1

FEDERAL MEDIATION AND CONCILIATION SERVICE

FISCAL YEAR 2022

Diversity, Equity, Inclusion, and Accessibility (DEIA)

Strategic Plan
Page 2 of 21

FMCS DEIA Strategic Plan 2022

Agency Name:

Federal Mediation & Conciliation Service (FMCS) 

Include Information About Components within the Agency Not Covered by this Agency 

DEIA Strategic Plan, as applicable: As all components should be included within Agency DEIA 

Strategic Plans, please describe why components are not covered and where their strategic plans 

will be uploaded.

All components of the agency are covered in this plan.

DEIA Implementation Team:

The FMCS DEIA Team consists of the following:

Chair: Agency Head

Vice Chair: Deputy Director for Field Operations

Members: National Representative, Two (2) Regional Directors and the Directors of the 

following offices: Equal Opportunity, General Counsel, Human Resources, Procurement and 

Operations, Budget, Public Affairs, Center for Conflict Education, OMBUDS, and the 

following individuals: reasonable accommodations specialist, LR/LER specialist, Union 

Representative, and the Chief Strategy Officer.

Chief Diversity Officer: Identify the Chief Diversity Officer (CDO) of the agency, as described 

by recent OPM guidance. If the agency does not have a CDO, describe the steps the agency is 

taking to establish this role. 

Identify Chief Diversity 

Officer

Laquetta Jones Bigelow

If not currently 

established, what steps 

have been or will be taken 

to fill the role.

Jones Bigelow is the EEO Director, however due to the agency 

size and resources will also implement the duties of the Chief 

Diversity Officer.
Page 3 of 21

An overview of the collaboration between Agency DEIA Teams and Component DEIA 

Teams, including cross-functional processes used to develop this plan:

Space provided is only an example – take as much space as is needed

Since FMCS is a small agency with just over 200 Full Time Employees (FTEs), the DEIA 

Team has full scope and covers the entire agency. 

State of the Agency: Provide the agency’s mission statement and the agency’s DEIA vision 

statement. Include in this section the agency’s 3-5 most successful initiatives or programs, and 

3-5 biggest challenges to advancing DEIA throughout the entire agency. Please use other 

reports or write-ups as relevant to complete.

Space provided is only an example – take as much space as is needed

FMCS Mission Statement:

• Promote the development of sound and stable labor management relationships.

• Prevent or minimize work stoppages by assisting labor and management to settle their 

disputes through mediation.

• Advocate collective bargaining, mediation, and voluntary arbitration as the preferred 

processes for settling issues between employers and representatives of employees.

• Develop and advocate the art, science, and practice of conflict resolution through alternative 

dispute resolution (ADR).

• Assist parties in conflict through the provision of conflict resolution services; and

• Foster the establishment and maintenance of constructive joint processes to improve labormanagement relationships, employment security and organizational effectiveness.

FMCS DEIA Vision Statement:

FMCS will promote and advance policies, practices and processes that embed principles of 

Diversity, Equity, Inclusion and Accessibility throughout its workforce. FMCS will focus on 

ensuring equality for all people and building and sustaining a mission driven and inclusive 

culture.

FMCS remains committed to providing equal opportunity to all applicants and current 

employees. FMCS will continue to foster and support a diverse workforce where all 

employees feel included, connected, engaged and their skills and talents are fully utilized in its 

mission. The Plan aims to make FMCS a thriving workforce, where all employees are 

respected, quality of work life is valued, and employees reach full potential.

3-5 of FMCS most successful initiatives and programs:

1. Increase of DEIA related trainings throughout the agency.

2. Senior leadership prioritization of DEIA initiatives.

3. Updates to internal hiring directives and recruitment process to broaden the outreach to 

underserved communities. 
Page 4 of 21

3 biggest challenges to advancing DEIA throughout the agency:

1. Availability of resources

2. Geographically distributed staff requiring additional time and resources to provide 

training.

3. Updating and disseminating updated policies supporting DEIA initiatives.

Agency DEIA Strategic Plan Governance Structure & Team: Description of leadership and 

teams advancing DEIA across the entire agency and within each component. This should include 

the governance structure being used to oversee DEIA progress of both the working teams and of 

leadership engagement. Explain how leadership of the agency will be actively engaged and 

supportive of DEIA efforts. In particular, describe how leadership will support internal quarterly 

goals and the process by which leadership will provide ongoing feedback. Agencies are 

encouraged to include information on the structure and management of their DEIA

implementations teams and across components, as applicable.

Leadership involved to 

champion and advance DEIA

(At the agency and 

component level)

All FMCS Senior Executives to include the Acting Agency 

Head and all supervisors.

Cadence of leadership 

engagement

Monthly: The EEO Director will collect metrics and report 

this information to the SES within FMCS.

Quarterly: The Agency Head will chair the FMCS DEIA 

Implementation Team.

Semi-Annually: The Agency Head and FMCS EEO Director 

will brief all employees of the agency our implementation of 

the agency’s DEIA plan.

Annually: The FMCS EEO Director will draft a report 

providing our agency’s status implementing the DEIA plan. 

The Agency Head will approve and publish this plan.

Mechanism of quarterly 

review by agency head

The Agency Head will chair the FMCS quarterly DEIA 

Implementation Team meeting.

Plan for integration of DEIA 

into decision-making, 

governance, mission, and 

goals 

FMCS being a small agency, all key decision makers are on 

the implementation team and will ensure all requirements are 

implemented throughout all activities.
Page 5 of 21

Team members and structure 

(at agency and component 

level)

Include organization chart or graphic, if relevant

The FMCS DEIA Team consists of the following:

Chair: Agency Head

Vice Chair: Deputy Director for Field Operations

Members: National Representative, Two (2) Regional 

Directors and the Directors of the following offices: Equal 

Opportunity, General Counsel, Human Resources, 

Procurement and Operations, Budget, Public Affairs, Center 

for Conflict Education, OMBUDS, and the following 

individuals: reasonable accommodations specialist, LR/LER 

specialist, Union Representative, and the FMCS Statistical 

Officer.

Governance: How team will 

work together 

This team will utilize an agenda and will vote on proposals in 

a consensus manner. In the very unlikely event when 

consensus in not achievable the Agency Head reserves the 

right to make the decisions for this group.

DEIA Budget: Describe budget efforts that are supporting and advancing DEIA. Explain how 

the agency is directing resources to support the efforts described in this strategic plan. Include 

any requests for new resources included in the FY23 Budget, including staff, and any new 

requests anticipated for future years. 

Space provided is only an example – take as much space as is needed

The FMCS has increased efforts to advancing DEIA initiatives by hiring a dedicated full-time 

EEO Director with no collateral duties and providing the new Director with detailed 

administrative support to assist with implementing all DEIA requirements. In addition, the 

agency has hired a contractor for the conducting of a barrier analysis, drafting of the MD-715, 

and providing additional EEO related trainings. The FMCS recently signed a MOU with the

NLRB Inspector General to provide IG services for our agency. 

DEIA and Interagency Initiatives: Describe how the CDO and other executives responsible for 

DEIA will engage in and integrate with other interagency initiatives, such as the President’s 

Management Agenda, agency implementation of the Equity Executive Order, programmatic 

equity initiatives, etc.

Space provided is only an example – take as much space as is needed.
Page 6 of 21

The CDO and all members of the SES, as well as the FMCS DEIA Implementation Team will 

utilize the President’s Management Agenda, the Equity Executive Order, and all other 

appropriate guidance and resources to integrate into all agency planning and operations. The 

DIEA Implementation Team will review these resources and carefully evaluate all internal 

policies and directives to ensure DEIA is well integrated and sustained within FMCS. The 

FMCS 2022-2026 Strategic Plan lists advancing equity as an administration policy priority and 

will have several initiatives to meet this strategic priority. The FMCS operating principles are 

to utilize data and evidence-based decision-making; focus on continuous improvement; adopt 

a collaborative whole-of-agency mandate with partnership engagement; prioritize

accountability and sustainability; and understand the perspective of the entire FMCS 

workforce and those who we provide services too.

Identification and Advancement of DEIA Priorities (DEIA Roadmap for Agency Action):

Identify 4-5 DEIA priorities/goals that the agency will focus on for calendar year 2022 and 

categorize the priorities/goals based on the Government-wide DEIA Plan. Please include at least 

one priority/goal per DEIA category (diversity, equity, inclusion, and accessibility). You may 

include priorities/goals for which the agency will have actions and activities that continue 

beyond 2022, but include measures that can be assessed quarterly and annually. These 

priorities should be in alignment with any potential barriers and challenges identified in the 

Agency DEIA Self-Assessment and feedback received about that assessment to your agency and 

components. Identify the priorities/goals as actionable. 

For each of the identified DEIA priorities/goals, identify the strategies, action items and owners, 

and operational activities and outcomes needed to achieve the priority. Agencies should 

minimize the use of outcome measures that are based solely on the completion of a discrete task 

or activity. For each action item, include the responsible individuals or teams within the agency 

and resources that will be dedicated to advancing the priority.

As you are building out the goals and action items, identify how these priorities incorporate 

strategies to advance hiring, promotion, retention, recruitment, reasonable accommodations, 

inclusive culture, and your agency’s broader DEIA agenda. When identifying responsible 

individuals and teams, note when leadership engagement is needed.

We encourage your agency to include the metrics identified as part of this Agency DEIA 

Strategic Plan within its broader Agency Strategic Plan FY22-26 to embed DEIA goals and 

leadership accountability as broader priorities. See the list of sample metrics and measures at 

the end of this document for suggestions agencies may use.

Diversity (Recommend priority(ies): DEIA Program(s) structure and management)

Priority/Goal Recruit and promote the nation’s best talent reflective of the make-up of 

the nation utilizing merit-based principles. 

Strategies 1. Analyze demographics of the FMCS workforce

2. Review and update policies and procedures involving recruiting 

and hiring to determine needed modifications.
Page 7 of 21

3. Increase outreach activities to underrepresented individuals and 

entities to improve FMCS diversity.

4. Review promotions to determine merit-based principals were 

followed

Actions

1. Create multi-year hiring projections and develop an outreach and 

recruitment plan to seek a diverse applicant pool.

2. Evaluate post-audit applicant flow data regarding the recruitment 

process, initial hiring processes, and opportunities for current 

employees who apply for internal opportunities.

3. Selection panels and hiring officials’ complete trainings that promote 

adherence to merit system principles.

4. Assess whether recruitment materials are effective in attracting a 

broad range of talent, including individuals from underserved 

communities.

5. Create training programs to assist in developing a diverse group of 

employees for additional responsibilities

6. Develop policies and procedures for reporting to an external Inspector 

General (IG). 

Operational 

activities to 

measure progress 

(quarterly 

measures)

1. Director of Human Resources

2. Director of Equal Opportunity

3. Chief Strategy Officer 

Outcome 

measures 

(annual) to assess 

progress

1. Annual projection report to cover past, current and the next FY.

2. Number of new employees hired and % of those who meet DEIA 

criteria.

3. Number of outreach activities and % to underserved populations.

4. % of hiring officials and panel members completing merit-based 

system principals training. 

5. % of applicants and new employees report finding recruiting 

materials as either “very useful” or “useful” on post recruitment 

evaluation.

6. % of employees completing developmental programs as either 

“very useful” or “useful” with the ability to determine across 

demographic indicators 

7. FEVS New IQ Index

8. % of SES with DEIA outcomes in their performance goals

Responsible 

individuals or 

teams

1. Agency Head

2. Deputy Director for Field Operations

3. Director of Human Resources

4. Director of Equal Opportunity

5. Chief Strategy Officer
Page 8 of 21

Dedicated 

Resources, such 

as funding 

FMCS will provide additional resources if needed for the above priority 

goal.

Equity (Recommended priority(ies): Pay & Compensation, Recruiting, Hiring, 

Promotion, and Retention)

Priority/Goal All FMCS employees have equal opportunities to advance in their careers 

and grow as leaders by mitigating any potential biases or barriers to 

professional development and promotion.

Strategies 1. Assess policies and processes evaluating potential biases or 

barriers.

2. Develop professional developmental opportunities.

Actions 1. Review internal pay demographics to ensure all staff are equitably 

compensated. 

2. Review pay setting policies and determine appropriate 

compensation for positions.

3. Increase FMCS staff ability to serve in internal / external agency 

details for professional development.

4. Evaluate leadership and career development programs to increase 

access to opportunities, including for members of underserved 

communities.

5. Train supervisors enhancing their ability to provide career 

development advice and mentorship.

6. Ensure all support services are available to all individuals.

Operational 

activities to 

measure progress 

(quarterly 

measures)

 

 1. Director of Human Resources

 2. Director of Equal Opportunity

 3. FMCS Statistical Officer

 4. Center for Conflict Resolution Education

Outcome 

measures 

(annual) to assess 

progress

1. Variance (if any) by % and total dollar of similarly situated 

individuals’ compensation.

2. Completion of pay setting review.

3. Number and % of individuals who served/serving on a detail by 

job series, location, and demographics.

4. Completion of the review of leadership and career development 

programs reporting all individuals partaking in these development 

programs.

5. % of supervisors who completed training on developing 

employees and serving as a mentor.

6. % of support services available to individuals.
Page 9 of 21

7. Number of individuals who have had the opportunity for 

professional development, details, or other opportunities. 

Responsible 

individuals or 

teams

1. Agency Head

2. Deputy Director for Field Operations

3. Director of Human Resource

4. Director of the Center for Conflict Resolution Education

5. Director of Equal Opportunity

6. Chief Strategy Officer

Dedicated 

Resources, such 

as funding

FMCS will provide additional resources if needed for the above priority 

goal.

Inclusion (Recommended priority(ies): Professional Development, DEIA Training, and 

Inclusive Workplace Culture)

Priority/Goal Enhance and sustain an inclusive workforce by strengthening feedback loops 

for employee input, including through listening sessions and climate surveys.

Enhance employee engagement.

Strategies 1. Conduct townhalls.

2. Increase communication efforts to improve information 

dissemination efforts.

3. Develop initiatives to enhance employee suggestions.

4. Increase reporting avenues for employees including developing 

policies, procedures, and guidance concerning reporting to an 

external IG.

5. Develop policies and procedures to improve the FMCS 

environment of employees’ perception of their inclusion.

Actions 1. Conduct quarterly townhalls and allow for questions and answers

2. Implement monthly internal communication efforts to all FMCS 

employees including DEIA information. 

3. Develop procedures for employees to provide anonymous

suggestions for improvements.

4. Create partnership with other agencies to create IG support 

services and create an interagency working group to support these 

efforts. 

5. Create an anonymous email box for employees’ suggestions.

6. Provide additional DEIA trainings to enhance efforts of FMCS 

inclusion.

7. Update FMCS Exit Survey including DEIA questions.

Operational 

activities to 

measure progress 

1. Office of the Director

2. Information Technology

3. Director of Equal Employment Office

4. Congressional and Public Affairs
Page 10 of 21

(quarterly 

measures)

5. Center for Conflict Resolution Education

Outcome 

measures 

(annual) to assess 

progress

 1. Report the number of quarterly townhalls conducted

 2. Report the number of agency communications to all employees.

 3. Number of anonymous suggestions received.

 4. Report completion of the IG partnership. 

 5. Number of DEIA trainings provided to FMCS employees.

Responsible 

individuals or 

teams

1. Agency Head

2. Chief Strategy Officer

3. EEO Director

Dedicated 

Resources, such 

as funding

FMCS will provide additional resources if needed for the above priority 

goal.

Accessibility (Recommended priority(ies): Reasonable Accommodation (disability & 

religion), Physical Accessibility, Culture of Accessibility, and Safe Workplaces and 

Sexual Harassment)

Priority/Goal Design, develop, maintain facilities, technology, programs, and services 

so that all people, including people with disabilities, can fully and 

independently use them.

Strategies 1. Provide FMCS employees information on reasonable and religious

accommodations and the process to request.

2. Ensure all FMCS products are 508 compliant

3. Assess all FMCS facilities to ensure all are accessible to 

individuals with disabilities.

4. Review FMCS policies concerning reasonable and religious 

accommodations.

5. Ensure appropriate resources are available to ensure FMCS meets 

all accommodation requirements.

6. Enhance virtual services to provide additional services to those 

who live in underserved locations.

Actions 1. Review FMCS products to ensure all are 508 compliant.

2. Conduct a review of all FMCS reasonable and religious 

accommodation policies and trainings

3. Review FMCS budget and identify funds for accessibility 

requirements if needed. 

Operational 

activities to 

measure progress 

(quarterly 

measures)

1. Human Resources.

2. Procurement and Operations.

3. Budget Office.

4. Information Technology
Page 11 of 21

Outcome 

measures 

(annual) to assess 

progress

1. Number of trainings with participants who attended reasonable and 

religious accommodations.

2. % of FMCS products which are 508 compliant.

3. % of inspected FMCS facilities ensuring all accessibility 

requirements are met.

4. % of FMCS reasonable and religious accommodation policies 

reviewed.

5. Availability of funds to addressing accessibility needs.

Responsible 

individuals or 

teams

1. Director of Human Resources

2. Director of Procurement and Operations

3. Director of Budget 

4. CCRE

5. Information Technology

Dedicated 

Resources, such 

as funding

FMCS will provide additional resources if needed for the above priority 

goal.
Page 12 of 21

FMCS Workplace Safety and Harassment Prevention and Response Plan

I. Self-Assessment

Assessment of Policies to Provide Support and Assistance to Federal Employees Who May 

Be Experiencing Domestic Violence, Sexual Assault, and Stalking 

(A) Describe what actions the agency took to review agency programs to support employees 

who have experienced DVSAS, including what method(s) of assessment were undertaken 

and identification of the agency subcomponents, locations and employee groups who 

provided input.

• FMCS has an anti-discrimination policy, security policies, and an Employee 

Assistance Program (EAP), however, there is no current policy provisions that 

provides support to employees experiencing DVSAS. While there is no current policy 

specific to support of DVSAS, the Office of Human Resources (OHR) takes 

appropriate action when DVSAS matters are reported.

• FMCS will develop methods to routinely assess employee experiences related to 

DVSAS

• The agency reviewed the OPM 2013 DVSAS Guide as well as OPM and DOJ training 

and memos to draft a compliant DVSAS policy.

• The agency reviewed other federal Department and Agency policies.

• The Office of Human Resources, The Office of General Counsel and the Office of 

Equal Employment Opportunity provided input to the FMCS DVSAS policy, which is 

pending internal review and approval by its labor union. 

• The Agency will be obtaining assessment data regarding employee experiences 

through a survey touching on various DEIA topics, including DVSAS.

(B) Describe the results of the self-assessment. Agencies should summarize what they have 

learned from the self-assessment and what specific areas were identified for improvement. 

• The results of the self-assessment demonstrated a significant gap in support for 

DVSAS

• Areas identified for improvement: 

o communication of the updated policies that support DVSAS including but not 

limited to flexible workplace and leave options.

o implement appropriate Privacy Act considerations to ensure compliance; and

o additional resources for training on DVSAS and related topics is needed 
Page 13 of 21

II. Anti-Harassment and Safety Policy Review

Management Directive 715 (MD-715) requires all federal agencies to maintain an antiharassment program with policies and procedures that promote a work environment free of all 

forms of harassment. Executive Order 14035 complements the requirements of MD-715 and 

compliance with the directive is a factor that is assessed in the sample Anti-Harassment and 

Safety Maturity Model (Attachment B). 

Provide a narrative description of the actions the agency took to evaluate its current antiharassment and retaliation policies and procedures. Agencies may use the attached sample AntiHarassment and Safety Maturity Model for support in this process. 

• A document is available on the internal share point site for employees to reference the 

options available if filing an anti-harassment complaint.

• The agency reviewed other federal Department and Agency policies for best practices.

• Agency used guidance provided in Government-Wide Strategic Plan 

• Agency used U.S. Equal Employment Opportunity Commission guidance entitled 

“Model EEO Programs Must Have An Effective Anti-Harassment Program.”

• Drafted policy now has a form to report, has added in clarifying language for reporting 

to all management officials, clarifies difference between Anti-Harassment and EEO 

processes, and intensifies language regarding disciplinary action and other 

consequences for violations of policy by employees and managers. 

Provide a narrative description of the actions the agency took to evaluate their programs to 

support federal employees who have experienced harassment. Agencies may use the attached 

sample Anti-Harassment and Safety Maturity Model for support in this process. 

• The Agency will develop evaluation mechanisms to survey FMCS employees and will 

implement appropriate steps under the new policies/procedures to assist employees that 

have experienced harassment.

II. Priorities for Advancing Workplace Safety and Harassment

Agencies will identify priorities related to each of the five core principles that the agency will 

focus on advancing in calendar year 2022. Activities for these priorities may continue beyond 

2022 but the agency will begin work on the priorities this year. Agencies will also identify 2-3 

priorities related to providing support to federal employees who have experienced DVSAS.
Page 14 of 21

These priorities should be in alignment with any potential barriers and challenges identified in 

the Survey on the Use of DEIA Promising Practices and feedback provided to advance DEIA. 

These priorities should also be in alignment with advancing agency maturity. 

For each identified priority, the agency will specify action item(s) for advancing the priority in 

2022. Include in that identification a timeframe by which the action item(s) will be 

accomplished. Also include the responsible individuals or teams within the agency and resources 

that will be dedicated to advance each priority (such as budgetary resources). In addition, 

identify data collection methods to monitor progress on each priority (operational activities are 

measured quarterly, and outcome measure are yearly metrics). When identifying responsible 

individuals and teams, be clear as to when and how leadership engagement is needed. 

Core Principle: Committed and Engaged Leadership

Priority/Goal

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

for calendar year 

2022.

• Leadership communicating and exhibiting commitment to 

workplace safety and anti-harassment

Strategies • Enhanced training to managers on responsibilities, have 

senior leadership constantly reiterate appropriate manager 

actions, hold managers accountable when there is evidence, 

they failed to uphold policies

Actions • Roll out policy in Spring 2022

Operational activities 

to measure progress

• Pulse checks with staff to ensure managers are consistently 

following and applying policy

Outcome measures to 

measure progress

• Use of resources under policy

Responsible 

individuals or teams

• These programs have multiple components and 

responsibilities within OD, EEO, HR, and OGC.

Resources dedicated • No additional resources

Core Principle: Consistent and Demonstrated Accountability

Priority/Goal

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

• Adding language to supervisory performance plans regarding 

anti-harassment responsibility for reporting and responding 

timely
Page 15 of 21

for calendar year 

2022.

• Ensuring application of disciplinary action for supervisors 

found in violation of anti-harassment policies

Strategies

• Roll out a top-down approach for accountability during the 

new performance cycle

Actions

• Roll out new policies in Spring 2022

Operational activities 

to measure progress

• Tracking number of violations by cases reported

Outcome measures to 

measure progress

• Number of cases

Responsible 

individuals or teams

• Senior Leadership

Resources dedicated • No additional resources

Core Principle: Strong, Comprehensive, and Consistently Applied Policies 

Priority/Goal

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

for calendar year 

2022.

• Communicate policies - publish to Agency SharePoint and 

distribute electronically, make publicly available as required 

and share with Contractors, etc.

Strategies

• Ensuring employees acknowledge reading policies throughout 

agency. 

Actions

• Distribute policies and ensure supervisors communicate and 

direct employees to read policies and acknowledge

Operational activities 

to measure progress

• Tracking that all employees have read and acknowledged 

policies 

Outcome measures to 

measure progress

• Tracking areas of violations of policies and identifying any 

offices that seem to need additional training or reminder of 

policy.

Responsible 

individuals or teams

• Senior Leadership

Resources dedicated • No additional resources

Core Principle: Trusted and Accessible Complaint Procedures

Priority/Goal
Page 16 of 21

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

for calendar year 

2022.

• Ensure policies are available for all employees in electronic 

format and complaint process easy to follow

Strategies

• Implement and roll-out new policy with standardized 

complaint reporting form. 

• Ensure contact information and links to policy information 

are on SharePoint.

• Special emphasis on continually reminding employees of 

where to go and options available if they are harassed.

Actions

• Roll our policy for anti-harassment in Spring 2022, setup 

email box for submission of complaints

Operational activities 

to measure progress

• Obtain feedback from managers and employees on ease of 

filling out form

Outcome measures to 

measure progress

• Measure number of forms filled out and submitted correctly

Responsible 

individuals or teams

• OHR and IT

Resources dedicated • No additional resources 

Core Principle: Regular, Interactive and Tailored Training

Priority/Goal

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

for calendar year 

2022.

• Appropriate training for HQ and Field tailored to the work 

each performs and specific work environment.

• Provide training at least bi-annually (coinciding with biannual EEO training or alternating)

Strategies • Engage HR, OGC, EEO and Field to identify training. Field 

may identify training meeting their needs separate from HQ 

given unique work environment(s).

Actions

• Ensure NO Fear Act training incorporates all resource areas 

and applicable policies for anti-harassment and safe 

workplace
Page 17 of 21

Operational activities 

to measure progress

• Training compliance reports 

Outcome measures to 

measure progress

• Measure through completed training 

Responsible 

individuals or teams

• EEO, OHR

Resources dedicated • No additional resources 

Provide Support and Assistance to Federal Employees Whose Working Lives are 

Affected by DVSAS

Priority/Goal

Identify 1-3 priorities 

related to this core 

principle that the 

agency will focus on 

for calendar year 

2022.

• Publish and communicate new DVSAS policy to ensure 

awareness

• Provide DVSAS training 

Strategies • Take advantage of resources offered through EAP

• Outsource a presentation/training specifically on DVSAS and 

resources

Actions • Implement new DVSAS policy in Spring 2022

Operational activities 

to measure progress

• Track reports and use of resources 

Outcome measures to 

measure progress

• Track requests for use of DVSAS related resources

Responsible 

individuals or teams

• Senior leadership, Physical Security, OHR, EEO, OGC

Resources dedicated • No additional resources
Page 18 of 21

DEIA Maturity Model Overview

This Maturity Model is an example tool for agencies to consider employing to assess the effectiveness of Diversity Equity, Inclusion, and Accessibility 

(DEIA) within their workforce policies and culture. This DEIA Maturity Model supports agencies in effectively building an infrastructure for DEIA within 

their organization to improve efficiency, effectiveness, and equity within their workforce. This model can be adopted or adapted to meet an 

Agency/Component’s unique structure and needs. The practices described here serve as examples within each level and are not exhaustive. 

SIGNALS OF MATURITY LEVEL 1

Foundational Capacity

LEVEL 2

Advancing Outcomes

LEVEL 3

Leading and Sustaining

DEIA approach Focused on complying with nondiscrimination legislation and 

regulatory requirements. 

DEIA initiatives yielding improved 

results and outcomes driven by 

dedicated resources, strategic 

planning, goal setting and 

evaluation. Agency/Component 

practices promote the values of 

DEIA, but DEIA may not yet be 

integrated across 

Agency/Component mission and 

strategic planning. 

DEIA is an integral part of overall 

Agency/Component mission, vision, 

values, strategy, policies, and 

practices. Systematic implementation 

of DEIA driven through goal setting, 

data-driven analysis, and continuous 

improvement. Agency/Component 

undertakes structural reforms of 

policies and practices to mitigate 

barriers, if any.

Diversity framework Definition of diversity confined to 

EEO categories. 

Inclusive definition of underserved 

communities. 

Connecting, interrelated approach 

embraces multiple identities. 

Organizational structure DEIA work may be underresourced within the organization 

and/or decentralized across the 

Agency/Component.

DEIA work integrated across EEO, 

HR, civil rights, and D&I program 

offices. 

DEIA work fully resourced and led 

at highest levels of 

Agency/Component leadership with 

significant and sustained SES 

responsibility. 

DEIA integration DEIA work may be siloed within 

the Agency/Component and/or 

disconnected from mission and 

strategic planning.

DEIA goals reflected in 

Agency/Component strategic 

planning.

DEIA goals fully and strategically 

integrated with Agency/Component 

strategic planning, performance 

management, and learning agendas.
Page 19 of 21

Workplace Anti-Harassment and Safety Maturity Model

This Maturity Model is a sample tool for agencies to consider to evaluate their current policies to address workplace harassment, 

including sexual harassment, and consider ways to provide support and assistance to federal employees whose working lives are 

affected by domestic violence, sexual assault, and stalking. This model can be adopted or adapted to meet an Agency’s unique 

structure and needs. The practices described here serve as examples within each level and are not exhaustive.

Signals of 

Maturity

LEVEL 1

Foundational Capacity:

Achieves basic compliance.

LEVEL 2

Advancing Outcomes:

Embeds best practices.

LEVEL 3

Leading and Sustaining:

Embodies best practices.

Committed 

and Engaged 

Leadership

Senior leadership regularly states that 

workplace harassment, including sexual 

harassment and retaliation, will not be 

tolerated in the agency. 

Senior leadership allocates sufficient 

resources and staff time to help prevent and 

respond to workplace harassment, including 

sexual harassment, and retaliation.

Elements of Level 1 are achieved, and:

Senior leadership incorporates enforcement 

of, and compliance with, the agency’s antiharassment policy into the agency’s 

operational framework.

Senior leadership regularly monitors 

incidence of workplace harassment, 

including sexual harassment, and retaliation 

complaints and conducts climate surveys of 

the workforce.

Elements of Level 1 and Level 2 are 

achieved, and:

Senior leadership regularly assesses agencyspecific harassment and EEO complaint data 

to identify potential trends, including 

reviewing climate surveys.

Senior leadership promotes employee 

assistance programs, work-life programs, 

available on-site services, or referral 

services. 

Consistent 

and 

Demonstrate

d 

The agency has an Anti-harassment 

Coordinator and an anti-harassment 

procedure to address harassment allegations 

and closely coordinates with the EEO office. 

Elements of Level 1 are achieved, and: Elements of Level 1 and Level 2 are

achieved, and:
Page 20 of 21

Accountabilit

y

The EEO office promptly informs the antiharassment program of all EEO counseling 

activity alleging harassment.

The agency maintains a tracking system to 

collect and analyze data for its antiharassment program.

Concerns or complaints regarding the antiharassment policy, reporting and 

investigation system, and/or training are 

addressed promptly and appropriately. 

Senior leadership regularly evaluates the 

effectiveness of the agency’s anti-harassment 

strategies to prevent and address harassment.

Metrics for harassment response and 

prevention are included in supervisory 

employees’ performance reviews. 

The agency establishes a committee or 

council to review data related to harassment 

and responsive strategies.

The agency uses exit interviews to ask 

departing staff about their assessment of 

anti-harassment policies and/or practices.

Strong, 

Comprehensi

ve and 

Consistently 

Applied 

Harassment 

Policy

The agency has a compliant anti-harassment 

policy that prohibits unlawful harassment, 

provides a description of prohibited conduct, 

and describes the agency’s reporting and 

investigation system.

The anti-harassment policy is communicated 

to employees on a regular basis in a manner 

that is accessible and through different 

methods of communication. 

The anti-harassment policy requires 

immediate and appropriate corrective action 

to prevent and eliminate harassing conduct 

and to prevent retaliation

Elements of Level 1 are achieved, and:

The agency’s anti-harassment policy 

prohibits harassing conduct beyond that 

which is unlawful and includes the goal of 

maintaining safe, respectful, and inclusive 

workplaces.

The agency’s anti-harassment policy 

addresses ways in which individuals, 

including those from underserved 

communities, may experience multiple forms 

of harassment that are compounded or 

exacerbated as a result of those intersections 

(e.g., sex, race, ethnicity, gender identity, 

sexual orientation, religion, age, disability).

The agency’s anti-harassment policy 

encourages employees to report harassing 

conduct when encountered.

Elements of Level 1 and Level 2 are 

achieved, and:

The agency establishes trauma-informed, 

culturally competent services such as a crisis 

line, and/or ombudsperson, to assist 

employees. 

The agency updates, as appropriate, and 

regularly provides relevant anti-harassment 

educational and support resources to 

managers, supervisors, and employees.

Trusted and 

Accessible 

Reporting 

and 

Investigation 

System

The agency’s reporting and investigation 

system includes a detailed description of the 

investigation process of harassment 

allegations. 

Elements of Level 1 are achieved, and:

Investigators of harassment complaints 

receive ongoing training in trauma-informed 

approaches to investigating complaints.

Elements of Level 1 and Level 2 are 

achieved, and:
Page 21 of 21

The reporting and investigation system 

includes multiple avenues for reporting 

harassing conduct.

The agency’s reporting and investigation 

system includes investigators who receive 

ongoing training. The system is also fully 

resourced and staffed, enabling the agency to 

respond promptly, thoroughly, and 

effectively to complaints.

The reporting and investigation system allow 

for anonymous reporting of harassing 

conduct. 

The agency regularly evaluates the

effectiveness and timeliness of reporting 

mechanisms.

The agency uses climate surveys to evaluate 

employee perceptions of harassment in the 

workplace.

The agency establishes an assessment team 

for instances of workplace harassment 

complaints.

The agency deploys satisfaction surveys to 

those who used resources or reported 

harassment in order to determine the quality 

of services provided.

Regular, 

Interactive 

and Tailored 

Training

The agency provides regular compliance 

training for all employees at every level of 

the agency so they can recognize harassment, 

are aware of applicable agency policies, and 

know how to use the reporting system.

Elements of Level 1 are achieved, and:

The anti-harassment training for managers 

and supervisors provides clear, easy-tounderstand and realistic methods for 

responding to harassment they observe, that 

is reported to them, or of which they have 

knowledge or information.

Trainings promote maintaining a safe, 

respectful, and inclusive workplace, and may 

include bystander intervention and civility 

training. 

Elements of Level 1 and Level 2 are

achieved, and:

The agency trains those responsible for 

receiving, investigating, and/or resolving 

complaints how to communicate in a traumainformed manner with employees who have 

experienced harassment.

Support of 

federal 

employees 

who have 

experienced 

domestic 

violence, 

sexual 

assault, or 

stalking 

(“DVSAS”) 

Agency’s support of employees who have 

experienced DVSAS may address the 

following components in a manner 

consistent with OPM Guidance:

• Workplace flexibilities

• Training, awareness & Employee 

Assistance Programs (EAPs)

• Building Safety & Security

• Accountability

Agency may form a DVSAS Planning Group 

in a manner consistent with OPM guidance. 

Agency leadership supports and affirms 

DVSAS support and programs and the work 

of Agency DVSAS Planning Group. 

Agency integrates DVSAS support and 

programs with broader DEIA efforts.

Agency annually reviews and enhances its 

support and programs, including trainings, 

and access to resources and support for 

federal employees impacted by DVSAS.