FEDERAL MARITIME COMMISSION

DIVERSITY, EQUITY, INCLUSION, & ACCESSIBILITY

STRATEGIC PLAN

Fiscal Year 2022

FMC’s DEIA strategy to support the PEOPLE who carry on the FMC’s mission 

to ensure a competitive and reliable international ocean transportation supply system that 

supports the U.S. economy and protects the public from unfair and deceptive practices
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Table of Contents

MESSAGE FROM CHAIRMAN MAFFEI............................................................................................ 2

MESSAGE FROM THE OFFICE OF EQUAL EMPLOYMENT OPPORTUNITY ..................................... 3

I. OVERVIEW............................................................................................................................... 4

II. AGENCY MISSION and VISION for DEIA ................................................................................. 5

FMC MISSION STATEMENT ................................................................................................ 5

FMC DEIA VISION................................................................................................................ 5

III. DEIA IMPLEMENTATION TEAM and PROGRAM STRUCTURE................................................ 5

FMC DEIA PROGRAM.......................................................................................................... 6

Office of Equal Employment Opportunity ......................................................................... 7

FMC DEIA Council ............................................................................................................... 7

PROGRAM GOALS and INITIATIVES ................................................................................... 8

DEIA COUNCIL STRATEGIES and OBJECTIVES .................................................................. 10

ASSESSING PROGRESS ...................................................................................................... 11

 
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MESSAGE FROM CHAIRMAN MAFFEI

The Federal Maritime Commission (FMC or Commission) is committed to our Strategic Plan 

(“Strategic Plan”) to advance diversity, equity, inclusion, and accessibility (DEIA) within our 

workforce. The FMC emphasizes the importance of DEIA in our workforce to promote a better, 

more productive environment that yields meaningful results for the public that we serve. A 

workforce that promotes DEIA will better reflect the communities we serve and will more 

effectively service their needs.

While the FMC has promoted DEIA in the past, this DEIA Strategic Plan will ensure that we are 

continuously setting new goals and promoting new efforts to achieve them. The DEIA Strategic 

Plan outlines several challenges that the FMC currently faces and several specific strategies and 

objectives that the FMC can take to solve those challenges. 

The implementation of the DEIA Strategic Plan will not be without impediments, but the FMC

remains dedicated to its success. The DEIA Council will ensure that the FMC is progressing toward

achieving these objectives and will continue to address new challenges as they arise. Additionally, 

the DEIA Implementation Team will execute the DEIA Strategic Plan and its specific initiatives. 

This DEIA Strategic Plan aligns with Executive Order 14035, Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce, released by the White House in 2021. In furtherance of 

the Executive Order, the FMC will promote best practices and opportunities to ensure that 

diversity, equity, inclusion, and accessibility are achieved in our workforce and continue to work 

and foster DEIA in furtherance of other government-wide initiatives to promote diversity, equity, 

inclusion, and accessibility in the federal workforce. 

I look forward to continuing efforts to promote DEIA at the FMC and remain committed to 

becoming the best workforce that we can be. 

Sincerely,

Daniel B. Maffei

Chairman, Federal Maritime Commission
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MESSAGE FROM THE OFFICE OF EQUAL EMPLOYMENT 

OPPORTUNITY

The FMC’s Office of Equal Employment Opportunity (OEEO) is proud to share the FMC’s 

Diversity, Equity, Inclusion, and Accessibility Strategic Plan. This DEIA Strategic Plan outlines 

our current efforts to promote DEIA in our workforce and sets out several strategies and objectives 

so that we continue to progress and prioritize DEIA.

As the lead for DEIA initiatives within the agency, the OEEO emphasizes the importance of DEIA 

within the workforce. A diverse and inclusive work environment will help the FMC succeed in 

representing the communities that we serve and promoting the interests of all. A diverse and 

inclusive work environment will also help the FMC achieve its mission of competition and 

integrity for America’s ocean supply chain. As the office charged with ensuring that FMC adheres 

to policies and practices that promote equal employment opportunities, prevent and correct 

discrimination and harassment, and affirmatively advance access and opportunities for individuals 

with disabilities, OEEO understands the benefits of a workplace where equity is engrained. We 

understand the value of DEIA and know its benefits to the organization when executed beyond the 

requirements of EEO law. We understand that when all employees are included and have access 

to the support, tools, and resources to help them succeed, success in performing our mission 

naturally follows.

This DEIA Strategic Plan outlines five specific goals that the OEEO will work to promote and 

achieve in furtherance of DEIA. OEEO is excited to work with the DEIA Council and DEIA

Implementation Team in integrating strategies and efforts to accomplish diversity, equity, 

inclusion, and accessibility goals within the agency. 

In the coming months, the OEEO will use this DEIA Strategic Plan as a roadmap to ensure that 

we are staying on track to complete our goals. We will also continue updating this DEIA Strategic 

Plan as we create new initiatives and continue to remove barriers to DEIA in our workforce.

The Office of Equal Employment Opportunity is excited and looking forward to seeing this DEIA 

Strategic Plan’s successful implementation and will remain committed to promoting diversity, 

equity, inclusion, and accessibility at the Federal Maritime Commission.

Sincerely,

Camella M. Woodham

Director, Office of Equal Employment Opportunity 
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I. OVERVIEW 

The Federal Maritime Commission (FMC, Commission, or Agency) is an independent agency 

charged with regulating liner shipping in the U.S. international trades. From its creation in 1961, 

the bipartisan commission has ensured a competitive and reliable international ocean 

transportation supply system that supports the U.S. economy and job growth, and protects the 

public from unlawful, unfair, and deceptive practices.

 

The FMC is composed of five Commissioners nominated by the President and confirmed by the 

Senate, each serving a staggered five-year term. The Commission is a bipartisan body; no more 

than three members of the Commission may be of the same political party. One Commissioner, 

designated by the President, serves as the Chairman, Chief Executive, and Chief Administrative 

Officer of the Commission. 

Although most of the FMC’s personnel are located in Washington, D.C., the FMC also maintains a 

presence in Los Angeles, Seattle, New York, New Orleans, Houston, and South Florida through Area 

Representatives. These Area Representatives serve the major ports and transportation centers 

within their respective geographic areas, and provide information, liaison, and investigatory 

services on behalf of the FMC. The FMC currently operates with 118 full timestaff.

The FMC is committed to equal employment opportunity and a discrimination-free and inclusive 

workplace where employees are supported and encouraged as they execute the FMC mission, in 

the form of equitable and inclusive service to stakeholders and the American public.
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II. AGENCY MISSION and VISION for DEIA 

FMC MISSION STATEMENT 

 

Ensure a competitive and reliable international ocean transportation supply system that supports 

the U.S. economy and protects the public from unfair and deceptive practices. 

FMC DEIA VISION 

 

The FMC is in the process of revamping its current Diversity and Inclusion Council in the form of a 

Council for Diversity Equity, Inclusion and Accessibility (“DEIA Council”). The DEIA Council will 

continue its current vision of an FMC workforce representing the diversity of the communities we 

serve and foster a more diverse, equitable, and inclusive culture for employees and the public we 

serve. The program maintains that this diversity should exist across the breadth (functions) and 

depth (hierarchy) of the agency. In implementing this vision, the DEIA Council willwork to integrate 

best practices for diversity, equity, and inclusion into agency policies and programs. When fully 

implemented, the DEIA Council will serve as an advisory body that implements the DEIA initiative 

and advises the FMC management. It will also provide research, recommendations, event support, 

and policy guidance to the FMC leadership. 

The DEIA Council is currently managed by the OEEO Director and is supported by staff members 

from a cross section of program offices, including the three (3) EEO counselors, who support the 

DEIA Council as an additional collateral duty.

 

III. DEIA IMPLEMENTATION TEAM and PROGRAM STRUCTURE 

 

The FMC fully supports the President's agenda to advance equity across the government and has 

taken measures to implement each of the equityexecutive orders. To that end, and in furtherance 

of the requirements contained in E.O. 14035, Advancing Diversity, Equity, Inclusion, and 

Accessibility in the Federal Workforce, the agency has assembled an Equity Implementation Team 

to include senior members of the FMC from a cross section of offices, including the Office of the 

Chairman, Office of Equal Employment Opportunity, Office of Human Resources, Office of the 

Managing Director, and the Office of the General Counsel. Additionally, the FMC submitted a 

survey on the use of DEIA promising practices at the Commission; conducted a self-assessment 

focusing on the current structure of DEIA programs and initiatives and, assessing equity in the 

FMC's employment practices and culture; and identified high impact areas of improvement.

The ChairmanoftheFMC has reaffirmed hissupportandcommitmentto thisimportanteffort.

TheFMC DEIA Teamstandsreadytofurther advancethe goalsof E.O. 14035 and participate in

government-wide efforts to strengthen diversity, equity, inclusion, and accessibility in the 

Federalworkforce.
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FMC DEIA PROGRAM 

The FMC DEIA Program exists through the coordinated efforts of the DEIA Implementation Team, 

the Office of Equal Employment Opportunity, and the DEIA Council.

FMC DEIA Implementation Team 

 

As noted above, the DEIA Implementation Team was formed to advance the requirements 

contained in E.O. 14035, Advancing Diversity, Equity, Inclusion, and Accessibility in the Federal 

Workforce. Beginning in August of 2021, the Implementation Team collaborated to assess the 

agency’s current performance in advancing DEIA. The Implementation Team explored existing 

programs and initiatives and assessed and identified areas for improvement. As part of this initial 

work, the Implementation Team examined its current Diversity and Inclusion Program to identify 

opportunities to maximize the program’s effectiveness and to maximize the program’s access to 

limited resources. 
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As noted, the Implementation Team comes from a cross section of senior leaders from across 

program offices. The following chart identifies the current Implementation Team members:

 

 

Office of Equal Employment Opportunity 

The lead for DEIA initiatives within the agency is the agency’s OEEO Director, located in the Office 

of Equal Employment Opportunity under the Office of the Chairman. During FY 2022, the FMC, 

through the work of the DEIA Implementation Team has begun work to stand up its DEIA 

program. As of September 2021, the newly installed OEEO Director serves as the Diversity and 

Inclusion Officer for the agency and also serves as a standing member on the DEIA Council. 

 

FMC DEIA Council 

The DEIA Council at the FMC will work to integrate best practices for diversity, equity and inclusion 

into agency policies and programs. During the coming months, the FMC will develop and 

strengthen an annual work plan that addresses the goals, strategies and objectives outlined below. 

Name Title OFFICE 

Mary Hoang Chief of Staff Office of the Chairman

Camella Woodham OEEO Director Office of Equal Employment 

Opportunity

Courtney Killion Chief Human Capital Officer 

(CHCO)/Chief Learning Officer (CLO)

Office of Human Resources

Katia Kroutil Assistant General Counsel Office of the General Counsel

Lucille Marvin Managing Director Office of the Managing Director

Patrick Moore Chief Financial Officer Office of the Managing Director

Tara Nielsen Counsel to the Managing Director Office of the Managing Director

Christine 

Stavropoulos

Program Support Specialist, Office of 

the Chairman/DEIA Council Member

Office of the Chairman
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PROGRAM GOALS and INITIATIVES 

The FMC developed initial goals and initiatives based on information from its self-assessments, as 

well as feedback from the government-wide DEIA team. As part of the FMC’s self-assessment, we 

identified the following areas for improvement and/or continued monitoring:

RESOURCES FOR TARGETED BARRIER ANALYSIS, TRAINING AND PROGRAM DEVELOPMENT

The FMC currently has one full-time OEEO Director, who works collaterally across two 

independent agencies, to directly support the agency’s DEIA programs and/or initiatives, and three 

collateral-duty EEO Counselors. The OEEO does not have an independent budget. The OEEO is 

funded through the FMC’s overall appropriation. The office is able to utilize the FMC’s training 

budget to implement any specific at-cost DEIA or EEO training for FMC staff. Additional resources 

such as approved DEIA and data analysis training and/or vendors to provide training would assist 

the agency in being able to implement a DEIA program and initiatives.

Upon assessment of FMC resource requirements, at this time, the Commission plans to utilize 

collateral duty positions and existing funding for its DEIA program. The Commission is also 

currently evaluating whether additional resources are necessary for DEIA initiatives. With respect

to the FY 2023 budget, if the FMC finds additional resources are necessary, the FMC will prioritize 

them in the execution of the budget and, if further resources are determined necessary, the 

agency will include the additional resources in future budget requests. 

As a small agency, the FMC has explored how other similarly situated agencies are meeting the 

requirements of E.O. 14035. Based on our current needs, and because of the intersecting 

objectives, we will absorb the needs of the DEIA program within our current EEO program 

structure. In addition to collateral duty staff, we will explore the use of detail assignments and 

interns, for added support to both programs.

INTEGRATION INTO AGENCY CULTURE

One challenge for the FMC is in determining how to broaden staff awareness of DEIA issues. The 

FMC has established an employee-led DEIA Council to assist with addressing these issues. A 

challenge before the DEIA Council will be to develop means to accurately identify and measure 

both EEO and non-EEO groups targeted for improved service and consideration. 

PARTICIPATION AND RECRUITMENT

Notwithstanding the statistical relevance of these numbers, and the inability to obtain applicant 

flow data for this assessment, a review of the FMC data reflects a low participation rate for Asian 

American, Native Hawaiian, Pacific Islander (AANPHI) employees (particularly for promotion – 0% 

and transfer – 0% accessions) as well as a lower number of females hired in FY 2020 (versus prior 

years). 

 
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Current numbers also reflect equal numbers of individuals hired across AANHPI, Black/African 

American (AA), and Hispanic/Latino new hires; additionally, 72% new hires in FY 2020 were White. 

When compared against the representation of Whites in the civilian labor force (72%) this number

is exactly on par, however, further exploration of representation in the agency’s mission critical 

occupations is warranted and will be explored in the FMC’s report under EEOC’s Management 

Directive 715.

Transfers to the agency were split 50/50 between White and Black/AA. Promotion accessions were 

60% White, 10% Hispanic, and 30% Black/AA. Percentage of females was 40% lower than male, 

and lower than both similarly size agencies and government wide. Veteran status is on-par with 

other similarly sized agencies and slightly less than government wide. The FMC hired more 

employees with disability status than similarly sized agencies and government wide. Females are 

more likely to be transferred or promoted into the agency than males. New hires were 

represented at a rate of 72% male and 90% non-veterans. Veterans made up half of promotions 

and transfers. 

In consideration of the above data, we identified the following as potential root causes: 

Unconscious bias in the transportation industry. As the FMC has a small profile, there may be a 

lack of community awareness about the FMC and its mission, as well as career opportunities at 

the FMC. This may contribute to a smaller applicant pool for all positions.

Limited applicant pool and lack of outreach to underrepresented groups/class to widen talent pool.

The FMC has a very specialized mission. While some FMC jobs only require general professional 

experience, other positions, such as a Transportation Industry Analyst, require highly specialized 

experience. Thus, the applicant pool for Transportation Industry Analysts, and similar positions, 

are limited. The agency has also considered whether technology access for certain underserved 

communities has impacted the applicant pool. In addressing these concerns, the FMC will carefully 

examine future applicant flow information and explore creative options in our efforts to expand 

our reach to underserved communities. This effort will include identifying new and underserved 

communities to expand awareness of job opportunities.

Utilizing information from the agency self-assessments and feedback, the program has identified 

5 broad program goals and several initiatives geared towards addressing the issues identified and 

achieving these goals. Listed below are the five identified program goals: 

 

1. Develop a Comprehensive Special Emphasis Program;

2. Develop external relationships and partnerships to expand outreach to underserved 

communities and to increase employee engagement and satisfaction;

3. Engage in continuous DEIA Strategic Planning;

4. Identify and deploy targeted training and education; and 

5. Implement a program of Self-Assessment, Barrier Analysis, and Reporting.
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STRATEGIC INITIATIVES TIMELINE 

INITIATIVE CORRESPONDING PROGRAM 

GOAL 

IMPLEMENTATION 

DEIA COUNSEL GOVERNANCE 

STRUCTURE REVAMPED

DEIA Strategic Planning 9/30/2022

ESTABLISH DEIA TEAM DEIA Strategic Planning 9/30/2022

DEVELOP SPECIAL EMPHASIS 

FEEDBACK/INPUT SURVEY

Self-Assessment, Barrier Analysis 

and Reporting

9/30/2022

DEVELOP NO FEAR ACT TRAINING Training and Education 9/30/2022

ESTABLISH DEIA LEARNING PATHS Training and Education FY 2023

ESTABLISH DEIA PERFORMANCE 

ELEMENT with Metrics

DEIA Strategic Planning FY 2023

DEVELOP 508 COMPLIANCE 

TRAINING

Training and Education FY 2023

DEVELOP ANTI-BIAS TRAINING Training and Education FY 2023

DEVELOP ANTI-HARASSMENT 

TRAINING

Training and Education FY 2023

SPECIAL EMPHASIS PROGRAMS Special Emphasis Programming FY 2023

EMPLOYEE RESOURCE/AFFINITY 

PARTICIPATION

Outreach FY 2023

MINORITY SERVING INSTITUTIONS 

PARTNERSHIPS/COORDINATION

Outreach FY 2023

ESTABLISH OCH QUARTERLY REVIEW Self-Assessment, Barrier Analysis 

and Reporting

FY 2023

DEIA COUNCIL STRATEGIES and OBJECTIVES 

1. Workforce Strategies 

• Overcoming barriers and challenges to recruitment, retention, and advancement of 

employees in groups with less than expected representation; and developing programs 

and initiatives to address the challenges and to change paradigms.

• Developing frameworks for integrating human resources programs into strategic 

planning, annual planning, and management accountability for achieving DEIA results 

agency-wide. 

2. Measurement and Evaluation Strategies 
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• Processing, measuring, evaluating, and reporting the FMC's progress, quality, and 

adequacy in planning, developing, and implementing DEIA workforce policies, 

strategies, projects, programs, and other risk management activities. 

3. Communication Strategies 

• Improving how the FMC participates, collaborates, and communicates with other 

Federal agencies on DEIA issues. 

4. Training and Education Strategies

• Moving the FMC workforce beyond awareness and toward applied learning and selfregulation and inclusion management. Develop recommendations for training, policies, 

and practices that foster a more diverse, equitable, and inclusive culture for employees, 

the public, and the local governments we serve.

ASSESSING PROGRESS 

 

Successful implementation of the FMC’s strategic initiatives will be measured and assessed 

against OPM’s DEIA Maturity Model. This model assesses agency performance against four 

indicators of maturity: DEIA approach, Diversity framework, Organizational structure, and 

DEIA integration with the goal of leading and sustaining DEIA practices as part of the FMC’s 

overall agency mission, vision, values, strategy, policies, practices, resources, and learning 

agendas.

This initial DEIA Strategic Plan does not contain specific metrics; however, within the workplan 

described above, the DEIA Program will identify benchmarks against which performance will 

be measured. The program also intends to conduct a quarterly review to identify successes as 

well as to target areas for improvement.