Railroad Retirement Board FY 2022 

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 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation 

of persons with disabilities and persons with 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. 

a. Cluster GS-1 to GS-10 (PWD) Answer Yes 

b. Cluster GS-11 to SES (PWD) Answer No 

During FY 2022, RRB had a total of 745 employees in the permanent workforce of which 146 (or 19.2 percent) were employees 

with a disability (PWD). 59 employees in the GS-01 to GS-10 cluster and 87 employees in the GS-11 to SES cluster stated that they 

have a disability. The participation rate for PWD in the GS-01 to 10 cluster was 7.9 percent, which is below the target of 12%. RRB 

has a trigger for PWD in the GS-1 through GS-10 cluster. The participation rate for PWD in the GS-11 to SES cluster was 12 

percent, which meets the target. Disability workforce data is employees who self-identify as having a disability. 

*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. 

a. Cluster GS-1 to GS-10 (PWTD) Answer Yes 

b. Cluster GS-11 to SES (PWTD) Answer Yes 

During FY 2022, RRB had a total of 745 employees in the permanent workforce of which 27 (or 3.6 percent) were employees with 

a targeted disability (PWTD). 13 employees in the GS-01 to GS-10 cluster and 14 employees in the GS-11 to SES cluster stated that 

they have a targeted disability. The participation rate for PWTD in the GS-01 to 10 cluster was 1.7 percent, which is below the 

target of 2%. RRB has a trigger for PWTD in the GS-1 through GS-10 cluster. The participation rate for PWTD in the GS-11 to 

SES cluster was 1.9 percent, which is also below the target of 2%. RRB has a trigger for PWTD in the GS-11 to SES cluster. 

Disability workforce data is employees who self-identify as having a disability. 

Grade Level Cluster(GS or Alternate Pay Total Reportable Disability Targeted Disability 

Planb) # # % # % 

Numerical Goal -- 12% 2% 

Grades GS-1 to GS-10 

Grades GS-11 to SES 

3. Describe how the agency has communicated the numerical goals to the hiring managers and/or recruiters. 

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Railroad Retirement Board FY 2022 

During FY 2022, the OEO Director raised the awareness of the Model Disability Program goals through briefings and an EEOC 

Technical Assistance Outreach visit for Board and Executive Committee members. OEO continues to provide the Board and agency 

leadership with monthly hiring and separations summaries. Additional OEO outreach activities include, but are not limited to, 

working with the Employees with Disabilities Council (EDAC) and RRB's American Legion group. In FY 2022, the OEO Director 

participated in quarterly Equal Employment Opportunity Commission Federal Exchange on Employment and Disability (FEED) 

meetings. To assist with recruitment, the Director of Equal Opportunity in FY 2022 also has shared leads on career and job fair 

leads with HR staff. 

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. 

A. PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY 

PROGRAM 

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 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Architectural Barriers Act Compliance 0 0 1 Scott Rush 

Supvy Facility Operations 

Specialist 

Scott.Rush@rrb.gov 

Special Emphasis Program for PWD and 

PWTD 

0 0 1 Kathy Robinson 

EEO Specialist 

Kathy.Robinson@rrb.gov 

Section 508 Compliance 0 0 1 Robert LaBerry 

Supvy IT Specialist 

Robert.Laberry@rrb.gov 

Processing reasonable accommodation requests 

from applicants and employees 

0 0 1 Regina Block 

HR Specialist/Labor 

Relations 

Regina.Block@rrb.gov 

Processing applications from PWD and PWTD 0 0 1 

Lead HR Specialist/SPC 

Meghan.O'Connor@rrb.gov 

Answering questions from the public about 

hiring authorities that take disability into 

account 

0 0 1 

Lead HR Specialist/SPC 

Meghan.O'Connor@rrb.gov 

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 Yes 

During FY 2022, disability program staff received training on the following topics: reasonable accommodation, EEO updates, and 

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Railroad Retirement Board FY 2022 

accessibility (ABA) in the workplace. 

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM 

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 Yes 

Section III: Program Deficiencies In The Disability Program 

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 

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES 

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with 

targeted disabilities. 

Selective Placement Program Coordinator (SPPC) in the Bureau of Human Resources receives inquiries from job applicants with 

disabilities, including individuals with targeted disabilities via email. Staffing Specialists in the Staffing and Classification Unit in 

the Bureau of Human Resources receive applications from applicants with disabilities, including individuals with targeted 

disabilities, through the application process. The specialists review the provided documentation and make a determination as to 

whether the applicant is eligible for veterans’ preference. The specialists collaborate with the SPPC as necessary. 

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 

The RRB is restricted in its use of special appointment authorities based on the Railroad Retirement Act (RRA) and the Railroad 

Unemployment and Insurance Act (RUIA). Both the RRA and the RUIA mandate that all positions within the RRB must be in the 

competitive service with the exception of only 3 positions (assistant to Board Members). The agency is therefore restricted in its use 

of special appointment authorities and is limited to authorities that permit non-competitive hiring into competitive service positions. 

The RRB does not have the ability to use Schedule A hiring authority (non-competitive hiring) as it is an excepted service authority 

and our establishing legislation prohibits the use of most excepted service authorities, including Schedule A. This response stems 

from the Powers and Duties of the Board section of the RRA of 1974. The specific language is located in 45 USC 231f(b)(9). 

Nevertheless, our agency has created work-arounds for this limitation to comply with other OMB rules, such as hiring attorneys, 

students, and recent graduates as excepted service. 

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. 

Individuals do not apply for a position under a hiring authority that takes disability into account because we do not have authority to 

hire under these special authorities as stated above. 

4. 

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Railroad Retirement Board FY 2022 

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. 

Answer N/A 

We do not have hiring authority under Schedule A and therefore, no training is provided on Schedule A. The RRB does not have the 

ability to use Schedule A hiring authority (non-competitive hiring) as it is an excepted service authority and our establishing 

legislation prohibits the use of most excepted service authorities, including Schedule A. This response stems from the Powers and 

Duties of the Board section of the RRA of 1974. The specific language is located in 45 USC 231f(b)(9). Nevertheless, our agency 

has created work-arounds for this limitation to comply with other OMB rules, such as hiring attorneys, students, and recent 

graduates as excepted service. 

B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS 

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in 

securing and maintaining employment. 

Internally, RRB has an Employees with Disabilities Advisory Council (EDAC), which serves as an advocate and catalyst for change 

and also helps to provide strategic direction. Externally, RRB engages with various related Affinity Groups. Since FY2020, the 

Bureau of Human Resources has established and maintained contacts with eleven organizations that assist PWDs and PWTDs. 

These organizations include the Chicago Lighthouse, Aspire Non-Profit, Trinity Services, Inc., Search, Inc., Goodwill Chicago, 

America Works, the City of Chicago, the Department of Human Services, Independent Living and Transition Advocate Progress 

Center, and Southwest American Job Center. HR has secured a designated contact person including their email address and 

telephone number at each of these organizations. HR sends our vacancy notices to them and in turn they disseminate the 

information to clients being serviced by their organization. Continuing throughout FY 2022, HR staff was not able to attend inperson career fairs due to COVID-19. 

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING) 

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. 

a. New Hires for Permanent Workforce (PWD) Answer Yes 

b. New Hires for Permanent Workforce (PWTD) Answer Yes 

The hiring rate for PWD in FY 2022 was 15 or 2% which is below the EEOC target of 12%. The hiring rate for PWTD in FY 2022 

was non-existent (0). None of RRB’s new hires in FY 2022 was a PWTD, which is also below the EEOC target of 2%. 

New Hires Total 

(#) 

Reportable Disability Targeted Disability 

Permanent 

Workforce 

(%) 

Temporary 

Workforce 

(%) 

Permanent 

Workforce 

(%) 

Temporary 

Workforce 

(%) 

% of Total 

Applicants 

% of Qualified 

Applicants 

% of New Hires 

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. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box. 

a. New Hires for MCO (PWD) Answer Yes 

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Railroad Retirement Board FY 2022 

b. New Hires for MCO (PWTD) Answer Yes 

2 (or 0.3 percent) PWDs were hired in FY 2022 for MCO 2210 (Information Technology). 8 (or 1.1 percent) PWDs were hired in 

FY 2022 for MCO 0993 (Railroad Retirement Claims Examining). No PWDs was hired in FY 2022 in the following MCO series: 

0301 (Miscellaneous Administration & Program). No PWTDs were hired in FY 2022 for the following MCO series: 2210 

(Information Technology), 0993 (Railroad Retirement Claims Examining) and 0301 (Miscellaneous Administration & Program) 

New Hires to Mission-Critical Occupations 

Total 

(#) 

Reportable Disability Targetable Disability 

New Hires 

(%) 

New Hires 

(%) 

Numerical Goal -- 12% 2% 

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. Select “n/a” if 

the applicant data is not available for your agency, and describe your plan to provide the data in the text box. 

a. Qualified Applicants for MCO (PWD) Answer N/A 

b. Qualified Applicants for MCO (PWTD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround USA Staffing limitations. 

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. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box. 

a. Promotions for MCO (PWD) Answer No 

b. Promotions for MCO (PWTD) Answer No 

Disability Promotion in FY 2022 (TOTAL PROMOTIONS – 102), Number # of Promotions who were PWD = 18 or 17.6 percent, 

Number # of Promotions who were PWTDs = 2 or 2 percent, Due to applicant flow data limitations during FY 2022, RRB is still 

working on drill down promotion data for MCOs. 

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. 

A. ADVANCEMENT PROGRAM PLAN 

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for advancement. 

All managers and supervisors are encouraged to promote the career development of all employees, including individuals with 

disabilities and individuals with targeted disabilities. OEO continues to promote workplace diversity goals and opportunities 

through the Employees with Disabilities Advisory Council (EDAC). 

B. CAREER DEVELOPMENT OPPORTUNITES 

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Railroad Retirement Board FY 2022 

1. Please describe the career development opportunities that the agency provides to its employees. 

RRB has a variety of career development programs that require supervisory approval but not competition, including: (1) Executive 

coaching; (2) Pathways internships as of FY 2023; (3) multiple training opportunities for employees at all grade levels; and (4) 

training program for new supervisors. RRB continues to use career ladder promotions as a recruitment strategy to hire at the entry 

level with development, growth, and promotion potential. In addition, RRB employees also have access to training/career 

development courses through the following means:  RRB University is the agency’s learning management system (LMS) and the 

official system of record for all training and development records. The system delivers both mandatory and developmental training 

assignments and opportunities. RRB University’s learning resources can also be used as quick references, as practical job aids to 

gain in-depth knowledge, or to practice skills.  Treasury Executive Institute (TEI) – In partnership with the Department of 

Treasury, RRB routinely promotes the use of the TEI for leadership development for GS 14s, GS 15 and SES. TEI’s leadership 

development programs align with the Office of Personnel Management (OPM) Executive Core Qualifications (ECQ) and their 

supporting competencies. In addition, TEI provides coaching, a powerful tool for any RRB manager seeking to develop others and 

maximize employee performance and engagement.  On a yearly basis, the RRB also encourages all employees to complete and 

submit to their supervisor an Individual Development Plan (IDP). The RRB hosts workshops and opportunities for any employee 

interested in participating in the IDP process. 

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 N/A N/A N/A N/A N/A N/A 

Mentoring Programs N/A N/A N/A N/A N/A N/A 

Coaching Programs N/A N/A N/A N/A N/A N/A 

Training Programs N/A N/A N/A N/A N/A N/A 

Detail Programs N/A N/A N/A N/A N/A N/A 

Other Career Development 

Programs 

N/A N/A N/A N/A N/A N/A 

Fellowship Programs N/A N/A N/A N/A N/A N/A 

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. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box. 

a. Applicants (PWD) Answer N/A 

b. Selections (PWD) Answer N/A 

Not applicable. The Agency does not have career development programs that require competition. 

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.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box. 

a. Applicants (PWTD) Answer N/A 

b. Selections (PWTD) Answer N/A 

Not applicable. The Agency does not have career development programs that require competition. 

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Railroad Retirement Board FY 2022 

C. AWARDS 

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. 

a. Awards, Bonuses, & Incentives (PWD) Answer No 

b. Awards, Bonuses, & Incentives (PWTD) Answer No 

Time-Off Awards Total (#) 

Reportable 

Disability % 

Without Reportable 

Disability % 

Targeted Disability 

% 

Without Targeted 

Disability % 

Cash Awards Total (#) 

Reportable 

Disability % 

Without Reportable 

Disability % 

Targeted Disability 

% 

Without Targeted 

Disability % 

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. 

a. Pay Increases (PWD) Answer No 

b. Pay Increases (PWTD) Answer No 

Other Awards Total (#) 

Reportable 

Disability % 

Without Reportable 

Disability % 

Targeted Disability 

% 

Without Targeted 

Disability % 

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. 

a. Other Types of Recognition (PWD) Answer N/A 

b. Other Types of Recognition (PWTD) Answer N/A 

D. PROMOTIONS 

1. Does your agency have a trigger involving PWD 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. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box. 

a. SES 

i. Qualified Internal Applicants (PWD) Answer N/A 

ii. Internal Selections (PWD) Answer N/A 

b. Grade GS-15 

i. Qualified Internal Applicants (PWD) Answer N/A 

ii. Internal Selections (PWD) Answer N/A 

c. Grade GS-14 

i. Qualified Internal Applicants (PWD) Answer N/A 

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Railroad Retirement Board FY 2022 

ii. Internal Selections (PWD) 

d. Grade GS-13 

i. Qualified Internal Applicants (PWD) 

ii. Internal Selections (PWD) 

Answer 

Answer 

Answer 

N/A 

N/A 

N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround USA Staffing limitations. However, our 

current FY 2022 show that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 promotions, 

PWDs accounted for 5 or 20 percent. No PWTDs were promoted. 

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. Select “n/a” if the applicant data is not available for your agency, and 

describe your plan to provide the data in the text box. 

a. SES 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

b. Grade GS-15 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

c. Grade GS-14 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

d. Grade GS-13 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround for USA Staffing limitations. However, 

our current FY 2022 data shows that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 

promotions, PWDs accounted for 5 or 25 percent. Of the 5 promotions, 1 PWD or 5 percent was selected for an internal promotion 

and 4 PWDs or 20 percent were external selection. No PWTDs or 0 percent were promoted. 

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. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box. 

a. New Hires to SES (PWD) Answer N/A 

b. New Hires to GS-15 (PWD) Answer N/A 

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Railroad Retirement Board FY 2022 

c. New Hires to GS-14 (PWD) Answer N/A 

d. New Hires to GS-13 (PWD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround for USA Staffing limitations. However, 

our current FY 2022 data shows that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 

promotions, 4 PWDs or 20 percent were new hires (external). No PWTDs were promoted. 

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. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box. 

a. New Hires to SES (PWTD) Answer N/A 

b. New Hires to GS-15 (PWTD) Answer N/A 

c. New Hires to GS-14 (PWTD) Answer N/A 

d. New Hires to GS-13 (PWTD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround USA Staffing limitations. However, our 

current FY 2022 data show that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 promotions, 

no PWTDs was selected. 

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. Select “n/a” if the applicant data is not 

available for your agency, and describe your plan to provide the data in the text box. 

a. Executives 

i. Qualified Internal Applicants (PWD) Answer N/A 

ii. Internal Selections (PWD) Answer N/A 

b. Managers 

i. Qualified Internal Applicants (PWD) Answer N/A 

ii. Internal Selections (PWD) Answer N/A 

c. Supervisors 

i. Qualified Internal Applicants (PWD) Answer N/A 

ii. Internal Selections (PWD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround for USA Staffing limitations. However, 

our current FY 2022 data shows that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 

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Railroad Retirement Board FY 2022 

promotions, PWDs accounted for 5 or 20 percent. No PWTDs were promoted. 

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. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box. 

a. Executives 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

b. Managers 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

c. Supervisors 

i. Qualified Internal Applicants (PWTD) Answer N/A 

ii. Internal Selections (PWTD) Answer N/A 

RRB uses the services of OPM (USA Staffing) for the collection of applicant flow data (AFD). Currently, USA Staffing does not 

capture interview data (Tables A/B7 & A/B8). This limitation is a common challenge among all USA Staffing customers. RRB will 

explore short-term strategies using agency’s internal HR data as a temporary workaround USA Staffing limitations. However, our 

current FY 2022 show that there were 20 promotions (internal and external) in the GS 13 to SES cluster. Of the 20 promotions, 

PWDs accounted for 5 or 20 percent. No PWTDs were promoted. 

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. Select “n/a” if the applicant data is 

not available for your agency, and describe your plan to provide the data in the text box. 

a. New Hires for Executives (PWD) Answer N/A 

b. New Hires for Managers (PWD) Answer N/A 

c. New Hires for Supervisors (PWD) Answer N/A 

Of the 20 promotions, no internal and external PWDs were selected. 

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. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box. 

a. New Hires for Executives (PWTD) Answer N/A 

b. New Hires for Managers (PWTD) Answer N/A 

c. New Hires for Supervisors (PWTD) Answer N/A 

Of the 20 promotions, no internal and external PWTDs was selected. 

Section VI: Plan to Improve Retention of Persons with Disabilities 

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Railroad Retirement Board FY 2022 

To be 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 assistance services. 

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS 

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. 

Answer N/A 

The agency is restricted from using Schedule A. 

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. 

a.Voluntary Separations (PWD) Answer Yes 

b.Involuntary Separations (PWD) Answer Yes 

During FY 2022, RRB had 116 voluntary and 7 involuntary separations. PWDs accounted for 30 or 24.4 percent of total separations. 

Separations Total # Reportable Disabilities % 

Without Reportable 

Disabilities % 

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. 

a.Voluntary Separations (PWTD) Answer Yes 

b.Involuntary Separations (PWTD) Answer Yes 

During FY 2022, RRB had 116 voluntary and 7 involuntary separations. PWTDs accounted for 6 or 5 percent of total separations. 

Seperations Total # Targeted Disabilities % 

Without Targeted Disabilities 

% 

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. 

Exit interview results for FY 2022 are not reliable (incomplete) because RRB only added disability related questions to our exit 

survey in August 2022. Preliminary review of 2022 exit separations indicate that most employees transferred to another federal 

agency for a promotion or better opportunity. 

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES 

Pursuant to 29 CFR §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 for a 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. 

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Railroad Retirement Board FY 2022 

https://www.rrb.gov/Resources/OfficeOfEqualOpportunity/Nondiscrimination 

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 address https://www.rrb.gov/Policy#aba contains information on rights associated with Section 508 of the Rehabilitation Act; 

however, the site does not include information on how to file a related complaint. 

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/or technology. 

RRB continues to ensure access to our facilities for people with disabilities. RRB covers the 508 requirements as part of all new 

internally developed applications and Commercial Off-the-Shelf (COTS) purchases. Any information published on the agency's 

public website is checked and confirmed to be 508 compliant prior to publication. Job applications are processed through 

USAJOBS. 

C. REASONABLE ACCOMMODATION PROGRAM 

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 time frame 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.) 

30 days. 

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. 

RRB effectively operates a Reasonable Accommodation Program, including having a designated Reasonable Accommodation 

Coordinator. During FY 2022, RRB received and timely processed 15 reasonable accommodation requests. RRB highlights 

disability topics through information and articles in the OEO newsletter. RRB includes information about Special Emphasis 

Observances and the Reasonable Accommodation Program on its intranet webpage; The RRB Reasonable Accommodation 

Coordinator provides a briefing to all new employees during orientation on reasonable accommodation procedures. In addition, the 

information is available on the intranet via the Bureau of Human Resources Employee link entitled “Accommodation for 

Individuals with Disabilities” at: http://boardwalk.intappsprod.usrrb.ad.local/rrbintranet/default.asp?division=Office+of 

+Administration&group=Bureau +of+Human+Resources&subgroup=Accommodation+for+Individuals+with+Disabilities and on 

the agency’s public website at: https://www.rrb.gov/Resources/OfficeOfEqualOpportunity/EEOPolicies 

D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE 

WORKPLACE 

Pursuant to 29 CFR §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. 

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Railroad Retirement Board FY 2022 

RRB's PAS procedure is included in the agency's Reasonable Accommodation Policy. RRB had no request for PAS in FY2022, 

thus no data is available on this. PAS training is incorporated into the mandatory RA training for supervisors. 

Section VII: EEO Complaint and Findings Data 

A. EEO COMPLAINT DATA INVOLVING HARASSMENT 

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

to the governmentwide 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? 

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. 

The agency had no findings of discrimination alleging harassment based on a disability during FY2022. 

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION 

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. 

The RRB had no findings of discrimination involving the failure to provide a reasonable accommodation during FY2022. 

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 

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Railroad Retirement Board FY 2022 

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

While no barriers have yet been identified, PWD and PWTD-related triggers are the single highest priority of the trigger areas being 

investigated in FY 2023 (as identified in Part I). The PWD/PWTD triggers related to low participation of PWD and PWTD in 3 

MCOs (2210, 0993, 0301)and senior grades are described in Part J. The high separation rate of PWDs and PWTDS in FY 2022 will 

also be investigated. One overarching factor that impacts the ability of the agency to conduct effective barrier analyses of PWD and 

PWTD is the accuracy of its disability status, recruitment and outreach data. 

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

barrier(s). 

While no barriers have yet been identified, PWD and PWTD-related triggers are the single highest priority of the trigger areas being 

investigated in FY 2023 (as identified in Part I). The PWD/PWTD triggers related to low participation of PWD and PWTD in 3 

MCOs (2210, 0993, 0301)and senior grades are described in Part J. The high separation rate of PWDs and PWTDS in FY 2022 will 

also be investigated. One overarching factor that impacts the ability of the agency to conduct effective barrier analyses of PWD and 

PWTD is the accuracy of its disability status, recruitment and outreach data. 

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. 

N/A 

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