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Table of Contents

Affirmative Action Plan for the Recruitment, Hiring, Advancement, and Retention of Persons 

with Disabilities.................................................................................................................................4

Section I: Efforts to Reach Regulatory Goals ...................................................................................4

Section II: Model Disability Program ................................................................................................5

Section III: Program Deficiencies in The Disability Program..............................................................6

Section IV: Plan to Recruit and Hire Individuals with Disabilities.......................................................7

Section V: Plan to Ensure Advancement Opportunities for Employees with Disabilities.....................9

Section VI: Plan to Improve Retention of Persons with Disabilities..................................................15

Section VII: EEO Complaint and Findings Data..............................................................................17

Section VIII: Identification and Removal of Barriers ........................................................................18
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Affirmative Action Plan for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with 

targeted disabilities (PWTD), EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require 

agencies to describe how their affirmative action plan will improve the recruitment, hiring, 

advancement, and retention of applicants and employees with disabilities.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 C.F.R. § 1614.203(d)(7)) require agencies to establish specific numerical goals 

for increasing the participation of persons with reportable and targeted disabilities in the federal 

government.

1. Using the goal of 12% as the benchmark, does your Agency have a trigger involving PWD by 

grade level cluster in the permanent workforce? If “yes”, describe the trigger(s) in the text box.

Cluster GS-1 to GS-10 (PWD) Answer: Yes

Cluster GS-11 to SES (PWD) Answer: Yes

-In FY2020, the percentage of PWD in the GS-1 to GS-10 cluster was 6.65%, below the benchmark of 

12%. -In FY2020, the percentage of PWD in the GS-11 to SES cluster was 10.92%, below the 

benchmark of 12%.

*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 

1614.203(d)(7). For all other pay plans, please use the approximate grade clusters that are above or below GS-11 

Step 1 in the Washington, DC metropolitan region.

2. Using the goal of 2% as the benchmark, does your Agency have a trigger involving PWTD by 

grade level cluster in the permanent workforce? If “yes”, describe the trigger(s) in the text box.

Cluster GS-1 to GS-10 (PWTD) Answer: Yes

Cluster GS-11 to SES (PWTD) Answer:No

In FY2020, the percentage of PWTD in the GS-1 to GS-10 cluster was 1.41%, below the benchmark of 2%.

3. Describe how the Agency has communicated the numerical goals to the hiring managers 
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and/orrecruiters.

ODE’s and HD's recruiting offices have ongoing discussions to ensure these numerical goals are

known. Agency status and progress toward these goals is measured and communicated via 

diversity snapshots, which show the Agency's current representation of PWD and PWTD, plus 

the share of new on boards that are PWD and PWTD. These snapshots are provided to the 

workforce via the ODE webpage on the NGA intranet, and are updated at least biannually.

Section II: Model Disability Program

Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training, and resources 

to recruit and hire persons with disabilities and persons with targeted disabilities, administer the

reasonable accommodation program and special emphasis program, and oversee any other 

disability hiring and advancement program the Agency has in place.

1. Has the Agency designated sufficient qualified personnel to implement its disability program 

during the reporting period?

Answer: Yes

2. Identify all staff responsible for implementing the Agency’s disability employment program by 

the office, staff employment status, and responsible official.

Disability Program Task

# of FTE Staff by

Employment Status Responsible Office

Full Time Part Time Collateral Duty

Processing applications from PWD 

and PWTD 1 0 0 HD Talent Acquisition Center 

Answering questions from the

public about hiring authorities

that take disability into account

1 0 0 HD Talent Acquisition Center 

Processing reasonable

accommodation requests from

applicants and employees

3 0 0

ODE Reasonable Accommodation 

Division

Section 508 Compliance 2 0 1

CIO Community Engagement Officer; 

CIO-IT Services Directorate

Architectural BarriersAct

Compliance 0 1 0 Security & Installations Directorate

Special Emphasis Program for

PWD and PWTD 1 0 0

Disability Special Emphasis Program 

Manager/ODED 

A. PLAN TO PROVIDESUFFICIENT &COMPETENT STAFFINGFOR THE DISABILITY PROGRAM 
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3. Has the Agency provided disability program staff with sufficient training to carry out 

their responsibilities during the reporting period? If “yes”, describe the training that 

disability program staff have received.

Yes. In addition to staff having prior experience in recruiting, personnel also complete the EEO for 

Decision Makers course and UB training.

Has the Agency provided sufficient funding and other resources to successfully implement the 

disability program during the reporting period?

Answer: Yes.

Section III: Program Deficiencies in The Disability Program

Brief Description of

Program Deficiency

C.2.a.6. Do the Agency’straining materials on its anti-harassment policy

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

§1614.203(d)(2)]

Objective

Create a web-based training on Sexual Harassment. Hire Anti-Harassment

program staff and flesh out additional training requirements,to include

examples of disability-based harassmentto align EEOC and DoD guidance.

Target Date Sep 30, 2020

Completion Date

Planned Activities

Target Date

Sep 30, 2021

Completion Date Planned Activity

Develop new Anti-Harassment Training

that includes disability awareness.

Accomplishments Fiscal Year

2019

Accomplishment

Develop new Sexual Harassment web-based training June 2019.

Objective Create a web-based training on Sexual Harassment. Hire Anti-Harassment

program staff and flesh out additional training requirements,to include

examples of disability-based harassmentto align EEOC and DoD guidance.

Target Date Mar 30, 2021

Completion Date

Planned Activities Target Date

Mar 30, 2021

Completion Date Planned Activity

Develop new Anti-Harassment Training

that includes disability awareness.

Accomplishments Fiscal Year

2020

Accomplishment

None

B. PLAN TO ENSURE SUFFICIENT FUNDINGFOR THE DISABILITY PROGRAM
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Brief Description of

Program Deficiency

C.2.c.1. Does the Agency post its procedures for processing requestsfor

Personal Assistance Services on its publicwebsite? [see 29 CFR §

1614.203(d)(5)(v)]

Objective Establish current policies and procedures for Personal Assistance Services

(PAS) and post on the Agency’s public website.

Target Date Oct 1, 2021

Completion Date

Planned Activities Target Date

Oct 1, 2021

Completion Date Planned Activity

Post final PAS guidance on both the internal

and Agency publicwebsite by workingwith

the ODE communications office.

Accomplishments Fiscal Year

2020

Accomplishment

None

Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. § 1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the

recruitment and hiring of individuals with disabilities. The questions below are designed to identify

outcomes of the Agency’s recruitment program plan for PWD and PWTD.

1. Describe the programs and resources the Agency uses to identify job applicants with 

disabilities, including individuals with targeted disabilities.

NGA leverages a number of programs and resources, including but not limited to employee 

referrals, self-nominations, Workforce Recruitment Program (WRP), OPM Shared List of People 

with Disabilities (SLPD), and Operation Warfighter. The Agency attends several recruitment 

events annually for the purpose of engaging with candidates and veterans with disabilities and 

influencing the applicant pool accordingly.

2. Pursuant to 29 C.F.R. § 1614.203(a)(3), describe the Agency’s use of hiring authorities that take

disability into account (e.g., Schedule A) to recruit PWD and PWTD for positions in the 

permanent workforce.

NGA relies upon Title 10 (Section 1601–1614) and Executive Order 13548 for authority to hire

PWD, PWTD, and 30 percent or greater service connected disabled veterans.

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g.,

Schedule A), explain how the Agency (1) determines if the individual is eligible for appointment 

under such authority and (2) forwards the individual's application to the relevant hiring officials with 

an explanation of how and when the individual may be appointed.

Candidates who express their desire to apply under the PWD Program are required to provide

A. PLAN TO IDENTIFY JOBAPPLICANTS WITH DISABILITIES
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eligibility documentation (i.e. Schedule A letter or VA letter of disability status) to the NGA PWD 

Program Manager. Candidates’ applications are then reviewed for their qualifications and 

forwarded directly to the applicable Career Service that maintains work roles in alignment with 

their knowledge skills and abilities. Eligibility documentation is withheld from the applicable 

Career Services to prevent any unconscious biases when considering these candidates.

4. Has the Agency provided training to all hiring managers on the use of hiring authorities that 

take disability into account (e.g., Schedule A)?

Yes, NGA’s Talent Acquisition Center provides a Computer Based Training (CBT) for all Hiring

Managers on an annual basis. It is a requirement in order to make selections and conduct hiring

activities for the Agency.

Describe the Agency’s efforts to establish and maintain contacts with organizations that assist PWD,

including PWTD, in securing and maintaining employment.

NGA has established relationships with the Department of Veterans Affairs Vocational 

Rehabilitation Programs as well as the Department of Defense Operation Warfighter to identify

disabled veterans who may be eligible and qualified for work roles within NGA. NGA’s PWD 

Program also maintains relationships internally with its SEP Councils specifically the D/HH PWD 

and Veterans Councils in order to use their connections to support communities with disabilities.

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for 

PWD and/or PWTD among the new hires in the permanent workforce? If “yes”, please describe 

the triggers below.

New Hires for Permanent Workforce (PWD) Answer: Yes

New Hires for Permanent Workforce (PWTD) Answer: No

In FY2020, the percentage of PWD among New Hires for Permanent Workforce was 11.79%, below 

the benchmark of 12%.

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD 

among the new hires for any of the mission-critical occupations (MCO)?

New Hires for MCO (PWD) Answer: No

New Hires for MCO (PWTD) Answer: No

B. PLAN TO ESTABLISH CONTACTSWITH DISABILITY EMPLOYMENT ORGANIZATIONS

C. PROGRESSION TOWARD GOALS (RECRUITMENT AND HIRING)
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3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD 

among the qualified internal applicants for any of the mission-critical occupations (MCO)?

Qualified Applicants for MCO (PWD) Answer: No

Qualified Applicants for MCO (PWTD) Answer: Yes

-Among qualified internal applicants within the ANALYSIS Career Service, a trigger exists for PWTD 

(1.65%), which fell below the 1.69% benchmark. -Among qualified internal applicants within the 

FOUNDATION Career Service, a trigger exists for PWTD (1.89%), which fell below the 2.05% 

benchmark.

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD 

among employees promoted to any of the mission-critical occupations (MCO)?

Promotions for MCO (PWD) Answer: Yes

Promotions for MCO (PWTD) Answer:No

Among employees promoted within the FOUNDATION Career Service, a trigger exists for PWD 

(9.76%), which fell below the 10.06% benchmark.

Section V: Plan to Ensure Advancement Opportunities for Employees with Disabilities

Pursuant to 29 C.F.R § 1614.203(d)(1)(iii), agencies are required to provide sufficient advancement

opportunities for employees with disabilities. Such activities might include specialized training and 

mentoring programs, career development opportunities, awards programs, promotions, and similar

programs that address advancement. In this section, agencies should identify and provide data on 

programs designed to ensure advancement opportunities for employees with disabilities.

Describe the Agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for

advancement.

Although the Agency leverages various programs and resources all personnel assigned have

opportunities for promotion and are promoted through the Agency's Promotions process in order 

to align the appropriate personnel resources and achieve Agency mission.

A. ADVANCEMENTPROGRAM PLAN
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1. Please describe the career development opportunities that the Agency provides to its employees. 

NGA provides a broad spectrum of career development opportunities to the workforce. The

workforce is encouraged to actively participate in their career development efforts through 

pursuing Experience, Exposure and Educational (3Es) opportunities. The 3Es include job 

shadowing, stretch assignments, Joint Duty rotations, formal and informal mentoring, coaching, 

special emphasis councils, tiger teams/special projects, and a variety of education and training 

opportunities within NGA, the Intelligence Community, and academia. Ongoing dialog and 

feedback sessions are highly encouraged between an employee and their network of peers, 

supervisor, career service, mentors, and leadership. Additionally, NGA operates a Career 

Advancement Program designed for Pay Band 2 employees (entry/developmental positions) to 

progress through a series of 3E activities over their first two years. The program has established 

milestones such that, once all milestones are successfully met, an employee is promoted to the 

Pay Band 3 level.

2. In the table below, please provide the data for career development opportunities that require

competition and/or supervisory recommendation/approval to participate.

Career Development

Opportunities

Total Participants PWD PWTD

Applicants

(#)

Selectees

(#)

Applicants

(%)

Selectees

(%)

Applicants

(%)

Selectees

(%)

Internship Programs 1,242 78 UNK UNK UNK UNK

Fellowship Programs 236 99 12.7% 10.1% 3.0% 3.0%

Mentoring Program 40 40 22.5% 22.5% 2.5% 2.5%

Coaching Program 105 91 13.3% 11.0% 1.0% 1.1%

Training Programs 1,546 UNK 12.1% UNK 2.4% UNK

Detail Program 80 80 5.0% 5.0% 2.5% 2.5%

Other Career

Development Programs

222 146 6.8% 7.5% 0.5% 0.7%

3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development

programs? (The appropriate benchmarks are the relevant applicant pool for the applicants and the 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box.

Applicants (PWD) Answer: No

Selections (PWD) Answer: Yes 

B. CAREER DEVELOPMENT OPPORTUNITIES
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NGA’s internship program application does not ask for or collect data on PWD, so it is unknown how 

many of the FY19 internship applicants were PWD; (2) “Other Career Development Programs” include 

Pat Roberts Intelligence Scholars Program (PRISP), Competitive Call, and the Tuition Assistance 

Program (TAP); (3) There were no data for the other “Training Programs” not already captured in one 

of the other 6 career development groups. The percentage of PWD selected to the TAP program was 

3.6%, below the PWD applicant percentage of 6.4%. The percentage of PWD selected to the Coaching 

program was 12.6%, below the PWD applicant percentage of 15.2%.

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development

programs? (The appropriate benchmarks are the relevant applicant pool for the applicants and the 

applicant pool for selectees.)

Applicants (PWTD) Answer: No

Selections (PWTD) Answer: No

1. Using the inclusion rate as the benchmark, does your Agency have a trigger involving PWD 

and/or PWTD for any level of the time-off awards, bonuses, or other incentives? If “yes”, please 

describe the trigger(s) in the text box.

Awards, Bonuses, & Incentives (PWD) Answer: Yes

Awards, Bonuses, & Incentives (PWTD) Answer: Yes

Time Off Awards 

31 – 40 hours Benchmark = 0.30% PWTD = 0.00%

41 or more hours Benchmark = 0.01% PWD = 0.00% PWTD = 0.00%

Cash Awards

$500 and Under Benchmark = 3.91% PWTD = 3.05%

$501 - $999 Benchmark = 4.34% PWD = 3.84% PWTD = 2.54%

$1,000 - $1,999 Benchmark = 31.76% PWD = 28.65% PWTD = 27.92%

$2,000 - $2,999 Benchmark = 11.72% PWD = 9.11% PWTD = 8.63%

$3,000 - $3,999 Benchmark = 3.44% PWD = 3.40% PWTD = 2.54%

$4,000 - $4,999 Benchmark = 0.49% PWTD = 0.00%

$5,000 or more Benchmark = 3.21% PWD = 1.43% PWTD = 1.02%

2. Using the inclusion rate as the benchmark, does your Agency have a trigger involving PWD 

and/or PWTD for quality step increases or performance-based pay increases? 

Pay Increases (PWD) Answer: No

Pay Increases (PWTD) Answer: No

C. AWARDS
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3. If the Agency has other types of employee recognition programs, are PWD and/or PWTD 

recognized disproportionately less than employees without disabilities?

Other Types of Recognition (PWD) Answer: N/A

Other Types of Recognition (PWTD) Answer: N/A

1. Does your Agency have a trigger involving PWD among the qualified internal applicants 

and/orselectees for promotions to the senior grade levels? (The appropriate benchmarks are 

the relevant applicant pool for qualified internal applicants and the qualified applicant pool for 

selectees.) For non-GS pay plans, please use the approximate senior grade levels.

a. SES

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

b. Grade GS-15

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: Yes

c. Grade GS-14

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

d. Grade GS-13

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

Among Internal Selections for GS-15, a trigger exists for PWD (6.25%), which fell below the 9.99% 

benchmark. NGA operates under a Pay Band structure using a Rank-in-Person (RIP) promotion 

system. Eligible employees are considered for promotion based on their self-nomination to the next 

Pay Band. Senior Executive promotion is based on self-nomination and board-nomination.

2. Does your Agency have a trigger involving PWTD among the qualified internal applicants and/or

selectees for promotions to the senior grade levels? (The appropriate benchmarks are the 

relevant applicant pool for qualified internal applicants and the qualified applicant pool for 

selectees.) For non-GS pay plans, please use the approximate senior grade levels.

a. SES

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: No

b. Grade GS-15

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Qualified Internal Applicants (PWTD) Answer: Yes

Internal Selections (PWTD) Answer: No

c. Grade GS-14

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: Yes

d. Grade GS-13

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: No

-Among Qualified Internal Applicants for GS-15, a trigger exists for PWTD (1.19%), which fell below 

the 1.89% benchmark. -Among Internal Selections for GS-14, a trigger exists for PWTD (2.41%), which 

fell below the 2.64% benchmark. NGA operates under a Pay Band structure using a RIP promotion 

system. Eligible employees are considered for promotion based on their self-nomination to the next 

Pay Band. (Note: Senior Executive promotion eligibility is based on self-nomination and boardnomination.)

3. Using the qualified applicant pool as the benchmark, does your Agency have a trigger involving PWD

among the new hires to the senior grade levels? For non-GS pay plans, please use the approximate 

senior grade levels.

New Hires to SES (PWD) Answer: No

New Hires to GS-15 (PWD) Answer: No

New Hires to GS-14 (PWD) Answer: No

New Hires to GS-13 (PWD) Answer: No

4. Using the qualified applicant pool as the benchmark, does your Agency have a trigger involving

PWTD among the new hires to the senior grade levels? For non-GS pay plans, please use the 

approximate senior grade levels.

New Hires to SES (PWTD) Answer: No

New Hires to GS-15 (PWTD) Answer: No

New Hires to GS-14 (PWTD) Answer: No

New Hires to GS-13 (PWTD) Answer: No

5. Does your Agency have a trigger involving PWD among the qualified internal applicants and/or

selectees for promotions to supervisory positions? (The appropriate benchmarks are the 

relevant applicant pool for qualified internal applicants and the qualified applicant pool for 

selectees.)

Executives

Qualified Internal Applicants (PWD) Answer: No
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Internal Selections (PWD) Answer: No

Managers

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

Supervisors

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

NGA operates under a Pay Band structure using a Rank in Person (RIP) promotion system. 

Employees apply to be considered for promotion to the next Pay Band. NGA does not collect

demographic data when employees apply to supervisory positions.

6. Does your Agency have a trigger involving PWTD among the qualified internal applicants and/or

selectees for promotions to supervisory positions? (The appropriate benchmarks are the relevant 

applicant pool for qualified internal applicants and the qualified applicant pool for selectees.)

Executives

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: No

Managers

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: No

Supervisors

Qualified Internal Applicants (PWTD) Answer: No

Internal Selections (PWTD) Answer: No

NGA operates under a Pay Band structure using a RIP promotion system. Employees apply to be 

considered for promotion to the next Pay Band. NGA does not collect demographic data when 

employees apply to supervisory positions.

7. Using the qualified applicant pool as the benchmark, does your Agency have a trigger involving 

PWD among the selectees for new hires to supervisory positions?

New Hires for Executives (PWD) Answer: No

New Hires for Managers (PWD) Answer: No

New Hires for Supervisors (PWD) Answer: No

8. Using the qualified applicant pool as the benchmark, does your Agency have a trigger 

involving PWTD among the selectees for new hires to supervisory positions?

New Hires for Executives (PWTD) Answer: No

New Hires for Managers (PWTD) Answer: No

New Hires for Supervisors (PWTD) Answer: No
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Section VI: Plan to Improve Retention of Persons with Disabilities

To be a model employer for persons with disabilities, agencies must have policies and programs in 

place to retain employees with disabilities. In this section, agencies should: (1) analyze workforce

separation data to identify barriers retaining employees with disabilities; (2) describe efforts to 

ensure accessibility of technology and facilities; and (3) provide information on the reasonable

accommodation program and workplace personal assistance services.

1. In this reporting period, did the Agency convert all eligible Schedule A employees with a disability 

into the competitive service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))?

N/A; all NGA employees are in the excepted service.

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and 

involuntary separations exceed that of persons without disabilities? If “yes”, describe the 

trigger below.

Voluntary Separations (PWD) Answer: Yes

Involuntary Separations (PWD) Answer: Yes

-Among Voluntary Separations, a trigger exists for PWD (3.60%), which exceeded the 3.46% 

benchmark. -Among Involuntary Separations, a trigger exists for PWD (0.33%), which exceeded the 

0.03% benchmark. 

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary 

and involuntary separations exceed that of persons without targeted disabilities? If “yes”, 

describe the trigger below.

Voluntary Separations (PWTD) Answer: No

Involuntary Separations (PWTD) Answer: Yes

Among Involuntary Separations, a trigger exists for PWTD (1.01%), which exceeded the 0.03% 

benchmark. 

4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left 

the Agency using exit interview results and other data sources.

A. VOLUNTARY ANDINVOLUNTARY SEPARATIONS
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PWD Separation Type NOA Code NOA Reason

Voluntary 302 Voluntary Retirement

Voluntary 317 Resignation

Involuntary 312 Other

Involuntary 385 Other

PWTD Separation Type NOA Code NOA Reason

Involuntary 385 Other

Pursuant to 29 C.F.R. § 1614.203(d)(4), federal agencies are required to inform applicants and 

employees of their rights under Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b)),

concerning the accessibility of Agency technology, and the Architectural Barriers Act of 1968 (42 

U.S.C. §§ 4151-4157), concerning the accessibility of Agency facilities. In addition, agencies are 

required to inform individuals where to file complaints if other agencies are responsible fora 

violation.

1. Please provide the internet address on the Agency’s public website for its notice explaining 

employees’ and applicants’ rights under Section 508 of the Rehabilitation Act, including a 

description of how to file a complaint.

Answer: https://www.nga.mil/resources/1595970723799_Equal_Employment_&_No_Fear_Act_.html. 

2. Please provide the internet address on the Agency’s public website for its notice explaining 

employees’ and applicants’ rights under the Architectural Barriers Act, including a description of 

how to file a complaint.

The Agency public website is www.nga.mil. The link https://www.access-board.gov/aba/ explains 

the Architectural Barriers Act.

3. Describe any programs, policies, or practices that the Agency has undertaken, or plans on 

undertaking over the next fiscal year, designed to improve accessibility of Agency facilities 

and/ortechnology.

NGA continued to take stepsto improve accessibility. Thisincludesretaining a full time Section

508 Coordinator and continuing its commitment to installing unclassified webcamsforthe Deaf

and Hard of Hearing as well as pursuing the enablement of a classified live captioning capability

using CART. NGA also is involving accessibility personnel in the design and planning as it

constructs its new campus in St. Louis, Missouri.

B. ACCESSIBILITY OF TECHNOLOGY ANDFACILITIES
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Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and 

make available to all job applicants and employees, reasonable accommodation procedures.

1. Please provide the average period for processing initial requests for reasonable 

accommodations during the reporting period.

On average, RA requests were processed within 15 days of receipt of all required documentation 

from the requestor.

2. Describe the effectiveness of the policies, procedures, or practices to implement the Agency’s 

reasonable accommodation program. Some examples of an effective program include timely 

processing requests, timely providing approved accommodations, conducting training for 

managers and supervisors, and monitoring accommodation requests for trends.

We continue to use the RA database that was implemented in FY2017 that allows for tracking

requests from initiation through closure. The database provides metrics on request types funding

processing time and disabilities. The database allows for easy generation of weekly and monthly

reports for accuracy and assure any identified deficiencies are corrected.

Pursuant to 29 C.F.R. § 1614.203(d)(5), federal agencies, as an aspect of affirmative action, are

required to provide personal assistance services (PAS) to employees who need them because of a 

targeted disability, unless doing so would impose an undue hardship on the Agency.

Describe the effectiveness of the policies, procedures, or practices to implement the PAS 

requirement. Some examples of an effective program include timely processing requests for PAS, 

timely providing approved services, conducting training for managers and supervisors, and 

monitoring PAS requests for trends.

In Fiscal Year 2020, NGA met all requests for Personal Assistance Services.

Section VII: EEO Complaint and Findings Data

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint 

alleging harassment, as compared to the government-wide average?

Answer: No.

2. During the last fiscal year, did any complaints alleging harassment based on disability status result 

in a finding of discrimination or a settlement agreement?

C. REASONABLE ACCOMMODATION PROGRAM

D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TOPARTICIPATEINTHE WORKPLACE

A. EEO COMPLAINT DATA INVOLVINGHARASSMENT
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Answer: No.

3. If the Agency had one or more findings of discrimination alleging harassment based on 

disability status during the last fiscal year, please describe the corrective measures taken by 

the Agency. 

Answer: None

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging 

failure to provide a reasonable accommodation, as compared to the government-wide average? 

Answer: No.

2. During the last fiscal year, did any complaints alleging failure to provide reasonable 

accommodation result in a finding of discrimination or a settlement agreement?

Answer: No.

3. If the Agency had one or more findings of discrimination involving the failure to provide a reasonable

accommodation during the last fiscal year, please describe the corrective measures taken by the

Agency.

NGA did not have any findings of discrimination involving failure to provide a reasonable

accommodation during the last fiscal year.

Section VIII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a 

policy, procedure, or practice may be impeding the employment opportunities of a protected EEO 

group.

1. Has the Agency identified any barriers (policies, procedures, and/or practices) that affect

employment opportunities for PWD and/or PWTD?

Answer: No.

2. Has the Agency established a plan to correct the barrier(s) involving PWD and/or PWTD?

Answer: N/A

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), 

objective(s),responsible official(s), planned activities, and, where applicable, accomplishments.

Answer: No current trigger.

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION
UNCLASSIFIED

NGA FY2020 Affirmative Action Plan

19

UNCLASSIFIED

4. Please explain the factor(s) that prevented the Agency from timely completing any of the planned 

activities.

There were no planned activities for FY2020.

5. For the planned activities that were completed, please describe the actual impact of those activities 

toward eliminating the barrier(s).

There were no planned activities for FY2020.

6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the

Agency intends to improve the plan for the next fiscal year.

There were no planned activities for FY2020.