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Table of Contents

Letter from the Chief..........................................................................................................................iii

Statement from the Chief Diversity Officer ......................................................................................v

The Executive Team Doctrine...........................................................................................................vii

Introduction..........................................................................................................................................1

History...................................................................................................................................................3

Definitions.............................................................................................................................................4

What is Diversity?..............................................................................................................................4

What is Equity? ..................................................................................................................................5

What is Inclusion?..............................................................................................................................5

Business Case for Diversity, Equity, & Inclusion .............................................................................6

Workforce Demographics & Analysis................................................................................................8

Demographic Comparison - USCP, Metropolitan DC, Virginia, Maryland, and the U.S. ................8

Commitment from the Top ...............................................................................................................12

Office of Equity & Inclusion .............................................................................................................13

Vision, Mission, and Values ............................................................................................................13

Core OEI Values..............................................................................................................................13

Equity & Inclusion Strategic Plan Details.......................................................................................15

Priorities...........................................................................................................................................15

Priority 1: Leadership & Legitimacy............................................................................................15

Priority 2: Support........................................................................................................................15

Priority 3: Change ........................................................................................................................15

Goals....................................................................................................................................................16

Goal 1: Cultivate and Maintain a Diverse and Inclusive Workforce ...........................................16

Goal 2: Invest in the development of the workforce ....................................................................16

Goal 3: Ensure sustainability and accountability .........................................................................16

Goal 4: Improve workforce cultural climate ................................................................................16

Goal 5: Establish a comprehensive brand presence .....................................................................17

Goal 6: Build Strategic Alliances and Partnerships .....................................................................17

Duties...................................................................................................................................................18

Duty 1: Recruitment, Sourcing, Onboarding, and Retention .......................................................18

Duty 2: Training and Development..............................................................................................22
ii

Duty 3: Measurement and Accountability....................................................................................25

Duty 4: Leveraging Employee Diversity and Customer Experience ...........................................26

Duty 5: Communication, Marketing, Advertising, and Branding................................................27

Duty 6: Corporate Social Responsibility and Supplier/Vendor Diversity....................................29

Conclusion ..........................................................................................................................................31

Approach Programs...........................................................................................................................32

Works Cited........................................................................................................................................35

Appendix A: Sworn Ethnicity/Race Distribution (As of 12/31/2022)................................................38

Appendix B: Sworn Workforce Gender Distribution (As of 12/31/2022) .........................................39

Appendix C: Civilian Workforce Ethnicity/Race Distribution (As of 12/31/2022)...........................40

Appendix D: Civilian Workforce Gender Distribution (As of 12/31/2022).......................................41

Appendix E: Summary Diversity Tables of Sworn Workforce (As of 12/31/2022) ..........................42

Appendix F: Summary of Sworn Ethnicity/Race by Rank (As of 12/31/2022).................................44

Appendix G: Summary Diversity Tables of Civilian Workforce (As of 12/31/2022) .......................45

Appendix H: Summary of Civilian Ethnicity/Race by Grade (As of 12/31/2022).............................47

Contact OEI........................................................................................................................................48
iii

Letter from the Chief

As the United States Capitol Police (USCP) Chief of 

Police, I am very excited that we now have a multiyear diversity, equity, and inclusion (DEI) strategic 

plan that charts the course for us to complete the 

serious work to be done. Make no mistake about it, 

DEI and law enforcement is serious but rewarding 

work. I draw upon my decades of experience as an 

officer, and Police Chief, to say with certainty that 

policing is more than simply enforcing the law. 

Equally important, is how we go about the business 

of law enforcement, and how we treat each other in 

the process.

My experiences have taught me that the process 

employed to implement policies, strategies, and 

procedures is critical to success. The designated 

leader of any organization, provided they have their 

finger on the pulse, works to make sure the processes are balanced and beneficial not just to a 

few, but to everyone. 

It is my personal and professional duty to care about the Department and I take that duty 

seriously. I want the best for the sworn personnel who are the public face of USCP in the 

execution of our mission. Likewise, I want the best for the civilian personnel who provide the 

critical support necessary for mission fulfillment. 

It’s important to me that USCP operates as a unified entity, working without regard to factors 

that seek to divide, but rather with a deliberate focus on being trained and prepared to fulfill our 

mission – to protect the Capitol, the Members of Congress, staff, visitors, and facilities, so that 

the government can conduct its constitutional legislative responsibilities in a safe, secure, and 

open environment. 

Today, Congress, as well as the Department, is more diverse. Diverse not only in their respective 

racial, ethnic, gender and age composition, but also in thought and philosophy. A combination of 

all those factors contributes to a Congress and Department better representative of those they 

were elected or hired to serve respectively. Again, I draw on my experience to say with certainty 

that diversity is vitally important as it is part of the fabric necessary to allow personnel to feel 

and know that they absolutely belong, and are an essential part of the Department. 

It is inevitable that our global visitors and overall tourism of the capital will increase. In short, 

there will be a gradual return to normalcy, and more of a diverse population for which to fulfill 

our mission. Those differences will not change our mission. However, they will reinforce the 
iv

need for us to remain vigilant, and be even more ready to serve equipped with the knowledge 

gained from being culturally aware and employing learned DEI stratagems. 

Being culturally aware and utilizing DEI was the basis for me stating, in an October 2022 USCP 

employee communication, that our differences and our diversity are our strengths. I also said that 

we are all USCP. I take those facts seriously and will always stress the importance of what 

defines our strength and how it makes those who choose to work at USCP unique. We are unique 

not only because of our strengths, but also because we work for a law enforcement agency with a 

unique mission. 

This strategic plan makes the most of our uniqueness so that individually and collectively we are 

better equipped to successfully navigate current and new law enforcement challenges. However, 

we are only able to navigate those challenges, fulfill the USCP mission, and simultaneously 

create and sustain an inclusive and equitable workplace culture when we embrace diversity, 

equity, and inclusion principles as the standard way of conducting ourselves in the performance 

of our duties. Therefore, I emphatically endorse this proactive plan, and know that USCP will 

benefit positively from its Approach Programs and Strategic Items. I am committed to this plan. 

So now the work begins to keep doing what we know works, improve what needs to be better, 

and create new programs and trainings that make the journey for all of us all the more 

meaningful. This Equity and Inclusion Strategic Plan (EISP) is a written document specifying 

programs and strategies necessary to advance DEI in USCP’s culture. DEI isn’t about black 

versus white, or taking from some to give to others. It is fundamentally about comprehensive 

fairness. DEI is a philosophy, not a program, and we are all responsible for it. Therefore, join me 

on the journey to usher in a diverse Department culture that not only accepts every single USCP 

employees’ differences, but also understands that our differences must unite, instead of divide us. 

Celebrate with me as new learning curriculums are implemented to ensure that all personnel have 

the necessary tools to succeed in their current role, and to advance in their career. And last, 

understand that no single person can fulfill our mission; but strong teamwork does. Everyone is 

essential, and just as important to our mission as they are to our value and vision. When we do 

this serious work together and couple it with DEI stratagems, the rewards are all the more 

significant and satisfying.
v

Statement from the Chief Diversity Officer

It is an honor to introduce the first ever multi-year

Diversity, Equity, and Inclusion Strategic Plan of the

United States Capitol Police. The action strategies that 

materialized will allow us to achieve our stated 

endeavors and enhance the possibility that we will 

create a new departmental reality. Oftentimes, the 

diversity, equity, and inclusion work within an

organization is viewed as the “warm and fuzzy” 

component of an organization that is not critical for 

mission success. However, this plan will enable you to 

understand that without DEI, an organization will 

always miss the mark of excellence and will never be 

seen as an “employer of choice for all.” 

Henceforth, through intentional efforts and active 

engagement from recruitment to retirement, the Office 

of Equity & Inclusion’s (OEI) staff and I are committed 

to ensuring that USCP becomes a Department of choice that welcomes the diversity and 

uniqueness of all. Furthermore, where employees are valued, voices are heard, and services are 

provided that display respect and appreciation, provide advancement and opportunity for growth 

as well as individual and innovative contributions. Although we have begun the conversation and 

the work, there is still more to do. With sustainable and authentic actions centered on diversity, 

equity, and inclusion, our efforts continue.

USCP and its leaders have shown a growing fervor and commitment for DEI work in our 

Department with a focus on our workforce and the communities that we serve. As we continue to 

become a more diverse Department and Congress, and those who visit our campus continue to 

represent the global landscape, DEI will remain a priority for USCP. 

This plan is an indication that we have reached a maturity and inflection point in the 

Department’s history where we have significant momentum that will carry us to our long-term 

goals. As USCP strives to create a culture of inclusive leadership and innovation, the OEI staff 

will play an active role. The message that Diversity Includes You goes beyond just being 

present, but actively participating to ensure that our attitudes and behaviors foster a climate in 

which everyone can thrive. We recognize that we cannot accomplish this work without you, and 

strategic actions that need to be taken are not the responsibility of any one bureau or office, but 

instead require a collective impact.

To this end, we serve by providing direct leadership for action in some instances, and 

coordination and collaboration across the Department in other instances on this journey of shared 

accountability for culture transformation. In fact, we believe that everyone has a unique 
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opportunity and responsibility to embody the values and behavioral expectations for cultivating 

an environment of inclusion and belonging with equitable outcomes for all. 

With the development of this DEI strategic plan, we are motivated to conduct an annual 

reporting process where we review our progress toward our goals for transformation and 

outcomes achieved. We will take the pulse of our Department communicating transparently 

about where we are making progress and where we will need to better focus or recalibrate our 

course of action to reach our goals.

With our internal and external partners OEI will actively engage in healing those who are 

hurting, fighting discrimination, creating opportunities, focusing on inclusion, and building 

awareness of systemic change needed to end disparities. I want to reiterate, USCP is fully 

committed to integrating DEI into our operations and mission work. And I am privileged to lead 

the effort of moving USCP forward on the DEI continuum by laying down the foundation for 

this work to continue for years to come. 
vii

The Executive Team Doctrine

1

Introduction

McLean & Company states that “diversity, equity, and inclusion (DEI) is a continuum – an 

ongoing journey of unlearning and learning the deeply rooted dogmas that guide the way 

organizations operate. The DEI strategy is a mechanism through which systemic issues and the 

ingrained way things are done at organizations can be challenged and changed. Creating a scaled 

and purposeful strategy, upheld by strategic pillars, and customized DEI initiatives kick-starts the 

journey.” (McLean & Company, 2022)

Though the mission of the United States Capitol Police (USCP) differs from McLean & 

Company, most organizations consist of personnel representing varying environments, genders, 

ethnicities, races, and religions. The culture of an organization is a combination of the lived 

experiences and individualities of its employees. Accordingly, and as noted in USCP’s 2022 

Equity and Inclusion Statement (EIS), the Department recognizes that each employee’s unique 

experience, perspective, and viewpoint is critical to operational success. Therefore, to continue to 

build and sustain the Department’s reputation and maintain an engaged workforce where every 

employee is valued, USCP must practice equitable and inclusive principles. Thus, to meet this 

mandate and to proactively adapt to evolving law enforcement challenges in general, and those 

specific to the Department, the Equity and Inclusion Strategic Plan (EISP) is a comprehensive 

array of goals, objectives, programs, and actions for USCP to build upon, expand, and cultivate.

Vital to the EISP is an association between it and the Department’s mission1, vision2, and values3

as well as a deliberate consideration of factors unique to sworn and civilian employees.

Achieving the mission requires operational awareness regarding the complexities of the people 

and places protected. Operational awareness, to be effective, is attainable only through a DEI 

lens. Unlike the fixed and relatively constant facilities protected by USCP, the Members of 

Congress, employees, and visitors - to a much larger degree - fluctuate and are representative of 

every nationality, ethnicity, gender, sexual orientation, physical capability, and other attributes 

that comprise individual uniqueness. They are United States residents and global citizens who 

speak a multitude of languages. In view of that, Department employees practicing operational 

awareness and adhering to policies and procedures consistent with DEI strategy will ensure

USCP mission and values realization.

USCP’s current and future mission success requires proactive and long-term DEI solutions and 

commitments. The EISP, with its vision and goals, must be recognized as a fluid document that 

outlines current challenges, solutions, and accountability measures. Revisions, updates, and 

additions will be made as necessary to continually enhance diversity. This plan is meant to be 

 

1 Protect the Congress – its Members, employees, visitors, and facilities – so it can fulfill its constitutional and 

legislative responsibilities in a safe, secure and open environment.

2 To be nationally recognized as a results-oriented law enforcement agency that demonstrates the highest standards 

of professionalism, security, safety, and management.

3 The USCP’s core values define our common beliefs and behavior as well as how we conduct ourselves in our work 

and interactions: Professionalism, Pride, and Effectiveness.
2

inclusive of all constituents while also paying attention to aspects of the Department that do not 

align with our current DEI goals.

Furthermore, the EISP serves as a structure for the continual creation and nourishment of a 

culturally inclusive Department. Additionally, the plan functions as a path to unlearn the biases 

and the behaviors that jeopardize the core values of the Department. Moreover, the plan will 

challenge the hesitancy to change, and positively alter organizational culture such that diversity, 

equity, and inclusion become the active norm instead of an aspiration. Undoubtedly, the journey 

will at times be uncomfortable, but it will be rewarding.

However, nothing in this EISP is a suggestion that the Department is broken and needs to be 

fixed. As is true of every organization, including law enforcement, challenges exist because of 

the human nature of people within the workplace. For that reason, the use of words such as 

“will” and “must”, particularly in the Strategic Items, are not directives. Their use is purposeful

to express the importance and impact of DEI strategy in addressing challenges. The intent is to 

convey the Department’s commitment to DEI such that the EISP is not read or seen as simply 

another strategic plan that says a lot and offers no remedies or actions that constructively 

changes anything.
3

History

Pending Congressional approval, 

the office currently known as the 

Office of Inclusion, Diversity, 

Equity and Action will become the 

Office of Equity and Inclusion. In 

the interim, it transformed not only 

in name, but also leadership, 

mission, and staff. USCP Chief of 

Police, J. Thomas Manger, 

summarizes the transformation best 

with his description of the office as 

having, “New blood, new energy,

and new perspectives!”

Prior to its new blood, the office 

had three leaders and an Acting Director of varying tenure. During those tenures, the office 

generated limited strategies to completely address USCP DEI challenges. In March of 2022, 

Chief Manger hired OEI’s current leader, Vilma Alejandro, to serve as USCP’s Chief Diversity 

Officer and Director of IDEA. 

The position, a first for USCP, is indicative of the Chief’s DEI commitment and plays a key role 

in changing Department culture to remove barriers that impede equity and inclusion. 

Accordingly, the leadership role was elevated from Diversity Officer to Chief Diversity Officer. 

The role and the office report to the Chief of Police; both previously reported to the Chief 

Administrative Officer. 

Accompanying the elevation of the role was a directive of the office to ensure inclusive,

equitable, and diverse operational execution. Thus, the office doubled in size to six personnel, 

including two Learning Development Strategists. 

The elevation, coupled with new leadership and personnel produced the new energy and 

perspectives to which the Chief refers. Each will propel OEI to new heights in the development 

of the Department’s first-ever DEI curriculums, inventive programs to advance DEI efforts, and

unquestionable passion and dedication to achieving DEI excellence.
4

Definitions

What is Diversity?

For the purpose of this strategic plan, diversity is defined broadly as all of the characteristics that 

make individuals different and unique. Specifically, for USCP, the working definition also 

includes cultural transformation to an inclusive environment wherein differences are valued and 

integrated into every part of the Department in order to:

 Ensure exceptional customer service.

 Ensure the mental, physical, and emotional well-being of employees.

 Achieve exceptional bureau and office performance.

 Deliver the highest quality products and services.

 Create new innovative products and services.

 Create ultimately a unified, aligned, and high-performance workforce through the power 

of inclusion.

DEI requires that every member of the Department sees themselves in this work. Intellectual 

humility is required because DEI is a multi-faceted process where individuals are more than just 

observable characteristics. Experiences, background, education, cognitive processing, values, 

and priorities are all a part of an individual’s diversity. 

Diversity “just is.” It’s the many ways in which people differ from and are like each other; their

intersecting identities. “Diverse” is not an adjective for a person (e.g., diverse hire). Diversity is 

more than observable differences (e.g., race, gender, age) and more than the unobservable 

differences people tend to think of (e.g., education, culture, religion). It includes individual 

experiences, opinions, abilities, and perspectives. Simply put diversity is a collection of 

individual attributes that together help every individual member of USCP, and other key 

stakeholders, to pursue organizational objectives effectively. 

Diversity is just the starting point for an organization. Differences exist inherently, but to realize 

the value of those differences requires an intentional commitment to equity and inclusion.

“It is impossible to comprehend or foster equity and inclusion without diversity. People from 

every kind of demographic must be represented in any given arena of society (politics, sports, 

higher education, art, technology, etc.) in order for their perspectives to be recognized, 

understood, and taken into account in making policy decisions. Such decisions are more just and 

effective when they are informed by more perspectives.” (Dallas, 2021)
5

What is Equity?

For the purpose of this strategic plan, equity is defined as the organizational cultural commitment 

that all employees will be treated fairly and given equal access to opportunities and resources 

and feel fully engaged to contribute to USCP’s mission and goals; thus achieving exceptional 

bureau and office performance. 

Equity is our goal and is achievable when aspects of individual identity are no longer a predictor

of outcomes. Equity emphasizes justice, fairness, and implementing and correcting systems. It 

requires a focus on impact, not just intent, as well as outcomes. Equity requires the promotion of 

justice and fairness from individuals, institutions, and systems. 

In order to have honest conversations about equity, there must be an acknowledgement of the 

fact that there is inequity. Minimally ask and understand:

 What does an employee need to perform at their highest level?

 What systems can be put in place to create equity vs. equality?

 What does each employee need in order to fully contribute to USCP’s mission?

Creating an equitable and inclusive environment requires intentionality at all levels -

institutional, systemic, and individual. Each day, you play a role in shaping the culture at USCP. 

What impact are you having? Are you modeling inclusion to those around you? Do you 

acknowledge and value the uniqueness of the members of your team? Are you empowered to 

reach your full potential, and if not, what do you need in order to do so? Are you empowering 

those around you? 

What is Inclusion?

For the purpose of this strategic plan, inclusion is defined as an environment in which all 

employees have a sense of belonging and are respected for the differences and uniqueness they 

bring to USCP without the impact of inequities. Inclusion is the “act” – the intentional behaviors 

and organizational norms that support a sense of belongingness and honor individual uniqueness. 

It is where belongingness intersects with uniqueness. Inclusion is the intentional commitment to

embrace the diversity that exists. It involves seeing, hearing, and valuing the unique perspectives 

and ideas of all, and allowing everyone the opportunity to thrive. Each member of the United 

States Capitol Police community impacts the culture of diversity and inclusion positively.

Therefore, each of us should ask ourselves: How does working within a hierarchical structure 

impact inclusion? How do we ensure that our differences function as a strength, and not a 

detriment? How can we empower our employees to reach their full potential? 
6

Business Case for Diversity, Equity, & Inclusion 

Law enforcement agencies satisfy an 

essential societal role, and in many 

communities, individual police officers, 

and supporting personnel, are often the 

public face of local government. It is 

therefore critical that these agencies 

largely reflect the diversity of the 

communities they serve. (USDOJ / EEOC, 

2016) This matters for more than just 

general public perception, but also to 

personnel whose sole aim is fulfilling an 

agency’s mission, vision, and values. 

Moreover, research confirms that 

personnel who experience an inclusive 

and equitable connection with their work, 

and those they work with, are decidedly 

more engaged and productive. Those 

employees are vested in their work and 

are likely to remain positive contributors 

far longer than colleagues who have 

opposite experiences. Given that 

organizations expend time and resources 

recruiting, hiring, and training personnel, it is prudent that every effort is made to cultivate 

positive employee experiences - enhanced through DEI strategies - to ensure they are fulfilling

their mission while simultaneously and equitably meeting the needs of its personnel and 

customer base. 

Ultimately, according to McNeil, “A positive climate for diversity and inclusion is highly 

desirable. It relates to attributes such as performance, customer satisfaction, creativity, 

productivity, psychological safety, and return on investment, especially when diverse people are 

involved. Changes to climate that endure have the potential to positively impact your culture,

and alter employee attitudes, behaviors and expectations.” (McNeil, 2020)

As a result, agencies with increased diversity - defined not only in terms of race and gender, but 

also other characteristics including religion, sexual orientation, gender identity, language ability, 

background, and experience - serve as a decisive and central means to build community4trust. 

Decades of research confirms that when the public is certain that law enforcement agencies 

represent, understand, and respond to them - and when communities perceive authorities as fair, 

 

4 Every jurisdictional physical locale and program applicable to specific police agencies. 
7

legitimate, and accountable - it deepens trust in law enforcement, instills public confidence in 

government, and supports the integrity of democracy. Established trust is critical to neutralizing

tension, solving crimes, and fostering community perception of fair and impartial law 

enforcement. Trust facilitates cooperation which also enables officers to more safely and 

effectively perform their duties. (USDOJ / EEOC, 2016)

Not only are officers enabled to more safely and effectively perform their duties when trust is 

present, a joint study by the USDOJ and the EEOC notes that although diversity alone cannot 

ensure equitable practices and effective policing, it definitely has demonstrated great influences 

on activities and practices of law enforcement. As a result, agencies are more open to reform, 

cultural and systemic changes, and responsiveness to citizens. (USDOJ / EEOC, 2016)

Positively altering the Department’s climate through a DEI lens complies with DSP Goal 25.

Although distinct responsibilities differentiate sworn and civilian law enforcement staff, the 

culture, policies, and agency directives affect each equally. USCP established via its EIS that 

there will be no tolerance for us vs. them; sworn vs. civilian. That sole edict provides a path 

forward in bridging perceptions that serve only to perpetuate USCP role divisions. Additionally, 

while USCP’s mission6is uniquely different from other law enforcement agencies, it, as does 

every law enforcement agency, primarily protects and serves. Thus, maintaining public trust is 

required while operating fairly, impartially and being representative of those whom it protects 

and serves. 

 

5 Optimize the USCP’s operational capacity, resiliency, and readiness to meet dynamic mission requirements.

6 Protect the Congress – its Members, employees, visitors, and facilities – so it can fulfill its constitutional and 

legislative responsibilities in a safe, secure, and open environment. 
8

Workforce Demographics & Analysis

Demographic Comparison - USCP, Metropolitan DC, 

Virginia, Maryland, and the U.S.

The demographics of our country continues to change at an ever-quickening pace. In 2020, the 

United States minority populations, comprised of differing racial, cultural, ethnic, and religious 

backgrounds, accounted for approximately 38.4% of the total US population. These increases of 

racial and ethnic diversity are “the hallmark demographic feature of America’s younger 

generation including Gen Z and those that follow,” according to the Brooking Institute. (Frey, 

2021) According to the 2020 census slightly more than 51.1% of the total US population growth 

came from Hispanics. 

Ethnicity USCP* Metro DC, MD, & VA United States

American Indian or Alaska 

Native 9 0.4% 12,081 0.2% 2,075,852 0.6%

Asian 97 4.1% 646,022 10.4% 18,184,182 5.6%

Black or African American 765 32.5% 1,540,297 24.8% 39,994,653 12.3%

Hispanic or Latino 219 9.3% 992,560 16.0% 59,361,020 18.2%

Native Hawaiian or Other 

Pacific Islander 4 0.2% 3,069 0.0% 550,080 0.2%

Two or more 7 0.3% 222,743 3.6% 9,134,542 2.8%

White 1,251 53.2% 2,804,212 45.1% 196,251,375 60.3%

2,352 100.0% 6,220,984 100.0% 325,551,704 100.0%

Gender USCP* Metro DC, MD, & VA United States

Female 525 22.3% 3,194,637 51.1% 165,750,778 50.8%

Male 1,827 77.7% 3,055,672 48.9% 160,818,530 49.2%

2,352 100.0% 6,250,309 100.0% 326,569,308 100.0%

Age USCP* Metro DC, MD, & VA United States

21-30 593 25.2% 846,797 18.2% 45,082,533 18.4%

31-40 592 25.2% 951,155 20.4% 43,569,065 17.8%

41-50 766 32.6% 854,369 18.3% 40,570,591 16.6%

51-60 359 15.3% 842,747 18.1% 42,756,488 17.5%

61-70 39 1.7% 633,978 13.6% 37,617,490 15.4%

71+ 3 0.1% 533,831 11.4% 35,061,045 14.3%

2,352 100.0% 4,662,877 100.0% 244,657,212 100.0%
9

* OHR December 2022 Diversity Dashboard data denoting 1,971 sworn and 381 civilian 

employees.

** 2020 Census Reporter. (Census Reporter, 2020)

Legend:

Exceeds representation in Metro DC, MD, VA, and the US.

Less than the representation in Metro DC, MD, VA, and the US.

Higher USCP representation than in Metro DC, MD, and VA but lower than US representation.

Lower US representation, but higher USCP and Metro DC. MD, and VA representation.

USCP personnel representation was either below or exceeded that of the Washington 

Metropolitan area and the United States in regards to ethnicity, gender, and age. In some 

instances, USCP representation exceeds in one demographic, but is lower in Metro DC, MD, and 

VA or the US. As an example, African American representation is 20.2% higher in USCP than in 

the United States (US). USCP female representation is 28.8 and 28.5 % less than that in the 

Metropolitan and US respectively. Similar findings are true with the Hispanic/Latino and Asian 

representation.

A further review of demographics reveals the following information. Detailed charts and graphs 

are available in the Appendices.

o The sworn workforce is 92% male; however the civilian workforce is better balanced at 

55% male. 

o The civilian workforce has almost equally distributed percentages of African American 

and White, but the workforce still lacks racial/ethnic diversity as the majority races 

represented are African American and White.

o White, African American, Hispanic, Asian and American Indian, Native Hawaiian and 

those of two or more races comprise 54, 30, 10, 4 and .3% of the sworn workforce 

respectively. 

o According to Zippia research, 24% of officers leave law enforcement after 1 – 2 years of 

service, while that same percentage remains for more than 11 years. (Zippia.com, 2022)

USCP data suggests a more committed workforce as it pertains to longevity. On average, 

21% of the sworn and civilian workforce have served between 15 – 19 years. For both 

workforces, more employees have served for those years than all other length of service 

classifications. Length of service for the majority of the sworn workforce (72%) ranges 

from 3 to 24 years. Civilian length of service is 69% for that same range.

o The majority of the sworn workforce are within the age range of 21 – 50 years. Slightly 

more than 28% are within 21 – 30 years of age and correlates with our targeted 

recruitment age for officers. 
10

o On the other hand, over 61% of civilian personnel are 41 to 60 years of age compared to 

45% of the sworn workforce.

o Asians, African Americans, and Hispanics represent 32% of the Inspectors, Sergeants, 

and Lieutenants. 

o Asians, African Americans, and Hispanics represent 42% of personnel in CP 11 – 14, the 

highest Civilian pay grades. Conversely, that same population represent 83% of 

personnel in CP-03 – 06; the lowest civilian pay grades.

While Asians, African Americans, and Hispanics represent 42% of personnel in CP 11 – 14; 

there is an imbalance at the lower pay spectrum given that 83% are people of color. Moreover, 

there are Department bureaus, offices, and specialties whose personnel are significantly less 

diverse. As examples, the Office of Human Resources and CERT are predominately Black 

females and White males respectively. There is also room for representation improvement on the 

Executive as well as the Executive Management Team. As the Executive Team is the 

Department’s authority, and thereby sets the cultural and organizational tone, diverse 

representation within those ranks is particularly vital.

An April 2022 Joint Center for Political and Economic Studies analysis of state senate directors 

concluded that senators must hire diverse state directors to manage their office(s) because these 

staffers develop and supervise programs for constituents and ensure that their perspectives are 

represented in the legislative process. Hence, it is essential to understand the demographic 

makeup of the state directors who manage these offices. The lack of diverse staff impairs the 

ability of senators to understand the diverse perspectives of their states and effectively represent 

all Americans. (Joint Center, 2022)

Though state directors and USCP are different organizations, the above referenced analysis is 

applicable since it involves personnel and the resulting culture. Whether at USCP or another 

body, diverse representation ensures representative perspectives. Conversely, a lack of diversity 

is a barrier. 

Given the Department’s mission, vision, and values, representation matters. USCP must practice 

operational awareness and adhere to policies and procedures consistent with DEI strategy. 

Otherwise, its ability to protect, be nationally recognized as results oriented, or interact with 

professionalism, pride, and effectiveness, without preconceived notions, is diminished.

12

Commitment from the Top

Though many organizations have made substantial progress with DEI efforts, countless others 

struggle. Common among DEI professionals is the knowledge that DEI success requires the 

ongoing support of an entire organization. Central to support and premeditated success is a 

commitment from leadership.

USCP leadership, emanating from the Chief of Police, and inclusive of the Executive and 

Executive Management Teams, establishes USCP tone and sets the example. Both, as evidenced 

through programs, communications, and policies, determine success or failure. The initial tone, 

unless changed by leadership or circumstance, remain for the duration. Hence, efforts cannot be 

overstated as organizational cultural change begins with the top leadership position. 

The top leadership position is the Chief of Police. The tone set and commitment by the Chief of 

Police becomes the authority that serves to embolden, inspire, and persuade leadership to 

perform in ways that build the foundation for definitive and meaningful change. The result is an 

engaged and empowered workforce focused on organizational success. None of it occurs without 

committed leadership and a commitment from leadership. 

For those reasons, the Executive Team is clear in their support regarding DEI work and its 

contributory correlation to USCP success. The Promotional Process Audit and the Active 

Bystandership for Law Enforcement (ABLE) program, are two of the many endeavors 

sanctioned by top leadership given the expected positive impacts each will have on the 

Department. ABLE, initially considered only for officers, was expanded for civilian personnel 

when the Chief of Police realized that the program would benefit the entire workforce. 

There are times in any organization’s history that spurs a dramatic change. Whether prompted by 

current or prior events, and/or emerging workplace and societal state of affairs, an organization 

must stand resolved to accomplish the arduous task of transformation. For USPC, that moment 

was January 6, 2020. It was a pivotal moment described by Chief Manger as “a day unlike any 

other in our nation’s history. And for us, it was a day defined by chaos, courage, and tragic loss.”

However, the Department emerged from that infamous day a much stronger law enforcement 

agency because of the heart and strong sense of duty of the USCP workforce to protect the 

legislative process to ensure a free and democratic society. 

The essence of leadership’s unwavering support is that it understands that in order to become the 

“employer of choice for all”, USCP must use diversity, equity, and inclusion as the building 

blocks to create a culture of collaboration and trust where employees feel valued and empowered 

to contribute fully to the betterment of the Department. 
13

Office of Equity & Inclusion

The OEI vision, mission, value statement, and core standards comprise the EISP foundation. The 

EISP Strategic Items enumerates approaches utilized on the path from vision to implementation. 

Approach Programs are various tools through which many of the Strategic Items operate. 

Additionally, there is an intentional alignment of priorities, goals, and objectives, that also align 

with the Department Strategic Plan (DSP) and the Human Capital Strategic Plan (HCSP) to 

ensure that the culture change sought is achieved through a DEI lens to realize ultimate strategy 

attainment across the Department. 

Vision, Mission, and Values

Vision: To make the intentional commitment to fully imbed Diversity, Equity, and Inclusion 

(DEI) into the United States Capitol Police’s culture and purpose, thus humanizing the employee 

experience and outgrowing the need for reactionary DEI.

Mission: The duty of the Office of Equity and Inclusion is to create an equitable and inclusive 

environment in which the Department values the capabilities and talents of our diverse 

workforce, and our employees are empowered to reach their full potential in an adaptive and 

continuous learning environment. 

Value Statement: Intentional incorporation of empathy, integrity, humility, accountability, and 

growth in actions that advance DEI as well as ensure that policies and practices support an 

inclusive culture, not only in a manner that complies with all applicable laws, but also fosters an 

environment in which every individual has the opportunity to prosper and contribute to the 

Department’s mission.

Core OEI Values

The OEI Chief Diversity Officer and team members are committed to upholding the following 

core standards in the execution of duties that advocate for and advance DEI.

Empathy: We will ensure that we actively listen in all of our encounters, and seek diverse 

perspectives and understanding when developing, deploying, and evaluating policies and 

projects.

Integrity: We will be honest, intentional and fair in all interactions, and employ clearly 

communicated, transparent, equitable, and inclusive selection processes.

Humility: We will exercise a willingness to learn from others, admit what we don’t know, ask 

for help, give credit, accept blame, and share information with all who can help serve the 

mission. We will also build strong relationships with other Departments and frequently seek 

input and guidance in the development of new efforts.
14

Accountability: We will follow through on promises made, meet deadlines, and never overpromise and under-deliver. We will also maintain strict confidentiality to ensure that each 

interaction is an opportunity to build trust. Equally as important, we will deliver measurable 

results, evaluating projects, processes, and practices, and adjusting them to improve success

while holding ourselves accountable, and ensuring that avenues exist for others to hold us 

accountable.

Growth: We will set personal and professional goals with continual learning opportunities that 

facilitate professional and personal growth.
15

Equity & Inclusion Strategic PlanDetails

Central to the EISP are priorities that serve as overall themes for the plan. Goals are what the 

plan seeks to achieve accompanied by a subset of objectives. Duties are plan requirements, while 

Strategic Items and Approach Programs are methods used to execute the plan. 

Priorities

Priority 1: Leadership & Legitimacy

Deliberately focusing on expedient, fair, and consistent rule application, and conformity. 

Leadership and legitimacy is the role and accountability of leadership in the application and 

conformity to rules governing USCP. Rules encompass every facet of the organization and are 

necessary to establish the structures and procedures associated with mission fulfillment. As it 

regards the EISP, a particular focus revolves around expedient, fair, and consistent rule 

application, and conformity to ensure continual and increasing trust between leadership and the 

workforce.

Priority 2: Support

Building the foundation needed to create and sustain a diverse, equitable, and inclusive 

USCP culture.

DEI is unsustainable without leadership support. Well-designed plans will fail if leadership –

inclusive of Congress and the USCP Board – does not endorse, and communicate their support. 

It is fundamental in securing necessary resources to properly advance DEI principles that align 

with the Department. Moreover, support is critical in building trust and assuring personnel that 

DEI efforts are sanctioned and serious instead of short-lived and reactionary. 

Priority 3: Change

Focused implementation to maximize acceptance and minimize resistance.

Change is inevitable, but often resisted. Culture change is especially difficult because the change 

sought is a mindset change of embracing acceptance, humility, service, and engagement while 

also being transparent, communicative, accountable, and trusted. It is a whole person approach

requiring changes whose success is also dependent upon thoughtful implementation to lessen 

resistance and increase acceptance.
16

Goals

Goal 1: Cultivate and Maintain a Diverse and Inclusive Workforce

Develop a high-quality, talented, and diverse workforce that reflects all segments of our society 

and values all aspects of our human diversity.

USCP embraces the range of similarities and differences each employee brings to the workplace, 

including diversity of thought, experience, and background. In cultivating and maintaining a 

diverse and inclusive work environment, the success of the Department’s DEI programs will 

depend on the conscientious efforts of leadership to outreach and develop partnerships with 

community and professional organizations that embrace diversity. The Department aims to 

attract, retain, and develop a diverse, agile, and highly qualifed workforce to execute the mission.

Goal 2: Invest in the development of the workforce

Invest in long-term workforce development programs that stimulate employment engagement 

and retention, as well as attract new talent. 

Goal 3: Ensure sustainability and accountability

Identify and breakdown systemic barriers to full inclusion by embedding diversity and inclusion 

in policies and practices and equipping leaders with the ability to manage diversity and be 

accountable for the results.

Having a diverse and inclusive workforce requires commitment from leaders at all levels to

recruit candidates, and retain, develop, and support employees in underrepresented groups. It 

holds leadership accountable for sustaining a workplace climate of equality, building an 

organization that leverages USCP’s diverse workforce, and fostering an environment where 

every individual has the opportunity to prosper and effectively advance their careers. 

Goal 4: Improve workforce cultural climate

Cultivate and support an inclusive work environment and create an engaged organization that 

leverages diversity and empowers all contributors.

USCP will fully utilize different venues to communicate the Department’s message on diversity, 

equity, and inclusion. The message focuses on building and sustaining an inclusive workplace 

environment, facilitating outstanding customer service and stakeholder relations by promoting 

cultural competency, accountability, education, and communication. More importantly, USCP 

must continue to model the behavior that alternative viewpoints are respected, valued, and 

encouraged. 
17

Goal 5: Establish a comprehensive brand presence

Provide clear, comprehensive, and consistent messaging of the DEI vision, mission, and values 

as well as the actions being taken to achieve desired outcomes. 

Goal 6: Build Strategic Alliances and Partnerships

Build strategic alliances and partnerships that are ultimately investments in the USCP workforce 

given that they assist in employee recruitment and retention. OEI is intentional in developing 

alliances and partnerships with internal bureaus and offices, as well as external agencies, 

communities, and marginalized groups. Alliances are important in building relationships in 

communities that are underrepresented at USCP. 

Alliances and partnerships with bureaus and offices are critical to ensuring DEI principles are 

properly embedded in their practices and policies. Alliances and partnerships with external 

agencies support and help OEI refine and advance its’ own and Department DEI goals. 

Moreover, they are empowering as they are deliberate in their DEI practice and are therefore 

agents and advocates for constructive change. 
18

Duties

Duty 1: Recruitment, Sourcing, Onboarding, and Retention

Sourcing – intentional processes used to get appropriate candidates – is a critical recruitment 

component. Properly executed sourcing not only increases the pools from which to recruit and 

hire qualified candidates, but those who are also best able to fit into the organizational culture 

while also satisfying DEI values.

Subsequent to sourcing and during onboarding, new employees should receive a sense of 

belonging, support, and confirmation that they are being set up for success. Inclusive onboarding 

plans facilitate effective transition into their new role. Ultimately, they feel seen, valued, and 

more inspired to engage. (Byrd, 2022)

During the year following the events of January 6th, 153 USCP officers resigned or retired 

(Jansen, 2022) and took with them decades of training, experience, expertise, and manpower that 

adversely impacted operations. A reasonable inference is that the departures are likely affiliated 

with the events of January 6th. However, USCP does not utilize exit interviews or similar 

protocol to parse inferences from reality. Consequently, there is an absence of data from which 

to determine causative departure factors. Knowledge of those factors is fundamental to 

understanding which workplace dynamics must be included, modified, or removed to ensure the 

Department is exercising due diligence in attracting, engaging, and retaining talent as well as 

addressing specific workplace culture concerns. 
19

Goals, Objectives, and Strategic Items

Goal 1: Cultivate and Maintain a Diverse and Inclusive Workforce.

Objective 1.1: Analyze talent management practices to expand recruitment pools, improve the 

efficiency of recruitment resources, and identify the key current and future staffing needs and 

requirements.

o Strategic Item 1.1.1: Leverage facts unique to USCP to broaden the sworn candidate 

pool.

o Strategic Item 1.1.2: Establish internship programs with local high schools to acquaint 

and educate students about USCP law enforcement and provide a future recruitment pool.

o Strategic Item 1.1.3: Focus recruitment efforts on underrepresented populations to 

diversify employee representation. 

o Strategic Item 1.1.4: Participate in the national 30x30 Initiative to increase 

representation of women in police recruit classes to 30% by 2030.

o Strategic Item 1.1.5: Source internal talent to expedite hiring.

o Strategic Item 1.1.6: Partner with women’s collegiate programs to acquaint and educate 

female athletes about USCP law enforcement and establish a future recruitment pool. 

o Strategic Item 1.1.7: Utilize appropriate social media forums as recruiting options. 

o Strategic Item 1.1.8: Conduct an analysis to determine and remedy screening process 

barriers.

o Strategic Item 1.1.9: Work with Office of Human Resources (OHR) to implement 

workforce planning procedures to ensure USCP has the right skill in the right place at the 

right time. 

Screening processes often have the unintended consequence of excluding qualified 

applicants from underrepresented communities. (USDOJ / EEOC, 2016)

Objective 1.2: Increase and strengthen leadership diversity.

o Strategic Item 1.2.1: Create upscaling programs to prepare diverse employees to 

undertake leadership positions. 

o Strategic Item 1.2.2: Establish succession planning procedures to ensure continuity of 

operations.
20

Objective 1.3: Become a Department that follows through on its DEI commitment resulting in 

increased employee morale.

o Strategic Item 1.3.1: Partner with OHR in examining their current and planned 

processes to ensure they are considerate of DEI ideals during onboarding and beyond.

o Strategic Item 1.3.2: Partner with OHR and OCAO to build programs that ensure 

employees have a sense of belongingness.

o Strategic Item 1.3.3: Create Employee Resource Groups to promote DEI.

o Strategic Item 1.3.4: Analyze the onboarding process to create an onboarding 

educational curriculum to remedy deficiencies.

Education regarding the onboarding process is critical to the Departments’ contribution 

to a new employee’s sense of belonging. Proper training will eliminate instances of new 

hire workspaces not being ready, and improve communication between and within offices 

associated with the process. 

Objective 1.4: Transform the USCP culture to one of trust and transparency by empowering 

USCP leaders to be champions for intentional inclusive change.

o Strategic Item 1.4.1: Implement a communication strategy that will reinforce the priority 

of DEI internally and externally.

o Strategic Item 1.4.2: Set forth expectations of leadership to ensure that communication 

of the EISP and priority goals are highlighted amongst their team. 

o Strategic Item 1.4.3: Work in collaboration with office directors, bureau commanders, 

supervisors and union leadership to arrange and complete a DEI department discussion 

with all Department employees within three months of the approved EISP.

o Strategic Item 1.4.4: Work in collaboration with the Public Information Office (PIO) to 

release an external DEI landing page that will showcase the commitment USCP has made 

to DEI values, mission, and priority goals. 

o Strategic Item 1.4.5: Incorporate a DEI agenda topic for discussion in all Department 

meetings, whether virtual or in-person. 

o Strategic Item 1.4.6: Work in collaboration with the PIO to create an internal and 

external information flow chart that will support the effective distribution of DEI 

information to staff.

Objective 1.5: Develop appropriate methods to determine contributory factors associated with 

attrition to reduce the attrition rate. 
21

o Strategic Item 1.5.1: Implement exit interviews, and share with OEI, the associated raw 

data in alignment with DSP Goal 37and HCSP Objective 3.4.

8

, to address attrition and 

perpetuation factors. 

Immediate OHR implementation is needed, given that exit interviews are an established

Human Resource practices. Further, data confirms that prioritizing DEI efforts may be 

the key to employee retention, and employees are increasingly attentive to DEI efforts. 

Exit interview data will unquestionably provide employee experiences that will prove 

critical in identifying and addressing DEI barriers and successes.

Objective 1.6: Invest in personal and professional development opportunities, employee 

wellness and resiliency, and support services to ensure USCP is an “employer of choice for all.”

o Strategic Item 1.6.1: Conduct a Promotional Process Assessment to gauge the 

effectiveness of the process and address potential barriers.

o Strategic Item 1.6.2: Launch a Mentor Program to assist in addressing cultural, 

transparency, inclusivity, and career support deficiencies. 

o Strategic Item 1.6.3: Nurture existing union relationships to reinforce collaboration and 

encourage engagement with DEI efforts.

Unions and the Department must collaborate in producing agreeable actions that not 

only remedy concerns but are reflective of DEI doctrines. The relationship will enhance 

retention as cohesion among factions fosters a sense of belonging and engagement that 

positively impacts service longevity.

o Strategic Item 1.6.4: Establish a Standard Operating Procedure (SOP) for a Recognition 

and Awards Ceremony inclusive of leadership personal involvement to enhance existing 

employee appreciation events.

o Strategic Item 1.6.5: Partner with the Office of Wellness to expand knowledge on the 

intersectionality of wellness and diversity, equity, and inclusion. 

Objective 1.7: Adopt an inclusive design approach (ADA accessibility and compliance) 

approach to technology, workspace, publications, and services.

o Strategic Item 1.7.1: Review website components to ensure design and structure is ADA 

compliant.

o Strategic Item 1.7.2: Assess the representation, inclusive text, and multi-lingual 

standards of our websites and suggest areas of enhancement. 

 

7 Enhance information gathering, analysis, utilization, and dissemination.

8 Collect and analyze data, including demographic data, from all Human Capital Management Offices, to ensure 

optimal recruitment, assessment, and retention.
22

o Strategic Item 1.7.3: Collaborate with Public Information Office (PIO) to develop 

recommendations for website communication, inclusive text, and images showcasing the 

diversity of our staff.

o Strategic Item 1.7.4: Create an assessment of USCP’s website to evaluate how effective 

and timely our technology is, and how it can improve to support persons with disabilities. 

o Strategic Item 1.7.5: Collaborate with PIO and review marketing strategies to 

incorporate DEI perspectives. 

 

o Strategic Item 1.7.6: Create an Information Technology Think Tank to establish 

standards for inclusive design.

o Strategic Item 1.7.7: Audit Department facilities to ensure ADA compliance.

o Strategic Item 1.7.8: Establish, in partnership with OHR, a comprehensive reasonable 

accommodation program. 

Objective 1.8: Implement inclusive policies to ensure USCP is the Federal Law Enforcement 

Agency of choice for all. 

o Strategic Item 1.8.1: Create and implement gender inclusion and affirmation policy in 

partnership with OHR that supports transgender, gender nonconforming, and non-binary 

staff and the community we serve, and that reinforces USCP’s commitment to inclusion 

in the workplace and our programs and facilities. 

o Strategic Item 1.8.2: Research and advise on options, in collaboration with OHR, for

creating and implementing expanded family-friendly policies to enhance talent 

acquisition and retention.

o Strategic Item 1.8.3: Research and advise Office of Chief Administrative Officer on 

options for the administrative and personnel policies and procedures to include inclusive 

language, gender-neutral language, and DEI values and practices. Ensure compliance and 

updates pertinent to Title VII of the Civil Rights Act.

Duty 2: Training and Development

Organizations with robust DEI learning programs increase employee cultural competence and

other dynamics such as improved job satisfaction, higher levels of trust, and engagement. An 

engaged workforce is comprised of those who have access to training and development programs 

essential for attaining additional knowledge and tools that enhance performance and 

advancement opportunities. 
23

Goals, Objectives, and Strategic Items

Goal 2: Invest in the development of the workforce.

Objective 2.1: Develop and implement a holistic training curriculum reflective of the 

Department’s pivot toward an intelligence-gathering, continuous learning organization.

o Strategic Item 2.1.1: Review and redesign as necessary, existing DEI learning programs 

to comply with existing learning objectives.

o Strategic Item 2.1.2: Create and deploy an all-employee and multi-year learning strategy 

and plan to ensure intentional DEI learning opportunities. 

The continuous curriculum will meet personnel where they are on their DEI journey 

from the first stage of being open to learning to the last stage of being knowledgeable to 

lead and transform others.

o Strategic Item 2.1.3: Implement Diversity Forums for varying employees on new DEI 

knowledge and practices.

Objective 2.2: Transform the USCP culture to one of trust and transparency through education.

o Strategic Item 2.2.1: Implement an Introduction to DEI training for the Leadership 

Team to establish stakeholder buy-in. 

o Strategic Item 2.2.2: Implement Inclusive Leadership & Neurodiversity Training to 

incorporate challenges associated with neurological diversities9.

Meaningful cultural transformation encompassing trust and transparency originates with 

leadership and spirals downward through organizations. It requires leadership buy-in 

that is most effectively accomplished through education and training. Both provide 

leaders with insight into their “why” regarding DEI, and empowers them to be 

champions for intentional, inclusive, and supportive workplace changes.

Objective 2.3: Create relationships that foster personalized attainment of career objectives.

o Strategic Item 2.3.1: Implement a mentoring program that offers coaching and one-onone partnerships to aid employee career development. 

Objective 2.4: Create informal learning forums that strengthen DEI knowledge.

o Strategic Item 2.4.1: Implement relaxed and casual sessions that provide DEI 

information to employees with an interest in being DEI agents for change. 

 

9 ADHD, Dyslexia or other neurological conditions

25

Duty 3: Measurement and Accountability

The adage, “You can’t change what you don’t measure” is especially appropriate regarding 

strategies designed to constructively impact culture and DEI. Typically, organizations focus DEI 

measures on diverse representation, equitable pay and career growth, and the overall workforce 

sense of belonging. The ability to advance DEI with an analytical lens, and with an 

understanding of associated metrics, is crucial both in understanding where an organization is 

and where they want to go, as well as in getting leadership support and resources. (Bastian)

Goals, Objectives, and Strategic Items

Goal 3: Ensure sustainability and accountability.

Objective 3.1: Increase transparency, accountability, and consistency of communication

between the USCP workforce and its leadership teams.

o Strategic Item 3.1.1: Encourage stakeholders to be responsible for sharing identified 

barriers and developing strategies and timelines for improvement.

o Strategic Item 3.1.2: Create an Equity Handbook as a guide for supervisors and above to

establish standards for creating equitable and inclusive policies and aid in ensuring 

inclusive decision making perspectives. 

o Strategic Item 3.1.3: Communicate transparently about what we are doing and how we 

are doing it to build trust and credibility.

Objective 3.2: Pivot toward evidence-based, equitable, and inclusive policies, and data-driven 

decision making.

o Strategic Item 3.2.1: Secure raw data from the Office of Background, Investigation and 

Credentialing (OBIC) and Office of Human Resource (OHR) from which to establish a 

data baseline.

OEI must have unlimited and continual raw data access to ascertain applicant flow 

information and all other personnel demographics. 

o Strategic Item 3.2.2: Partner with OHR to initiate the collection and sharing of attrition 

data.

o Strategic Item 3.2.3: Track demographic data to ensure strong representation at all 

levels.

o Strategic Item 3.2.4: Focus on new hire data to ensure the workforce remains diverse 

and inclusive.

o Strategic Item 3.2.5: Track compensation levels and performance related metrics to 

ensure equity.
26

o Strategic Item 3.2.6: Address substantiated attrition and diverse representation 

deficiencies based on collected and analyzed data. 

o Strategic Item 3.2.7: Promote engagement surveys and track results to measure strategy 

progression.

o Strategic Item 3.2.8: Design and implement best research practices to achieve impact 

and goals.

Objective 3.3: Create and implement expectations to ensure accountability standards in which 

leadership can showcase improvements and consistency of DEI prioritization.

o Strategic Item 3.3.1: Develop DEI measures, baselines, targets, and scorecards to track 

efforts and substantiate plan modifications.

o Strategic Item 3.3.2: Translate and disseminate policy-relevant and decision-relevant 

research and data to key groups and decision-makers to inform and guide the infusion of 

DEI into the fabric of our Department.

o Strategic Item 3.3.3: Prepare an annual EISP report highlighting accomplishments and 

key areas of opportunity. 

o Strategic Item 3.3.4: Design and implement an accountability plan that defines DEI 

expectations and accountability standards for leadership and USCP staff that align with 

USCP’s DEI values. 

o Strategic Item 3.3.5: Work in collaboration with OHR to implement a DEI performance 

standard to yearly job performance evaluations for USCP staff. 

Duty 4: Leveraging Employee Diversity and Customer Experience

Leveraging employee diversity is the utilization of current employee representation in creating 

innovative solutions to new matters, and the perpetuation and perfection of existing ones.

Inclusive leaders and environments support independent thinking and nurtures diverse employee 

perspectives. 

Inclusive leaders also recognize that employees are customers whose experiences impact their 

perceptions of the organization. Good customer experiences positively affects every measure of 

success. Considering that organizational success is tied to employees and their individual and 

collective customer experiences, and coupled with decades of research confirming the impact of 

DEI on those experiences, the Department must exercise due diligence in creating and 

safeguarding equitable and inclusive practices.

Goals, Objectives, and Strategic Items

Goal 4: Improve workforce cultural climate.
27

Objective 4.1: Leverage employees’ unique talents, skills, and perspectives, and utilize strategic 

planning to ensure employees are positioned for success.

o Strategic Item 4.1.1: Develop appropriate educational tools to advance leadership 

knowledge of leveraging employee diversity. 

o Strategic Item 4.1.2: Develop a system that recognizes employees for leadership in 

DEI.

o Strategic Item 4.1.3: Leverage flexible work policies and programs10 to support 

employee individual career satisfaction and productivity.

o Strategic Item 4.1.4: Develop a customer experience survey to determine service gaps

and establish service excellence standards. 

o Strategic Item 4.1.5: Create a continuing educational component to develop and sustain 

superior customer service experiences.

o Strategic Item 4.1.6: Conduct a climate survey to assess employee’s perception of 

workplace culture.

Objective 4.2: Develop a broad, ongoing leadership curriculum to prepare USCP supervisors to 

meet the needs of the Department, utilize their unique skills and talents, and better serve those 

they supervise.

o Strategic Item 4.2.1: Develop appropriate educational tools that advance leadership 

knowledge of leveraging employee diversity.

o Strategic Item 4.2.2: Modify performance evaluation standards to assess performance 

supportive of DEI efforts and components.

Duty 5: Communication, Marketing, Advertising, and Branding

Communication and messaging are key to DEI efforts as they set the tone for what is to come 

and influence success or failure. The methods through which organizations communicate can 

either reflect the people worked for and with, or they can reinforce discrimination and 

marginalization of specific groups of people. (Gantman, 2020)

With regards to marketing, research concludes that for 61% of Americans, marketing diversity is 

critical to establishing brand trust and loyalty. As the Department works to establish itself as the 

federal law enforcement agency of choice, effective marketing, advertising, and branding is vital 

to expanding talent acquisition, retention, and enabling employees to authentically speak about 

 

10 Telework, Wellness, Tuition Assistance and Career Development.
28

the Department. Accordingly, it is important that USCP ensures that our brand mission is 

expressed through how we conduct business, as research also suggests that how an organization 

does business, is in fact, marketing. (Molenaar, 2021)

Goals, Objectives, and Strategic Items

Goal 5: Establish a comprehensive brand presence.

Objective 5.1: Advance DEI through market messaging.

o Strategic Item 5.1.1: Hire a DEI outreach professional to ensure that outreach efforts, 

including social media and internet sites, adhere to DEI standards and Department values.

o Strategic Item 5.1.2: Create a DEI marketing handbook that provides advertising, 

marketing, and branding principles consistent with DEI practices.

o Strategic Item 5.1.3: Build partnerships with OBIC, TSB, and PIO to contribute 

appropriate DEI practices associated with their marketing, advertising, and branding 

efforts.

o Strategic Item 5.1.4: Invest in digital marketing to provide interactive and an alternate 

form of effective communication.

o Strategic Item 5.1.5: Create a recruitment program that provides incentives for 

personnel to refer prospective new hires. 

o Strategic Item 5.1.6: Produce podcasts to increase brand awareness.

o Strategic Item 5.1.7: Identify DEI Ambassadors to represent OEI during recruiting and 

similar events. 

Objective 5.2: Increase consistency of communication across the Department.

o Strategic Item 5.2.1: Conduct an equity and inclusion audit of bureau and office 

communication procedures to identify barriers and assess their effectiveness. 

The audit will delve in to the types of messaging, gaps in communication, and will 

consider content, graphics, and pictures to ensure they are representative of the 

Department and its values.

o Strategic Item 5.2.2: Encourage, on a rotating and regular basis, that Executive and 

Executive Management Team members represent the Department at roll calls, posts, and 

ROC classes to reinforce Department actions, words, and strategies. 

The epitome of proactive communication is where personnel can, in their usual work 

setting, see, hear, and interact with leadership.
29

o Strategic Item 5.2.3: Create an inclusive language handbook of DEI talking points and 

effective communication tactics to ensure communication is inclusive, does not create 

barriers, and is representative of the Department culture.

Duty 6: Corporate Social Responsibility and Supplier/Vendor 

Diversity

Corporate social responsibility (CSR) originated with a “social contract” between business and 

society to create jobs and economic growth, provide fair treatment to employees and customers, 

and contribute to the community. Although we are not a for-profit organization, CSR and 

supplier/vendor diversity principles should be adopted.

Accordingly, the Department’s CSR is the manner in which we align ourselves to be good 

neighbors and community partners. If executed properly, USCP markets itself, increases 

familiarity, creates a potential recruitment pool, helps eliminate barriers to long-lasting law 

enforcement goodwill, and produces positive community economic impact.

Partnering with diverse suppliers and vendors11 also produces positive community economic 

impact. According to Bateman, (A. Bateman, 2020), a handful of socially conscious major 

companies play a key role in addressing racial injustice through supplier diversity programs that 

promote an inclusive approach to procurement. Inclusive procurement also delivers broader 

societal benefits by generating economic opportunity for disadvantaged communities.

Goals, Objectives, and Strategic Items

Goal 6: Build Strategic Alliances and Partnerships.

Objective 6.1: Build trust and legitimacy through fairness and partnerships.

o Strategic Item 6.1.1: Partner with bureaus, offices, and specialties to educate and 

develop strategies to intentionally recruit, hire, and promote diverse candidates and 

existing personnel.

o Strategic Item 6.1.2: Build partnerships with various federal law enforcement agencies 

to explore law enforcement challenges, successes, and best practices. 

o Strategic Item 6.1.3: Partner with OCAO to establish a diverse panel from which to 

solicit feedback on policy and procedures to ensure that barriers are not created.

o Strategic Item 6.1.4: Determine which community organizations possess similar USCP 

missions and values and initiate a partnership to build trust and networking opportunities.

 

11 Businesses that are at least 51% owned and operated by an individual or group that is part of a traditionally 

underrepresented or underserved group. (A. Bateman, 2020)
30

o Strategic Item 6.1.5: Contribute to the community through supplier diversity programs 

to promote an inclusive approach to procurement.

o Strategic Item 6.1.6: Partner with leadership, bureaus, and offices to facilitate data 

sharing.

o Strategic Item 6.1.7: Research and advise OAM to audit contracts or Memoranda of 

Understanding with all vendors and contractors to look for opportunities to incorporate 

language that supports USCP’s DEI values.
31

Conclusion

In 2021, the White House noted that the Federal Government should have a workforce that 

reflects the diversity of the American people. A growing body of evidence establishes that 

diverse, equitable, inclusive, and accessible workplaces yield higher-performing organizations

(The White House, 2021). As an office in a Federal agency, the Office of Equity and Inclusion 

concurs and has considered a multitude of facets in creating the EISP. 

First, we recognize that Diversity Includes You. Among the same race or ethnicity, people are

individually different from everyone else and are thus diverse. While diversity is evident at 

USCP, and as such is not included in our pending name change, there is room for improvement. 

As revealed by the demographics, not every bureau and office is completely representative, and 

imbalances exist among the higher and lower pay spectrums. Minimally, efforts are needed to 

determine what, if any, potential barriers exist that perpetuate the imbalance, and to implement

corrective remedies. This plan recognizes that important work remains to be done.

Second, the Department must drive change and act on our DEI values. Research confirms that it 

is not sufficient for an organization to indicate that DEI is important. Rather, they must create an 

environment and culture that values employee contributions, adheres to DEI promises, and 

prioritizes associated efforts in meaningful ways.(Momentive, 2022). This plan provides a 

roadmap for such efforts.

Third, as noted by Chief Diversity Officer Alejandro, where employees are valued, voices are 

heard, and services are provided that display respect and appreciation, provide advancement and 

opportunity for growth as well as individual and innovative contributions. This plan values you 

and reflects the voices heard.

Fourth, it is important to reiterate Chief Manger’s statement that DEI is not a program, but a 

philosophy. His key point is that we are all responsible for DEI. He calls upon the Department to 

join the journey to usher in a diverse Department culture that not only accepts every single USCP 

employee’s differences, but also understands that our differences must unite, instead of divide us. 

This plan calls upon the same. 

And finally, as comprehensive as this plan seeks to be, DEI constantly evolves. As a result, plan 

objectives and strategic items will also adjust to ensure the Department maintains pace with the 

evolution. This plan requires it.
32

ApproachPrograms

The following approaches are either actively contributing to DEI efforts, poised for 

implementation and ready for launch within 3 months, planned for implementation within 3 to 6 

months, or under consideration.

Approach: Change Agent Network Formal

Status: Poised For Implementation

A group of USCP DEI ambassadors who will bring to the table emerging DEI issues and share 

best practices from their respective Bureaus and Divisions. This Change Agent Network will 

focus on finding solutions to the most critical DEI issues across the Department. Additionally, in 

partnership with OEI, they will advocate for the on-going expansion and integration of DEI in 

the fabric of the organization. 

Approach: Change Agent Network Continuous Learning

Status: Actively Contributing

A monthly learning session open to the entire workforce to increase their knowledge of various 

DEI topics from the basic to the most complex. It is during these sessions where employees will 

embark on a journey of courageous conversation by bringing their authentic self to the 

conversation. This forum will enable the IDEA office to begin enhancing DEI knowledge across 

the Department, and create a workforce that understands the value of DEI. 

Approach: Career Builders

Status: Planned For Implementation

Reskilling and upskilling the workforce with skillsets to strengthen advancement and 

promotional opportunities. The program includes learning new skills necessary to meet the 

requirements for particular Department positions, as well as enhancing the writing, public 

speaking, and presentation skills essential for promotional consideration. Reskilling and 

upskilling, while designed with the intent that personnel will remain with the Department, is 

ultimately for advancing federal careers with the Department or other federal agencies.

Approach: Promotional Processing Audit

Status: Actively Contributing

A comprehensive audit conducted by Orange Grove Consulting with a focus on diversity, equity, 

and inclusion. The audit will examine all aspects of USCP promotional processes through a DEI 

lens. The scope includes both sworn and civilian promotions, as well as lateral promotions 

(specialty assignments). Orange Grove will review announcements, exams and evaluations, 

development pipelines, and HR data to assess any potential barriers or unintended messaging. 

The audit will culminate in an Inclusion Assessment report which provides an analysis of 12 key 

performance indicators and recommendations for each. Audit findings will be presented to the 

Executive Team and Inclusion Committee at the conclusion of their analysis expected in March, 

2023.
33

Approach: DEI Learning Strategy

Status: Poised For Implementation

A comprehensive learning curriculum tailored to meet people where they are on the DEI 

spectrum from stage 1 (ready to learn) to stage 6 (able to lead and transform) Stages 2 – 5 

include understanding, responding, performing, and coaching/supporting respectively. As a 

necessity and first for OEI and USCP, the approach will touch and impact every Department 

bureau and office via its varied curricula.

Approach: Mentoring Program

Status: Planned For Implementation

An inclusive, formalized program that matches mentors and mentees across gender, race, age, 

specialty or duty, sworn and civilian to provide equitable opportunities for professional 

development and leadership growth. 

In addition to one-on-one mentoring relationships, the program will include various trainings for 

both mentors and mentees around topics such as trust, accountability, giving and receiving 

feedback, time management, and goal-setting. Mentoring helps develop employee talent while 

improving supervisor’s ability and capacities for leadership and providing feedback. It also 

promotes knowledge sharing and communication among various levels and divisions, and 

personnel feel more engaged and connected to the mission through this process. Ultimately, the 

program will provide development opportunities for all, and enhance the skills and capacities of 

supervisors and leaders.

Approach: Culture Climate Assessment

Status: Planned For Implementation

A survey to assess the current state of the workforce beliefs and perceptions related to Diversity, 

Equity, and Inclusion in recruitment, retention, promotion, leadership, onboarding, policies, et

cetera. 

Climate surveys align with HCSP Goal 2 (Objective 2.4.). In an Affirmity article, (McNeil, 

2020) Patrick McNeil explores how climate surveys are powerful analytical tools that can be 

brought to bear on diversity and inclusion. A positive climate for diversity and inclusion is 

highly desirable. It relates to attributes such as performance, customer satisfaction, creativity, 

productivity, psychological safety, and return on investment, especially when diverse people are 

involved. Changes to climate that endure have the potential to positively impact your culture - by 

its nature difficult to measure and change - and alter employee attitudes, behaviors and 

expectations. 

Approach: Active Bystandership for Law Enforcement (ABLE) Project

Status: Poised For Implementation

Led by Georgetown University Law, ABLE focuses on evidence based strategies and tactics that 

will empower and educate officers by giving them the skills necessary to effectively intercede to 

prevent harm and create a law enforcement culture that supports peer intervention. It teaches the 

practical skills to intervene, prevent misconduct, reduce mistakes, and promote officer health and 

wellness. It also allows officers to successfully, safely, effectively and respectfully develop a 
34

culture that protects officers when they intervene. USCP is expanding the program to include 

civilian personnel.

Approach: Employee Resource Groups

Status: Planned For Implementation

Groups of employees who join together based on shared characteristics or life experiences to 

support each other, enhance career development, and contribute to personal development in the 

workplace. The groups, also called Affinity Groups, have proven to increase employee morale, 

feelings of acceptance and inclusion, and productivity. Their success contributes to increased 

retention and are increasingly factors in recruiting efforts. 

Approach: Diversity Councils (DEI Executive and DEI Leadership)

Status: Planned For Implementation

The formal establishment of Leadership Councils to lead the effort of promoting involvement, 

innovation, and access to opportunities that maximize engagement across the workforce 

regardless of employee’s identity and professional levels. 

Approach: Law Enforcement and Society: Lessons of the Holocaust

Status: Actively Contributing

In partnership with the Anti-Defamation League (ADL) and the United States Holocaust 

Memorial Museum (USHMM), the approach addresses the current and evolving needs of law 

enforcement. Led by ADL and USHMM personnel, USCP Recruit Officer Classes engage in an 

interactive learning process that examines the history of the Holocaust and discusses its 

implications for today’s law enforcement. The ultimate goal is strengthening the ability of law 

enforcement personnel to relate to the people they serve. The training reinforces law

enforcement’s connections to the core values of the profession, strengthens awareness of the 

impact of law enforcement’s daily interactions with the public, and helps them better serve a 

diverse population. 

Approach: Race & Policing: National Museum of African American History and Culture 

(NMAAHC)

Status: Under Consideration

Born from a partnership between the Washington Metropolitan Police Department (MPD) and 

NMAAHC, the approach examines whether equipping MPD officers with a deeper, more 

nuanced understanding of the historical and cultural context of the city in which they work will

empower them to engage more effectively with residents. The monthly training was designed 

and delivered by history professors from the University of the District of Columbia Community 

College and MPD Academy instructors. It includes a lecture on critical race theory and the 

history of the African American experience in DC, as well as a guided tour of NMAAHC. The 

ultimate goal, based on findings, will inform decisions on how to improve training and help 

strengthen police-community relations. 
35

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38

Appendix A: Sworn Ethnicity/Race Distribution (As of 12/31/2022)

Sworn Ethnicity/Race Distribution 

(As of 12/31/2022)

Ethnicity/Race Employees Percentage

American Indian or Alaska Native 8 0.41%

Asian 74 3.75%

Black or African American 604 30.64%

Hispanic or Latino 200 10.15%

Native Hawaiian or Other Pacific Islander 3 0.15%

Two or more 6 0.30%

White 1076 54.59%

Total Workforce 1971 100%

American Indian or 

Alaska Native, 0.41%

Asian, 3.75%

Black or African 

American, 30.64%

Hispanic or Latino, 

10.15%

Native Hawaiian or 

Other Pacific Islander, 

0.15%

Two or more, 0.30%

White, 54.59%

American Indian or Alaska Native Asian

Black or African American Hispanic or Latino

Native Hawaiian or Other Pacific Islander Two or more

White
39

Appendix B: Sworn Workforce Gender Distribution (As of 12/31/2022)

Sworn Workforce Gender Distribution 

(As of 12/31/2022)

Gender Employees Percentage

Female 352 17.86%

Male 1619 82.14%

Total Workforce 1971 100%

Female, 17.86%

Male, 82.14%

Female Male
40

Appendix C: Civilian Workforce Ethnicity/Race Distribution (As of 

12/31/2022)

Civilian Workforce Ethnicity/Race Distribution 

(As of 12/31/2022)

Ethnicity/Race Employees Percentage

American Indian or Alaska Native 1 0.26%

Asian 23 6.04%

Black or African American 161 42.26%

Hispanic or Latino 19 4.99%

Two or more 1 0.26%

White 175 45.93%

Native Hawaiian or Other Pacific Islander 1 0.26%

Total Workforce 381 100%

American Indian or 

Alaska Native, 0.26%

Asian, 6.04%

Black or African 

American, 42.26%

Hispanic or Latino, 

4.99%

Two or more, 0.26%

White, 45.93%

American Indian or Alaska Native Asian Black or African American

Hispanic or Latino Two or more White
41

Appendix D: Civilian Workforce Gender Distribution (As of 12/31/2022)

Civilian Workforce Gender Distribution

(As of 12/31/2022)

Gender Employees Percentage

Female 173 45.41%

Male 208 54.59%

Total Workforce 381 100%

Female, 45.41%

Male, 54.59%

Female Male
42

Appendix E: Summary Diversity Tables of Sworn Workforce (As of 

12/31/2022)

Summary Diversity Tables of Sworn Workforce

(As of 12/31/2022)

Ethnicity/Race Employees Percentage

American Indian or Alaska Native 8 0.41%

Asian 74 3.75%

Black or African American 604 30.64%

Hispanic or Latino 200 10.15%

Native Hawaiian or Other Pacific Islander 3 0.15%

Two or more 6 0.30%

White 1076 54.59%

Total Workforce 1971 100%

Gender Employees Percentage

Female 352 17.86%

Male 1619 82.14%

Total Workforce 1971 100%

Federal Length of Service Employees Percentage

Less than 1 year 239 12.13%

1-2 years 134 6.80%

3-4 years 148 7.51%

5-9 years 295 14.97%

10-14 years 265 13.44%

15-19 years 366 18.57%

20-24 years 313 15.88%

25-29 years 136 6.90%

30-34 years 61 3.09%

35-39 years 14 0.71%

Total Workforce 1,971 100%
43

USCP Length of Service Employees Percentage

Less than 1 year 302 15.32%

1-2 years 137 6.95%

3-4 years 157 7.97%

5-9 years 259 13.14%

10-14 years 315 15.98%

15-19 years 432 21.92%

20-24 years 268 13.60%

25-29 years 64 3.25%

30-34 years 33 1.67%

35-39 years 4 0.20%

Total Workforce 1,971 100%

Age Employees Percentage

21-30 566 28.72%

31-40 515 26.13%

41-50 653 33.13%

51-60 237 12.02%

Total Workforce 1,971 100%

Education Employees Percentage

Associate Degree 138 7.00%

Bachelor's degree 988 50.13%

Doctorate degree 4 0.20%

Four years college 9 0.46%

High school graduate or certificate of equivalency 707 35.87%

Master's degree 106 5.38%

One year college 4 0.20%

Post-Bachelor's 1 0.05%

Post-Doctorate 1 0.05%

Some college--less than one year 10 0.51%

Three years college 1 0.05%

Two years college 2 0.10%

Total Workforce 1971 100%
44

Appendix F: Summary of Sworn Ethnicity/Race by Rank (As of 

12/31/2022) 

Count of Rank

CAPTAIN 14

Black or African American 5

Hispanic or Latino 1

White 8

DEPUTY CHIEF 3

White 3

INSPECTOR 9

Black or African American 3

White 6

LIEUTENANT 50

Asian 1

Black or African American 13

Hispanic or Latino 1

White 35

PRIVATE 234

American Indian or Alaska Native 2

Asian 8

Black or African American 81

Hispanic or Latino 45

Two or more 2

White 96

PRIVATE FIRST CLASS 1006

American Indian or Alaska Native 5

Asian 41

Black or African American 343

Hispanic or Latino 87

Native Hawaiian or Other Pacific Islander 1

White 529

PRIVATE W/TRAINING 186

American Indian or Alaska Native 1

Asian 12

Black or African American 51

Hispanic or Latino 35

Native Hawaiian or Other Pacific Islander 1

Two or more 2

White 84

SERGEANT 165

Asian 2

Black or African American 44

Hispanic or Latino 8

Two or more 1

White 110

TECHNICIAN 1

Black or African American 1

TECHNICIAN K-9 53

Asian 1

Black or African American 6

TECHNICIAN ID 51

Asian 1

Black or African American 6

Hispanic or Latino 4

Native Hawaiian or Other Pacific Islander 1

White 39

TECHNICIAN DPD 151

Asian 7

Black or African American 48

Hispanic or Latino 15

Two or more 1

White 80

TECHNICIAN CERT 26

Black or African American 1

Hispanic or Latino 1

White 24

TECHNICIAN HDS 14

Asian 1

Black or African American 2

White 11

TECHNICIAN IICD 8

White 8

Grand Total 1971

*data generated from the National Finance Center Payroll/Personnel Database.

**data reflects Sworn employees, excluding Appointed (AD) staff

Summary of Sworn Ethnicity/Race by Rank

 Fiscal Year 2023 (As of: 12/31/2022)
45

Appendix G: Summary Diversity Tables of Civilian Workforce (As of 

12/31/2022)

Summary Diversity Tables of Civilian Workforce 

(As of 12/31/2022)

Ethnicity/Race Employees Percentage

American Indian or Alaska Native 1 0.26%

Asian 23 6.04%

Black or African American 161 42.26%

Hispanic or Latino 19 4.99%

Two or more 1 0.26%

White 175 45.93%

Native Hawaiian or Other Pacific Islander 1 0.26%

Total Workforce 381 100%

Gender Employees Percentage

Female 173 45.41%

Male 208 54.59%

Total Workforce 381 100%

Length of Service Employees Percentage

Less than 1 year 17 4.46%

1-2 years 31 8.14%

3-4 years 41 10.76%

5-9 years 41 10.76%

10-14 years 54 14.17%

15-19 years 65 17.06%

20-24 years 63 16.54%

25-29 years 31 8.14%

30-34 years 27 7.09%

35-39 years 8 2.10%

40 years or more 3 0.79%

Total Workforce 381 100%
46

Age Employees Percentage

21-30 27 7.09%

31-40 77 20.21%

41-50 113 29.66%

51-60 122 32.02%

61-70 39 10.24%

71+ 3 0.79%

Total Workforce 381 100%

Education Employees Percentage

Associate Degree 24 6.30%

Bachelor's degree 91 23.88%

Doctorate degree 8 2.10%

First professional 3 0.79%

Four years college 1 0.26%

High school graduate or certificate of equivalency 181 47.51%

Master's degree 61 16.01%

One year college 3 0.79%

Post-Bachelor's 1 0.26%

Post-Doctorate 2 0.52%

Post-Master's 1 0.26%

Some college--less than one year 3 0.79%

Two years college 2 0.52%

Total Workforce 381 100%
47

Appendix H: Summary of Civilian Ethnicity/Race by Grade (As of 

12/31/2022)
48

Contact OEI

United States Capitol Police (USCP)

Office of Equity and Inclusion (OEI)

Fairchild Building

499 South Capitol Street, SW

Washington, DC 20003

Phone: 202-593-2900

Email: OEI@uscp.gov

Website: www.uscp.gov/careers/diversity

Facebook.com/uscapitolpolice

Twitter.com/CapitolPolice
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