UNCLASSIFIED

UNCLASSIFIED

(U) Annual Demographic Report:

Hiring and Retention of Minorities, Women, and 

Persons with Disabilities in the

United States Intelligence Community

Fiscal Year 2015
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Annual Demographic Report: 

Hiring and Retention of Minorities, Women, and 

Persons with Disabilities in the

United States Intelligence Community

Fiscal Year 2015

This report was prepared by the Office of Intelligence Community Equal Employment 

Opportunity and Diversity (IC EEOD) in the Office of the Director of National 

Intelligence (ODNI). Please direct inquiries regarding this report to the ODNI Office 

of Legislative Affairs at (703) 275–2474.
iv

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5

Table of Contents

Acronyms.............................................................................................................................................................. 9

Understanding and Using this Report ..............................................................................................................11

Population Studied..........................................................................................................................................11

Data Collection Methods ................................................................................................................................11

Data Conditions and Anomalies......................................................................................................................12

Data Definitions..............................................................................................................................................13

Statistical Measures and Percentages of Small Populations ..........................................................................13

Executive Summary............................................................................................................................................15

Minorities in the IC.........................................................................................................................................16

Women in the IC..............................................................................................................................................18

Persons with Disabilities in the IC..................................................................................................................19

Future Plans: FY 2016 and Beyond ................................................................................................................21

Chapter 1. IC Best Practices in EEO, Diversity, and Inclusion.....................................................................23

Using Technology to Increase Outreach: IC Virtual Fairs and Applicant Website ........................................23

Bringing Diversity to the Mission: Employee Resource Groups.....................................................................24

Reaching Minorities through Collaborative IC Recruitment Events...............................................................25

Providing Foreign Language Training: STARTALK Program.......................................................................26

Providing Grants to Increase Diversity: IC Centers of Academic Excellence (CAE) in National Security....27

Providing Opportunities for Service Members: IC Wounded Warrior Program ............................................29

Undergraduate Scholar Program: Stokes.......................................................................................................29

Awards to Recruit and Train to Develop Intelligence Skills: PRISP ..............................................................31

Measuring the Diversity Pipeline: IC Civilian Joint Duty Program...............................................................32

Bridging Language and Cultural Gaps: IC Heritage Community Liaison Council........................................32

Best Practices in Leadership and Accountability............................................................................................35

Best Practices in Workforce Development and Succession Planning .............................................................36

Best Practices in Recruitment, Hiring, and Retention.....................................................................................36

Best Practices in Career Development and Advancement ..............................................................................37

Best Practices in Equal Employment Opportunity and Inclusion ...................................................................37

Chapter 2. Minorities in the IC ........................................................................................................................39

Highlights of the Minority Workforce .............................................................................................................39

Detailed Data on Minorities in the IC.............................................................................................................43

Workforce Composition ............................................................................................................................43

Managers ..................................................................................................................................................45

Hiring and Attrition...................................................................................................................................46

Promotions................................................................................................................................................51
6

Awards (Monetary and Honorary) and Quality Step Increases (QSI) ......................................................52

Selected Education and Development Programs ......................................................................................55

PRISP and Stokes......................................................................................................................................57

Joint Duty Program...................................................................................................................................58

Chapter 3. Women in the IC..............................................................................................................................59

Highlights of the Female Workforce ...............................................................................................................59

Detailed Data on Gender in the IC .................................................................................................................62

Workforce Composition ............................................................................................................................62

Managers ..................................................................................................................................................63

Hiring and Attrition...................................................................................................................................63

Promotions................................................................................................................................................68

Awards (Monetary and Honorary) and Quality Step Increases (QSI)......................................................68

Selected Education and Development Programs ......................................................................................71

PRISP and Stokes......................................................................................................................................72

Joint Duty Program...................................................................................................................................73

Chapter 4. Persons with Disabilities (PWD) in the IC....................................................................................75

Highlights of PWD Workforce ........................................................................................................................75

Detailed Data on PWD in the IC.....................................................................................................................77

PWD in the IC Workforce .........................................................................................................................77

Hiring and Attrition...................................................................................................................................78

Promotions................................................................................................................................................80

Joint Duty Program...................................................................................................................................81

Appendix A – IC Centers of Academic Excellence Program..........................................................................83

Appendix B – Principles of Professional Ethics for the IC .............................................................................85
7

List of Tables

Table 01: 6 Agencies and 11 Other Components ........................................................................................................11

Table 02: Measures of Attrition...................................................................................................................................14

Table 03: Employee Resource Groups ........................................................................................................................25

Table 04: IC CAE Institutions.....................................................................................................................................27

Table 05: Stokes Scholar Schools................................................................................................................................30

Table 06: Member Organizations of the IC Heritage Community Liaison Council ....................................................33

Table 07: FY 2015 IC EEOD-Sponsored and Related Community-Wide Events.......................................................33

Table 08: Hiring, Attrition and Workforce by RNO Group and Pay Grade (FY 2015)................................................39

Table 09: Five-Year Workforce Dynamic Trends by RNO Groups (FY 2011 to FY 2015) .......................................40

Table 10: Stokes Five-Year Trend by RNO (FY 2011 to FY 2015)............................................................................40

Table 11: The IC’s Workforce by RNO and Pay Grade (FY 2015) ............................................................................44

Table 12: Hiring by RNO and Pay Grade (FY 2015) ..................................................................................................47

Table 13: Overall Share of Attrition by RNO and Grade (FY 2015)...........................................................................48

Table 14: Promotions by RNO and Grade (FY 2015) .................................................................................................51

Table 15: Monetary Awards by RNO and Award Amount (FY 2015)........................................................................52

Table 16: Monetary Awards by Award Amount, RNO Group and IC Group (FY 2015) ...........................................52

Table 17: Honorary Awards by Grade and RNO (FY 2015).......................................................................................53

Table 18: QSIs by RNO and Grade (FY 2015)............................................................................................................54

Table 19: Five-Year Trends in PRISP by RNO (FY 2011 – FY 2015).......................................................................57

Table 20: Joint Duty Credits and Promotions by RNO Group and Grade (FY 2015) .................................................58

Table 21: Workforce Composition by Pay Grade (FY 2015).....................................................................................62

Table 22: Five-Year Workforce Dynamic Trends by Gender (FY 2011 to FY 2015).................................................63

Table 23: Hiring by Gender and Pay Grade (FY 2015)...............................................................................................64

Table 24: Overall Share of Attrition by Gender and Pay Grade (FY 2015) ..................................................................66

Table 25: Promotions by Gender and Pay Grade (FY 2015) ........................................................................................68

Table 26: Monetary Awards by Gender and Award Amount (FY 2015) ....................................................................68

Table 27: Honorary Awards in the IC by Gender and Pay Grade (FY 2015)..............................................................69

Table 28: QSIs by Gender and Pay Grade (FY 2015) .................................................................................................70

Table 29: Five-Year Trends in PRISP by Gender (FY 2011-FY 2015) ......................................................................72

Table 30: Five-Year Trends in the Stokes Program by Gender (FY 2011 to FY 2015) ................................................73

Table 31: Joint Duty Credits and Promotions by Gender and Grade (FY 2015) .........................................................73

Table 32: PWD Hiring, Attrition and Workforce Representation by Pay Grade (FY 2015)........................................76

Table 33: PWD JD Credit and Promotions (FY 2015)................................................................................................81
8

List of Figures

Figure 01: Five-Year Minority Trends (FY 2011 to FY 2015)....................................................................................16

Figure 02: Five-Year Gender Trends (FY 2011 to FY 2015)......................................................................................18

Figure 03: PWD Five-Year Trends (FY 2011 to FY 2015).........................................................................................19

Figure 04: Attrition Rates in the IC, Other Components, and Six Agencies (FY 2015)..............................................41

Figure 05: Minority Workforce by RNO Compared to Benchmarks (FY 2015).........................................................42

Figure 06: Minority Workforce by RNO (FY 2015) ...................................................................................................43

Figure 07: Representation Among Managers by Pay Grade Group (FY 2015)...........................................................45

Figure 08: Minority Hiring by RNO (FY 2015)..........................................................................................................46

Figure 09: Attrition Rates by RNO Compared to the IC’s Overall Rate (FY 2015)....................................................49

Figure 10: Minority Share of Attrition by Type (FY 2015).........................................................................................50

Figure 11: Minority Promotions by RNO (FY 2015) .................................................................................................51

Figure 12: Participation in All Educational Development Programs by RNO (FY 2015)...........................................55

Figure 13: Selected Educational Development by Program and RNO (FY 2015) ......................................................56

Figure 14: FY 2015 Gender Composition, Hires, and Attrition ..................................................................................59

Figure 15: Gender Workforce Compared to Benchmarks (FY 2015)..........................................................................60

Figure 16: Promotions in the IC by Gender (FY 2015) ...............................................................................................61

Figure 17: Comparison of Gender Representation Rates between the Overall IC Workforce and Recipients of 

Honorary Awards...............................................................................................................................................61

Figure 18: Managers by Gender and Pay Grade as a Proportion of the Workforce (FY 2015) ....................................63

Figure 19: Hiring by Gender (FY 2015)......................................................................................................................64

Figure 20: Attrition Rates by Gender Compared to Overall Rates (FY 2015)..............................................................65

Figure 21: Gender Overall Share of Attrition by Type (FY 2015)..............................................................................67

Figure 22: Female versus Male Attrition Type............................................................................................................67

Figure 23: Selected Education and Development Programs by Gender ......................................................................71

Figure 24: Selected Educational Development by Program and Gender (FY 2015) ...................................................72

Figure 25: Five-Year PWD Trends (FY 2011 to FY 2015).........................................................................................75

Figure 26: PWD Workforce Compared to Benchmark (FY 2015)..............................................................................77

Figure 27: Hiring PWD in the IC (FY 2015)...............................................................................................................78

Figure 28: Attrition Rates for PWD in the IC (FY 2015)............................................................................................79

Figure 29: PWD Workforce Compared to Promotions (FY 2015)..............................................................................80
9

Acronyms

AIAN American Indian/Alaska Native

CAE Centers of Academic Excellence 

CAPAL Conference for Asian Pacific American Leadership

CIA Central Intelligence Agency

CLF Civilian Labor Force

CMDI Center for Mission Diversity and Inclusion

DAG Director’s Advisory Group

DEA ONSI Drug Enforcement Administration, Office of National Security Intelligence

DHS Department of Homeland Security

DIA Defense Intelligence Agency

DISP Diversity and Inclusion Strategic Plan

DNI Director of National Intelligence

DoD Department of Defense

DoE IN Department of Energy, Office of Intelligence and Counterintelligence

EASE Equal Accessibility Services Environment

EEOC Equal Employment Opportunity Commission

MD-715 EEOC Management Directive-715

EEOD EEO and Diversity

ERG Employee Resource Group

FBI/IB Federal Bureau of Investigation, Intelligence Branch

FMLA Family Medical Leave Act

FW Federal Workforce

FY Fiscal Year

GS/GG General Schedule/General Grade

HBCU Historically Black College or University

IC Intelligence Community

ICAN IC Affinity Network

ICD IC Directive

IC CHCO IC Chief Human Capital Office

IC EEOD Office of IC Equal Employment Opportunity and Diversity 

ICRC IC Recruitment Committee

ICWWP IC Wounded Warrior Program

IQ Inclusion Quotient

IRTPA Intelligence Reform and Terrorism Prevention Act

JD Joint Duty

LGBTA Lesbian, Gay, Bisexual, Transgender, and Allies

MCISR-E Marine Corps Intelligence, Surveillance, and Reconnaissance Enterprise

NASIC United States Air Force, 25 AF, National Air and Space Intelligence Center

NCTC National Counterterrorism Center

NDIC National Defense Intelligence College

NGA National Geospatial-Intelligence Agency

NHPI Native Hawaiian/Pacific Islander

NIS National Intelligence Strategy

NRO National Reconnaissance Office
10

NSA National Security Agency

NSEP National Security Education Program

NSLI National Security Language Initiative

ODNI Office of the Director of National Intelligence

OPM United States Office of Personnel Management

PDDNI Principal Deputy Director of National Intelligence

PPIA Public Policy and International Affairs

PRISP Pat Roberts Intelligence Scholars Program

PWD Persons with Disabilities

PWTD People with Targeted Disabilities

QSI Quality Step Increase

RNO Race and National Origin

State INR United States Department of State’s Bureau of Intelligence and Research

STEM Science, Technology, Engineering, and Math

USA United States Army, Intelligence and Security Command, 

National Ground Intelligence Center

USAF United States Air Force, 25 AF, National Air and Space Intelligence Center

USCG United States Coast Guard, CG Intelligence

USMC United States Marine Corps, Marine Corps Intelligence Activity

USN NIA United States Navy, Naval Intelligence Activity 

UST OIA United States Department of the Treasury, Office of Intelligence and Analysis

UTAP DIA’s Undergraduate Training and Assistance Program (aka Stokes)

UTP NSA’s Undergraduate Training Program (aka Stokes)

WLF Women’s Leadership Forum
11

Understanding and Using this Report

Population Studied

This report is prepared in accordance with Section 114 of the National Security Act of

1947, as amended by Section 324 of the Intelligence Authorization Act of 2003. This report

summarizes demographic data on the population of minorities, women, and persons with 

disabilities (PWD) employed within the U.S. Intelligence Community (IC) during 

fiscal year (FY) 2015 (between 1 October 2014 and 30 September 2015).

Table 01 lists the 6 largest agencies and the 11 other components that compose the IC. 

As used in this report, “total IC workforce” refers to all 17 agencies and components combined. 

Table 01: 6 Agencies and 11 Other Components

Six Agencies Eleven Other Components

Central Intelligence Agency 

(CIA)

Department of Energy (DoE), 

Office of Intelligence and 

Counterintelligence (IN)

United States Air Force 

(USAF), 25 AF, National Air 

and Space Intelligence Center 

(NASIC)

Defense Intelligence Agency 

(DIA)

Department of Homeland Security 

(DHS), Office of Intelligence and 

Analysis (I&A), and Homeland 

Security Investigations

United States Army Intelligence 

and Security Command, 

National Ground Intelligence 

Center

Federal Bureau of Investigation,

Intelligence Branch (FBI/IB)

Department of State’s (DOS), 

Bureau of Intelligence and 

Research (State INR)

United States Coast Guard 

(USCG) CG Intelligence Center 

(part of DHS)

National Geospatial-Intelligence 

Agency (NGA)

Department of the Treasury, Office 

of Intelligence and Analysis (OIA)

United States Marine Corps 

(USMC), MC Intelligence 

Activity

National Reconnaissance Office 

(NRO)

Drug Enforcement Administration

(DEA), Office of National Security

Intelligence

United States Navy (USN), 

Naval Intelligence Activity 

(NIA)

National Security Agency (NSA) Office of the Director of National 

Intelligence (ODNI)

Data Collection Methods

In response to an annual data call from the ODNI’s Office of IC Equal Employment 

Opportunity and Diversity (IC EEOD), each IC element queries its own data holdings to 

compile and report data to a common set of requirements. Respondent IC elements submit total 

counts of individuals employed and hired during the fiscal year, as well as data on promotions, 

attrition, awards, and education and development programs. These workforce population counts 

are provided by race and national origin (RNO), gender, and pay grade.

The IC continually works to establish a standard and consistent method for collecting and 

analyzing diversity data across the Community. This effort is complicated due to the divergent 

size, complexity, and maturity of personnel data holdings. Generally, data may be compiled 

automatically in larger elements, while smaller IC elements use more manual collection methods. 
12

The ODNI does not have a central data repository of personnel records across the IC. 

Therefore, IC EEOD applies quality controls to each data submission, and several months of 

reconciliation and checks are required. IC EEOD compares each agency’s data in the various 

categories (e.g., RNO, hiring, attrition, etc.) to the prior fiscal year, and IC elements are asked to 

verify changes or send corrections if an error is discovered. This quality assurance process 

improves the validity and reliability of the reported data.

This report, covering FY 2015, is the first UNCLASSIFIED version of the annual 

Congressional report. 

Data Conditions and Anomalies

As noted above, this report details the percentage of minorities, women, and PWD 

employed during FY 2015. Key indicators are also reported with regard to promotions, attrition, 

awards, and education programs. Standard definitions for these attributes are provided; however, 

IC elements may not store, categorize, and sort data in the same way for all personnel actions. 

For example, an IC element may be able to readily provide attrition counts by pay grade, RNO, 

and gender through automated data retrieval, but manual counting may be required to determine 

whether personnel attrition was due to resignation, retirement, or termination. 

Smaller IC elements present unique challenges in data compilation, as the members of the 

workforce may be colocated with non-IC members of a larger non-IC workforce, and personnel 

may not readily be identified as having an IC affiliation. In some instances, data points were 

unavailable or incomplete for a full analysis of some attributes. The following data collection 

anomalies should be considered when reviewing this report:

 Since the USMC is a component of the USN, its data were reported with USN.

 Hiring and attrition measures at the NRO should be interpreted differently from other

agencies because the civilian workforce is primarily made up of employees who are 

detailed from other IC elements. Detailed employees return to their home IC elements 

when their assignment is completed; therefore, the NRO reports gains and losses. Gains

are people detailed to work at the NRO at the end of the year who were not there at the 

beginning. Losses are start-of-year detailees who were no longer employed there at 

year’s end.

 In addition, NRO's FY 2015 submission includes only full-time and part-time civilian 

employees funded by NRO (primarily CIA non-Directorate of Science &Technology, Air 

Force, Navy, and Defense Logistics Agency civilians). Part-time employees accounted 

for 6 percent of the total population of this submission. NRO data does not include 

uniformed military personnel or employees funded by other organizations.

 To avoid double-counting in the aggregated report, CIA’s workforce numbers do not 

include CIA officers assigned to NRO or NGA.

 UST OIA’s workforce appeared to drop precipitously in FY 2015 due to an FY 2014 

error. Since UST composes a tiny portion of the IC workforce, these data conditions 

will not have a significant impact on the final results. 

 The IC lacks RNO and gender data on some Pat Roberts Intelligence Scholars 
13

Program (PRISP) Awardee participants (fewer than 70); therefore, they are not included 

in the counts in this report. The IC will review the processes for data collection and 

recordkeeping to seek more accuracy in this demographic.

Data Definitions

Grades and Senior Positions. For the purposes of this report, “higher pay grades” refer

to General Schedule/General Grade (GS/GG) 13–15—the “feeder” grades for senior executive

positions. “Senior” Positions refer to positions higher than GS/GG 15; these are defined by each

IC element’s executive service system and senior professional populations (e.g., the Department 

of Defense’s (DOD’s) Defense Intelligence Senior Executive Service, DoD’s Defense

Intelligence Senior Level employees, CIA’s Senior Intelligence Service, or ODNI’s Senior 

National Intelligence Service).

RNO Categories. The FY 2015 RNO data were collected in accordance with the race

and ethnicity reporting requirements in the U.S. Equal Employment Opportunity Commission 

(EEOC) Management Directive-715 (MD-715). Under this directive, employees who selected 

“Hispanic or Latino” as their ethnicity were counted as “Hispanic or Latino,” regardless of race. 

In addition, EEOC data for individuals of Native Hawaiian or Pacific Islander origin were

reported separately from Asians. In some figures and tables, RNO categories are abbreviated as 

follows: “AIAN” for American Indian/Alaska Native and “NHPI” for Native Hawaiian/Pacific

Islander. Also, “Whites” or “Non-Minority” refers to non-Hispanic Whites throughout the

report.

Statistical Measures and Percentages of Small Populations

Statistical Significance. Results are expressed as percentages of the total IC workforce, 

or of some subset of the workforce. When making observations of a population, there is always 

the possibility that an observed effect may have occurred due to a collection error.

Percentages of Small Populations May Be Misleading. Percentages can fluctuate 

significantly if there is a one- or two-person change, due to the small population counts. For

example, data points relating to participation in senior service schools could appear to be

unusually high, but it is important to understand that such calculations are based on small 

numbers relative to the IC workforce as a whole.
14

Attrition Measures. This report examines two related measures of attrition: the attrition 

rate and share of overall attrition. Table 02 provides a definition of each measure, explains how 

it is used and how it is calculated, and outlines its implications.

Table 02: Measures of Attrition

Term Definition How it is Used How it is Calculated Implications

Attrition

Rate

Compares the

number of 

attritions in a 

subset with the 

total number in 

the subset, 

expressed as a 

percentage.

Used within group

analyses. Answers

questions such as,

“What percentage of the

minority workforce left

the agency in FY 

2015?”

Calculation:

Minorities who left/ all 

minorities.

Example: If 20 minorities 

left the agency in FY 2015

and there were 200 

minorities total, the 

attrition rate would be

20/200, or 10%.

An increasing attrition rate 

within an organization

could be an indication of

problems if the attrition

occurs in one specific

group or is unexpected

based on human capital

plans and activities.

Share of

Overall

Attrition

Compares the

number of 

attritions in a 

subset to the total

number of 

attritions in the 

organization, 

expressed as a 

percentage.

Used to compare

attrition to overall 

representation in the 

workforce or overall 

hiring, for example.

Answers questions such 

as, “Of all employees

who left the agency in

FY 2015, what percent 

was female?”

Calculation:

Women who left/all

employees who left

Example: If 400 employees

left the agency and 100

were women, the female

share of overall attrition

would be

100/400, or 25%.

An increasing share of

overall attrition within an 

organization can be 

disturbing and worth 

exploring if it affects one 

group over others.
15

Executive Summary

 

The Annual Demographic Report on Hiring and Retention of Minorities, Women, and 

Persons with Disabilities in the United States Intelligence Community examines workforce 

demographics relating to civilian employees in all 17 elements of the IC (see Table 01). This 

report also highlights diversity and inclusion initiatives and activities across the IC.

To be successful against increasingly complex global threats, the IC must employ and 

develop a dynamic, agile workforce that reflects diversity in its broadest context and includes all 

aspects that make individuals unique and America strong. This includes, but is not limited to,

race, culture, heritage, gender, age, religion, language skills, differing abilities, sexual orientation 

and gender identity, ideas, and perspectives. Diversity is necessary to build a solid foundation 

of key capabilities and capacity within the IC, and diversity is recognized as essential to 

advancing the core mission objectives set forth in the National Intelligence Strategy of the

United States of America, 2014 (NIS). As stated in NIS Enterprise Objective 5: Our People, the 

IC is collaboratively moving forward to “build a more agile, diverse, inclusive, and expert 

workforce.” 

Across the IC, initiatives and activities are strategically aligned through senior advisory 

bodies such as the IC EEOD Council1(comprising the EEO and Diversity senior principals of 

each IC element). The IC EEOD Council collectively identified diversity, inclusion, and equal 

employment opportunity goals and adopted a joint roadmap for action, the IC EEO and Diversity 

Enterprise Strategy (2015-2020)2. The Enterprise Strategy establishes a framework to ensure 

that the IC is best positioned to meet its mission-critical EEO, diversity, and inclusion 

imperatives. Through the implementation of the Enterprise Strategy, the IC is positioned to fully 

leverage capabilities, resources, and authorities to drive innovation and sustainability in five goal 

areas:

1. Leadership and Accountability;

2. Workforce Planning;

3. Recruitment, Hiring, and Retention;

4. Career Development and Advancement; and

5. Equal Employment Opportunity and Inclusion

Diversity is also embedded within the Principles of Professional Ethics (Appendix B) for 

the IC, and IC officers at all levels, from entry-level to senior executive, are expected to embrace 

and promote diversity as essential to achieving the IC’s mission.

 

1 The IC EEOD Council was established under IC Directive 110, “as a forum for coordination, 

evaluation, and improving EEOD in the IC.” The Council coordinates policy and programs throughout the IC, 

establishes community-wide goals, monitors progress, and develops strategic approaches to eliminate barriers to 

equal employment opportunity and diversity.

2 The IC EEO and Diversity Enterprise Strategy aligns with the NIS, the IC Chief Human Capital 

Office’s Vision 2020, and Executive Order 13583, establishing a Coordinated Government-wide Initiative to 

Promote Diversity and Inclusion in the Federal Workforce.
16

“The IC will foster diversity in its workforce through the recruitment, development, and 

retention of minorities, women, persons with disabilities, and individuals of various 

backgrounds, cultures, generations, perspectives, and ideas, among other aspects.”

—Intelligence Community Directive 110

The Partnership for Public Service recognized the IC as one of the “Best Places to Work 

in the Federal Government” for the seventh year in a row, and the IC ranked second out of the 19 

largest agencies surveyed. While embracing this recognition, the IC understands that it must 

make more progress in its efforts to increase the representation of minorities, women, and PWD

in key positions across all mission areas.

Minorities in the IC

Five-year trends (FY 2011–2015) in hiring and attrition dynamics indicate a gradual

increase in minority representation over time. Figure 01 illustrates the gradual increase in the 

minority workforce and reflects hiring and attrition trends; Unknown RNO has been included in 

the figure because this group may include minorities who choose not to disclose their race or 

ethnic origin. In FY 2015, overall IC minority representation in hiring increased from 23.6% 

(FY 2014) to 24.9%, largely due to a 1.4% increase in Hispanic hiring. 

Figure 01: Five-Year Minority Trends (FY 2011 to FY 2015)
17

Minority representation continues to slowly trend in a positive direction. However, there 

are several indications that increased focus is warranted. For example, the IC’s minority 

representation of 24.6% is lower than all of the external benchmarks generally used for 

comparison. Minorities make up 37.5% of the U.S. population, 35.4% of the Federal Workforce 

(FW), and 31.5% of the Civilian Labor Force (CLF). Minorities are also represented at less than 

expected frequencies, given their representation in the population, with regard to promotions, 

awards, Selected Educational Development Programs, and Joint Duty (JD) assignments. 

The chart below highlights some IC activities aimed at increasing minority 

representation:

Agency Activities/Initiatives

CIA Conducted over 100 targeted outreach events within underrepresented communities

CIA Conducted over 350 recruitment events at colleges and universities serving predominantly 

minority populations

DIA Added questions to the DIA Workforce Survey designed to identify ways to increase 

employee retention rates

DIA Held recruitment events at Centers of Academic Excellence (CAE)

DIA Used the Undergraduate Training and Assistance Program (UTAP) (Stokes) to target

minority and employees with disabilities

DHS I&A Entered into recruiting agreement with higher education associations serving minorities

DHS I&A Issued component recruitment and outreach plan to fill minority-group staffing gaps 

DHS I&A Cyber Student Initiative offered learning opportunities for college students

DOE Advertised vacancies nationwide to reach as many minority applicants as possible

NGA Participated in outreach efforts promoting awareness of minorities and PWD

NSA Revised hiring processes resulted in 31% minority hiring rate in FY 2015

NSA Enhanced Pipeline Dashboard to provide demographic details of applicants to EEOD 

personnel for trend and aggregate reporting purposes

NSA Used workforce demographics to guide workforce actions (hiring, promotion, etc.)

USAF Participated in outreach to attract minorities into STEM (science, technology, engineering, 

and math) positions

USCG Developed strategy to attract diverse applicants—measuring applicant data to evaluate 

recruiting efforts

USCG Expanded relationships with minority-serving institutions/affinity groups in order to recruit 

and retain a diverse workforce
18

Women in the IC

As shown in Figure 02, the proportion of women in the IC population remained just 

below 40% over the last five years. The share of attrition for women in the IC decreased by 1.7

percentage points between FY 2014 and FY 2015, to approximately the FY 2013 level, but is 

still higher than the female share of attrition in fiscal years 2011 and 2012.

Figure 02: Five-Year Gender Trends (FY 2011 to FY 2015)

While the representation of women in the IC has remained steady, hiring decreased from 

42.6% to 38.2% in FY 2015. Women are well represented through GS/GG-12 but taper off in 

the higher grades. If attrition can be reduced further to below the female workforce 

representation rate, there is a potential pool of women in the mid-grades who can increase the 

population of women in grades GS/GG-13 and above. In FY 2015, women earned 43.9% of 

promotions, which is a rate above their representation in the workforce (38.5%). The same is 

true of honorary awards recognizing outstanding service to the IC. Women received 46.8% of 

these awards, also at a rate above their representation in the workforce. 
19

The IC’s female workforce, at 38.5%, is lower than external population benchmarks such 

as the U.S. population at 49.7%, FW at 43.2%, and the CLF at 46.3%. This profile is consistent 

with prior years. Select IC activities pertaining to women are identified below: 

Persons with Disabilities in the IC

The representation of PWD in the IC workforce increased by just over one half of one 

percentage point between FY 2014 and FY 2015. The PWD composition increase would have 

been greater; however, the PWD attrition rate, 6.9%, was slightly above the IC’s overall attrition 

rate of 6.3% (See Figure 28). Figure 03 shows a gradual rise in PWD from FY 2011 to FY 2015; 

however, the PWTD population remained about the same. Attrition has fluctuated over the same 

period. Finally, hiring peaked in FY 2014 with a slight reduction in FY 2015.

Figure 03: PWD Five-Year Trends (FY 2011 to FY 2015)

Agency Activities/Initiatives

CIA Director's Advisory Group on Women in Leadership continues to make significant 

progress

DHS I&A Study on women in law enforcement gathered recommendations and best practices and 

identified barriers

DHS I&A U.S. Customs and Border Protection established the Women's Leadership Forum

NRO Mentored high school females to increase awareness of NRO STEM careers

USAF Intern program hired 80% women into IC positions

USAF Through the Million Women Mentors program, mentored females to enter STEM 

careers

USN DNINIA

Created Women in STEM Employee Resource Group (ERG)
20

In FY 2015, the IC EEOD designated a new Disability Program Manager position and 

selected an incumbent who entered on duty in January 2016. The Disability Program Manager 

will focus on strategic priorities relating to PWD across the ODNI and coordinate and lead 

strategic IC initiatives. Below are highlights of FY 2015 efforts with regard to PWD in the IC:

Agency Activities/Initiatives

CIA Provided real-time captioning solution for employees who are deaf and hard of 

hearing

DHS I&A Increased the number of PWD in every component

DHS I&A USCG achieved 10.31% representation of PWD

DIA Recruitment programs increased PWD working at DIA

NGA Added recruiter specializing in hiring PWD

NGA Hosted congressional event highlighting the role of NGA’s deaf and hard-of-hearing 

workforce

NRO Hosted IC Disability Summit

NSA Received award for employing PWD

NSA Provided videophones for employees who are deaf and hard of hearing

USAF Hiring efforts resulted in 11.8% PWD representation rate

USAF Won an award for outstanding achievement in employing PWD

USN DNI-NIA Increased PWD hiring rate

USN DNI-NIA Implemented hiring initiative and appointed Senior Champion for People with 

Targeted Disabilities (PWTD)

FY 2015 was marked by a renewed focus on leadership and accountability. Many IC 

elements adopted diversity training, such as unconscious bias workshops, and focused on 

leadership competencies to ensure that understanding and promoting diversity, inclusion, and 

EEO are viewed as key to effective leadership. Below are highlights of Community-wide and IC 

element activities to advance strategic diversity, inclusion, and EEO objectives: 

 CIA, NSA, and the USAF adopted diversity and inclusion performance objectives as part 

of senior executive performance evaluations plans. Beginning in FY 2016, the ODNI and 

other elements of the IC are adopting similar requirements.

 The first IC Persons with Disabilities Summit was hosted by CIA at NRO. Through this 

forum, the IC EEOD Council launched three working groups to further educate the IC 

workforce and coordinate best practices for recruiting, retaining, and developing PWD.

 IC EEOD hosted a Diversity Best Practices Exchange Forum to share ideas with invited 

members from private industry, academia, and senior IC leaders.

 The IC hosted the third IC Women’s Summit and the fourth IC Lesbian, Gay, Bisexual, 

Transgender, and Allies Summit.

 Four items were added to the IC Climate Survey, similar to those found in the Office of 

Personnel Management (OPM) Federal Employee Viewpoint Survey. As a result, in 

FY 2015 ODNI began capturing OPM’s Inclusion Quotient across the IC. 
21

 The CIA and ODNI codeveloped No FEAR Act online training to enable IC officers to 

understand their rights and remedies under the antidiscrimination and whistleblower 

protection laws. The PDDNI established reciprocity across the IC to enable all officers to 

gain credit if they completed this course.

 IC CHCO worked to improve data collection to capture RNO, gender, FY 2015 

promotion data, and disability information on participants in the IC Joint Duty program.

Future Plans: FY 2016 and Beyond

In FY 2016, IC EEOD is leading an IC-wide assessment to identify quantitative and 

qualitative factors that may serve as potential barriers to the hiring, retention, and promotion of 

women, minorities, and PWD in the IC. This Barrier Analysis Study follows a multidimensional 

approach including research, literature and file reviews, analysis of data collected from the IC, 

and input from focus groups. The findings and recommendations from this study will inform 

strategic initiatives under the IC EEO and Diversity Enterprise Strategy. 
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Chapter 1. IC Best Practices in EEO, Diversity, and Inclusion

We must attract and retain a workforce that has imagination, cultural and social competence, 

and the intellect to advance U.S. national intelligence. We must develop and promote a diverse 

workforce whose dedication to the mission is evidenced by an inclusive culture that embraces 

differences in race, color, ethnicity, national origin, gender, age, religion, language, disability, 

sexual orientation, gender identity and heritage. Simultaneously, we must create an environment 

in which all the aspects that make us individuals are welcome and celebrated.

--IC EEOD Enterprise Strategy (2015–2020), Foreword

The IC continues to identify and promote employment practices designed to attract, 

retain, and develop a diverse workforce. While individual IC elements require unique skills to 

advance their missions, collectively, the IC understands that enterprise solutions employed 

across intelligence disciplines are more likely to yield the competitive advantage that diversity 

brings. Within the IC, creating a culture that promotes equal employment opportunity, diversity 

and inclusion is the responsibility of every intelligence officer. By employing a multiagency 

approach across all 17 elements of the IC, the IC is best positioned to build and maintain the 

talent and capabilities necessary to accomplish the IC’s mission. Below are highlights of 

significant outreach, recruitment, and diversity activities involving multiple IC elements.

Using Technology to Increase Outreach: IC Virtual Fairs and Applicant Website

Since 2010, the IC has used technology to broaden its geographic reach and bring IC 

employment opportunities to individuals in areas where in-person visits are difficult due to 

limited budgets or manpower (or both). The IC’s virtual recruitment events are accessible on 

PCs, laptops, tablets, and mobile phones, making IC careers accessible to a broader population.

Over 6,100 potential applicants attended the sixth annual iteration of the multiagency IC

Virtual Career Fair, held on 19 February 2015. Over 400 recruiters, hiring managers, and subject 

matter experts from nine IC elements and organizations participated in the Fair: CIA, DHS, DIA, 

DoE, NGA, NSA, the FBI’s National Virtual Translation Center, ODNI and the National 

Counterterrorism Center (NCTC). IC EEOD professionals and volunteers from IC ERGs staffed 

a virtual “Diversity and Inclusion in the IC” booth to respond to questions from nearly 800 

attendees on reasonable accommodation, the IC’s hiring practices for individuals with 

disabilities, and inclusion issues. New this year was an audio presentation panel discussion with 

DIA and NGA employees on Cultivating an Inclusive Work Environment that was attended by 

over 500 individuals.

The IC Chief Human Capital Office (CHCO) coordinated the third annual IC Student 

Opportunities Virtual Info Session on 24 September 2015. More than 2,700 individuals, from 44 

different states (including Hawaii), attended the fair—the highest attendance at any IC-sponsored 

student event to date. Recruiters, hiring managers, and diversity representatives from CIA, DIA, 
24

DHS, DoE, FBI, NASIC, NGA, and NSA staffed virtual booths to provide information on

internships, scholarships, and cooperative education programs. The Department of State was 

unable to staff a booth; however, it provided an online audio presentation about its internship

programs. In addition, for the first time, the IC offered a special accommodation to facilitate 

communication with people using screen readers.

IC CHCO supported development of an integrated IC Applicant Gateway website 

designed using feedback from student focus groups regarding their expectations for a career site. 

Www.IntelligenceCareers.gov is an IC marketplace that facilitates job exploration across the IC 

and provides a common application process. This feature-rich site hosts information on the IC, 

its mission, and student programs and career opportunities at participating agencies. For 

example, to attract millennial applicants, the website includes videos, interactive brochures, and 

a careers blog. The website also features a Job Exploration Tool that applicants can use to 

search for positions matching their education, experience, and interests.

Bringing Diversity to the Mission: Employee Resource Groups

IC EEOD concentrates on developing and strengthening internal employee resource 

groups across the IC. For example, in FY 2015, the IC’s Lesbian, Gay, Bisexual, Transgender, 

and Ally (LGBTA) Affinity Network Group, IC Pride, has advanced diversity and inclusion 

across all major IC elements. IC Pride’s unique and inclusive approach has been cited as a 

federal best practice by the U.S. EEOC, was featured in the national press outlet The Daily 

Beast, and was presented as a model to emulate at the 2015 Out and Equal Conference. The 

contributions of IC Pride’s five Working Groups—Ally Engagement, Recruitment and 

Retention, Communication and Technology, Transgender, and IC LGBTA Summit—have made 

significant contributions that have led to the IC becoming an LGBTA employer of choice. A 

sample of ERGs in the IC are listed in Table 03.
25

Table 03: Employee Resource Groups

Agency Network of Gay, Lesbian, Bisexual and 

Transgender Officers and Allies (ANGLE)

Lesbian, Gay, Bisexual, and Transgender 

Officers and Straight Allies (IMPACT)

Life Inclusion for Everyone ERG American Veteran ERG

Asian Pacific American Organization Deaf Advisory Council

Deaf Disability and Diversity (3D) Employees with Disabilities

disAbility Advisory Panel Hispanic Advisory Council

Hispanic/Latino ERG People With Disabilities ERG

New Employees ERG Next Gen ERG

Mid-Career Hires Council Near Eastern/South Asian Americans

Islamic Culture ERG African-American ERG

American Indian/Alaska Native ERG Federal Women’s Program

Women’s ERG

Reaching Minorities through Collaborative IC Recruitment Events

The IC Recruitment Committee (ICRC) meets monthly to oversee collaborative 

recruitment activities, share best practices, and implement strategies that enable the IC to hire 

exceptional individuals into the workforce. Chaired by the Chief of Outreach and Policy in the 

IC CHCO, the Committee coordinates and promotes a number of outreach and recruiting events 

aimed at increasing diversity among minorities, women, first-generation Americans, and PWD. 

Each IC element also conducts recruitment and hiring initiatives focused on diversity. 

The ICRC continues to design and implement a corporate recruiting strategy that aligns 

with the NIS, the IC Human Capital Vision 2020, and the IC EEOD Enterprise Strategy. 

Embedded in each plan is the requirement to employ a diverse workforce possessing the skills 

required to assess complex global threats in an increasingly complex intelligence environment.

IC CHCO coordinates collaborative recruitment events to enhance IC elements’ abilities 

to reach diverse audiences while maximizing outreach resources. Listed below are FY 2015 

community recruitment events:

• American Indian Science and Engineering Society Career Fair

• Conference for Asian Pacific American Leadership Career Fair

• Federal Asian and Pacific American Council National Conference

• National Association of Asian American Professionals Career Fair

• Northern Virginia Community College Featured Employer Day

• Public Policy and International Affairs Program Career Expo

• Science, Technology, Engineering and Math Career Fair

• Society of Hispanic Professional Engineers National Conference and Career Fair

• Society of Hispanic Professional Engineers Region 4 Leadership Conference and 

Career Fair

• USPAK Foundation Career and Internship Day
26

Providing Foreign Language Training: STARTALK Program

The STARTALK Program provides summer training for students and teachers of critical 

foreign languages. Announced by the President in 2006, the program is the ODNI-sponsored 

component of the National Security Language Initiative (NSLI). Since holding the first student 

summer programs in 2007, the program has grown, steadily reaching more students and teachers. 

The STARTALK program seeks to expand and improve the teaching and learning of 

strategically important world languages not widely taught in the United States. Other programs 

under the NSLI umbrella include the Title VI/Fulbright Hays programs of the U.S. Department 

of Education, the National Security Education Program (NSEP) of the DoD, and study abroad 

and exchange programs of the U.S. Department of State, including the popular NSLI for Youth 

program. Since its inception, the program has reached approximately 55,000 participants with 

program offerings in all 50 states.

The Foreign Language Program Office of IC CHCO office oversees the STARTALK 

program, of which NSA is the service provider, and the University of Maryland’s National 

Foreign Language Center (NFLC) is the primary contractor. Their shared vision is to boost 

national capacity in languages critical to national security by instructing students in critical 

languages at all levels, as well as certifying teachers of these languages. STARTALK also 

ensures that students and teachers from diverse backgrounds have access to educational 

opportunities. 

In July 2015, the principal stakeholders of the STARTALK Program agreed to form a 

new STARTALK Steering Committee as a key mechanism for developing the program. Held in 

September 2015, the initial meeting of this NSA-led committee discussed proposals to improve

the marketing of STARTALK; ways to collaborate more closely with academic institutions at the 

federal, state, and local levels; and ways to strengthen institutional support for STARTALK’s 

sub-programs and initiatives.

In 2015, 138 STARTALK programs were delivered in 41 states and Washington, DC—

74 student programs, 31 teacher programs, and 23 combination student-teacher programs. 

Among the nearly 6,000 program participants, about 975 were foreign language teachers 

engaged in education and training covering 11 foreign languages: Arabic, Chinese, Hindi, 

Korean, Persian-Dari, Persian-Farsi, Portuguese, Russian, Swahili, Turkish, and Urdu. For the 

first time during summer of 2015, STARTALK offered classes on the Korean language through 

4 student programs and 10 teacher programs.

Celebrating its 10th anniversary in 2016, STARTALK has received favorable reviews 

from the U.S. language learning community as a high-quality program with the potential to 

significantly increase learning and instruction in critical languages. In addition, the course 

offerings have led to increased collaboration and working relationships between the IC and 

heritage communities around the country. These relationships should enhance the pool of 

language-qualified and culturally proficient personnel for recruitment into IC and other national 

security positions in the future.
27

Providing Grants to Increase Diversity: IC Centers of Academic Excellence (CAE) in 

National Security

The IC CAE Program was reauthorized as the Intelligence Officer Training Program (50 

U.S.C., Section 3224). The program’s objectives are to provide grants to competitively chosen 

universities and colleges to “enhance the recruitment and retention of an ethnically and culturally 

diverse intelligence community workforce with capabilities critical to the national security 

interest of the United States.” Table 04 identifies universities and consortia receiving grants in 

FY 2015 and those schools with sustaining programs who have completed their grant funding. 

For details on the founding of the program, program administration, and grant selection process,

see Appendix A.

Table 04: IC CAE Institutions

# College or University Academic Disciplines and Courses Entry Status

1 Florida International University, 

Miami, FL (Hispanic Serving 

Institution)

Public Policy, Political Science and Law, 

Legal Issues for Criminal Justice, History, 

International Relations, Public 

Administration, Anthropology, International 

Finance, Applied Quantitative Methods, 

World Politics, Language (Arabic), and a 

Foreign Study Program

Fall 2005 

to 2008; refunded fall 

2012

Receiving 

Grants

2 California State University 

Consortium, San Bernardino, CA 

(includes 6 CSU campuses) 

(Hispanic-Serving Institution)

Foreign Languages (various), Terrorism and 

Homeland Security, Political Science, 

Economics, and a Foreign Study/Cultural 

Immersion Program

Fall 2006; 

re-funded 

fall 2012

Receiving 

Grants

3 University of Texas at El Paso, El 

Paso, TX (Hispanic Serving 

Institution)

Law/Legal Studies, Engineering, Scientific 

and Technical Specialties, Political Science, 

Economics, and a Foreign Study and

Cultural Immersion Program

Fall 2006;

re-funded 

fall 2014

Receiving 

Grants

4 University of New Mexico 

(Hispanic-Serving Institution 

with significant Native American 

population)

National Security Study Methodologies, 

Human Behavior, Regional Studies, 

International Affairs, Foreign 

Languages/Study, Cultural Immersion

Fall 2009;

re-funded 

fall 2014

Receiving 

Grants

5 Morgan State University, 

Baltimore, MD (Consortium with 

Elizabeth State University, 

Norfolk State University, and

Bowie State University, a 

Historically Black College or 

University [HBCU])

Foreign Languages, Religion and Culture, 

Literature, Sociology, Criminal Justice, 

Environmental Science, Biology, and 

Engineering

Fall 2011 Receiving 

Grants

6 University of South Florida Public Health, Public Policy, International 

Relations, Foreign Languages and Culture, 

and Communications

Fall 2011 Receiving 

Grants

7 University of Mississippi 

(Consortium with Jackson State 

University, a HBCU)

Intelligence Studies, Analysis, Chinese 

Language Flagship Program, Cyber 

Security, International Studies, Computer 

Forensics, Cryptography

Fall 2012 Receiving 

Grants

8 Eastern Kentucky University 

(Consortium with Morehead State 

University and Kentucky State 

University, a HBCU)

Foreign Languages, National Security and 

Intelligence Studies, International Affairs

Fall 2014 Receiving 

Grants
28

# College or University Academic Disciplines and Courses Entry Status

9 University of Oklahoma Health 

Sciences Center

Intelligence and National Security Studies, 

International Studies, Languages

Fall 2014 Receiving 

Grants

10 Chicago State University Foreign Languages, Foreign Study, 

Community Security and Study, Cultural 

Immersion

Fall 2014 Receiving 

Grants

11 Rutgers State University National Security and Intelligence Studies, 

Foreign Languages, Business Intelligence 

and Foreign Study

Winter 

2015

Receiving 

Grants

12 University of North Carolina at 

Chapel Hill (Consortium with 

Duke University, North Carolina 

Central University and North 

Carolina State University, a 

HBCU)

Intelligence Studies, National Security 

Studies, International Affairs, Terrorism and 

Energy Focus, Cybersecurity Studies

Fall 2014 Receiving 

Grants

13 University of Central Florida International and Global Studies, Terrorism, 

National Security Issues and Study, Foreign 

Languages

Fall 2014 Receiving 

Grants

14 Miles College (a HBCU) Liberal Arts, Foreign Study/Languages, and 

Cultural Immersion

Fall 2009 Grant 

Period 

Ended 

9/2014

15 University of Texas-Pan 

American, Edinburg, TX 

(Hispanic-Serving Institution)

Foreign Languages (various), Scientific and 

Technical Specialties, Political Science, 

Economics, and Criminal Justice

Fall 2006 Grant 

Period 

Ended 

9/2014

16 University of Washington, 

Seattle, WA (large Asian-Pacific 

Islander population)

Foreign Languages (various), Scientific and 

Technical Specialties, Political Science, 

Economics, and a Cultural Immersion 

Program

Fall 2006 Grant 

Period 

Ended 

2007

17 Florida Agricultural and 

Mechanical University (a HBCU)

History, Political Science, Engineering, 

Foreign Language and Study, Cultural 

Immersion, International Affairs

Fall 2009 Grant 

Period 

Ended 

9/2014

18 Pennsylvania State University Information Science and Technology, 

Security and Risk Analysis, GeoIntelligence, Foreign Languages/Study, 

Cultural Immersion

Fall 2009 Grant 

Period 

Ended 

9/2014

19 University of Maryland Public Policy, Behavioral and Social 

Sciences, Arts and Humanities, Language 

Flagship School, Cultural Immersion, 

Cybersecurity Studies

Fall 2009 Grant 

Period 

Ended 

9/2013

20 University of Nebraska (UNLincoln) (Consortium: University 

of Nebraska-Omaha, and 

Creighton and Bellevue 

Universities; College of 

Menominee Nation added in 

2012)

Computer Systems, Software Applications, 

Economics, Security Operations, 

Counterterrorism, Counterintelligence, Risk 

Analysis, Nonproliferation, Foreign 

Language and Study Abroad

Fall 2009 Grant 

Period 

Ended 

9/2014

21 Virginia Polytechnic Institute and 

State University (Consortium 

with Howard University, a 

HBCU)

Engineering and Emerging Technologies, 

Foreign Language/Study, Cultural 

Immersion, Wireless Communications

Fall 2009 Grant 

Period 

Ended 

9/2013
29

A key component of the IC CAE Program is critical language development and cultural 

immersion through study abroad initiatives and foreign language immersion. Equally important 

is the growth of intelligence-related curricula in support of the STEM disciplines. Collaboration 

with scientific research centers and laboratories in the IC, the DoD, and corporations supporting 

the defense community provides real intelligence challenges for participating students and access 

to academic resources for IC employees.

Providing Opportunities for Service Members: IC Wounded Warrior Program

IC elements recruit and provide internship opportunities for wounded, ill, and injured 

service members. Opportunities are provided through internship fairs in the Washington, DC,

metropolitan area, relationships with military medical treatment facilities, and DoD- and IChosted events via the IC Wounded Warrior Program (ICWWP). The ICWWP helps wounded 

warriors rehabilitate by providing special internship opportunities in collaboration with the DoD 

Operation Warfighter Program. The IC sponsors internship fairs at which wounded warriors are 

offered internship opportunities, career counseling, and when possible, employment within the 

IC. The DIA administers the ICWWP as a service of common concern with oversight and 

guidance from the ODNI. In FY 2015, the ICWWP onboarded over 100 interns, 17% of whom

successfully transitioned into full-time employees. During this period, Wounded Warrior interns 

participated in opportunities with 12 IC elements.

Undergraduate Scholar Program: Stokes

The Undergraduate Scholar program (Stokes) employs high-performing high school 

seniors as full-time employees who receive all the benefits of a federal government employee, 

including salary, insurance, leave accrual, and retirement plans. The Stokes program, named for 

Congressman Carl Stokes (Democrat-Ohio), was authorized under 50 U.S.C. 3614. Once the 

students begin attending an undergraduate college or university, their responsibility is to focus on 

a field of study critical to an agency’s mission and become full contributors to the mission upon 

graduation.

Stokes candidates must demonstrate financial need and be high school seniors or college 

freshmen at the time of application. The students selected begin working as they are cleared

during the summer before their freshman or sophomore year in college. The students' permanent 

duty stations are their school locations, and nonlocal students travel to the Washington, DC, area

during their summer breaks from school to work for an IC element.

Four IC elements participate in the Stokes program: NSA, CIA, DIA, and NGA. NSA, 

participating since 1987, calls their Stokes program the Undergraduate Training Program (UTP). 

Similar programs known by other names are authorized for the CIA and the DIA. CIA’s 

program is called the Undergraduate Scholarship Program and was authorized in 1987 under 50 

U.S.C. 3510 (formerly 50 U.S.C. 403j; as amended by the 1987 Intelligence Authorization Act). 

DIA has participated in the Stokes program since 2006, calling it the Undergraduate Training 

and Assistance Program (UTAP) which was authorized under 10 U.S.C.1623 (formerly 10 

U.S.C. 1608). Although not legislatively mandated, the NGA developed its own version of the 
30

Stokes program in 2010. NGA plans to double the number of Stokes Scholars in FY 2016 and is 

evaluating doubling it again by FY 2018. 

DIA and NGA converted 100% of Stokes participants to full-time employees. From 

1987–2015, the conversion rate for Stokes at CIA was 53%. In FY 2015, NSA retained 91.6% 

of the graduating seniors.

Table 05 lists the schools that Stokes Scholars from across the four participating IC 

elements either currently or previously attended.

Table 05: Stokes Scholar Schools

American Military University Princeton University

American University Rice University

Binghamton University Saint Vincent College

California Polytechnic State University, San 

Luis Obispo

Southern Illinois University Edwardsville

Calvin College Stanford University

Carnegie Mellon University Swarthmore College

College of William and Mary Texas A&M University

Dartmouth College Texas Christian University

East Carolina University Towson University

Franklin W. Olin College of Engineering Trinity Washington University

Georgetown University University of Arizona

George Washington University University of California

George Mason University University of Florida

Georgia College University of Hawaii

Georgia Regents University University of Illinois at Urbana-Champaign

Georgia Institute of Technology University of Kentucky

Harvard University University of Maryland

Hampton University University of Michigan

Johns Hopkins University University of Minnesota

Kean University University of New Mexico

Lindenwood University University of North Carolina at Chapel Hill

Lynchburg College University of Oregon

Macalester College University of Puerto Rico

Marquette University University of Rhode Island

Massachusetts Institute of Technology University of Utah

Missouri S&T University University of Virginia

Northeastern University University of Washington

Ohio State University University of Wisconsin-Milwaukee

Pennsylvania State University Virginia Polytechnic Institute

Worcester Polytechnic Institute
31

Each of the four agencies market the Stokes program differently. For example, the CIA 

has developed a High School Ambassador Program, consisting of 32 high schools across the 

United States, and promotes the scholarship to various professional organizations, for example, 

the National Society of High School Scholars, First Bytes Computer Camp for Girls, and Women 

in Computer Science. These organizations advertise CIA and CIA’s student programs in their 

event programs. CIA’s regional recruiters promote the Stokes program when visiting various 

colleges and universities. 

DIA markets its Stokes program at numerous colleges and universities, including HBCUs 

and Hispanic-Serving Institutions, such as Miles College and California State University at 

Fullerton. Recruiters conduct information sessions and distribute informational brochures to 

educate and recruit potential candidates for the Stokes program. In addition, DIA promotes the 

Stokes program to several professional organizations that focus on diversity, such as the 

American Islamic Congress, Society of Hispanic Professional Engineers, Blacks in Government, 

and the Atlanta University Center Consortium. 

NSA markets the Stokes program through direct mailings to 3,027 high schools 

throughout the United States and by posting information on the nsa.gov website. NSA also 

focuses its efforts primarily on minority students with SAT scores of 1600 or better and an 

intended major in Computer Science, Chemical Engineering, or Electrical Engineering. Through 

these efforts, 83% of the students in the FY 2015 NSA Stokes program were minorities.

Finally, NGA markets the Stokes program at all colleges and universities attended by 

NGA recruiters. NGA’s Student Program brochure has a section devoted to the Stokes program. 

Stokes is also marketed on the NGA website and the IntelligenceCareers.gov website. All 

students who apply for an NGA internship are directed to read the qualifying and benefit 

information regarding the Stokes program since they have the option to be considered for the 

Stokes program, in addition to their application for an internship. NGA also markets Stokes 

annually at the IC Student Intern Career Fair.

The Stokes Program has maintained excellent minority representation for the IC since 

FY 2005. In FY 2015, 70% of the IC Stokes participants were minorities. For more information 

on Stokes participants by RNO see Table 10.

Awards to Recruit and Train to Develop Intelligence Skills: PRISP

The Pat Roberts Intelligence Scholars Program (PRISP) was established by Congress in 

2004 as a pilot program to recruit and train analysts and linguists. The goal of the programs is to 

increase the capacity and capability of the IC workforce in intelligence skills that may be in short 

supply now or in the near future.

PRISP was made permanent in October 2010 with the passage of the FY 2010 

Intelligence Authorization Act, which expanded the eligible population to include all missioncritical occupations, most notably those intelligence officers working in science, technology, 

engineering, and mathematics. 
32

PRISP funds may be used to provide hiring bonuses and reimbursement of prior 

educational expenses, and to pay for future education and training. The PRISP service obligation 

is to the IC, not the initial employing agency. Completion of the service obligation is tracked by 

the IC PRISP program manager even for awardees who transfer to other IC elements. The 

program has a very low attrition rate. Through a competitive process conducted by each of the 

participating IC elements, minorities in the IC received 27.8% of the awards in FY 2015.

Measuring the Diversity Pipeline: IC Civilian Joint Duty Program

The IC Civilian Joint Duty Program Office was established pursuant to the Intelligence 

Reform and Terrorism Prevention Act’s requirement that the DNI shall “prescribe mechanisms 

to facilitate the rotation of personnel of the intelligence community through various elements of 

the intelligence community...” Joint duty rotations offer civilian employees professional 

opportunities to broaden and enrich their careers by experiencing the scope of the IC beyond 

their home elements. Upon successful completion of these rotations, home IC elements benefit 

from the expanded professional experiences and networking contacts that returning employees 

bring with them—helping our community evolve into a true “integrated intelligence enterprise.” 

Participation in the program is encouraged for those eligible. Moreover, receiving credit for a 

joint duty qualifying experience is required for promotion to senior levels within the IC.

The JD experience helps develop IC officers who value and foster collaboration, along 

with leaders who embody the definition of teamwork throughout their careers. The program was 

expanded in 2013 to include civilians in grades 11 and 12, giving mid-level professionals an 

opportunity to obtain a joint duty qualifying experience. In FY 2015, there were increased 

efforts to promote joint duty opportunities through several joint duty fairs at IC elements, and 

metrics were also put in place to effectively measure program effectiveness. Metrics with 

respect to diversity for those with joint duty credit are now included with this year’s annual 

report. In addition, the DNI issued a new Intelligence Community Policy Guidance (ICPG 

660.1) on 24 July 2015 to improve program management, streamline supporting processes, 

ensure equal opportunity, and remove barriers to participation.

Bridging Language and Cultural Gaps: IC Heritage Community Liaison Council

The IC Heritage Recruitment and Retention Strategy, an IC CHCO and IC EEOD joint 

initiative, focuses on recruiting, hiring, and retaining first and second generation Americans to 

bridge critical foreign language and cultural understanding gaps. The strategy also addresses

mission-critical requirements for immediate and long-term national security needs.

To build and maintain relationships with key external groups, the IC CHCO established 

the IC Heritage Community Liaison Council in 2008. This council strengthens relationships 

between the IC and heritage community organizations, gathers input on the recruitment and 

retention of heritage Americans, and addresses heritage community concerns. Council members

met in October 2014 and May 2015 representing a number of heritage organizations, which are

listed in Table 06.
33

Table 06: Member Organizations of the IC Heritage Community Liaison Council

American-Arab Anti-Discrimination Committee Muslim Public Affairs Council

American Islamic Congress National Association of Asian American 

Professionals

American Lebanese Coalition National Iranian American Council

Assembly of Turkish American Associations Network of Indian Professionals

Burmese American Community Outreach Organization of Chinese Americans

Federal Asian Pacific American Council Sikh-American Legal Defense and Education 

Fund

Hispanic Association of Colleges and Universities Somali Action Alliance

International Orphan Care (Afghanistan) USPAK Foundation

Japanese American Citizens League World Organization for Resource 

Development and Education

Korean-American Scientists and Engineers Association

IC Heritage Community Liaison Council members were influential in opening doors for 

IC outreach and recruitment in FY 2015, resulting in invitations to participate in the USPAK 

Foundation Career and Internship Day and the Korean-American Scientists and Engineers 

Association’s Young Generation Conference. Council members also helped publicize the IC 

Virtual Career Fair and the third IC Student Programs Virtual Information Session to native 

speakers of critical languages. 

Following is a list of IC activities that promoted diversity across the IC. 

Table 07: FY 2015 IC EEOD-Sponsored and Related Community-Wide Events

Event Date Purpose Attendees and Description

IC Disabilities 

Summit

October 

2014

To exchange best 

practices and 

identify future 

initiatives

Disability experts, information technology specialists, 

and EEOD officers identified areas in which enterprise 

solutions were most viable, including use of the Equal 

Accessibility Services Environment, a reasonable 

accommodations case-tracking tool.

IC Women’s

Summit

October 

2014

To discuss ways to 

remove barriers to 

women’s success

The summit’s theme, “Creating Solutions—Innovative 

Pathways for IC Success,” focused on recognizing 

supervisor and employee perceptions of women in the 

workforce, taking “stretch” assignments, emotional 

intelligence, incorporating transparency in career 

growth, and establishing strategies to career success.

IC EEOD

Awards 

Ceremony

January 

2015

To recognize 

outstanding EEOD

contributions

This annual program complements the awards presented 

by the ODNI under the National IC Awards Program. In 

FY 2015, ODNI added two categories to recognize nonEEOD personnel for their contributions to promoting 

EEOD initiatives across the IC.

IC Virtual

Career Fair

February, 

September 

2015

To provide

applicants

with information on 

IC employment

IC EEOD staff members and volunteers manning online 

diversity booths answered questions from participants via 

virtual “chats.” Questions covered diversity in the IC, 

Schedule A hiring authority, reasonable

accommodations, the ICWWP, and hiring PWD.
34

Event Date Purpose Attendees and Description

IC Complaints

Managers’ 

Roundtable

February 

2015

Forum to share best 

practices and 

initiatives

This roundtable was attended by complaints managers

from NGA, NSA, DIA, and ODNI to discuss sexual 

harassment and discrimination complaints (cases, trends, 

agency actions taken). In addition, attendees discussed 

agency investigation processes and the use of contract 

investigators.

IC Pride

(LGBTA) 

Summit

May 2015 To promote LGBTA 

diversity and 

inclusion

More than 260 IC employees, including many senior 

executives, participated in person and through video 

teleconferencing. The theme "Advancing Diversity and 

Inclusion by Telling Our Story," focused on a variety 

of topics.

IC Women’s

Summit

May 2015 To identify 

challenges, share 

perspectives, and 

generate actions

The summit’s theme, “Mapping Your Path to IC 

Success” focused on recognizing Partners On The Paths, 

Keeping Talented Women on the Road to Success, The 

Perception of Parenthood in the Workplace, and the

Retention of Women.

Meeting of IC

Heritage

Community 

Liaison Council

May 2015 Strengthen IC 

relationships with

the heritage 

community

Council members were from a number of different

organizations representing heritage communities such as

Afghan-Americans, Arab-Americans, ChineseAmericans, Pakistani-Americans, and SomaliAmericans. Heritage Council members were very

influential in opening doors for IC outreach and

recruitment.

IC Booth at DC 

LGBTA Capitol 

Pride Festival

June 2015 To promote the IC 

as an employer of 

choice 

IC EEOD organized and led participation in the firstever IC-sponsored booth at the annual LGBTA DC 

Capitol Pride Festival in Washington, DC. Officers 

from NGA, CIA, and NRO staffed the IC booth. 

Unconscious 

Bias Session 

with Google’s 

Dr. Williams

September 

2015

To identify best 

practices and 

tangible steps to 

mitigate 

unconscious bias

Dr. Judith Williams, Google’s Global Diversity and 

Talent Program Manager, discussed Google’s journey in 

developing unconscious bias training. Dr. Williams was 

impressed by the similarities between the IC and Google 

both being focused on diversity as a mission imperative. 

Annual IC 

EEOD All 

Hands 

Conference

September 

2015

To train EEOD 

professionals on

how to drive change 

in the IC

Focusing on the theme “Driving Transformational 

Change in EEO and Diversity”, attendees from across 

the IC participated in panel discussions and workshops. 

PDDNI O’Sullivan provided opening remarks and 

Congresswoman Terri Sewell challenged the IC to 

prioritize diversity and inclusion and take personal 

responsibility for identifying and attracting talent from 

underrepresented groups.

Diversity Best 

Practices 

Exchange 

Forum

September 

2015

Leverage the diverse 

perspectives of 

experts from the 

private sector, 

academia, and the 

IC

EEOD principals and representatives from across the 

IC, along with invited members from private industry 

and academia, exchanged ideas and best practices in 

diversity recruiting, ERGs, unconscious bias, 

leadership accountability, and diversity training.
35

Following are the IC element’s Top 3 Best Practices (a few elements did not submit best 

practices). A best practice is a method or technique that has consistently shown results 

superior to those achieved with other means, and that is used as a benchmark. Each best 

practice is aligned to the five goal areas of the IC EEOD Enterprise Strategy 2015-2020:

Leadership and Accountability: Design organizational strategies and programs to hold IC 

leaders and their subordinates accountable for excellence in equal employment opportunity and 

diversity management.

Workforce Development and Succession Planning: Identify opportunities to increase the 

representation of underrepresented groups—especially in Grades 13–15 (and equivalent bands), 

senior positions, and core occupations—and ensure that diversity is a critical consideration in 

succession planning and other human capital initiatives.

Recruitment, Hiring, and Retention: Champion activities that increase the IC’s ability to recruit, 

hire, develop, and retain the diverse workforce needed to achieve National Intelligence Strategy 

mission and enterprise objectives.

Career Development and Advancement: Promote efforts that afford all IC employees the 

opportunity to realize their full potential, and identify and remove workplace barriers that may 

impede the advancement of minorities, women, and individuals with disabilities.

Equal Employment Opportunity and Inclusion: Ensure compliance with laws, policies, and 

directives; achieve equality of opportunity and fairness; and promote a culture of inclusion 

throughout the IC. 

Best Practices in Leadership and Accountability

Agency Activities/Initiatives

CIA Senior leadership team involved in diversity and inclusion initiatives outlined in the 

Diversity in Leadership Study

CIA Implemented diversity performance objectives for Tier 3 Senior Intelligence Service 

DIA Launched a new, media-rich web EEOD course taken by 94% of supervisors and 100% of 

senior executives

FBI Added diversity to core values

NSA Implemented diversity performance objectives for senior executives

USAF Added diversity element to Executive Performance Appraisal

USCG Added diversity performance component to senior leader evaluations
36

Best Practices in Workforce Development and Succession Planning

Agency Activities/Initiatives

DIA Officer Development training included specific diversity & inclusion curricula

DOE Office of Intelligence and Counterintelligence (IN) senior leaders held regular HR boards to 

discuss all personnel and hiring actions, including promotions, awards, and significant 

training

FBI Supervisors and Managers received implicit bias training

NRO Implemented Diversity Workforce Dashboard for senior leaders

USAF Boosted efforts to build participation in Workforce Recruitment Program for college students 

with disabilities

USCG Certified employees as Diversity and Inclusion Trainers

USMC Marine Corps Intelligence, Surveillance, and Reconnaissance Enterprise (MCISR-E) adopted

new succession management processes to develop workforce

Best Practices in Recruitment, Hiring, and Retention

Agency Activities/Initiatives

DHS I&A Entered recruiting agreement higher education associations serving minorities

DIA Leveraged the Workforce Recruitment Program to increase the representation of PWD

DOE Will continue to leverage programs like the Presidential Management Fellows and the 

National Nuclear Security Administration’s programs for the hiring pipeline

DOE Advertised vacancies nationwide to reach as many minority applicants as possible

FBI Used workforce analytic tools to improve diversity in the workforce

NGA Added recruiter specializing in hiring PWD

NSA Revised processes resulted in a 31% minority hiring rate in FY 2015

USCG Developed strategy to attract diverse applicants—measuring applicant data to evaluate 

recruiting efforts

USN NIA Developed and implemented an Individuals with Disabilities (IWD) hiring initiative to 

increase PWD hiring rate
37

Best Practices in Career Development and Advancement

Agency Activities/Initiatives

DHS I&A DHS EEOD staff trained in OPM's Inclusion Quotient (IQ) tools

DHS I&A Study on women in law enforcement gathered recommendations, best practices, and 

identified barriers

NGA Established plan to teach unconscious bias training to employees in FY 2016

NSA Implemented mandatory unconscious bias training for all leaders in FY 2015 and all 

employees by FY 2017

USAF Senior leaders received unconscious bias training

USMC Adopted professional development projects for civilian marines

USMC Revitalized MCISR-E civilian leadership board

USN NIA Provided EEOD training to all supervisors as part of the newly revamped leadership 

training program

USN NIA Created its first-ever EEO/ADR/Reasonable Accommodation/Diversity and Inclusion 

computer-based training for supervisors and employees

Best Practices in Equal Employment Opportunity and Inclusion

Agency Activities/Initiatives

CIA CIA and IC EEOD deployed No FEAR Act training (online module)

ODNI Introduced unconscious bias training

ODNI Collected Joint Duty metrics for the IC

ODNI Added diversity & inclusion questions to FY 2015 IC Climate Survey

NGA Participated in outreach efforts promoting awareness of minorities and PWD

NRO Included EEOD and inclusion questions in annual climate survey

NRO Mentored high school females to increase awareness of NRO STEM careers
38

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39

Chapter 2. Minorities in the IC

Highlights of the Minority Workforce

The minority population within the IC continues to grow. The percentage of minorities 

hired increased from 20.8% in FY 2011 to 24.9% in FY 2015. The minority share of attrition 

decreased over the same time period, as noted in Table 09. While the trend in minority 

representation is moving in a positive direction, there are still areas requiring additional focus. 

For example, as shown in Figure 05, the IC’s overall minority representation is lower than

comparative external benchmarks. Also, minorities are represented at lower than expected rates 

in promotions, awards, selected educational development programs, and joint duty assignments. 

In FY 2015, the IC began a barrier analysis research project to understand the potential causes of

this demographic trend and make recommendations for future action.

As shown in Table 08, minority hiring is greater than the minority share of attrition in the 

All Grades row (highlighted below for specific grade levels), two lower grades, GS/GG-12-14,

and Senior Positions. 

Table 08: Hiring, Attrition and Workforce by RNO Group and Pay Grade (FY 2015)

IC Workforce

Pay Grade Non-Min Minorities

Unknown 

RNO Non-Min Minorities

Unknown 

RNO Non-Min Minorities

Unknown 

RNO

Wage Grade 53.8% 7.7% 38.5% 71.4% 28.6% 0.0% 65.1% 32.4% 2.5%

GS/GG-01 0.0% 100.0% 0.0% 56.6% 35.8% 7.5% 0.0% 100.0% 0.0%

GS/GG-02 58.3% 41.7% 0.0% 67.6% 29.7% 2.7% 73.1% 22.6% 4.3%

GS/GG-03 80.0% 20.0% 0.0% 66.7% 33.3% 0.0% 83.8% 15.0% 1.3%

GS/GG-04 90.9% 9.1% 0.0% 52.0% 48.0% 0.0% 80.8% 19.2% 0.0%

GS/GG-05 70.9% 27.3% 1.8% 65.7% 31.4% 2.9% 75.8% 22.2% 2.1%

GS/GG-06 53.1% 24.0% 22.9% 70.0% 27.6% 2.4% 49.0% 44.2% 6.8%

GS/GG-07 69.8% 26.9% 3.3% 67.4% 29.8% 2.8% 65.6% 31.4% 3.0%

GS/GG-08 67.8% 24.6% 7.7% 68.4% 29.1% 2.5% 62.5% 33.6% 3.9%

GS/GG-09 70.5% 24.4% 5.1% 69.0% 28.9% 2.1% 67.9% 30.3% 1.7%

GS/GG-10 65.5% 21.4% 13.2% 68.0% 28.0% 4.0% 66.0% 27.6% 6.3%

GS/GG-11 64.0% 25.2% 10.8% 71.6% 27.6% 0.8% 66.1% 31.9% 2.0%

GS/GG-12 64.9% 28.6% 6.5% 73.8% 25.8% 0.4% 70.3% 28.5% 1.2%

GS/GG-13 71.3% 23.2% 5.5% 78.0% 21.6% 0.4% 74.4% 25.0% 0.6%

GS/GG-14 63.5% 28.9% 7.6% 82.7% 16.6% 0.8% 78.5% 21.0% 0.6%

GS/GG-15 74.1% 11.1% 14.8% 84.1% 15.3% 0.6% 83.5% 15.7% 0.7%

Senior Pay Levels 65.9% 18.2% 15.9% 89.6% 9.0% 1.4% 86.8% 12.3% 0.9%

All Grades 67.6% 24.9% 7.5% 77.2% 21.8% 0.9% 74.3% 24.6% 1.1%

Hires Share of Attrition Workforce
40

While Table 08 shows the workforce dynamics of hiring and attrition within the current 

report year, Table 09 provides a five-year trend of the minority and nonminority dynamics. The 

IC’s minority population has increased over this time period.

Table 09: Five-Year Workforce Dynamic Trends by RNO Groups (FY 2011 to FY 2015)

One way the IC is increasing minority hires, and potentially increasing minority 

retention, is through the Stokes scholarship program, which prepares college students for a career 

in the IC. As shown in Table 10, minority representation in Stokes continues to be high, 

especially among Asian Americans. Currently, four IC elements participate in the Stokes 

program: NSA, CIA, DIA, and NGA.

Table 10: Stokes Five-Year Trend by RNO (FY 2011 to FY 2015)

Group Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Non-Minorities Workforce 76.2% 76.0% 75.8% 74.9% 74.3%

Hiring 75.5% 75.0% 73.4% 72.2% 67.6%

Share of Attrition 77.2% 79.5% 76.8% 78.0% 77.2%

All Minorities Workforce 23.2% 23.5% 23.7% 24.4% 24.6%

Hiring 20.8% 22.4% 22.5% 23.6% 24.9%

Share of Attrition 22.2% 20.3% 22.4% 21.2% 21.8%

Unknown RNO Workforce 0.6% 0.5% 0.5% 0.8% 1.1%

Hiring 3.7% 2.5% 4.1% 4.4% 7.5%

Share of Attrition 0.6% 0.2% 0.8% 0.8% 0.9%
41

As shown in Figure 04, total IC minority attrition rates (5.6%) are lower when compared 

to nonminorities (6.5%) and to the overall attrition rate (6.3%). To determine which group of IC 

elements are contributing to the rate of minority attrition overall, Figure 04 also includes attrition 

rates for the Other Components and the Six Agencies (see Table 01 for the list of 17 IC 

Elements). The overall attrition rate and minority attrition rate is higher in the Other 

Components than in the Six Agencies; however, the Other Component minority attrition rate

(6.2%) is lower than its overall and nonminority attrition rates.

Figure 04: Attrition Rates in the IC, Other Components, and Six Agencies (FY 2015)

5.1%

7.5%

5.3%

5.4%

6.2%

5.6%

6.4%

7.3%

6.5%

6.1%

7.0%

6.3%

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0%

Six Agencies

Other Components

Total IC

Overall

Non-Minorities

All Minorities

Unknown RNOs
42

Although the IC has improved its minority representation over the past several years, 

minority representation (24.6%) in the IC is lower than in comparative benchmarks such as the 

FW (35.4%), CLF (31.5%), and the U.S. population (37.5%). Figure 05 indicates that 

representation in the IC is comparable for some subgroups, such as individuals of two or more 

races (exceeding all three external benchmarks) and Blacks (exceeding the Civilian Labor Force 

benchmark) but the All IC Minority representation was lower than minority representation in all 

of the comparison groups. This level of representation is consistent with prior years.

Figure 05: Minority Workforce by RNO Compared to Benchmarks3(FY 2015)

 

3 For each category—All IC, Other Components, and Six Agencies—there are 1.1%, 0.6%, and 1.2%, 

respectively, individuals of unknown Race/National Origin (Unknown RNO). CLF figures are from the 2012 

OPM’s Federal Equal Opportunity Recruitment Program Annual Report (https://www.opm.gov/policy-dataoversight/diversity-and-inclusion/reports/feorp-2012.pdf). FW figures are from FY 2014 at

https://www.opm.gov/policy-data-oversight/diversity-and-inclusion/federal-workforce-at-a-glance. Population data 

were computed from the 2014 Census Bureau’s Annual Estimates of the Resident Population for individuals 16–67 

years old. http://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml
43

Detailed Data on Minorities in the IC

Workforce Composition

Although minorities compose 24.6% of the IC, it is instructive to determine which group 

of IC elements has the highest and lowest rates of minority representation. Figure 06 divides the

IC into Other Components and the Six Agencies for these comparison purposes. However, the 

Six Agencies have a higher representation of Asians in the workforce than the Other 

Components.

Figure 06: Minority Workforce by RNO (FY 2015)

Note. This graph does not display the percentage of nonminorities and unknown RNOs. In the Six Agencies, nonminorities represent 74.6% and 

unknown RNO represent 1.2% of the total composition. In the Other Components, nonminorities represent 73.4% and Unknown RNO represent 

0.6% of the total composition. In the Total IC, nonminorities represent 74.3% and Unknown RNOs represent 1.1% of the total composition.

24.2%

26.0%

24.6%

0% 5% 10% 15% 20% 25%

Six Agencies

Other

Components

Total IC

Six Agencies Other

Components Total IC

Blacks 11.9% 12.5% 12.0%

Hispanics 5.4% 7.2% 5.7%

Asians 4.4% 3.3% 4.2%

2 or More Races 1.7% 2.2% 1.8%

AIANs 0.6% 0.4% 0.6%

NHPIs 0.2% 0.3% 0.2%

All Minorities 24.2% 26.0% 24.6%
44

Table 11’s highlighted cells illustrate that minorities make up a large proportion of the 

mid-grade population from which promotions to the higher grades generally occur, providing a 

pool from which the IC may promote minorities. Currently, minority representation at GS/GG14 and above are below the overall representation of 24.6%, with minorities at Senior Pay Levels 

at half of this percentage.

Table 11: The IC’s Workforce by RNO and Pay Grade (FY 2015)

IC Workforce

Pay Grade

NonMinoritiesAll 

Minorities No RNO Black Hispanic Asian AIAN NHPI

2 or More 

Races

Wage Grade 65.1% 32.4% 2.5% 25.3% 5.4% 0.8% 0.8% 0.0% 0.0%

GS/GG-01 0.0% 100.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0%

GS/GG-02 73.1% 22.6% 4.3% 14.0% 3.2% 1.1% 1.1% 0.0% 3.2%

GS/GG-03 83.8% 15.0% 1.3% 6.3% 2.5% 2.5% 0.0% 1.3% 2.5%

GS/GG-04 80.8% 19.2% 0.0% 10.3% 5.1% 2.6% 0.0% 1.3% 0.0%

GS/GG-05 75.8% 22.2% 2.1% 8.2% 6.7% 4.1% 0.0% 0.0% 3.1%

GS/GG-06 49.0% 44.2% 6.8% 18.9% 16.5% 4.0% 0.4% 1.2% 3.2%

GS/GG-07 65.6% 31.4% 3.0% 14.7% 8.3% 4.3% 0.3% 0.6% 3.1%

GS/GG-08 62.5% 33.6% 3.9% 19.5% 8.2% 4.0% 0.3% 0.4% 1.3%

GS/GG-09 67.9% 30.3% 1.7% 16.6% 6.8% 4.4% 0.6% 0.1% 1.7%

GS/GG-10 66.0% 27.7% 6.3% 14.0% 6.0% 4.4% 1.1% 0.3% 1.9%

GS/GG-11 66.1% 31.9% 2.0% 17.3% 7.1% 4.4% 0.7% 0.3% 2.1%

GS/GG-12 70.3% 28.5% 1.2% 14.1% 6.6% 5.1% 0.6% 0.2% 1.8%

GS/GG-13 74.4% 25.0% 0.6% 11.7% 6.0% 4.7% 0.5% 0.2% 2.0%

GS/GG-14 78.5% 21.0% 0.6% 9.9% 4.9% 3.7% 0.7% 0.1% 1.7%

GS/GG-15 83.5% 15.7% 0.7% 7.2% 3.5% 2.9% 0.6% 0.1% 1.5%

Senior Pay Levels 86.8% 12.3% 0.9% 5.2% 2.7% 2.5% 0.4% 0.2% 1.3%

Total IC 74.3% 24.6% 1.1% 12.0% 5.7% 4.2% 0.6% 0.2% 1.8%

Summary By Minority
45

Managers

Figure 07 shows manager grade groups (including supervisors) as a percentage of the 

entire IC workforce, with managers composing 20.9% of the total IC workforce (All Pay Grades 

group: 16.5% nonminorities plus 4.4% minorities equals 20.9%). When comparing minority and 

nonminority groups to total managers (rather than the whole workforce), 78.6% of managers are 

nonminorities and 20.8% of managers are minorities. Since minorities compose 24.6% of the IC, 

minorities are underrepresented among managers. This finding also holds true within each of the 

grade groups.

Figure 07: Representation Among Managers by Pay Grade Group4(FY 2015)

 

4 This figure displays the percent of Managers as a proportion of the entire workforce. For example, 1.0% of all individuals in the workforce 

are Non-Minority Managers in GS/GG 8-12. For All Pay Grades, the unknown RNO value is 0.1%.

1.0%

13.8%

1.7%

16.5%

0.4%

3.7%

0.2%

4.4%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

GS/GG 08-12 GS/GG 13-15 Senior Pay Levels All Pay Grades

Non-Minority Managers Minority Managers
46

Hiring and Attrition

Minorities compose 24.9% of the IC’s new hires. To determine which group of IC 

elements have the highest and lowest rates of minority hiring, Figure 08 compares the Other 

Components to the Six Agencies. Minorities in the Six Agencies, particularly Blacks, Hispanics, 

and individuals of two or more races, compose a larger proportion of new hires than minorities in 

the Other Components. Nonminorities make up 67.6%, and individuals with unknown RNO 

compose 7.5% of the IC’s new hires. Some proportion of the 7.5% of hires with unknown RNO 

may be minorities, potentially deflating the known population of minority hires.

Figure 08: Minority Hiring by RNO (FY 2015)

26.1%

21.7%

24.9%

0% 5% 10% 15% 20% 25%

Six Agencies

Other

Components

Total IC

Six Agencies Other

Components Total IC

Blacks 12.0% 10.1% 11.5%

Hispanics 6.4% 5.3% 6.1%

Asians 4.4% 4.1% 4.3%

2 or More Races 2.8% 1.7% 2.5%

AIANs 0.3% 0.5% 0.4%

NHPIs 0.2% 0.1% 0.2%

All Minorities 26.1% 21.7% 24.9%
47

Table 12 provides hiring information by RNO and Pay Grade. As highlighted in the 

table, the rate of minority hiring at certain grades is higher than the 24.9% overall minority hiring

rate. The RNO groups driving those higher numbers tend to be Blacks and Hispanics. For 

example, at GS/GG-14, Blacks and Hispanics made up 22.4% of new hires, yet Blacks and 

Hispanics represented 17.6% of all hires and 17.7% of the workforce, indicating that the IC hired 

members of both groups into upper grades as well as lower grades.

Table 12: Hiring by RNO and Pay Grade (FY 2015)
48

This report examines two related measures of attrition—the attrition rate and share of 

overall attrition described in Table 02 under the section on Understanding and Using This 

Report. Minorities represented 21.8% of attrition in FY 2015. Table 13 highlights the grades in 

which the IC was more successful at retaining minorities (lowest percentages when compared to 

the 21.8% Overall Share of Minority Attrition).

Table 13: Overall Share of Attrition by RNO and Grade (FY 2015)

IC Share of Attrition

Pay Grade

NonMinoritiesAll 

Minorities

Unknown 

RNO Black Hispanic Asian AIAN NHPI

2 or More 

Races

Wage Grade 71.4% 28.6% 0.0% 28.6% 0.0% 0.0% 0.0% 0.0% 0.0%

GS/GG-01 56.6% 35.8% 7.5% 18.9% 7.5% 1.9% 0.0% 0.0% 7.5%

GS/GG-02 67.6% 29.7% 2.7% 10.8% 5.4% 8.1% 0.0% 0.0% 5.4%

GS/GG-03 66.7% 33.3% 0.0% 16.7% 0.0% 16.7% 0.0% 0.0% 0.0%

GS/GG-04 52.0% 48.0% 0.0% 12.0% 16.0% 12.0% 0.0% 0.0% 8.0%

GS/GG-05 65.7% 31.4% 2.9% 7.1% 14.3% 5.7% 0.0% 0.0% 4.3%

GS/GG-06 70.0% 27.6% 2.4% 9.4% 11.2% 5.3% 0.0% 0.0% 1.8%

GS/GG-07 67.4% 29.8% 2.8% 13.5% 6.7% 5.6% 0.6% 0.6% 2.8%

GS/GG-08 68.4% 29.1% 2.5% 19.0% 3.8% 3.8% 1.3% 0.0% 1.3%

GS/GG-09 69.0% 28.9% 2.1% 14.2% 7.9% 3.8% 0.4% 0.8% 1.7%

GS/GG-10 68.0% 28.0% 4.0% 12.0% 5.3% 6.7% 2.7% 0.0% 1.3%

GS/GG-11 71.6% 27.6% 0.8% 13.7% 7.7% 4.1% 0.2% 0.0% 1.9%

GS/GG-12 73.8% 25.8% 0.4% 13.6% 4.7% 3.5% 1.1% 0.5% 2.4%

GS/GG-13 78.0% 21.6% 0.4% 10.4% 4.7% 4.0% 0.3% 0.1% 2.0%

GS/GG-14 82.7% 16.6% 0.8% 7.3% 3.6% 2.9% 0.7% 0.2% 2.0%

GS/GG-15 84.1% 15.3% 0.6% 6.5% 3.0% 2.5% 1.1% 0.0% 2.2%

Senior Pay Levels 89.6% 9.0% 1.4% 2.7% 2.3% 2.7% 0.0% 0.5% 0.9%

Total IC Attrition 77.2% 21.8% 0.9% 10.2% 5.0% 3.6% 0.6% 0.2% 2.1%

Summary By Minority
49

Figure 09 presents attrition rates for each RNO group, providing a comparison with the 

IC’s overall attrition rate. Blacks, Hispanics, and Asians are less likely to leave the IC compared 

to nonminorities and compared to overall attrition. Conversely, nonminorities are more likely to 

leave the IC compared to most RNO groups except individuals of two or more races and 

American Indian/Alaska Natives. These findings demonstrate that the IC has been generally 

successful at retaining minorities.

Figure 09: Attrition Rates by RNO Compared to the IC’s Overall Rate (FY 2015)
50

Figure 10 provides the breakdown of overall share of the attrition by type of attrition, 

comparing minorities with nonminorities. Minorities represent 24.6% of the IC workforce and 

similarly represent 21.8% of the IC’s overall share of attrition in FY 2015 but 29.3% of the 

terminations. While resignations, at 23.6%, is below minority representation, it is the second 

highest attrition type for minorities.

Figure 10: Minority Share of Attrition by Type5(FY 2015)

 

5 The Minority overall share of attrition is 21.8% but some agencies are unable to report attrition by type 

(reason). This causes the share of attrition in this figure to be slightly smaller (21.6%).

70.7%

75.2%

81.6%

77.9%

77.8%

29.3%

23.6%

18.3%

22.1%

21.6%

0% 20% 40% 60% 80% 100%

Termination

Resignation

Retirement

Other

All Types

Non-Minorities All Minorities Unknown RNO
51

Promotions

As shown in Table 14, minorities received 23.1% of promotions while composing 24.6% 

of the workforce. Because less than expected representation did not occur at all grades, the table

highlights grades in which minority promotions exceeded the overall promotion percentage for 

all grades. Nonminorities make up 74.6% of the IC’s promotions and individuals with Unknown 

RNO make up 2.3%.

Table 14: Promotions by RNO and Grade (FY 2015)

To determine which group of IC elements have the highest and lowest rates of minority 

promotions overall, Figure 11 breaks the IC down into the Other Components and the Six 

Agencies. Minorities in the Other Components, particularly Blacks and Hispanics, compose a 

larger proportion of individuals promoted compared to minorities in the Six Agencies.

Figure 11: Minority Promotions by RNO (FY 2015)

IC Workforce 

Promotions

Pay Grade

NonMinoritiesAll 

Minorities No RNO Black Hispanic Asian AIAN NHPI

2 or More 

Races

Wage Grade 86.7% 13.3% 0.0% 6.7% 6.7% 0.0% 0.0% 0.0% 0.0%

GS/GG-01 N/A N/A N/A N/A N/A N/A N/A N/A N/A

GS/GG-02 83.1% 15.5% 1.4% 4.2% 4.2% 2.8% 1.4% 0.0% 2.8%

GS/GG-03 85.4% 14.6% 0.0% 8.3% 2.1% 4.2% 0.0% 0.0% 0.0%

GS/GG-04 83.7% 14.3% 2.0% 4.1% 2.0% 0.0% 0.0% 0.0% 8.2%

GS/GG-05 71.5% 26.9% 1.5% 10.0% 7.7% 4.6% 0.0% 0.0% 4.6%

GS/GG-06 67.5% 31.0% 1.6% 7.1% 17.5% 1.6% 0.8% 0.0% 4.0%

GS/GG-07 70.3% 24.4% 5.3% 11.4% 7.2% 3.5% 0.6% 0.0% 1.6%

GS/GG-08 56.6% 33.9% 9.5% 15.7% 9.5% 4.1% 0.8% 0.8% 2.9%

GS/GG-09 71.1% 25.9% 3.0% 11.8% 6.6% 4.8% 0.5% 0.1% 2.1%

GS/GG-10 70.0% 21.5% 8.5% 7.9% 6.3% 5.2% 1.1% 0.0% 1.1%

GS/GG-11 72.5% 24.4% 3.1% 11.1% 5.7% 5.2% 0.5% 0.1% 1.8%

GS/GG-12 73.9% 24.7% 1.4% 10.4% 6.4% 5.6% 0.8% 0.0% 1.5%

GS/GG-13 77.9% 21.2% 0.9% 8.3% 5.6% 4.9% 0.5% 0.1% 1.8%

GS/GG-14 77.8% 22.0% 0.2% 9.6% 5.9% 5.0% 0.4% 0.1% 0.9%

GS/GG-15 82.3% 17.2% 0.5% 8.2% 3.5% 4.5% 0.5% 0.0% 0.5%

Senior Pay Levels 86.4% 13.6% 0.0% 6.2% 2.8% 2.3% 0.0% 0.0% 2.3%

Total IC 74.6% 23.1% 2.3% 9.8% 6.1% 4.9% 0.6% 0.1% 1.6%

Summary By Minority
52

Awards (Monetary and Honorary) and Quality Step Increases (QSI)

Table 15 shows that minorities received 22.1% of all monetary awards in FY 2015—less 

than their representation (24.6%) in the workforce. Of overall representation in monetary 

awards, minorities received a greater share of the lowest two award levels.

Table 15: Monetary Awards by RNO and Award Amount (FY 2015)

Table 16 breaks the IC down into the Other Components and the Six Agencies in order to 

compare which IC elements have higher or lower representations of minorities in monetary 

awards. Minorities in the Other Components make up a larger proportion of individuals 

receiving monetary awards compared to minorities in the Six Agencies but a smaller proportion 

of employees receiving monetary awards of $5000 or more.

Table 16: Monetary Awards by Award Amount, RNO Group and IC Group (FY 2015)

IC Workforce 

Monetary Awards

Amount

NonMinoritiesAll 

Minorities

Unknown 

RNO Blacks Hispanics Asians

2 or More 

Races AIANs NHPIs

Less than $1000 75.9% 23.6% 0.5% 11.6% 5.3% 4.6% 1.6% 0.4% 0.1%

$1000 to $1999 76.9% 22.4% 0.6% 10.7% 5.4% 4.0% 1.6% 0.5% 0.2%

$2000 to $4999 79.1% 20.4% 0.5% 8.0% 5.9% 4.0% 1.9% 0.5% 0.2%

$5000 to $9999 78.1% 20.3% 1.6% 7.5% 5.2% 5.4% 1.4% 0.6% 0.2%

$10000 or More 80.5% 18.7% 0.8% 8.4% 4.3% 3.8% 1.6% 0.6% 0.1%

All Amounts 77.3% 22.1% 0.6% 10.1% 5.5% 4.3% 1.7% 0.5% 0.2%

IC Workforce 74.3% 24.6% 1.1% 12.0% 5.7% 4.2% 1.8% 0.6% 0.2%

Summary By Minority

Award Amount NonMinorities

All 

Minorities

Unknown 

RNO

NonMinoritiesAll 

Minorities

Unknown 

RNO

NonMinoritiesAll 

Minorities

Unknown 

RNO

Less than $1000 76.1% 23.4% 0.5% 73.1% 26.9% 0.0% 75.9% 23.6% 0.5%

$1000-$1999 77.4% 21.8% 0.8% 74.1% 25.9% 0.0% 76.9% 22.4% 0.6%

$2000-$4999 78.8% 20.6% 0.6% 80.7% 19.3% 0.0% 79.1% 20.4% 0.5%

$5000-$9999 77.6% 20.7% 1.7% 87.1% 12.9% 0.0% 78.1% 20.3% 1.6%

$10000 or More 80.0% 19.2% 0.8% 89.7% 10.3% 0.0% 80.5% 18.7% 0.8%

TOTAL 77.4% 21.9% 0.7% 76.6% 23.4% 0.0% 77.3% 22.1% 0.6%

Six Agencies Other Components All IC
53

Similar to monetary awards, Table 17 shows that minorities are underrepresented among 

individuals receiving honorary awards. Minorities received 21.6%, less than their representation 

in the IC workforce of 24.6%.

Table 17: Honorary Awards by Grade and RNO (FY 2015)
54

In FY 2015, minorities received fewer Quality Step Increases (QSIs), at a rate of 19.6%,

overall when compared to their representation of 24.6% in the IC. At GS/GG 6, 8, 11, and 12 

and at senior pay levels (highlighted below), minorities received QSIs at a rate higher than their 

representation in the IC workforce. Table 18 summarizes the distribution of QSIs by pay grade 

and RNO. Within specific RNO groups, Blacks and Hispanics received most of the QSIs. It is 

important to note that the NGA workforce is pay banded and under a pay-for-performance 

system that does not incorporated step increases or QSIs.

Table 18: QSIs by RNO and Grade6(FY 2015)

 

6 Senior pay levels do not receive QSIs; however, there were personnel who received a QSI and were 

subsequently promoted to senior pay levels.

IC QSIs Summary

Pay Grade

NonMinoritiesAll 

Minorities

Unknown 

RNO Black Hispanic Asian

2 or 

More 

Races AIAN NHPI

Wage Grade N A N A N A N A N A N A N A N A N A

GS/GG-01 N A N A N A N A N A N A N A N A N A

GS/GG-02 N A N A N A N A N A N A N A N A N A

GS/GG-03 N A N A N A N A N A N A N A N A N A

GS/GG-04 N A N A N A N A N A N A N A N A N A

GS/GG-05 N A N A N A N A N A N A N A N A N A

GS/GG-06 0.0% 100.0% 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0%

GS/GG-07 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

GS/GG-08 66.7% 33.3% 0.0% 0.0% 0.0% 33.3% 0.0% 0.0% 0.0%

GS/GG-09 81.8% 18.2% 0.0% 3.0% 3.0% 6.1% 6.1% 0.0% 0.0%

GS/GG-10 50.0% 16.7% 33.3% 0.0% 16.7% 0.0% 0.0% 0.0% 0.0%

GS/GG-11 64.3% 34.5% 1.2% 11.9% 16.7% 2.4% 1.2% 1.2% 1.2%

GS/GG-12 75.2% 24.8% 0.0% 10.0% 7.2% 5.2% 2.0% 0.4% 0.0%

GS/GG-13 81.8% 18.0% 0.2% 8.0% 4.3% 2.4% 2.2% 0.7% 0.4%

GS/GG-14 82.4% 17.6% 0.0% 7.9% 3.8% 5.1% 0.5% 0.3% 0.0%

GS/GG-15 85.8% 14.2% 0.0% 5.9% 4.4% 2.5% 0.5% 1.0% 0.0%

Senior Pay Levels 50.0% 50.0% 0.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Total IC 80.1% 19.6% 0.3% 8.1% 5.5% 3.8% 1.5% 0.6% 0.2%

IC Workforce 74.3% 24.6% 1.1% 12.0% 5.7% 4.2% 0.6% 0.2% 1.8%

By Minority
55

Selected Education and Development Programs

Figure 12 provides information about participation in education and development 

programs. Among all individuals participating in these programs, 82.0% were nonminorities, 

exceeding their 74.3% IC workforce representation. In FY 2015, 17.5% of those participating in 

these development programs were minorities. 

Figure 12: Participation in All Educational Development Programs by RNO (FY 2015)
56

Figure 13 shows that most participants in each program are nonminorities. The program 

with the most sizable proportion of minorities is the Congressional Fellowships program, which 

had a comparatively larger proportion of Blacks participating than in any other Selected

Educational Development program in FY 2015.

Figure 13: Selected Educational Development by Program and RNO (FY 2015)
57

PRISP and Stokes

PRISP, like Stokes, is a college scholarship/internship program allowing the IC to hire 

college graduates with certain skills critical to the IC (e.g., engineering, mathematics, economics, 

physics, etc.). As shown in Table 19, PRISP participation among minorities increased 6% 

between FY 2011 and FY 2015.

Table 19: Five-Year Trends in PRISP by RNO (FY 2011–FY 2015)

FY11 FY12 FY13 FY14 FY15

All Minorities 21.9% 20.0% 22.2% 17.5% 27.8%

Blacks 6.2% 3.3% 6.2% 0.0% 8.9%

Hispanics 3.4% 6.0% 6.2% 5.3% 6.3%

Asians 7.5% 7.3% 7.4% 8.8% 10.1%

2 or More Races 4.1% 0.7% 1.2% 3.5% 1.3%

AIANs 0.7% 0.7% 1.2% 0.0% 1.3%

NHPIs 0.0% 2.0% 0.0% 0.0% 0.0%

Non-Minorities 78.1% 80.0% 77.8% 80.7% 63.3%

Unknown RNO 0.0% 0.0% 0.0% 1.8% 8.9%

PRISP
58

Joint Duty Program

The JD Program is a personnel rotation program, open to GS/GG-11 to Senior Positions, 

allowing employees to work for limited terms in different IC elements. Participation in this 

program provides a wider understanding of the missions and functions of the IC, develops a 

broader knowledge of the operations and management of the IC, helps to build a collaborative 

network, and is required for promotion to the senior level. It is relevant to note that 91% of the 

IC’s population resides in the GS/GG-11 to senior pay levels. Of the personnel in these grades, 

18.3% have earned JD credit and in FY 2015, 1.2% of those with credit were promoted. 

Additionally in the overall IC GS/GG-11 and above grade groups, minorities make up 24% of 

the workforce population, and as shown in Table 20, the total number of minorities with JD 

credit within the JD credit population is 20.5%. This also means that 15.7% of the GS/GG-11 

and above minority population are minorities who had earned JD credit by September 2015. 

Approximately the same percentage (20.3%) of minorities with JD credit were promoted in FY

2015. This data also shows that the higher the grade level, the lower the percentage of minorities 

with JD Credit, corresponding closely to their workforce representation rates at each level. At 

each level except for GS/GG-11, the rate of minorities with JD credit exceeds their rate of 

workforce representation.

Table 20: Joint Duty Credits and Promotions by RNO Group and Grade (FY 2015)

Note. Table 20 does not include FBI and U.S. Treasury OIA data.
59

Chapter 3. Women in the IC

Highlights of the Female Workforce

The percentage of women in the IC has remained just below 40% for several years. As 

shown in Figure 14, the FY 2015 share of female attrition is slightly higher than hiring and 

composition.

Figure 14: FY 2015 Gender Composition, Hires, and Attrition

Further analysis of male and female attrition by type (reason for leaving) covered later in 

this chapter shows that women are retiring slightly more often than resigning (see Figures 21 and 

22).

When looking at representation in isolation, however, and not in the context of hiring and 

attrition dynamics, it becomes apparent that women are well represented through GS/GG-12 and 

less well represented in the higher grades (See Table 21). This presents a potential pool of 

promotions to grow the population of women into GS/GG-13 and above grades. 
60

Figure 15 shows that the representation of women in the IC is less than in the 

comparative benchmarks, the FW, CLF, and the U.S. population. Comparing IC element groups, 

Figure 15 also shows that the Six Agencies are closer to the FW benchmark (43.2%) than the 

Other Components.

Figure 15: Gender Workforce Compared to Benchmarks7(FY 2015)

 

7 CLF figures are from the 2012 OPM Federal Equal Opportunity Recruitment Program Annual Report 

(https://www.opm.gov/policy-data-oversight/diversity-and-inclusion/reports/feorp-2012.pdf). FW figures are 

from FY 2014 https://www.opm.gov/policy-data-oversight/diversity-and-inclusion/federal-workforce-at-aglance. U.S. population data were computed from the 2014 Census Bureau’s Annual Estimates of the Resident 

Population for individuals 16–67 years old. http://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml
61

While the IC continues to strengthen its efforts to attract and retain women, areas of 

significant progress are evident. Although women represented 38.5% of the IC (Figure 14), they 

earned 43.9% of promotions as shown in Figure 16. When focusing on the Six Agencies and the 

Other Components, both groups have promoted women at higher proportions (44.6% for the Six 

Agencies and 37% for the Other Components) than their overall female representation (40.2% 

for the Six Agencies and 30.8% for the Other Components).

Figure 16: Promotions in the IC by Gender (FY 2015)

Women across the IC workforce received a large proportion of honorary awards, which 

recognize their outstanding service to the IC. Figure 17 illustrates that women received these 

awards at rates well above their representation in the workforce, while males received the same 

awards below their representation.

Figure 17: Comparison of Gender Representation Rates between the Overall IC Workforce and 

Recipients of Honorary Awards
62

Detailed Data on Gender in the IC

Workforce Composition

When studying the female composition within the workforce across grades, as shown in 

Table 21, one sees a significant pool of women in the mid-grades (highlighted below) available 

to create a steady pipeline into GS/GG-13 and above grades. Currently, the representation of

women drops sharply in the GS/GG-13 and above grades.

Table 21: Workforce Composition by Pay Grade (FY 2015)
63

Managers

Figure 18 shows that female and male managers together compose 20.9% of the total IC 

workforce. Females represent 38.5% of the IC workforce, and 34% of all manager positions 

(7.1% of all managers in the workforce). The pattern is consistent across grade groups. For 

example, most of the IC's managers reside in grades GS/GG 13 to 15, but twice as many men are 

managers in those grades as compared to women (11.6% to 6.0%).

Figure 18: Managers by Gender and Pay Grade as a Proportion of the Workforce (FY 2015)

Hiring and Attrition

For the five years shown in Table 22, the proportion of women in the IC has remained 

relatively static. Over the same period, hiring has increased but is offset by a rise in attrition. 

From FY 2014 to FY 2015, hiring of women dropped by 4.4 percentage points.

Table 22: Five-Year Workforce Dynamic Trends by Gender (FY 2011 to FY 2015)

0.6%

6.0%

0.6%

7.1%

0.9%

11.6%

1.4%

13.8%

0%

5%

10%

15%

GS/GG 08-12 GS/GG 13-15 Senior Pay Levels All Pay Grades

Female Managers Male Managers

Group Personnel Measure FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Females Workforce 38.6% 38.0% 37.4% 38.5% 38.5%

Hiring 33.6% 36.2% 36.3% 42.6% 38.2%

Share of Attrition 39.0% 38.7% 40.3% 41.8% 40.1%

Males Workforce 61.4% 62.0% 62.6% 61.5% 61.5%

Hiring 66.4% 63.8% 63.7% 57.7% 61.8%

Share of Attrition 61.0% 61.3% 59.7% 58.2% 60.1%
64

Figure 19 compares female hires in the Other Components and the Six Agencies. 

Women in the Six Agencies make up a larger proportion of new hires (40.9%) compared to 

women in the Other Components (30.8%).

Figure 19: Hiring by Gender (FY 2015)

Table 23 shows that larger proportions of women are being hired into the lower grades

(highlighted below) while hiring of women decreases in the upper grades. 

Table 23: Hiring by Gender and Pay Grade (FY 2015)

IC Workforce Hires

Pay Grade Females Males

Wage Grade 15.4% 84.6%

GS/GG-01 0.0% 100.0%

GS/GG-02 50.0% 50.0%

GS/GG-03 0.0% 100.0%

GS/GG-04 63.6% 36.4%

GS/GG-05 63.6% 36.4%

GS/GG-06 67.7% 32.3%

GS/GG-07 42.3% 57.7%

GS/GG-08 49.7% 50.3%

GS/GG-09 45.6% 54.4%

GS/GG-10 29.3% 70.7%

GS/GG-11 37.2% 62.8%

GS/GG-12 33.6% 66.4%

GS/GG-13 34.0% 66.0%

GS/GG-14 33.9% 66.1%

GS/GG-15 37.6% 62.4%

Senior Pay Levels 18.2% 81.8%

Total IC 38.2% 61.8%

Gender
65

As noted below in Figure 20, the attrition rate for women exceeds the IC’s overall 

attrition rate and the rate for men. Women in the Other Components are leaving the IC at a 

higher rate (7.7%) than women in the Six Agencies (6.4%). It should be noted that men in the 

Other Components are also leaving at a higher rate compared to the Six Agencies; in general, the 

Other Components are contributing to a higher overall attrition rate for the IC.

Figure 20: Attrition Rates by Gender Compared to Overall Rates (FY 2015)
66

Table 24 highlights the IC’s success at retaining women at the higher grade levels, 

though fewer women are in those grades. 

Table 24: Overall Share of Attrition by Gender and Pay Grade (FY 2015)

IC Workforce 

Attrition

Pay Grade Females Males

Wage Grade 7.1% 92.9%

GS/GG-01 62.3% 37.7%

GS/GG-02 35.1% 64.9%

GS/GG-03 50.0% 50.0%

GS/GG-04 44.0% 56.0%

GS/GG-05 42.9% 57.1%

GS/GG-06 42.9% 57.1%

GS/GG-07 42.7% 57.3%

GS/GG-08 65.8% 34.2%

GS/GG-09 43.5% 56.5%

GS/GG-10 57.3% 42.7%

GS/GG-11 47.9% 52.1%

GS/GG-12 42.7% 57.3%

GS/GG-13 40.2% 59.8%

GS/GG-14 36.3% 63.7%

GS/GG-15 33.4% 66.6%

Senior Pay Levels 28.5% 71.5%

Total IC 40.1% 59.9%

Gender
67

Figure 21 compares male to female overall share of attrition by type. Female attrition is 

at 40.1% compared to female representation of 38.5% in the IC workforce. Looking at the 

attrition type percentages across one gender as shown in Figure 22, women are retiring slightly 

more than they resign.

Figure 21: Gender Overall Share of Attrition by Type8(FY 2015)

Figure 22: Female versus Male Attrition Type

 

8 The Female overall share of attrition is 40.1%, but some agencies are unable to report attrition by type 

(reason). This causes the share of attrition in this figure to be slightly smaller (39.1%).

35.6%

38.0%

40.9%

32.4%

39.1%

64.4%

62.0%

59.1%

67.6%

60.9%

0% 20% 40% 60% 80% 100%

Termination

Resignation

Retirement

Other

All Types

Females Males
68

Promotions

Table 25 illustrates that women receive promotions at a rate greater than their overall 

representation (in the grade levels highlighted)—43.9% of promotions compared to 38.5% of the 

workforce. However, women receive somewhat fewer promotions at GS/GG 14 and above, 

though still at rates that exceed their rates of workforce representation in each of those pay

grades (compare to Table 20).

Table 25: Promotions by Gender and Pay Grade (FY 2015)

Awards (Monetary and Honorary) and Quality Step Increases (QSI)

Although Table 26 shows that women received a large percentage of monetary awards in 

FY 2015, the majority of the awards were under $2,000. In comparison, men received awards in 

greater percentages than their workforce representation in the larger monetary amount categories

($2000 and above). 

Table 26: Monetary Awards by Gender and Award Amount (FY 2015)

IC Workforce 

Promotions

Pay Grade Females Males

Wage Grade 0.0% 100.0%

GS/GG-01 N/A N/A

GS/GG-02 53.5% 46.5%

GS/GG-03 41.7% 58.3%

GS/GG-04 51.0% 49.0%

GS/GG-05 66.2% 33.8%

GS/GG-06 66.7% 33.3%

GS/GG-07 49.4% 50.6%

GS/GG-08 49.2% 50.8%

GS/GG-09 50.3% 49.7%

GS/GG-10 42.6% 57.4%

GS/GG-11 47.2% 52.8%

GS/GG-12 46.5% 53.5%

GS/GG-13 38.9% 61.1%

GS/GG-14 37.7% 62.3%

GS/GG-15 36.8% 63.2%

Senior Pay Levels 31.6% 68.4%

Total IC 43.9% 56.1%

Gender IC Workforce 

Monetary Awards

Amount Females Males

Less than $1000 45.8% 54.2%

$1000 to $1999 40.7% 59.3%

$2000 to $4999 37.9% 62.1%

$5000 to $9999 31.5% 68.5%

$10000 or More 32.1% 67.9%

All Amounts 41.0% 59.0%

IC Workforce 38.5% 61.5%

Gender
69

In honorary awards, shown in Table 27, women exceeded their representation in the 

workforce, a pattern that was repeated across most grades.

Table 27: Honorary Awards in the IC by Gender and Pay Grade (FY 2015)

IC Honorary 

Awards Females Males

Wage Grade 36.4% 63.6%

GS/GG-01 N/A N/A

GS/GG-02 100.0% 0.0%

GS/GG-03 100.0% 0.0%

GS/GG-04 58.0% 42.0%

GS/GG-05 65.4% 34.6%

GS/GG-06 49.4% 50.6%

GS/GG-07 55.6% 44.4%

GS/GG-08 79.0% 21.0%

GS/GG-09 59.0% 41.0%

GS/GG-10 39.1% 60.9%

GS/GG-11 48.9% 51.1%

GS/GG-12 50.7% 49.3%

GS/GG-13 39.7% 60.3%

GS/GG-14 39.6% 60.4%

GS/GG-15 36.0% 64.0%

Senior Pay Levels 38.1% 61.9%

Total 46.8% 53.2%

IC Workforce 38.5% 61.5%
70

Table 28 shows that the total percentage of women receiving QSIs was fairly 

proportionate to their workforce representation. However, percentages varied widely from a 

high of 100% in GS/GG-7 through 8, to a low of 34.8% in GS/GG-15. It is important to note 

that the NGA workforce is pay banded and under a pay-for-performance system that does not 

allow step increases or QSIs.

Table 28: QSIs by Gender and Pay Grade (FY 2015)

QSI Females Males

Wage Grade NA NA

GS/GG-01 NA NA

GS/GG-02 NA NA

GS/GG-03 NA NA

GS/GG-04 NA NA

GS/GG-05 NA NA

GS/GG-06 100.0% 0.0%

GS/GG-07 100.0% 0.0%

GS/GG-08 100.0% 0.0%

GS/GG-09 42.4% 57.6%

GS/GG-10 66.7% 33.3%

GS/GG-11 51.2% 48.8%

GS/GG-12 42.0% 58.0%

GS/GG-13 37.3% 62.7%

GS/GG-14 37.0% 63.0%

GS/GG-15 34.8% 65.2%

Senior Pay Levels 50.0% 50.0%

Total 39.1% 60.9%

IC Workforce 38.5% 61.5%
71

Selected Education and Development Programs

Figure 23 shows that women’s participation in selected education and development 

programs was proportionate to their workforce representation. In addition, Figure 23 illustrates 

that women in the Other Components participate at higher rates when compared to the Six 

Agencies. In the Other Components women represent 39.6% of participants in educational and 

development programs even though they are 30.8% of the Other Components’ total workforce.

Figure 23: Selected Education and Development Programs by Gender

37.8%

39.6%

38.0%

62.2%

60.4%

62.0%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Six Agencies

Other Components

Total IC

Female Male
72

Figure 24 presents a gender analysis of select programs, showing that most participants

are men. The National Defense Intelligence College (NDIC) was the program with the highest

proportion of women. Conversely, Command and Staff Schools had the lowest female 

participation rate in FY 2015.

Figure 24: Selected Educational Development by Program and Gender (FY 2015)

PRISP and Stokes

As noted in the previous chapter, PRISP is a college scholarship and internship program 

that allows the IC to hire college graduates with certain skills critical to the IC (e.g., engineering, 

mathematics, economics, physics, etc.). As shown in Table 29, women’s participation in PRISP, 

has increased gradually from FY 2011 to FY 2013; after a slight drop in FY 2014, it then

increased by 3.9 percentage points in FY 2015.

Table 29: Five-Year Trends in PRISP by Gender (FY 2011-FY 2015)

PRISP

FY11 FY12 FY13 FY14 FY15

Females 30.1% 38.7% 42.0% 40.4% 44.3%

Males 69.9% 61.3% 58.0% 59.6% 55.7%
73

The Stokes scholarship program selects and prepares college students for careers in the 

IC. It is important to note that only four of the agencies in the IC participate in the Stokes 

program: NSA, CIA, DIA, and NGA. As shown in Table 30, female representation in Stokes for 

the past five years has been less than the representation of females within the IC (with the 

exception of FY 2012). 

Table 30: Five-Year Trends in the Stokes Program by Gender (FY 2011 to FY 2015)

Joint Duty Program

As previously mentioned, JD is a personnel rotation program, open to GS/GG 11 through 

Senior Positions, allowing employees to work for limited terms in different IC elements. JD

credit is a prerequisite for promotion to Senior Positions within IC elements. It is relevant to 

note that 91% of the IC’s population resides in GS/GG 11 to Senior Positions. Of the personnel 

in these grades, 18.3% have earned JD credit and in FY 2015, 1.2% of those with credit were 

promoted. In the overall IC GS/GG 11 and higher grade group, females make up 37.3% of the 

population, and Table 31 demonstrates that women represent 34.5% of the IC JD credit 

population. This means that 16.9% of the GS/GG-11 and higher female poulation had earned JD 

credit by September 2015. In comparison to the IC workforce at these grade levels (GS-11 to 

Senior Positions), there are slightly more females in the JD credit population for grades GS/GG13 and higher than in the IC workforce. Among personnel with JD credit who were promoted in 

FY 2015, a smaller share of women (40.7%) were promoted than men (59.3%), but women with 

JD credit were promoted at a higher rate than their workforce representation in the GS/GG-11 

through Senior Pay Levels.

Table 31: Joint Duty Credits and Promotions by Gender and Grade (FY 2015)

 Note. Table 31 does not include FBI and U.S. Treasury OIA data.

FY11 FY12 FY13 FY14 FY15

Females 26.0% 47.2% 28.8% 26.1% 31.7%

Males 74.0% 52.8% 71.2% 73.9% 68.3%

STOKES
74

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Chapter 4. Persons with Disabilities (PWD) in the IC

This chapter focuses on persons in the IC who voluntarily self-identify as having one or 

more disabilities. The category of PWTD is a subset of PWD and includes individuals who 

possess one or more of the severe disabilities identified on the OPM’s Standard Form 256.

Highlights of PWD Workforce

Figure 25 shows that the proportion of PWDs in the workforce has grown in the past five 

years by 2.6 percentage points. In addition, PWD hiring and attrition rates have increased over 

the same time period.

The proportion of PWTD has remained at less than 1% over the five-year period studied, 

as did attrition. Hiring of PWTD did show a small increase in 2014 but fell to prior levels over 

the last two years.

Figure 25: Five-Year PWD Trends (FY 2011 to FY 2015)

Attrition rates9among PWD (6.9%), especially among the PWTD subset (7.6%), were

higher than the IC’s overall attrition rate of 6.3%.

 

9 The attrition rate equals the number of people in a subset who left the IC, divided by the total number in 

the subset. See Table 02 for additional details on how attrition is measured.
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As shown in Table 31, PWD’s share of hires (All Grades) was lower than their overall 

share of attrition. When looking at the GS/GG 13 and higher grades (highlighted) in Table 32, 

PWD made up a larger proportion of new hires compared to the proportion of those leaving the 

IC, which suggests potential growth in the PWD population at the higher grades. However, this 

pattern does not hold true for PWTD nor for PWD in most grades below GS/GG 13.

Table 32: PWD Hiring, Attrition and Workforce Representation by Pay Grade (FY 2015)

Total PWD PWTD Total PWD PWTD Total PWD PWTD

Wage Grade 0.0% 0.0% 14.3% 7.1% 7.1% 0.8%

GS/GG-01 0.0% 0.0% 7.5% 0.0% 0.0% 0.0%

GS/GG-02 8.3% 0.0% 13.5% 0.0% 11.8% 2.2%

GS/GG-03 0.0% 0.0% 0.0% 0.0% 8.8% 2.5%

GS/GG-04 9.1% 0.0% 4.0% 0.0% 7.7% 0.0%

GS/GG-05 5.5% 0.0% 7.1% 1.4% 9.3% 0.5%

GS/GG-06 10.4% 0.0% 8.2% 1.2% 13.7% 0.4%

GS/GG-07 6.2% 0.6% 6.7% 1.1% 9.8% 1.0%

GS/GG-08 3.8% 0.0% 8.9% 1.3% 8.4% 0.7%

GS/GG-09 6.5% 0.1% 7.9% 0.4% 9.0% 0.9%

GS/GG-10 5.2% 0.0% 8.0% 2.7% 5.5% 0.7%

GS/GG-11 5.9% 0.2% 7.7% 0.8% 8.5% 0.8%

GS/GG-12 10.5% 0.5% 10.7% 0.6% 9.1% 0.9%

GS/GG-13 10.2% 0.5% 9.2% 0.9% 8.0% 0.5%

GS/GG-14 14.3% 0.5% 9.6% 0.6% 7.5% 0.5%

GS/GG-15 13.2% 0.0% 6.8% 0.4% 6.1% 0.3%

Senior Positions 6.8% 0.0% 5.4% 0.0% 4.3% 0.3%

All Grades 8.5% 0.3% 8.7% 0.7% 7.9% 0.6%

Pay Grade

PWD Representation

Hiring Share of Attrition Workforce
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Detailed Data on PWD in the IC

PWD in the IC Workforce

It is instructive to determine which group of IC elements are influencing the number of 

PWD overall. As Figure 26 shows, the Other Components reflect a higher proportion of their 

workforce as PWD compared to the overall IC percentage, and well above the FW benchmark. 

However, the Other Components’ PWTD is below the comparable FW benchmark. Note: In this 

graph the percentages of “All Other PWD” added to “PWTD” equals the Total PWD

Percentage.

Figure 26: PWD Workforce Compared to Benchmark10 (FY 2015)

 

10 Data for federal civilian employees is taken from Federal Equal Opportunity Recruitment Program and 

Employment of Disabilities Reports for FY 2014 as cited at https://www.opm.gov/policy-data-oversight/diversityand-inclusion/federal-workforce-at-a-glance/.
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Hiring and Attrition

The Other Components reflect a larger proportion of PWD as a percentage of their 

workforce (Figure 26) and also contribute to more new hires, as detailed in Figure 27. However, 

the Six Agencies hire a greater share of PWTD.

Figure 27: Hiring PWD in the IC (FY 2015)
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Figure 28 provides attrition rates for PWD and PWTD, grouped by the Total IC, the Six 

Agencies, and the Other Components. When viewing attrition rates among PWTD, the Other 

Component’s PWTD attrition rate is almost double its overall attrition rate and the IC’s PWTD

attrition rate. However, one must keep in mind that the Other Component’s PWTD population is 

small, and percentages of small populations can be misleading. Conversely, PWD left the IC

overall (6.9%), and the Six Agencies (7.3%), at a rate higher than the Overall IC attrition rate 

(6.3%). PWD left the Other Components at a lower rate.

Figure 28: Attrition Rates for PWD in the IC (FY 2015)
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Promotions

As shown in Figure 29, PWD in the IC receive a smaller percentage of promotions as

compared to their overall workforce representation. In addition, this figure shows the Six 

Agencies and the Other Components in order to determine how these subsets contribute to the 

overall picture of promotions among PWD and PWTD. In both the Other Components and Six 

Agencies, PWD are underrepresented in promotions compared to their overall representation in 

their respective workforce.

Figure 29: PWD Workforce Compared to Promotions (FY 2015)
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Joint Duty Program

As mentioned in prior chapters, JD is a personnel rotation system, open to GS/GG-11 

through senior positions, allowing employees to work for limited terms in different IC elements. 

Because this program is required for promotion to senior levels within the IC, PWD’s 

participation is important. It is also relevant to note that 91% of the IC’s population resides in 

GS/GG 11 to Senior Positions. Of the personnel in these grades, 18.3% have earned JD credit 

and in FY 2015, 1.2% of those with credit were promoted. For the GS/GG 11 and higher grade 

group, PWD make up 7.1% of the overall workforce population with 10.9% of PWD earning JD

credit by September 2015. For the GS/GG-11 and higher grade group, PWTD make up 0.5% of 

the population with 10.3% earning joint duty credit by September 2015. Table 33 indicates that 

PWD with JD credit represent 4.2% of the IC JD credit population and 0.1% of them earned 

promotions in FY 2015. The PWTD subset represents 0.3% of the IC JD credit population and 

0.0% of them were promoted in FY 2015.

Table 33: PWD JD Credit and Promotions (FY 2015)

IC JD Grades 11 and Greater PWD PWTD

Current Joint Duty Credit 4.2% 0.3%

Joint Duty Promotions 1.7% 0.1%

Note. Table 33 does not include FBI and U.S. Treasury OIA
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Appendix A – IC Centers of Academic Excellence Program

A. BACKGROUND

The Intelligence Authorization Act of 2004 authorized a pilot project for the ODNI to 

develop and expand “opportunities in the Intelligence Community (IC) for women, minorities, 

and individuals with diverse ethnic and cultural backgrounds, skills, language proficiency, and 

expertise through providing grants to competitively chosen U.S. universities” (Public Law 108-

177, Sec. 319). The Intelligence Authorization Act of 2010 amended Section 1024 of the 

National Security Act (50 U.S.C. 3224) to establish the successor Intelligence Officer Training 

Program as a permanently funded program and the IC maintained the original CAE moniker. 

In October 2011, program management responsibility transitioned from the ODNI to the

DIA and continues to be carried out under a Memorandum of Understanding between the ODNI 

and DIA. On behalf of the IC, the ODNI designated the Director of DIA to provide grants under 

the IC CAE Program to institutions of higher education...for purposes related to curriculum or 

program development, faculty development, laboratory equipment or improvements, faculty 

research, programs of study in intermediate and advanced foreign languages of immediate 

interest to the IC, and relevant study-abroad programs and cultural immersion programs...” The 

Memorandum of Understanding is effective until 2018.

The IC CAE Program provides grants to competitively selected, regionally accredited 

U.S. four-year colleges and universities to support the design and development of intelligencerelated curricula. The IC CAE Program's emphasis is on building long-term partnerships with 

universities across the nation to develop sustainable national security and intelligence education 

programs. These programs increase the pool of women, minorities, and individuals with diverse 

ethnic and cultural backgrounds who possess highly desired skills and competencies in areas of 

critical need to the IC.

B. ADMINISTRATION

The ODNI had administrative responsibility for the IC CAE Program from the 2004 pilot 

until its transfer to DIA in 2011. DIA’s stewardship of the IC CAE Program includes 

administrative functions as well as the monitoring of grantee compliance to the Assistance 

Agreement establishing the grant. The IC CAE Program’s Senior Advisory Board (SAB), 

composed of senior representatives from the IC elements and intelligence organizations, provides 

policy and decision-making guidance to the IC CAE Program Office. The IC CAE Program 

Office follows IC CAE Program Guidance and serves as liaison to the IC for community 

resources, such as IC subject matter experts.

C. GRANT SELECTION PROCESS

Grants are awarded for a base year and renewable for an additional three or four option 

years, at the conclusion of which funding becomes available for a new grant solicitation. A 

Broad Agency Announcement (BAA) through www.grants.gov is used to solicit proposals from 
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higher education institutions to establish or enhance an intelligence-focused curriculum and 

complementary academic programming. Universities completing their funding period remain 

within the IC CAE program as sustaining universities and continue to participate in collaborative 

interaction, such as annual meetings, seminars, and access to the IC CAE newsletter.

A BAA was issued in FY 2014 upon the end of the grant period for seven grants. 

Between 2 January and 15 March 2014 the IC CAE Program Office received 61 applications; the 

DIA Grants Officer deemed 54 qualified for further consideration. The Source Selection 

Evaluation Board, consisting of 12 members of the IC CAE SAB, evaluated the merit of each 

proposal as it relates to meeting eligibility, mission, and stated component requirements. As a 

result, eight new grants were awarded. The following criteria formed the basis for the 

evaluation:

1. Develop, modify, and integrate intelligence courses into academic programs;

2. Facilitate student participation in on-campus academic programs and other professional 

development activities;

3. Provide students study abroad, cultural immersion, and regional studies opportunities;

4. Enable faculty research and professional development in support of an intelligence or 

national security curriculum;

5. Hold annual colloquium or speaker series with higher education, government, and industry 

partners in the region;

6. Establish and maintain a program management plan and a sustainment plan;

7. Make courses in languages of interest available; and

8. Adhere to CAE mission ethnic and cultural diversity which are traditionally underserved 

populations. NOTE: Historically Black Colleges and Universities, Hispanic Serving 

Institutions or Tribal will be graded Excellent.
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Appendix B – Principles of Professional Ethics for the IC