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National Geospatial-IntelligenceAgency

FY 2021 U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION (EEOC)

AFFIRMATIVE ACTION PLAN
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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: Plan to Recruit and Hire Individuals with Disabilities........................................................6

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

Section V: Plan to Improve Retention of Persons with Disabilities...................................................16

Section VI: EEO Complaint and Findings Data...............................................................................19

Section VII: Identification and Removal of Barriers .........................................................................20
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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 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 FY21, the percentage of PWD in GS-1 to GS-10 cluster was 8.61% (an increase from 6.7% in FY20), 

remained below the benchmark of 12%. In FY21, the percentage of PWD in GS-11 to SES cluster was 

11.8% (an increase from 10.9% in FY20), which was below the benchmark of 12%.

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 FY21, the percentage of PWTD in the GS-1 to GA-10 cluster was 1.6% (an increase from 1.4% in 

FY20), which is below the benchmark of 2%.

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

and/orrecruiters.

Answer FY21: ODE ensures a shared understanding of numerical goals associated with PWD hiring. 

ODE partners closely with NGA Disability Recruitment Program Manager, who focuses on PWD and 

PWTD hiring. The NGA Disability Program Manager ensures that NGA's hiring process is accessible 

and potential applicants have awareness of NGA opportunities. Agency status and progress toward

these goals is measured and communicated via diversity snapshots and placemats, which show the 
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Agency's current representation of PWD, plus the share of new on-boards that are PWD. These 

snapshots are provided to the workforce via the ODE webpage on the NGA intranet.

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? If “no,” describe the agency’s plan to improve the staffing for the 

upcoming year.

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 Official

Full (Name, Title, Office, Email)

Time

Part

Time

Collateral

Duty

Processing applications from PWD 

and PWTD 1 0 0 Human DevelopmentDirectorate (HD)

Answering questions from the public 

about hiring authoritiesthat take 

disability into account

1 0 0 Human DevelopmentDirectorate (HD)

Processing reasonable

accommodation requests from

applicants and employees

3 0 0 Chief, ODE RA and SLI Division (ODER) 

Section 508 Compliance 2 0 1 CIO-IT Services Directorate (CIO-T) 

Architectural Barriers Act Compliance 0 1 0 Security & Installations Directorate (SI)

Special Emphasis Program for PWD 

and PWTD 1 0 0

Office of Diversity, Inclusion and Equal 

Employment Opportunity (ODE) 

A. Plan to Provide Sufficient&Competent Staffing forthe 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. If “no,” describe the training planned for the upcoming year. 

Answer FY21: Yes. In addition to disability program staff having prior experience in recruiting, 

personnel completed the following WBTs: Anti-Harassment, EEO for Decision-Makers, and What You 

Need to Know About Reasonable Accommodation. Disability program staff also took the PWD Program 

Manager course offered by EEOC.

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

disability program during the reporting period? If “no,” describe the agency’s plan to ensure all 

aspects of the disability program have sufficient funding and other resources.

Answer FY21: Yes.

Section III: 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.

To source job applicants with disabilities, NGA’sDisability Recruitment Program Manager hosts and 

attends recruitment events, including for individuals who are disabled veterans, entry -level/experience 

professionals, neurodiverse, or Wounded Warriors. Events are conducted with colleges and 

universities and professional organizations on a regular basis, in addition to PWD-specific marketing 

campaigns. NGA’s DRPM provides students with information on how to apply for the federal 

Workforce Recruitment Program for internships with the agency. The manager also assists working 

professionals in learning about NGA careers and job opportunities available. In December 2020, NGA 

collaborated with MITRE, a research and development company, to launch a neurodiversity pilot — the 

Neurodiverse Federal Workforce Pilot — to recruit neurodiverse professionals, specifically, those on the 

autism spectrum. MITRE selected Melwood, a non-profit organization in Washington, DC, to lead 

recruitment of neurodiverse talent for the program, and provide training, coaching and support to 

program participants. Based on the success of the pilot, NGA’s Neurodiversity Working Group 

recommended the DRPM seek to grow neurodiversity sourcing, and Agency stakeholders are 

collaborating to take measures to enhance the candidate experience.

B. Plan to Ensure Sufficient Funding forthe Disability Program

A. Plan to Identify JobApplicants withDisabilities
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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 recruits PWD and PWTD candidates for positions in the permanent workforce who have indicated 

they are eligible under Schedule A. The authorities NGA uses are: Executive Order 13548, Title 10 

(Section 1601–1614), U.S. Code Federal Regulations, Section 2108, "Veteran; Disability Veteran: 

Preference Eligible," and 5 C.F.R. 213.3102(u) (3) (ii) "Excepted Service- Appointment of Persons with 

Disabilities” to hire PWD, PWTD, and 30% 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

eligibility documentation (i.e., Schedule A letter or VA letter of 30%+ disability status) to the NGA’s

Disability Recruitment 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)? If “yes,” describe the type(s) of training and 

frequency. If “no,” describe the agency’s plan to provide this training.

Although NGA does not have formal training on hiring authorities, hiring managers are provided with

information on the use of hiring authorities, including FAQs, by the DRPM. Additionally, the DRPM

provides hiring managers with candidate lists of individuals who identify as persons with a disability 

and who are qualified for advertised positions.

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 and the DoD Operation Warfighter to identify disabled veterans who may be eligible and 

qualified for work roles within NGA. NGA’s DRPM also maintains relationships internally with its SEP 

Councils, specifically the DHH, PWD, and Veterans Councils, to use their connections to support 

communities with disabilities.

B. Plan to Establish Contacts with Disability EmploymentOrganizations
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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: No

New Hires for Permanent Workforce (PWTD) Answer: No

No triggers identified.

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)? If “yes,” please describe 

the triggers below.

New Hires for MCO (PWD) Answer: No

New Hires for MCO (PWTD) Answer: No

No triggers identified.

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)? If “yes,” 

please describe the triggers below.

Qualified Applicants for MCO (PWD) Answer: Yes

Qualified Applicants for MCO (PWTD) Answer: Yes

Among Operations applicants, a trigger exists for PWD (9.10%), which is below the 12% benchmark; 

among Critical applicants, a trigger exists for PWD (9.12%), which is below the 12% benchmark and a 

trigger exists for PWTD (1.95%), which is below the 2% 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)? If “yes,” please 

describe the triggers below.

Promotions for MCO (PWD) Answer: Yes

Promotions for MCO (PWTD) Answer: Yes

Among the Operations category of mission-critical occupations, a trigger exists for PWD internal 

applicants (7.14%) that were qualified for promotion, which was below the 12% benchmark. For 

PWTD internal applicants, 0% were qualified for promotion, which was below the 2% benchmark. 

Among the Critical category of mission-critical occupations, a trigger exists for PWD internal 

applicants (9.22%) that were qualified for promotion, which was below the 12% benchmark. There 

were no triggers identified for PWTD in the Critical category of mission-critical occupations.

C. Progression Toward Goals(Recruitment andHiring)
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Section IV: 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.

NGA published Diversity Snapshots, Inclusion Dashboards, and Placemats to aid in the transparency 

efforts to illustrate overall representation in promotion, hiring, attrition, and inclusion sentiment

for PWD available to the workforce via the ODE website on both SBU and COE. Additionally, 

members of the workforce, including PWD personnel, have access to resources for mentoring and 

coaching on Integrated Talent Profile and performance feedback. NGA also has a SEP focused on 

educating the workforce on disabilities and what challenges that the PWD community may face.

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 by 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.

Given our increasing reliance on cybersecurity, information technology (IT), the growing threats to 

information, and information systems and infrastructures, it is critical that the DoD protects itself. 

To help achieve this task, the Cyber Scholarship Program (CySP) was established. The DoD CySP 

was authorized by Chapter 112 of title 10, U.S.C., Section 2200. It was designed to encourage the 

recruitment of the nation’s top cyber talent and the retention of highly skilled professionals within 

the DoD cyber workforce.

A. Advancement ProgramPlan

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

competition and/or supervisory recommendation/approval to participate. [Collection begins 

with the FY21 MD-715 report, which is due on February 28, 2022.]

Career 

Development

Opportunities

Total Participants PWD PWTD

Applicants

(#)

Selectees

(#)

Applicants

(%)

Selectees

(%)

Applicants

(%)

Selectees

(%)

Internship Programs UNK 134 UNK 12.2% UNK 0%

Competitive Call

Program 219 97 10.0% 9.3% 2.3% 3.1%

Mentorship Program 39 39 10.3% 10.3% 2.7% 2.7%

Coaching Program 235 235 16.2% 16.2% 2.6% 2.6%

Training Programs 850 634 10.7% UNK 2.1% UNK

Detail Program 168 135 9.5% 10.4% 1.8% 2.2%

Other Programs 189 128 7.7% 6.5% 1.1% 1.6%

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 

Among applicants and/or selectees for the Competitive Call program, a trigger exists for PWD (9.3%), 

which fell below the 10.0% benchmark; Among applicants and/or selectees for the other programs, a 

trigger exists for PWD (6.5%), which fell below the 7.7% benchmark.

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

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

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

Applicants (PWTD) Answer: No

Selections (PWTD) Answer: No

No triggers identified.
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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 FY21:

1 – 10 hours PWD = 11.51%

20-30 hours PWD = 8.42% PWTD = 1.98%

31 – 40 hours PWD = 8.51% 

Cash Awards

$500 and Under PWD = 10.29%

$501 - $999 PWTD = 1.91%

$1,000 - $1,999 PWD = 10.68%

$2,000 - $2,999 PWD = 10.28%

$3,000 - $3,999 PWD = 9.79% PWTD = 1.91%

$4,000 - $4,999 PWD = 9.73%

$5,000 or more PWD = 8.81% PWTD = 1.51%

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? If “yes,” please 

describe the trigger(s) in the text box.

Pay Increases (PWD) Answer: N/A

Pay Increases (PWTD) Answer: N/A

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

recognized disproportionately less than employees without disabilities? (The appropriate 

benchmark is the inclusion rate.) If “yes,” describe the employee recognition program and relevant 

data in the text box.

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

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

C. Awards
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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. If “yes,” 

describe the trigger(s) in the text box.

a. SES

Qualified Internal Applicants (PWD) Answer: Yes

Internal Selections (PWD) Answer: Yes

b. Grade GS-15

Qualified Internal Applicants (PWD) Answer: Yes

Internal Selections (PWD) Answer: Yes

c. Grade GS-14

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: Yes

d. Grade GS-13

Qualified Internal Applicants (PWD) Answer: No

Internal Selections (PWD) Answer: No

Note: 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. Converting 

to a GS scale for this tasker is based on Base Pay of employees.

Among Qualified Internal Applicants for SES, a trigger exists for PWD (5.13%), which is below the 

12% benchmark, and for SES Internal Selections for PWD (0%), which is also below the 12% 

benchmark. Among Qualified Internal Applicants for GS-15, a trigger exists for PWD (11.78%), 

which is below the 12% benchmark, and for GS-15 Internal Selection PWD (6.67%), which is below 

the 12% benchmark. And, among GS-14 Internal Selection, a trigger exists for PWD (9.21%), which 

is below the 12% benchmark.

D. Promotions
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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. If “yes,” 

describe the trigger(s) in the text box.

a. SES

Qualified Internal Applicants (PWTD) Answer: Yes

Internal Selections (PWTD) Answer: Yes

b. Grade GS-15

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

Note: 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. Converting to a GS 

scale for this tasker is based on Base Pay of employees.

Among Qualified Internal Applicants for SES, a trigger exists for PWTD (1.28%), which is below the 2% 

benchmark. Among Internal Selection for SES, a trigger exists for PWTD (0%), which is below the 2% 

benchmark. Among Qualified Internal Applicants for GS-15, a trigger exists for PWTD (1.67%), which 

is below the 2% benchmark. Among Internal Selection for GS-15, a trigger exists for PWTD (0%), 

which is below the 2% benchmark. Among Internal Selection for GS-14, a trigger exists for PWTD 

(1.32%), which is below the 2% benchmark. Among Qualified Internal Applicants for GS-13, a trigger 

exists for PWTD (1.81%), which is below the 2% benchmark. Among Internal Selection for GS-13, a 

trigger exists for PWTD (1.14%), which is below the 2% benchmark.
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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. If “yes”, describe the trigger(s) in the text box.

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

 No trigger identified.

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. If “yes,” describe the trigger(s) in the text box.

New Hires to SES (PWTD) Answer: Null

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

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

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

In the pipeline, there were no self-identified person as SES PWTD.

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.) If 

“yes,” describe the trigger(s) in the text box.

Executives

Qualified Internal Applicants (PWD) Answer: Null

Internal Selections (PWD) Answer: Null

Managers

Qualified Internal Applicants (PWD) Answer: Null

Internal Selections (PWD) Answer: Null

Supervisors

Qualified Internal Applicants (PWD) Answer: Null

Internal Selections (PWD) Answer: Null

None—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.
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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.) If 

“yes,” describe the trigger(s) in the text box.

Executives

Qualified Internal Applicants (PWTD) Answer: Null

Internal Selections (PWTD) Answer: Null

Managers

Qualified Internal Applicants (PWTD) Answer: Null

Internal Selections (PWTD) Answer: Null

Supervisors

Qualified Internal Applicants (PWTD) Answer: Null

Internal Selections (PWTD) Answer: Null

None—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? If “yes,” describe the trigger(s) in 

the text box.

New Hires for Executives (PWD) Answer: No

New Hires for Managers (PWD) Answer: No

New Hires for Supervisors (PWD) Answer: Null

There were no applicants for PWD New Hires for Supervisors.

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? If “yes,” describe 

the trigger(s) in the text box.

New Hires for Executives (PWTD) Answer: No

New Hires for Managers (PWTD) Answer: Null

New Hires for Supervisors (PWTD) Answer: Null

There were no applicants for PWTD New Hires for Managers and Supervisors.
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Section V: 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))? If 

“no,” please explain why the agency did not convert all eligible Schedule A employees.

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: No

Involuntary Separations (PWD) Answer: Yes

Among Involuntary Separations, a trigger exists for PWD at 2.38%, which exceeds the 2% 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: No

No trigger exists.

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.

PWD Separation Type NOA Code NOA Reason

• Involuntary 330 Removal

• Involuntary 350 Other

A. Voluntary and Involuntary Separations
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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.

Equal Employment & No Fear Act | National Geospatial-Intelligence Agency (nga.mil)

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’s 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 continues to take steps to ensure that its IT environment is as inclusive and accessible as 

possible. During FY22, NGA will begin the processto install individual web cams, thick clients, and 

partitions/privacy screens at each DHH employee’s desk at both NCE and NCW in order to improve 

the agency’s accessible technology. This is the second phase in the agency’s three phase plan to 

ensure every DHH employee has the ability to communicate on demand from their desk regardless of 

network or location. In complement to this effort, NGA continues to use its sign language 

interpretation operations centers (SLIOCs) in order to ensure its DHH teammates have access to 

interpreters regardless of work location. 

NGA continues to pursue an enterprise-wide solution for caption and transcription services. In 

support of this, NGA has drafted a captioning policy in preparation for the procurement, 

implementation, maintenance and use of a corporate caption and transcription service. Once 

approved, the policy will outline and assign responsibilities for the oversight, management, 

remediation, and use of NGA’s corporate caption and transcription program.

NGA will also continue to use its IT Accessibility Program of Record to gather requirements and 

develop solutions to further integrate IT Accessibility into its everyday business processes.

B. Accessibility of Technology and Facilities
UNCLASSIFIED

DOD National Geospatial-Intelligence 2021

Agency

18

UNCLASSIFIED

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. (Please do not include previously approved 

requests with repetitive accommodations, such as interpreting services.)

During FY21, NGA issued decision letters within 10 business days of receipt of medical 

documentation for 94% of “Qualified Individuals with a Disability” reasonable accommodation case 

requests. This was a 9% increase over the Congressional Expected Accomplishment. 

Total RA case processing averaged 55 business days. Total case processing includesthe time from

issuing decision letters, receiving approval from employee’s management, and procurement and 

implementation of purchased RA.

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.

NGA follows an internal NGA Instruction for Reasonable Accommodations and PAS and the timelines 

listed therein are shorter than what is requested through the Congressional EA. Because of the 

shorter internal timelines, the program has effectively met employee needs and EA timelines. For 

example, RA specialists reviewed medical documentation and issued decision letters to the 

employees’ supervisors within 5 business days 90% of the time during FY21. The Congressional EA 

requires this be completed within 10 business days 85% of the time. 

The internal Instruction also states that “an employee should expect an approved accommodation to 

be implemented within 30 calendar days following receipt of the request.” However, timelines can 

be and are affected by procurement and shipping dependencies (e.g., an item cannot be provided 

due to manufacturing or shipping delays). Because the program has external dependencies, the 

internal Instruction allows for circumstances when processing time for requests will exceed 30 

business days. Employee are informed of their request’s status, advised of the reason and any 

extenuating circumstances for the delay, and periodically updated as to when to expect the 

accommodation. While the agency average of 55 business days is above the Internal instruction 

requirement, the RA team has maintained a steady processing time over the last three FYs while also 

managing a steadily increasing number of requests. 

C. Reasonable Accommodation Program
UNCLASSIFIED

DOD National Geospatial-Intelligence 2021

Agency

19

UNCLASSIFIED

NGA also continued to provide monthly RA training to managers, supervisors, and employees and 

held a total of 24 sessions for the FY. NGA also provided individualized RA process consultations, as 

requested.

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 FY21, NGA met all requests for Personal Assistance Services.

Section VI: 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?

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?

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. 

N/A

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? 

No

D. Personal Assistance Services AllowingEmployeesto Participate in the Workplace

A. EEO Complaint data involvingHarassment

B. EEO ComplaintData involving Reasonable Accommodation
UNCLASSIFIED

DOD National Geospatial-Intelligence 2021

Agency

20

UNCLASSIFIED

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?

Yes

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. 

N/A

Section VII: 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?

No

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

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.

No current trigger.

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

activities.

There were no planned activities for FY21.

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 FY21.

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 FY21.