UNITED STATES COAST GUARD

STRATEGIC PLAN

2020 – 2025

Civil Rights

"It's all about solutions."
The U.S. Coast Guard’s Vision

for Civil Rights

Active Duty ✯ Reserve ✯ Civilian

A discrimination-free workplace where every member of, and 

applicant to the Coast Guard workforce has the opportunity to 

reach his/her/their full potential, and believes it is possible to 

do so without regard to: race; color; national origin; religion; sex 

(including gender identity, sexual harassment, pregnancy, and sexual 

orientation); age; disability; genetic information; marital status; 

parental status; political affiliation; engagement in a protected Equal 

Employment Opportunity (EEO) / Equal Opportunity (EO) activity or 

any other basis protected by law.
A Message from the Director ............................................................... 2

Introduction .......................................................................................... 4

CRD’s Five Strategic Goals .................................................................. 6

What CRD Does .................................................................................... 8

Future .............................................................................................. 8

Vision ............................................................................................... 8

Mission ............................................................................................ 8

CRD’s Goals and Objective ................................................................ 9

Implementation ................................................................................. 11

Developing Objectives and Actions ............................................. 12

Implementing Objectives and Actions ........................................ 12

Gauging Performance .................................................................. 12

External Factors Affecting Achievement .................................... 13

Reorganization of Action Items 

from Self-Study in 2009 ................................................................... 14

Addendum:

Civil Rights Strategic Plan 2025 ......................................................... 15

Appendix A:

CRD’s Strategic Bird’s-Eye View ......................................................... 18

Appendix B:

Data Dictionary 

(35 Performance Measures) ............................................................. 20

Appendix C:

Sample Strategic Dashboard 

(35 Performance Measures) ............................................................ 40

Appendix D:

Tool Descriptions 

(35 Performance Measures) ............................................................. 43

Table of Contents

A Message from the Director

The Coast Guard Civil Rights Strategic Plan January 15, 2020 - January 14, 2025 is a framework 

for achieving the mission of the Civil Rights Directorate (CRD); this plan focuses on the Equal 

Employment Opportunity Commission’s (EEOC) standards of a model EEO Program. In 

addition to enforcement and compliance of federal law and Coast Guard policies, the plan 

conveys strategic actions for resolving complaints, preventing unlawful discrimination, and 

strengthening important partnerships with schools and key communities.

The Coast Guard’s approximately 47,000 military and 8,600 civilian personnel directly 

support and contribute to operational readiness and effective execution of all Coast Guard 

missions. Consistent with the Coast Guard Strategic Plan (2018-2022), CRD strives to ensure 

a positive work environment for those employees, so that mission focus is not hindered by 

discrimination or harassment, which contribute to hostile work environments.

Strategic Plans of Action 2012, 2016 and 2018 preceded this strategy; these documents 

mapped out critical activities of CRD consistent with EEOC laws and regulations. They focused 

attention to improvement areas, successful restructuring to meet statutory obligations, and 

identification of quantifiable measurements established in 2012. The activities and actions 

resulted in measurable success. The service’s civil rights performance now exceeds the 

federal average in most factors measured by EEOC and many CRD functions are considered 

to be Department of Homeland Security “best practices.”

In building on CRD’s success over the past years, this plan illustrates the Directorate’s 

commitment to continuous process improvement, transparency and accountability, along 

with ways to facilitate the Coast Guard’s civil rights efforts into the future. CRD will continue 

its:

• Commitment to robust attempts at Alternative Dispute (Early) Resolution (mediation);

• Goal of all personnel understanding civil rights and knowing how to access processes;

•	 Investment of resources to effectively communicate with Coast Guard stakeholders;

•	 Effort to build a culture of collaboration both internally and externally.

The process for developing this plan has been highly inclusive and collaborative. Coast Guard 

subject experts worked jointly to reaffirm or modify original goals, objectives, and action 

plans. The resulting document provides the basis for ensuring non-discrimination, and the 

existence of valid processes within which claims of discrimination can be addressed. 

With the help of its leaders, managers, staff and partners, and with the successful 

implementation of the Coast Guard Civil Rights Strategic Plan 2020-2025, the Coast Guard 

affirms its vision of a discrimination-free workplace where every member and applicant has 

the opportunity to reach his/her/their full potential based on ability and nothing more.

Dr. Terri A. Dickerson

Director, Civil Rights Directorate
3 USCG Civil Rights Strategic Plan 2020 – 2025
USCG Civil Rights Strategic Plan 2020 – 2025 4

Introduction

The Coast Guard Civil Rights1 Strategic Plan 2020-2025 provides the foundation on which 

the Civil Rights Directorate (CRD) facilitates the continuous improvement and re-scoping 

of the original plans developed in 2012 and 2016. The Bird’s-Eye View, found in Appendix 

A on page 18, delineates the Civil Rights Program’s mission, vision, and the strategic goals 

and objectives which underlie Coast Guard responsibilities. The CRD’s goals conform to 

the Commandant’s Guiding Principles: Relevant, Ready and Responsive. Our members’ 

bias for action must focus inward, protecting against violations of Coast Guard Core 

Values, including all forms of discrimination and harassment which breach trust, erode 

unit cohesion, and degrade readiness. These goals also embrace the Department’s goal of 

retaining a highly qualified and diverse workforce that enjoys fairness and equality. For 

easy reference, CRD’s strategic goals are depicted and explained on page 6. These are 

derived according to Equal Employment Opportunity Commission (EEOC) Management 

Directive – 715’s (MD-715s) expression of six elements of a model civil rights program. The 

six elements establish standards by which federal agencies may develop and maintain 

model EEO programs, and set benchmarks to measure their progress. MD-715 standards 

are utilized throughout government to measure and report on its efforts to become a 

model employer. As described in MD-715, the six elements of a model EEO organization 

are:

• Demonstrated commitment from agency leadership; 

• Integration of EEO into the agency's strategic mission; 

• Management and program accountability; 

• Proactive prevention of unlawful discrimination; 

• Efficiency; and 

• Responsiveness and legal compliance

The EEOC envisions that the service - principally leadership and facilitated by Civil Rights / 

EEO - carries responsibility in achieving model status. Using MD 715 standards, Exhibit 1 

defines each strategic goal and a summary of the actions expected by each entity within the 

enterprise of the Coast Guard [i.e. “USCG” (strategic-level), “CRD” (operational-level), and 

respective leaders (e.g. “Commanding Officer (CO)/Officer in Charge (OIC)” (tactical-level)] in 

attaining a model civil rights environment.

1 Civil rights is defined in the Coast Guard Civil Rights Manual, COMDTINST M5350.4(series), as the “Rights belonging to an individual as a matter of law, 

especially fundamental freedoms and privileges guaranteed by the U.S. Constitution and subsequent acts of Congress, including the rights to equal 

employment opportunity.”
5 USCG Civil Rights Strategic Plan 2020 – 2025
USCG Civil Rights Strategic Plan 2020 – 2025 6

CRD’s Five Strategic Goals

This Strategic Plan delineates the path that CRD intends to follow toward achieving its 

vision through five strategic goals which are further broken down into 15 objectives. 

The five strategic goals describe CRD’s role vs. the Command’s role in achieving the five 

strategic goals. Each strategic objective has accompanying action plans, which are the 

steps needed to achieve the objectives. Each strategic objective also is associated with 

performance measures, which are the means by which progress will be tracked.

Goal 1: Lead. 

CRD conducts activities to assist and support Coast Guard CO/OIC to foster civil 

rights leadership.

USCG: Lead

CRD: CRD conducts activities to assist and support Coast Guard CO/OIC in Charge 

to foster civil rights leadership.

CO/OIC: Command leadership is ultimately responsible for the Coast Guard's 

civil rights outcomes.

Goal 2: Adopt Strategies. 

CRD facilitates CO/OIC in their efforts to integrate civil rights into the Coast Guard’s 

strategic mission.

USCG: Adopt Strategies

CRD: CRD facilitates CO/OIC in their efforts to integrate civil rights into the Coast 

Guard's strategic mission

CO/OIC: Command leadership communicates through words and actions, the 

importance of civil rights to mission effectiveness.

Goal 3: Hold All Accountable. 

CRD conducts activities which uphold CO/OIC accountability for civil rights. 

USCG: Hold All Accountable.

CRD: CRD conducts activities which uphold CO/OIC accountability for civil rights.

CO/OIC: All managers and supervisors are responsible for the successful 

implementation of civil rights program elements.
7 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 4: Prevent.

CRD conducts activities and develops tools to assist and support CO/OIC to proactively prevent 

unlawful discrimination.

USCG: Prevent.

CRD: CRD conducts activities and develops tools to assist and support CO/OIC to 

proactively prevent unlawful discrimination.

CO/OIC: Proactively prevent unlawful discrimination.

Goal 5: Efficient, Fair, Impartially Enforce 

Non-discrimination Laws.

CRD identifies, implements, and enforces efficient practices, aimed at promoting equal 

opportunity for all. 

USCG: Efficient, Fair, Impartially Enforce Non-discrimination Laws.

CRD: CRD identifies and implements efficient practices, aimed at promoting equal 

opportunity for all.

CO/OIC: Command leadership embraces opportunities to resolve matters 

quickly and equitably, at the level closest to the issue/conflict.
USCG Civil Rights Strategic Plan 2020 – 2025 8

What the CRD Does

The Civil Rights Directorate advances civil rights imperatives in the Coast Guard by 

carrying out multiple roles of:

• Promoting and enforcing civil rights in order to create a discrimination-free 

workplace for employees and applicants;

• Conducting Civil Rights Awareness (CRA), Sexual Harassment Prevention (SHP), 

and subject related training;

• Conducting Equal Opportunity (EO) reviews as needed;

• Receiving and investigating complaints and allegations of civil rights violations;

• Offering recommendations for improving policies and practices which promote 

EO in the Coast Guard workplace; 

• Partnering with stakeholders to review current performance and proactively 

assess future needs in the civil rights arena; and

• Partnering with leadership to manage Partnership-in-Education, Special 

Observances and Special Emphasis Programs.

CRD’s FUTURE

The overarching purpose of the Coast Guard Civil Rights Strategic Plan is to state CRD’s 

intent to be a leader in civil rights service delivery and a model of civil rights practices 

within the Coast Guard and the Department of Homeland Security. Further, the strategic 

objectives outlined in this document are the initiatives through which CRD continuously 

pursues model civil rights program status. Both headquarters and field level staff, in 

their performance and achievement of desired outcomes, are instrumental in 

this undertaking.

CRD’s VISION

A discrimination-free workplace where every member of and applicant to the Coast 

Guard has the opportunity to reach his/her/their full potential, and believes it is 

possible to do so without regard to: race; color; national origin; religion; sex (including 

gender identity, sexual harassment, pregnancy and sexual orientation); age; disability; 

genetic information; marital status; parental status; political affiliation; engagement in a 

protected Equal Employment Opportunity (EEO)/Equal Opportunity (EO) activity or any 

other basis protected by the law.

CRD’s MISSION

Lead programs and facilitates practices which foster a discrimination-free workplace.
9 USCG Civil Rights Strategic Plan 2020 – 2025

CRD’s GOALS AND OBJECTIVES

The Civil Rights Directorate established five strategic goals and 15 strategic objectives 

that align with Management Directive 715 (MD-715) model program elements and 

to bring into line its organizational resources to achieve desired results. The below 

illustration shows how the objectives (exhibit 2.) are linked to the goals. 

GOAL 1: Lead. 

CRD conducts activities to assist and support Coast Guard CO/OIC to foster civil rights 

leadership. Command leadership is ultimately responsible for the Coast Guard’s civil 

rights outcomes. CRD further identified two strategic objectives for this goal. 

This goal models the first EEOC element: Demonstrated Commitment. 

1.1 Proactively communicate the mission/vision of CRD to reach the entire 

Coast Guard workforce.

1.2 Institutionalize an efficient, customer-focused CRD team through training, 

developing, and retaining a fully-qualified workforce.

GOAL 2: Adopt Strategies. 

CRD facilitates CO/OIC in their efforts to integrate civil rights into the Coast Guard’s 

strategic mission. Command leadership communicates through words and actions, the 

importance of civil rights to mission effectiveness. CO/OIC incorporates EEO strategies 

into their strategic mission, which imbues it into the Coast Guard’s everyday strategies. 

This model program element also highlights “structure from the top” and “strategic 

commitment” as key features. As a result, CRD identified three strategic objectives. 

This goal models the second EEOC element: Making EEO an Integral Part of the Agency’s 

Strategic Mission.

2.1 Ensure an effective organizational structure to carry out the functions 

of CRD.

2.2 Increase civil rights awareness at all levels of the Service so that the 

workforce can fulfill and comply with their EEO/EO requirements and 

responsibilities Coast Guard-wide.

2.3 Secure adequate resources to effectively and efficiently carry out the 

planning, performance, budgeting, and execution management duties and 

responsibilities of CRD.

GOAL 3: Hold All Accountable. 

CRD conducts activities which uphold CO/OIC accountability for civil rights. All managers 

and supervisors are responsible for the implementation and enforcement of civil rights 

program elements. There is only one key characteristic in this model element, which 

is the overall accountability aspect of the EEO program. Therefore, CRD made this an 

accountability-based goal while identifying three strategic objectives.
USCG Civil Rights Strategic Plan 2020 – 2025 10

This goal models the third EEOC element: Ensuring Management and Program 

Accountability. 

3.1 Create and foster a collaborative, professional workplace within CRD.

3.2 Promote the recognition (formal and/or informal) of CO/OIC who exhibit 

exemplary performance in EEO/EO program management.

3.3 Implement processes and procedures (reports, training, etc.) which 

improve quality and timeliness of CRD services.

GOAL 4: Prevent. 

CRD conducts activities and develops tools to assist and support CO/OIC to proactively 

prevent unlawful discrimination. This goal rises to a higher level by defining and 

describing the means of proactive prevention. CRD identified four strategic objectives to 

promote this goal. 

This goal models the fourth EEOC element: Proactive Prevention. 

4.1 Encourage periodic self-assessments of the Coast Guard workplace at all 

levels consistent with EEOC’s MD-715 factors.

4.2 Develop and promote data management tools which help Coast Guard 

managers to understand local factors affecting the workforce EO climate.

4.3 Implement and encourage EEOC MD-715 activities within CRD that 

exemplify model civil rights program elements.

4.4 Provide an accessible, single resource for civil rights policy and 

requirements to the Coast Guard workforce. 

GOAL 5: Efficient, Fair, Impartially Enforce 

Non-discrimination Laws. 

CRD identifies, implements, and enforces efficient practices, aimed at promoting equal 

opportunity for all. Command leadership embraces opportunities to resolve matters 

quickly and equitably, at the level closest to the issue/conflict. Goal 5 encompasses three 

strategic objectives. 

This goal combines the fifth and sixth EEOC elements: Efficiency [and] Responsiveness and 

Legal Compliance.

5.1 Ensure highest EEO/EO quality for compliance and responsiveness by 

improving and measuring key operational processes.

5.2 Identify and develop tools, resources, and activities which can be utilized 

early in the EO process to affect positive outcomes.

5.3 Facilitate and encourage partnerships with public and private entities to 

increase participation by groups within the Coast Guard workforce with low 

participation rates compared to the Civilian Labor Force (CLF).
11 USCG Civil Rights Strategic Plan 2020 – 2025

Implementation

Implementing the Strategic Plan is a process that involves all of CRD’s stakeholders. This includes 

CRD’s headquarters and field offices, the entire CG workforce and leadership, and partnering 

agencies throughout the U.S. Government. Planning tasks or action plans that fall in line 

with the objectives will help achieve the plan. A number of external factors could impede the 

implementation process; however, CRD will seek solutions to overcome those challenges and 

employ performance measures to gauge progress. The graphic below depicts the process for 

implementing the strategic objectives.

Phases of Strategic Objective Implementation

Feedback Loop

Implementing 

Objectives 

and Actions

Developing 

Objectives 

and Actions

Gauging 

Performance

➊ ➋ ➌
USCG Civil Rights Strategic Plan 2020 – 2025 12

Developing Objectives and Actions

Moving from the mission to five strategic goals and from five strategic goals to 15 

strategic objectives requires further planning at the action level. These 15 strategic 

objectives were reviewed and accepted as still relevant and not requiring changes. 

Like other features in this document, the supporting actions rely on transparency, 

collaboration, and acceptance by stakeholders. Each strategic objective is composed of 

subordinate initiatives that CRD will implement or improve in order to meet the goals 

to which they are committed. Furthermore, the strategic objectives and action plans, as 

previously mentioned, are not static; they may be revised based on changes in policy, 

procedures, mission, and vision or unforeseen circumstances. Development of the 

strategic objectives and action plans is just the first step in reaching the goals of the 

organization, as these require the full support from internal and external stakeholders.

Implementing Objectives and Actions

CRD vetted the Strategic Plan both internally and externally. CRD staff members collected 

data from previous years in order to establish realistic benchmarks. These benchmarks 

were re-evaluated and modified to make current measurements more rigorous or 

appropriate for the various courses of action. Cooperation from internal and external 

CRD stakeholders is paramount to ensure proper measurements are monitored and 

achievement metrics are achievable and relevant. Performance will continue to be 

measured and analyzed periodically based on the nature of each specific measurement. 

In 2016, CRD’s leadership conducted a complete review of the Directorate’s major 

functions to ensure that staff efforts were still in line with the 15 objectives adopted in 

2012. Each staff function was mapped to the appropriate subject matter expert within the 

Directorate. Additionally, each of the metrics used to assess CRD’s performance meeting 

those objectives were reviewed by stakeholders. CRD conducted this activity again in 

2018. The Civil Rights Directorate formed a strategic planning working group comprised 

of leadership and staff level members. This group: (1) conducted a comprehensive review 

of earlier strategic plans (2012, 2016 and 2018); (2) reviewed the Directorate’s major 

functions, and (3) created this current plan. The team’s work was highly collaborative with 

all members of the Directorate, both at headquarters and in the field, being offered the 

opportunity to provide input. At the conclusion of this effort, the working group proposed 

modifying 21 metrics, adding four new metrics and deleting two obsolete metrics, 

resulting in a total of 35 metrics to be measured on either an annual or quarterly basis. 

The modifications, additions and subtractions are illustrated later in this document in 

Appendix B “Data Dictionary.”

Gauging Performance

Performance measures are vital to analyzing and understanding the achievement of the 

Strategic Plan. The Data Dictionary represents the formula by which the performance is 

evaluated. It delineates all aspects of the performance measure, including defining the 

metric, aligning the metric with goals and objectives, identifying a responsible office/

party and specifying the frequency of the evaluation. Appendix C is a sample of the 
13 USCG Civil Rights Strategic Plan 2020 – 2025

Strategic Dashboard with all 35 measures, while Appendix D describes the tools used to 

quantify those measures. As Exhibit 7 describes, performance measurement leads back 

to developing and refining objectives and actions. This feedback-loop represents CRD’s 

commitment to constant and consistent improvement over time.

External Factors Affecting Achievement 

Factors outside CRD’s control affect its ability to achieve the objectives herein; principally 

budget, the national economy, demographic changes, available technology, and new 

regulatory requirements. While unforeseen factors are to be expected, it is worth noting 

that they have a bearing on future plans.

• Budget and Resources. This document assumes a level of funding 

commensurate with the strategies and priorities delineated, and changes to 

fiscal assumptions may result in reductions to resources necessary to implement 

this strategy. However, the Coast Guard continuously reviews available 

resources and priorities to ensure that appropriate levels of support are 

programmed to its key functional areas, including CRD.

• Demographic Factors. CRD will continue to work with Coast Guard 

Human Resources to maintain awareness of demographic changes and their 

impacts.

• Technology. With new developments comes the ability to interact with 

employees and applicants in new ways. CRD must be alert to the effects of 

new technology on compliance and oversight. Additionally, where technology 

is permissible, the workforce will expect CRD to utilize it in enforcement, 

education, and outreach activities. Technologies are likely to emerge that will 

require vetting for appropriateness for civil rights functions and implementation.

• Legal and Regulatory Changes. Because of its enforcement and 

compliance role, CRD must act and react to new Federal requirements. As new 

regulations are announced, each must be codified into guidance that will be 

widely understood by employees and applicants. Each ensuing change must also 

be incorporated into CRD's education and outreach efforts for the workforce. 

Such requirements can potentially divert resources from other planned 

activities. 

In view of the foregoing external factors and others not delineated here, CRD will 

continually assess and prioritize resources to best meet mission requirements. 

Reorganization of Action Items from 

Self-study in 2009

In September of 2008, amid myriad organizational challenges, the Director of CRD 

conducted a functional review and evaluation of the Coast Guard civil rights program. 
USCG Civil Rights Strategic Plan 2020 – 2025 14

For that purpose, CRD retained Booz-Allen and Hamilton (BAH), Inc. to assess the current 

state of the organization and to provide findings and recommendations with the goal of 

modernizing and professionalizing CRD. Prior program assessments had been conducted 

in 1999 and 2001 proposing structural and personnel changes, some of which were 

implemented and some of which were not., However, as anticipated, the study revealed 

some areas for improvement and organizational change, and recommended various 

structural improvements and program enhancements. As a result, CRD memorialized the 

recommendations and labeled them as the 53 Recommendations.

During 2010-11, the original 53 Recommendations were grouped into 29 action plans; 

and many of these were accomplished with the 2009 reorganization. With considerable 

project management training, the CRD staff further condensed the 29 action plans to 

12 (these conform to the five CRD goals mentioned on page 6). In 2011, CRD added 

two more action plans, resulting in a total of 14 action plans covering all organizational 

goals and strategic objectives. These 14 action plans have been completed or were 

incorporated into the Strategic Plan, and are part of a recurring review process conducted 

by the CRD senior staff throughout each year. 

2 Booz-Allen Hamilton. (2009). U.S. Coast Guard Office of Civil Rights Program Review. Washington, DC: Author.

3 Pricewaterhouse Coopers. (1999). Top to Bottom Review of the Coast Guard Civil Rights Program. Washington, DC: Author.

4 KPMG Consulting. (2001). Top to Bottom Review of Civil Rights/Equal Employment Opportunity Programs. Washington, DC: Author.
15 USCG Civil Rights Strategic Plan 2020 – 2025
USCG Civil Rights Strategic Plan 2020 – 2025 16

Appendix A: CRD’s Strategic 

Bird’s-eye View Sheet

U.S. Coast Guard Civil Rights Directorate (CRD)

VISION, MISSION, GOALS and OBJECTIVES

Vision

A discrimination-free workplace where every member of, and applicant to the Coast Guard workforce has 

the opportunity to reach his/her/their full potential, and believes it is possible to do so without regard to: 

race; color; national origin; religion; sex (including gender identity, sexual harassment, pregnancy, and 

sexual orientation); age; disability; genetic information; marital status; parental status; political affiliation; 

engagement in a protected Equal Employment Opportunity (EEO) / Equal Opportunity (EO) activity or any 

other basis protected by law.

Mission

Lead programs and facilitate practices which foster a discrimination-free, mission-ready workplace.

Goals Objectives

1 Lead. 

CRD conducts activities to 

assist and support Coast 

Guard Commanding Officers 

(CO)/Officers in Charge 

(OIC) to foster civil rights 

leadership. Command 

leadership is ultimately 

responsible for the Coast 

Guard’s civil rights outcomes.

1.1 Proactively communicate the mission/vision of 

CRD to reach the entire Coast Guard workforce. 

1.2

Institutionalize an efficient, customer-focused 

CRD team through training, developing, and 

retaining a fully-qualified workforce. 

2 Adopt Strategies. 

CRD facilitates CO/OIC in 

their efforts to integrate civil 

rights into the Coast Guard’s 

strategic mission. Command 

leadership communicates 

through words and actions, 

the importance of civil rights 

to mission effectiveness.

2.1 Ensure an effective program to carry out the 

functions of CRD. 

2.2

Continue to ensure civil rights awareness and 

understanding at all levels of the Service so 

that the workforce can fulfill and comply with 

their EEO/EO requirements and responsibilities 

Coast Guard-wide.

2.3

Secure adequate resources to effectively and 

efficiently carry out the planning, performance, 

budgeting, and execution management duties 

and responsibilities of CRD. 
17 USCG Civil Rights Strategic Plan 2020 – 2025

3 Hold All 

Accountable. 

CRD conducts activities which 

uphold CO/OIC accountability 

for civil rights. All managers 

and supervisors are 

responsible for the successful 

implementation of civil rights 

program elements.

3.1

Create and foster a collaborative, professional 

workplace within CRD.

3.2

Promote the recognition (formal and/or 

informal) of CO/OIC who exhibit exemplary 

performance in EEO/EO program management. 

3.3

Implement processes and procedures (reports, 

training, etc.) which improve quality and 

timeliness of CRD services. 

4 Prevent. 

CRD conducts activities and 

develops tools to assist 

and support CO/OIC to 

proactively prevent unlawful 

discrimination.

4.1

Encourage periodic self-assessments of the 

Coast Guard workplace at all levels consistent 

with EEOC’s MD-715 factors.

4.2

Develop and promote data and tools which 

help managers to understand local factors 

affecting the workforce EEO/EO climate. 

4.3

Implement and encourage EEOC MD-715 

activities within CRD that exemplify model civil 

rights program elements. 

4.4

Provide an accessible, single resource for civil 

rights policy and requirements to the Coast 

Guard workforce. 

5 Efficient, Effective, 

Fair, Impartial 

Enforcement of 

Non-discrimination 

Laws. 

CRD identifies and 

implements efficient 

practices, aimed at promoting 

equal opportunity for 

all. Command leadership 

embraces opportunities to 

resolve matters quickly and 

equitably, at the level closest 

to the issue/conflict.

5.1

Ensure highest EEO/EO quality for compliance 

and responsiveness by improving and 

measuring key operational processes. 

5.2

Identify and implement tools, resources, and 

activities which can be utilized early in the EEO/

EO process to affect positive outcomes. 

5.3

Facilitate and encourage partnerships 

with public and private entities to increase 

participation by groups within the Coast 

Guard workforce with low participation rates 

compared to the Civilian Labor Force (CLF).
USCG Civil Rights Strategic Plan 2020 – 2025 18

Appendix B: Data Dictionary

(35 Performance Measures)

** Updates/Changes are Highlighted in Red **

Goal 

Alignment: Goal 1 Objective Alignment:

1.1 - Proactively communicate the 

mission/vision of CRD to reach the 

entire Coast Guard workforce.

HQ 

Coordinator:

COMDT (CG00H-12) Training 

Program Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Civil Rights Awareness (CRA) Training Evaluation Forms (Regional Roll-up 

Reports)

Performance 

Measure Name: 1.1.01 Awareness of CRD’s Mission

Definition: The percentage of people responding to the CRA evaluation form who are 

aware of the CRD mission (interrelated to measures 1.02.01 and 4.04.01).

Formula: (# of people responding that they aware of the CRD mission)/ (# of people 

responding to the CRA evaluation form)*100. Tool 2C. 

Frequency: Quarterly Unit Type: Percentage (Updated Target Value 

from 85% to 95%) 

Goal 

Alignment: Goal 1 Objective Alignment:

1.1 - Proactively communicate the 

mission/vision of CRD to reach the 

entire Coast Guard workforce.

HQ 

Coordinator:

COMDT 

(CG-00H-C)

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Website Review Form 

Performance 

Measure 

Name: 1.1.02 Stakeholder Communications

Definition: Consistent and regular reviews of the Directorate’s website. 

Formula: The number of reviews and updates to the Directorate’s website (on a 

quarterly basis). Tool 17.

Frequency: Quarterly Unit Type: Number (at least 1/quarter)

This measure was retired on 7 JUN 2017 
19 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 1 Objective Alignment:

1.1 - Proactively communicate the 

mission/vision of CRD to reach the 

entire Coast Guard workforce.

HQ 

Coordinator:

COMDT (CG-00H-C) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-C)

Data Source: Communications Resources Spreadsheet

Performance 

Measure Name: 1.1.03 Communications Resources

Definition: The number of FTEs in CRD working on communications activities or 

products on an annual basis.

Formula: The # of FTEs in CRD working on communications activities or products on an 

annual basis.

Frequency: Annually Unit Type: Number

New measure 1.01.03 adopted on 7 JUN 2017 

Goal 

Alignment: Goal 1 Objective Alignment:

1.2 – Institutionalize an efficient, 

customer-focused CRD team 

through training, developing, 

and retaining a fully-qualified 

workforce.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Civil Rights Awareness (CRA) Training Evaluation Forms (Roll-up) Training 

Data Tool

Performance 

Measure 

Name: 1.2.01 CG Workforce Job Satisfaction with 

CRD Training Expertise

Definition:

The percentage of the CG workforce that is satisfied with the expertise 

provided by CRD’s trainers on CRA training evaluation forms (interrelated to 

measures 1.01.01 and 4.04.01).

Formula:

(# of CRA training respondents checking “Good” or “Excellent” on Question 5 

of the training evaluation questionnaire (Regional Roll-up Report)) / (Total # 

of CRA training respondents) * 100. Tool 2A.

Frequency: Quarterly Unit Type: Percentage (Updated Target Value 

from 85% to 95%)
Goal 

Alignment: Goal 1 Objective Alignment:

1.2 – Institutionalize an efficient, 

customer-focused CRD team 

through training, developing, 

and retaining a fully-qualified 

workforce.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Professional Development Tracking Sheet

Performance 

Measure 

Name: 1.2.02 EEO Counselor Mandatory Training

Definition: The percentage of EEO counselors in CRD who are up-to-date with EEO 

Counselor training.

Formula:

(# of EEO counselors in CRD with documentation of up-to-date 32-hour 

& 8-hour EEO Counselor training / total # of EEO counselors) * 100; new 

employees have 90 days to obtain required training. Data is compiled 

monthly; average of monthly values is annual value. Tool 3. 

Frequency: Annually Unit Type: Percentage
21 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 1 Objective Alignment:

1.2 – Institutionalize an efficient, 

customer-focused CRD team 

through training, developing, 

and retaining a fully-qualified 

workforce.

HQ 

Coordinator:

COMDT 

(CG-00H-1/2)

CRD CRC

Responsible 

Party: COMDT (CG-00H-1/2)

Data Source: Office Chiefs’ Employee Performance Records

Performance 

Measure 

Name: 1.2.03 CRD’s Measurable Employee 

Performance Goals and Meet 

Expectations

Definition:

The percentage of CRD civilian employees with measurable performance 

goals who receive at least “meets expectations” on annual performance 

evaluations.

Formula:

(# of CRD employees with measurable performance goals tied to 

standardized requirements that receive at least “meets expectations” / # 

of employees with measurable performance goals tied to standardized 

requirements) * 100. Tool 5A. 

Frequency: Annually Unit Type: Percentage
USCG Civil Rights Strategic Plan 2020 – 2025 22

Goal 

Alignment: Goal 2 Objective Alignment:

2.1 - Ensure an effective 

organizational program to carry 

out the functions of CRD.

HQ 

Coordinator:

COMDT (CG-00H-11)

MD-715 Program 

Manager

Responsible 

Party: COMDT (CG-00H-1/2)

Data Source: Communications Resources Spreadsheet

Performance 

Measure Name: 2.1.01 CG EEOC MD-715 Compliance

Definition: The rate of CG compliance with all EEOC MD-715 factors.

Formula: (# of EEOC MD-715 factors CG is in compliance with / # of EEOC MD-715 

factors)*100. Tool 19.

Frequency: Annually Unit Type: Percentage

Goal 

Alignment: Goal 2 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements 

and responsibilities.

HQ 

Coordinator:

COMDT 

(CG-00H-2S)

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Command Checklist Tracking Sheet

Performance 

Measure 

Name: 2.2.01 Units with EEO/EO Objectives

Definition: The percentage of units that include EEO/EO objectives in their strategic 

documents.

Formula:

(# Units with 50 or more personnel assigned, per CG PAL, including 

reserves, who answer "Yes" to question on Command Checklist re EEO 

objectives in strategic plans/documents))/(# Units with 50 or more personnel 

assigned)*100. Tool 13B.

Frequency: Annually 

(Updated to Jan) Unit Type: Percentage
23 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 2 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements and 

responsibilities.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: CGBI Tracking Sheet

Performance 

Measure 

Name: 2.2.02 

CG Workforce Compliance with 

BOTH Civil Rights Awareness (CRA) 

and Sexual Harassment Prevention 

(SHP) Training

Definition: Percentage of CG workforce compliant with BOTH CRA and SHP training.

Formula: (# of CG employees compliant with BOTH CRA and SHP training / # of CG 

employees) *100. Tool 4D.

Frequency: Annually Unit Type: Percentage

Goal 

Alignment: Goal 2 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements and 

responsibilities.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: CRA Training evaluation forms (Regional Roll-up Reports)

Performance 

Measure 

Name: 2.2.03 CRA Training Provided by CRD

Definition: Percentage of overall workforce who has received CRA training, computed 

quarterly. 

Formula: Number of CG personnel that received CRA training / total population of the 

CG workforce (roughly 58,000 in FY2018). Tool 4B. 

Frequency: Quarterly Unit Type: Percentage 

(Updated target from 8.5% to 9%)

This measure was adopted on 7 JUN 2017 
USCG Civil Rights Strategic Plan 2020 – 2025 24

Goal 

Alignment: Goal 2 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements and 

responsibilities.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Sexual Harassment Prevention Training Tracking Sheet

Performance 

Measure 

Name: 2.2.04 Sexual Harassment Prevention 

Training Completed 

Definition: The percentage of CG personnel who take SHP training within the prior FY.

Formula: (Number of CG personnel who took SHP training in the prior FY, according to 

CGBI MT-A report / the total number of personnel) * 100. Tool 4E. 

Frequency: Annually Unit Type: Percent

Goal 

Alignment: Goal 2 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements and 

responsibilities.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

SELEOS Program 

Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: Senior Executive Leadership Equal Opportunity Seminar (SELEOS) Tracking 

Tool

Performance 

Measure 

Name: 2.2.05 CG Executive Staff who have 

attended SELEOS

Definition: Percentage of current CG Executive Staff (Flag/SES/CMCs) who have attended 

SELEOS.

Formula: # of CG Executive Staff who have completed SELEOS / total number of current 

Executive staff * 100. Tool 4F. 

Frequency: Annually 

(Measured in Nov) Unit Type: Percentage (Target of 85%)
25 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 1 Objective Alignment:

2.2 – Continue to ensure civil rights 

awareness and understanding at 

all levels of the Service so that the 

workforce can fulfill and comply 

with their EEO/EO requirements and 

responsibilities.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: NO FEAR Act Training Completion Form 

Performance 

Measure 

Name: 2.2.06 NO FEAR Act Training 

Completion Rate 

Definition: The percentage of supervisors of civilians who have completed NO FEAR Act 

training.

Formula: # of supervisors of civilians in the CGBI database who have completed NO 

FEAR Act training / total # of supervisors of civilians CG-wide. Tool 18. 

Frequency: Annually 

(Measured in Nov) Unit Type: Percentage (Target of 90%)

This measure was adopted on 7 JUN 2017 

Goal 

Alignment: Goal 2 Objective Alignment:

2.3 – Secure adequate resources 

to effectively and efficiently carry 

out the planning, performance, 

budgeting, and execution 

management duties and 

responsibilities of CRD.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Budget Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: FPD Database Budget Tracker

Performance 

Measure 

Name: 2.3.01 Expended Budget

Definition: Percentage of funding expended per FY.

Formula: ($ expended / $ initial budget allocation from CG-8) * 100 

Include FY start and end $ amounts within Dashboard. Tool 9B. 

Frequency: Annually Unit Type: Percentage 

(Updated target from 98% to 100%)
USCG Civil Rights Strategic Plan 2020 – 2025 26

Goal 

Alignment: Goal 2 Objective Alignment:

2.3 – Secure adequate resources 

to effectively and efficiently carry 

out the planning, performance, 

budgeting, and execution 

management duties and 

responsibilities of CRD.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Budget Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Web Budget Model Report

Performance 

Measure 

Name: 2.3.02 Budget Adequacy

Definition: Percentage of requested annual funding approved/received from CG-8.

Formula: (funds received / funds requested by CG-00H Budget Manager during annual 

budget development) * 100. Tool 9A. 

Frequency: Annually Unit Type: Percentage 

Goal 

Alignment: Goal 2 Objective Alignment:

2.3 – Secure adequate resources 

to effectively and efficiently carry 

out the planning, performance, 

budgeting, and execution 

management duties and 

responsibilities of CRD.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Budget Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: FPD Database Budget Tracker

Performance 

Measure 

Name: 2.3.03 Submission of Resource Proposals 

to RMO

Definition: Participation in CG-8’s annual RP process.

Formula: RP(s) submitted – yes/no. Tool 9C. 

Frequency: Annually 

(Target is Feb) Unit Type: Y/N
27 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 2 Objective Alignment:

2.3 – Secure adequate resources 

to effectively and efficiently carry 

out the planning, performance, 

budgeting, and execution 

management duties and 

responsibilities of CRD.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: Financial Manager’s Monthly Budget Tracker

Performance 

Measure 

Name: 2.3.04 Financial Record Compliance

Definition: The timely financial record submissions made by CRD directors.

Formula:

(# of CRD regions that submit monthly financial reports/4) * 100; computed 

monthly, compiled annually. Annual measure is average of monthly averages. 

Tool 10. 

Frequency: Annually Unit Type: Percentage

This measure was adopted on 21 SEP 2018 

Goal 

Alignment: Goal 2 Objective Alignment:

2.3 – Secure adequate resources 

to effectively and efficiently carry 

out the planning, performance, 

budgeting, and execution 

management duties and 

responsibilities of CRD.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Budget Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Web Budget Model Report

Performance 

Measure 

Name: 2.3.05 Annual Budget Comparison

Definition: Percentage of change in FY budget received from CG-8.

Formula: (Current FY budget received / previous FY budget received) * 100

Include FY funding per year within Dashboard. 9D. 

Frequency: Annually 

(Target is Nov) Unit Type: Percentage 
USCG Civil Rights Strategic Plan 2020 – 2025 28

Goal 

Alignment: Goal 3 Objective Alignment:

3.1 – Create and foster a 

collaborative, professional 

workplace within CRD.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: CRD Defense Equal Opportunity Climate Survey (DEOCS) Roll-up Report

Performance 

Measure 

Name: 3.1.01 CRD Workforce Job Satisfaction

Definition: CRD’s workforce job satisfaction per DEOCS “Job Satisfaction” rating.

Formula:

CRD’s workforce job satisfaction per DEOCS “Job Satisfaction” rating. 

Note: Updated target measure to align with new DEOCS scale (G=>3; 2.5<=Y<3; 

R<2.5) Tool 7. 

Frequency: Annually Unit Type: Defense Equal Opportunity Survey 

(DEOCS) Index (Updated Target to 3)

Goal 

Alignment: Goal 3 Objective Alignment:

3.1 – Create and foster a 

collaborative, professional 

workplace within CRD.

HQ 

Coordinator:

COMDT (CG00H-1/2)

CRD CRC

Responsible 

Party: COMDT (CG-00H-1/2)

Data Source: Office Chiefs’ Employee Performance Records

Performance 

Measure 

Name: 3.1.02 CRD Supervisor Performance 

Evaluations

Definition: Regional, zone, and headquarters CRD civilian supervisors who meet 

performance standards.

Formula:

(#of CRD civilian supervisors who receive at least “meets” ratings on the 

leadership competencies of their annual evaluations / # of CRD supervisors) * 

100. Tool 5B. 

Frequency: Annually Unit Type: Percentage
29 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 3 Objective Alignment:

3.2 – Promote the recognition 

(formal and informal) of CO/OIC 

who exhibit exemplary performance 

in EEO/EO program management.

HQ 

Coordinator:

COMDT 

(CG-00H-11) 

Awards Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: Award Submissions Report from Annual Solicitation

Performance 

Measure 

Name: 3.2.01 Award Nominations of 

CG Leadership

Definition: Recognition of positive EEO leadership.

Formula: The number of leaders nominated for positive recognition of their EEO 

related activities. Tool 20. 

Frequency: Annually Unit Type: Number

Goal 

Alignment: Goal 3 Objective Alignment:

3.2 – Promote the recognition 

(formal and informal) of CO/OIC 

who exhibit exemplary performance 

in EEO/EO program management.

HQ 

Coordinator:

COMDT 

(CG-00H-11) 

Awards Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: CRD Awards and Recognition Report 

Performance 

Measure 

Name: 3.2.02 Award Nominations by CO/OIC

Definition: CO/OIC participation in EEO/EO Awards.

Formula:

(# award nominations made by CO/OIC during the FY for outreach awards 

sponsored by the DOD Office of Diversity Management & Equal Opportunity 

(ODMEO) ) / (total # awardees). Tool 6.

Frequency: Annually Unit Type: Number
USCG Civil Rights Strategic Plan 2020 – 2025 30

Goal 

Alignment: Goal 3 Objective Alignment:

3.3 – Implement processes and 

procedures (reports, training, 

etc.) which improve quality and 

timeliness of CRD services.

HQ 

Coordinator:

COMDT 

(CG-00H-E)

Responsible 

Party: COMDT (CG-00H-E)

Data Source: CRD EA SOP Library Checklist

Performance 

Measure 

Name: 3.3.01 CRD Processes with 

Established SOPs

Definition: The percentage of CRD processes for which an updated SOP is in effect.

Formula: (# of major CRD processes for which an updated SOP is in effect / # of major 

CRD processes) * 100. Tool 12. 

Frequency: Annually 

(Updated to Jan) Unit Type: Percentage

This measure was retired on 7 JUN 2017

Goal 

Alignment: Goal 3 Objective Alignment:

3.3 – Implement processes and 

procedures (reports, training, 

etc.) which improve quality and 

timeliness of CRD services.

HQ 

Coordinator:

COMDT 

(CG-00H-12)

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: Major Administrative/Support Processes Spreadsheet

Performance 

Measure 

Name: 3.3.02 Major Administrative/Support 

Functions with a Checklist

Definition: The percentage of major administrative/support functions that have 

checklists.

Formula: (# of major admin/support functions that have checklists / # of admin/

support functions) * 100

Frequency: Annually Unit Type: Percentage
31 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 4 Objective Alignment:

4.1 – Encourage periodic selfassessments of the Coast Guard 

workplace at all levels consistent 

with EEOC’s MD-715 factors.

HQ 

Coordinator:

COMDT 

(CG-00H-2)

Senior Technical 

Advisor

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Command Checklist Compliance Matrix

Performance 

Measure 

Name: 4.1.01 Command Checklist Compliance

Definition: Command Checklist compliance CG-wide.

Formula: (# of Units completing Command Checklists) / (Total # of CG units with 50 or 

more personnel assigned, per CG PAL, including reserves) * 100. Tool 13A. 

Frequency: Annually 

(Updated to Jan) Unit Type: Percentage (Increased from 90% to 100%)

Goal 

Alignment: Goal 4 Objective Alignment:

4.1 – Encourage periodic selfassessments of the Coast Guard 

workplace at all levels consistent 

with EEOC’s MD-715 factors.

HQ 

Coordinator:

COMDT 

(CG-00H-2)

Senior Technical 

Advisor

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Command Checklist Compliance Matrix

Performance 

Measure 

Name: 4.1.02 EO Reviews CG-wide

Definition: The number of EO reviews conducted CG-wide.

Formula: # of EO reviews conducted CG-wide. Tool 14A. 

Frequency: Annually Unit Type: Number
USCG Civil Rights Strategic Plan 2020 – 2025 32

Goal 

Alignment: Goal 4 Objective Alignment:

4.2 – Develop and promote data 

management tools which help Coast 

Guard managers to understand 

local factors affecting the workforce 

EO climate.

HQ 

Coordinator:

COMDT 

(CG-00H-E)

DEOMI Liaison 

Responsible 

Party: COMDT (CG-00H-E)

Data Source: DEOMI DEOCS Database

Performance 

Measure 

Name: 4.2.01 Units Utilizing DEOCS

Definition: The percentage of CG units utilizing the Defense Equal Opportunity Climate 

Survey (DEOCS).

Formula: (# of CG units utilizing DEOCS / total # of CG units required to conduct 

DEOCS) *100. Tool 21.

Frequency: Annually Unit Type: Percentage 

(Increased target from 50% to 90%)
33 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 4 Objective Alignment:

4.2 – Develop and promote data 

management tools which help Coast 

Guard managers to understand 

local factors affecting the workforce 

EO climate.

HQ 

Coordinator:

COMDT 

(CG-00H-11)

MD-715 Program 

Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Part I of CG EEOC MD-715 Annual Report

Performance 

Measure 

Name: 4.2.02 EEO Barrier Correction

Definition: The percentage of identified barriers to EEO for which CRD/Barrier Analysis 

Team has made a recommendation for correction.

Formula:

(Number of identified barriers to EEO for which a corrective action has 

been taken / Number of identified barriers) * 100; if no barriers have been 

identified, measurement value = 100 percent. Tool 24. 

Frequency: Annually Unit Type: Percentage (Decreased target from 

100% to 90%)

Goal 

Alignment: Goal 4 Objective Alignment:

4.3 – Implement and encourage 

EEOC MD-715 activities within CRD 

that exemplify model civil rights 

program elements.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Defense Equal Opportunity Climate Survey Roll-up Report

Performance 

Measure 

Name: 4.3.01 CRD DEOCS Rating

Definition: The average DEOCS rating for CRD.

Formula:

The sum of all DEOCS ratings for CRD / # of DEOCS factors. 

Note: Updated target measure to align with new DEOCS scale (G=>3; 2.5<=Y<3; 

R<2.5). Tool 22. 

Frequency: Annually 

(Updated to Feb) Unit Type: Defense Equal Opportunity Survey (DEOCS) Index (Updated target to 3)
USCG Civil Rights Strategic Plan 2020 – 2025 34

Goal 

Alignment: Goal 4 Objective Alignment:

4.4 – Provide an accessible, single 

resource for civil rights policy and 

requirements to the Coast Guard 

workforce.

HQ 

Coordinator:

COMDT (CG-00H-12) 

Training Program 

Manger

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Civil Rights Training Effectiveness Matrix

Performance 

Measure 

Name: 4.4.01 CR Manual Access Knowledge

Definition:

The percentage of people completing Civil Rights Awareness (CRA) training 

evaluation forms who acknowledge that they know how to access the CR 

Manual (interrelated to measures 1.01.01 and 1.02.01).

Formula:

(# of people completing CRA Training Evaluation forms (Regional Roll-up 

Reports) who acknowledge how to access the CR Manual / # of people 

completing CRA Training Eval forms) * 100; data provided quarterly by region; 

measure is average of regional input. Tool 2B. 

Frequency: Quarterly Unit Type: Percentage 

(Increased target from 85% to 95%)

Goal 

Alignment: Goal 4 Objective Alignment:

4.4 – Provide an accessible, single 

resource for civil rights policy and 

requirements to the Coast Guard 

workforce.

HQ 

Coordinator:

COMDT 

(CG-00H-11)

CRD Policy Program 

Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: Policy Implementation Tracker

Performance 

Measure 

Name: 4.4.02 CRD Policy/Manual Review

Definition: CRD policy statements/CRD Manual submitted for internal CRD review..

Formula: Notation of whether or not CRD policy statements and/or the CRD Manual 

have been submitted for annual, internal CRD review. Tool 23. 

Frequency: Annually 

(Updated to Feb) Unit Type: Binary Yes or No
35 USCG Civil Rights Strategic Plan 2020 – 2025

Goal 

Alignment: Goal 5 Objective Alignment:

5.1 – Ensure highest EEO/EO quality 

for compliance and responsiveness 

by improving and measuring key 

operational processes.

HQ 

Coordinator:

COMDT 

(CG-00H-2S)

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Solutions and Complaints Data Matrix

Performance 

Measure 

Name: 5.1.01 Pre-complaint Counseling 

Completion

Definition: The percentage of pre-complaint counseling activities completed by CG-00H 

within the required timeframe.

Formula:

(# of pre-complaint counseling opportunities completed by CG-00H within 

the required timeframe / # of pre-complaint counseling opportunities) * 100. 

Tool 14B. 

Frequency: Annually Unit Type: Percentage 

Goal 

Alignment: Goal 5 Objective Alignment:

5.1 – Ensure highest EEO/EO quality 

for compliance and responsiveness 

by improving and measuring key 

operational processes.

HQ 

Coordinator:

COMDT 

(CG-00H-2S)

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Solutions and Complaints Data Matrix

Performance 

Measure 

Name: 5.1.02 Investigation Completion Timeliness

Definition: The percentage of investigations completed by CG-00H within the required 

timeframe.

Formula: (# of investigations completed by CG-00H within the required timeframe / # 

of investigations completed) * 100. Tool 14C. 

Frequency: Annually Unit Type: Percentage 
USCG Civil Rights Strategic Plan 2020 – 2025 36

Goal 

Alignment: Goal 5 Objective Alignment:

5.2 – Identify and implement tools, 

resources, and activities which can 

be utilized early in the EO process to 

effect positive outcomes.

HQ 

Coordinator:

COMDT 

(CG-00H-2S)

Responsible 

Party: COMDT (CG-00H-2)

Data Source: Solutions and Complaints Data Matrix

Performance 

Measure 

Name: 5.2.01 Resolution Rate

Definition: The percentage of complaints processed by CG-00H that did not result in a 

formal complaint.

Formula: (# of pre-complaints processed by CG-00H that did not result in a formal 

complaint / # of complaints initiated) * 100. Tool 14D. 

Frequency: Annually Unit Type: Percentage 

Goal 

Alignment: Goal 5 Objective Alignment:

5.3 – Facilitate and encourage 

partnerships with public and private 

entities to increase participation 

by groups within the Coast Guard 

workforce with low participation 

rates compared to the Civilian Labor 

Force (CLF).

HQ 

Coordinator:

COMDT 

(CG-00H-11)

PIE Program 

Manager

Responsible 

Party: COMDT (CG-00H-1) 

Data Source: PIE Program Satisfaction Survey Report

Performance 

Measure 

Name: 5.3.01 PIE Program Satisfaction

Definition: The percentage of schools satisfied with the Coast Guard PIE Program.

Formula: (# of registered PIE schools satisfied with CG PIE Program / # of schools who 

participate in survey) * 100. Tool 25. 

Frequency: Annually Unit Type: Percentage 
Goal 

Alignment: Goal 5 Objective Alignment:

5.3 – Facilitate and encourage 

partnerships with public and private 

entities to increase participation 

by groups within the Coast Guard 

workforce with low participation 

rates compared to the Civilian Labor 

Force (CLF).

HQ 

Coordinator:

COMDT 

(CG-00H-11)

PIE Program 

Manager

Responsible 

Party: COMDT (CG-00H-1)

Data Source: PIE Program Satisfaction Survey Report

Performance 

Measure 

Name: 5.3.02 CG Units with PIE Programs

Definition: Total number of CG units with registered PIE programs.

Formula:

#of CG units with registered PIE programs on 1 July (i.e. at the end of the 

school year); registration begins annually on 1 Aug (beginning of school year). 

Tool 11. 

Frequency: Annually Unit Type: Number 

(Increased target from 125 to 160)
USCG Civil Rights Strategic Plan 2020 – 2025 38

Addendum: Civil Rights Strategic Plan 2025 

(Additional actions as of 1 June 2025)

The following additional actions fall within CRSP-2025, specifically Goal 2 Adopt Strategies; 

Objective 2.3 Continue to ensure civil rights awareness and understanding at all levels of the Service 

so that the workforce can fulfill and comply with their EEO/EO requirements and responsibilities Coast 

Guard-wide. Specifically, the following activities will be added.

Objective 2.02.06 

Stronger Together Listening Sessions - NEW

Racism continues to threaten pillars of justice and equality on which our nation stands. Its presence 

in our workforce threatens readiness. We must accept the difficult truth that members of society, 

and our workforce continue to feel un-heard, under-valued, and less than fully accepted members 

of the overall Coast Guard community.

Listening sessions are indicated with the goal of understanding what African American workforce 

members experience in society and elsewhere, and to have others recognize ways in which 

they can be attentive to this problem. In a learning sense, listening allows the total workforce to 

demonstrate that they are paying attention to thoughts, feelings and needs of African American 

employees (seeing the world through their eyes). This is crucial to establishing and maintaining 

productive relationships. Some of what we are experiencing as a nation has roots in failure to 

creating spaces for listening, and being able to express grief, frustration, anger and fear before 

it becomes unbearable. CRD will reach out to other appropriate entities to conduct activities 

collaboratively, for example Employee Assistance Programs, HSWL, and the Chaplain network.

Target: 5 Sessions

Measure: CRD will evaluate comments from members who participate.

Objective 2.02.07 

Employee Resource Page - NEW

It is not enough to acknowledge, condemn, or passively disapprove systemic inequity. We can also 

provide opportunities to continue the journey into learning and putting that learning into action. 

To that end, an employee resource page with books, DVDs, movie titles, podcasts, links, museum 

displays will help employees to take this journey. 

Target: 1 Employee Resource Page

Measure: Publication of page
39 USCG Civil Rights Strategic Plan 2020 – 2025

Objective 2.02.08 

Professional Development for African American Aspiring Executives 

(Focus is attendance by Low-Participation Groups, however everyone in the 

workforce is welcome) - NEW

Employees also must believe and experience that they can succeed as far as their talent and 

ambition take them. For this reason, a session on senior executive leadership be offered through 

affinity groups to target particularly under-participating work groups. Though everyone may not 

aspire to leadership in the public sector, either as a civilian member or for others post-military 

service, it is nonetheless important that the Coast Guard support activities which de-mystify the 

process, and to invite workforce members at all levels to understand and begin to develop and 

document their performance of the competences proven to curate effective Federal leadership. 

Target: 2 Sessions

Measure: Number of sessions held

Objective 2.02.09 

Conflict Resolution Conversations - NEW

The Civil Rights Directorate will be hosting conversations using a collaborative platform aimed at 

expanding workforce members’ knowledge of resolving workplace conflict. During periodic 1-hour 

sessions, guest and speakers, experts a will discuss leading practices. Speakers will be sought for 

traditional topics such as Alternative Dispute Resolution, and settling claims focused on the EEO 

protected classes: race, color, religion, creed, gender, sex (including pregnancy), sexual orientation, 

gender identity or expression, national origin, ancestry, age, and marital status. 
USCG Civil Rights Strategic Plan 2020 – 2025 40

Appendix C: Sample Strategic Dashboard 

(35 Performance Measures)

# Measure 

#

Tool 

#

Performance 

Measure 

Name

Responsible 

Office

DD MM YY 

Update Target Formula Frequency

Actual

1 1:01:01 2C Awareness of 

CRD’s Mission CG-00H-1 98.13 95

(# people responding that they 

are aware of CRD's mission/# 

People responding to CRA 

evaluation form)*100

Quarterly 

(Nov/Feb/ 

May/Aug)

2 1:01:02 17 ``` CG-00H-C N/A 1

# of updates and/or review of the 

Directorate’s website. Goal is at 

least once per quarter.

Quarterly 

(Nov/Feb/ 

May/Aug)

3 1:01:03 18

No FEAR 

Act Training 

Completion 

Rate

CG-00H-1 N/A 90.0

#of supervisors of civilians who 

have completed NO FEAR Act 

training / total # of supervisors of 

civilians CG-wide

Annually 

(Nov)

4 1:02:01 2A

CG Workforce 

Satisfaction 

with CRD 

Training 

Expertise 

CG-00H-1 100.0 95

(# CG training respondents 

marking "Good" or "Excellent" 

on Question 5 of Roll-up Report) 

/ (# CG training respondents) 

*100; data provided quarterly by 

region; measure is avg of region 

inputs.

Quarterly 

(Nov/Feb/ 

May/Aug)

5 1:02:02 3

EEO 

Counselor 

Mandatory 

Training

CG-00H-1 100 100

(# of counselors with 32&8-hr 

training)/(# counselors who 

require it)*100; computed 

monthly; beginning Jan 2013, 

annual measure is avg of 

monthlies. New employees have 

90 days to get training before 

adding them to the equation.

Annually 

(Nov)

6 1:02:03 5A

CRD’s 

Measurable 

Employee 

Performance 

Goals & Meet 

Expectations

CG-00H-1&2 100 100

(# CRD employees with 

measurable performance 

goals tied to standardized 

requirements that receive at 

least “meets expectations” or 

equivalent/# employees with 

measurable performance 

goals tied to standardized 

requirements)*100

Annually 

(May)

7 1:02:04 3B

CRSPs 

with Basic 

Mediation 

Training

CG-00H-1 N/A 90.0

(# of CRSPs who have completed 

Basic Mediation training / total # 

of CRSPs with > 180 days in the 

CRSP position)

Annually 

(Nov)

8 2:01:01 19

CG EEOC 

MD-715 

Compliance

CG-00H-1 99.0 100

(# of EEOC MD-715 Part G factors 

CG is in compliance with/# of 

EEOC MD-715 Part G factors)*100

Annually 

(Feb)

9 2:02:01 13B

Units with 

EEO/EO 

Objectives

CG-00H-2 92.5 100

(# Units with 50 or more 

personnel assigned, per CG PAL, 

including reserves, who answer 

"Yes" to question on Command 

Checklist re: EEO objectives in 

strategic plans/documents))/(# 

Units with 50 or more personnel 

assigned)*100

Annually 

(Jan) 
41 USCG Civil Rights Strategic Plan 2020 – 2025

10 2:02:02 4D

CG Workforce 

Compliance 

with BOTH 

CRA and SHP 

Training

CG-00H-1 77 90

(# CG employees compliant w/ 

BOTH Civil Rights Awareness 

(CRA) and Sexual Harassment 

Prevention (SHP) trng/# CG 

employees)*100

Annually 

(Nov)

11 2:02:03 4B

CRA Training 

Provided By 

CRD

CG-00H-1 7.50 9

Percent of overall workforce that 

receives CRA training, computed 

quarterly. Figures from 

consolidated data from Regional 

Roll-up Reports submitted to 

Training Officer, and results 

divided by total CG workforce 

(~60K in FY12).

Quarterly 

(Nov/Feb/ 

May/Aug)

12 2:02:04 4E

Sexual 

Harassment 

Prevention 

Training 

Sessions 

Completed

CG-00H-1 75.4 90

Number of CG personnel 

who took SHP training in the 

preceding 365 days, according to 

CGBI MT-A report, divided by the 

total number of personnel.

Annually 

(Nov)

13 2:03:01 9B Intentionally Blank

14 2:03:02 9A Intentionally Blank

15 2:03:03 9C Intentionally Blank

16 2:03:04 10 Intentionally Blank

17 2:03:05 9D Intentionally Blank

18 3:01:01 7

CRD 

Workforce Job 

Satisfaction

CG-00H-1 N/A 3

CRD's workforce job satisfaction 

per DEOCS "Job Satisfaction" 

rating.Note: Update target 

measure to aligh with new DEOCS 

scale (G=>3, Y>=2.5; R<2.5)

Annually 

(Nov)

19 3:01:02 5B

CRD 

Management 

and 

Leadership 

Performance 

Evaluations

CG-00H-1&2 100 100

(# CRD supervisors who receive 

at least “meets”, or equivalent 

ratings on the leadership 

competencies of their annual 

evaluations / # CRD supervisors) 

*100

Annually 

(May)

20 3:02:01 20

Award 

Nominations 

of CG 

Leadership

CG-00H-1 N/A 1

(# of leaders nominated for 

recognition for civil rights efforts 

or accomplishments.

Annually 

(Nov)

21 3:02:02 6&

C25

Award 

Nominations 

by COs/OICs

CG-00H-1 2.7 2

(# award nominations made 

by COs/OICs during the FY for 

outreach awards sponsored 

by the DOD Office of Diversity 

Management & Equal 

Opportunity (ODMEO) ) / (total # 

awardees)

Annually 

(Nov)

22 3:03:01 12

CRD 

Processes 

with 

Established 

SOPs

CG-00H-E 69 100

(# of major CRD processes for 

which an updated SOP is in effect 

/ # of major CRD processes) * 100

Annually 

(Jan)
USCG Civil Rights Strategic Plan 2020 – 2025 42

23 4:01:01 13A

Command 

Checklist 

Compliance

CG-00H-2 100 100

(# Units with 50 or more 

personnel assigned, per CG PAL, 

including reserves, who complete 

Command Checklist re: EEO 

objectives in strategic plans/

documents))/(# Units with 50 or 

more personnel assigned)*100

Annually 

(Jan) 

24 4:01:02 14A EO Reviews 

CG-wide CG-00H-2 22 15 # of EO reviews conducted CGwide

Annually 

(Nov)

25 4:02:01 21 Units Utilizing 

DEOCS CG-00H-E N/A 90

(# of CG units utilizing DEOCS / 

total # of CG units required to 

conduct DEOCS) *100

Annually 

(Nov)

26 4:02:02 24 EEO Barrier 

Correction CG-00H-1 100 90

(Number of identified barriers 

to EEO for which a corrective 

action has been taken / Number 

of identified barriers) * 100; if 

no barriers have been identified, 

measurement value = 100 

percent.

Annually 

(Feb)

27 4:03:01 22 CRD DEOCS 

Rating CG-00H-1 N/A 3

The sum of all DEOCS ratings for 

CRD / # of DEOCS factors. Note: 

Updated target measure to align 

with new DEOCS scale (G=>3; 

2.5<=Y<3; R<2.5

Annually 

(Feb)

28 4:04:01 2B

CR Manual 

Access 

Knowledge

CG-00H-2 95 95

(# people completing CRA 

training eval forms who check 

that they know how to access CR 

manual / # people completing 

CRA training eval forms)*100; 

data provided quarterly by 

region; measure is average of 

region inputs.

Quarterly 

(Nov/Feb/ 

May/Aug)

29 4:04:02 23

CRD Policy/

Manual 

Review

CG-00H-1 100 Y/N

CRD policies/manual developed 

and submitted for internal CG 

clearance on an annual basis.

Annually 

(Feb)

30 5:01:01 14B

PreComplaint 

Counseling 

Completion 

Timeliness

CG-00H-2 100 100

(# pre-complaint counseling 

opportunities completed 

within the required time frame 

/ # pre-complaint counseling 

opportunities) *100

Annually 

(Nov)

31 5:01:02 14C

Investigation 

Completion 

Timeliness

CG-00H-2 89 100

(# investigations completed 

within the required time frame / 

# investigations completed) *100

Annually 

(Nov)

32 5:02:01 14D Resolution 

Rate CG-00H-2 55 50

(# of pre-complaints that did not 

result in a formal complaint / # of 

complaints initiated) * 100

Annually 

(Nov)

33 5:03:01 25 PIE Program 

Satisfaction CG-00H-1 98 90

(# registered PIE schools satisfied 

with CG PIE Program / # schools 

responding to satisfaction survey) 

*100

Annually 

(Nov)

34 5:03:02 11 CG Units with 

PIE Programs CG-00H-1 190 160

# CG units with registered 

PIE programs on 1 July (end 

of academic year); new year 

measures begin 1 Aug;

Annually 

(Nov)

35 2:02:05 4F

CG Executive 

Staff that 

attended 

SELEOS 

CG-00H-1 N/A 85

(# of CG Executive Staff who have 

completed SELEOS / total number 

of current Executive staff * 100)

Annually 

(Nov)
43 USCG Civil Rights Strategic Plan 2020 – 2025

Appendix D: Tool Descriptions 

(35 Performance Measures)

Tool Tool Description Responsible 

Office

2A CG Workforce Satisfaction with CRD Training Expertise CG-00H-2

2B CR Manual Access Knowledge CG-00H-1

2C Awareness of CRD’s Mission CG-00H-2

3 EEO Counselor Mandatory Training CG-00H-1

3B CRSPs with Basic Mediation Training CG-00H-1

4B CRA Training Provided By CRD CG-00H-2

4D CG Workforce Compliance with BOTH CRA and SHP Training CG-00H-1

4E Sexual Harassment Prevention Training Sessions Completed CG-00H-1

4F CG Executive Staff that attended SELEOS CG-00H-1

5A CRD’s Measurable Employee Performance Goals 

& Meet Expectations CG-00H-1

5B CRD Management and Leadership Performance Evaluations CG-00H-1

6 Award Nominations by COs/OICs CG-00H-1

7 CRD Workforce Job Satisfaction CG-00H-1

9A Budget Adequacy CG-00H-1

9B Expended Budget CG-00H-1

9C Unfunded Programs CG-00H-1

9D Annual Budget Comparison CG-00H-1

10 Financial Record Compliance CG-00H-1

11 CG Units with PIE Programs CG-00H-1

12 Major Operations (OPS) Processes with Established SOPs CG-00H-2

13A Command Checklist Compliance CG-00H-2
USCG Civil Rights Strategic Plan 2020 – 2025 44

13B Units with EEO/EO Objectives CG-00H-2

14A EO Reviews CG-wide CG-00H-2

14B Pre-Complaint Counseling Completion Timeliness CG-00H-2

14C Investigation Completion Timeliness CG-00H-2

14D Resolution Rate CG-00H-2

17 Stakeholder Communications CG-00H-C

18 Communications Resources CG-00H-C

19 CG EEOC MD-715 Compliance CG-00H-1

20 Award Nominations of CG Leadership CG-00H-1

21 Units Utilizing DEOCS CG-00H-1

22 CRD DEOCS Rating CG-00H-1

23 CRD Policy Submission Timeliness CG-00H-1

24 EEO Barrier Correction CG-00H-1

25 PIE Program Satisfaction CG-00H-1
SEPTEMBER 2020

U.S. COAST GUARD HEADQUARTERS

 COMMANDANT (CG-00H)

WASHINGTON, D.C.

www.uscg.mil/civilrights