NASA EQUAL EMPLOYMENT 

OPPORTUNITY STRATEGIC PLAN:

FY 2017-19

FY 2017 ANNUAL REPORT AND UPDATE

Office of Diversity and Equal Opportunity

NASA EQUAL EMPLOYMENT OPPORTUNITY STRATEGIC PLAN FOR FY 17-19 

AND FY 17 ANNUAL REPORT

Table of Contents 

Executive Summary ...................................................................................................................... 1 

FY 2017 EEO Annual Report ......................................................................................................... 2 

A. Overview of the NASA Workforce ................................................................................... 2 

B. EEO Successes in FY 2017 ................................................................................................ 5 

Demonstrated Commitment of Agency Leadership .................................................... 5 

Integration of EEO into the Agency’s Strategic Mission.............................................. 6 

Management and Program Accountability ................................................................. 8 

Efficiency of EEO Operations ....................................................................................... 8 

Responsiveness and Legal Compliance ....................................................................... 9 

Proactive Prevention of Unlawful Discrimination .....................................................10

C. EEO Challenges and Opportunities ...............................................................................13

Equal Employment Opportunity Program Challenges ...............................................13

1. Integration of EEO into the Agency’s Strategic Mission...................................13

2. Efficiency of EEO Operations ............................................................................14

3. Responsiveness and Legal Compliance ............................................................15

Agency Challenges .....................................................................................................16

1. Leadership Positions and Promotions to Higher Grades ..................................16

2. Representation of Women and Minorities in Certain Occupations .................18

3. Opportunities for Individuals with Disabilities .................................................20

NASA Equal Employment Opportunity Strategic Plan: FY 17-19 ...............................................22

Appendix A: FY 2017 Special Emphasis Program and Affinity Group Activities .........................25

African American Special Emphasis Program .................................................................... 25 

American Indian and Alaska Native Special Emphasis Program .......................................26

Asian American and Pacific Islander Special Emphasis Program ......................................26

Hispanic Special Emphasis Program ..................................................................................26

Federal Women’s Program................................................................................................27

LGBT Special Emphasis Program .......................................................................................28

Individuals with Disabilities Special Emphasis Program ....................................................28

Appendix B: List of Frequently Used Acronyms .........................................................................29
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EXECUTIVE SUMMARY

The National Aeronautics and Space Administration (NASA) demonstrates its commitment to equal 

employment opportunity (EEO) in the workplace through a variety of means, including the development 

and implementation of a 3-year NASA Equal Employment Opportunity Strategic Plan, which is used by 

Agency leadership to ensure equal opportunity and program accountability in NASA programs.1 NASA’s 

Model EEO Plan is based on the six essential elements of a “Model EEO Agency” identified by the U.S. 

Equal Employment Opportunity Commission (EEOC): 1) leadership commitment, 2) integration of EEO into 

the Agency’s strategic mission, 3) management and program accountability, 4) efficiency, 

5) responsiveness and legal compliance, and 6) proactive prevention of discriminatory actions. Consistent

with NASA’s core values, NASA’s EEO strategic plan goes beyond the minimum requirements of EEOC’s

MD-715 and challenges NASA to achieve excellence both individually and institutionally.

NASA’s Office of Diversity and Equal Opportunity (ODEO) leads the effort to evaluate NASA’s management 

infrastructure as it relates to EEO, including policies, procedures, and practices. The purpose of the 

evaluation is to identify challenges to EEO and to develop actions to address them. ODEO conducts a 

variety of programs to address discrimination and harassment, including managing the EEO complaints 

process, encouraging Alternative Dispute Resolution, conducting a separate Anti-Harassment Program, 

and providing Agency-wide guidance on reasonable accommodations. ODEO also delivers training on a 

variety of topics, including conflict management, diversity and inclusion (D&I), and the Notification and 

Federal Employee Antidiscrimination and Retaliation (No FEAR) Act of 2002 and its requirements. In 

addition, ODEO has several proactive programs aimed at prevention of discrimination, including overall 

management of the Agency-wide Disability Program and other Special Emphasis Programs, as well as 

ongoing workforce data analyses. ODEO works collaboratively across the Agency and its Centers with a 

variety of partners and stakeholders to ensure the integration of EEO principles into the Agency’s strategic 

planning, policies, and practices. 

With top-level support from the NASA Administrator and other NASA leaders, NASA ODEO and Center 

EEO offices undertook many activities in FY 2017 to advance EEO in the NASA workforce. These activities 

included: conducting and presenting detailed workforce analyses at various forums to highlight where 

EEO gaps exist; participating in a variety of Agency-led committees and teams; providing input and advice 

regarding performance ratings, promotions, awards, and leadership development programs; processing 

and resolving complaints of discrimination or harassment; advising on requests for reasonable 

accommodations for individuals with disabilities; and developing and delivering a variety of outreach and 

education initiatives. 

In 2017, for the sixth year in a row, NASA was ranked the best place to work among large Federal agencies, 

leading in all 14 categories, including “Support for Diversity.”2 However, NASA’s work is not done. Data 

reveal opportunities for certain groups to participate at higher levels in the Agency’s workforce, including 

Asian Americans and Pacific Islanders in engineering positions; women and members of minority groups 

in Physical Science positions; women and minorities in leadership positions; and individuals with 

1 The U.S. Equal Employment Opportunity Commission (EEOC), under Management Directive 715 (MD-715), requires 

federal agencies to development a “Model EEO Agency Plan.” In FY 14, ODEO developed a streamlined approach to the 

Agency EEO plan to: 1) focus attention and actions on a limited number of high-priority challenges; and 2) define the overarching Agency challenges and strategies, while allowing Centers to define the tactical actions they will use to address the 

challenges. This was a departure from the past, when ODEO identified a number of detailed actions for all Centers to 

implement. The FY 17-19 Model Agency EEO Plan is the second 3-year plan under this streamlined approach. 

2

 Partnership for Public Service, “Agency Report: National Aeronautics and Space Administration,” accessed at 

<http://bestplacestowork.org/BPTW/rankings/detail/NN00#tab_category_tbl>.
 

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disabilities in grades GS-11 and above. NASA has opportunities to make improvements to our internal EEO 

program, as well, including ensuring the effective implementation of EEOC’s new regulations regarding 

the employment of individuals with disabilities. Although NASA has achieved some progress over time, 

there is still room for improvement, as this plan demonstrates. This report identifies the successes and 

challenges of the Agency with regard to addressing EEO, summarizes FY 2017 accomplishments in EEO, 

and lays out a plan for becoming a “Model EEO Agency.”

FY 2017 EEO ANNUAL REPORT

A. Overview of the NASA Workforce 

NASA’s mission is to drive advances in science, technology, aeronautics, and space exploration to enhance 

knowledge, education, innovation, economic vitality, and stewardship of the Earth. To achieve our 

mission, the NASA Strategic Plan notes: 

People are our most important resource; without them, no mission can be achieved. We have a 

workforce that is skilled, competent, and dedicated. Our workforce is committed and passionate, 

and brings many dimensions of diversity, including ideas and approaches, to make our teams 

successful. To conduct our missions over the next 20 to 30 years, we must focus on attaining an 

increasingly diverse workforce with the right balance of skills and talents and provide an inclusive 

work environment in which employees with varying perspectives, education levels, skills, life 

experiences, and backgrounds work together and are fully engaged in NASA’s Mission.3 

In order to attain “an increasingly diverse workforce,” NASA must ensure equal opportunity in all aspects 

of its human capital management, including recruitment, hiring, promotions, and awards. ODEO, in 

conjunction with the Office of Human Capital Management (OHCM), monitors workforce data to 

determine if discrepancies exist with regard to participation in the NASA workforce by demographic 

group. In particular, NASA focuses its analyses on individuals in professional administrative (PA) and 

science and engineering (S&E) positions. Professional administrative positions account for 30 percent of 

all NASA positions, and include occupations such as: Human Resources Specialist, Equal Employment 

Opportunity Specialist, Contract Specialist, Budget Analyst, and Information Technology Specialist. 

Science and engineering positions account for 64 percent of the total NASA workforce, and includes 

individuals in engineering, physical science, and life science positions.4 EEOC requires agencies to identify 

their “mission critical” occupations. Based on the number of individuals employed in such positions and 

their importance to NASA mission, NASA has identified the following mission critical occupations: General, 

Electrical, Computer, Electronics, and Aerospace Engineering; Contracting; General Physical Science; and 

Astronomy and Space Science. These occupations account for 61 percent of the NASA workforce. 

According to EEOC, a low participation rate for any group should be considered a “trigger” – a situation 

that alerts the agency to the possible existence of a barrier to equal employment opportunity. In other 

words, low participation (or representation) of a group in certain occupations, or among employees 

receiving promotions, awards, etc., may indicate that there is an agency policy or practice that limits the 

3

 National Aeronautics and Space Administration, NASA Strategic Plan: 2014, p. 38, accessed at

<https://www.nasa.gov/sites/default/files/files/FY2014_NASA_SP_508c.pdf>.

4

 The remaining NASA employees are in clerical (2 percent) and technician (4 percent) positions. 
 

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full participation of that group.5 A trigger does not by itself demonstrate a barrier to equal opportunity; 

it indicates an area to be monitored or further analyzed. 

EEOC does not prescribe tests of statistical significance or other statistical tests to determine 

“underrepresentation,” leaving it instead to agencies to determine their level of tolerance. Thus, for the 

purposes of trigger identification, NASA considers a difference of 2 percentage points or more to be an 

area of potential concern, regardless of statistical significance. For example, women account for 34 

percent the total NASA workforce, but only 16 percent of Senior Level (SL) and Senior Scientific and 

Professional (ST) positions. Women’s lower participation in SL and ST positions, compared to their overall 

participation rate is a trigger, suggesting further analyses are warranted. A current workforce ratio below 

the relevant civilian labor force (RCLF) for any group is another trigger. The RCLF is comprised of 

occupations similar to those of the Agency. Due to the specialized nature of the NASA workforce, ODEO 

focuses its analyses primarily on the RCLF, as discussed in Section C of this report.6 

A “snapshot” of the NASA workforce reveals the following triggers at various grade levels and occupations 

for several groups, when compared to their total representation at NASA (see Table 1 and Figure 1): 

 Asian Americans and Pacific Islanders (AAPI) make up 7.5 percent of the NASA workforce, yet 

account for only 5 percent of those in NASA Senior Executive Service (SES) positions and in 

professional administrative positions (shown in Table 1). Among all of NASA AAPI employees, just 

over three-quarters (76 percent) are in science and engineering occupations and 20 percent are 

in professional administrative jobs (depicted in Figure 1). 

 Blacks and African Americans account for 11.6 percent of the NASA workforce, which is similar 

to their representation in the U.S. population. However, in comparison to their total employment 

at NASA, Black and African American employees account for only 1.3 percent of SL and ST 

employees, 8.6 percent of those in grades GS-14 and GS-15, and 9.6 of the SES. Further, while 

Blacks and African Americans account for 10 percent of the Federal science, technology, 

engineering, and mathematics (STEM) workforce, they are only 6 percent of the NASA S&E 

workforce. Among Black and African American employees at NASA, 57 percent are in PA positions 

and 34 percent are in S&E positions. 

 Hispanics and Latinos account for nearly 8 percent of the NASA workforce. Further, they are 7 

percent of S&E employees, which is slightly higher than their representation in the Federal STEM 

workforce. However, Hispanics and Latinos account for only 3.8 percent of SL and ST employees, 

4.6 percent of the SES, and 5.5 percent of NASA supervisors. Fifty-nine percent of Hispanics at 

NASA are in S&E occupations and one-third are in PA occupations. 

 American Indians and Alaska Natives (AIAN) only 186 AIAN individuals are employed by NASA 

(1.1 percent of the NASA workforce), rendering comparisons of smaller groups to their total 

employment less meaningful. Thus, NASA has an opportunity to increase the overall number of 

AIAN employees. 

5 EEOC defines a "trigger" as “a trend, disparity, or anomaly that suggests the need for further inquiry into a particular 

policy, practice, procedure, or condition.” EEOC, Instructions to Federal Agencies for EEO MD-715, “Section II: Barrier 

Identification and Elimination,” accessed at <https://www.eeoc.gov/federal/directives/715instruct/>. 

6

 EEOC requires agencies to use representation in the agency workforce as the comparison group when analyzing 

representation by grade level and supervisory status, and in promotions, hiring, etc. When analyzing individuals by 

occupation, EEOC requires the use of the RCLF, which is comprised of occupations similar to occupations in the agency. 

EEOC, Instructions to Federal Agencies for EEO MD-715, “Guidance for Completing the EEOC FORM 715-01 Workforce Data 

Tables,” accessed at <https://www.eeoc.gov/federal/directives/715instruct/>. Additional data tables and planned actions 

to address these and other challenges are presented in Section C below along with a discussion of the RCLF. 
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 Women account for just over 34 percent of the NASA workforce; however they comprise only 16

percent of those in ST and SL positions; 23 percent of those in S&E positions; and 28 percent of

GS-14 and GS-15 employees and the SES. Among all women employed by NASA, half are in PA

positions and 43 percent are in S&E positions.

 Individuals with disabilities (IWD) comprise 7 percent of the NASA workforce, but only 5 percent

of the SES. Further, individuals with targeted disabilities account for just 1 percent of NASA

employees. There are no individuals with targeted disabilities (IWTD) in the SES and very few in

SL, ST, GS-14, and GS-15 positions. Among all IWD, 46 percent are in PA positions and 44 percent

are in S&E positions.

Throughout FY 2017, ODEO and Center EEO staff conducted in-depth analyses of the NASA workforce and 

related information to inform the actions in the NASA EEO Strategic Plan presented at the end of this 

report. (Those findings and data are presented and discussed in Section C below.) Section B of this report 

discusses NASA’s FY 2017 successes with regard to furthering EEO. 

Table 1. NASA Employees by Race, Ethnicity, and Gender: FY 2017

AAPI Black Hispanic

MultiRacial AIAN White Male Female IWD IWTD

All NASA Employees 

(n=17,515) 7.5% 11.6% 7.8% 0.3% 1.1% 71.7% 65.8% 34.2% 6.8% 1.2%

NASA SES Employees 

(n=395) 4.8% 9.6% 4.6% 0.3% 1.0% 79.7% 71.9% 28.1% 4.8% 0.0%

All NASA Supervisory 

Employees (n=2,052) 5.8% 11.7% 5.5% 0.2% 1.0% 75.6% 67.2% 32.8% 5.8% 0.5%

Senior Level (SL) and Senior 

Scientific (ST) Employees 

(n=161)

7.5% 1.3% 3.8% 0.0% 1.3% 86.3% 83.9% 16.1% 6.9% 1.3%

GS-14 and GS-15 

Employees (n=9,028) 7.5% 8.6% 6.3% 0.2% 0.9% 76.4% 71.7% 28.3% 5.8% 0.7%

Science and Engineering 

Employees (n=11,171) 8.9% 6.2% 7.2% 0.2% 0.8% 76.6% 77.0% 23.0% 5.5% 0.8%

Professional Administrative

Employees (n=5,268) 5.0% 22.0% 8.4% 0.7% 1.5% 62.3% 42.7% 57.3% 12.1% 1.8%

Comparison Populations

Federal STEM Workforce

(n=301,384) 9.7% 10.1% 5.8% 1.6% 0.9% 71.9% 71.5% 28.5% -- --

U.S. Population, 18+ 5.8% 12.1% 15.7% 1.5% 0.7% 64.3% 48.7% 51.3% 15% --

Numbers highlighted in red represent differences of 2 percentage points or more between overall representation and representation 

in the selected category. While these differences are not necessarily statistically significant, as discussed above, they are indicators 

of the need for further analyses. 

Sources: NASA workforce data: Workforce Information Cubes for NASA (WICN) (data as of 10/1/2017); Federal STEM Workforce: U.S. 

Office of Personnel Management, FedScope, Federal Human Resources Data, Diversity Cube, data as of September 2017, accessed at 

<https://www.fedscope.opm.gov> (comparable data on individuals with disabilities (IWD) and individuals with targeted disabilities is 

not available for the Federal STEM workforce); U.S. Population: U.S. Census Bureau, Population Division, “Annual Estimates of the 

Resident Population by Sex, Age, Race, and Hispanic Origin for the United States and States: April 1, 2010 to July 1, 2016,” June 2017, 

accessed at <https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk>; Individuals with disabilities: 

U.S. Census Bureau, “Selected Social Characteristics in the United States,” 2015 American Community Survey, accessed at 

<https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid= ACS_15_5YR_DP02&prodType=table>. 
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

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Figure 1 NASA Employees by Race, Ethnicity, Gender, and Disability Status: FY 2017 

Science and Engineering Professional Administrative

AAPI (n=1,316) 76% 20%

Male (n=11,520) 75% 20%

White (n=12,553) 68% 26%

Hispanic (n=1,356) 59% 33%

AIAN (n=186) 50% 42%

Any Disability (n=1,396) 44% 46%

Female (n=5,988) 43% 50%

Black (n=2,026) 34% 57%

Source: WICN (data as of 10/1/2017).

B. EEO Successes in FY 2017

According to the Partnership for Public Service, NASA is ranked the best place to work among large Federal 

agencies. In particular, NASA was the leader among large agencies in the category of “Support for 

Diversity.”7 This is but one measure of NASA’s achievements in EEO and D&I. NASA also measures the 

success of its EEO program against the six Essential Elements of a Model EEO Agency, as outlined by EEOC 

in Management Directive 715. FY 2017 accomplishments and EEO successes are identified and discussed 

below for each of the Essential Elements. 

Demonstrated Commitment of Agency Leadership 

Throughout 2017, NASA leadership demonstrated its commitment to EEO in a variety of ways, including 

affirming EEO policies, communicating EEO messages, and modeling EEO in personnel actions to ensure 

that the message of commitment reaches all employees. Prior to his departure, the previous NASA 

Administrator ensured that the NASA EEO and anti-harassment policy statements were revised and 

reissued. These statements, as well as the annual report of EEO accomplishments, were reviewed and 

approved by NASA top leadership, including the Associate Administrator, who became the Acting 

Administrator in January 2017. Center Directors followed suit by issuing Center-level policies. 

During FY 2017, NASA recruited a new Associate Administrator (AA) for Diversity and Equal Opportunity 

after the retirement of the previous AA. Stephen Shih was selected as the AA, beginning his tenure on 

October 30, 2017. Mr. Shih reports directly to the NASA Administrator and represents ODEO at top-level 

meetings. 

NASA leaders emphasized their commitment to equal opportunity through messaging and attendance at 

Agency and industry events. Examples include: 

7

 Partnership for Public Service, “Agency Report: National Aeronautics and Space Administration,” accessed at 

<http://bestplacestowork.org/BPTW/rankings/detail/NN00#tab_category_tbl>.
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 The NASA Administrator and Acting Administrator signed messages to all NASA employees

regarding Conflict Resolution Month; African American History Month; Women’s History Month;

Asian Pacific Islander Heritage Month; Lesbian, Gay, Bisexual, and Transgender (LGBT) Pride

Month; Women’s Equality Day; and Hispanic Heritage Month.

 In October 2016, then-Deputy Administrator Dava Newman sent a message to all employees

titled, “Embracing the Diversity of Our Journey: Aspirations for Infinite Diversity and Infinite

Combinations.” This message detailed events at NASA Headquarters and Centers that showcases

the science, technology, engineering, arts, mathematics, and design (STEAMD) disciplines and

how they relate to our Journey to Mars and NASA’s other exploration and scientific missions. The

Deputy Administrator highlighted NASA employees who organized and participated NASA in

conferences, including the Women of Color and the Society of Women Engineers conferences.

 Also in October 2016, NASA’s Associate Administrator for Diversity and Equal Opportunity and

NASA’s Deputy Associate Administrator for Space Technology made a presentation on diversity

and inclusion at NASA for the National Oceanic and Atmospheric Administration Diversity &

Inclusion Summit.

NASA Center leaders demonstrated leadership in EEO activities in a variety of ways as well in FY 2017. The 

activities mentioned below represent just a sampling of the numerous activities accomplished by NASA 

Space Center Leadership that demonstrate their commitment to EEO: 

 The entire Executive Leadership Team at Armstrong Flight Research Center (AFRC) completed

Diversity & Inclusion training.

 The Center Director for Kennedy Space Center (KSC) published a video supporting the Center’s

working group that focuses on increasing participation rates of individuals with targeted

disabilities.

 In FY 2017, the Inclusive Leadership Cadre at Johnson Space Center (JSC) expanded to 40

members. Established in FY 2016, this cadre of senior leaders in engaged in changing the JSC

culture to be more inclusive. Cadre members look within their organizations for opportunities to

demonstrate inclusion and modify practices that potentially could create barriers.

Integration of EEO into the Agency’s Strategic Mission

ODEO and NASA leaders undertook a variety of efforts to ensure that EEO is viewed as a fundamental part 

of the NASA mission and critical to strategic planning and key workforce decision making. For instance, 

the AA for Diversity and Equal Opportunity continues to serve on several Agency boards and panels and 

participate in other high-level meetings to provide insight and guidance regarding equal employment 

opportunity, demographic diversity, and diversity and inclusion. Chief among these are: 

 Performance Review Board (PRB). As a member of the NASA PRB and Senior Executive Committee,

the AA, ODEO, participates in annual performance reviews of NASA’s SES members.

 Executive Resources Board (ERB). As a member of the ERB, the ODEO AA provides advice, counsel,

and recommendations for consideration by the Administrator relating to the management of

executive human resources in NASA, including executive personnel policy, planning, utilization,

and development.
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 Employee Development Advisory Board (EDAB). As a member of the EDAB, the AA, ODEO,

participates in the review of candidates for NASA’s employee development programs.

 Strategic Management Council (SMC). The SMC is the Agency’s senior decision-making body for

strategic direction and planning. The SMC determines NASA strategic direction, assesses Agency

progress toward achieving NASA’s vision, and serves as a forum for the review and discussion of

issues affecting Agency management.

 Diversity and Inclusion Senior Partnership (DISP). Co-chaired by the Associate Administrators for

Diversity and Equal Opportunity and Human Capital Management, the DISP is an advisory body to

the Administrator. Among other things, members of the DISP are charged with: ensuring that

selection and advancement in the NASA workforce are determined solely on the basis of relative

ability, knowledge, and skills, after fair and open competition; and encouraging greater use

of minority-owned, women owned, veteran owned, service disabled veteran owned, and other

historically underutilized business vendors.

For part of FY 2017, ODEO was led by an Acting AA who implemented a variety of initiatives, including the 

infusion of EEO and D&I issues at senior leadership meetings. In July, ODEO contracted with consultant 

Verna Myers to make a presentation to the NASA Strategic Management Council. Ms. Myers spoke to the 

group about unconscious biases and the need to model inclusive behavior. 

In addition to providing management with information and tools to address unconscious biases, NASA 

continues to ensure that ODEO has meaningful performance measures in the Agency Strategic Plan, and 

has been involved in the development of the new Strategic Plan for FY 2018-21. In terms of Strategic Plan 

accomplishments for the past year, under the Agency’s current plan (FY 2014-17), NASA has focused its 

diversity and EEO efforts on programs and processes that can help to reduce resource utilization by 

proactively preventing discrimination and more efficiently addressing workplace conflict when it arises. 

For example, there was a 100 percent resolution rate for formal EEO complaints that accepted ADR. NASA 

has also continued to vigorously administer its Anti-Harassment Program (AHP) and Reasonable 

Accommodation Program to proactively prevent discrimination. Under the AHP, the Agency kept 

processing times to an average of 42 days. With NASA’s Reasonable Accommodation Program, the Agency 

is developing updated procedures to introduce program upgrades, such as the use of personal assistance 

services for certain employees with disabilities and new mechanisms to ensure that sufficient funds are 

available for more costly accommodations when necessary. As an indicator of the continuing success of 

NASA’s efforts in diversity and inclusion, the Agency’s scores on the Office of Personnel Management’s 

Inclusion Index of the Federal Employee Viewpoint Survey rose from 75 percent in 2016 to 78 percent in 

2017. 

The activities mentioned below represent just a sampling of the numerous activities accomplished by 

NASA Centers that assist with the integration of EEO into the Agency’s Strategic Mission:

 At Marshall Space Flight Center (MSFC), the EEO office completed a complete overhaul of its

internal Web site to increase its effectiveness and better showcase its programs and services to

NASA personnel.

 At Goddard Space Flight Center (GSFC), EEO leadership participated in a D&I retreat in which a

new Center-wide D&I plan was discussed and is being developed.

 The KSC Center Director routinely includes EEO, D&I, and disability-related topics in senior staff

meetings and “all hands” briefings and encourages subordinate directors to do the same.
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Management and Program Accountability 

NASA managers and supervisors are held accountable for advancing EEO to better ensure healthy work 

environments in which fairness and equity can thrive. In FY 2017, ODEO reported quarterly on EEO and 

D&I performance outcomes at meetings of the Baseline Performance Review, chaired by NASA’s Associate 

Administrator. Several Centers conducted their own “State of EEO” briefings during the year and/or 

provided Center organizations information on EEO trends in their organizations and recommended 

actions to address areas of concern. 

During the year, a team comprised of ODEO staff and two Center EEO directors re-evaluated the NASA 

EEO plan for FY 2017-2019 with an eye toward streamlining planned actions to ensure they were concrete 

and achievable. The team identified actions that had been completed, removed strategies and actions 

that were a routine part of the work of the Agency, and strengthened the remaining actions so that there 

were more specific and measurable. The result is the NASA EEO Strategic Plan embodied in this report. 

This plan also incorporates Center perspectives and accomplishments as we continue to strengthen our 

EEO/D&I community of practice. 

Other Agency actions focused directly on EEO practices and processes. In July 2017, Langley Research 

Center Director David Bowles instituted a new process requiring Center-wide panels for interviews of 

candidates for all positions competitively announced on USA Jobs when the resulting candidate certificate 

contains more than one qualified applicant. In announcing this policy, Dr. Bowles noted, “the process of 

hiring quality candidates is critical to efficiently and effectively meeting and advancing our mission. A 

critical component of this process is the achievement of a diverse workforce representing various 

competencies, characteristics and skills from all segments of society.” 

In FY 2017, NASA Center leadership demonstrated their commitment to effective management and 

program accountability in a variety of ways, including: 

 The GSFC EEO office briefed each of the Center’s directorates on their employee demographic

trends and unveiled a dashboard for the directorates to gain some insight into their respective

EEO data profiles. The EEO office also conducted annual EEO refresher training for all managers

and supervisors.

 At Ames Research Center (ARC), the EEO office hosted several lunch and learn sessions focusing

on inclusion, bullying, micro-aggressions, and intergenerational relations. As part of NASA’s

Agency-wide training initiative, the EEO office has also sponsored mandatory anti-harassment

training for all civil servants.

Efficiency of EEO Operations 

NASA continually seeks to improve EEO delivery through more efficient systems and processes designed 

to address EEO matters in a timely and effective manner. In FY 2017, ODEO continued to strengthen its 

community of practice among EEO and D&I practitioners across NASA Centers. In June, ODEO brought the 

Center EEO and D&I directors together at JSC to work on a joint vision statement and discuss the needs 

of the NASA EEO/D&I community. Among other things, at this meeting Center EEO directors presented 

on the group’s efforts to identify appropriate training for the EEO and D&I community. 
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In FY 2017, the ODEO Conflict Management Program sponsored 19 instructor-led conflict management 

classes at eight NASA Centers and eight additional webinars for the entire NASA workforce. The webinars 

covered the following topics: Trust Building, Effective Communication, Handling Difficult Emotional 

Situations, and Performance Expectations. Individual conflict consultations with a trained professional 

were offered for employees and management officials on a voluntary basis. In many instances, the private 

consultations are used to prevent disputes or escalation of disputes that may lead to EEO complaints or 

grievances. Web-based Conflict Management Refresher Training also was utilized Agency wide. This 

training provides follow-on to the Basic Conflict Management classroom training and reviews the core 

concepts of conflict prevention, management, and resolution.

The activities mentioned below represent just a sampling of the numerous activities accomplished by 

NASA Space Center Leadership that demonstrate their commitment to the efficiency of EEO operations: 

 The NASA Headquarters (HQ) Equal Opportunity and Diversity Management Division’s (EODM)

Alternative Dispute Resolution (ADR) model of internal mediators has been embraced by Agency

ODEO. The use of the EODM’s mediator has resulted in a substantial amount of savings per

mediation with ODEO looking to increase the number of mediators at NASA.

 GSFC initiated an MD-715 redesign and rebranding effort. Staff developed an MD-715 brochure

to be used in Center-wide MD-715 planning and preparation. The brochure was also used in MD715 training that the EEO office conducted at the Federal Asian Pacific American Council

conference. The EEO office has also developed a new team configuration and process for MD-715

planning and implementation.

 At KSC, the ADR process and its benefits are explained to all complainants during the informal

stage and all supervisors and managers.

Responsiveness and Legal Compliance 

NASA undertook a variety of initiatives to ensure its compliance with EEO statutes, EEOC regulations and 

guidance, and its own policy directives and procedural requirements to ensure legal compliance. NASA 

has continued to vigorously administer its AHP. Under the AHP, the Agency kept processing times to an 

average of 42 days, providing an expeditious process for NASA to proactively prevent and correct promptly 

any issue relating to harassment. Specifically, violation of NASA’s Anti-Harassment policy was found in 

13 percent of cases (7 cases), while action was taken to address the matter even in the absence of a finding 

of a policy violation in 34 percent of cases (19 cases). This reflects the AHP’s effectiveness in helping NASA 

to address inappropriate behavior before it reaches the level of harassing conduct under the law. NASA 

also provided face-to-face anti-harassment training to managers, supervisors, and employees at six NASA 

Centers in FY 2017, as part of its strong commitment to harassment-free workplaces for its employees. In 

addition, in December 2016, ODEO issued new AHP guidance to the Centers specifically focusing on new 

and emerging issues, such as cases involving contractors as parties, the role of labor, and maintenance of 

an appropriate firewall between the EEO complaints process and the AHP. 

NASA revised its procedures for ADR in the EEO process in 2017. NASA Procedural Requirement (NPR) 

3713.2A had been updated in FY 2016 to incorporate changes required by EEOC in Management Directive 

110 (issued August 15, 2015) to bolster ADR activity as a matter of Agency-wide policy and procedure. In 

FY 2017, additional updates were made to and incorporated into the new Agency-wide requirement that 
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ADR be utilized to the maximum extent practicable in EEO cases. The revised procedure, NPR 3713.2B, 

was issued on May 22, 2017. 

In FY 2017, ODEO also established a NASA ADR working group with membership from EEO and legal 

communities to discuss issues pertaining to ADR, establish creative ways of addressing those concerns, 

and identify promising practices Agency wide. ODEO also issued a quarterly ADR scorecard (in April, July, 

and September 2017) designed to track and monitor ADR use, identify issues, and implement solutions 

before the end of the fiscal year. ODEO also developed and deployed mandatory ADR training for 

supervisors and managers, and updated ADR information in NASA’s No FEAR Act training. 

Examples of the numerous activities accomplished by NASA Centers demonstrating their responsiveness 

and compliance with applicable laws include: 

 At Langley Research Center (LARC) facilities have been upgraded to better serve the community

of individuals with disabilities, including increasing parking spaces for IWD and installing

automatic door openers in restrooms.

 The Disability Program Monitor at KSC continued to monitor sign language interpreter (SLI)

customer satisfaction and accommodation effectiveness. Based on identified needs of the users,

an additional SLI was brought on board full time to support an employee’s special requirements.

Proactive Prevention of Unlawful Discrimination 

With leadership and guidance from ODEO, in partnership with the Office of Human Capital Management 

and the Office of Education, NASA continues to advance EEO in hiring, promotions, leadership 

development, and awards to provide work environments that honor the values of excellence, inclusion, 

teamwork, and safety. In FY 2017, NASA undertook a variety of efforts focused on advancing EEO in many 

NASA processes. For example, NASA Centers offered a variety of mentoring and leadership opportunities 

to their employees. Across the Agency, nearly 500 individuals served as mentors to NASA employees. The 

demographic makeup of the almost 550 mentees was mostly reflective of the employee population, with 

the exception of AAPI and White employees who participated in lower numbers than their overall 

representation. 

One such program, HQ’s Modern Mentoring Program, provides NASA HQ employees the opportunity to 

develop professionally through informal relationships. The program is based on the foundations of 

openness and equal access, diversity, flexibility, and self-empowerment. In FY 2017, this program 

sponsored a variety of events highlighted by an informal mentoring framework that encompasses group 

mentoring, reverse mentoring, speed mentoring, and situational mentoring. 

Recognizing the importance of encouraging minority participation in STEM, as well as the need to target 

recruitment efforts to minority-serving institutions in order to attract a diverse workforce, NASA 

participated in a variety of outreach and recruitment events aimed at specific groups in FY 2017: 

 American Indians and Alaska Natives: Agency-wide, ODEO coordinated NASA’s participation at

the annual conference of the American Indian Science and Engineering Society and the Society

for Advancement of Chicanos/Hispanics and Native Americans in Science. In addition, NASA

Center employees attended recruitment events at the University of Oklahoma, Oklahoma State
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University, Comanche Nation Tribal College, and other tribal colleges and universities in North 

Dakota and Minnesota. In addition, NASA employees at ARC, GSFC, and MSFC conducted outreach 

programs for several American Indian communities. ARC staff visited Navajo Preparatory School 

in Farmington, New Mexico, and identified two students who became summer interns. GSFC 

employees participated in the Inter-Tribal Youth Climate Leadership Congress to encourage 

Native American youth in STEM and to showcase GSFC Earth Science missions. MSFC addressed 

elementary school students at the Uplift Community School in Gallop, New Mexico, where 

students are members of the Navajo, Hopi, and Zuni tribes. 

 Asian Americans and Pacific Islanders: ODEO coordinated the participation of NASA employees

at the annual conferences of the Society of Asian Scientists and Engineers and the Federal Asian

Pacific American Council.

 Blacks and African Americans: NASA supported the Black Engineer of the Year Award Global

Competitiveness Conference as well as the annual conference of the National Society of Black

Engineers (NSBE) and the NSBE Aerospace Systems Conference. In addition, NASA attended the

Congressional Black Caucus and the National Association of African American Honors Programs

Conference. NASA staff were involved in recruitment at the University of Maryland Eastern Shore,

Florida A&M University, Spellman College, Morehouse College, Clark Atlanta University, Morgan

State University, Norfolk State University, Hampton University, Johnson C. Smith University,

North Carolina A&T University, Jackson State University, Tuskegee University, and other

historically black colleges and universities.

 Hispanics and Latinos: NASA supported and participated in several conferences for Hispanics and

Latinos in STEM professions, including those of the Hispanic Engineer National Achievement

Awards Corporation, the Society of Hispanic Professional Engineers, and the National Council of

La Raza. NASA employees also attended recruitment events at Hispanic-serving institutions,

including the University of Puerto Rico and the University of Texas-El Paso. Outreach efforts

included Goddard Space Flight Center staff attending the Latina SciGirls workshop at Fairfax

Children Science Center in Virginia and JSC volunteers supporting a booth and presentation at the

two-day Texas Association of Bilingual Educators in Galveston, Texas.

 Women and Girls: NASA supported the annual conferences of Women in Aerospace, the Society

of Women Engineers, Women of Color in STEM, and Federally Employed Women. NASA Centers

also partnered with organizations focused on mentoring and empowering girls, including Girls,

Inc.; the Girls Scouts; the Self-eSTEM program of Oakland, California; and other local

organizations. GSFC participated in two events sponsored by the organization Million Women

Mentors, which is a national organization that aims to increase the presence of women in STEM

fields.

 Lesbian, Gay, Bisexual, and Transgender Individuals: NASA supported the following conferences

for LGBT individuals: Out and Equal; Out in Science, Technology, Engineering, and Mathematics

(oSTEM); and the National Organization of Gay and Lesbian Scientists and Technical Professionals.

 Individuals with Disabilities: NASA Center staff attended events such as the California State

University Northridge Federal Disability Recruitment Fair and worked with local departments of

vocational rehabilitation, schools, and colleges and universities to recruit employees with

disabilities. For example, MSFC continued existing partnerships with the Alabama and Tennessee

Departments of Vocational Rehabilitation and the Alabama School for the Deaf and Blind, and

Stennis Space Center (SSC) staff collaborated with Gulf Coast Ability Works Business Council, the
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Mississippi Department of Rehabilitation, and the Louisiana Workforce Commission. In addition, 

KSC staff participated in the Bender Virtual Career Fair for People Living with Disabilities, and HQ 

staff attended the Operation Warfighter Outreach Event at the USO Warrior and Family Center 

Fort Belvoir, Virginia, which included many participating agencies and a high volume of recovering 

service members seeking internships. 

NASA employees and employee resource groups participated in a variety of additional outreach programs 

for students, from participating in STEM workshops and other programs at colleges and universities, to 

providing tours of NASA facilities to elementary, middle, and high school students. For example, SSC staff 

participated in a program in Tupelo, Mississippi, that focused on public engagement and STEM awareness 

for 8th grade students located in northern Mississippi. Members of the JSC African American Employee 

Resource Group supported a Houston Community College “STEM Summit Panel,” which reached over 250 

middle school and high school students, and the JSC Exploration Integration and Science Directorate 

continued its long-term commitment to mentoring students via programs with two minority schools 

within the Houston Independent School District, Booker T. Washington High School, and Gregg 

Elementary School. 

In FY 2017, NASA Centers leveraged the success of the movie Hidden Figures to highlight the contributions 

of women and African Americans to the NASA mission. As part of NASA’s effort to inspire and educate the 

next generation of scientists, mathematicians and explorers, and to honor the story of African-American 

women who broke barriers at NASA and in 1960s society, the NASA Office of Education created the 

“Modern Figures Toolkit” for educators teaching grades K-12, and hosted a Digital Learning Network event 

on December 1, 2016, at LaRC to tell the story behind the story of the movie. 

Several NASA Centers highlighted the movie and the “Modern Figure Toolkit” in their outreach activities. 

For example, the MSFC ODEO collaborated with other MSFC offices to sponsor a Hidden Figures lesson 

plan at Girls, Inc., a non-profit organization which provides after-school educational programs to girls in 

underserved areas. The purpose of this event was to inspire youth to begin setting career goals and to 

expose them to young scientists, engineers, and educators. SSC employees participated in an event 

recognizing women’s accomplishments around the world at Martin Luther King, Jr. High School in 

Chalmette, Louisiana. SSC promoted and displayed the accomplishments of women in NASA’s history and 

presented hands-on STEM activities from the Modern Figures toolkit. SSC employees also participated in 

a panel discussion at Louisiana State University titled, “Hidden Figures Revealed: Realizing the Dream.” 

The goal of the event was to inspire young girls and women to work hard to realize their purpose, pursue 

their dreams, and operate at their maximum potential, especially in STEM careers. 

Several Centers hosted showings and discussions of the movie for NASA employees and developed 

additional programs for staff related to the movie. At NASA Headquarters, for example, the local chapter 

of Blacks in Government hosted an event titled, “Hidden Figures – Lessons Learned: Remembering NASA’s 

Past,” with guest speakers William Berry, NASA Chief Historian, and Angela Mason, Mission Manager for 

the Earth Science Program Office at GSFC. Ms. Mason discussed her experiences as an African American 

female engineer at LARC and GSFC as well as reflections on her personal experience with one of the 

women on which the movie was based. Lastly, in March 2017, the Langley Research Center Colloquium 

Series featured Margot Shetterly, author of the book, Hidden Figures: The American Dream and the Untold 

Story of the Black Women Mathematicians Who Helped Win the Space Race, which became the basis for 

the motion picture. This event was live-streamed to other NASA Centers. 
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In recognition of the contributions to NASA and the Nation’s space program made by Katherine G. 

Johnson, one of the “Human Computers” highlighted in the movie Hidden Figures, LARC named its recently 

constructed Computational Research Facility, in honor of Ms. Johnson. The Katherine G. Johnson 

Computational Research Facility ribbon-cutting ceremony took place on September 22, 2017. Honored 

guests for the occasion included Ms. Johnson and her family, U.S. Senator Mark Warner; Virginia Governor 

Terry McAuliffe; Mayor of Hampton, Virginia, Donnie Tuck; and other elected officials. Margot Lee 

Shetterly, author of Hidden Figures, was the keynote speaker. Dan Tenney, NASA’s Associate 

Administrator for Mission Support, spoke on behalf of NASA HQ. Additionally, and per the request of the 

Johnson family and Langley’s Office of Education, students from Black Girls Code and the 21st Century 

Community Learning Center (at Andrews Middle School in Hampton, Virginia) participated in the event. 

Activities such as these help NASA better understand the experiences and contributions of different 

demographic groups to the Nation and the Agency and, thus, are a key component in NASA’s efforts to 

proactively prevent the occurrence of discrimination. However, the activities discussed in this section 

reflect just a sampling of the numerous activities organized by Center EEO offices that highlight the 

contributions of women and racial/ethnic groups to the NASA mission. For a more expansive list, please 

refer to the Appendix for examples of Special Emphasis Program and Affinity Group Activities conducted 

in FY 2017. 

C. EEO Challenges and Opportunities

The NASA EEO Strategic Plan for FY 17-19 addresses both Equal Employment Opportunity Program 

Challenges and Agency Challenges. Program Challenges are issues within NASA’s EEO program that could 

lead to a deficiency in the organizational infrastructure that undermines the attainment of a Model EEO 

Workplace. Agency Challenges are policies, principles, practices, or conditions that, if not addressed, could 

result in a barrier to employment opportunities for members of a particular gender, race or ethnic 

background, or individuals based on disability status. 

Equal Employment Opportunity Program Challenges8

1. Integration of EEO into the Agency’s Strategic Mission

Enhance the Ability of EEO staff to Conduct Thorough Barrier Analyses. Center EEO offices noted that 

while they have sufficient resources to conduct analyses of the workforce and EEO policies and 

procedures, they could do more in-depth analyses with additional resources and training.9 In its efforts to 

strengthen the EEO and D&I community of practice, NASA must ensure that staff responsible for 

conducting EEO barrier analyses and workforce analyses have the training and resources necessary to 

conduct thorough analyses. NASA must also leverage its relationship with OHCM which maintains the data 

systems that collect workforce data so that both offices can provide timely and informative workforce 

analyses to NASA management. New requirements for EEOC’s MD-715 that go into effect for FY 2018 

heighten the need for improved data capabilities. (See Challenge 1.)

FY 2017 Progress: In FY 2017, ODEO provided technical assistance to NASA Centers regarding MD715 data analyses by developing data analysis templates and providing training to NASA Centers. 

8 EEO Program Challenges are reported to EEOC in Part H of the MD-715 submission. 

9

 In EEOC’s MD-715, Part G, section B4, NASA notes that EEO staff could do more detailed analyses with additional 

resources and training. 
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At the request of the EEO offices at SSC and GSFC, ODEO provided onsite refresher training to 

ensure Center EEO staff had the skills and tools needed to access data on the NASA workforce and 

conduct barrier analyses. In addition, several Centers already have robust data analysis efforts, and 

have strengthened them through the development of data dashboards and standard reporting 

tools that staff present to Center management. ODEO also continued its partnership with OHCM to 

address data needs. The two offices collaborated on implementing the Office of Personnel 

Management’s (OPM) changes to the employee disability self-identification form (OPM Standard 

Form (SF) 256), as well as on additional improvements to data reporting systems. 

2. Efficiency of EEO Operations 

Meet Complaint Processing Timelines. NASA has been challenged in meeting regulatory timeframes for 

complaints processing, primarily due to a hiring freeze and the loss of experienced EEO specialists who 

have left the Agency. One reason for this is that the Complaints Management Division, due to the hiring 

freeze, has been unable to replace experienced EEO specialists who have left the Agency. As a result, 

processing times for various aspects of the complaints process, including investigations and adjudications, 

have been impacted. (See Challenge 2.)

Investigation into claims of discrimination is a key component of the formal EEO complaint process. EEOC 

regulation 29 C.F.R. §1614.106(e)(2) requires agencies to conduct an investigation and issue a report to 

the complainant within 180 days of the filing of a complaint unless: 1) the parties agreed to an extension 

of no more than 90 days (may not exceed 270 days); or 2) the complaint was amended or consolidated, 

which can add another 180 days to the period but may not exceed a total of 360 days. In FY 2017, NASA 

timely completed investigations 86 percent of cases, a significant increase from 73 percent in FY 2016 

(including written agreements to extend the investigation and consolidated or amended complaints). 

NASA's average time to complete investigations increased from 230 days (33 cases) in FY 2016 to 254 days 

(29 cases) in FY 2017. 

FY 2017 Progress: In FY 2017, NASA noted a significant drop in the number of contacts and informal 

complaints received, from 272 to 150 and 77 to 43, respectively. The percentage of workforce filing 

informal complaints also declined from 0.40 percent in FY 2016 to 0.23 percent in FY 2017. The 

number of formal complaints was at an all-time low at 30, compared to 52 in FY 2016 and 46 in FY 

2015. The percent of the workforce filing formal complaints declined from 0.25 percent in FY 2016 

to 0.16 percent in FY 2017. Harassment (non-sexual) remained the most prevalent claim and 

reprisal continued to be the top basis for EEO complaints filed. 

Issuing Final Agency Decision (FADs) remains the most challenging area in complaints processing at 

NASA. In FY 2017, the NASA average processing time for issuing a merit decision was 302 days, 

increasing from 213 in FY 2016. Only 17 percent of FADs were issued timely. 

However, ODEO implemented several changes in FY 2017 to further improve processing times. A 

new director of the Complaints Management Division (CMD) and a new FAD writer were hired. 

CMD also conducted a Lean Six Sigma review of its processes to identify specific areas for 

improvement. As a result, ODEO has eliminated excess layers of review and approval, delegated 

sign-off authority to the director of CMD, and developed templates for FAD letters to shorten 

review time. In addition, CMD continues to develop the competencies of its junior specialists to 

improve overall processing abilities. 
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CMD also contracted with two additional vendors to conduct investigations, which provides 

additional options to ensure quality and efficient investigations of cases. In addition, CMD 

implemented quarterly tag-ups with Center EEO offices and established a cadre of EEO counselors 

to provide quick and cost-effective responses to counseling needs across the Agency. 

Increase Usage of Alternative Dispute Resolution. NASA seeks to improve EEO delivery through more 

efficient systems and processes designed to address EEO matters in a timely and effective manner. 

Improved marketing and usage of the ADR program is a key element of improving the process. (See 

Challenge 3.)

FY 2017 Progress: NASA updated and published the revised NPR 3713.2B on ADR on May 22, 2017. 

This updated policy requires that ADR be offered to the aggrieved and/or complainant in all cases 

unless there is a legitimate reason why ADR is not appropriate for a particular case. Pursuant to the 

NPR, NASA established an ADR Management Team at each Center and established a cadre of 

mediators for immediate, quality, and cost-effective response to solutions to ADR needs Agency 

wide. In October 2016, NASA participated in the worldwide observance of Conflict Resolution Day 

for the third consecutive year. Throughout the Agency, EEO offices collaborated with human 

resources (HR) offices and other organizations to hold commemorations and conduct educational 

awareness events throughout the month. 

In FY 2017, ADR was offered in 86 percent of informal cases, which was a significant increase from 

50 percent in FY 2016. The Government-wide rate is 88 percent. The participation rate for ADR at 

the informal stage also increased between FY 2016 and FY 2017 – from 51 percent to 65 percent, 

exceeding the Government-wide participation rate of 53 percent. 

At the formal stage, both NASA’s offer and participation rates exceeded the Government-wide 

standard in FY 2017. The offer rate was 53 percent in FY 2017 (an increase from 40 percent in FY 

2016), compared to 20 percent elsewhere in the Federal Government. The participation rate 

remained high in FY 2017, where it was 75 percent (compared to 72 percent in FY 2016 and only 13 

percent in FY 2015). The Government-wide participation rate at the formal stage is 9 percent. 

3. Responsiveness and Legal Compliance

Develop Guidance on Religious Accommodation. NASA has not provided guidance to its Centers on the 

consistent provision of accommodations based on religion, pursuant to Title VII of the Civil Rights Act of 

1964. NASA is in the process of developing such guidance and plans to issue it by the end of FY 18. (See 

Challenge 4.)

FY 2017 Progress: ODEO identified the need to develop guidance on religious accommodation for 

NASA managers and supervisors. In FY 2017, ODEO sent a call letters to the NASA Centers to 

measure the extent to which Centers had received requests for religious accommodation. 

Responses to the call letters signal the need for further guidance to Centers in this arena. 

Address Revised EEOC Regulations on Individuals with Disabilities. The EEOC’s final rule on Affirmative 

Action for Individuals with Disabilities in Federal Employment was issued January 3, 2017 (82 Fed. Reg. 

654), and effective March 21, 2017 (82 Fed. Reg. 10863). Agencies must comply by January 3, 2018. (See 

Challenge 5.)
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FY 2017 Progress: NASA is currently in the process of revising its Reasonable Accommodations (RA) 

procedures as well as updating data systems to ensure compliance with new requirements. In FY 

2017, ODEO established a working group to address the new requirements regarding the provision 

of personal assistance services and make additional updates to the NASA RA procedures. 

Ensure Compliance with EEOC Management Directive 110 (MD-110).10 NASA must revise its policy 

directive on complaints processing to incorporate changes made in August 2015. (See Challenge 6.)

FY 2017 Progress: NASA is in the process of updating NPR 3713.6Q, “Delegation of Authority to Act 

in Matters Pertaining to Discrimination Complaints.” The expected completion date is June 27, 

2018. 

Agency Challenges11

1. Leadership Positions and Promotions to Higher Grades

Increase opportunities for minorities and women in leadership positions and in promotions to GS-13 and 

above. NASA must ensure that opportunities for leadership positions and promotions are available to all 

employees, regardless of race, ethnicity, gender, or other demographic characteristics. (See Challenge 7.)

Analyses of representation in senior and leadership positions and promotion actions in FY 2016 and FY 

2017, reveal different levels of participation by race, ethnicity, and gender. Further, just over half of all 

NASA employees (55 percent) agree that promotions in their work unit are based on merit, and slightly 

more than one-third of employees (35 percent) agree that pay raises depend on how well employees 

perform their jobs.12 NASA must continue to monitor promotions and leadership positions to ensure equal 

opportunity is afforded to all groups. For example: 

 Compared to their overall employment at NASA, several groups participate at lower levels in

certain categories (see Table 1).13 The percentage of women, AAPI, Blacks, Hispanics, and

individuals with disabilities among the NASA SES is lower than the percentage of these employees

in the total NASA workforce. The percentage of Blacks, Hispanics, and women in SL and ST

positions also is much lower than their participation in the NASA workforce. For example, Blacks

and African Americans account for 11.6 percent of the NASA workforce, but only 1.3 percent of

the ST and SL employees.

 In FY 2017, internal competitive promotions to GS-14 and above in S&E positions reflected the

overall makeup of the workforce for most groups (see Table 2). However, while Hispanics

accounted for 7 percent of GS-14 employees eligible to be promoted, they comprised 5 percent

of those promoted to GS-15.

 Within professional administrative occupations, Black employees accounted for 28 percent of

GS-12 employees eligible for promotions, yet comprised only 21 percent of those promoted to

GS-13. Among AAPI and Hispanic employees, the percentage of those eligible for promotions to

GS-15 and SES also was higher than the percentage promoted. (See Table 3.) Similarly, women in

10 See EEOC, Revised MD-110 Reference Guide, September 2015, accessed at <https://www.eeoc.gov/federal/ 

directives/md-110_reference_guide.cfm>. 

11 Agency Challenges are reported to EEOC in Parts I and J of the MD-715 submission. 

12 Federal Employee Viewpoint Survey, 2016, questions 22 and 33. 

13 As mentioned above, for the purposes of trigger identification, NASA considers a difference of 2 percentage points 

or more to be an area of potential concern, regardless of statistical significance. Further, areas of low participation provide 

an opportunity for NASA to increase the overall representation of that group. 
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professional administrative positions were promoted to GS-13, GS-15, and the SES at lower rates 

than their availability at the next lower grade. (See Table 4.)

Table 2. Internal Competitive Promotions in S&E Positions, by Race and Ethnicity: FY 2016 and FY 2017

FY 2017

Promotion to 

Grade

AAPI Black Hispanic AIAN White

Pool Promoted Pool Promoted Pool Promoted Pool Promoted Pool Promoted

GS-14 (n=157) 10% 9% 8% 9% 9% 11% 1% 1% 72% 71%

GS-15 (n=110) 8% 12% 5% 12% 7% 5% 1% 1% 78% 70%

SES (n=18) 8% 11% 5% 11% 5% 11% 1% 0% 81% 67%

FY 2016

GS-14 (n=226) 10% 8% 8% 4% 8% 10% 1% 0% 72% 78%

GS-15 (n=141) 8% 3% 6% 10% 7% 6% 1% 1% 78% 80%

SES (n=28) 8% 7% 5% 4% 5% 4% 0% 0% 81% 82%

Table 3. Internal Competitive Promotions in Professional Administrative Positions, by Race and 

Ethnicity: FY 2016 and FY 2017 

FY 2017

Promotion to 

Grade

AAPI Black Hispanic AIAN White

Pool Promoted Pool Promoted Pool Promoted Pool Promoted Pool Promoted

GS-13 (n=67) 4% 6% 28% 21% 9% 9% 2% 0% 57% 64%

GS-14 (n=60) 5% 5% 23% 15% 8% 7% 2% 2% 61% 72%

GS-15 (n=40) 5% 0% 20% 28% 8% 5% 1% 0% 64% 68%

SES (n=6) 3% 0% 17% 17% 6% 0% 2% 0% 72% 83%

FY 2016

GS-13 (n=101) 4% 9% 28% 14% 7% 13% 1% 0% 60% 64%

GS-14 (n=92) 5% 7% 23% 17% 8% 11% 2% 2% 62% 63%

GS-15 (n=47) 5% 6% 20% 15% 7% 4% 1% 0% 66% 74%

SES (n=10) 3% 10% 17% 0% 6% 10% 2% 0% 72% 80%

Table 4. Promotions in Professional Administrative Positions, by Gender: FY 2016 and FY 2017 

Promotion to 

Grade

2017 2016

Male Female Male Female

Pool Promoted Pool Promoted Pool Promoted Pool Promoted

GS-13 32% 39% 68% 61% 32% 42% 68% 58%

GS-14 39% 40% 61% 60% 38% 51% 62% 49%

GS-15 48% 50% 52% 50% 47% 36% 53% 64%

SES 50% 67% 50% 33% 52% 60% 48% 40%

Source for Tables 2-4: WICN (data as of 10/14/2017). Numbers in red indicate areas where the percentage of promotions is lower 

than the percentage of individuals in the available pool (i.e., individuals with 12 months or more at the next lower grade) by 2 

percentage points or more; “n” equals the number of promotions. For purposes of analyzing the workforce, NASA considers a 

difference 2 percentage points or more to be an area of potential concern. While these differences are not necessarily statistically 

significant, as discussed above, they are indicators of the need for further analyses. 
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FY 2017 Progress: AAPI and Black employees in S&E positions were promoted to GS-14, GS-15, and 

the SES at rates similar to their availability at the next lower grade in FY 2017 in contrast to FY 2016 

when these groups were underrepresented in promotions to these grades. 

Centers participated in a variety of activities that demonstrate their commitment to increasing 

opportunities for minorities and women in leadership positions and in promotions to GS-13 and 

above. For example, at Glenn Research Center (GRC) mock interviews were conducted for civil 

servants, support service contractors, and interns to gain and refine interview skills. The 

participants were equipped with knowledge to successfully apply for positions and address the 

succession gap in hiring at NASA. 

2. Representation of Women and Minorities in Certain Occupations

Increase opportunities for women and minorities in certain NASA occupations. NASA must advance EEO 

in hiring, promotions, leadership development, and awards to provide work environments that honor the 

values of excellence, inclusion, teamwork, and safety; NASA managers and supervisors will be held 

accountable for advancing EEO to better ensure healthy work environments in which fairness and equity 

can thrive. (See Challenge 8.) 

NASA analyzed FY 2017 data for several occupations to determine whether individuals of various groups 

are represented in NASA occupations in similar proportions to their representation in the same 

occupations in the civilian labor force. The data revealed that employees in certain occupations are not 

employed in the same proportion, by race, ethnicity, and gender, as in the relevant civilian labor force.14 

For example: 

 Asian Americans and Pacific Islanders are underrepresented in NASA aerospace technology (AST)

engineering positions in comparison to the RCLF; AAPI comprise 11.8 percent of individuals in

similar jobs in the civilian labor force but account for just 8.7 percent of the employees in AST

engineering positions at NASA. Further, in recent years nearly 16 percent of individuals earning

undergraduate and graduate degrees in related fields have been AAPI. AAPI participation in these

occupations at NASA has remained unchanged over the past 5 years. (See Table 5).

 Women, Blacks, and AAPI are underrepresented in AST physical science positions at NASA,

compared to the RCLF (see Table 6). For instance, although 14.4 percent of all physical scientists

in the labor force are AAPI, only 9.1 percent of NASA physical scientists are AAPI. Further, fewer

than 30 NASA physical scientists are either Black or AIAN.

 While White employees and males are overrepresented in NASA physical science positions

(representing 83.5 percent of those in such jobs at NASA compared to 76.7 percent of individuals

in similar jobs in the civilian labor force), they are employed in lower percentages in human

resources, information technology, finance, accounting, program analysis, and contracting, when

compared to the civilian labor force (see Table 7).

14 As noted above, when analyzing individuals by occupation, EEOC requires the use of the RCLF, which is comprised of 

occupations similar to occupations in the agency. EEOC, Instructions to Federal Agencies for EEO MD-715, “Guidance for 

Completing the EEOC FORM 715-01 Workforce Data Tables,” accessed at <https://www.eeoc.gov/federal/directives/ 

715instruct/>. 
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Table 5. NASA AST Engineers by Race, Ethnicity, and Gender: FY 2017 

AAPI Black Hispanic AIAN White Male Female

AST Engineers (n=9,150) 8.7% 6.6% 7.5% 0.9% 76.1% 77.4% 22.6%

2010 RCLF 11.8% 4.8% 5.2% 0.6% 77.2% 88.8% 11.2%

2014 Graduates 15.7% 5.1% 9.0% 0.3% 61.5% 75.0% 25.0%

Percentages highlighted in red indicate a group whose employment at NASA is below the RCLF by 2 percentage points or more. 

Table 6. NASA AST Physical Scientists by Race, Ethnicity, and Gender: FY 2017

AAPI Black Hispanic AIAN White Male Female

AST Physical Scientists (n=859) 9.1% 2.9% 4.4% 0.1% 83.5% 74.2% 25.8%

2010 RCLF 14.4% 3.5% 4.3% 0.6% 76.7% 62.6% 37.3%

2014 Graduates 6.4% 3.1% 7.0% 0.4% 75.2% 75.7% 24.3%

Percentages highlighted in red indicate a group whose employment at NASA is below the RCLF by 2 percentage points or more. 

Table 7. NASA Professional Administrative Employees, by Race, Ethnicity, and Gender: FY 2017 

Occupation

(OPM Occupation Code) AAPI Black Hispanic AIAN White Male Female

Human Resources Specialist 

(0201) (n=299)

NASA 6.0% 28.1% 9.0% 1.3% 54.8% 26.4% 73.6%

RCLF 4.3% 10.4% 9.5% 0.7% 74.6% 39.7% 60.3%

Information Technology 

Specialist (2210) (n=436)

NASA 4.6% 18.8% 7.8% 1.1% 66.7% 58.7% 41.3%

RCLF 6.8% 11.1% 7.6% 0.8% 73.1% 70.4% 29.6%

Finance (0501, 0505) (n=336)

NASA 6.3% 22.0% 9.2% 0.9% 61.6% 31.3% 68.8%

RCLF 5.0% 13.2% 9.8% 1.2% 71.1% 43.7% 56.3%

Accounting (5010, 5011) (n=320)

NASA 11.6% 27.5% 8.8% 0.6% 51.3% 33.1% 66.9%

RCLF 8.6% 8.5% 6.1% 0.6% 76.0% 39.9% 60.1%

Program Analyst (0343) (n=792)

NASA 6.2% 20.2% 9.7% 2.3% 60.7% 37.9% 62.1%

RCLF 5.9% 6.8% 4.6% 0.6% 81.6% 58.4% 41.6%

Contract Specialist (1102) 

(n=686)

NASA 4.2% 28.9% 9.5% 0.6% 56.0% 41.3% 58.7%

RCLF 3.3% 8.5% 7.1% 0.8% 80.0% 46.2% 53.8%

Percentages highlighted in red indicate a group whose employment at NASA is below the RCLF by 2 percentage points or more. 

Sources for Tables 5-7: WICN (data as of 10/1/2017); U.S Census Bureau EEO Tabulation from the 2006-2010 American 

Community Survey (data set EEO-CIT02R; National Science Foundation (NSF), Science and Engineering Indicators 2016, accessed 

at <http://www.nsf.gov/statistics/2016/nsb20161/#/data>. For comparison to the NASA AST Engineer workforce, the RCLF for 

AST Engineers includes occupations equivalent to the following occupational series: Aerospace (0861), Electrical (0850), 

Computer (0854), Electronics (0855), and General (0801) Engineers. The RCLF for AST Physical Scientists includes all occupations 

that are equivalent to the following occupations: Physical Scientists (1301), Physicists (1310), and Space Scientists (1330). Data 

for college graduates are provided for comparison only. These data include all earned Bachelor’s, Master’s, and Doctoral degrees 

in the relevant fields in 2013 (the most recent year for which data are available). In these data, “Multicultural” also includes 

“other races” and “unspecified” and, thus, is not comparable to the other data sources. 
 

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FY 2017 Progress: In FY 2017, for the first time, NASA reached parity with the RCLF in the 

employment of Hispanics as physical scientists. Between FY 2014 and FY 2017, NASA increased the 

percentage of physical scientists who are Hispanic from 3.7 percent to 4.4 percent and the number 

of Hispanics increased from 35 to 38. 

In June NASA announced its selection of the 2017 astronaut class – the largest since 2000. NASA 

chose 5 women and 7 men for the 2-year astronaut training program, which began in August. In 

announcing the selections, NASA noted, “[t]he talented women and men selected for the new 

astronaut class represent the diversity of America and the career paths that can lead to a place in 

America’s astronaut corps.”15

Numerous activities were accomplished by NASA Centers that demonstrate their commitment to 

increasing opportunities for women and minorities in certain NASA occupational categories. For 

example, at KSC, the EEO director participated in all major developmental program selection panels 

to help better ensure fairness and equity in the selection process and diversity in the outcomes. 

3. Opportunities for Individuals with Disabilities 

Increase the hiring of individuals with disabilities. NASA must increase utilization of special hiring 

authorities for IWD, such as Schedule A, and broaden recruitment efforts to include IWD. In addition, 

NASA must provide training and information to Agency hiring managers regarding individuals with 

disabilities and individuals with targeted disabilities, particularly with regard to Schedule A hiring rules. 

(See Challenge 9.) Actions to address promotion opportunities through mentoring and other methods also 

will improve the workforce representation of individuals with disabilities. (See Challenge 7 and Challenge 

8.) In addition, NASA must address EEOC’s 2017 regulations on individuals with disabilities, including 

updating NASA’s Reasonable Accommodations procedures. (See Challenge 3.)

In 2017, EEOC revised the Government-wide employment goals for IWD as follows: 12 percent for all 

individuals with disabilities (both targeted and non-targeted disabilities) and 2 percent for individuals with 

targeted disabilities. Further, the goals apply to two grade categories: GS-10 and below and GS-11 and 

above.16 As such, ODEO readjusted its methods for calculating and presenting the number of individuals 

with disabilities employed at NASA. Although NASA exceeds the goals for grades GS-10 and below, it does 

not meet the goals for higher grades. Among NASA employees at grades GS-10 and below, 21 percent are 

individuals with disabilities and 5 percent have targeted disabilities. However, at grades GS-11 and above, 

only 9 percent are IWD and just 1 percent have targeted disabilities (see Figure 2). 

The number of separations is low for NASA overall (190 voluntary and 18 involuntary separations of 

permanent employees). As such, ODEO has focused its efforts on other aspects of the employment of 

individuals with disabilities, yet continues to monitor employee separations by disability status. 

Nonetheless, it is worth noting that IWD accounted for 12 percent (20 individuals) of those who voluntarily 

left the Agency, which is higher than their overall representation at NASA (8 percent of the workforce). Of 

the 18 involuntary separations, 22 percent were individuals with disabilities (4 individuals). IWTD 

15 NASA, “NASA’s Newest Astronaut Recruits to Conduct Research off the Earth, For the Earth and Deep Space 

Missions,” press release no. 17-054, June 7, 2017, accessed at <https://www.nasa.gov/press-release/nasa-s-newestastronaut-recruits-to-conduct-research-off-the-earth-for-the-earth-and>. 

16 29 CFR Part 1614, §1614.203(d)(6)(ii) (82 Fed. Reg. 680). 
 

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0% 5% 10% 15% 20%

accounted for 2.6 percent of voluntary separations (5 individuals), yet only 1 percent of the permanent 

NASA workforce. There were no individuals with targeted disabilities who were terminated or removed.17

NASA’s Federal Employee Viewpoint Survey results suggest that individuals with disabilities are less likely 

than other employee groups to agree that their talents are well-used in the workplace (percentage that 

agreed: 63 percent of IWD; 62 percent of AIAN, 70 percent of Hispanic, 74 percent of both White and 

Black, and 77 percent of AAPI employees; 74 percent of females; and 73 percent of males).18

FY 2017 Progress: NASA established an Agency-level Disability Working Group comprised of 

individuals from OHCM, EEO, Legal, and the unions, to align the Agency’s current disability practices 

and reasonable accommodations procedure (NPR 3713.1B) with the new regulatory requirements. 

In addition, ODEO and OHCM worked together to address data- and systems-related issues with 

regard to the new EEOC regulations and changes made to OPM’s Standard Form 256, “SelfIdentification of Disability.” NASA continues to strengthen its efforts with regard to usage of special 

hiring authorities for individuals with disabilities, such as Schedule A. 

At JSC, the EEO office created a process to provide organizations unsolicited resumes of Schedule 

A employees which allows hiring managers to have a direct access to this specific pool of applicants. 

At MSFC, the EEO office collaborates with other offices to identify Schedule A candidates from 

entities such as the Alabama Department of Rehabilitation, universities, and colleges. 

Figure 2. NASA Employees with Disabilities, by Grade Category: FY 2017

Permanent NASA Employees by Disability Status and Grade

Federal Goal

All Grades

GS-11 and Above

GS-10 and Below Targeted Disabilities

2%

1.2%

1.0%

4.7%

All Disabilities

12%

9.2%

8.8%

20.8%

Source: WICN (data as of 10/1/2017). Data include all permanent non-student employees who identified as having a disability on 

OPM Standard Form (SF) 256, as well as employees hired under Schedule A, but classified in WICN as “non-permanent.” 

17 Voluntary separations include employees who quit or transferred to another Federal agency; involuntary separations 

include employees who were terminated or removed from their positions. Retirements and deaths were excluded from the 

analysis. 

18 Federal Employee Viewpoint Survey, 2016, question 11. 
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The challenges enumerated below and planned actions to achieve them were developed in FY 2016 and revised in FY 2017; the current status of 

completed actions is noted, where applicable. These actions are planned to be accomplished during the 3-year timeframe of the plan.

Statement of the

Challenge

Responsible 

Official Planned Actions to Address the Challenge Planned Start

Planned 

Completion

and Status

Challenge 1: Enhance Ability of EEO Staff to 

Conduct Thorough Barrier Analyses.

Provide additional resources and training to 

enhance the ability of Center staff to 

conduct barrier and workforce data 

analyses. (Essential Element: Integration of 

EEO into Agency Strategic Mission)

AA for Diversity 

and Equal 

Opportunity and 

Center EEO

Directors

ODEO develops templates for use in analyzing workforce data 

analysis and meeting requirements of MD-715.

Q2, 2017 3/30/2018

ODEO establishes quarterly meetings of Center EEO staff 

responsible for data analyses to discuss data-related issues.

Q2, 2018 3/30/2018

ODEO and Centers identify applicable training for EEO staff 

who conduct barrier and workforce data analyses and provide 

training plans to Center EEO directors. 

Q1, 2016 3/30/2018

Centers provide training to appropriate Center EEO staff, as 

necessary. 

10/1/2018 9/30/2019

ODEO collaborates with OHCM and the Department of Interior 

to ensure data systems conform to the new requirements for 

MD-715.

1/30/2018 6/30/2018

Challenge 2: Meet Complaint Processing 

Timelines. Streamline the processing of 

discrimination complaints (e.g., informal 

processing, investigations, and FADs to 

meet regulatory timeframes. (Essential 

Element: Efficiency)

Director of CMD, 

ODEO

Streamline the process of issuing acceptance/review letters, 

investigations, and FADs by eliminating duplicative layers of 

review and shortening the review and approval periods. 

Q4, 2017 9/30/2018

Review monthly informal complaint processing data by Center 

to track compliance to regulatory requirements and address 

timeliness and quality of processing issues as expeditiously as 

possible when there is a need; conduct visits to all Centers.

Q4, 2017 9/30/2019

Challenge 3: Increase Usage of Alternative 

Dispute Resolution. NASA will improve EEO 

delivery through more efficient systems and 

processes designed to address EEO matters 

in a timely and effective manner and 

improved marketing of the ADR program. 

(Essential Element: Efficiency)

Director of CMD Develop an ADR toolkit that will include an ADR Web site, new 

brochure and quick tips card for Managers and Supervisors, 

and updated brochure for employees.

10/1/2016 9/30/2018

Develop and deploy mandatory EEO ADR training to managers 

and supervisors.

6/1/2017 6/30/2017

Develop and deploy supplemental or “Just in Time” training for 

managers and supervisors.

10/1/2016 9/30/2018

Develop and deploy ADR training for NASA cadre of mediators, 

EEO staff, and ADR teams.

10/1/2017 9/30/2018

Revise existing ADR training for employees. 10/1/2017 9/30/2018

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Statement of the

Challenge

Responsible 

Official Planned Actions to Address the Challenge Planned Start

Planned 

Completion

and Status

Challenge 4: Develop Guidance and 

Training on Religious Accommodation.

Develop guidance on religious 

accommodation under Title VII of the Civil 

Rights Act of 1964; ensure managers and 

supervisors are appropriately trained. 

(Essential Element: Responsiveness and 

Legal Compliance)

Director of 

Program Planning 

and Evaluation 

(PP&E), ODEO

Send call letter to Centers to collect information on current 

and past requests for religious accommodation.

8/15/2017 9/15/2017

COMPLETED

Develop guidance document. 12/1/2017 3/31/2018

Review guidance for legal sufficiency. 4/1/2018 4/30/2018

Make final revisions and issue final guidance to Centers. 5/31/2018 6/30/2018

Develop and implement training for practitioners (EEO, D&I, 

and HR staff), managers and supervisors, and employees 

regarding the provision of religious accommodations. 

7/1/2018 9/30/2020

Challenge 5: Address EEOC’s 2017 

Regulations on Individuals with 

Disabilities. Review and update NASA 

policies, procedures, and practices to 

ensure alignment with requirements 

pertaining to employment of IWD under 

new EEOC regulations pursuant to Section 

501 of the Rehabilitation Act (29 CFR § 

1614.203). (Essential Element: 

Responsiveness and Legal Compliance)

AA for Diversity 

and Equal 

Opportunity and 

Disability 

Program 

Manager, ODEO

The Agency Disability Program Manager will establish an 

Agency-level Disability Working Group comprised of individuals

from OHCM, EEO, Legal, and the unions, to align the Agency’s 

current disability practices and reasonable accommodations 

procedures (NPR 3713.1B) with the new regulatory 

requirements.

3/21/2017 2/28/2018

Develop new accommodation procedures for the provision of 

personal assistance services and reassignment for employees 

with disabilities; ensure managers and supervisors are trained 

on the procedures; and ensure the procedures are made 

available to employees, job applicants, and student interns. 

3/21/2017 2/28/2018

Challenge 6: Ensure Compliance with EEOC 

Management Directive 110 (MD-110). To 

ensure NASA’s complaints processing 

program is in accordance with EEOC 

regulations (29 CFR Part 1614) and guidance 

regarding complaints processing, NASA 

must update NPD 3713.6Q (Essential 

Element: Responsiveness and Legal 

Compliance)

Director of CMD, 

ODEO

Request extension on expiration of NPD 3713.6Q, 

“Delegation of Authority to Act in Matters Pertaining to 

Discrimination Complaints,” to September 27, 2018.

12/1/17 12/15/17

Update NPD 3713.6 to incorporate changes made to MD-110. 1/1/18 2/28/18

Provide the Office of General Counsel opportunity for review 

and comment.

3/1/18 4/30/18

Place in the NASA Online Directives Information System 

(NODIS) review process; disposition comments; send to Office 

of the Administrator for final approval.

5/1/18 9/30/18

Challenge 7: Increase Opportunities for 

Women and Minorities in Leadership 

Positions and in Promotions to GS-13 and 

AA for Diversity 

and Equal 

Opportunity and 

AA for Human 

Develop Agency plan for succession management, including 

plans for the placement of Career Development Program 

candidates, stretch assignments, detail opportunities, etc. 

2/1/2018 9/30/2018

Develop Agency plan to expand opportunities for mentoring. 2/1/2018 9/30/2018

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Statement of the

Challenge

Responsible 

Official Planned Actions to Address the Challenge Planned Start

Planned 

Completion

and Status

Above. Ensure equity in decisions regarding

promotions and selections for leadership 

positions. (Essential Element: Proactive 

Prevention of Discrimination)

Note: Several of the planned actions for 

Challenges 7-9 are relevant to all three 

challenges. 

Capital 

Management

When hiring panels are used, ensure they are comprised of 

diverse members, in terms of race, ethnicity, gender and other 

relevant factors.

2/28/2018 9/30/2018

Establish a working group comprised of Agency and Center EEO

and HR staff to develop a suite of “just in time” training to be 

deployed in a variety of contexts, e.g., when serving on a 

selection panel, promoting, hiring, conducting performance 

appraisal, offering awards, receiving requests for reasonable 

accommodations or allegations of harassment, etc.

1/1/18 

(working 

group 

convened)

9/30/19 

(training 

deployed)

Challenge 8: Increase Opportunities for 

Certain Groups in NASA Occupational 

Categories. NASA will advance EEO in hiring, 

promotions, leadership development, and 

awards to provide work environments that 

honor the values of excellence, inclusion, 

teamwork, and safety; NASA managers and 

supervisors will be held accountable for 

advancing EEO to better ensure healthy 

work environments in which fairness and 

equity can thrive. (Essential Element: 

Proactive Prevention of Discrimination)

AA for Diversity 

and Equal 

Opportunity, 

AA for Human 

Capital 

Management, 

AA for Education

Collaborate to implement recommendations from the Agency’s 

Baseline Services Assessment for Human Capital regarding 

recruitment, including: developing an Agency-wide digital 

recruitment strategy and recruitment event framework.

10/1/2016 9/30/2018

Include module on unconscious bias in SES training and 

training for managers and supervisors.

Q2, 2018 9/30/2018

Leverage Agency and Center Web sites to reflect NASA’s 

commitment to EEO and diversity; update ODEO Web site to 

make information easier to locate.

Q2, 2017 9/30/2019

Analyze NASA workforce by both occupation and demographic 

characteristics, including identifying the RCLF for all NASA 

occupations. 

Q3, 2016 7/30/2017

COMPLETED

ODEO and Center EEO offices provide guidance on valid and 

effective EEO and diversity performance indicators for 

managers and supervisors.

Q2, 2018 9/30/2018

Challenge 9: Increase the Hiring of 

Individuals with Disabilities. Increase the 

understanding utilization of special hiring 

authorities for IWD, such as Schedule A, to 

assist the Agency in meeting new Federal 

workforce representation goals for IWD. 

(Essential Element: Proactive Prevention of 

Discrimination)

AA for Diversity 

and Equal 

Opportunity, 

AA for Human 

Capital 

Management,

Center EEO

offices, and 

Center Human 

Resources offices

Ensure that Agency and Center EEO and HR offices personnel 

and hiring managers are trained on the available Federal hiring 

authorities to recruit and hire qualified IWD.

10/1/2016 8/30/2018

Agency and Center EEO and HR offices collaborate to identify 

potential Schedule A candidates.

10/1/2016 9/30/2018

24
 

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APPENDIX A: FY 2017 SPECIAL EMPHASIS PROGRAM AND AFFINITY GROUP 

ACTIVITIES

In 1972, Congress amended the Civil Rights Act of 1964 to extend the Act’s anti-discrimination protections 

to Federal employees. Government agencies with responsibility for implementing the Act began to focus 

increased attention on underrepresented groups in the Federal workforce, such as racial/ethnic minorities, 

women, and individuals with disabilities, including disabled veterans. One way in which this was done was 

through the establishment of Special Emphasis Programs (SEPs). SEPs have been authorized since the late 

1960s and 1970s by Executive Branch regulations and Presidential Executive Orders for the purposes of 

helping underrepresented groups enter into the Federal workforce, develop professionally, and advance 

within its ranks.19 The basic EEOC regulatory provision on SEPs states that each agency shall: “Designate a 

Director of Equal Employment Opportunity (EEO Director), EEO Officer(s), and such Special Emphasis 

Program Managers (e.g., People With Disabilities Program, Federal Women's Program and Hispanic 

Employment Program)... as may be necessary to carry out the functions described in this part in all 

organizational units of the agency and at all agency installations.”

20

The activities discussed below represent only a few of the many activities organized by Center EEO office 

Special Emphasis Program Managers and members of employee resource and affinity groups in FY 2017. 

African American Special Emphasis Program 

The purpose of the African American Special Emphasis Program is to help identify and eliminate actual 

recruitment and employment inequities that may adversely affect African American employees and 

applicants. Further, the program is used to identify areas with less than expected participation or 

underutilization of African Americans in NASA’s workforce. The program also aims to educate the 

workforce about the history of and issues faced by Blacks and African Americans in the United States. For 

example, in observance of Black History Month, several Center EEO offices engaged in various events and 

activities, including: 

 Glenn Research Center coordinated a program that offered an opportunity for NASA employees to 

hear from three African American educators in the Greater Cleveland area who spoke about the issues 

African American children face in the classroom and in society. The program was centered around the 

theme “The Crisis in Black Education” based on the reality of the disproportionate number of high 

school dropouts in the African-American community. 

 Langley Research Center hosted Dr. Stephanie Adams, Dean of Engineering at Old Dominion 

University, who presented on the barriers faced by women and minorities in STEM. 

 Stennis Space Center and the NASA Shared Services Center produced an interactive African American 

exhibit featuring Stennis Modern Figures. The display highlighted significant events at NASA and 

featured eight Modern Figures representing NASA, the Naval Oceanography and Meteorology 

Command, and the Department of Homeland Security. 

19 See, e.g., Executive Order 11478, accessed at <https://www.archives.gov/federal-register/codification/executiveorder/11478.html>; 5 CFR Part 720. 

20 29 CFR Part 1614.102(b)(4). 
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American Indian and Alaska Native Special Emphasis Program 

The purpose of the American Indian and Alaska Native Special Emphasis Program is to address potential 

and validated discriminatory and inequitable practices in hiring and employment. Further, the program 

works to ensure the full participation of American Indian and Alaska Natives by implementing plans to 

eliminate adverse data trends in NASA’s workforce. In observance of Native American Heritage Month, 

several Center EEO offices engaged in various events and activities, including: 

 Goddard Space Flight Center hosted a film series to expand awareness and appreciation of Native 

American history and culture with films such as “We Shall Remain: After the Mayflower,” “The Story 

of the Navajo Code Talkers,” and “We Shall Remain: Trail Of Tears.” 

 Marshall Space Flight Center hosted a workshop featuring Robbie Hood, former NASA Astrophysics 

Scientist and a member of the Cherokee Nation. Attendees learned about common Native American 

cultural practices and heard traditional songs performed by Mr. Jimmy Yellowhorse. 

Asian American and Pacific Islander Special Emphasis Program

The purpose of the Asian American and Pacific Islander Special Emphasis Program is to ensure equal access 

to all employment opportunities for Asian American and Pacific Islander employees. Further, the program 

seeks to promote equitable participation, enhance career development, and encourage awareness of the 

impact of Asian American and Pacific Islanders in NASA’s workforce. In observance of Asian American 

Pacific Islander Heritage Month, several Center EEO offices engaged in various events and activities, 

including: 

 Armstrong Flight Research Center co-hosted an Asian American and Pacific Islander Cultural Expo in 

which NASA Senior Leadership attended. 

 Kennedy Space Center co-hosted Astronaut Soichi Noguichi, of the Japan Aerospace Exploration 

Agency who was a crew member of STS-114, the Return to Flight mission to the International Space 

Station (ISS), and was the first Japanese astronaut to perform Extra-Vehicular Activities on the ISS. 

 Marshal Space Flight Center hosted Ms. Josephine Burnett, Director Exploration Research and 

Technology Programs at NASA who spoke about unconscious bias and the importance of being aware 

of, and positively addressing different biases. NASA employees also discussed the differences and 

similarities in many of our cultures, as well as how one group’s cultural norms can be misinterpreted 

by others not in that group. 

Hispanic Special Emphasis Program 

The Hispanic Employment Program was established by President Richard Nixon on November 5, 1970, to 

ensure EEO for Hispanics in all aspects of Federal employment. The purpose of the Hispanic Special 

Emphasis Program is to track and monitor workforce and survey data to assess Hispanic representation 

across all segments of the NASA workforce. Further, the program leads outreach efforts to leverage 

NASA’s brand and build bridges with underserved communities through sponsoring professional 

conferences and partnering with Hispanic serving institutions and community based organizations. In 

observance of Hispanic Heritage Month, several Center EEO offices engaged in various events and 

activities, including: 
 

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 At Marshal Space Flight Center, Astronaut John “Danny” Olivas spoke about utilizing innovation to 

solve problems. He accomplished the first ever spacewalk to repair the Space Shuttle while in orbit, 

when damaged heat shielding posed a potentially disastrous threat to the Shuttle and its crew. The 

goal of the event was not only to celebrate the diverse culture that Hispanic and Latino Americans 

contribute to American society, but also to help expose NASA managers, supervisors, team leads, and 

employees to the innovative contributions of Hispanic and Latin Americans to STEM fields. 

 NASA Headquarters hosted astronauts Jose Hernandez and Diana Trujillo, Lead for Mars Curiosity 

Rover, in honor of contributions Hispanic employees have made to the Agency. 

 Johnson Space Center hosted an informal question and answers session with Center Director Dr. Ellen 

Ochoa in which employees learned about her career path through an interactive session that helped 

the audience understand that not all Hispanic employees have the same experience. Dr. Ochoa also 

spoke at events at GRC and GSFC. 

Federal Women’s Program

Based on recommendations of the Commission on the Status of Women, established by President 

Kennedy and chaired by Eleanor Roosevelt, the Federal Women's Program (FWP) was established in 1963 

as a vehicle to provide opportunities for recruitment, selection, training, and advancement of women in 

the Federal Government.21 The purpose of the FWP at NASA is to improve the status of women in the 

NASA workforce through education and counseling for program members and NASA employees. Further, 

the program provides management officials with information on workforce trends relating to the 

employment and advancement of women at NASA. In observance of Women’s History Month, several 

Center EEO offices engaged in various events and activities, including: 

 Ames Research Center hosted U.S. Treasurer Rosie Rios who spoke to NASA employees on her career 

at the Treasury and her current efforts to provide increased recognition in education curriculum and 

imagery for women who have made contributions throughout U.S. history. 

 Langley Research Center hosted Colonel Caroline Miller, Commander of the 633rd Air Base Wing and 

Joint Base Langley-Eustis in Hampton, Virginia, who presented her brief “Breaking Barriers” which 

focused on breaking the barriers women face in the workplace. 

In commemoration of Women’s Equality Day, several Center EEO offices engaged in various events and 

activities, including: 

 Goddard Space Flight Center hosted Olivia Adrian, President of the Federal Asian Pacific American 

Council, who shared how she developed and improved her leadership skills and enhanced soft skills 

with a wide variety of networking opportunities. 

 Johnson Space Center hosted a panel titled, “Ask Me Anything,” which gave employees the 

opportunity to learn how to overcome barriers, accept disappointment, and develop leadership skills. 

21 In 1967, Executive Order 11375 added sex to other prohibited forms of discrimination such as race, color, religion, 

and national origin. In response to this, the Office of Personnel Management established the FWP. In 1969, Executive 

Order 11478 integrated the FWP into the Federal EEO Program and placed the FWP under the direction of EEO in each 

Federal agency. OPM regulations implementing the Equal Employment Opportunity Act of 1972 (Public Law 92-261, March 

1972) require that Federal agencies designate a FWP Manager to advise the Director of EEO on matters affecting the 

employment and advancement of women. This law also requires that Federal agencies allocate sufficient resources for 

their Federal Women's Programs.
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The panelists discussed the influence of bias on decisions and the importance of knowing one’s own 

biases, and finding ways to neutralize bias when interfacing with people different from themselves. 

LGBT Special Emphasis Program

The purpose of the Lesbian, Gay, Bisexual, and Transgender (LGBT) Special Emphasis Program is to better 

understand the issues LGBT employees are facing and to bring awareness of these issues with NASA 

management officials. Further, the program leads efforts to participate in conferences that may help 

recruit LGBT individuals to NASA and to show that NASA is supportive of the LGBT community. In order to 

promote the inclusion of the LGBT community in NASA’s workforce, several Center EEO offices engaged 

in various events and activities, including: 

 Johnson Space Center hosted Dr. Keo-Meier who made a presentation titled “The Science of Being 

Transgender.” The presentation was Web-cast across NASA and helped the audience to understand 

the experience of transgender people by providing research to gain better insight into the journey of 

NASA’s transgender workforce by dispelling certain myths that prevent inclusion. 

 Goddard Space Flight Center co-sponsored a presentation titled “Over the Rainbow: Science, the 

White House, and LGBT and Asian-American and Pacific Islander Inclusion.” The presentation focused 

on the importance of fostering participation in STEM fields among LGBT individuals. 

 Kennedy Space Center coordinated a training session provided by the organization, Out & Equal. This 

training increased awareness of employees to develop a healthier and safer workplace by increasing 

the level of comfort and improving communication between LGBT and straight employees. Employees 

gained an understanding of terminology and concepts related to birth/assigned sex, gender identity, 

sexual orientation, and gender expression and how they impact each NASA employee. 

Individuals with Disabilities Special Emphasis Program 

The Individuals with Disabilities (IWD) Program seeks to promote understanding and appreciation of the 

needs and concerns of individuals with disabilities, create full participation in a work environment that 

capitalizes on creativity and richness, promote understanding of the requirements of the Rehabilitation 

Act of 1973 and Americans with Disabilities Act of 1990, provide reasonable accommodations and 

accessibilities, and encourage managers to provide career enhancement and promotions for people with 

disabilities. At NASA, the IWD Program tracks and monitors NASA’s workforce of individuals with 

disabilities and individuals with targeted disabilities to ensure compliance with Federal workforce 

representation goals and statutory requirements. In order to ensure that managers are appropriately 

trained and employees are made aware of NASA’s commitment to an environment that supports 

workplace accommodations and accessible tools and technology, several Center EEO offices engaged in 

various events and activities, including: 

 NASA Headquarters hosted Adrienne Haslet, a survivor of the Boston Marathon bombing, who shared 

her experiences of how everyone can become disabled and the importance of providing assistance 

through workplace accommodations. 

 The NASA Shared Services Center conducted a disability etiquette training to NASA managers and 

employees. 

 Johnson Space Center hosted a seminar titled “Working with People Who Are Not Like Me” with Joe 

Bontke, Acting Deputy Director of the Houston District Office of the EEOC. The program encouraged 

employees to engage in open, cross-cultural communications for a diverse and inclusive workforce.
NASA EQUAL EMPLOYMENT OPPORTUNITY STRATEGIC PLAN FOR FY 17-19 

AND FY 17 ANNUAL REPORT

29

APPENDIX B: LIST OF FREQUENTLY USED ACRONYMS

AA Associate Administrator

AAPI Asian Americans and Pacific 

Islanders 

ADR Alternative Dispute Resolution 

AFRC Armstrong Flight Research 

Center 

AHP Anti-Harassment Program 

AIAN American Indians and Alaska 

Natives 

ARC Ames Research Center 

AST Aerospace Technology 

CMD Complaints Management 

Division 

D&I Diversity and Inclusion 

EEO Equal Employment Opportunity 

EEOC Equal Employment Opportunity 

Commission 

GRC Glenn Research Center 

GSFC Goddard Space Flight Center 

HQ NASA Headquarters 

IWD Individuals with Disabilities 

IWTD Individuals with Targeted 

Disabilities 

JSC Johnson Space Center 

KSC Kennedy Space Center 

LARC Langley Research Center 

LGBT Lesbian, Gay, Bisexual, and 

Transgender 

MD-715 Management Directive 715 

MSFC Marshall Space Flight Center 

NASA National Aeronautics and Space 

Administration 

NPD NASA Policy Directive

NPR NASA Procedural Requirement

NSSC NASA Shared Services Center 

ODEO Office of Diversity and Equal 

Opportunity

OHCM Office of Human Capital 

Management

OPM Office of Personnel 

Management 

PA Professional Administrative

PP&E Program Planning & Evaluation 

Division 

RCLF Relevant Civilian Labor Force 

S&E Science and Engineering 

SEP Special Emphasis Program 

SES Senior Executive Service 

SSC Stennis Space Center 

STEM Science, Technology, Engineering, 

and Mathematics