispute from having settlement authority? [see MD110, Ch. 3(I)]

YES

E.3.f Does the agency annually evaluate the effectiveness of its ADR

program? [see MD-110, Ch. 3(II)(D)] YES

Compliance 

Indicator

Measures

E.4 – The agency has effective and accurate data collection 

systems in place to evaluate its EEO program.

Measure 

Met?

E.4.a Does the agency have systems in place to accurately collect, 

monitor, and analyze the following data:

E.4.a.1

Complaint activity, including the issues and bases of the complaints, 

the aggrieved individuals/complainants, and the involved

management official? [see MD-715, II(E)]

YES

E.4.a.2 The race, national origin, sex, and disability status of agency

employees? [see 29 CFR §1614.601(a)] YES

E.4.a.3 Recruitment activities? [see MD-715, II(E)] YES PART H 10

Closed in FY20

E.4.a.4 External and internal applicant flow data concerning the applicants’

race, national origin, sex, and disability status? [see MD-715,II(E)] NO Part H 11

E.4.a.5 The processing of requests for reasonable accommodation? [29 CFR

§ 1614.203(d)(4)] YES

E.4.a.6

The processing of complaints for the anti-harassment program? [see 

EEOC Enforcement Guidance on Vicarious Employer Liability for

Unlawful Harassment by Supervisors (1999), § V.C.2] YES PART H 4Closed in FY20

E.4.b Does the agency have a system in place to re-survey the workforce

on a regular basis? [MD-715 Instructions, Sec. I] YES
51

Compliance 

Indicator

Measures

E.5 – The agency identifies and disseminates significant trends 

and best practices in its EEO program.

Measure 

Met?

E.5.a

Does the agency monitor trends in its EEO program to determine 

whether the agency is meeting its obligations under the statutes 

EEOC enforces? [see MD-715, II(E)] If “yes”, provide an example

in the comments.

NO Part H 12

E.5.b

Does the agency review other agencies’ best practices and adopt 

them, where appropriate, to improve the effectiveness of its EEO 

program? [see MD-715, II(E)] If “yes”, provide an example in the

comments.

NO Part H 12

E.5.c Does the agency compare its performance in the EEO process to

other federal agencies of similar size? [see MD-715, II(E)] NO Part H 12

Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCE

This element requires federal agencies to comply with EEO statutes and EEOC regulations, policy 

guidance, and other written instructions.

Compliance 

Indicator

Measures

F.1 – The agency has processes in place to ensure timely and full 

compliance with EEOC Orders and settlement agreements.

Measure 

Met?

F.1.a

Does the agency have a system of management controls to ensure

that its officials timely comply with EEOC orders/directives and

final agency actions? [see 29 CFR §1614.102(e); MD-715, II(F)]

YES

F.1.b

Does the agency have a system of management controls to ensure

the timely, accurate, and complete compliance with 

resolutions/settlement agreements? [see MD-715, II(F)]

YES

F.1.c Are there procedures in place to ensure the timely and predictable

processing of ordered monetary relief? [see MD-715, II(F)] YES

F.1.d Are procedures in place to process other forms of ordered relief 

promptly? [see MD-715, II(F)] YES

F.1.e

When EEOC issues an order requiring compliance by the agency, 

does the agency hold its compliance officer(s) accountable for poor 

work product and/or delays during performance review? [see MD110, Ch. 9(IX)(H)]

YES

Compliance 

Indicator

Measures

F.2 – The agency complies with the law, including EEOC 

regulations, management directives, orders, and other written 

instructions.

Measure 

Met?

F.2.a Does the agency timely respond and fully comply with EEOC

orders? [see 29 CFR §1614.502; MD-715, II(E)] YES

F.2.a.1

When a complainant requests a hearing, does the agency timely 

forward the investigative file to the appropriate EEOC hearing

office? [see 29 CFR §1614.108(g)]

YES
52

F.2.a.2

When there is a finding of discrimination that is not the subject of an 

appeal by the agency, does the agency ensure timely compliance

with the orders of relief? [see 29 CFR §1614.501]

YES

F.2.a.3

When a complainant files an appeal, does the agency timely forward

the investigative file to EEOC’s Office of Federal Operations? [see 

29 CFR §1614.403(e)]

YES

F.2.a.4 Pursuant to 29 CFR §1614.502, does the agency promptly provide

EEOC with the required documentation for completing compliance? YES

Compliance 

Indicator

Measures

F.3 - The agency reports to EEOC its program efforts and 

accomplishments.

Measure 

Met?

F.3.a

Does the agency timely submit to EEOC an accurate and complete 

No FEAR Act report? [Public Law 107-174 (May 15, 2002),

§203(a)]

YES

F.3.b Does the agency timely post on its public webpage its quarterly No

FEAR Act data? [see 29 CFR §1614.703(d)] YES
53
54

MD-715 – Part H - 1

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency -

Type of Program 

Deficiency Brief Description of Program Deficiency

A.3.a The agency does not provide recognition to employees, supervisors, managers, 

and units demonstrating superior accomplishment in equal employment 

opportunity. [see 29 CFR § 1614.102(a) (9)] 

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target 

Date

Modified 

Date

Date 

Completed

12/2020

EI will develop a recognition award for 

employees, supervisors and managers 

demonstrating superior accomplishment in equal 

employment opportunity and diversity.

12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office (EI) Willisa Donald NO

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

12/2020 EI will research other federal EEO Awards for 

best practices. YES 01/2021

01/2021 EI will develop the criteria for the equal 

employment opportunity and diversity award. YES 07/2021
55

07/2021

EI will coordinate the award criteria with HR 

and GC (via EIS Tasker) for review and 

approval.

YES 08/2021 Pending 

Coordination

08/2021

EI will establish a selection board to review 

submissions. The selection board will determine 

the award recipient.

YES

09/2021

This will be an annual process initiated in 

October and award recipient(s) will be 

acknowledged in January.

YES

Report of Accomplishments

Fiscal 

Year Accomplishments

FY2020

EI began to explore best practices in FY20, to develop criteria for an annual Martin 

Luther King Distinguished Award for employees, supervisors and managers. The 

criteria is being drafted, once finalized, the criteria will be submitted and coordinated 

with HR and GC. 

EI will establish a selection board to evaluate all submissions and determine an award 

recipient.
56

MD-715 – Part H - 2

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency -

Type of Program 

Deficiency Brief Description of Program Deficiency

B.3.a

Are EEO program officials present during agency deliberations prior to decisions 

regarding recruitment strategies, vacancy projections, succession planning, 

selections for training/career development opportunities, and other workforce 

changes?

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

10/2017

HR will collaborate with EI regarding Strategic 

Workforce Planning groups; Vacancy Planning, 

Recruitment/Outreach Planning and 

Training/Career Development Planning and 

other workforce changes.

12/2020 12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office (EI) Willisa Donald NO

Director, Human Resource Directorate Christine Enriquez, Colonel, 

United States Army

NO

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

05/2019

EI and HR Directors will meet monthly to 

discuss programs and processes that intertwine 

in both offices and track collaborative action 

items to completion.

YES 09/2020
57

07/2019 HR will provide EI with the annual outreach 

schedule to solicit participation schools and 

organizations (HBCUs, TCUs, and MSIs).

YES 09/2020

09/2020 HR will collaborate with EI regarding 

Recruitment and Outreach Planning events and 

activities for regular participation. 

YES 09/2020

09/2020 EI will participate on the Human Resources 

Policy Board (HRPB) as an advisor.

YES Ongoing

04/2021

EI will participate on HR’s Workforce 

Development Council (WDC) as an advisor 

to ensure regular attendance and 

participation.

YES 06/2021

04/2021

HR will ensure EI is invited to participate as 

an Advisor on the Leadership Development 

Programs (LDP).

YES 06/2021

04/2021

HR will invite EI as an advisor during 

Strategic Workforce Planning (SWP)

discussions to ensure regular attendance and 

participation.

YES 08/2021

EI is scheduled 

to participate in 

HR SWP 

Working Group

09/2021

HR will collaborate with EI regarding 

Training and Career Development 

Planning and execution on a reoccurring 

basis.

YES

09/2021 HR will invite EI as an advisor during Vacancy 

Planning for the Agency and/or Directorates for 

regular attendance and participation.

YES

Report of Accomplishments

Fiscal 

Year Accomplishments

FY2020

During FY2020, the HR and EI Directors scheduled monthly recurring meetings to discuss 

collaborative efforts. The offices were able to coordinate and accomplish the following:

• FEORP and DVAAP Reports

• EEOC Technical Assistance Response for the Reasonable Accommodation 

Procedures 

• EEOC Technical Assistance Response for DTRA’s Model EEO Program and 

Model Disability Program

HR and EI staff held bi-weekly meetings to discuss upcoming events and job fairs. HR

hosted a university engagement webinar titled, "Student Workforce Opportunities." During 

the hour and a half session, DTRA RD-CB, HR Talent Acquisition Program and Science, 

Mathematics, and Research for Transformation (SMART) Program subject matter experts 

discussed internships, scholarships, fellowships, postdoctoral and employment 

opportunities available by the DoD and Federal government. Students and staff members 

from 53 Institutions were in attendance, to include 25 Research Doctorial Universities and 
58

14 MSIs (HBCUs, HISs, Asian American and Native American Pacific Islander Serving 

Institutions (AANAPISIs), and Alaska Native-Serving and Native Hawaiian (AANH).

MD-715 – Part H - 3

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Elements Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

B.3.b Does the agency’s current strategic plan reference EEO/diversity and inclusion 

principles? [see MD-715, II(B

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

01/2021

Ensure that Diversity and Inclusion principles 

and EEO concerns are integrated into the 

agency’s strategic mission. 12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Affirmative Employment Manager Denise Lewis Yes

Director, Equity, Diversity and 

Inclusion Office Willisa Donald Yes

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

04/2021 EI will craft language to include into the Agency 

Strategic Initiative/Plan. YES 05/2021

05/2021

EI will review the Agency Strategic Initiative/Plan 

to determine where to include the EEO/D&I 

language.

YES 06/2021
59

06/2021

EI will meet with the Strategic Team to ensure that 

the EEO/D&I principles are included in the 

Agency’s Strategic Initiative/Plan.

YES 09/2021 Pending 

Coordination

Report of Accomplishments

Fiscal Year Accomplishments

2020

In FY 2018, the EI Office incorporated language in the “Empowered” Values section of the

Agency FY 2018-2022 Strategic Plan which states: Sustain Dignity and Respect by 

fostering an inclusive, engaged and capable workforce, trusted to take personal initiative, 

enabled and supported by leadership.

In FY 2020, in accordance with EEOC guidance, EI drafted the following language, which 

will be updated in the next Agency Strategic Initiative/Plan:

DTRA is committed to supporting and promoting the intent of equity, diversity, and

inclusion, which mirrors our culture, values, and goals. DTRA's strength lies in our 

diversity and serves as the driving force behind our organization's excellence and mission 

success. Discrimination, workplace harassment and retaliatory actions are contrary to our 

team being successful. Therefore, all managers and supervisors have an obligation to 

handle issues swiftly and foster a work environment that achieves an opportunity for each 

employee to experience a fair and level playing field in the workplace. 
60

MD-715 – Part H – 4

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Elements Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

C.2.a

Has the agency established comprehensive anti-harassment policy and procedures 

that comply with EEOC’s enforcement guidance? [see MD-715, II(C); 

Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment 

by Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 

1999)]

C.2.a.6 Do the agency’s training materials on its anti-harassment policy include examples 

of disability-based harassment? [see 29 CFR 1614.203(d)(2)] CLOSED

E.4.a.6

Does the agency have systems in place to accurately collect, monitor, and analyze 

the following data: The processing of complaints for the Anti-harassment 

program? [see EEOC Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), V.C.2] CLOSED

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

09/2018

Create an effective Anti-Harassment Program in 

compliance with EEOC guidance and 

communicate the Anti-Harassment Policy to 

prevent and eliminate all types of harassment.

12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Anti-Harassment Manager Claudette Persaud Yes

Director, Equity, Diversity and 

Inclusion Office Willisa Donald Yes

Planned Activities Toward Completion of Objective
61

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

02/2019

Develop a Supervisor’s Toolkit and Employee 

Question and Answer Fact Sheet to assist 

mangers with processing AH cases.

YES 12/2020

02/2019

Develop Employee Question and Answer Fact 

Sheet to assist mangers with processing AH 

cases.

YES 12/2020

04/2020 Create AH training material, which include 

examples of disability based harassment. YES 01/2021

05/2021

EI will revise the Anti-Harassment Policy 

to ensure compliance with EEOC’s 

guidance.

YES 07/2021

04/2021 Provide Anti-Harassment training to 

managers, supervisors and employees. YES 08/2021

Training 

Scheduled for 

August and 

September 2021

05/2021

EI will revise the language in the Instruction for 

Supervisors to ensure all inquiries of harassment 

allegations are addressed within 10 days of 

notification and track by the Anti-Harassment 

(AH) Program Manager.

YES 10/2021 Revision in 

Progress

06/2021

EI will revise the DTRA Anti-Harassment 

Instruction to include the 60 day timeframes for 

all investigations.

YES 10/2021 Revision 

in Progress

06/2021 EI will revise the process to ensure it clearly 

explain the process.

YES 12/2021 Revision 

in Progress

Report of Accomplishments

Fiscal Year Accomplishments

2020

The Anti-Harassment Instruction 1020.03 was updated to include elements a – e in 

accordance to EEOC guidance. The Instruction is pending revision and coordination. 

A Supervisory Toolkit and an Employee Question and Answer Fact Sheet was developed 

to inform the workforce of the Anti-Harassment process. 

EI included disability-based harassment in the Anti-Harassment and the Disability Training 

modules. The update includes slides and a video on disability-based harassment. In 

addition, these slides were also included in the mandatory EEO for Supervisors and 

Employees Training.
62
63

MD-715 – Part H – 5

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency -

Type of Program 

Deficiency Brief Description of Program Deficiency 

C.3.b.4

Ensure that subordinate supervisors have effective managerial, communication, 

and interpersonal skills to supervise in a workplace with diverse employees? [see 

MD-715 Instructions, Sec. I]

C.3.b.5

Provide religious accommodations when such accommodations do not cause an 

undue hardship? [see 29 CFR §1614.102(a)(7)]

C.3.b.6 Provide disability accommodations when such accommodations do not cause an 

undue hardship? [ see 29 CFR §1614.102(a)(8)]

C.3.b.7 Support the EEO program in identifying and removing barriers to equal opportunity. 

[see MD-715, II(C)]

C.3.b.8 Support the anti-harassment program in investigating and correcting harassing 

conduct. [see Enforcement Guidance, V.C.2]

C.3.b.9

Comply with settlement agreements and orders issued by the agency, EEOC, and 

EEO-related cases from the Merit Systems Protection Board, labor arbitrators, and 

the Federal Labor Relations Authority? [see MD-715, II(C)]

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

01/2021

Develop a supervisors and managers performance 

element to include language for religious and 

disability accommodations, identifying and 

removing barrier to equal opportunity, antiharassment program in investigating and 

correcting harassing conduct and comply with 

settlement agreements and orders issued by the 

agency.

12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald NO
64

Director, Human Resource Directorate Christine Enriquez, Colonel, 

United States Army

NO

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

01/2021

EI will develop proposed language for the 

supervisors and managers performance 

element.

YES 03/2021

04/2021 HR and GC will review and provide feedback on 

proposed language. YES 08/2021

Pending 

Coordination with 

HR and GC

05/2021

EI will collaborate with HR to incorporate the 

language into the managers and supervisors DoD 

Performance Management and Appraisal Program 

(DPMAP) performance rating cycle.

YES 10/2021 Pending Approval 

with HR and GC 

Report of Accomplishments

Fiscal 

Year Accomplishments

FY2020

EI began revising the DPMAP Supervisory Workplace EEO Performance Element in FY20, 

to evaluate managers’ and supervisors’ equal employment opportunity efforts in accordance 

with the MD-715 new requirement. EI will provide the revised language to HR and GC for 

review and approval in FY21.
65

MD-715 – Part H - 6

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency 

Type of Program 

Deficiency Brief Description of Program Deficiency

D.2.b

The agency does not regularly examine the impact of management/personnel 

policies, procedures, and practices by race, national origin, sex, and disability? [see 

29 CFR §1614.102(a)(3)] 

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

01/2021

Examine the impact of management/personnel 

policies, procedures, and practices by race, 

national origin, sex and disability.

12/2022

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

Director, Equity, Diversity and 

Inclusion Office Willisa Donald NO

Director, Human Resource Directorate Christine Enriquez, Colonel, 

United States Army NO

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date Completion 

Date

06/2021

EI will identify a system and a process to 

obtain a viable plan to regularly examine 

management/personnel policies related to 

merit promotion, employee recognition, 

employee development/training programs.

YES 09/2021 Developing a 

Process
66

08/2021

EI will formulate a timeline and schedule 

with milestones to the review of all 

management/personnel policies. 

YES

12/2021

EI will examine the impact of the 

management/personnel policies, procedures 

and practices on race, national origin, sex and 

disability.

YES

Report of Accomplishments

Fiscal 

Year Accomplishments

FY2020

EI identified the following management and personnel policies and will review these 

policies for systemic barriers:

Instructions/Directives: 

• DTRA Directive 1100.01 – Human Resource Policy Board (HRPB)

• DTRA Instruction 1000.04 – Federal Voting Assistance Program (FVAP)

• DTRA Instruction 1025.3 – Fellowship Program

• DTRA Instruction 1100.2 – Telework Program, Change 1

• DTRA Instruction 1200.1 – Military Reserve Program 

• DTRA Instruction 1348.4 – Military Decorations Program 

• DTRA Instruction 1400.25-V2009 – Defense Civilian Intelligence Personnel 

System: Disciplinary and Adverse Actions Procedures

• DTRA Instruction 1402.1 – Five-Year Limitation on Foreign Employment 

• DTRA Instruction 1402.2 – Recruitment, Relocation, and Retention Incentives 

• DTRA Instruction 1418.1 – Living Quarters Allowance (LQA) 

• DTRA Instruction 1424.1 – Emergency Dismissal or Closure Procedures 

• DTRA Instruction 1430.2 – Student Loan Repayment Program

• DTRA Instruction 3001.01 – Detail of Civilian Personnel
67

MD-715 – Part H - 7

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

D.1.c

Does the agency conduct exit interviews or survey that include questions on how the 

agency could improve the recruitment, hiring, inclusion, retention and advancement of 

individuals with disabilities? [see 29 CFR 1614.203(d)(1)(iii)(C) CLOSED

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date Modified Date Date Completed

01/2019

Ensure exit interviews and survey includes 

questions to improve recruitment, hiring, 

inclusion, retention and advancement with 

IwDs.

12/2020 12/2020

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald NO

Director, Human Resource 

Directorate Christine Enriquez, Colonel, 

United States Army

NO

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

04/2020

EI will collaborate with HR to develop exit 

survey questions to include questions to 

improve recruitment, hiring, inclusion, 

retention and advancement with IwDs.

YES 04/2020

05/2020 EI will collaborate with HR to ensure 

questions to improve recruitment, hiring, YES 04/2020
68

inclusion, retention and advancement with 

IwDs are included in the survey. 

05/2020

Update exit survey questions to include targeting 

recruitment, hiring, inclusion, retention and 

advancement with IwDs.

YES 04/2020

07/2021 Annually track and monitor the specific questions 

to determine issues and concerns. YES Closed but

Monitoring

09/2021

EI and HR will meet biannually to discuss the 

results and actions to enhance recruitment, hiring, 

inclusion, retention and the advancement of IwDs.

YES Closed but 

Monitoring

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

HR collaborated with the EI Office on the revision of the exit survey. Revisions to the 

survey include the collection of demographic information and questions to improve 

recruitment, hiring, inclusion, retention and advancement with IwDs. 

The questions were vetted through HR leadership and the EI Office and the survey was 

released to the workforce as of September 2020. The survey is available for employees 

leaving the Agency to provide their feedback. 

EI will annual assessment to the exit survey data.
69

MD-715 – Part H – 8

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

D.1.b

Does the agency regularly use the following sources of information for trigger 

identification: workforce data; complaint/grievance data; exit surveys; employee 

climate surveys; focus groups; affinity groups; union; program evaluations; special 

emphasis programs; reasonable accommodation program; anti-harassment program; 

and/or external special interest groups? [see MD-715 Instructions, Sec. I]

D.2.a

The agency does not have a process for analyzing the identified triggers to find 

possible barriers. [see MD-715, (II)(B)]

D.2.d

The agency does not regularly review the following sources of information to find 

barriers: complaint/grievance data, exit surveys, employee climate surveys, focus groups, 

affinity groups, union, program evaluations, anti-harassment program, special emphasis 

programs, reasonable accommodation program; anti-harassment program; and/or external 

special interest groups. [see MD-715 Instructions, Sec. I] 

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

10/2019

Establish a regular review of the following 

sources of information to find barriers: 

complaint/grievance data, exit surveys, 

employee climate surveys, focus groups, 

affinity groups, union, program evaluations, 

anti-harassment program, special emphasis 

programs, reasonable accommodation 

program; anti-harassment program; and/or 

external special interest groups. 

12/2022

Responsible Official(s)

Title Name

Performance 

Standards 

Address the Plan? 

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald NO

Affirmative Program Manager Denise Lewis YES
70

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date

Completion 

Date

10/2019

EI will review management policies, practices 

and procedures for any hidden impediments to 

equal opportunity.

YES 12/2020

02/2020 Conduct complaint and grievance trend analysis by 

gender and RNO.

YES 12/2020

04/2020 Finalize the ERG Guidance to include an 

effective process for managing results. YES 12/2020

04/2020 Review the Agency-wide training evaluations to 

access needs and overarching EEO concerns. YES 12/2020

05/2020

Identify Special Emphasis Program trends utilizing 

various data (i.e. Observances, WRP, Schedule A 

and Outreach/Recruitment).

YES 12/2020

03/2021 Update EEO dashboard and examine data trends. YES 01/2022

Pending 

Dashboard 

Development 

05/2021 Develop a annual EEO Diagnostic Report YES 12/2021

Pending 

FY2021

Data

06/2021

Collect information from the Federal Employee 

Viewpoint Survey to identify and address 

opportunities for improvement.

YES 12/2021

Reviewing 

FEVS FY2020 

Report 

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

The EI Office developed a trigger table to analyze workforce data and identify the need 

for barrier analysis. In September 2020, DTRA established our Diversity and Inclusion 

Council, which includes five Employee Resource Groups: African American; Asian 

Pacific Islander; Hispanic; Individuals with Disabilities; Women and LGBTQIA.

In January 2021, EI created a Barrier Analysis Toolkit and conducted a briefing session 

with the ERGs to assist with their efforts in conducting barrier analysis. 

We agree that conclusions concerning the existing of workplace barriers cannot be drawn 

from solely numerical analysis. The EI Office has begun exploring and analyzing other 

sources of data, the EI Office created a 3 Year Trends Report. The report conveys a 

comparison of EEO Complaint (Informal and Formal), Anti-Harassment, Special 

Emphasis Program Observance, Training, and the Federal Employee Viewpoint Survey.

Appendix B (Trigger Table and 3 Year Trend Report.)
71

MD-715 – Part H - 9

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of 

Program 

Deficiency

Brief Description of Program Deficiency

D.3.a. Does the agency effectively tailor action plans to address the identified barriers, in 

particular policies, procedures, or practices? [see 29 CFR §1614.102(a)(3)]

D.3.b

If the agency identified one or more barriers during the reporting

period, did the agency implement a plan in Part I, including meeting the target dates for 

the planned activities? [see MD-715, II(D)]

D.3.c Does the agency periodically review the effectiveness of the plans?

[see MD-715, II(D)]

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

03/2021

Tailor action plans to address the identified 

barriers, in policies, procedures, practices, 

Part I or Part J.

12/2023

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Affirmative Employment 

Manager Denise Lewis YES

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date
72

06/2021

After examination of the policies, practices 

and procedures an action plan will be 

developed to address and eradiate barriers.

YES 09/2021 Deficiency added 

in FY2021

06/2021 EI will utilize the EEOC guidance on barrier 

identification to address and eradiate barriers YES 12/2021 Deficiency added 

in FY2021

08/2021

Incorporate assistance from the ERGs to 

see if their action plans align or connect 

with the identified barriers.

YES 02/2022

09/2021 Create timelines within the action plan to 

correct the deficiencies with the HR. YES 04/2022

10/2021 EI will create a trigger table to identify red 

flags within the workforce data. YES 06/2022

10/2021

Format the action plans to address the 

identified barriers in Part I including 

meeting the target dates for the planned 

activities

YES 08/2022

03/2022

Establish a procedure to annually review 

the effectiveness of the Parts I and J 

plans.

YES 10/2022

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

In FY20, EI developed action plans for Part I and Part J, timelines were created to 

correct identified deficiencies. A trigger table was developed to identify red flags within 

the workforce. In FY21, EI will collaborate with the Agency ERGs to address barriers, 

and develop an action plans to address identified deficiencies.
73

MD-715 – Part H - 10

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

E.4.a.3 Does the Agency have systems in place to accurately collect, monitor, and analyze the 

following data: Recruitment activities? [see MD-715, II(E)] CLOSED

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

10/2017

Establish a Recruitment Strategy/Plan to address 

low participation rates for Minorities, Women, 

and IwDs within the Agency.

12/2019 12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Director, Human Resource 

Directorate Christine Enriquez, Colonel, 

United States Army

YES

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing?

(Yes or No)

Modified 

Date

Completion 

Date

02/2019

HR will invite EI to participate in the development 

of annual recruitment and outreach 

events/meetings.

YES 01/2020

01/2020

EI will provide a list of colleges and universities 

for recruitment and outreach initiatives for 

Hispanics, Women and IwDs.

YES 01/2021
74

01/2020

EI and HR will meet quarterly to review and 

analyze recruitment activities (USA Staffing/ 

Applicant Flow Data reports). YES

Closed -

Monitoring with 

HR Quarterly 

02/2019 EI and HR will collaborate on the Diversity 

Internship for DTRA. YES

Closed -

Ongoing 

Collaboration 

with HR

09/2020 EI in collaboration with HR, will analyze 

recruitment efforts to identify potential barriers. YES

Closed -

Monitoring 

Annually

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

During FY2020, HR executed its plan for the next generation of outreach and talent 

acquisition programs. As part of this effort, DTRA continued to work hand-in-hand with 

the Pacific Northwest National Laboratory (PNNL) on outreach efforts centered around 

Minor Serving Institutions (MSI) as part of its Diversity Internship for DTRA (DID) 

program. During the pandemic environment the outreach team maximized the use of 

technology by using multiple platforms to access institutions and affinity groups. 

Furthermore, the HR outreach and talent acquisition team continued working 

collaboratively with the EI Office to identify program improvements and develop systems 

to accurately collect, monitor, and analyze recruitment activities.

DTRA’s Talent Acquisition Program (TAP) Lead continued hosting regular planning 

meetings, where representatives from across the Agency Directorates discussed priorities 

and scheduling of events and strategies. EI representatives attended these meetings, which 

included the review of outreach schedules and proposed events. HR representatives 

continue to collaborate with EI to solicit recommendations for improved diversity and 

inclusion outreach events. These efforts also included collaboration with DTRA’s newly 

established D&I Council and ERGs, this enhanced the Outreach efforts by participation 

from these various groups to interact with affinity groups at universities and industry 

level events, forums and activities.

In collaboration with DTRA RD/CB, DTRA hosted a university engagement webinar 

titled, "Student Workforce Opportunities." During the hour and a half session, DTRA CB, 

HR TAP and SMART Program subject matter experts discussed internships, scholarships, 

fellowships, postdoctoral and employment opportunities available through the DoD and 

federal government. Students and staff members from 53 institutions were in attendance, 

to include 25 Research Doctorial Universities and 14 MSIs (HBCUs, HISs, AANAPISIs,

and AANH).

Provided five internship opportunities at the Pacific Northwest National Laboratory 

(PNNL) through the Diversity Internship for DTRA (DID). This program offers 

educational and career development opportunities to traditionally underserved 

undergraduate students in science, technology, engineering, and math (STEM) and political 

science programs. Recruitment for the internships are only at HBCUs, MSIs, HSIs and 

through various affinity group organizations.
75

MD-715 – Part H - 11

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

E.4.a.4 External and internal applicant flow data concerning the applicants’ race, national origin, 

sex, and disability status? [see MD-715,II(E)]

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

01/2021 Maintain accurate data collection for workforce 

demographics and applicant flow.

12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan? (Yes 

or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Affirmative Program Manager Denise Lewis YES

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date

Completion 

Date

12/2020 EI will Obtain applicant flow data from 

USA Staffing for Table A/B 7

YES 01/2021
76

02/2021

EI will conduct analysis to determine what

occupational series and grades candidates are 

applying.

YES 04/2021

06/2021

EI will develop trigger tables (A&B) to collect 

applicant flow data by series, RNO, Grade, 

Gender and Disabilities.

YES 07/2021

06/2021 EI will analyze the AFD for any disparities within 

the RNO, Grade, Gender and Disabilities.

YES 12/2021 Reviewing 

AFD Data

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

In FY 2020, EI Office collected the applicant flow data for permanent mission critical 

occupations (MCO). The tables reflect the FY20 new hires and internal promotion 

candidate’s applications that were submitted for employment vacancies announced 

through USAJOBs. The data revealed applicants who self-identified and were (1) 

qualified; (2) referred; and (3) selection for vacancies posted on USAJOBs. 

The following analysis was conducted for Internal Competitive Promotion and New Hires 

by Mission Critical Occupations (MCOs).

Internal Competitive Promotion: The Agency received 607 applications through 

USAJOBS and made 4 selections for Security (0080) Administration positions. Of the 4 

selected 3 (75.00%) were Males (1 Hispanic and 2 White) and 1 (25.00%) Asian 

Female. 

Misc. Administration (0301) MCO, the Agency received 1840 applications and made 

29 selections of which 15 (51.72%) were Males (1 Hispanic, 10 White, 1 black, and 3 

Asian) 9 (31.03%) were Females (7 Whites, 1 Black and 1 Two or more races) 4 

Omitted. 

Information Technology Management (2210%) MCO, the Agency received 500 

applications and made 6 selections of which 5 (83.33%) were Males (3 White, 1 Black 

and 1 Asian) and 1 (16.67%) Female (Two or more races).

New Hires: The Agency received 764 applications through USAJOBS and made 3

selections for Security (0080) Administration positions. Of the 3 selected, there were 1

(33.33%) Black Male, 1 (33.33%) White Female and 1 (33.33%) Omitted. 

Misc. Administration (0301) MCO, the Agency received 1593 applications and made 8

selections of which 3 (37.50%) were White Males, 3 (37.50%) were Females (2 White 

and 1 Black) and 2 (25.00%) were Omitted. 

The Budget Analysis (560) MCO, the Agency received 565 applications and made 9

selections of which 2 (22.22%) were Males (1 White and 1 Asian), 5 (55.56%) Females 

(3 White and 2 Black) and 2 (22.22%) were Omitted. 
77

General Physical Science (1301) MCO, the Agency received 1127 applications and 

made 16 selections of which 5 (31.25%) were White Males, 5 (31.25%) were Females 

(3 White, 1 Black and 1 Asian) and 6 (37.50%) were Omitted. 

Information Technology Management (2210) MCO, the Agency received 567

applications and made 3 selections of which 3 (100.00%) were Omitted.
78

MD-715 – Part H - 12

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program

Defense Threat Reduction Agency

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

If the agency did not address any deficiencies during the reporting period, please check the box.

Statement of Model Program Essential Element Deficiency

Type of Program 

Deficiency Brief Description of Program Deficiency

E.5.a Does the agency monitor trends in its EEO program to determine whether the agency is 

meeting its obligations under the statutes EEOC enforces?

E.5.b Does the agency review other agencies’ best practices and adopt them, where appropriate, 

to improve the effectiveness of its EEO program?

E.5.c Does the agency compare its performance in the EEO process to other federal agencies of 

similar size?

Objective(s) and Dates for EEO Plan

Date 

Initiated Objective Target Date

Modified 

Date

Date 

Completed

01/2020

Monitor the EEO program trends to ensure 

Agency obligations; review other agencies best 

practices to improve effectiveness and compare 

Agency’s performance to similar federal 

agencies.

12/2021

Responsible Official(s)

Title Name

Performance Standards 

Address the Plan? (Yes 

or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Affirmative Program Manager Denise Lewis YES

Planned Activities Toward Completion of Objective

Target 

Date Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date

Completion 

Date
79

06/2021

Conduct online research to identify Federal 

agencies, best practices to incorporate and 

implement new strategies and ideas.

YES 09/2021 In Progress

07/2021

Visit and partner with various Federal agencies on 

specific program areas to enhance EEO program 

effectiveness.

YES 12/2021 In Progress

09/2021

Conduct comparative analysis within DoD with 

other 4th Estate agencies (review DoD Annual 

Reports) and/or conduct face to face meetings.

YES

09/2021

Conduct specific tend analysis of EEO programs 

annually to identify triggers and improve any 

deficiencies to ensure alignment with EEOC 

(Employee Engagement/New IQ, Complaints, 

ADR, Anti-Harassment, Disability Employment 

Programs (Schedule A and WRP).

YES

Report of Accomplishments

Fiscal 

Year Accomplishments

2020

In FY2020, EEO identified benchmarking opportunities with several Federal agencies 

of similar size to compare their Diversity and Inclusion, Disability, ERGs efforts.

The Diversity, Engagement and Outreach Team reached out to Federal Maritime 

Commission Agency to gain insight on their Employee Engagement successes, 

strategies and their experiences establishing their programs, lesson learned and pitfalls.

The Agency Disability Coordinator partnered with Department of the Blind and Vision 

Impairment (DBVI) and the Department for Aging and Rehabilitation Services (DARS) 

to educate the workforce on how to interact with disability community. Also, EI 

partnered with the Wounded Warriors Regiment of Quantico, VA to obtain a speaker for 

the virtual disability program.

The EI Office collaborated with the newly established ERGs to promote Special 

Emphasis Programs, activities and events in the workforce. 
80
81

MD-715 – Part I

Agency EEO Plan to Eliminate Identified Barrier

DTRA FEMALE WORKFORCE

Please describe the status of each plan that the agency implemented to identify possible barriers in

policies, procedures, or practices for employees and applicants by race, ethnicity, and gender.

Statement of Condition That Was a Trigger for a Potential Barrier:

Source of the 

Trigger

Specific 

Workforce 

Data Table

Narrative Description of Trigger

DTRA

Female 

Workforce

Table A1, 

A8, A16

Total Workforce: The FY20 Female workforce participation rate 

was 451 (35.10%), which was below the 2010 CLF of 48.16%. 

New Hires: The Agency hired 134 new employees, of which 50 

(37.31%) were Females which fall below the CLF of 48.16%.

Separation: One hundred and fifty six (156) employees separated the 

Agency in FY20. Fifty-seven (36.54%) Females separated which 

was above the total workforce of 35.10% but below the CLF of 

48.16% of the overall DTRA workforce.

Female 

Workforce 

GS-14 thru 

SES

Table A4

In comparison to the permanent workforce, Female participation rate

was 34.95%. The following are areas of concern:

The GS-14 Female participation rate was 116 (31.61%). In FY20, low 

participation rate for Hispanic Females were (1.09%) compared to the 

permanent workforce of 2.14% and Black Females were 7.08% 

compared to the permanent workforce of 9.93%.

The GS-15 Females participation rate was 42 (22.58%) in FY20; 

Whites (14.52%) were below the permanent workforce of 19.70%; 

Blacks (4.30%) fell below the permanent workforce of 9.93% and 

Asian (1.08%) was below the permanent workforce of 2.38%.

SES Female population was 1 (7.14%) compared to the permanent 

workforce of 19.70%. In FY19, they were 3 (18.75%).

EEO Group(s) Affected by Trigger

All Women

Barrier Analysis Process

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected

Workforce Data Tables YES Analyzed the total Female workforce, new hires, 

separation data and grades.
82

Complaint Data (Trends) YES In FY20, six Formal Complaints were filed by 

Females of which, sex was claimed by 4; disability 

and race were claimed by 3; age, color and reprisal 

were claimed by 2. 

Grievance Data (Trends) YES In FY20, eight grievances were filed, one of which was

Female. There were 6 disciplinary actions, of which 

one was Female. 

Findings from Decisions 

(e.g., EEO, Grievance, 

MSPB, Anti-Harassment 

Processes)

YES

Reviewed EEO and Anti-Harassment data. In FY2020, 

30% of the Female workforce filed Anti-Harassment 

cases.

Climate Assessment 

Survey (e.g., FEVS) NO

Exit Interview Data YES

In FY20, the Exit Survey data revealed seven 

individuals left the agency, 3 of which were Females (2 

Blacks and one White).

Focus Groups NO

Interviews NO

Reports (e.g., Congress, 

EEOC, MSPB, GAO, 

OPM)

NO

Other (Please Describe)

Status of Barrier Analysis Process

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

NO YES

Statement of Identified Barrier(s)

Description of Policy, Procedure, or Practice

DTRA will need to determine the following:

• Why do Females have a low participation rate in DTRA’s total workforce

• Why are Females separating from the Agency at 36.54%

• Are Females being hired at a comparative rate to Males

• Are Females being paid comparable to Males

Address and implement strategies for the recruitment and selection of highly qualified Females for 

positions at the highest levels.
83

Objective(s) and Dates for EEO Plan

Objective Date 

Initiated

Target 

Date

Sufficient 

Funding 

& 

Staffing?

(Yes or No)

Modified 

Date

Date

Completed

Collaborate with HR on 

Recruitment Events and 

Outreach for Females.

04/14/2019 09/30/2020 YES Ongoing

Participate in HR’s Strategic 

Recruitment Discussions to 

provide guidance in hiring 

process.

09/01/2020 09/30/2020 YES Ongoing

Review applicant flow data to 

identify the number of 

Females applying for positions

01/01/2021 12/31/2021 YES Ongoing

Responsible Official(s)

Title Name

Performance 

Standards Address the 

Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Director, Human Resource 

Directorate Christine Enriquez, Colonel YES

Planned Activities Toward Completion of Objective

Target Date Planned Activities Modified Date Completion Date

Barrier Analysis

02/2020

Conduct a Gender Pay Study to examine 

pay gap between Males and Females 

within the Agency

03/2020

03/2020

Collaborate with HR’s Recruitment and 

Outreach Team on events and efforts for 

Females

09/2020
84

04/2020

Develop a Recruitment and Outreach 

Plan identifying undergraduate, graduate 

schools and universities, summer 

internships, and associations for Women

08/2020

07/2020

Participate in HR’s Strategic Recruitment 

Discussions and provide hiring guidance 

to hiring managers

Ongoing

07/2020 Examine exit survey data to determine

why Females are leaving the Agency Ongoing

08/2020

Establish the Women’s ERG (W/ERG) to 

address the low participation of Women in 

the Agency. Select a Lead and Co-lead to 

play an active role within the W/ERG.

09/2020

10/2020 Develop an Action Plan and a way forward 

with the W/ERG

01/2021

10/2020

Hold W/ERG monthly meetings to 

collaborate on targeted outreach strategies 

and diversity-related matters.

Ongoing

05/2021

Develop and provide workshops, brown 

bags and seminars to promote cultural 

awareness for Women.

08/2021

Ongoing 

Collaboration with 

Women’s ERG

06/2021

Develop partnerships with colleges, and 

universities that have a high percentage of 

women in the DTRA mission critical 

skillsets

09/2021

Ongoing 

Collaboration with 

Women’s ERG

07/2021

Target recruitment efforts toward women 

from diverse backgrounds (including 

veterans) through networking/partnerships 

with women and veteran organizations.

09/2021

Ongoing 

Collaboration with 

Women’s ERG

09/2021

Adopt and tailor OPM Recruitment, 

Engagement, Diversity and Inclusion 

Program (REDI) roadmap for ideas.

10/2021

Examine the Applicant Flow Data to 

determine whether Women are applying 

and/or being selected.
85

12/2021

Review the Career Development workforce 

data to determine if there are any barriers in 

women applying and being selected for 

opportunities.

12/2021

Conduct an analysis to determine retention 

issues within the Agency (i.e., exit survey, 

OPM Employee Viewpoint Survey).

Report of Accomplishments

Fiscal Year Accomplishments

FY2020

Recruitment and Outreach Plan: EI continued to engage with HR on recruitment 

and outreach efforts; EI developed a Recruitment and Outreach Plan to address the 

deficiencies from the MD-715, Federal Equal Opportunity Recruitment Plan

(FEORP) and Disadvantaged Veterans Affirmative Action Plan (DVAAP) Report 

and to support recruitment efforts for women including schools and universities

(undergraduate and graduate), summer internships, institutions and associations.

Strategic Recruitment Discussion: The EI Office began participating in strategic 

conversations with HR and hiring managers to educate and provide awareness on 

achieving diversity in recruitment, hiring and the interviewing process. These 

conversations assist in increasing hiring managers awareness of various special 

hiring authorities, Diversity recruitment strategies and establishing a diverse hiring 

panel, beyond demographics.

 

Agency Established a Women’s ERG: In FY20, DTRA established an Agencywide Diversity and Inclusion Council, to include six ERGs (African American, 

AAPI, Hispanic, IwD, LGBTQIA and Women). The newly established Women's 

ERG included 20 volunteers from across the agency. The group immediately 

developed its Action Plan with focused efforts on:

• Analysis and Reporting

• Policy and Oversight

• Force and Talent Management

• Strategic Communications and Events 

While individual initiatives are still under development, the formation of this ERG 

represents deliberate commitment to issues of diversity and inclusion with the 

Agency.

Women’s Pay Equity Study – In FY20, a pay study was conducted to determine 

triggers in regards to Women in the DTRA workforce. We examined pay grades 

from GS-3 to SES and the study revealed that 96% of DTRA personnel are between 

the GS-11 to GS-15 grade levels. On average, women compare with men in pay. A 

member of the ORSA team briefed the D&I Council and ERGs and will collaborate 

with the ERGs to conduct further analysis. 
86

The Agency Women’s ERG hosted a Women's History Month Panel event. There were 3 

Female panelists: Dr. Ada Bacetty, Navy CPO Diana Angstadt, and Dr. Jennifer 

Sparks. Ms. Amanda Andersen moderated the event. The theme of the event centered 

on leadership, followership, and championship in work and life endeavors. The 

discussion topics included mentorship, barriers in the workplace, work/life balance,

and overcoming adversity. The three panelists answered questions and offered

different perspectives based on career fields, personal and professional experience, 

and individual drivers. The event helped to share perspectives on overcoming barriers 

to ensure women at DTRA have the support they need to grow and succeed in the 

DTRA workforce. There were over 150 attendees.
87

MD-715 – Part I

Agency EEO Plan to Eliminate Identified Barrier

DTRA HISPANIC WORKFORCE

Please describe the status of each plan that the agency implemented to identify possible barriers in 

policies, procedures, or practices for employees and applicants by race, ethnicity, and gender.

If the agency did not conduct barrier analysis during the reporting period, please check the box.

Statement of Condition That Was a Trigger for a Potential Barrier:

Source of 

the 

Trigger

Specific 

Workforce 

Data Table

Narrative Description of Trigger

DTRA

Hispanic 

Workforce

Table A1, 

A8 and A16

Overall, the Agency Hispanic participation rate in FY20 for Males 

were 56 (4.36%) which was below the CLF of 5.17% and Females 

were 29 (2.26%) which was below the CLF of 4.79%.

New Hires: The Agency hired 134 employees of which 9 (6.72%) were 

Hispanic Males, which was above the CLF of 5.17% and Five (3.73%) 

Hispanic Females which was below the CLF of 4.79%.

Separation: A total of 10 Hispanics separated from DTRA in FY20. Out 

of 99 workforce Males, Hispanic Males separation was at 5 (3.21%) 

which was below the CLF of 5.17%. Of the 57 Females who separated 

the Agency, 5 (3.21%) were Hispanic which was below the CLF of 

4.79%. The collected Exit Survey data did not establish a trigger, but 

more data is needed.

Senior 

Executive 

Service

Table A-4

The participation rate of Senior Executive Service (SES) Hispanic Males 

was 1 (7.14%) and Females 0 (0%); Males exceeded the compared 

permanent workforce of 4.45% and Females were below the permanent 

workforce of 2.14%. The analysis reveals 54 (64%) of the 85 Hispanic 

employees were at the GS-13–GS-15 pay grades, placing them in the SES 

pipeline. 

EEO Group(s) Affected by Trigger

Hispanic Workforce

Hispanic or Latino Males Hispanic or Latino Females

Barrier Analysis Process

Sources of Data

Source 

Reviewed?

(Yes or No)

Identify Information Collected
88

Workforce Data Tables YES Analyzed the overall, new hires and separation data.

Complaint Data (Trends) YES Of six formal complaints filed, none were Hispanic.

Grievance Data (Trends) YES Of the eight grievance and six disciplinary actions filed 

in FY20, there were no Male or Female Hispanics. 

Findings from Decisions 

(e.g., EEO, Grievance, 

MSPB, Anti-Harassment 

Processes)

NO

Climate Assessment Survey 

(e.g., FEVS) NO

The FY20 climate assessment survey for the ABQ/ 

Las Vegas Field Site was conducted to satisfy a 

Hispanic Working Group recommendation. The 

survey showed positive outcomes for ABQ’s first line 

supervisors, mission and accountability; but no 

obvious issues with Hispanic employment.

Exit Interview Data YES The Exit Survey data reveals of the 9 individuals who 

left the agency, one was a Hispanic Male. Exit survey 

analysis is preliminary due to low employee 

participation.

Focus Groups NO

Interviews NO

Reports (e.g., Congress, 

EEOC, MSPB, GAO, OPM) NO

Other (Please Describe) NO

Status of Barrier Analysis Process

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

YES YES

Statement of Identified Barrier(s)

Description of Policy, Procedure, or Practice

The Agency continued to work on the low participation rates of Hispanics. In FY20, the EI Office 

with the support of HR was committed to identifying and minimizing potential barriers to improve 

the representation of Hispanics at DTRA.
89

Objective(s) and Dates for EEO Plan

Objective

Date 

Initiated Target 

Date

Sufficient 

Funding 

& 

Staffing?

Modified 

Date

Date 

Completed

Identify and address potential 

barriers within DTRA’s 

Hispanic workforce.

12/04/2018 12/15/2021 YES

Develop an outreach and 

recruitment plan that identifies 

R/O strategies and highlights 

Hispanic Serving Institutions 

(HSIs).

06/01/2020 10/31/2020 YES 10/31/2021

Enhance Hispanic cultural 

awareness through engaging 

the Hispanic ERG.

01/01/2020 Ongoing YES

Responsible Official(s)

Title Name

Performance 

Standards Address the 

Plan?

(Yes or No)

Director, Equity, Diversity and 

Inclusion Office Willisa Donald YES

Director, Human Resource 

Directorate Christine Enriquez, Colonel YES

Planned Activities Toward Completion of Objective

Target Date Planned Activities Modified Date Completion 

Date

Barrier Analysis

03/2019 Re-establish a Hispanic Working Group 06/2019

03/2020

Conduct a Climate Survey of the DTRA 

Albuquerque facility. 04/2020

04/2020

Develop a Recruitment and Outreach 

Plan for Hispanics. Provide a list of 

Universities and Institutions for specific 

mission skillsets.

08/2020
90

08/2020

Finalize the ERG Charter and guidance to 

establish new working group to examine 

perceived barriers.

09/2020

08/2020

Select a Lead and Co-Lead who will play 

an active role within the H/ERG. 09/2020

08/2020

Hold H/ERG monthly meetings to 

collaborate on targeted outreach strategies 

and diversity-related matters.

Ongoing

07/2020 Select a list of Summer Programs for 

Hispanics and provide to HR. 08/2020

06/2021

Develop and provide workshops, brown bags 

and seminars to promote cultural awareness 

in working with Hispanics.

09/2021

Ongoing 

Coordination with 

Hispanic ERG

07/2021

Conduct in-depth barrier analysis in 

collaboration with H/ERG to identify 

policies and practices that may prevent 

advancement in the representation of 

Hispanics at DTRA.

10/2021

Ongoing 

Coordination with 

Hispanic ERG

08/2021

Conduct Federal Agency research of Best 

Practices for Hispanic recruitment, 

retention, and fostering professional 

development opportunities targeting the 

Hispanic workforce and develop a report 

regarding findings.

10/2021

Review hiring, promotion, and career 

development programs from other Federal 

Agencies and private sector companies to 

benchmark best practices.

11/2021

Review the Career Development workforce 

data to determine if there are any barriers in 

Hispanics applying and being selected for 

opportunities.

12/2021

Conduct Awareness Sessions for Agency 

employees and discuss ways to enhance 

opportunities for Hispanics.

Report of Accomplishments

Fiscal Year Accomplishments
91

FY2020

Hispanic Recruitment and Outreach: DTRA continues to focus, review and 

modify recruitment strategies to ensure these efforts result in a diverse applicant pool 

that includes Hispanics. Ongoing recruiting efforts include outreach at virtual and 

community events and informational briefs at local schools and colleges/ universities 

with large Hispanic populations such as the University of New Mexico, New Mexico 

State University, Central New Mexico Community College and the Society of 

Hispanic Professional Engineers (SHPE) Regional Leadership Development 

Conference Region 3, the nation’s largest association dedicated to fostering Hispanic 

leadership in the STEM field. In addition, the recruitment team was established for 

engineering and scientist positions specifically targeted to Hispanic/Latino 

Americans seeking employment, as well as increased collaboration with professional 

Hispanic affinity organizations. DTRA attended one outreach event that engaged 

over 150 prospective candidates. The Agency had two additional Hispanic focused 

events cancelled due to COVID-19. 

Hispanic Working Group and Climate Assessment: The Hispanic Working 

Group engaged Hispanic employees and discussed the Agency's efforts such as the 

Hispanic Working Group action plan report and next steps for outreach into the 

community. The Working Group conducted a climate assessment for the ABQ 

workforce. Fifty-two percent (52%) of the ABQ workforce took the assessment. 

The results indicated there is a need for improvement in employee recognition and 

promotion, career development and Senior Leadership. There were positive 

outcomes for ABQ’s first line supervisor, mission and accountability.

Hispanic Employee Resource Group (H/ERG): In FY20, the Agency established 

the H/ERG with 18 volunteers to assist with identifying and addressing barriers 

causing a low participation rate. The group developed a draft action plan and selected 

team leads to support the following teams:

• Data and Barrier Analysis

• Recruitment and Outreach 

• Employee/Workforce Engagement 

• Training and Cultural Awareness
92
93

MD-715 Part J

Recruitment, Hiring, Advancement 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 plan will improve the recruitment, hiring, advancement, and 

retention of applicants and employees with disabilities. All agencies, regardless of size, must 

complete this Part of the MD-715 report.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 C.F.R. § 1614.203(d) (7)) require agencies to establish specific 

numerical goals for increasing the participation of persons with reportable and targeted 

disabilities in the federal government.

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) Yes 0 No X

b. Cluster GS-11 to SES (PWD) Yes 0 No X

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) Yes No X

b. Cluster GS-11 to SES (PWTD) Yes X No 0

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

recruiters.

MD-715 – Part J

Special ProgramPlan for the Recruitment, Hiring,Advancement, and 

Retention of Persons with Disabilities 

The percentage of PWTD in the GS-11 to SES cluster was 1.55% in FY2020, which falls below 

the goal of 2%. 
94

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.

PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY 

PROGRAM

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.

Yes X No 0

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 

Full (Name, Title, Office, Email)

Time

Part 

Time

Collateral 

Duty

Processing applications from 

PWD and PWTD 1 0 0

Preliou-Holland, Jacqueline 

Human Resource Specialist,

jacqueline.s.preliouholland.civ@mail.mil

Answering questions from the 

public about hiring authorities 

that take disability into 

account

1 0 0

Cheryl Williams-Payton 

Disability Program Coordinator, 

Equal Opportunity and Diversity 

Programs Office, 

Cheryl.b.williamspayton.civ@mail.mil

The Agency’s HR Department uses various forums to communicate and educate hiring managers 

and supervisors on the goals and plans to hire PWD/PWTD. Various channels of communication 

include briefings for hiring managers/supervisors; host several brown bag sessions quarterly, oneon-one meetings/training, and also uses other channels of communications to continuously 

improve our hiring processes of PWD/PWTD. The use of these channels has allowed the hiring 

managers to become an agile team and have enabled the agency to swiftly meet the ever-changing 

needs of the agency and overcome any challenges we may have when hiring PWD/PWTD.

The EI Office continues to provide the State of Agency brief to leadership.
95

Processing reasonable 

accommodation requests from 

applicants and employees

1 0 0

Mary Lewandowski 

Reasonable Accommodation 

Coordinator,

Human Resources, 

Mary.h.lewandowski.civ@mail.mil

Section 508 Compliance 1 0 0

Robert Bleck, DTRA 508 Program 

Coordinator, Information 

Technology Department

Robert.r.bleck.civ@mail.mil

Architectural Barriers Act 

Compliance 1 0 0

Patrick Bass, Facilities Plans and

Space Management, AL-ELF 

Patrick.r.bass.civ@mail.mil

Special Emphasis Program for 

PWD and PWTD 1 0 0

Cheryl Williams-Payton 

Disability Program Coordinator, 

Equal Opportunity and Diversity 

Programs Office, 

Cheryl.b.williamspayton.civ@mail.mil

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.

Yes X No 0

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.

Yes X No 0

Section III: 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.

The Agency’s Disability Program Manager participated in the DEOMI Disability Program 

Management Training and EXCEL Conference hosted by the EEOC Training Institute.
96

PLAN TO IDENTIFY JOB APPLICANTS WITH DISABILITIES

Describe the programs and resources the agency uses to identify job applicants with 

disabilities, including individuals with targeted disabilities.

Pursuant to 29 C.F.R. § 1614.203(a)(3), describe the agency’s use of hiring authorities that take 

disability into account (e.g., Schedule A) to recruit PWD and PWTD for positions in the 

permanent workforce.

When 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.

PwDs applying for a position under a hiring authority through USAJobs, the Agency servicing , “Defense 

Logistics Agency (DLA)” will review the applicant’s resume against the job announcement and position 

description to determine if the person is qualified and also ensure all required documents are received, 

such as: Schedule A letter from a licensed doctor/or physician, resume, transcripts, etc. If the applicant is 

deemed qualified, the applicant will be placed on a Certificate of Eligibility and forwarded to the hiring 

manager for consideration. 

If the individual would like to be considered non-competitively, he/she will submit required documents: 

their resume, Schedule A letter from a licensed doctor or physician and transcripts to the Agency’s

Special Placement Program Coordinator (SPPC). Once the resume is received by DTRA HR Office, the 

HR Specialist (s) will review the resume to determine what position they are seeking or may qualify for 

and send the resume to the hiring manager for consideration. If the hiring manager wants to consider the 

individual for a position, they will notify the DTRA HR Specialist that they want to consider that 

individual and the HR Specialist will then send the individual resume, PD, and supporting documents to 

The Agency utilizes the Schedule A Hiring Authority, Disabled Veterans Affirmative Action Plan 

(DVAAP) and Operations Warfighter (OWF) programs to identify and target PWDs and PWTDs. 

In addition, targeted recruiting and outreach events are utilized to engage with PWDs. These 

efforts are very broad in nature, as we interact with students, entry and career-level individuals. 

The Agency had also established a IWDs ERG that will assist in enhancing these ongoing efforts. 

The Agency developed the following recruitment strategy:

• Outreach: The HR and EI Offices meet on a bi-weekly basis to discuss the various virtual 

outreach opportunities. 

• Recruitment: The HR and EI Offices collaborate on career fairs for various universities and 

colleges.

FY2020, one Workforce Recruitment Program (WRP) student was transitioned into a 

permanent position in the Agency utilizing the Schedule A Hiring Authority.

DTRA utilized a number of hiring authorities that take disability into account for permanent 

positions within the Agency. Authorities such as; Schedule A (to recruit PWD/PWTD), WRP, 

RA, and 30% or more Veterans. These programs and resources have allowed the Agency to 

recruit, hire and retain top talent of individuals hired with a disability or target disability.
97

our servicing HR agency, DLA for qualification determination. If the individual is deemed qualified, 

DLA HR will notify DTRA HR representative to begin the hiring process. This process can take as little 

as 30 days, pending meeting all conditions of employment (i.e. drug testing, security clearance, 

background check, etc.). 

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.

Yes X No 0 N/A 0

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.

PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

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) Yes 0 No X

b. New Hires for Permanent Workforce (PWTD) Yes 0 No X 

In FY20, DTRA met the goals for PWD and PWTD. Of the 126 permanent hires, 20 (15.87%) 

The Agency provides disability-related training to its management team every three years. This 

training covers the hiring goals, the RA program, and special hiring authorities. Roadmap to 

Success: Hiring People with Disability training is also provided to hiring managers. EI provided 

disability awareness and etiquette training for all workforce to include managers and supervisors.

The Agency established partnership with the Department of the Blind and Vision Impairment 

(DBVI) and Department for Aging and Rehabilitation Services (DARS) to host a virtual Disability 

Awareness event. Also, EI partnered with the Wounded Warriors Regiment of Quantico, VA to 

obtain a speaker for the virtual disability program.

The Agency continued its outreach relationships while building new relationships and partnerships 

for recruitment opportunities with hundreds of identified schools/universities, targeting career 

services, faculty members, and student organizations to facilitate targeted recruiting and outreach 

efforts to establish and maintain relationships/contacts with the individuals listed to recruit 

PWDs/PWTDs. Additionally, providing opportunities for PWDs/PWTDs, WRP students, Career 

Services staff, and faculty members to visit DTRA work sites to observe firsthand the exciting 

mission tasks being accomplished by the Agency. 

The Agency will continue to collect and analyze applicant flow data to determine areas of low 

participation rates in its applicant pool data and determine areas of improvement in the Agency’s 

recruitment efforts. This information will be analyzed to determine the hiring of PWDs/PWTDs

demographics of applicants and conduct outreach to ensure DTRA current recruiting practices 

include a diverse pool of qualified jobseekers, while securing and maintaining employment.
98

have a disability and 5 (3.97%) have a targeted disability. 

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.

a. New Hires for MCO (PWD) Yes X No 0

b. New Hires for MCO (PWTD) Yes X No 0

Table B7P

MCOs /Series

PWD % in 

Qualified 

Applicant 

Pool

PWTD % in

Qualified 

Applicant

Pool

Total # 

New Hires 

PWD

Total # 

New Hires 

PWTD

Trigger 

PWD 

(Y/N)

Trigger 

PWTD 

(Y/N)

0080

Security 

Administration

7.20% 3.66% 55 28 Y N

0301

Miscellaneous 

Administration and 

Program 

5.62% 3.14% 86 48 Y N

0340

Program Manager 5.45% 3.24% 37 22 Y N

0343

Management and 

Program Analyst

10.26% 5.13% 4 2 N N

0560

Budget Analysis 4.96% 2.83% 28 16 Y N

1102

Contracting 6.39% 4.10% 53 34 Y N

1301

General Physical 

Science

4.54% 1.64% 47 17 Y Y

2201

Information 

Technology

4.31% 2.37% 20 11 Y N

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.

a. Qualified Applicants for MCO (PWD) Yes 0 No 0 N/A X

b. Qualified Applicants for MCO (PWTD) Yes 0 No 0 N/A X
99

Table B-9P: Selections for Internal Competitive Promotions for Major Occupations by Disability

MCOs /Series

PWD % in 

Qualified 

Internal 

Applicants

PWTD % in

Qualified 

Internal 

Applicants

Total # 

PWD

Total # 

PWTD

Trigger 

PWD 

(Y/N)

Trigger 

PWTD 

(Y/N)

0080

Security 

Administration

9.63% 5.90% 31 19 Y N

0301

Miscellaneous 

Administration 

and Program 

Series

4.47% 2.31% 31 16 Y N

0340

Program Manager 0.00% 0.00% 0 0 Y Y

0343

Management and 

Program Analyst

10.14% 0.00% 7 0 Y Y

0801

General 

Engineering

0.00% 0.00% 0 0 Y Y

1102

Contracting 0.00% 0.00% 0 0 Y Y

1301

General Physical 

Science

9.09% 0.00% 0 0 Y Y

2210 0.00% 0.00% 0 0 Y Y

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.

a. Promotions for MCO (PWD) Yes X No 0

b. Promotions for MCO (PWTD) Yes 0 No X

Section IV: 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.

Currently, we do not have relevant applicant pool data to conduct benchmarks.
100

ADVANCEMENT PROGRAM PLAN 

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for advancement.

CAREER DEVELOPMENT OPPORTUNITIES

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

In the table below, please provide the data for career development opportunities that require 

competition and/or supervisory recommendation/approval to participate. [Collection begins with the 

FY2018 MD- 715 report, which is due on February 28, 2019.]

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants 

(#)

Selectees 

(#)

Applicants 

(%)

Selectees 

(%)

Applicants 

(%)

Selectees 

(%)

Internship Programs N/A N/A N/A N/A N/A N/A

Fellowship Programs 8 5 N/A N/A N/A N/A

Mentoring Programs 106 106 N/A N/A N/A N/A

Coaching Programs N/A N/A N/A N/A N/A N/A

Training Programs 11 3 N/A N/A N/A N/A

Detail Programs N/A N/A N/A N/A N/A N/A

Other Career 

Development Programs 18 12 0 0 2 2

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 

The Agency engaged in initiatives designed to ensure PWDs/PWTDs have sufficient 

advancement opportunities. ERG for PWDs/PWTDs was established and will assist in 

identifying and addressing barriers for advancement for PWDs/PWTDs. EI held briefing 

sessions with the ERG Leads and Co-Leads to discuss barriers to advancement for employees 

with targeted disabilities.

DTRA offers the Competitive Academic Program (CAP), which provides opportunities for 

civilian employees to pursue an undergraduate or graduate degree with financial assistance from 

the Agency. In FY20, 6 employees were selected for the CAP and 1 employee was a PWD. 

DTRA encourages all employees to apply and participate in our wide array of 

professional/career development tracks.
101

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box.

a. Applicants (PWD) Yes 0 No 0 N/A X

b. Selections (PWD) Yes 0 No 0 N/A X

In FY20, triggers existed for PWD in the career development programs. There were no 

PWDs who applied and/or selected.

Do triggers exist for PWTD among the applicants and/or selectees for any of the career development 

programs identified? (The appropriate benchmarks are the relevant applicant pool for applicants and 

the applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box.

a. Applicants (PWTD) Yes X No N/A

b. Selections (PWTD) Yes X No N/A

The following is a breakdown by grade levels of PWTDs

GS13 – 15 participants applied and were selected of which one was PWTD

GS14 – 30 participants applied and were selected of which three were PWTDs

GS15 – 19 participants applied and were selected of which one was PWTD

AWARDS

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) Yes X No 0

b. Awards, Bonuses, & Incentives (PWTD) Yes X No 0

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) Yes 0 No X

b. Pay Increases (PWTD) Yes X No 0

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.

Time off awards 1-10 hours: 8.91% for PWDs and .99% for PWTDs.

Time off awards 11- 20 hours: 12.43% for PWDs and 0.56% for PWTDs.

Time off awards 21- 30 hours: 12.50% for PWDs and 2.73% for PWTDs

Time off awards 31- 40 hours: 14.10% for PWDs and 1.96% for PWTDs

The Quality Step Increases (QSIs) for PWDs was 5 (7.25%) and one (1.45%) for PWTDs.
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a. Other Types of Recognition (PWD) Yes 0 No 0 N/A X

b. Other Types of Recognition (PWTD) Yes 0 No 0 N/A X

PROMOTIONS

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 nonGS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the 

text box.

SES

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

Grade GS-15

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

Grade GS-14

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

Grade GS-13

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

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.

SES

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

Grade GS-15

Qualified Internal Applicants (PWTD) Yes 0 No X

At this time the data is not available.
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Internal Selections (PWTD) Yes 0 No X

Grade GS-14

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

Grade GS-13

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

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.

New Hires to SES (PWD) Yes 0 No X

New Hires to GS-15 (PWD) Yes 0 No X

New Hires to GS-14 (PWD) Yes 0 No X

New Hires to GS-13 (PWD) Yes 0 No X

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.

New Hires to SES (PWTD) Yes 0 No X

New Hires to GS-15 (PWTD) Yes 0 No X

New Hires to GS-14 (PWTD) Yes 0 No X

New Hires to GS-13 (PWTD) Yes 0 No X

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.

Executives

At this time the data is not available.

At this time the data is not available.

At this time the data is not available.
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Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

Managers

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

Supervisors

Qualified Internal Applicants (PWD) Yes 0 No X

Internal Selections (PWD) Yes 0 No X

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.

Executives

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

Managers

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

Supervisors

Qualified Internal Applicants (PWTD) Yes 0 No X

Internal Selections (PWTD) Yes 0 No X

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.

New Hires for Executives (PWD) Yes 0 No X

New Hires for Managers (PWD) Yes 0 No X

New Hires for Supervisors (PWD) Yes 0 No X

Using the qualified applicant pool as the benchmark, does your agency have a trigger involving 

At this time the data is not available.

At this time the data is not available.

At this time the data is not available.
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PWTD among the selectees for new hires to supervisory positions? If “yes”, describe the 

trigger(s) in the text box.

New Hires for Executives (PWTD) Yes 0 No X

New Hires for Managers (PWTD) Yes 0 No X

New Hires for Supervisors (PWTD) Yes 0 No X

At this time the data is not available.

Section V: Plan to Improve Retention of Persons with Disabilities

To be a 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 personal assistance services.

VOLUNTARY AND INVOLUNTARY SEPARATIONS

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.

Yes X No 0 N/A 0

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.

Voluntary Separations (PWD) Yes 0 No X

Involuntary Separations (PWD) Yes 0 No X

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.

Voluntary Separations (PWTD) Yes X No 0

Involuntary Separations (PWTD) Yes X No 0

The Agency converted all hired eligible Schedule A employees with a disability after two years of 

satisfactory service.

In FY20, the number of separations were 156, 39 of which were retirees, 1 removal and 26 were 

resignations. The total separations for PWDs voluntary were 21 (13.46%) of the workforce.
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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.

ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

Pursuant to 29 C.F.R. § 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.

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.

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.

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.

REASONABLE ACCOMMODATION PROGRAM

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and 

https://www.dtra.mil/Mission/Equity-Diversity-and-Inclusion-Office/Accessibility/

There were triggers amongst separations for PWTDs. The PWTD was 1 (.64%).

The Exit survey was revised to include questions for PWD and/or PWTD. The survey was 

available as of September 2020. No data was captured for PWD and PWTD in 2020. EI will 

analyze the data annually.

https://www.dtra.mil/Mission/Equity-Diversity-and-Inclusion-Office/

The contracts are reviewed for compliance and web documents are periodically reviewed. We 

have a Section 508 site on our internet with links to external training materials, FAQs, tips, 

etc. This serves as a resource for the Agency. https://dtra1/j6/508/default.aspx
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make available to all job applicants and employees, reasonable accommodation procedures.

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.)

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.

PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE

WORKPLACE

Pursuant to 29 C.F.R. § 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.

Section VI: EEO Complaint and Findings Data

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 government-wide average?

Yes 0 No X N/A

2. During the last fiscal year, did any complaints alleging harassment based on disabilitystatus 

result in a finding of discrimination or a settlement agreement?

Yes 0 No X N/A

DTRA did not receive PAS requests for this fiscal year. 

The average time for reasonable accommodations during the reporting period is 10 calendar 

days. 

DTRA’s RA Program provides requests and approval within 10 calendar days. DTRA conducts 

RA training to managers and supervisors quarterly. The DTRA RA program retain all records of 

past and present RA requests within the records retention years for trends.
108

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.

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?

Yes 0 No X N/A 0

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?

Yes 0 No X N/A 0

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 VII: 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?

Yes 0 No X

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

Yes 0 No X N/A 0

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.

Trigger 1

Total Disability Workforce

• DTRA did not exceed the 2% goal for PWTD; Total PWTDs was 24 (1.87%). 

Trigger 2

Separations

• The percentage of PWDs separation was 21 (13.465) and 1 (0.64%) PWTD.

There were no discrimination harassment findings based on disability status during the last fiscal 

year.

There were no findings of discrimination based on a failure to accommodate.
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Trigger 3

GS-11 to SES Cluster

• The percentage of PWTD in the GS-11 to SES cluster is 19 (1.55%) which falls 

below the goal of 2%.

Barrier(s)

Barriers that impact Advancement Opportunities PWD and PWTD

• The Agency needs to establish advancement opportunities such as specialized 

training, mentoring programs, career development opportunities, award 

programs, promotions for PWD and PWTD. 

• Lack of awareness regarding the Schedule A Hiring Authority

Objective(s) Increase the participation, advancement and retention rate of PWTDs within 

the Agency to meet or exceed the DoD 2% by 2022.

Responsible Official(s)

Performance Standards Address 

the Plan?

(Yes or No)

Director, Diversity, Equity and Inclusion Office No

Director, Human Resource Directorate No

Barrier Analysis Process 

Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

No No

Sources of Data

Sources 

Reviewed?

(Yes or No)

Identify Information Collected

Workforce Data Tables Yes MD-715 B Tables - Disability

Complaint Data (Trends) Yes Agency-wide Complaints Data

Grievance Data (Trends) No

Findings from Decisions (e.g., 

EEO, Grievance, MSPB, AntiHarassment Processes)

No

Climate Assessment Survey (e.g.,

FEVS) No

Exit Interview Data No

Focus Groups N/A

Interviews N/A

Reports (e.g., Congress, EEOC,

MSPB, GAO, OPM) No

Other (Please Describe)

Target Date Planned Activities

Sufficient 

Staffing & 

Funding

(Yes or No)

Modified 

Date

Completio

n Date
110

05/2020

EEO will create a Recruitment 

and Outreach plan for PWDs and

PWTDs and share with HR.

Yes 08/2020

05/2021

Coordinate a discussion with HR 

regarding the Career Development 

program and the need to track 

PWDs and PWTDs.

Yes Ongoing

6/2020

Update the EEO external website 

to include 504/508 complaint 

information in the Disability

Outreach section.

Yes 09/2020

6/2020

EEO and HR will track all 

Schedule A appointments to 

determine whether they are 

converted into the competitive 

service, and for those

not converted, reasons why.

Yes 12/2020

11/2020

Partner with HR to conduct at least 

two Disability Brown Bag sessions 

to inform supervisors of the 

program and how to hire a 

student/PWDs.

Yes 11/2020

09/2020

Based on triggers identified 

involving separations of PWDs 

and PWTDs at DTRA, EI will 

collaborate with HR to revise the 

exit survey questions to ensure 

the questions include recruitment, 

inclusion, retention and the 

advancement of IwDs.

Yes 09/2020

06/2021

Utilize the OPM Feds Hire Vets

website for ideas on how to reach 

Veterans and disabled Veterans.

Yes 09/2021 In Progress

07/2021

Conduct trend analysis to identify 

triggers for MCO new hires and 

qualified internal applicants for 

PWDs and PWTDs.

Yes 12/2021

Ongoing

Collaboration 

with IWD ERG

07/2021

Collaborate w/HR to identify 

whether triggers exist within the 

Career Development Program for 

PWDs and PWTDs.

Yes 12/2021

Ongoing

Collaboration 

with IWD ERG

08/2021

Examine the Awards Program 

to identify triggers for PWDs 

and PWTDs.

Yes 12/2021

Ongoing

Collaboration 

with IWD ERG

Fiscal Year Accomplishments
111

FY2020

In FY20, the EI Office continued to manage the WRP. Three college students 

were hired for temporary summer employment and were placed in various 

Directorates utilizing their skills to support the mission. Two WRP interns 

were permanently hired into government positions. 

The Agency partnered with the Department of the Blind and Vision Impairment 

(DBVI) and the Department for Aging and Rehabilitation Services (DARS) to 

host a virtual training for the workforce. 

The EI Office hosted a Disability Awareness and Etiquette Training to educate 

the workforce on the Disability laws that support IwDs from being 

discriminated against, different hiring authorities for IwDs, reasonable

accommodations, and areas that are required by law, and the proper ways to 

interact with IwDs.

The EI Office hosted a Veterans Day Celebration to honor Veterans in the 

Agency for their service. The theme was, “Honoring Those Who Served.” 

SgtMaj Michael Mack, guest speaker, shared stories of his success and 

determination with thought provoking topics on Teamwork, Peace, Joy and 

Purpose. A video was created to celebrate the accomplishments of Veterans 

and to reflect on the services they provided.

The EI Office created two toolkits (Veterans Employment and Workforce 

Recruitment Program (WRP)) for Supervisors and Managers to assist in 

understanding the special hiring authorities, bring awareness of the programs 

and the benefits to the interns in the Agency. The WRP toolkit has been 

provided to IWD ERG to utilize when conversing with Managers and 

Supervisors.

The EI Office developed a Recruitment and Outreach Plan. The plan included 

information for IWDs to include schools, universities and institutions for 

partnership and recruitment of IWDs/IWTDs. 

The EI Office informed Schedule A applicants on the hiring process and 

provided them with a Schedule A Fact Sheet. Also, the Special Emphasis 

Program Manager held telephone conversations with Schedule A applicants to 

discuss the Schedule A hiring process. 

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

planned activities.

5. For the planned activities that were completed, please describe the actual impact of those 
112

activities toward eliminating the barrier(s).

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.

DTRA hired two WRP students and one was converted to full-time employee using the 

Schedule A Hiring Authority for DTRA. The Special Placement Program Coordinator provided 

information and guidance to individuals seeking employment. Documents were submitted to 

HR Hiring Managers for consideration.

For FY2021, the Agency has identified new planned activities and continue to address the deficiencies 

in their Affirmative Action Plan.
113
114
115

MD-715 DEFINITIONS AND EEO AUTHORITIES

The following definitions apply to MD 715:

• Applicant: A person who applies for employment.

• Applicant Flow Data: Information reflecting characteristics of the pool of individuals 

applying for an employment opportunity.

• Barrier: An agency policy, principle, practice or condition that limits or tends to limit

employment opportunities for members of a particular gender, race or ethnic background or 

for an individual (or individuals) based on disability status.

• Disability: For the purpose of statistics, recruitment, and targeted goals, the number of 

employees in the workforce who have indicated having a disability on an Office of Personnel 

Management Standard Form (SF) 256. For all other purposes, the definition contained in 29 

C.F.R. § 1630.2 applies.

• Civilian Labor Force: Persons 16 years of age and over, except those in the armed forces, 

who are employed or are unemployed and seeking work.

• EEO Groups: Members of groups protected under Title VII of the Civil Rights Act and other 

Federal guidelines. Includes: White Men, White Women, Black Men, Black Women, 

Hispanic Men, Hispanic Women, Asian Men, Asian Women, Native American Men, Native 

American Women, and Persons with Disabilities.

• Employees: Members of the agency's permanent or temporary work force, whether full or 

part-time and whether in competitive or excepted service positions.

• Employment Decision: Any decision affecting the terms and conditions of an 

individual's employment, including but not limited to hiring, promotion, demotion, 

disciplinary action and termination.

• Feeder Group or Pool: Occupational group(s) from which selections to a particular 

job are typically made.

• Federal Categories (Fed 9): EEOC is requiring agencies to report their workforce data by 

aggregating it into nine employment categories. These categories are more consistent with 

those EEOC uses in private sector enforcement and will permit better analysis of trends in the 

federal workplace than previous categories used. The Commission has created a 

Census/OPM Occupation Cross-Classification Table by OPM Occupational Code (crosswalk) 

which assists agencies in determining the category in which to place a position through use of 

the position's OPM or SOC codes or the OPM or Census Occupation Title. The crosswalk 

may be accessed at the Commission's website: http://www.eeoc.gov/federal/715instruct/00-

09opmcode.html. This crosswalk is intended as general guidance in cross-classifying OPM 

occupational codes to the EEO nine categories. Agencies are encouraged to contact EEOC 

with specific questions about what category might be appropriate for their particular

occupations.
116

THE NINE JOB CATEGORY TITLES ARE:

• Officials and Manager - Occupations requiring administrative and managerial 

personnel who set broad policies, exercise overall responsibility for execution of these 

policies, and direct individual offices, programs, divisions or other units or special 

phases of an agency's operations. In the federal sector, this category is further broken out 

into four sub-categories: (1) Executive/Senior-Level, (2) Mid-Level, (3) First-Level 

and (4) Other. When an employee is classified as a supervisor or manager, that 

employee should be placed in the Officials and Managers category rather than in the 

category in the crosswalk that they would otherwise be placed in based on their OPM 

occupational code. Those employees classified as supervisors or managers who are at 

the GS-12 level or below should be placed in the First-Level sub-category of Officials 

and Managers, those at the GS-13 or 14 should be in the Mid-Level sub-category and 

those at GS-15 or in the SES should be in the Executive/Senior-Level sub-category. An 

agency may also choose to place employees who have significant policy-making 

responsibilities, but do not supervise other employees, in these three sub- categories. 

The fourth sub-category, called "Other” contains employees in a number of different 

occupations which are primarily business, financial and administrative in nature, and do 

not have supervisory or significant policy responsibilities. For example, Administrative 

Officers (OPM Code 0341) are appropriately placed in the "Other” sub-category.

• Professionals - Occupations requiring either college graduation or experience of such 

kind and amount as to provide a comparable background. Includes: accountants and 

auditors, airplane pilots and navigators, architects, artists, chemists, designers, dietitians, 

editors, engineers, lawyers, librarians, mathematicians, natural scientists, registered 

professional nurses, personnel and labor relations specialists, physical scientists, 

physicians, social scientists, teachers, surveyors, and kindred workers.

• Technicians - Occupations requiring a combination of basic scientific knowledge and 

manual skill which can be obtained through two years of post-high school education, such 

as is offered in many technical institutes and junior colleges, or through equivalent onthe-job training. Includes: computer programmers, drafters, engineering aides, junior 

engineers, mathematical aides, licensed, practical or vocational nurses, photographers, 

radio operators, scientific assistants, technical illustrators, technicians (medical, dental, 

electronic, physical science), and kindred workers.

• Sales - Occupations engaging wholly or primarily in direct selling. Includes: advertising 

agents and sales workers, insurance agents and brokers, real estate agents and brokers, 

stock and bond sales workers, demonstrators, sales workers and sales clerks, grocery 

clerks, and cashiers/checkers, and kindred workers.

• Administrative Support Workers - Includes all clerical-type work regardless of level 

ofdifficulty, where the activities are predominantly non-manual though some manual 

work not directly involved with altering or transporting the products is included. 

Includes: bookkeepers, collectors (bills and accounts), messengers and office helpers, 

office machine operators (including computer), shipping and receiving clerks, 
117

stenographers, typists and secretaries, telegraph and telephone operators, legal assistants, 

and kindred workers.

• Craft Workers (skilled) - Manual workers of relatively high skill level having a thorough 

and comprehensive knowledge of the processes involved in their work. Exercise considerable 

independent judgment and usually receive an extensive period of training. Includes: the

building

trades, hourly paid supervisors and lead operators who are not members of management, 

mechanics and repairers, skilled machining occupations, compositors and typesetters, 

electricians, engravers, painters (construction and maintenance), motion picture 

projectionists, pattern and model makers, stationary engineers, tailors, arts occupations, 

hand painters, coaters, bakers, decorating occupations, and kindred workers.

• Operatives (semi-skilled) - Workers who operate machine or processing equipment or 

perform other factory-type duties of intermediate skill level which can be mastered in a 

few weeks and require only limited training. Includes: apprentices (auto mechanics, 

plumbers, bricklayers, carpenters, electricians, machinists, mechanics, building trades, 

metalworking trades, printing trades, etc.), operatives, attendants (auto service and 

parking), blasters, chauffeurs, delivery workers, sewers and stitchers, dryers, furnace 

workers, heaters, laundry and dry cleaning operatives, milliners, mine operatives and 

laborers, motor operators, oilers and greasers (except auto), painters (manufactured 

articles), photographic process workers, truck and tractor drivers, knitting, looping, taping 

and weaving machine operators, welders and flame cutters, electrical and electronic 

equipment assemblers, butchers and meat cutters, inspectors, testers and graders, hand 

packers and packagers, and kindred workers.

• Laborers (unskilled) - Workers in manual occupations which generally require no 

special training who perform elementary duties that may be learned in a few days and 

require the application of little or no independent judgment. Includes: garage laborers, 

car washers and greasers, grounds keepers and gardeners, farm workers, stevedores, 

wood choppers, laborers performing lifting, digging, mixing, loading and pulling 

operations, and kindred workers.

• Service workers - Workers in both protective and non-protective service occupations. 

Includes: attendants (hospital and other institutions, professional and personal service, 

including nurse’s aides, and orderlies), barbers, char workers and cleaners, cooks, counter 

and fountain workers, elevator operators, firefighters and fire protection, guards, doorkeepers, stewards, janitors, police officers and detectives, porters, waiters and waitresses, 

amusement and recreation facilities attendants, guides, ushers, public transportation 

attendants, and kindred workers.

Fiscal Year: The period from October 1 of one year to September 30 of the following year.

Goal: Under the Rehabilitation Act, an identifiable objective set by an agency to address or 

eliminate barriers to equal employment opportunity or to address the lingering effects of past 

discrimination.
118

Major Occupations: Agency occupations that are mission related and heavily populated, 

relative to other occupations within the agency.

Onsite Program Review: Visit by EEOC representatives to an agency to evaluate the 

agency's compliance with the terms of this Directive and/or to provide technical assistance.

Reasonable Accommodation (RA): Generally, any modification or adjustment to the work 

environment, or to the manner or circumstances under which work is customarily performed, 

that enables an individual with a disability to perform the essential functions of a position or 

enjoy equal benefits and privileges of employment as are enjoyed by similarly situated 

individuals without a disability. For a more complete definition, see 29 C.F.R. § 1630.2(o). 

See also, EEOC's Enforcement Guidance on Reasonable Accommodation and Undue 

Hardship under the Americans with Disabilities Act, No. 915.002 (October 17, 2002).

Relevant Labor Force: The source from which an agency draws or recruits applicants for employment 

or an internal selection such as a promotion.

Section 501 Program: The affirmative program plan that each agency is required to maintain under 

Section 501 of the Rehabilitation Act to provide individuals with disabilities adequate hiring, placement, 

and advancement opportunities.

Section 717 Program: The affirmative program of equal employment opportunity that each 

agency is required to maintain for all employees and applicants for employment under Section 

717 of Title VII.

Selection Procedure: Any employment policy or practice that is used as a basis for an employment 

decision.

Special Recruitment Program: A program designed to monitor recruitment of, and track applications 

from, persons with targeted disabilities.

Targeted Disabilities: Disabilities that the Federal Government, as a matter of policy, has identified for 

special emphasis in affirmative action programs. They are: 1) deafness; 2) blindness; 3) missing 

extremities; 4) partial paralysis; 5) complete paralysis; 6) convulsive disorders; 7) mental retardation; 8) 

mental illness; and 9) distortion of limb and/or spine.

Technical Assistance: Training, assistance or guidance provided by the EEOC in writing, over the 

telephone or in person.

Under representation: Result of conditions in which the representation of EEO groups is lower 

than expected.
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120

DTRA Organizational Chart