Army - Equal Employment Opportunity - Executive Summary - October 2007 Through September 2008

EEOC FORM
U.S. Equal Employment Opportunity Commission
FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT
715-01 Part A - D
For period covering October 1, 2007, to September 30, 2008.
PART A 1. Agency Headquarters United States Army

Department
or Agency 1.a. 2nd level reporting component
Identifying
Information
1.b. 3rd level reporting component
1.c. 4th level reporting component
2. Address 1225 S. Clark St., Suite 207
3. City, State, Zip Code Arlington VA 22202
5. FIPS Code
4. CPDF Code ARSA AR 8840
8840
PART B 1. Enter total number of permanent full-time and part-time employees 226,126
Total
Employment 2. Enter total number of temporary employees 5,373
3. Enter total number employees paid from non-appropriated funds 28,021
4. TOTAL EMPLOYMENT [add lines B 1 through 3] 259,520
PART C 1. Head of Agency Official Title Hon. Pete Geren

Agency
Official(s) 2. Agency Head Designee Hon. Thomas Lamont, ASA Manpower & Reserve Affairs
Responsible
For Oversight
of EEO 3. Principal EEO Director/Official Official Mr. Norvel Dillard
Program(s) Title/series/grade
4. Title VII Affirmative EEO Program Mr. Michael Gautier

Official
5. Section 501 Affirmative Action Ms. Ernestine Moya

Program Official
6. Complaint Processing Program Mr. Spurgeon Moore

Manager
7. Other Responsible EEO Staff Ms. Ernestine Moya - Director, Hispanic Employment Program
Mr. Norvel Dillard - Principal Deputy, EEO & CR
Mr. Michael Gautier - Director, EEO Modernization Program
Ms. Yolanda Maldonado - Deputy, Outreach & Special Emphasis

Programs
Ms. Margaret Barfield - Director, Minority College Relations

Programs
HQ Department of the Army Page 1 of 98

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PART D
List of
Subordinate CPDF and FIPS
Subordinate Component and Location (City/State)
Components Codes
Covered in This
Report
United States Army Office of the Secretary of the Army ARSJ 8840
United States Army Criminal Investigation Command ARCB 8840
United States Army Installation Management Command ARBA 8840
United States Army Human Resources Command ARMP 8840
United States Army Contract Agency ARCA 8840
United States Army Joint Activities ARJA 8840
United States Army SHAPE ARJ1 8840
United States Army Pacific Command ARP1 3320
United States Army Military District of Washington ARMW 8840
United States Army Recruiting Command ARRC 5135
Office of the Secretary of the Army ARSA 8840
Field Operating Agencies of HQ DA and Secretary of the Army ARSB 8840
United States Army Special Operations Command ARSP 8840
United States Military Academy ARMA 36071
United States Army Information Security Command ARSP 8840
Joint and DoD Activities ARJA 8840
Staff Support Agencies, HQDA ARSS 8840
Joint and DoD Activities ARSJ 8840
United States Army South ARSA 7240
United States Army Training and Doctrine Command ARTC 5135
United States Army Corps of Engineers ARCE 8840
United States Army Materiel Command ARX1 8840
United States Army National Guard Bureau ARNG 8840
United States Army Test and Evaluation Command ARAT 8840

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United States Army Netowrk Enterprise Technology Command ARG6 6200
US Army DoD Agencies ARDF 8840
Office of the Chief of Staff of the Army ARCS 8840
United States Army Central Command ARCT 8280
United States Army Overstrength Command ARDM 8840
United States Army Europe and 7th Army ARE1 8840
United States Army Forces Command ARFC 0520
DOD and DA Joint Activities ARJA 8840
Military Entrance and Processing Command ARFC 0520
United States Army Japan ARP3 8840
Space and Strategic Missile Defense Command ARSC 3440
Field Operating Agencies for the Secretary of the Army OA22 ARSE 8840
Field Operating Agencies of the Secretary of the Army ARSF 8840
United States Army Medical Command ARMC 7240
EEO FORMS and Documents Included With This Report
*Executive Summary [FORM 715-01 PART E], *Optional Annual Self-Assessment Checklist Against Essential x
that includes: Elements [FORM 715-01PART G]
Brief paragraph describing the agency's *EEO Plan To Attain the Essential Elements of a Model EEO Program x
mission and mission-related functions x [FORM 715-01PART H] for each programmatic essential
Summary of results of agency's annual *EEO Plan To Eliminate Identified Barrier [FORM 715-01 PART I] for x
self-assessment against MD-715 x each identified barrier
"Essential Elements"
Summary of Analysis of Work Force *Special Program Plan for the Recruitment, Hiring, and x
Profiles including net change analysis and x Advancement of Individuals With Targeted Disabilities for agencies
comparison to RCLF with 1,000 or more employees [FORM 715-01 PART J]
Summary of EEO Plan objectives planned *Copy of Workforce Data Tables as necessary to support Executive x
to eliminate identified barriers or correct x Summary and/or EEO Plans
program deficiencies
Summary of EEO Plan action items *Copy of data from 462 Report as necessary to support action x
implemented or accomplished x items related to Complaint Processing Program deficiencies, ADR
effectiveness, or other compliance issues.
*Statement of Establishment of Continuing *Copy of Facility Accessibility Survey results as necessary to

Equal Employment Opportunity x support EEO Action Plan for building renovation projects
Programs[FORM 715-01 PART F]

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*Copies of relevant EEO Policy Statement(s) *Organizational Chart x

and/or excerpts from revisions made to EEO x
Policy Statements

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715-01 Part E
EXECUTIVE SUMMARY
The Department of the Army (DA) is located within the Department of Defense.
Army civilian employees work in a wide variety of positions and pay grades around the
world as part of the mission of the United States Army, as described in the Army web site
www.army.mil.
The Army’s Equal Employment Opportunity (EEO) program administers and

manages the Army’s portion of the federal civil rights program. The mission of EEO staff
members is uniform throughout the organization except in scope. The operating level
installations, garrisons, and district EEO offices provide support to all Army activities and
tenants located on the host installation as well as to activities outside those installations.
This can include non-Army activities and in some cases, non-Department of Defense
activities. However, the services provided to tenant and non-Army installation activities
are usually done with a formal support agreement. In the event a support agreement
does not exist, EEO services are normally provided. At major Army Commands
(ACOM), Army Service Component Commands (ASCC), and Direct Reporting Units
(DRU) EEO staffs provide technical support and oversight of the Command’s EEO
program. Civilian personnel services are provided on a regional basis as detailed at
http://www.cpocma.army.mil/.
The United States Equal Employment Opportunity Commission (EEOC)

reclassified federal civilian positions after issuance of the EEOC Management Directive
715 (MD 715) in October 2003. This was done in concert with the United States Office of
Management and Budget (OMB) as well as the United States Census Bureau (USCB).
The United States Office of Personnel Management (OPM), while a member of the
working group, has not concurred with the EEOC classifications. In addition, the Census
Bureau, under contract with EEOC, and with OMB oversight and based on OMB Directive
15, remapped federal civilian positions based on the 2000 Census. USCB also used the
Bureau of Labor Statistics Standard Occupational Categories (SOC) to relate federal job
series to census data used by the private sector. Reclassifying federal jobs to mirror the
private sector is not a precise science and many incompatibilities have been discovered,
but on balance the effort is acceptable and superior to the previous census classification
methodology. The EEOC categories are defined in Appendix A.
All civilian employees, except for foreign local national employees, are included in
this report. The data in this report is based on information as of September 30, 2008. The

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data provided in this report represents the workforce demographics of the Army civilian
workforce by race, gender and disability in the format required by EEOC Management
Directive 715. Although the national Civilian Labor Force statistic is used as a workforce
comparator, the Federal Information Processing Standards (FIPS) code used in this
report is 8840 (Washington DC, Northern Virginia, Maryland and Eastern West Virginia)
because there is no “national” FIPS. Furthermore, most of the Army headquarters staffs
and leadership are located in this FIPS area.
Due to the size and complexity the Army, its broad scope, mission and
organization, the report summarizes the Army EEO program in general terms. The
information provided in this report is an aggregated summarization of the entire
Department. The individual recruitment actions and EEO program operations at the
garrisons or Corps of Engineers district offices have more direct impact on shaping the
demographic profiles than the broader agency aggregated summarization level report.
Due to the broad scope required of the report, the report contains comparisons to the
national Civilian Labor Force.
FY 2008 applicant pool data, extracted from the Resumix application system, as
well as data from the Army’s version of the Defense Civilian Personnel Data System
(DCPDS) was used to develop the data analysis for this report. Although the applicant
pool data contained a number of data anomalies and null values within certain categories,
the data is sufficiently valid to form the basis of generalized conclusions. To note,
applicant data on selections to the Senior Executive Service (SES) is not part of the
Resumix system and the data on SES applications is not included. This is the first year
we have had access to applicant flow data and will continue to work with the civilian
personnel community in obtaining, refining and analyzing this critical data. Over time,
we will be able to conduct trend analysis and focus our attention and energy in the areas
with significant anomalies.
NATIONAL SECURITY PERSONNEL SYSTEM1
The ever-changing national security demands require a transformation throughout

the Department of Defense to a more modern and agile force. The National Security
Personnel System (NSPS) accelerates the Department of Defense's efforts to create a
"Total Force" (military, civilian work force, Reserve, Guard, and contractors), operating as
one cohesive unit. Congress authorized the NSPS as part of the fiscal 2004 National
Defense Authorization Act to increase effectiveness through a simplified personnel
management system that improves the way it hires and assigns, as well as compensates
1
http://cpol.army.mil/library/general/nsps/
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and rewards its employees, while preserving employee rights and benefits. The NSPS is
a forward-looking and flexible human resource management system that will enable the
Department of the Army to recruit and motivate a high-performance workforce to meet the
evolving national security requirements of the 21st Century2. It incorporates many areas
of the human resource process including staffing, classification, compensation, and
performance management. Merit system safeguards, such as protection from
discrimination, ensuring merit based selection, and veteran’s preference will remain
under the NSPS. Data showing overall information on the NSPS are included in this
report.
Number of pay pools 699

Number of employees rated 65,816
Average rating 3.46
Average number of shares 2.52
Average share value 2.42%

(weighted)
Average payout (percentage of 6.08%
base salary)
Figure 1
The data in Figure 1 shows3 that the average number of shares paid out was 2.52 and
that the average rating was 3 (valued employee).
WORK FORCE SUMMARY
Based on the EEOC classifications, the Army’s reportable employee population is

displayed in the following table. The population change shown for the larger RNO groups
cannot be directly discerned from global Army data, but action items will be created to ask
subordinate reporting activities to identify EEO- related issues related to demographic
changes.
2
NSPS changes are found on http://cpol.army.mil/library/general/nsps/
3
The numbers on these slides are from the Compensation Workbench files uploaded to DCPDS, which
do not include any actions processed manually.
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Population Population
07 08 Change
White Men 101,810 107,028 5.13%
White Women 56,262 58,741 4.41%
African American Men 19,200 20,385 6.17%
African American
Women 22,853 24,026 5.13%
Hispanic Men 9,580 9,445 -1.41%
Hispanic Women 6,003 5,828 -2.92%
Asian Men 5,748 5,262 -8.46%
Asian Women 5,149 4,856 -5.69%
Native
American/Alaskan
Native /Alaskan Native
Men 1,378 1,439 4.43%
Native
American/Alaskan
Native Women 923 930 0.76%

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Population Population
07 08 Change
Pacific Islander Men 450 575 27.78%
Pacific Islander
Women 460 558 21.30%
Two or More Men 6,500 7,835 20.54%
Two or More Women 10,349 12,612 21.87%
Total Population 246,665 259,520 5.21%
Figure 2
An examination of Figure 2 illustrates the overall population change based on

Race and National Origin (RNO) and Gender. White men, followed by White women,
constitute the largest racial group in the Army, followed by African American women and
men. The data indicates that, overall, White men and women as well as African American
men and women are at general parity; Hispanic men and women are not at parity. Asian
men and women, Pacific Islander men and women and American Indian and Alaskan
Native men and women are also at parity or are reasonably close to being at parity. The
overall parity evaluation does not eliminate the results of more detailed evaluations by
occupational series and grades which may change the evaluation. Detailed workforce
analysis is contained in Appendix C.

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Parity
Percentage Percentage Evaluation
07 08 08
White Men 41.27% 41.24% Parity
Not at
White Women 22.81% 22.63% Parity
African American Men 7.78% 7.85% Parity
African American
Women 9.26% 9.26% Parity
Not at
Hispanic Men 3.88% 3.64% Parity
Not at
Hispanic Women 2.43% 2.25% Parity
Asian Men 2.33% 2.03% Parity
Asian Women 2.09% 1.87% Parity
Native American Men 0.56% 0.55% Parity
Native American
Pacific Islander Men 0.18% 0.22% Parity
Pacific Islander
Two or More Men 2.64% 3.02% Parity
Two or More Women 4.20% 4.86% Parity
Total Population 100.00% 100.00%

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Figure 3
MODEL PROGRAM SUMMARY
Element 1. Demonstrated commitment from agency leadership:
Strength: The Secretary and Chief of Staff co-signed the EEO policy statement and the
(anti) Harassment policy statement for fiscal year 08.
Deficiency: There are 19 Functional Chief Representatives (FCR). Unfortunately, we

were not successful in scheduling and setting up a State of EEO briefing with them in
FY08. We are presently working to meet with the FCRs to set up a State of EEO
briefing and to continue the dialogue concerning diverse feeder groups in career
programs.
Element 2. Integration of EEO into the agency's strategic mission
Strengths: The Army EEO program is aligned in accordance with 29 CFR 1614 in that
the EEO Director reports directly to the Agency’s most senior leadership at the
departmental and local levels. The organizational information indicates that the EEO is
aligned with the senior leadership of the Army and that he EEO program is under the
direct and personal supervision of The Assistant Secretary of the Army (Manpower &
Reserve Affairs) (ASA (M&RA).
ASA (M&RA) mission is firmly grounded in statute and regulation. Title 10 of the
United States Code establishes the ASA (M&RA) as an entity and provides the mission
foundation and states that the ASA (M&RA) has as its principal duty "the overall
supervision of manpower and reserve component affairs of the Department of the Army."
The Headquarters, Department of Army, General Order No. 3 provides further detailed
descriptions of ASA (M&RA)'s responsibilities. Per General Order No. 3 (dated July 9,
2002), ASA (M&RA) serves as the Army's lead for civilian and military manpower policy,
human resources, the review of Soldier records, reserve/active component force
structure policy, the Army-wide Equal Employment Opportunity Program, and other
critical matters as part of the Army leadership.

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Organization Chart
(As of 30 Sep 08)
ASA (M&RA)
Dir, Business Principal

Deputy
Operations
DASA DASA DASA DASA DASA

ARBA
PO RR TRM FMMR EEO & CR
• ASA(M&RA) – Assistant Sec. Army (Manpower & Reserve Affairs)

• DASA – Deputy Assistant Secretary of the Army
• PO – Personnel Oversight
• RR – Recruitment and Retention
• TRM – Training, Readiness and Mobilization
• FMMR – Force Management Manpower and Resources
• ARBA – Army Review Boards Agency
• EEO & CR – Equal Employment Opportunity and Civil Rights
Element 3. Management and program accountability
Strengths:
 SES awards and selection require review by Office of the General Counsel, the
SES Office, and the Assistant Secretary of the Army for Manpower and Reserve
Affairs with staff action review the Deputy Assistant Secretary of the Army for EEO
and Civil Rights.
 Applicant pool data was obtained for FY08 and integrated into this report. This
corrected an ongoing deficiency. In addition, the EEO staff is included in the
implementation of the applicant pool replacement technical solution.
 Funds are generally committed for the integration of EEO policies and principles
into organizational changes. Local funding conditions govern the degree of
expenditures, but as a general rule, commanders at all levels take active measures
to insure that the EEO program has as much of the available resources as
possible.
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 All supervisors are required to support EEO principles as stated in the Army
Standard Supervisory Objective under the National Security Personnel
System.
 The MD 715 reporter software has been upgraded to include Lean Six Sigma
Pareto charts that graphically show the level of programmatic compliance.
Deficiencies:
 The Army EEO has not collected data related to the Army’s review of findings to
determine whether discipline is appropriate.
 The review of disability accommodation decisions/actions is conducted locally;

therefore, there is no visibility of the reasonable accommodation request
process. There is no agency-wide automated tracking system in place to
bring visibility to these requests or to analyze the information. However, Army
policy on Reasonable Accommodation was recently published for FY09 and
this area is being addressed.
 Multiple entries for disability codes into DCPDS has not been completed.
Element 4. Proactive prevention of unlawful discrimination
Strength: Agency policies and practices support program operations. The program
infrastructure, as expressed in Army regulations and policies, provides visibility to EEO
programs and practices. Redress methods are taught at employee orientations for both
civilian and military personnel as well as military and civilian supervisors and managers.
Deficiency: Due to operational constraints, the EEO/FCR Task Force did not meet this
fiscal year.
Element 5. Efficiency
Strength: Army EEO deployed an automated MD 715 reporting tool that significantly
reduced the level of effort required to manage the MD 715 process based on model
program elements. The application includes Army Installation Status Report (ISR)

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themed metrics display4, Pareto charts, data Tables and forms creation that allows year
round program management. The usage rate is now averaging 85% per month which
indicates that the EEO community has accepted the software as an integral part of
program management.
Deficiency:
 There is no EEOC guidance or assistance in addressing the issue of information

data policy for the EEO community which would aid in standardizing EEO data
requirements federal sector wide.
 The technical solution for the replacement of Resumix has not been certified by
EEOC or the EEO community.
Element 6. Responsiveness and Legal Compliance
Strengths:
 EEO, HR, and Legal review Army senior executive leaders’ performance awards
with recommendations to the Secretary of the Army for approval or denial.
 Army’s EEO complaints are managed at each programmatic level. The agency
authority for final agency decisions rests with the EEO Complaint Compliance Review
Division. The operational report is included in the complaints analysis of this report.
Deficiency:
 Timeliness and case oversight of EEO complaints remains an ongoing concern.

The most notable development was the drastic reduction in the average days
taken to a Final Agency Decision on the merits of a complaint without an
Administrative Judge (AJ) decision. While not yet below the regulatory
requirement of 60 days, the Army average in FY 2008 was just under 81 days, a
reduction of nearly two-thirds from the FY 2006 average of 224 days.
Strategy for FY 09 for the next period the EEOCR Office will develop initiatives to address
the following action items:
 Continue with the implementation of a “Model EEO program” to provide the

infrastructure necessary for the agency to achieve the ultimate goal of a discrimination
free work environment, characterized by an atmosphere of inclusion and free and
open competition for employment opportunities.
4
Installation Status Report (ISR) Theme : Green (100-90% Compliant), Yellow (89-70% Compliant), Red
(less than 70% Compliant)
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 Restart interaction with the Functional Chief Representatives of the Career Programs
to address the representation of EEO groups in senior positions.
 Refine the combination of virtual assessment with onsite program evaluations at Army
Commands (ACOM), Army Service Component Commands (ASCC), and Direct
Reporting Agencies (DRU).
 Move towards progressive diversity program planning. Diversity is the result of an
enabling environment embedded in programs, policies, and plans that enable each
member to self actualize their potential towards mission accomplishment. It is an
expression of leadership, supported by law and guidelines that result in processes
that move the enterprise toward an inclusive process model.
 Further refine our analysis of applicant flow data to look at possible systemic/strategic
triggers and work with subordinate commands in developing more focused analytical
strategies.

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Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP

Requires the agency head to issue written policy statements ensuring a workplace free of discriminatory
harassment and a commitment to equal employment opportunity.
Compliance Measure
Indicator has been For all unmet measures, provide a brief
EEO policy statements are met explanation in the space below or complete
up-to-date. and attach an EEOC FORM 715-01 PART H to
Measures the agency’s status report
Yes No
The Agency Head was installed on 7/16/2007. The EEO policy The new EEO policy statement was issued
statement was issued on 7/31/2008.Was the EEO policy by the new agency head approximately 12
X
Statement issued within 6-9 months of the installation of the months after installation.
Agency Head? If no, provide an explanation.
During the current Agency Head's tenure, has the EEO policy
Statement been re-issued annually? If no, provide and X
explanation.
Are new employees provided a copy of the EEO policy statement

X
during orientation?
When an employee is promoted into the supervisory ranks, is

X
s/he provided a copy of the EEO policy statement?
Compliance Measure For all unmet measures, provide a brief

Indicator has been explanation in the space below or
EEO policy statements have been met complete and attach an EEOC FORM
communicated to all employees.
715-01 PART H to the agency’s status
Measures Yes No report
Have the heads of subordinate reporting components

communicated support of all agency EEO policies through the X
ranks?
Has the agency made written materials available to all

employees and applicants, informing them of the variety of EEO
X
programs and administrative and judicial remedial procedures
available to them?
Has the agency prominently posted such written materials in all

personnel offices, EEO offices, and on the agency's internal X
website? [see 29 CFR Â§1614.102(b)(5)]

Indicator has been explanation in the space below or
Agency EEO policy is vigorously met complete and attach an EEOC FORM
enforced by agency management.
Are managers and supervisors evaluated on their commitment

X
to agency EEO policies and principles, including their efforts to:
resolve problems/disagreements and other conflicts in their

X
respective work environments as they arise?
address concerns, whether perceived or real, raised by

employees and following-up with appropriate action to correct X
or eliminate tension in the workplace?

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support the agency's EEO program through allocation of

mission personnel to participate in community out-reach and
X
recruitment programs with private employers, public schools
and universities?
ensure full cooperation of employees under his/her supervision

with EEO office officials such as EEO Counselors, EEO X
Investigators, etc.?
ensure a workplace that is free from all forms of discrimination,

X
harassment and retaliation?
ensure that subordinate supervisors have effective managerial,

communication and interpersonal skills in order to supervise
X
most effectively in a workplace with diverse employees and
avoid disputes arising from ineffective communications ?
ensure the provision of requested religious accommodations

X
when such accommodations do not cause an undue hardship?
ensure the provision of requested disability accommodations to

qualified individuals with disabilities when such X
accommodations do not cause an undue hardship?
Have all employees been informed about what behaviors are

inappropriate in the workplace and that this behavior may
result in disciplinary actions? Describe what means were X
utilized by the agency to so inform its workforce about the
penalties for unacceptable behavior.
Have the procedures for reasonable accommodation for See Part H. Headquarters, Department of
individuals with disabilities been made readily the Army-procedures were finalized March
available/accessible to all employees by disseminating such X 19, 2009
procedures during orientation of new employees and by making
such procedures available on the World Wide Web or Internet?
Have managers and supervisor been trained on their In lieu of Department of the Army-level
responsibilities under the procedures for reasonable X policy, subordinate Commands
accommodation? implemented their own policies.
Essential Element B: INTEGRATION OF EEO INTO THE AGENCY'S STRATEGIC MISSION

Requires that the agency's EEO programs be organized and structured to maintain a workplace that is free from
discrimination in any of the agency's policies, procedures or practices and supports the agency's strategic
mission.
Compliance The reporting structure for the Measure

For all unmet measures, provide a brief
Indicator EEO Program provides the has been
explanation in the space below or
Principal EEO Official with met
complete and attach an EEOC FORM
appropriate authority and
Measures resources to effectively carry out
Yes No report
a successful EEO Program.
Is the EEO Director under the direct supervision of the agency

X
head? [see 29 CFR Â§1614.102(b)(4)]
Are the duties and responsibilities of EEO officials clearly

X
defined?
Do the EEO officials have the knowledge, skills, and abilities to

X
carry out the duties and responsibilities of their positions?
If the agency has 2nd level reporting components, are there

organizational charts that clearly define the reporting structure X
for EEO programs?

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If the agency has 2nd level reporting components, does the

agency-wide EEO Director have authority for the EEO programs
within the subordinate reporting components? If not, please X
describe how EEO program authority is delegated to
subordinate reporting components.
Compliance The EEO Director and other EEO Measure

Indicator professional staff responsible for has been
EEO programs have regular and met For all unmet measures, provide a brief
effective means of informing the explanation in the space below or
Measures agency head and senior complete and attach an EEOC FORM
management officials of the 715-01 PART H to the agency’s status
status of EEO programs and are Yes No report
involved in, and consulted on,
management/personnel actions.
Does the EEO Director/Officer have a regular and effective

means of informing the agency head and other top
X
management officials of the effectiveness, efficiency and legal
compliance of the agency's EEO program?
Following the submission of the immediately preceding FORM A state of the Agency Brief will be given to
715-01, did the EEO Director/Officer present to the head of the the new ASA(M&RA) 31 Aug 09.
agency and other senior officials the "State of the Agency"
briefing covering all components of the EEO report, including an
assessment of the performance of the agency in each of the six X
elements of the Model EEO Program and a report on the
progress of the agency in completing its barrier analysis
including any barriers it identified and/or eliminated or reduced
the impact of?
Are EEO program officials present during agency deliberations

prior to decisions regarding recruitment strategies, vacancy
X
projections, succession planning, selections for training/career
development opportunities, and other workforce changes?
Does the agency consider whether any group of employees or

applicants might be negatively impacted prior to making human X
resource decisions such as re-organizations and re-alignments?
Are management/personnel policies, procedures and practices

examined at regular intervals to assess whether there are
hidden impediments to the realization of equality of opportunity X
for any group(s) of employees or applicants? [see 29 C.F.R. Â§
1614.102(b)(3)]
Is the EEO Director included in the agency's strategic planning,

especially the agency's human capital plan, regarding
X
succession planning, training, etc., to ensure that EEO concerns
are integrated into the agency's strategic mission?
Compliance The agency has committed Measure For all unmet measures, provide a brief
Indicator sufficient human resources and has been explanation in the space below or
budget allocations to its EEO met complete and attach an EEOC FORM
programs to ensure successful 715-01 PART H to the agency’s status
Measures operation. Yes No report
Does the EEO Director have the authority and funding to ensure
implementation of agency EEO action plans to improve EEO
X
program efficiency and/or eliminate identified barriers to the
realization of equality of opportunity?

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Are sufficient personnel resources allocated to the EEO Program

to ensure that agency self-assessments and self-analyses
X
prescribed by EEO MD-715 are conducted annually and to
maintain an effective complaint processing system?
Are statutory/regulatory EEO related Special Emphasis

Programs sufficiently staffed?
Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214;

X
Title 5 CFR, Subpart B, 720.204
Hispanic Employment Program - Title 5 CFR, Subpart B,

X
720.204
People With Disabilities Program Manager; Selective Placement

Program for Individuals With Disabilities - Section 501 of the
X
Rehabilitation Act; Title 5 U.S.C. Subpart B, Chapter 31,
Subchapter I-3102; 5 CFR 213.3102(t) and (u); 5 CFR 315.709
Are other agency special emphasis programs monitored by the

EEO Office for coordination and compliance with EEO guidelines
and principles, such as FEORP - 5 CFR 720; Veterans
X
Employment Programs; and Black/African American; American
Indian/Alaska Native, Asian American/Pacific Islander
programs?

Indicator The agency has committed has been explanation in the space below or
sufficient budget to support the met complete and attach an EEOC FORM
success of its EEO Programs. 715-01 PART H to the agency’s status
Are there sufficient resources to enable the agency to conduct a

thorough barrier analysis of its workforce, including the X
provision of adequate data collection and tracking systems
Is there sufficient budget allocated to all employees to utilize,

when desired, all EEO programs, including the complaint
processing program and ADR, and to make a request for X
reasonable accommodation? (Including subordinate level
reporting components?)
Has funding been secured for publication and distribution of

EEO materials (e.g. harassment policies, EEO posters, X
reasonable accommodations procedures, etc.)?
Is there a central fund or other mechanism for funding supplies,

equipment and services necessary to provide disability X
accommodations?
Does the agency fund major renovation projects to ensure

timely compliance with Uniform Federal Accessibility X
Standards?
Is the EEO Program allocated sufficient resources to train all

employees on EEO Programs, including administrative and X
judicial remedial procedures available to employees?
Is there sufficient funding to ensure the prominent posting of

written materials in all personnel and EEO offices? [see 29 X
C.F.R. Â§ 1614.102(b)(5)]
Is there sufficient funding to ensure that all employees have

X
access to this training and information?

EEOC FORM
Is there sufficient funding to provide all managers and

supervisors with training and periodic up-dates on their EEO X
responsibilities:
for ensuring a workplace that is free from all forms of

X
discrimination, including harassment and retaliation?
to provide religious accommodations? X
to provide disability accommodations in accordance with the

X
agency's written procedures?
in the EEO discrimination complaint process? X
to participate in ADR? X
Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITY

This element requires the Agency Head to hold all managers, supervisors, and EEO Officials responsible for the
effective implementation of the agency's EEO Program and Plan.
Compliance EEO program officials advise and Measure

Indicator provide appropriate assistance to has been
managers/supervisors about the met
status of EEO programs within
Measures each manager's or supervisor's
Yes No report
area or responsibility.
Are regular (monthly/quarterly/semi-annually) EEO updates

provided to management/supervisory officials by EEO program X
officials?
Do EEO program officials coordinate the development and

implementation of EEO Plans with all appropriate agency
X
managers to include Agency Counsel, Human Resource
Officials, Finance, and the Chief information Officer?
Compliance The Human Resources Director Measure

Indicator and the EEO Director meet has been
regularly to assess whether met
personnel programs, policies, and
Measures procedures are in conformity with
instructions contained in EEOC
Yes No report
management directives. [see 29
CFR Â§ 1614.102(b)(3)]
Have time-tables or schedules been established for the agency

to review its Merit Promotion Program Policy and Procedures for
X
systemic barriers that may be impeding full participation in
promotion opportunities by all groups?

to review its Employee Recognition Awards Program and
X
Procedures for systemic barriers that may be impeding full
participation in the program by all groups?

to review its Employee Development/Training Programs for
X
systemic barriers that may be impeding full participation in
training opportunities by all groups?
Compliance When findings of discrimination Measure For all unmet measures, provide a brief
Indicator are made, the agency explores has been explanation in the space below or
whether or not disciplinary met complete and attach an EEOC FORM

EEOC FORM
Measures actions should be taken. 715-01 PART H to the agency’s status

Yes No
report
Does the agency have a disciplinary policy and/or a table of

penalties that covers employees found to have committed X
discrimination?
Have all employees, supervisors, and managers been informed

as to the penalties for being found to perpetrate discriminatory
X
behavior or for taking personnel actions based upon a
prohibited basis?
Has the agency, when appropriate, disciplined or sanctioned See Part H. Army does not currently track
managers/supervisors or employees found to have this data.
discriminated over the past two years? If so, cite number found X
to have discriminated and list penalty /disciplinary action for
each type of violation.
Does the agency promptly (within the established time frame)

comply with EEOC, Merit Systems Protection Board, Federal
X
Labor Relations Authority, labor arbitrators, and District Court
orders?
Does the agency review disability accommodation Army policy published 19 Mar 09 will correct
decisions/actions to ensure compliance with its written this.
X
procedures and analyze the information tracked for trends,
problems, etc.?
Essential Element D: PROACTIVE PREVENTION

Requires that the agency head makes early efforts to prevent discriminatory actions and eliminate barriers to
equal employment opportunity in the workplace.

Indicator Analyses to identify and remove has been explanation in the space below or
unnecessary barriers to met complete and attach an EEOC FORM
employment are conducted
Measures throughout the year.
Yes No report
Do senior managers meet with and assist the EEO Director We have re-initiated in FY09 meetings with
and/or other EEO Program Officials in the identification of all Career Program Functional Chief
barriers that may be impeding the realization of equal Representatives in reviewing demograohics,
X
employment opportunity? applicant flow data, training and
developmental opportunity assignments for
all careerists
When barriers are identified, do senior managers develop and

implement, with the assistance of the agency EEO office, X
agency EEO Action Plans to eliminate said barriers?
Do senior managers successfully implement EEO Action Plans

and incorporate the EEO Action Plan Objectives into agency X
strategic plans?
Are trend analyses of workforce profiles conducted by race,

X
national origin, sex and disability?
Are trend analyses of the workforce's major occupations

X
conducted by race, national origin, sex and disability?
Are trends analyses of the workforce's grade level distribution

X
conducted by race, national origin, sex and disability?
Are trend analyses of the workforce's compensation and reward

X
system conducted by race, national origin, sex and disability?

EEOC FORM
Are trend analyses of the effects of management/personnel

policies, procedures and practices conducted by race, national X
origin, sex and disability?

Indicator The use of Alternative Dispute has been explanation in the space below or
Resolution (ADR) is encouraged met complete and attach an EEOC FORM
by senior management. 715-01 PART H to the agency’s status
Are all employees encouraged to use ADR? X
Is the participation of supervisors and managers in the ADR

X
process required?
Essential Element E: EFFICIENCY

Requires that the agency head ensure that there are effective systems in place for evaluating the impact and
effectiveness of the agency's EEO Programs as well as an efficient and fair dispute resolution process.

Indicator The agency has sufficient has been explanation in the space below or
staffing, funding, and authority to met complete and attach an EEOC FORM
achieve the elimination of
Measures identified barriers.
Yes No report
Does the EEO Office employ personnel with adequate training

and experience to conduct the analyses required by MD-715 X
and these instructions?
Has the agency implemented an adequate data collection and Applicant Pool data available
analysis systems that permit tracking of the information X
required by MD-715 and these instructions?
Have sufficient resources been provided to conduct effective

audits of field facilities' efforts to achieve a model EEO program
X
and eliminate discrimination under Title VII and the
Rehabilitation Act?
Is there a designated agency official or other mechanism in

place to coordinate or assist with processing requests for
X
disability accommodations in all major components of the
agency?
Are 90% of accommodation requests processed within the time Data collection system was not in place for
frame set forth in the agency procedures for reasonable X FY08 but are now in place (effective 19 Mar
accommodation? 09 with published policy)
Compliance The agency has an effective Measure For all unmet measures, provide a brief
Indicator complaint tracking and has been explanation in the space below or
monitoring system in place to met complete and attach an EEOC FORM
increase the effectiveness of the 715-01 PART H to the agency’s status
Measures agency's EEO Programs. Yes No report
Does the agency use a complaint tracking and monitoring

system that allows identification of the location, and status of
X
complaints and length of time elapsed at each stage of the
agency's complaint resolution process?
Does the agency's tracking system identify the issues and bases
of the complaints, the aggrieved individuals/complainants, the
X
involved management officials and other information to analyze
complaint activity and trends?

EEOC FORM
Does the agency hold contractors accountable for delay in Army does not use contractors for these
counseling and investigation processing times? If yes, briefly functions. However, each Army organization
describe how: X has a contracting office that holds
contractors accountable for service
contract.
Does the agency monitor and ensure that new investigators,

counselors, including contract and collateral duty investigators,
X
receive the 32 hours of training required in accordance with EEO
Management Directive MD-110?
Does the agency monitor and ensure that experienced

counselors, investigators, including contract and collateral duty
investigators, receive the 8 hours of refresher training required X
on an annual basis in accordance with EEO Management
Directive MD-110?
Compliance The agency has sufficient Measure

Indicator staffing, funding and authority to has been For all unmet measures, provide a brief
comply with the time frames in met explanation in the space below or
accordance with the EEOC (29 complete and attach an EEOC FORM
Measures C.F.R. Part 1614) regulations for 715-01 PART H to the agency’s status
processing EEO complaints of Yes No report
employment discrimination.
Are benchmarks in place that compare the agency's

X
discrimination complaint processes with 29 C.F.R. Part 1614?
Does the agency provide timely EEO counseling within 30 days

of the initial request or within an agreed upon extension in X
writing, up to 60 days?
Does the agency provide an aggrieved person with written

notification of his/her rights and responsibilities in the EEO X
process in a timely fashion?
Does the agency complete the investigations within the

X
applicable prescribed time frame?
When a complainant requests a final agency decision, does the

X
agency issue the decision within 60 days of the request?
When a complainant requests a hearing, does the agency

immediately upon receipt of the request from the EEOC AJ X
forward the investigative file to the EEOC Hearing Office?
When a settlement agreement is entered into, does the agency

timely complete any obligations provided for in such X
agreements?
Does the agency ensure timely compliance with EEOC AJ

X
decisions which are not the subject of an appeal by the agency?
Compliance There is an efficient and fair Measure

Indicator dispute resolution process and has been
effective systems for evaluating met
the impact and effectiveness of
Measures the agency's EEO complaint
Yes No report
processing program.
In accordance with 29 C.F.R. Â§1614.102(b), has the agency

established an ADR Program during the pre-complaint and X
formal complaint stages of the EEO process?

EEOC FORM
Does the agency require all managers and supervisors to

receive ADR training in accordance with EEOC (29 C.F.R. Part
1614) regulations, with emphasis on the federal government's X
interest in encouraging mutual resolution of disputes and the
benefits associated with utilizing ADR?
After the agency has offered ADR and the complainant has
elected to participate in ADR, are the managers required to X
participate?
Does the responsible management official directly involved in

X
the dispute have settlement authority?
Compliance The agency has effective systems Measure For all unmet measures, provide a brief
Indicator in place for maintaining and has been explanation in the space below or
evaluating the impact and met complete and attach an EEOC FORM
effectiveness of its EEO 715-01 PART H to the agency’s status
Measures programs. Yes No report
Does the agency have a system of management controls in

place to ensure the timely, accurate, complete and consistent X
reporting of EEO complaint data to the EEOC?
Does the agency provide reasonable resources for the EEO

complaint process to ensure efficient and successful operation X
in accordance with 29 C.F.R. Â§ 1614.102(a)(1)?
Does the agency EEO office have management controls in place

to monitor and ensure that the data received from Human
Resources is accurate, timely received, and contains all the X
required data elements for submitting annual reports to the
EEOC?
Do the agency's EEO programs address all of the laws enforced

X
by the EEOC?
Does the agency identify and monitor significant trends in

complaint processing to determine whether the agency is
X
meeting its obligations under Title VII and the Rehabilitation
Act?
Does the agency track recruitment efforts and analyze efforts to

identify potential barriers in accordance with MD-715 X
standards?
Does the agency consult with other agencies of similar size on

the effectiveness of their EEO programs to identify best X
practices and share ideas?
Compliance The agency ensures that the Measure

Indicator investigation and adjudication has been
function of its complaint met
resolution process are separate
Measures from its legal defense arm of
agency or other offices with
Yes No report
conflicting or competing
interests.
Are legal sufficiency reviews of EEO matters handled by a

functional unit that is separate and apart from the unit which X
handles agency representation in EEO complaints?
Does the agency discrimination complaint process ensure a

X
neutral adjudication function?

EEOC FORM
If applicable, are processing time frames incorporated for the

legal counsel's sufficiency review for timely processing of X
complaints?
Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCE

This element requires that federal agencies are in full compliance with EEO statutes and EEOC regulations,
policy guidance, and other written instructions.

Indicator Agency personnel are has been explanation in the space below or
accountable for timely met complete and attach an EEOC FORM
compliance with orders issued by
Measures EEOC Administrative Judges.
Yes No report
Does the agency have a system of management control to

ensure that agency officials timely comply with any orders or X
directives issued by EEOC Administrative Judges?
Compliance The agency's system of Measure

Indicator management controls ensures has been For all unmet measures, provide a brief
that the agency timely completes met explanation in the space below or
all ordered corrective action and complete and attach an EEOC FORM
Measures submits its compliance report to 715-01 PART H to the agency’s status
EEOC within 30 days of such Yes No report
completion.
Does the agency have control over the payroll processing

function of the agency?
Are there steps in place to guarantee responsive, timely, and The Defense Finance and Accounting
X
predictable processing of ordered monetary relief? Service is the proponent.
Are procedures in place to promptly process other forms of

X
ordered relief?

Indicator Agency personnel are has been explanation in the space below or
accountable for the timely met complete and attach an EEOC FORM
completion of actions required to
Measures comply with orders of EEOC.
Yes No report
Is compliance with EEOC orders encompassed in the

performance standards of any agency employees? If so, please
X
identify the employees by title in the comments section, and
state how performance is measured.
Is the unit charged with the responsibility for compliance with

EEOC orders located in the EEO office? If not, please identify the
X
unit in which it is located, the number of employees in the unit,
and their grade levels in the comments section.
Have the involved employees received any formal training in

X
EEO compliance?
Does the agency promptly provide to the EEOC the following

documentation for completing compliance:
Attorney Fees: Copy of check issued for attorney fees and /or a
narrative statement by an appropriate agency official, or
X
agency payment order dating the dollar amount of attorney fees
paid?

EEOC FORM
Awards: A narrative statement by an appropriate agency official

stating the dollar amount and the criteria used to calculate the X
award?
Back Pay and Interest: Computer print-outs or payroll

documents outlining gross back pay and interest, copy of any
X
checks issued, narrative statement by an appropriate agency
official of total monies paid?
Compensatory Damages: The final agency decision and

X
evidence of payment, if made?
Training: Attendance roster at training session(s) or a narrative

statement by an appropriate agency official confirming that
X
specific persons or groups of persons attended training on a
date certain?
Personnel Actions (e.g., Reinstatement, Promotion, Hiring,

X
Reassignment): Copies of SF-50s
Posting of Notice of Violation: Original signed and dated notice

reflecting the dates that the notice was posted. A copy of the X
notice will suffice if the original is not available.
Supplemental Investigation: 1. Copy of letter to complainant

acknowledging receipt from EEOC of remanded case. 2. Copy of
letter to complainant transmitting the Report of Investigation X
(not the ROI itself unless specified). 3. Copy of request for a
hearing (complainant's request or agency's transmittal letter).
Final Agency Decision (FAD): FAD or copy of the complainant's

X
request for a hearing.
Restoration of Leave: Print-out or statement identifying the

amount of leave restored, if applicable. If not, an explanation or X
statement.
Civil Actions: A complete copy of the civil action complaint

X
demonstrating same issues raised as in compliance matter.
Settlement Agreements: Signed and dated agreement with

specific dollar amounts, if applicable. Also, appropriate X
documentation of relief is provided.

EEOC FORM
715-01 PART H
EEO Plan To Attain the Essential Elements of a Model EEO Program
FY 2008
AR
STATEMENT of Requires that the agency's EEO programs be organized and structured to maintain a
MODEL PROGRAM workplace that is free from discrimination in any of the agency's policies, procedures or
ESSENTIAL ELEMENT practices and supports the agency's strategic mission.
DEFICIENCY: Data systems for self assessment and barrier analysis have not been finalized.
OBJECTIVE: Deploy Applicant Pool reporting tool and Document Management System
RESPONSIBLE OFFICIAL: Director, EEO Modernization; Director, PECP-HRS-A
DATE OBJECTIVE INITIATED: 3/2/2005
TARGET DATE FOR 5/30/2007

COMPLETION OF OBJECTIVE:
PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE

(Must be specific)
Submit requirements for development of applicant pool reporting tool 3/30/2005
Get approval from Configuration Control Board (CCB) for development of applicant 4/27/2006
pool reporting tool
Provide reporting elements for functional review 3/28/2007
Finalize deployment of Applicant Pool Universe 7/31/2007
Review requirements for Document Management System (DMS) for EEO Complaint 3/26/2007
files
Modify requirements for DMS 3/30/2007
Submit functional requirements to G6 8/30/2007
Update MD 715 Reporter based on NSPS requirements and new RNO codes 1/11/2007
Deploy MD 715 Reporter Army wide 8/28/2006
Submit requirements for updating data set to capture information on employees who 9/27/2004
have attended minority colleges
Applicant Pool Data loaded into Business Objects 12/31/2008
REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE
3-30-06 Requirements for Applicant Pool universe submitted and are awaiting final development.
7-28-06 MD 715 reporter has been successfully deployed Army wide. Includes EEOC approved data tables and model
program metrics. Training was successfully concluded and all MACOMS have been instructed in its use for FY 06. Application

EEOC FORM
performed as required to assemble MD 715 Reports for all Army EEO offices.
8-28-06 Deployment of MD 715 Reported completed on-time.
9-30-06 Draft requirements for digitizing storage of EEO case files completed, awaiting technical review by G-6.
10-1-06 Draft requirements for online EEO training using distance learning have been initiated, awaiting final functional
review.
9-27-05 Requirement to capture employee data such that Army can account for employees that graduated or attended
Minority Colleges is on hold pending approval from Civilian Personnel Management Service (CPMS).
9-27-04 Requirements submitted updating data set to capture information on employees who attended minority colleges
10-2-07 No progress to data on creating applicant pool reporting tool.
12/31/2008 Applicant Pool data loaded into Business objects; standard HR data query tool. Although the data set has
expected inconsistencies, the data was valid enough to use for analysis.

EEOC FORM
715-01 PART H
FY 2008
AR
STATEMENT of Requires that the agency head ensure that there are effective systems in place for
MODEL PROGRAM evaluating the impact and effectiveness of the agency's EEO Programs as well as an
ESSENTIAL ELEMENT efficient and fair dispute resolution process.
DEFICIENCY: Timely issuance of Final Agency Decisions outside of tolerance.
OBJECTIVE: To average less than sixty days for the issuance of a Final Agency Decision.
RESPONSIBLE OFFICIAL: Deputy for EEO Compliance and Complaints Review


(Must be specific)
Continue to reduce FAD processing time until the 60-day standard is achieved. 4/1/2009
The number of days it took the Army to issue FADs in FY 2008 increased to 121.81 from 80.58 in FY 2007 due to having less
than half our normal compliment of analysts for the first half of the fiscal year. Two additional analysts and a lead analyst
were hired in April 2008, and a third analyst returned from a posting abroad in July 2008. Since the arrival of the new
analysts the monthly average for FAD processing time has dropped dramatically, from a high average of over 154 days in
April 2008 to a current December 2008 average of 75 days. We anticipate dropping our monthly average below 60 days
within in the next two to three months.

EEOC FORM
715-01 PART H
FY 2008
AR
STATEMENT of Requires that the agency's EEO programs be organized and structured to maintain a
MODEL PROGRAM workplace that is free from discrimination in any of the agency's policies, procedures or
ESSENTIAL ELEMENT practices and supports the agency's strategic mission.:
DEFICIENCY: Four Commands are non-compliant with 29 CFR 1614.102(4)and EEOC Management
Directive 110 Ch 1(III)
OBJECTIVE: Insure the alignment of EEO offices is compliant with EEOC requirements.
RESPONSIBLE OFFICIAL: Commanders, DASA EEO/CR


(Must be specific)
Form working group to examine the force alignment of EEO Army wide. 3/1/2007
Coordinate staff actions with applicable commanders to determine realignment issues 3/30/2007
Determine next step in alignment process 4/26/2007
Continue Review process 5/29/2009
Review EEO portion of Army Regulation 5-XX for Decision point 91 impact 3/2/2009
10-1-2008 ASA M&RA reorganization to support oversight mission is being updated. This impacts alignment of EEO offices
and subordinate missions.

EEOC FORM
715-01 PART I
EEO Plan To Eliminate Identified Barrier
FY 2008, AR
STATEMENT OF The representation of EEO groups in career programs impacts the movement of EEO groups to
CONDITION THAT WAS A senior positions.
TRIGGER FOR A
POTENTIAL BARRIER:
BARRIER ANALYSIS The Impact of the implementation of NSPS on EEO groups has not been measured. The move
from GS pay grades to NSPS pay bands means that the number of traditional promotions and
other methods of employee movement have been changed. This will impact the definition of
career development and how employee perceptions of success are managed. The movement
within pay bands and the impact of pay pool activities have yet to be determined because of the
staggered implementation of NSPS and the lack of guidance from EEOC.
STATEMENT OF The implementation of NSPS will have an impact on the civilian workforce. The career paths
IDENTIFIED BARRIER: previously used by members of EEO groups have been altered because of the elimination of pay
grade standards and the implementation of pay bands. The definition of promotions remains,
but the possibility of fewer promotions will impact career development.
OBJECTIVE: Measure the impact of NSPS on EEO groups within Career Programs.
RESPONSIBLE OFFICIAL: Deputy OSEP, Deputy CCR, MACOM EEOs
DATE OBJECTIVE 12/1/2004

INITIATED:

COMPLETION OF
OBJECTIVE:

(Must be specific)
Conduct statistical tests to examine NSPS changes on EEO groups 4/22/2008
Meet with EEOC to obtain MD 715 impact guidance relative to MD 715 reporting. 11/15/2007
Provide midyear report on MD 715 with focus on NSPS based information. 7/25/2008
7-15-2005: A Functional Career Representative's task force was established to meet quarterly to review progress toward barrier
reductions. The next meeting is scheduled for 2008.
11-15-07: EEOC has not issued guidance relative to MD 715 and how reporting activities are to statistically frame their NSPS
based results.
8-30-2007: Completed - Provide midyear report on MD 715 with focus on NSPS based information. The data elements for
analysis of NSPS data is 95% completed, but actual NSPS program execution will not be done until 2008. Analysis of impact of
NSPS will be accomplished by midyear 2008.
10-1-2007: Provide PECP-HRS-A with functional requirements to support NSPS reporting under NSPS was completed.
Not Completed -Conduct statistical tests to forecast NSPS changes on EEO groups - Not completed because payout of NSPS

EEOC FORM
employees completion due no later than 31 January 2008.

EEOC FORM
715-01 PART I
FY 2008, AR
STATEMENT OF EEO documentation is does not account for language differences of Army employees
CONDITION THAT WAS A
TRIGGER FOR A
POTENTIAL BARRIER:
BARRIER ANALYSIS Army employees occupy a wide range of occupations and language groups. Although American
English is widely used, the ability to communicate with employees and customers to insure
understanding, particularly in the complaint process requires that EEO documents be provided
in languages in common usage at the operational level
STATEMENT OF EEO complaint process documents are not multilingual.

IDENTIFIED BARRIER:
OBJECTIVE: Provide EEO complaint and policy documentation in multilingual formats.
RESPONSIBLE OFFICIAL: Deputy OSEP

INITIATED:

COMPLETION OF
OBJECTIVE:

(Must be specific)
Draft requirements to identify documents that can be converted 3/29/2007
Obtain technical solution and task order to begin document conversion. 6/29/2007
Assemble writing group to review and create master conversion documents 8/31/2007
10-1-2009: No action taken on this item.

EEOC FORM
715-01 PART I
FY 2008, AR
STATEMENT OF Examination of applicant pool data indicated that application rates for all EEO groups except for
CONDITION THAT WAS A White men was less than expected.
TRIGGER FOR A
POTENTIAL BARRIER:
BARRIER ANALYSIS When the job application rates were compared to the CLF, in varying degrees and categories,
the number of applicants was below the expected number. This impacted referral and selection
rates.
STATEMENT OF The number of applications from EEO groups, other than White men, is less than expected.
IDENTIFIED BARRIER:
OBJECTIVE: Increase the number of applicants to exceed the expected application rate.
RESPONSIBLE OFFICIAL: USA G1 - HR, All EEO officers, FCRs

INITIATED:

COMPLETION OF
OBJECTIVE:

(Must be specific)
Create reporting requirements for operational EEO offices to analyze applicant data and identify 4/30/2009
applicant pool triggers and barriers
Midterm report will be used to capture first applicant pool analysis. 7/9/2009
2-25-09: Applicant pool data tables added to MD 715 Reporter in order to distribute content based data analysis requirements.

EEOC FORM
715-01 PART J
Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With
Targeted Disabilities
Part I 1. Agency 1. Headquarters United States Army

Department
of Agency 1.a. 2nd Level Component 1.a.
Information
1.b. 3rd Level or lower 1.b.
... beginning of FY. ... end of FY. Net Change

Part II Enter Actual Number at
Employment the ... Number % Number % Number %
Trend and
Special
Recruitment Total Work Force 217,453 100.00% 231,421 100.00% 13,968 6.42%
for
Individuals
With Reportable Disability 17,531 8.06% 18,529 8.00% 998 5.69%
Targeted
Disabilities Targeted Disability* 1,693 0.77% 1,684 0.72% -9 -0.53%
* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of
change for the total workforce, a barrier analysis should be conducted (see below).
1. Total Number of Applications Received From Persons With Targeted

0
Disabilities during the reporting period.
* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of
change for the total workforce, a barrier analysis should be conducted (see below).
2. Total Number of Selections of Individuals with Targeted Disabilities

0
during the reporting period.
Part III Participation Rates In Agency Employment Programs
Reportable Targeted
Other TOTAL Not Identified No Disability
Disability Disability
Employment/Personnel
Programs # % # % # % # %
3. Competitive 90.84
18,910 1,410 7.45% 101 0.53% 321 1.69% 17,178
Promotions %
4. Non-Competitive
0 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Promotions
5. Employee Career 90.54
95,001 7,130 7.50% 587 0.61% 1,813 1.90% 86,019
Development Programs %
120,40 107,89 89.61
5.a. Grades 5 - 12 10,226 8.49% 968 0.80% 2,241 1.86%
0 1 %
91.25
5.b.Grades 13 - 14 13,020 872 6.69% 76 0.58% 265 2.03% 11,881
%
90.83
5.c. Grade 15/SES 578 42 7.26% 2 0.34% 10 1.73% 525
%

EEOC FORM
6. Employee Recognition
0 0 0.00% 0 0.00% 0 0.00% 0 0.00%
and Awards
6.a. Time-Off Awards 10.41 87.04
25,046 2,609 201 0.80% 625 2.49% 21,801
(Total hrs awarded) % %
6.b. Cash Awards (total 90.14
90,124 7,248 8.04% 766 0.84% 1,610 1.78% 81,241
$$$ awarded) %
6.c. Quality-Step
0 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Increase
EEOC FORM 715-01 Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted
Part J Disabilities
Part IV See Appendix C

Identification and Elimination
of Barriers
Part V See Appendix C

Goals for Targeted Disabilities

EEOC FORM
Appendix A
Definitions
 The following definitions apply to Management Directive 715:Applicant: A person who

applies for employment.
 Applicant Flow Data: Information reflecting characteristics of the pool of individuals

applying for an employment opportunity.
 Barrier: An agency policy, principle, practice or condition that limits or tends to limit
employment opportunities for members of a particular gender, race or ethnic background or
for an individual (or individuals) based on disability status.
 Disability: For the purpose of statistics, recruitment, and targetedgoals, the number of
employees in the workforce who have indicated having a disability on a Office of Personnel
Management Standard Form (SF) 256. For all other purposes, the definition contained in 29
C.F.R. § 1630.2 applies.
 Civilian Labor Force (CLF): Persons 16 years of age and over, except those in the armed
forces, who are employed or are unemployed and seeking work.
 EEO Groups: Members of groups protected under Title VII of the Civil Rights Act and other
Federal guidelines. Includes: White Men, White Women, Black Men, Black Women, Hispanic
Men, Hispanic Women, Asian Men, Asian Women, Native American Men, Native American
Women, and Persons with Disabilities.
 Employees: Members of the agency's permanent or temporary work force, whether full or
part-time and whether in competitive or excepted service positions.
 Employment Decision: Any decision affecting the terms and conditions of an individual's
employment, including but not limited to hiring, promotion, demotion, disciplinary action
and termination.
 Feeder Group or Pool: Occupational group(s) from which selections to a particular job are
typically made.
 Federal Categories (Fed9): For the first time EEOC is requiring agencies to report their
workforce data by aggregating it into nine employment categories. These categories are
more consistent with those EEOC uses in private sector enforcement and will permit better
analysis of trends in the federal workplace than previous categories used. The Commission
has created a Census/OPM Occupation Cross-Classification Table by OPM Occupational Code
(crosswalk) which assists agencies in determining the category in which to place a position
through use of the position's OPM or SOC codes or the OPM or Census Occupation Title. The
crosswalk may be accessed at the Commission's website:
http://www.eeoc.gov/federal/715instruct/00-09opmcode.html. This crosswalk is intended
as general guidance in cross-classifying OPM occupational codes to the EEO nine categories.
Agencies are encouraged to contact EEOC with specific questions about what category
might be appropriate for their particular occupations.
 The nine job category titles are:

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- Officials and Manager Occupations requiring administrative and managerial

personnel who set broad policies, exercise overall responsibility for execution of these
policies, and direct individual offices, programs, divisions or other units or special
phases of an agency's operations. In the federal sector, this category is further broken
out into four sub-categories: (1)Executive/Senior-Level,(2)Mid-Level,(3)
First-Level and (4)Other . When an employee is classified as a supervisor or manager,
that employee should be placed in the Officials and Managers category rather than in
the category in the crosswalk that they would otherwise be placed in based on their OPM
occupational code. Those employees classified as supervisors or managers who are at
the GS-12 level or below should be placed in the First-Level sub-category of Officials
and Managers , those at the GS-13 or 14 should be in the Mid-Level sub-category, and
those at GS-15 or in the SES should be in the Executive/Senior-Level sub-category.
An agency may also choose to place employees who have significant policy-making
responsibilities, but do not supervise other employees, in these three sub-categories.
The fourth sub-category, called "Other " contains employees in a number of different
occupations which are primarily business, financial and administrative in nature, and do
not have supervisory or significant policy responsibilities. For example, Administrative
Officers (OPM Code 0341) are appropriately placed in the "Other " sub-category.
- Professionals - Occupations requiring either college graduation or experience of such

kind and amount as to provide a comparable background. Includes: accountants and
auditors, airplane pilots and navigators, architects, artists, chemists, designers,
dietitians, editors, engineers, lawyers, librarians, mathematicians, natural scientists,
registered professional nurses, personnel and labor relations specialists, physical
scientists, physicians, social scientists, teachers, surveyors and kindred workers.
- Technicians - Occupations requiring a combination of basic scientific knowledge and

manual skill which can be obtained through two years of post high school education,
such as is offered in many technical institutes and junior colleges, or through equivalent
on-the-job training. Includes: computer programmers, drafters, engineering aides,
junior engineers, mathematical aides, licensed, practical or vocational nurses,
photographers, radio operators, scientific assistants, technical illustrators, technicians
(medical, dental, electronic, physical science), and kindred workers.
- Sales - Occupations engaging wholly or primarily in direct selling. Includes: advertising

agents and sales workers, insurance agents and brokers, real estate agents and
brokers, stock and bond sales workers, demonstrators, sales workers and sales clerks,
grocery clerks, and cashiers/checkers, and kindred workers.
- Administrative Support Workers - Includes all clerical-type work regardless of level

of difficulty, where the activities are predominantly non-manual though some manual
work not directly involved with altering or transporting the products is included.
Includes: bookkeepers, collectors (bills and accounts), messengers and office helpers,
office machine operators (including computer), shipping and receiving clerks,
stenographers, typists and secretaries, telegraph and telephone operators, legal
assistants, and kindred workers.
- Craft Workers(skilled) - Manual workers of relatively high skill level having a thorough
and comprehensive knowledge of he processes involved in their work. Exercise
considerable independent judgment and usually receive an extensive period of training.
Includes: the building trades, hourly paid supervisors and lead operators who are not
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members of management, mechanics and repairers, skilled machining occupations,

compositors and typesetters, electricians, engravers, painters (construction and
maintenance), motion picture projectionists, pattern and model makers, stationary
engineers, tailors, arts occupations, hand painters, coaters, bakers, decorating
occupations, and kindred workers.
- Operatives(semiskilled) - Workers who operate machine or processing equipment or

perform other factory-type duties of intermediate skill level which can be mastered in a
few weeks and require only limited training. Includes: apprentices (auto mechanics,
plumbers, bricklayers, carpenters, electricians, machinists, mechanics, building trades,
metalworking trades, printing trades, etc.), operatives, attendants (auto service and
parking), blasters, chauffeurs, delivery workers, sewers and stitchers, dryers, furnace
workers, heaters, laundry and dry cleaning operatives, milliners, mine operatives and
laborers, motor operators, oilers and greasers (except auto), painters (manufactured
articles), photographic process workers, truck and tractor drivers, knitting, looping,
taping and weaving machine operators, welders and flame cutters, electrical and
electronic equipment assemblers, butchers and meat cutters, inspectors, testers and
graders, hand packers and packagers, and kindred workers.
- Laborers (unskilled) - Workers in manual occupations which generally require no

special training who perform elementary duties that may be learned in a few days and
require the application of little or no independent judgment. Includes: garage laborers,
car washers and greasers, grounds keepers and gardeners, farm workers, stevedores,
wood choppers, laborers performing lifting, digging, mixing, loading and pulling
operations, and kindred workers.
- Service workers - Workers in both protective and non-protective service occupations.

Includes: attendants (hospital and other institutions, professional and personal service,
including nurses aides, and orderlies), barbers, char workers and cleaners, cooks,
counter and fountain workers, elevator operators, firefighters and fire protection,
guards, door-keepers, stewards, janitors, police officers and detectives, porters,
waiters and waitresses, amusement and recreation facilities attendants, guides, ushers,
public transportation attendants, and kindred workers.
 Fiscal Year: The period from October 1 of one year to September 30 of the following year.
 Goal : Under the Rehabilitation Act, an identifiable objective set by an agency to address or
eliminate barriers to equal employment opportunity or to address the lingering effects of
past discrimination.
 Major Occupations: Agency occupations that are mission related and heavily populated,
relative to other occupations within the agency.
 Onsite Program Review: Visit by EEOC representatives to an agency to evaluate the

agency's compliance with the terms of this Directive and/or to provide technical assistance.
 Reasonable Accommodation: Generally, any modification or adjustment to the work

environment, or to the manner or circumstances under which work is customarily
performed, that enables an individual with a disability to perform the essential functions of
a position or enjoy equal benefits and privileges of employment as are enjoyed by similarly
situated individuals without a disability. For a more complete definition, see 29 C.F.R. §
1630.2(o). See also, EEOC's Enforcement Guidance on Reasonable Accommodation and
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Undue Hardship under the Americans with Disabilities Act, No. 915.002 (October 17, 2002).
 Relevant Labor Force: The source from which an agency draws or recruits applicants for
employment or an internal selection such as a promotion.
 Section 501 Program: The affirmative program plan that each agency is required to
maintain under Section 501 of the Rehabilitation Act to provide individuals with disabilities
adequate hiring, placement, and advancement opportunities.
 Section 717 Program: The affirmative program of equal employment opportunity that
each agency is required to maintain for all employees and applicants for employment under
Section 717 of Title VII.
 Selection Procedure: Any employment policy or practice that is used as a basis for an
employment decision.
 Special Recruitment Program: A program designed to monitor recruitment of, and track
applications from, persons with targeted disabilities.
 Targeted Disabilities: Disabilities that the federal government, as a matter of policy, has
identified for special emphasis in affirmative action programs. They are: 1) deafness; 2)
blindness; 3) missing extremities; 4) partial paralysis; 5) complete paralysis; 6) convulsive
disorders; 7) mental retardation; 8) mental illness; and 9) distortion of limb and/or spine.
 Technical Assistance: Training, assistance or guidance provided by the EEOC in writing,

over the telephone or in person.
 Under representation: Result of conditions in which the representation of EEO groups is

lower than expected.
DATABASE NOTES
1. The data for this report reflects the organization as of 1 October 2008. The HR database of
record, the Defense Civilian Personnel Data System (DCPDS), was used to obtain the data.
It is recognized that the HR database contains anomalies that affect data reporting. The
variance didn't appear severe enough to affect the calculations.
2. Applicant pool dataset is not available, limiting conclusions on data tables.
3. Manifested Imbalances and Conspicuous Absences (MICA) are the correct terms required
by federal rulings to describe the term “under representation". Manifested Imbalances
indicate that although women and minorities are present, their representation is below the
CLF. Conspicuous Absences refers to an absence of women and/or minorities.
4. Grade designations are the same ones used in DCPDS based on federal guidelines. Senior
individuals are defined as those members of the Senior Executive Service or equivalent,
such as all pay plans that start with an “E”, or “I”, pay plan “ST” and some positions in the
“AD” category. Data for Pay plan “EX” are excluded.
5. Because the HR data system has not been retooled to meet MD 715 requirements, and OPM
has not issued an authorization for the retooling, many data points in the accompanying
data tables will not consistently sum to the total Army workforce. This is especially true in
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the calculations for persons with disabilities. The reportable codes used by EEOC vary from
those in the HR data system in that some codes were excluded. Because of this exclusion,
many of the data tables will not sum to the total Army workforce. In addition, many of the
tables that capture data on RNO groups, because of the variety of pay plans used in Army do
not fit into the aspects of “GS” or “Wage Grade” equivalents. Therefore, many of those data
points were excluded.

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Appendix B
http://mikegautier.workspace.office.live.com/Docs/Data Tables

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Appendix C
Supporting Documents
Program Assessment
The assessment of the Army’s EEO program is based on the cumulative scores of
reporting EEO offices in Army as they assessed their individual EEO programs; the
scores are aggregated by command into an agency score and extracted from the MD 715
Reporter. The assessment is based on an implementation of a Balanced Score Card as
framed in the Installation Status Report. The data in Appendix C Table 1 indicates the
degree of improvement by command when the two year median of the self assessment
scores is applied. As each command conducts its own self assessment, based on Form G
and scores, the MD 715 software aggregates the scores for the past two years and
calculated the median score for those years.
The data in Figure Appendix C table 1 is an indication of the Army wide effort to
move towards the implementation of the model EEO program as required by EEOC MD
715. Most commands are within 90% of compliance with the six essential elements
required by EEOC. The commands below the norm report that their greatest challenge is
within elements B and E which indicate challenges in programmatic integration with
command programs and the efficiencies derived from that integration.
The self assessment summary, Appendix C table 2, indicates that progress has
been made in the implementation of each essential element with the greatest progress
being made in element C (Management and Program Accountability), while the element
requiring the most effort is element B (Integration of EEO into the Agency’s Strategic
mission). The other elements do not require as much attention as their scores have
remained consistent over the years.
The analysis of the Army’s EEO program from Appendix C Table 3, indicates that
while the Army’s EEO program exerts substantial effort in all programmatic elements, that
the areas of greatest deficiency are in element E (Efficiency) and element B (Integration
of EEO into the Agency’s Strategic mission). This is inferred from the 462 Report where
of the complaint’s process and in the areas that still require oversight based command
and operational evaluations. The exertion to gain 13% improvements in the program
management of element C (Management and Program Accountability) in Appendix C
Table 3, are reflected in the low Pareto score for that element. Element E (Efficiency) is

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element that requires has most compliance measures and indicators and requires a
greater level of activity to lower its deficiency rate.
The Pareto data indicates that programmatic integration, element B, remains an

enterprise wide challenge although improvements have been made. These issues center
on inclusion of EEO staff members into the strategic deliberations of the operational and
command decision making. The oversight task is to validate the data with follow on
surveys and interactive activities to obtain more specific issues and develop corrective
strategies.
Workforce Analysis and Summary
The demarcation between temporary and permanent employees, while set in

policy, is transparent in today’s civilian workforce. The implementation of policy and
programs is such that regardless of an employee’s career status, all members of the
civilian workforce are affected by the implementation of civil rights policy and therefore
have access to EEO services. Appendix C Tables 4 and 5 show general population data.
The applicant data shown in Appendix C Table 6 indicates that White men
constitute the largest applicant population followed by White women, African American
women/men and Hispanic men and women. When the number of applicants is
distributed based on the CLF, the number of persons expected to apply from each group
is also shown in Appendix C Table 6. Percentages are shown at Appendix C Table 7.
The number selected is shown in Appendix C, Table 8. The number expected to apply,
based on the CLF for the individual group indicates that while the number of White men as
well as African American men and women applying for positions meets expectations
when compared to the CLF, the number of expected applications from members of other
groups, especially Hispanic men and women, varies from their expected numbers. The
variations may be due to a number of context driven factors such as those identified by
the US Merit Systems Protection Board (MSPB) report on Hispanic representation in the
federal government5. This report states that demographic issues have a significant impact
on the representation of Hispanics in the federal workforce; the Army population of
Hispanic employees may be impacted by similar factors. Army EEO offices will be asked
to examine their applicant pool data to determine the impact of geographic issues on the
organization.
5
Achieving a Representative Federal Workforce: Addressing the Barriers to Hispanic Participation, US MSPB – September 1997

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An examination of Appendix C, Table 9 indicates that the application rate for most
groups except for white women is comparable to their representation in the CLF. This
indicates that, in general terms, the rate of applications is not outside of what would be
expected relative to the overall Civilian Labor Force statistic. The relationship between
the number of individuals who apply and are referred are similar enough that the referral
rate relationship can be compared with the Civilian Labor Force statistics to determine if
the referral rate is sufficient.
The following information discusses the applicant pool data differentiated by

EEOC categories. The data analysis was limited to those EEOC categories of over 100K
applicants. In the event that the number of applicants is less than expected, Army
EEO offices will be tasked to examine their applicant pool data in context and
identify barriers for each group within specified categories such as occupational
series and groupings.
Applicant Pool Analysis and Summary
The general applicant pool analysis indicates that for the most part, the number of
applicants expected, based on their representation in the Civilian Labor Force, is within
acceptable statistical ranges. Drawing inferential conclusions based on the general
applicant population does not control for the differentiation in occupational categories or
the impact of geographical factors. However, the data does describe the connection
between the workforce demographics and the pool of persons applying for jobs.
The first conclusion is that the number of persons applying for positions has a
direct impact on the pool of persons selected. This is evidenced by the data that shows
that White men dominate the number of those selected because White men are the
overwhelming majority of applicants and their number usually exceeded the number of
applicants expected to apply. This is not surprising since the general CLF indicates that
White men are 39% of the CLF, the highest CLF statistic, and men are 53% of the CLF
statistic. This creates a demographic phenomena centered on the idea that workforce is
impacted by the number of persons selected; the number of selections is impacted by the
sheer number of those who apply.
The sheer size of the applicant pool of White men does not control for applicant
quality as evident by the ratio of those groups that had applied who were referred. In
some cases, the ratios of those who applied and were referred exceed the ratio of White
Men who were referred in that category. The occupational series that constitute the
EEOC categories are the variables that impact the size of the applicant pool. Some EEOC

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categories had a median number of applicants much smaller than other; this validates the
idea that the mass of applicants are located in the managerial, professional and
administration categories.
The data does not control for the impact of geographical and organizational factors
that would alter the conclusions when the data is deconstructed from its total
aggregations. The general applicant data indicates that in FY 2008, there were more
than 4 million applicant records. When the applicant data is further delineated by the
EEOC Categories, the domination of White men in the applicant pool is impacted by the
types of positions contained within those categories. With a data set of this size and the
demographic distribution of the workforce, the susceptibility of the selection process to
interpersonal forces is significantly decreased; the applicant pool tends to align itself
around the CLF. This means that groups with smaller CLF statistics are impacted by
larger groups. As the MSPB study pointed out, the broad strategic view and the region
and local view are often conflicted.
The most significant conclusion is that the size of the applicant pool matters and
the choices managers make through the implementation of diversity efforts has a direct
and long termed impact on the statistical distribution of the workforce.
Officials and Managers Category
The total number of applicants in the category of Officials and Managers is

595,130 applicants. The data contained in Appendix C Table 10 shows the overall
applicant pool differentiated by EEOC categories while the data for positions classified as
Officials and Managers shown in Appendix C 11 and 12 indicates that the overall
percentage of White men expected to apply for positions within the Officials and
Managers category is less than the expected number although White men are the largest
group of applicants followed by White women. Future analysis categorized by grade or
band rankings could possibly yield a different result. The number of African American
men and women applicants is above the expected number of applicants as is the number
of men in the other racial categories. The number of women applicants in the smaller
racial groups is less than expected.
The data in Appendix C Table 13 and 14 shows the ratio of those who applied for
positions and were referred and the ratio of those who were referred who were selected.
The applied to referral ratio indicates that the ratio of women who applied were referred at
a higher rate than the ratio of men who applied and were referred. Only White men were
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selected at a rate higher than their corresponding selection rate for women. The selection
rate does not control for the complexity of series and grades/bands which may indicate a
different selection rate. However, the differences between the percentage of those who
applied and those who were referred show few significant differences. Within this
category, Hispanic women as well as Pacific Islander women had the highest ratio of
those who were referred and selected.
Professional Category
The number of applicants in the Professionals Category is 431,806, which is lower

than the number of applications received from the Officials and Managers category. The
data in Appendix C Table 15 indicates that the number of White men and women in the
Professionals category who applied for positions is less than expected, although the
number of African American men and women, as well as Hispanic men, Asian men,
Pacific Islander men, Native American men and women, is greater than expected. White
men constitute the largest number of applicants and overall, the White men are the
largest number of persons selected followed by White women. The number of Hispanic
men applicants exceeds their expected number, but the number of Hispanic women
applicants does not. The data for occupations that impact this category will be further
examined to determine anomalies or barriers.
Although the data indicates that certain groups have a higher rate of applicants
than expected, the data in Appendix C Tables 16-17 shows that the ratio of Asian men
who applied for positions and were referred for selection was higher than the ratio for
other groups although the number of applicants from other groups was higher.
Conversely, the ratio of Asian men who were referred and subsequently selected was
one of the lower ratios of those referred who were selected although the distribution of
Asian men selected was the fourth highest.
Administrative Support Category
The number of applicants in the Administrative Support Category is 578,247

applicants. The number of women who applied for positions was greater than the
number of men as shown in Appendix C Table 18. Although the number of White men
who applied for positions in this category was less than expected, the number of African
American men was greater than expected. The number of White women was less than
expected, but the number of African American and Asian women was greater than
expected. The expectation for members of other groups was within expected parameters.

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Within this EEOC group, the overall ratios of those who applied and were referred
show no significant differences as shown in Appendix C table 19. The ratio of those that
were selected, based on being referred, indicates that the women’s group’s entire ratio
was higher than their male counterparts although the selection rate of White men was
higher than any group except for the selection rate of White and African American women
as shown in Appendix C table 20.
Operatives Category
The number of applicants in the Operatives Category is 100,606. The data in

Appendix C Table 21 indicates that the overall numbers of applicants for these jobs are
dominated by White and African American men, while most of the women’s groups
applying for these positions are less than the expected rate. White men are the largest
group of applicants followed by African American men.
Craft Workers Category
The number of applicants in the Craft Workers Category is 184, 375. The number
of Hispanic men and women as well as the number of Asian men and Pacific Islander
women is well below the expected number as shown in Appendix C Table 22. The
majority of applicants are White, African American and Hispanic men. Of those
individuals who applied and were referred, Asian men, followed by White and African
American men had the highest distribution. Asian men who applied, comprised the
highest percentage of applicants selected, although White men were the largest group
selected.
Disability Category
The number of persons with disabilities who applied for Army positions was
216,846 of the 1,869,726 or 10% of the applicants who could be identified with a
disability. The number of persons with disabilities expected to apply is 146, 060, so the
number of applicants with disabilities is higher than expected. The number of persons
with targeted disabilities who were expected to apply is 41, 731; the number of applicants
with targeted disabilities was 13,001. The Army did not meet its goal of 2% of the
applicant pool with persons with targeted disabilities at Appendix C Table 23.

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Outreach and Special Emphasis Programs
Black Employment Program
The Department of the Army Black Employment Program (BEP) provides

guidance to identify barriers to upward mobility for Blacks within the workforce and
creates proactive initiatives for improving the representation of Blacks throughout the
Army. Additionally, the DA BEP has worked closely with DOD and the DA Minority
College Relations Program Director to increase awareness of opportunities for
employment with the Department of the Army; communicate current employment,
education, health and the economic status of Blacks to affinity groups; and to develop
partnerships with Historical Black Colleges and Universities (HBCUs).
The DA, Director, Black Employment Program conducted a department forum at

the Blacks in Government Training Conference in New Orleans, LA. The forum was a
huge success with 160 or more attendees from the DOD, Army and other federal
agencies. The topics that were discussed were on leadership, joining and working with
community organizations and investing in one’s career.
Additionally, to assist with recruiting and awareness efforts, the Army set up
booths for military and civilian employment opportunities at events sponsored by various
nationally recognized African American organizations such as the NAACP, Blacks in
Government, Black Engineer of the Year Awards, among others.
African Americans comprise 44,411 or 15.0% of the total workforce, compared to

the CLF for African Americans of 10.50%. The overall African American workforce
declined by 781 employees, while the permanent workforce increased by 3,074
employees. In the temporary workforce, there was a decline of 39 African American
males and an increase of 65 African American females. African Americans that are
employed in the Non-Appropriated Fund personnel system declined by 742 (males 274
and females 468). The Non-Appropriated Fund positions have a high number of
turnovers in the workforce because some of the work is seasonal (life guards, food
service operators, housekeepers, etc). In the ten most populous occupations, African
American men and women are at parity or below parity with the CLF.
In FY 2008 there was an overall increase in Senior Executive Service (SES)

positions for African American men from five in FY 2007 to six in FY 2008, but the
representation is below the CLF of 2.80%. African American women SES decreased
from three to one in FY 2008. There was no change in the representation of African

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Americans in both genders in the Scientific Technology and Intelligence Professionals

series.
In General Schedule (GS) positions, the overall representation remained the same
in grade levels 15, 14, 9, and 7 while the representation increased in GS grades 13
(0.84%),12 (0.85%), 11 (0.54%), 4 (1.67%), and 3 (4.72%). The representation
decreased in GS grades 10 (-1.76%), 8 (-2.18%), 6 (-0.78%), 5 (-0.49%), 2 (- 2.28%), and
1 (-3.48%). Within the data for the NSPS and demonstration projects, the data for African
Americans in Pay Band 5 remained the same as FY 2007 at 3.84%, while there were
slight increases in Pay Bands 4 through 1.
The population of African American employees increased in seven of the EEOC

categories. The representation in two categories, sales workers and laborers and helpers
increased by 2.11% and 2.05% respectively from the previous fiscal year. There was a
very small decrease in the African American representation in the Craft Workers and
Operatives categories. The number of external accessions decreased from 18.67% to
17.85% in FY 2008. There was also an increase of 1.30% of African Americans that were
promoted in FY 2008 compared to 2007 data.
American Indian/Native Alaskan Employment Program
The outreach efforts for Tribal Colleges and Universities (TCUs) have been
successful as the Army continues coordinating with these organizations. It is anticipated
that TCUs will become a major source of new employees for the Army. One initiative was
the Workforce Recruitment Program for College Students with Disabilities which aided in
the recruitment of one American Indian and Alaskan Native in 2008.
The population of American Indian/Alaskan Native (AI/AN) comprise 2,369 or

1.0% of the workforce. When compared to the CLF, this group is at parity. In FY 2008,
there was an increase of 99 American Indian/Alaskan Native permanent employees (74
males and 25 females). In the most populous occupations, American Indian/Alaskan
Native men and women are at parity with the exception of American Indian/ Alaskan
Native women who are below the CLF in series 0203 – Human Resources Assistant,
There are no American Indian/Alaskan Native employees in the Senior Executive

Service. In comparing the FY 2007 data with that of the FY 2008, in the General Schedule
(GS), American Indians/Alaskan Native overall representation remained the same in
grade levels 11, 10, 05, and 03. Their representation increased in the GS grades of 14
(0.14%), and 08 (0.42%). The representation of American Indian/Alaskan Native
decreased in the GS grades 15, 13, 12, 09, 07, 06, 04, 02, and 01 in the Army workforce.
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The NSPS and demonstration projects Pay Band, American Indian/Alaskan Native
representation had a slight increase in Pay Band 3. There was a small decline in their
representation in Pay Bands 4, 2, and 1.
The representation of American Indian/Alaskan Native employees increased in six

of the nine EEOC categories. There was a very small decrease of American
Indian/Alaskan Native representation in the Official & Managers, Professionals,
Administrative Support, and Operatives categories. There was an increase of 0.08% of
American Indian/Alaskan Native employees who were promoted when compared to 2008
data.
Asian/Native Hawaiian or Other Pacific Islander Employment Program
The success of the Department of the Army Asian American and Pacific Islander
(AA/PI) Employment Program is due to an emphasis on providing technical advice and
direction to Asian American and Pacific Islander employment organizations that directly
impact career development. Consequently, Army EEO offices are directed to insure that
the AA/PI employment issues are made visible and that interactions with AA/PI
employees are sensitive and aware of cultural differences that exist within the 43 nations
that comprise this ethnic group. The guidelines and operational aspects focus on
educating the workforce about the diversity and historical factors impacting AA/PI
employees. This is markedly different from other observances. The feedback received
reveals that the focus on addressing stereotypes has improved the professional
interaction between AA/PI employees and the workforce.
Asian/Native Hawaiian or Other Pacific Islander employees comprise a combined

workforce of 11,251 or 4.34% of the workforce6. In FY 2008, the permanent
Asian/Native Hawaiian or Other Pacific Islander workforce increased by 432 employees
(187 males and 245 females).
In the most populous occupations, Asian/Native Hawaiian or Other Pacific Islander

men and women are at parity with the CLF for Human Resources Assistant, Contracting
and Heavy Mobile Equipment. The representation of Asian/Native Hawaiian or Other
Pacific Islander males in the Army’s workforce decreased when compared to the CLF for
Miscellaneous Clerk & Assistant, Management & Program Analysis, Civil Engineering,
and Nurses (Add chart below). Both (males and females) Asian/Native Hawaiian or
6
For the purpose of this analysis we have combined the Asian and the Native Hawaiian or Other Pacific
Islander population together due to their small number in the workforce.
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Other Pacific Islander representation also declined in Miscellaneous Administration and

Program, Logistic Management and Information Technology Management.
In the SES, there are six (four males, two females) Asian/Native Hawaiian or Other
Pacific Islanders. In the Scientific Technology (ST) category the representation of
Asian/Native Hawaiian or Other Pacific Islander in the Army’s workforce (12.82% males
and 2.56% females) is above the CLF, 2.10% males and 1.30% respectively. There is
no Asian/Native Hawaiian or Other Pacific Islander representation in the Intelligence
Professional category.
In comparing the FY 2007 data with the FY 2008, in the category of General
Schedule (GS), Asian/Native Hawaiian or Other Pacific Islander overall representation
increased in the GS grades 15, 14, 13, 12, 10, 08, 07, 06, 04, and 03. The representation
of Asian/Native Hawaiian or Other Pacific Islander decreased in the GS grades 11, 09,
05, 02, and 01 in the Army workforce. In the NSPS and Demonstration Projects pay
band positions, Asian/Native Hawaiian, or Other Pacific Islander increased in pay bands
6 and 4 but remained the same in pay band 5. There was a decline in their
representation in Pay Bands 3 (-.10%), 2 (0.61%), and 1 (1.25%).
The representation of Asian/Native Hawaiian or Other Pacific Islanders increased

in two EEOC categories: Technicians and Service Workers. There was a decrease of
Asian/Native Hawaiian or Other Pacific Islander representation in the seven categories of
Official & Managers, Professionals, Sales Workers, Administrative Support, Craft
Workers, Operatives categories, and Labor & Helpers.
The external Accessions decreased from FY 2007, 3.40% to 3.27% in FY 2008.

There was an increase of 0.17% of Asian/Native Hawaiian or Other Pacific Islander
employees who were promoted in FY 2008 (3.77%) compared to 2007 (3.60%) data.
Hispanic Employment Program
In FY 2008, the DA Director of the Hispanic Employment Program participated in

several DOD outreach activities, for example, at the National IMAGE, Inc DOD Forum,
League of United Latin American Citizens (LULAC) DOD Military Awards Breakfast,
National Organization of Mexican American Rights, and the Hispanic Youth Symposium.
The Army also had recruitment and exhibit booths in the national organization mentioned
above.
The Department of the Army Hispanic workforce participated in the first Hispanic
Community Career Advancement Summit, http://www.apasummit.gov/) hosted by the

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Department of Labor. The training and information that was provided during the Summit
was exceptional. The Army was a member of the steering committee and participated in
the discussion, planning, and establishment of milestones to implement the Interagency
Hispanic Career Advancement Summit. The Summit workshop topics focused on
leadership skills such as: Executive Core Qualifications (ECQs) –Leading Change,
Leading People, Results Driven, Business Acumen, Building Coalitions; Executive Order
13434, National Security Professional Development (promoting education, training and
experience for national security positions in executive departments/ agencies); training
for managers and supervisors; Generational Tracks and Culture and Diversity.
Hispanics comprise of 15, 273 or 6.06% of the workforce. In comparing the CLF
for Hispanics of 10.8% with the Army’s Hispanic workforce of 6.06%, Hispanics are
underrepresented. In FY 2008, the Hispanic male population declined by 47 employees,
but the Hispanic women increase by 63 employees.
In FY 2008, the percentage of Hispanics in the SES (ES, ST, and IP) remained the
same as FY 2007 at 1.0%. In comparing the FY 2007 data with that of the FY 2008, in the
General Schedule (GS) categories pay grades, the number of Hispanic employees
increased in grades 8(0.22%), 6 (0.53%), 3 (0.45%). The Hispanics representation
decreased in the GS-15 (-0.56%), 14 (-0.60%), 13 (-1.03%), 10 (-0.81%), 5 (-1.0%), 4
(-1.02%), and 2 (-1.76%).
In the NSPS and demonstration projects pay bands, the representation of

Hispanics in pay band 5 remained the same as FY 2007 at 4.61%. There was an increase
in the number of Hispanic employees of 0.44% in pay band 3, while the population
decreased in pay bands 4 (-0.25%), 2 (-0.29%), and 1 (-1.12%).
Hispanics increased in EEOC category Laborers and Helpers from 4.28% from FY
2007 to 5.31% in FY 2008. There were slight decreases in Hispanic representation from
the FY 2007 and FY 2008 data in Officials and Managers (-0.21%), Professionals
(-0.25%), Technicians (- 0.40%), Administrative Support Workers (- 0.45%), and Service
Workers (-0.17%). A large decrease of the Hispanic workforce representation occurred
in three categories: Sales Workers (-1.89%), Craft Workers (-1.02%), and Operatives
(-3.05%).
The Hispanic workforce in the Army decreased slightly in the External Accessions
from the FY 2007 data by -0.15. There was a substantial decrease for Hispanics in the
Separation category in FY 2008 (4.74%) compared to the same category in FY 2007
(7.54%).

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FEDERAL WOMEN’S PROGRAM
Department of the Army’s (DA) Federal Women’s Program (FWP) provides

guidance to improve the representation of women in the general workforce and the under
representation of women at senior level positions. Women comprise 38.67% of the
workforce, an increase of 19%. However, Army is below general parity with the civilian
labor force (CLF) which is 46.8%. Army exceeds Department of Defense (DOD)
representation of women at 35.5%. In The number of women in Senior Executive Service
(SES) decreased from previous years to 19.55% from the previous year’s representation
of 19.68%. Women are not at parity in the SES when compared to the CLF’s 38.60. In
FY 08, Women accounted for 40.71% of all external accessions and 43.60% of all
separations. A closer review of separations should examine the reasons women
separate from DA (i.e. are these adverse separations and/or opportunities for promotions
outside the agency.) The most commonly received award Women received in DA is the
Performance Award and women represent 39.71% of the recipients.
In the top ten most populous occupations, women’s representation in comparison with the
CLF is shown below:
Series CLF Dept of Army %
301 Males Females Males Females

Miscellaneous
Administration & 43.40% 56.60% 62.54% 37.45%
Programs
303-Miscellaneous
Clerk & Assistant
26.60% 73.40% 31.74% 68.25%
2210 – Information
Technology
Management 66.80% 33.20% 68.13% 31.86%
346 – Logistics
Management
65.10% 34.90% 67.26% 32.73%

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Series CLF Dept of Army %
343 –
Management and
Program Analysis 61.40% 38.60% 35.75% 64.24%
5803 – Heavy
Mobile Equipment
99.10% 1.00% 96.09% 3.90%
1102 – Contracting
47.00% 53.00% 39.05% 60.94%
810 – Civil
Engineering
89.90% 10.10% 84.248% 15.75%
203 Human 18.90% 81.00% 31.07% 68.92.82%

Resource
Assistance
610 – Nurse 7.60% 92.40% 12.99% 87.00%
In comparing the FY 2007 data with that of the FY 2008, in the category of General
Schedule (GS), women’s overall representation increased in the following GS grades 15,
14, 13, 12 and 11. The representation of women decreased in the GS grades 10, 8, 6, 5,
2, and 1 in the Army workforce. The causes for the increase and decrease require further
study to determine if any local barriers exist for women in these occupational series
In the Department of the Army, women increased their representation in six

categories in the Federal 9 Occupations; Professionals, Technicians, Operatives,
Laborers and Helpers, Service Workers. Their representation in three categories
experienced an decrease; Officials and Managers, Craft Workers and Sales Workers.
Federally Employed Women’s Conference 08
Department of the Army sponsored its annual forum in conjunction with the Federally
Employed Women’s (FEW) National Training Program (NTP). FEW is a private, non-profit
organization founded in 1968 shortly after Executive Order (EO) 11375 was issued to add
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added sex-discrimination to the list of prohibited discrimination within the Federal

Government. FEW is a membership organization working for the elimination of sexual
harassment and the advancement of women in the government. Their current initiatives
involve, Compliance, Diversity, Legislative and Training.
COMPLIANCE
For the purposes of FEW, the term in its broadest meaning is conformance on the
part of a federal department, agency, or subordinate agency with existing laws pertaining
to the administration of the Equal Employment Opportunity (EEO) Program and the
Federal Personnel System. FEW is primarily concerned with the regulations and
compliance with these laws by monitoring agency and local activity programs and in
providing guidance to FEW members and other employees.
DIVERSITY
Because minority women have historically suffered the double discrimination of

sex and racial/national origin, FEW recognized the need to establish a policy to assist the
National President. This policy would assist in paving the way for promoting better
understanding and recommending change that would make FEW more responsive to the
needs of minority members.
Legislation
FEW supports the premise that analysis of proposed legislation designed to

eliminate discrimination against women employed in government should receive top
priority. However, it is increasingly important to support legislation that affects the status
of women as a class, whether or not federally employed.
Training
The educational policy of FEW is to fulfill the purposes stated in Article II of the Bylaws
through research and development of appropriate programs and materials; and
promotion of the effective use of such programs and materials.
This is a continuing commitment to offer a valuable career development and

leadership training program through national, regional, and local FEW meetings,
seminars, and conferences to each member and prospective member.

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The 2008 Department of the Army -Wide Forum for FEW was held on 14 July 2008, at
the Hilton Anaheim Hotel in Anaheim, CA. The DA forum has been traditionally held in
conjunction with the conference. The theme for 2008 was “Moving On, Moving Up”.
The objective for this year’s three hour annual workshop was to address current initiatives
for the Federal Women’s Program (FWP) and examine statistical trends and employment
concerns for women within Department of the Army. A program booklet was designed
highlighting all women who are in the Senior Executive Service (SES) and General
Officers within DA. The program booklet was used to recognize the nomination of General
Ann E. Dunwoody to the rank of four-star General, the first woman in U.S. military history
to attain this rank.
Forty five personnel attended the DA forum. The guest presenter was Major General
Carla G. Hawley-Bowland, Commander of the US Army North Atlantic Regional Medical
Command/Walter Reed Army Medical Command. She presented a 36 slide presentation
on ‘A History of Women in the Military’ focusing on the various conflicts and women’s
progression and recognition throughout history. In addition, MG Hawley-Bowland
presented a segment entitled ‘The Front Lines of Healing’ which focused on the role and
innovation of military hospitals throughout Department of the Army. She concluded her
presentation with an overview of her career in the military and her career progression to
the General Officer ranks. The second part of the DA Forum focused on panelists giving
presentations on career success and a Best Practice overview that highlighted the
accomplishments of three model FWP/SEP Programs in Department of the Army:
US Army Special Operations (USASOC) Presenter, Ms. Lisa Berry
 Distinguishing between EEO Special Emphasis Programs and EO

Observances.
 Sample Workshop Guide
 Community & Educational Outreach as EEO Initiatives
US Medical Command (MEDCOM) Presenter, Ms. Carmen Lopez
 Provided a comprehensive 35 question FWP Evaluation Checklist to

monitor program efficiency
 Incorporating MD 715 to Implement an Effective FWP Program
 Evaluating SEP and FWP’s from a MEDCOM perspective

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Office of the Assistant Secretary of the Army Presenter, Ms. Beatrice

Bernfeld
 Enhance opportunities for an efficient and effective use of MD 715

 Training (i.e. Observances, Lunch ‘n Learns, Process and Procedures &
Continuing Education)
 Advancement (i.e. Barrier Analysis &Learn the Process)
DA Overview of FWP Program Presenter Ms. Angela Love
 Objectives, Vision & Legal Authorities for FWP

 Roles and Responsibilities of SEP/FWP
 22 slide Overview of Women’s Representation in DA to include Awards,
Supervisory Positions and College Education.
Army’s participation was consistent with two of the seven goals for Manpower and
Reserve Affairs:
 Recruit, retain and support a capable, diverse, adaptive and high quality
Army: military and civilian.
 Train and educate Army soldiers, leaders and civilians.
 Insure the ASA (M&RA) workforce is an assertive, diverse, highly-skilled,
cohesive team prepared to meet the Army’s human capital challenges,
today and tomorrow.
We recommend the continued support and participation in FEW--the only national

organization dedicated to promoting equality for women and addressing their concerns in
the Federal workforce.
Individuals with Disabilities (IWD) Program
The Army’s efforts to increase employment opportunities for IWD were recognized
by the Department of Defense for 2008. The Army was the recipient of the DoD Best
Disability Program Award for 2008 as efforts to increase opportunities within the Army
continues.
In the Department of the Army IWD Program, the data indicates that participation
rates of persons with targeted disabilities are less than expected. There was a 5.78%
increase in the employment of persons with disabilities (PWD). The population

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increased by 1,233 PWD with a minor increase of 0.73% of individuals with targeted
disabilities. Major proactive initiatives to address this low percentage include increased
marketing and use of the DOD centrally funded Workforce Recruitment Program for
College Students with Targeted Disabilities as a recruitment source. We also ensure
recruiters, managers, supervisors, IWD Program Managers, and selecting officials are
aware of the special appointment authorities, i.e., Schedule A, Disabled Veterans,
internships, etc., for hiring. We actively pursue higher visibility and achievements of IWD
program objectives; continued establishment of liaison relationship with Historically
Black, Hispanic Serving and American Indian Tribal Colleges and Universities Programs
to ensure needs and skills of individuals with disabilities are included for employment
consideration. Further, we continued development and presentation of awareness
training for employees, managers, and supervisors to ensure commitment to issues
affecting IWD full participation as well as participated in the implementation of the
wounded service member programs to provide civilian employment opportunities to
severely disabled returning Soldiers. We actively marketed reasonable
accommodations options and the availability of Computer/Electronic Accommodations
Program services; and continue establishing liaison relationships with state and local
rehabilitation offices, the Department of Veterans Administration (VA) and other
training/rehabilitation organizations in an effort to provide training for retention, unpaid
work experience and other employment opportunities.
The Army Director of the Program for Individuals with Disabilities

continuously conducts extensive training throughout Army activities and provides
information on hiring, advancement, reasonable accommodations, and placement of
individuals with disabilities and disabled veterans. The IWD Director also participates in
the technical workshops and career fairs for the wounded warriors. As a result, the Army
is actively ensuring that disabled veterans receive training that provides opportunities for
career enhancement and professional growth, i.e., the US Office of Personnel
Management (OPM) Leadership Communication Workshop, the OPM Conflict Resolution
Skills Course, the Leadership Education and Development (LEAD) course, the OPM
Developing High-Performance Teams, the Dale Carnegie Course and the Pat Roberts
Intelligence Scholars Program (PRISP), a pilot program to recruit and train entry-level
analysts and linguists with specialized skills.
The number of persons with disabilities increased by 1,233 employees. Of those

employees who have a disability, but did not identify their disability, there was a 4.86%
increase. In the workforce, there was also a 5.99% increase in employees who identified
their disability. The number of employees with targeted disabilities increased by four

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employees or 0.24% during FY 2008. The total Targeted Disability population in the Army
workforce is .73% or -1.43% when compared to the federal high of 2.16%. The applicant
pool data for persons with disabilities, as shown in Appendix C, Table 31-33, indicates
that the Army’s goal of obtaining an applicant pool with 7% of the applicants as persons
with disabilities was met. However, the applicant pool data indicates that the Army did not
meet the 2% goal of persons with targeted disabilities.
Army activities are also working closely with Department of Defense transition
programs for military personnel retiring from active duty to ensure that disabled veterans
are aware of available employment programs and have also established partnerships
with the US Department of Veterans Affairs (VA) in a compensated work therapy program
to bring veterans into the work environment in a non-pay status. Command staff visits the
military hospitals, including Bethesda Naval Medical Center, Walter Reed Army Medical
Center, and the Fort Sam Houston Brooke Army Medical Center to reach out to
individuals with disabilities, including disabled veterans.
The Always A Soldier Program (AASP) is a US Army Materiel Command (AMC)

initiative focused on assisting disabled veterans to provide continuing support to
service-connected disabled veterans beyond their active service. The AASP provides
the disabled veteran opportunities to seek employment, career advancement, and job
mobility. To accomplish this goal, the program partners with existing Army programs
(Army Wounded Warrior Program, Army Community Service) and the VA/Disabled
American Veterans to market the program. The AASP established formal partnerships
with the Veterans of Foreign Wars, American Legion, Disabled Veterans of America, and
the Paralyzed Veterans of America to integrate Soldiers back into the workforce.
The Army Test & Evaluation Command (ATEC) participates in the Operation
Warfighter Program, an employment initiative for wounded service members headed by
the Department of Defense. ATEC currently has one soldier assigned at Aberdeen
Proving Ground, MD and is on the waiting list to fill four more positions with military
service members.
The Headquarters (HQ) US Army Medical Command (MEDCOM) Office of EEO

Programs participated with the Office of the Secretary of Defense, Recruitment
Assistance Division, Defense Applicant Assistance Office, HQ, US Army Installation
Management Command, and other sponsoring organizations within Department of the
Army in planning and executing a well-attended (by service members/spouses) résumé
writing workshop and career fair at Fort Sam Houston, Texas, for service members
wounded in Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF).
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These workshops and career fairs have become semi-annual events to coincide with San
Antonio Military Community Fairs in March and September each year.
MEDCOM also collaborated with the US Army Training and Doctrine Command
(TRADOC) and the Military Severely Injured Center (MSIC) to host two career fairs at the
Walter Reed Army Medical Center (WRAMC). Over 300 service members and their family
members participated. The WRAMC Civilian Personnel Assistance Center and
Directorate of Community Activities hosted over 25 resume’ writing workshops in the
Washington, DC area. The MEDCOM EEO Director participated at the IMCOM H3 (Heal,
Help, Hire) workshop and discussed the topics of Combat-Related Special
Compensation/Traumatic Service Members’ Group Life Insurance, Special College
Programs and Services for the Disabled; the DOD Computer/ Electronic
Accommodations Program (CAP), the Civilian Workforce Reasonable Accommodation
Program, Education and Counseling Services.
The Occupational Therapy (OT) Section at Brooke Army Medical Center (BAMC)
established an Assistive Technology Training Center (ATTC). A visit to the ATTC has
been incorporated into the OT program for all wounded soldiers. This program ensures
that Soldiers become aware of the technologies available to accommodate their
disabilities and the requirements for acquiring the technology through CAP. Through
this experience, wounded soldiers/service members are prepared to return to duty or
transition to federal, state, or private sector employment after separation from military
service.
The US Army Special Operations Command’s (USASOC) Student Educational

Employment Program (SEEP) is a resource for recruitment of disabled veterans. This
program is for degree-seeking students attending Fayetteville Sate University (FSU).
Often, the veterans elect to continue their education and attend FSU. Currently, 25
percent of the USASOC SEEP participants are veterans.
TRADOC’s Army Wounded Warrior Education Initiative (AW2EI) is a two year pilot
program being conducted at Fort Leavenworth, Kansas. Army Wounded Warriors
(AW2) who remain on active duty or who have been medically retired may be eligible to
attend the University of Kansas (KU) to complete a master’s degree in an appropriate field
of study followed by employment at TRADOC locations. Upon graduation in 2010, the
participants will be integrated into the workforce. TRADOC is the lead agency for this
program and will identify at least five civilian positions each year to be filled by members
of AW2. The program participants will begin at the GS-9 grade level while enrolled in
school and will earn GS-11 pay after graduation.
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US Army Installation Management Command (IMCOM) established initiatives and

programs that have strengthened participation rates and support for disabled veterans
that include (1) IMCOM H3 (Heal, Help, Hire) Program and, (2) US Army Wounded
Warrior Program (AW2). Soldier Family Assistance Centers (SFACs) have been
established with new facilities. The AW2 program coordinates services and benefits to
soldiers who are severely disabled, those with a disability rating of 30% and above. The
three phases of the AW2 system are notification and evacuation, medical care and board
evaluation, and retirement and reintegration. During the last phase, soldiers are linked
to VA and AW2 Soldier Family Management Specialists for assistance with benefits and
employment assistance. SFACs will provide these services to Warriors in Transition
(WITs) and family members. The IMCOM H3 program is identified as an IMCOM “Best
Practice” for employment of disabled veterans. The IMCOM H3 Program provides
technical assistance and transition to WITs at Warrior Transition Units (WTUs) and
geographic locations lacking access or availability of the SFACs. The Army Director for
the Program for Individuals with Disabilities is an active participant in the IMCOM H3
Program. During FY 08, the Community Based Health Care Organization (CBHCO)
units were renamed Community Based Warrior Transition Units (CBWTUs).
The United States Army Europe (USAREUR) EEO Office created a European
Diversity Council where information about disabled veterans’ employment and benefits is
shared and posted on the Council’s webpage for dissemination at installations across
Europe. The USAREUR Equal Employment Opportunity (EEO) Office also partners with
the Education Centers in Europe, Army Community Services (ACS), and several other
groups to provide information on employment programs. EEO provides quarterly
briefings at the “Community Update” to apprise the community of employment efforts and
weekly briefings are provided about the EEO Program at the “Newcomers Orientation.”
Transition Assistance Offices in Europe provide information on the Department of

the Army’s Disabled Transition Assistance Program (DTAP), which is an integral
component of transition assistance that involves intervention on behalf of service
members who may be released because of a disability or who believe they have a
disability qualifying them for the VA Vocational Rehabilitation and Employment Program.
The goal of DTAP is to encourage and assist potentially eligible service members in
making informed decisions about the VA's Vocational Rehabilitation and Employment
Program. It is also intended to facilitate the expeditious delivery of vocational
rehabilitation services to eligible persons by assisting them in filing an application for
vocational rehabilitation benefits.

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Information on the Department of the Army’s Wounded Warrior Program (AW2) is

provided on USAREUR websites and in various forums. This program provides severely
disabled Soldiers and their families with a system of advocacy and follow-on support to
assist them as they transition back to military service or into the civilian community.
Three new Warrior Transition Units were established in Germany. EEO staff attends
WTU meetings to see where employment assistance can be established. The Wounded
Warrior Entitlement Handbook is available on the USAREUR G1 webpage.
The US Army Forces Command (FORSCOM) identified 83 position vacancies for

tentative employment offers. FORSCOM, along with other Army commands, continues
to seek qualified AW2 soldiers to fill vacancies across the Army footprint.
The Secretary of the Army and Chief of Staff of the Army approved the Army Mild
Traumatic Brain Injury (MTBI) and the Post Traumatic Stress Disorder (PTSD) Teaching
Program.
The US Army Special Operations Command (SOC) personnel stationed at Fort

Bragg, NC, were briefed on the Department of Defense Computer/ Electronics
Accommodations Program (CAP), where the Wounded Soldier Initiative and Ergonomic
Principles were the topics of discussion. The Disability Program Manager developed
relationships with local disability outreach organizations and attends meetings where
federal career opportunities are shared.
Through the Computer/Electronic Accommodations Program (CAP), Department

of the Army completed 4382 to include support to wounded service members. This is a
total cost of $1,803,936.38 funded by CAP 7 as shown in Figure 3. The Table also shows
the accommodations provided for wounded service members (WSM) as further shown in
Figure 1.
ARMY EMPLOYEE ACCOMMODATIONS
7
CAPTEC Data
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WSM
Fiscal
Year Employee Total Employee Value Accommodations Total WSM Value Total Total Value
$
FY03 526 333,761.96 0 $0.00 526 $333,761.96
$
FY04 670 289,944.62 0 $0.00 670 $289,944.62
$
FY05 868 392,861.19 0 $0.00 868 $392,861.19
$
FY06 1212 568,970.73 0 $0.00 1,212 $568,970.73
$
FY07 1032 406,152.77 2,274 $956,291.60 3,306 $1,362,444.37
$
FY08 849 354,339.03 3,533 $1,449,597.35 4,382 $1,803,936.38
Grand
Total 5157 $2,346,030.30 5,807 $2,405,888.95 10,964 $4,751,919.25
Figure 4
WOUNDED SERVICE MEMBERS
Number of
Fiscal Year Accommodations Total Value
FY07 2274 $956,291.60
FY08 3533 $1,449,597.35
Grand
Total 5,807 $2,405,888.95
Figure 5
The data in Appendix C Tables 34-38 shows the applicant pool by veteran’s status.
The data indicates that the majority of applicants was either non veterans or post Vietnam
era veterans. Subsequently, the majority of persons selected were either veterans or non
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veterans. The selection ratio between non veterans and veterans is differentiated by
approximately 2%. This means that veterans are being selected at a rate nearly equal to
non veterans and that 7% of individuals apply for jobs are 30% disabled veterans and
10% of those referred are 30% disabled veterans and 10% of the those selected.
Minority College Relations Program
The Army presently has education partnerships with six HBCU/MIs. The objective
of the Army’s Educational Outreach Program (AEOP) is to develop and execute programs
that provide learning and teaching aids, incentives, and rewards for students and
teachers while ensuring opportunities for socially and economically disadvantaged
students. The Army has created AEOP to expand and integrate as array of Army
educational opportunities for the future generations of America’s workforce and its
teachers. The AEOP is comprised of Army-sponsored research, education,
competitions, internships, and practical experiences designed to engage and guide
students and teachers in science, technology, engineering and mathematics. From
kindergarten through graduate school, students of all proficiency levels, interests, and
ethnic, economic, and academic backgrounds are encouraged to participate in real world
experiences involving these important disciplines. Programs and events involve
interactive activities and mentors, school visits, neighborhood activities and community
science fairs.
In AEOP, high school students can choose from a wide range of educational
challenges such as the Junior Science and Humanities Symposium. For those in grades
6-9 who prefer cyberspace, eCYBERMISSION is an inclusive Web-based science,
mathematics, and technology competition with significant monetary awards for small
teams of students who are interested in open-ended challenges that are relevant and
linked to their community. Gains in the Education of Mathematics and Science (GEMS),
The Science and Engineering Apprentice Program (SEAP), the Uninitiated Introduction to
Engineering (UNITE), and the Research and Engineering Apprentice Program (REAP)
provide hands-on internships to pre-college students, each program tailored to a different
age and interest. Materials World Modules enables students and teachers from middle
to high school to experience science through the process of self-discovery. AEOP
programs are also available for college undergraduate and graduate students that include
extensive scholarship opportunities available at numerous institutions across the country.
Taking advantage of these numerous educational opportunities available in science,
mathematics, engineering, and technology will ensure that America will continue to
maintain its technological leadership in a globally competitive world.

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The MCRP goals were realigned to conform to the Secretary of the Army strategic
priorities by matching minority institutions of higher education (IHEs) research capabilities
with Army program requirements. This goal seeks to improve the interaction of key
senior leaders with minority institutions, especially the smaller ones and encouraging
participation in Army funded programs technical assistance workshops, campus visits
and other outreach activities.
Research and Development Awards and Grants:
 Instituted five (5) HBCUs Battlefield Capability Enhancement Centers of

Excellence. The Centers are: Intelligence Sensor Fusion, located at Tennessee
State University (TSU); Environmentally Stable Flexible, located at North Carolina
A&T University (NC A&T); Flexible Extremities Protection, located at Tuskegee
University (TU); Human Centric C2 and Decision Making, located in NC A&T
University; and Digital Battlefield Communication; located in Prairie View A&M
University. (Note: These Centers are: (1) executed via cooperative agreement; (2)
HBCU/MI led with TRADOC battle lab collaboration; (3) focused on rapid transition
of basic research; (4) 5-year duration; (5) $500K/year efforts; and (6) three out of
four of the universities attend at least two MCRP workshops);
 DA received congressional funding for breast and prostate cancer research

program. This was the first time that a military service received congressional
funding for a congressional directed medical research project. This program has
enhanced the DOD through investment in military research infrastructure,
improved quality of life for military personnel and their family members, and
positive public relations for DOD;
 Awarded contract to Institute of American Indian Arts for development of a logo for
the Army EEO/CR office;
 Corps of Engineers Construction Engineering Research Laboratory (CERL).

Awarded a contract to design and implement a multi-purpose geographic
information system (GIS) – a partnership to benefit Army COE and the Caddo
Indian Nation Binger Oklahoma. The GIS contract assisted the Caddo Nation’s
characterization of aboriginal homeland including Ft. Polk, Louisiana;
 Awarded contract to Salish Kootenai College, Montana for performing

archeological and records management services;
 Awarded a contract to North Carolina A&T University for environmental services;

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 Awarded a contract to University of Arkansas – Pine Bluff, for software

development.
 Awarded a contract to New Mexico State University for analyzing water flows at
Tooele Army Depot, a Joint Munitions Command installation located in Utah.
Training and Recruitment:
 Under the Summer Faculty and Student Program, the Army hired 10 faculty
members and a host of college students from various culturally diverse IHEs to
work on special projects during the summer break.
 The Army Joint Munitions Command reported that as of 2002, more than 140
students from 34 different colleges and universities have participate in this
program, working at twelve different sites stretching from New York to California.
The DA partnership with the HBCUs business and industry cluster is a collaboration of
progressive educators and astute business persons to provide quality programs and
experiences to student, faculty, colleges and universities Presidents and Chancellors.
Minority College Relations Program (MCRP) Summary:
The Army’s MCRP goals were realigned to conform to the Secretary of the Army
strategic priorities and to develop science, technology, and engineer capabilities. This
was accomplished by matching minority institutions of higher education (IHEs) research
capabilities with Army program requirements. This goal relates to improving the
participation rate of Army key senior leadership attendance at the MCRP technical
assistance workshop and increasing the number of minority institutions participating in
the Army’s research programs, especially the smaller institutions, encouraging greater
minority institutions participation in Army funded programs through technical assistance
workshops, campus visits and other outreach activities. The goal also relates to
championing the Army as a model employer for scientists and engineers; increasing
utilization of minority IHEs set-aside and subcontracting opportunities to enhance the
participation of minority colleges and universities in key Army programs focusing on math,
science, and engineering activities; and maintaining a positive and productive
relationship with affinity groups and organizations.
Notwithstanding, under the MCRP the total amount of contracted activities

reported was: $272,117,557. Of this amount most of the Army Commands used their
resources for outreach, contracts, grants, and cooperative agreements with HBCUs/MIs
within their area. These partnerships varied from providing opportunities for colleges
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and universities to perform research and developmental initiatives, to participating job

fairs, and/or conducting technical assistance and information exchange seminars,
workshops, and/or briefing. Furthermore, over 100 contracts, grants, and cooperative
agreements were awarded to a HBCUs/MIs for research & development. It was reported
that each college and/university who received funding, exceeded the goals of DA.
Moreover, over 200 students and/or faculty members were hired under the MCRP.
Under this outreach initiative, most commands instituted a mentoring program to assist
students and faculty members in becoming acclimated to the Army culture. Overall, the
Army’s senior leadership strongly endorsed participation in the Army’s MCRP and
outreach efforts. Below is the summary of reported financial activity by commands:
School Name/Program # Contract Grants/R&D Other Totals ($)

Awards Amounts ($) Amounts ($)
Historically Black Colleges and

Universities/ Minority Institutions
(22) 46 $7,886,432 $21,788,698 $30,000 $21,818,698
Hispanic Servicing Institutions (16) 41 0 $10,723,090 $20,000 $10,743,000
Tribal Colleges/ Universities (13) 13 0 $2,402,000 $2,402,000
Other Minority Servicing Institutions

(02) 3 0 $2,368,529 $2,368,529
Hispanic Employment Initiatives $48,402,661 $186,382,579 $234,785,240
TOTAL 99 $56,289,093 $223,664,896 $50,000 $272,117,557

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Figure 6
General Representations
At Appendix C Table 39 shows the general demographics by EEOC category. The

largest group of employees is in the Professional and Officials and Managers categories;
the population changes between the current and last fiscal years have been slight as
shown in Appendix C Table 41-42. Although the population of men and women has not
changed proportionally, the representation of women is below the CLF as shown in
Appendix C Table 43. As stated in other parts of this report, the representation of women
and minorities in the SES and equivalent categories shows that not do White men
dominate those positions, as shown in Appendix C Table 44, but that the representation
of White men in those positions is substantial when compared to the CLF. This
phenomenon is further demonstrated in Appendix C Table 45 that shows that the majority
of supervisors and managers are White men. Further, Appendix C Table 46 shows that
White Men are the largest recipients of awards. The domination in these categories is
supported by the fact that White Men are the largest EEO group in the Army, as shown in
Appendix C Table 4, although their representation is above the CLF, as shown in
Appendix C Table 5. Long termed representative data is shown in Appendix C Tables
46-49. The data indicates that the population of EEO groups has remained steady since
1996 with slight increases and decreases in the group populations.
FY 2008 462 Report Analysis
There was an increase in the number of informal and formal complaints filed
against the Department of the Army during Fiscal Year 2008, but activity remained in line
with totals from previous years. Informal complaints filed rose to 2,304 in FY 2008,
compared with 2,166 informal complaints in FY 2007 and 2,345 in FY 2006. Formal
filings increased to 1,216 complaints in FY 2008, slightly higher than the 1,175 complaints
filed in FY 2007 and 1,181 filed in FY 2006 as shown in Appendix C Tables 57-59.
Informal closures rose from 2,166 in FY 2007 to 2,313 in FY 2008, consistent with
the similar increase in pre-complaints filed during the year. The vast majority of Army
pre-complaints continue to be closed with the issuance of a Notice of Right to File a
Formal Complaint, rising from 84.9% in FY 2007 to 88.7% in FY 2008, resulting in a drop
in complaints closed by settlement agreements from 15.1% in FY 2007 to 11.3% in FY
2008. The overall percentage of informal complaints which result in the filing of a formal
complaint remained around the 50% level, as it has for several years running.

EEOC FORM
The top two issues raised in formal complaints in FY 2008 were harassment
(non-sexual) and promotion/non-selection, the same as in the previous two fiscal years.
The top two bases were also the same as in years past, reprisal and race (black).
A total of 1,196 formal complaints were closed by the Army in FY 2008, a small
decrease from the 1,268 cases closed during FY 2007. Dismissals increased from
19.9% to 22.1% of closures, while withdrawals dropped from 11% to 9.8%; all other types
of closures remained in line with FY 2007 percentages. The average days taken to issue
a Final Agency Decision on the merits of a complaint without an Administrative Judge (AJ)
decision rose from 80.58 in FY 2007 to 121.81 in FY 2008 due to staffing shortages in the
Army organization responsible for issuing FADs. That office was operating with less
than half its normal number of FAD writers for over half of FY 2008. New analysts were
brought on board in April and July of 2008, and as of December 2008 the monthly
average processing time for FADs has decreased to just over 75 days.
A total of 969 formal complaints were still open at the close of FY 2008, a
noticeable increase due to the increase in formal complaints filed and the decrease in
formal complaints closed. More than half, 468 were pending in the investigative stage
while 321 were pending a hearing before an Administrative Judge and 21 were pending
written acknowledgment of the formal complaint. Of the 159 cases reported as pending
the complainant’s post-investigative election or a Final Agency Decision/Action, the
Army’s complaint tracking database indicated that 88 complaints were pending the
complainant’s election and 71 were pending final action.
The Army completed 514 investigations in FY 2008. Completion of the

investigations within the EEOC’s 180-day timeframe fell from 209.56 in FY 2007 to
207.44 in FY 2008, the third consecutive year in which this figure has decreased. The
percentage of Army investigations considered timely also increased from 41.5% in FY
2007 to 51.2% in FY 2008. While these continued year-to-year improvements are
encouraging there are a few areas of our complaints processing which are not of concern
to Army leadership, and remain reliable sources of significant delays in the investigative
process, so Army continues to work to resolve those issues and further reduce our
investigative timeframes.
ADR was offered in 1,075 informal complaints in FY 2008, and was accepted in
508 cases, for an acceptance rate of 47.3%, a slight increase from the 46.6% rate in FY
2007. ADR participation remained low, with only 22% of all closed informal complaints
having entered the ADR process. 178 complaints in which ADR was accepted were
closed with a settlement, a noticeable decrease from FY 2007 both in raw numbers and in
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resolution rate, from 43.1% (236 settlements) in FY 2007 to 35% in FY 2008. ADR
settlements totaled only 7.7% in FY 2008, dropping significantly from FY 2007’s rate of
10.9%. ADR was offered in only 334 complaints in the formal stage during FY 2008, and
accepted in 223, for a participation rate of 18.3%8. While the number of cases in which
ADR was offered declined slightly from FY 2007 the number of acceptances rose,
resulting in an increase in the participation rate from 16.9% in FY 2007. 149 of those
complaints were closed with a settlement, a dramatic increase to a 66.8% settlement rate
from 55.3% in FY 2007’s. ADR settlements accounted for 12.2% of all formal closures in
FY 2008, also a noticeable increase from 9.1% in FY 2007. While these improvements
are encouraging, it is too early to know whether this is a one-year aberration or the
beginning of a trend. Army continues to be concerned by the low number of complaints
in which ADR is offered and the high number of complainants rejecting offers of ADR in
either the formal or informal stage. We are currently working to finalize and implement
an ADR policy to encourage greater understanding and utilization of ADR in EEO
complaints.
There were a total of 4 findings of discrimination against the Army in FY 2008, all
resulting from Administrative Judge decisions that the Army fully implemented. This is a
69% drop from the 11 findings issued in FY 2007. The issues involved in findings
continue to be varied and without any identifiable trend or commonality, but reprisal
continues to be the most common basis on which discrimination is found. All of Army’s
findings in FY 2008 involved a finding of reprisal.
Overall, the Department of the Army’s complaints processing in Fiscal Year 2008
showed marked signs of improvement in some areas from the program’s performance in
2007. Investigative timeframes continued to drop, and the Army is working to further
reduce FAD processing times until the 60-day standard is achieved.
8
These numbers were calculated out of Army’s own complaint tracking database, looking at all formal
complaints in which ADR was offered during FY 2008, regardless of their status at the end of the fiscal year.
As of the FY 2006 462 report, Part XI “Formal ADR Activities” only gives ADR participation data for those
complaints which closed during the fiscal year. As this excludes all ADR activity during FY 2008 in
complaints which did not close during the fiscal year, and includes ADR activity which took place in previous
fiscal years in complaints which happened to close in FY 2008, most likely not as a result of any FY 2008
ADR activity, Army does not believe that Part XI as it is now composed accurately reflects the work of
Army’s ADR programs in the formal stage during the course of FY 2008. Therefore, in order to evaluate
the performance of Army’s ADR programs during FY 2008 for this MD 715 report, Army has relied on its
own database and calculations for the participation and resolution rates, and is not utilizing any of the data
from Part XI of the FY 2008 462 report.
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Command Summaries
Army Material Command (AMC)
In late FY 08, the MCRP control was delegated to the Army G1 to be incorporated
into their centralized recruiting efforts. However, AMC had several strong relationships
across the country, as summarized below. The ASC Acquisition Center personnel were
active members of the Minority College Relations Team. One Student Career Entry
Program (SCEP) student was hired (Hispanic male). The Acquisition Center also hired
three SCEP students (two Black males and one Hispanic male who was hired after
completing the WRP program), four ACTED FCIPs (three white females and one
Hispanic male). The Acquisition Center also hired three students through the Minority
College Relations Program for the summer (one Hispanic man, one Hispanic woman, one
white man). All Acquisition Center supervisors/managers are required to review the MD
715 on an annual basis. One person was hired under the Always a Soldier Program.
The Always a Soldier program also participated with G1 in a recruitment effort to the Iowa
Workforce Development Center. The Acquisition Center Support Division Chief was
very active and innovative with proactive recruitment. The Director of the Acquisition
Center was active in working with the ASC EEO Officer and HEPM in implementing a
Hispanic Advisory Committee (HAC). The ASC EEO office established and filled the
position of the MCRP Project Coordinator last year. This full time position is dedicated to
the efforts of working with Minority Institutions. The MCRP Project Coordinator has
since taken a position in Iraq and a new Coordinator has been hired. The ASC EEO hired
a MCRP student (one Black male) for a 15 week period. They also hired a Summer Hire
student (one Black female) and she will be returning at Christmas.
ASC EEO HEPM spearheaded the implementation of a Hispanic Advisory Committee

and a charter has been signed by the Commander on 20 October 2008. The HEPM also
led the WRP for College Students with Disabilities this year with a total of five students
hired for the summer. Four of the five students have been picked up at the ASC
Headquarters. DA made a request for a video regarding the success of our WRP
students this year. This video will be part of a program that DA will conduct at the
Individuals with Disabilities Conference and Training in December in Washington, D.C.
The HEPM has attended several recruiting events to attract, recruit, and promote people
of diverse backgrounds. RDECOM contributes the majority of MCRP. The MCRP
activities are summarized below.
MCRP Totals

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School Name/Program # Contract Grants/R&D Totals ($)

Awards Amounts Amounts ($)
($)
Historically Black
Colleges and
43 $ 7,886,432 $ 21,788,698 $ 21,788,698
Universities/ Minority
Institutions (19)
Hispanic Servicing
39 0 $ 10,723,090 $ 10,723,090
Institutions (14)
Tribal Colleges/
13 0 $ 2,402,000 $ 2,402,000
Universities (13)
Other Minority Servicing

3 0 $ 2,368,529 $ 2,368,529
Institutions (02)
Hispanic Employment $
$ 186,382,579 $ 234,785,240
Initiatives 48,402,661
TOTAL ALL 99 $56,289,093 $223,664,896 $272,067,557
Figure 7
AMC sent a GS-12 EEO Specialist to Iraq to support civilian operations in the war
zone and is supervised by the Commander of the ASC’s 401s Army Field Support
Brigades (SWA) and also acts as the advisor to all Brigade and Battalion Commanders
and senior leaders. She processes all ASC complaints, conducts training, supervises
EEO counselors for all ASC sites, and conducts sensing sessions or climate
assessments when requested by commanders and make staff visits. The ASC EEO
Officer was responsible for the request and construction of this necessary position in
SWA in FY 07.
The Office of Counsel recruited a Black male through the AMC Fellows Program
and the student is now a GS-12 Attorney Advisor. Two women filled positions that were
restructured to entry level. Deputy Chief Counsel is acting as a mentor and all
Supervisors and GS-14 attorneys are required to mentor the more junior
attorneys/employees in the office. One SCEP student was hired for the summer; she is
a Hispanic woman. Two WRP students were hired for the summer and one of these
students was hired as a paralegal. This student has since passed the BAR exam and
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the Chief Counsel and several other attorneys will be attending a ceremony for this
prestigious event.
Resource Management (G8) hired five SCEP students for the summer (one Black
male, two White females, and two White males). They also hired a student through the
Minority College Relations Program (one Black male). The Director, the Deputy, and
one Division Chief are a part of the ASC Mentoring Program.
The Command Assessment and Continuous Improvement Directorate hired three

Minority College Relations Interns (one Black female, one Hispanic male, one Hispanic
female). One WRP student (Hispanic female) has been converted to a Federal Career
Intern Program (FCIP) intern. The Director is also the Minority College Relations
Program Champion.
The ASC (G1) conducted 23 briefings to a total of 343 veterans at Illinois and Iowa
job services. Many of these veterans receive compensation from the VA for
service-connected disabilities. They were provided information on federal employment,
resume writing, veteran’s preference, veteran’s appointments, and the RESUMIX
application center. In FY 08, ASC placed 6 Always a Soldier (AAS) wounded Soldiers for
a final total placement of 13 AAS veterans. In FY 08, 4 AAS Program employees were
promoted based on their exceptional skills in providing ASC mission support.
Recruitment methods to employ disabled veterans include workshops with Illinois and
Iowa Job service. ASC G1 also attends other community events such as the Stand
Down For Homeless Veterans, Iowa Job Service Open House for Veterans, and Military
Retiree Appreciation Day. ASC networks with Army Materiel Command, Illinois and
Iowa State Veterans’ Representatives, North Central Civilian Personnel Advisory Center,
Joint Munitions Command, and other agencies located at Rock Island Arsenal. There
were thirty-six Summer Hires (22 white students, 11 Black students, 3 Hispanic students).
Information Management (G-6), hired a SCEP student (one Black female), two
WRP students (one Hispanic male and one White male), three summer hires (one Black
female, one Black male, one White female). They have also hired one DA Intern
(Hispanic male).
United States Army Europe (USAREUR)
The Army in Europe maintains/retains a vast number of services and resources in

support of the diverse workforce and family members to include American Forces
Network (AFN) (television and radio programs), recreation centers throughout Europe,
social services, self-help organizations such as Alcoholics Anonymous, arts and crafts,
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auto skills centers, Boy and Girl Scouts, various religious services/churches, child
development centers, child and youth services, clubs, grocery stores, shopping centers,
community centers, community support groups, counseling centers/services, crisis
hotlines, schools, education centers/colleges, educational and developmental
intervention services, family advocacy services, child care, family support centers, fitness
centers, flexible work hours, health care facilities, legal assistance, libraries, movie
theaters, new parent support programs, outdoor recreation services, skills development
centers, sports shops, tax preparation, and youth activities among others mentioned in
this summary.
Transition assistance offices in Europe provide information on the Disabled

Transition Assistance Program (DTAP), which is an integral component of transition
assistance that involves intervention on behalf of service members who may be released
because of a disability or who believe they have a disability qualifying them for the
Veterans’ Administration's (VA) Vocational Rehabilitation and Employment Program.
The goal of DTAP is to encourage and assist potentially eligible service members in
making informed decisions about the VA's Vocational Rehabilitation and Employment
Program. It is also intended to facilitate the expeditious delivery of vocational
rehabilitation services to eligible persons by assisting them in filing an application for
vocational rehabilitation benefits.
Information on the DA Wounded Warrior Program (AW2) is provided on

USAREUR websites and in various forums. This program provides severely disabled
Soldiers and their families with a system of advocacy and follow-on support to assist them
as they transition back to military service or into the civilian community. There are three
phases the AW2 has established to assist severely disabled Soldiers, from the initial
process of notification and evaluation; to medical care and medical board evaluation; and
finally through the reintegration back into the Army or retirement and transition to civilian
employment. Three new Warrior Transition Units (WTU’s) were established in Germany
to assist wounded service members and their families with re-establishing their lives.
EEO is attending WTU meetings to see where employment assistance can be
established. The Wounded Warrior Entitlement Handbook is available on the USAREUR
G1 webpage.
Television infomercials on AFN and articles in community newspapers featured

the Workforce Recruitment Program (WRP) for college students with disabilities and
outlined the purpose of the WRP and application procedures. This year USAREUR was
able to facilitate the hiring of a WRP student whose parents live and work in Europe,
which assisted with the myriad logistical arrangements necessary for placing WRP
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students in various locations. An aggressive campaign to market the WRP is ongoing and
several additional communities have asked to join the WRP hiring effort for 2009.
Forces Command (FORSCOM)
A FORSCOM EEO Working Group was formed in Mar 08, which consists of
representatives from the HQ staff elements (GS-13 and above or equivalent) to jointly
work with the EEO officials in the identification and elimination of possible barriers to
equal employment opportunity. They will also assist in the development and
implementation of the EEO Action Plan objectives to attain the Model EEO Program, as
appropriate. The FORSCOM EEO Working Group will meet on quarterly basis or as
needed.
The FORSCOM EEO Office has implemented a Staff Assistance Visit (SAV) program
to keep senior leaders informed on the status of the EEO Program, discuss areas that
need improvement and share ideas on how to improve them. Staff Assistant Visits were
scheduled and conducted with all the HQ FC Staff Elements, Special Staff and with the
Army Air Traffic Support Command (ATSCOM) at Fort Rucker, AL, First Army at Fort
Gillem, GA and XVIII Airborne Corps/82d Airborne at Fort Bragg, NC.
The FORSCOM Commanding General signed, published and distributed its

Reasonable Accommodation Policy, dated 24 Mar 08, to all Commanders,
Managers/Supervisors and FORSCOM Units. This policy is also available on the
FORSCOM website. Forces Command nominated 25 positions to participate in the
Deputy Under Secretary of the Army’s (DUSA) initiative to centrally manage selected
Army Senior Civilian positions (YA-3 & YC-3 (GS-15 equivalents), and GG-15s). This
effort is designed to promote mobility, diversity, greater career opportunity and an
enterprise-wide approach to workforce planning driven by the Army’s goals and
requirements.
Individuals with targeted disabilities participation rate in FORSCOM increased from

0.62% in FY07 to 0.72% in FY08. This percentage is still below the DA goal of 2%. Other
Outreach initiatives include FORSCOM initiation of preliminary discussions to establish
collaborative partnerships with the Rehabilitation Services of Georgia Department of
Labor and the Office of Disability Services at Georgia State University. Forces Command
participated in the Department of Defense Workforce Recruitment Program (WRP). As a
result, one WRP summer student was hired in Jun 08. In addition, the FORSCOM EEO
Director conducts regular briefings with senior leaders in order to promote awareness and
solicit participation in the WRP.

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Army Test and Evaluation Command (ATEC)
ATEC participated in Colleges and Universities Career Fairs and Symposiums by

displaying booths, ordering full page ads, and sponsoring students as a means of
recruiting minorities. The results of the MCRP activities are shown below:
Minority College Relations Program:

School Name/Program Number Awards Contracts Amount Educational Grants/R&D Amount Other ($)
($) Assistance ($)
Amount ($)
1 $10,000
ston Tillotson
University
1 $10,000
Tougaloo College
1 $10,000
Fayetteville State
University
1 $10,000
Texas College
1 $10,000
University of
Texas at El Paso
Figure 8
HQ Office of the Secretary of the Army (HQOSA)
The participation rate of permanent employees with a targeted disability

decreased from 1.2 percent in FY 2007 to 0.8 percent in FY 2008, below the established
EEOC goal of 2 percent. In FY 2008, HQDA hired three students through the Workforce
Recruitment Program (WRP) for College Students with Disabilities. DEEO assisted in
permanently placing one student. HQDA plans to continue recruitment efforts through
the WRP. The Disability Program Manager (DPM) initiated a Lean Six Sigma study to
identify barriers to the recruitment, hiring and retention of individuals with targeted
disabilities. Study results and an action plan are expected by the end of FY 2009.
Installation Management Command
Senior Service Colleges (SSC) Academic Year (AY) 07-08 Graduates – out of thirty
two (32) graduates for all Senior Service Colleges, twelve (12) are IMCOM assets.

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IMCOM represents 38% of the AY 07-08 graduating class. The breakdown of the
IMCOM graduates is as follows: 5 from HQ IMCOM; 2 from Korea Region; 2 from West
Region (1 Southwest, 1 Northwest); 1 from Pacific Region; 1 from Northeast Region; and
1 from Europe Region. Seventeen percent (17%) of the AY 07-08 IMCOM graduates
are minorities (1 Black Male, and 1 Black Female) (2 students) and Thirty-four percent
(34%) (4 students) are female.
Senior Service Colleges (SSC) – Selections for the Academic Year (AY) 08-09 are as
follows: IMCOM holds 21.3% of all SSC civilian slots; a total of 16 selected. 100% of
IMCOM applicants were selected as students or alternates: 16 selected and 12
alternates. The breakdown of the IMCOM selections is as follows: 4 from HQ IMCOM;
1 from Northeast Region; 3 from Southeast Region; 6 from Europe Region; 1 from Korea
Region; and 1 from Family and Morale, Recreation, and Welfare Command.
Twenty-five percent (25%) of the selected are minorities (1 Asian Male, 1 Black Male, 1
Black Female, and 1 Hispanic Female) (4 students) and Forty-four percent (44%) (7
students) are female.
The Fellows Program is a five-year program which was established to create future
multi-functional leaders for the Army. During the course of the program, Fellows earn
master’s degrees and begin a series of on-the-job training assignments in which they
learn two career programs. Fellows are on the Army Civilian Training Education
(ACTEDS) rolls and funding for the first two years of training and thereafter are
transferred to HQ IMCOM rolls for the rest of their training prior to final placement. In
FY06, IMCOM received four Fellows from Class 6 and in FY07 received five more
Fellows from Class 7. IMCOM is currently recruiting five more Fellows from Classes 8
and 9. The four fellows on IMCOM rolls are all minorities and 50% Female: (1 Black
Female, 1 Hispanic Female, 1 Black Male, and 1 Hispanic Male).
DLAMP - In FY 08, there were five IMCOM Defense Leadership and Management
Program graduates: 3 (60%) females and 2 (40%) males. There was one minority (1
Black Male) which constitutes 20% of the FY 08 graduates.
FY 08 Harvard SEF Graduates – There was a total of 6 IMCOM graduates; 5 (83%)

Males and 1 (17%) Female. There was one minority identified as having “Two or More
Races”.
DoD Executive Leadership Development Program (DELDP) – two graduates in FY 08.

Both selections were White Females (100% Female participation); no minorities.

EEOC FORM
The Civilian Education System (CES) Advanced Course – this is a replacement for the
Sustaining Base Leadership Management Program (SBLM) course. For FY 2008, there
were 44 IMCOM graduates: 29 (66%) Males and 15 (34%) Females. There were 18
(40%) Minorities as follows: 5 (11%) Black Males, 2 (4.5%) Black Females, 2 (4.5%)
Asian Males, 1 (2%) Hispanic Male, 1 (2%) American Indian Female and 7 (16%)
identified as having Two or More Races.
Developmental Assignment Program – IMCOM had a total of 14 participants during

FY 2008 which was comprised of 1 Local National and 13 Appropriated Fund (AF)
employees. Of the 13 AF employees, 7 (54%) were Female and 6 (46%) were Male. Of
the participants, 4 (15%) Minorities participated: 2 (8%) Asian Females, 1 (8%) Hispanic
Female, and 1 (8%) Black Female.
Garrison Pre-Command Courses - to date, three courses were held. Five (5) IMCOM
civilian employees attended the courses. Of the 5 participants, there was 1 (20%)
Female and 4 (80%) Males. No minorities attended any of the courses held in FY 2008.
General Officer Senior Commander’s Course – One course was held during FY 2008,
in which 1 IMCOM Civilian employee attended. No Females or Minorities attended.
The HQ IMCOM Centralized Mentoring Program is a robust program implemented to

enhance professional and career development for all employees. In kicking off its fourth
year, senior executive mentors supported the Mentoring Program Orientation by opening
the FY 2009 program. Each provided briefings on “Leadership and What’s Important to
IMCOM”. The program promotes opportunities for success and builds the bench of
future Army leaders. The participation for the FY 2009 program is as follows: Total
Number of Mentee Applicants = 78
Participation rate of Mentee Applicants by Gender and RNO is as follows:
Female =42 (53.8%)
Male =36 (46.2%)
Minorities=33 (42.3%)
The participation rate of minority mentee applicants by gender and RNO is as follows: 2
Asian Males, 3 Asian Females, 3 Hispanic Males, 4 Hispanic Females, 7 African
American Males, 10 African American Females, 1 Male identified as having Two or More
Races, and 3 Females identified with Two or More Races. Out of 78 mentee applicants,

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30 (38.4%) were selected. Of those selected, 13 (43%) are Female and 8 (26.6%) are
minorities.
Total Number of Mentor Applicants = 37
Participation rate of mentor applicants by gender and RNO is as follows:
Female =22 (59.5%)
Male =15 (40.5%)
Minorities = 5 (13.5%)
The participation rate of minority mentor applicants by gender and RNO is as follows: 1
Hispanic Male, 2 African American Males, and 2 African American Females.
Form G Summary
Form G Number of Number of Number Percent of

Element Deficiencies Deficiencies increase/decrease Net change
this year last year
A 2 0 +2 200%
B 8 1 +7 700%
C 4 0 +4 400%
D 2 0 +2 200%
E 1 3 -2 -66%
F 0 0 0 0%
Figure 9
The dashboard summary as reflected in the MD 715 Reporter is a compilation of

Headquarters and Region responses to the Part G, Self Assessment Checklist. IMCOM
EEOC FORM
shows an 86% compliance rate (Amber) for the six essential elements in structuring a
“Model EEO Program”. The compliance rate of 86% represents a decrease of 9% as
compared to the 95% compliance rate in FY 2007. The percent compliance is a
compilation of all “Yes” and “No” responses on Part G. The chart above reflects a
significant increase in deficiencies in FY 2008 as compared to FY 2007; the number of
“No” responses has increased significantly due to challenges reported by both the
Northeast and Pacific Regions and may be the result of more accurate reporting. As part
of the IMCOM Organization Inspection Program (OIP), Installations EEO Officers are
required to produce documentation to support their MD 715 Part G score and thereby
resulting in a more accurate report. Part H delineates actions taken to eradicate existing
deficiencies.
Medical Command (MEDCOM)
MEDCOM managers and supervisors participate in the Workforce Recruitment

Program (WRP) for College Students with Disabilities, providing a summer 14-week
employment opportunity program for college students with disabilities. This has led to
permanent hiring for one student in 2004 (GS-5 Trainee 7, Engineering Tech) and
another in FY2006 (GS-11, Management Analyst). Notably, the student hired in 2006
was a WRP student in 2003 and continued working in the Command as a contract
employee until 2006. Under the FY2008 WRP, MEDCOM had a total of seven students:
three at HQ, MEDCOM; two at McAfee Army Health Clinic, White Sands, NM; one at
Kimbrough Ambulatory Care Center (KACC), Fort Meade, MD; and one at William
Beaumont Army Medical Center, El Paso, TX. The students performed a variety of
administrative duties using various computer software programs and systems. Notably,
the WRP provides us the opportunity to match the right student with the right organization.
This was personified this year when KACC was able to acquire a student whose studies
as a Radiology Technician matched an unstaffed requirement in the Radiology
Department at the Center.
The following reflects MEDCOM’s history of successful participation:
FY # WRP Students Employed # Students who Remained Employed
FY2003 3 2 (Contract Employees)

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FY2004 7 1 (Full-time Employee)
1 (Seasonal Employee)
FY2005 5
FY2006 5 1 (Full-time Employee)
FY2007 6
FY2008 7
Figure 10
Eight of the students in the matrix above brought such value to MEDCOM that they
have been brought back on a by-name basis. Their return to the sponsoring
organization reflected a requirement for only minimal reorientation and maximum
use of talent.
At one time, there were no students from San Antonio area colleges and
universities registered in the Program. That availability has changed in the last five
years with four local colleges and two area colleges registering for participation, a direct
result of the contacts made by the MEDCOM Office of EEO Programs. Each year the
Office of EEO Programs works to expand MEDCOM participation in the WRP beyond HQ
MEDCOM. In 2006, USAG Fort Detrick EEO and the DENTAC at Aberdeen Proving
Ground participated in the program. Tripler Army Medical Center was added in 2007.
McAfee Army Health Clinic, Kimbrough Ambulatory Care Center, and William Beaumont
Army Medical Center were added in 2008. One Industrial Engineering student from the
University of Puerto Rico participated in the WRP in Korea at the US Army Hospital
Yongsan, Facilities Engineering Division. Servicing EEO Offices are reminded annually
to disseminate information on the WRP in a timely manner and solicit requests for
DoD-funded allocations from serviced MEDCOM organizations. Information on the
WRP will be posted on the MEDCOM Office of EEO Programs website
(http://eeo.amedd.army.mil).
The CAP, a program under Health Affairs with TRICARE as the Executive Agent,
was founded in October 1990. Providing "real solutions for real needs" to ensure people

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with disabilities have equal access to the information environment and opportunities in
the Federal government is the mission of CAP. All services are provided at no cost to the
Federal employer.
MEDCOM EEO Offices and organizations have maintained contact with CAP
officials to (1) gather information on a variety of software programs and equipment
available for use by employees and patients; (2) address the accommodation needs of
employees who have experienced on-the-job injuries and filed Federal Employee
Compensation Act (FECA) claims; and (3) provide/familiarize wounded service members
with computer assistive technology available to them.
The MEDCOM remains committed to the MEDCOM MCRP. The MEDCOM program
has been in existence since the FY1996 inception of the Army’s MCRP. It has raised
awareness of and increased participation in such efforts as:
 Donation of excess computers and software to schools with significant minority

student populations;
 Summer training programs in science and computer skills for disadvantaged
students; and
 Research opportunities for students at Historically Black Colleges and Universities
(HBCU), Hispanic Serving Institutions (HSI), Tribal Colleges and Universities
(TCU), and other Minority Institutions (MI).
Commanders of major subordinate commands and military treatment facilities (MTF)

have been encouraged to be creative in implementing the MEDCOM MCRP, particularly
through collaborative partnerships with minority colleges and universities. US Army
Medical Command (MEDCOM) organizations have continued their successful
partnerships with HBCUs, HSIs, TCUs, and other MIs in accordance with all the
governing Executive Orders and in support of the MEDCOM MCRP. These partnerships
vary from providing an opportunity for students to perform their student clinical practicums
at MEDCOM hospitals, dental clinics, and veterinary services to participating in job fairs,
career days, and mentoring programs at elementary, middle, and high schools.
Along with many other continuing partnerships that have previously been reported,
the following are examples of some of the partnerships reported during this fiscal year
(FY) that exist at MEDCOM organizations:
Evans Army Community Hospital (EACH), Fort Carson, CO: EACH has established
out-reach initiatives and partnerships with 81 colleges and universities, including HBCUs,

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HSIs, TCUs, and MIs. EACH exceeded Department of Army (DA) goals to engage in
contracts, research grants, etc. with HBCUs, HSIs, TCUs, and MIs.
William Beaumont Army Medical Center (WBAMC), Fort Bliss, TX: WBAMC has
established partnerships with the University of Texas at El Paso and El Paso Community
College. They also have partnerships with New Mexico State University (Dona Ana, Las
Cruces) (MI). The Center has also established a mentoring program with the Maxine L.
Silva Magnet High School for Health Care Professions and Jefferson High School.
WBAMC and the Fort Bliss Equal Employment Opportunity (EEO) Office collaborated on
a mini job fair and a nursing workshop with the University of Texas at El Paso.
Kimbrough Ambulatory Care Center (KACC), Fort Meade, MD: KACC is exploring a
partnership with three area colleges for an Emergency Medical Technician (EMT)
Preceptor Program (Anne Arundel, Essex, and Baltimore City Community College).
Dwight David Eisenhower Army Medical Center (DDEAMC), Fort Gordon, GA:
DDEAMC is actively involved in college/university partnerships with the Medical College
of Georgia, Augusta State University, and Augusta Technical College. DDEAMC has
established a partnership with the A. R. Johnson Health Science and Engineering Magnet
High School. The DDEAMC Community Health Nurse sponsors a Walk-to-School
Program for elementary school students on Fort Gordon.
US Army Dental Activity (DENTAC), Fort Gordon, GA: The Commander, Fort Gordon
DENTAC, sponsors externships with the Medical College of Georgia for dentists and
dental hygienists.
Weed Army Community Hospital (WACH), Fort Irwin, CA: WACH is actively involved in
college/university partnerships with Webster University and Barstow Community College.
US Army Center for Health Promotion and Preventive Medicine (USACHPPM), Aberdeen
Proving Ground, MD: The USACHPPM has been actively involved in college/university
partnerships. This lends support to the MEDCOM Minority College Relations Program.
Noteworthy is their memorandum of agreement with the US Department of Energy (DOE)
for participation in the Oak Ridge Institute for Science and Education (ORISE) program.
The Oak Ridge Associated Universities (Maryland) (ORAU) operates the ORISE for the
DOE. ORISE provides internship and research opportunities in science and engineering
education, training and management systems, medical sciences, and energy and
environmental systems. Since FY 1993, 520 students have previously participated in
the ORISE program and 58 are currently enrolled in the program for a total of 578.
Approximately 19% of those students are minority students. Thirty percent (30%) of the
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students have accepted Federal employment opportunities and 17% have remained as
contract employees. There are 8 HSIs in Florida, New Mexico, Puerto Rico, and Texas
as members of the ORAU Consortium.
Kirk US Army Health Clinic (KUSAHC), Aberdeen Proving Ground, MD: KUSAHC has
been actively involved in three training agreements with TESST College of Technology,
University of Maryland Baltimore Campus, and Keiser University.
The MEDCOM Office of EEO Programs was actively involved once again during FY08 in
assisting the DoD and a veterans organization, Heroes & Heritage, sponsor a Student
Youth Symposium in San Antonio, Texas. The purpose of the symposium was to
familiarize high school and college students with future career opportunities in DoD.
Approximately 300 students and faculty members from six San Antonio school districts
and various colleges attended the symposium to hear representatives from DoD
organizations (Army, Navy, Air Force, Coast Guard, Marine Corps, Defense Logistics
Agency, and the Air Force Academy) present information. The attendance this year
increased by 100 students and two school districts. Approximately 60% of the students
in attendance were Hispanic.
Although many MEDCOM organizations have implemented the MCRP, much has
yet to be accomplished in reporting, recognizing, and publicizing these MCRP success
stories. Servicing EEO Offices are encouraged to familiarize themselves with
MCRP-related activities at serviced MEDCOM organizations and provide this information
to the Office of EEO Program for inclusion in EEO reports and posting on the MEDCOM
EEO website.
Eight staff assistance visits (SAV) were conducted by the MEDCOM Office of EEO
Programs (Evans Army Community Hospital, Fort Carson, CO; William Beaumont Army
Medical Center, El Paso, TX; Winn Army Community Hospital, Fort Stewart, GA;
Kimbrough Ambulatory Care Center, Fort George Meade, MD; Dwight D. Eisenhower
Army Medical Center, Fort Gordon, GA; Weed Army Community Hospital, Fort Irwin, CA;
US Army Center for Health Promotion and Preventive Medicine, Aberdeen Proving
Ground, MD; and Kirk Army Health Clinic, Aberdeen Proving Ground, MD. During the
SAVs, coordination was made to ensure that information on AR 600-7 (Nondiscrimination
on the Basis of Handicap in Programs and Activities Assisted or Conducted by the
Department of the Army) and Title 10 US Code Section 1561 (Complaints of Sexual
Harassment: Investigation by Commanding Officers) complaint information was
furnished to local commanders and staff. This information helps to ensure facility

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accessibility compliance and proper processing of complaints filed under Title 10 USC
Section 1561.
Some specific accomplishments include:
 Evans Army Community Hospital (EACH) DCA, selected EACH managers and
supervisors, and the servicing EEO Offices collaborated to develop strategies for
providing reasonable accommodation to retain the cohort of knowledgeable and
skilled employees required to provide excellent patient care.
 William Beaumont Army Medical Center (WBAMC) Deputy Commander for Patient
Services and Nursing, COL Karen Gausman, coordinated first-time participation in
the WRP, hiring a student skilled in computer technology to assist in implementing
a Nursing Research Cell.
 Kimbrough Ambulatory Care Center (KACC) has a contract available to obtain the
language interpreters from the surrounding community. This experience provides
interpreters an inside look at the mission of the organization and familiarizes them
with employment opportunities at the Center and within the DA and the
Department of Defense (DoD).
 The USAG Fort Detrick EEO Office maintains a partnership with the Maryland
Department of Rehabilitative Services to address the employment needs of
individuals with disabilities in the local commuting area.
 The Walter Reed Installation EEO Office managed the Electric Scooter Program
making four scooters available for use by employees recovering from surgery
and/or serious illness or injury.
 The Walter Reed Installation EEO Office also contracted sign language
interpreters on 96 occasions during FY2008 for meetings, training, etc., enabling
deaf or hearing impaired employees to participate actively in command or
office-sponsored programs.
Army Network Enterprise Technology Command
The NETCOM EEO Manager serves on the Installation’s Minority College Relations
Program Committee and participates in outreach projects along with the Installation EEO
Office. We are fortunate to have two local Hispanic Serving Institutions (HSIs) within a

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close proximity to the installation -- Cochise College and University of Arizona – South.
The MCRP Committee has established partnerships with both of these colleges and
meets regularly with officials from both institutions to further develop these relationships.
Headquarters, NETCOM funded a very successful Summer Hire Program this year,
which resulted in hiring 17 students under the Student Temporary Employment Program
(STEP). NETCOM Human Resources Specialists worked closely with officials from the
two local HSIs and the local High School (Buena High School) to ensure that all students
in the local area were aware of this opportunity and those that were interested were able
to apply. Nine of the students that were hired under the summer STEP were extended
until the end of the fiscal year. One Hispanic female student that was hired as a Budget
Clerk was extended for a year. She is pursuing a degree in finance and is being
mentored by the Enterprise Systems Technology Activity (ESTA) Senior Financial
Manager. Another female Hispanic student is being mentored by a Senior Computer
Specialist in the G-6, and she has been converted to a permanent appointment under the
Student Career Experience Program (SCEP).
NETCOM is fortunate to have a team of Human Resources professionals that

oversee personnel management functions for the command. They continually
encourage management officials to identify positions for potential restructure, offer
incentives for employees to voluntarily retire or separate, and subsequently restructure
positions to increase developmental opportunities. For example, the 5th Signal
Command is headquartered in Mannheim, Germany, and has subcommands in various
parts of Europe. Their Human Resources Specialists continually work with management
to restructure positions and fill them at the entry level, which allows them to take
advantage of the local military spouse/family member talent pool, which is predominantly
female.
This FY, the NETCOM Commanding General approved VERA/VSIP windows

targeting 16 positions in the Command for restructure, and 10 employees accepted the
offer and separated from the Command. As a result, seven positions were restructured
to lower grade levels, creating several upward mobility opportunities. The U.S. Army
Signal Activity-Southern Command, located in Miami, Florida, hired six compensable
veterans as new hires into the Federal Civil Service in FY 08. As a significant portion of
the NETCOM workforce becomes retirement eligible, FY 09 will bring focus to succession
planning and college recruitment. The EEO Officer will be a committee member on the
focus and action groups. Hispanic educational institutions with study programs in
Information Technology will be targeted for on-site, direct recruitment endeavors.
Strategic plans include establishing a centralized intern program with NETCOM-wide
rotational assignments, standardized developmental/training plans, and central funding.
Hiring flexibilities in the Federal Career Intern Program should enhance our ability to
attract and appoint well qualified Hispanic graduates.

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U.S. Army Space and Missile Defense Command/Army Strategic Command

(SMDC/ASC)
SMDC/ARSTRAT’s Minority College Relations Program (MCRP) is an outreach

program to minority colleges and universities. EEO collaborated with the Human
Resource office in developing a recruitment schedule for FY 2008 to visit minority
institutions (MI’s) to recruit for entry level positions. There was significant involvement
and directives provided by the Commanding General to MSE Directors to include
recruitment trips to minority institutions as a part of their recruitment plan. Several MI’s
were scheduled for potential visits to career fairs; however, due to decreased resources
for hiring, an on-site visit was made to one Historically Black College/University (HBCU)
to recruit students for employment under the Student Career Experience Program
(SCEP). The command continues to hire students from HBCUs and Hispanic Servicing
Institutions (HSIs) by utilizing the SCEP, and the Student Temporary Employment
Program (STEP).
As of 30 September 2008, the command‘s SCEP student workforce was comprised

of 8 students, of which 5 (62.5%) are Whites, 3 (37.5%) are minorities and 3 (37.5%) are
women. One student, a White male was hired under the SCEP in FY 2008 which was a
decrease in the number hired in FY 2007. The command participated in the employment
of students under the STEP by hiring 5 non-minority students as summer hires in FY
2008. The STEP workforce for FY 2008 consisting of current and prior students working
under this program equals to 10 students, of which 1 (10%) is Black and 9 (90%) are
Whites.
The command continues to award grants/contracts to educational institutions.

During FY 2008 one HBCU was awarded 8% of the grants and contracts awarded to all
educational institutions. No other grants were awarded to other minority institutions.
Training and Doctrine Command (TRADOC)
TRADOC instituted an EEO Partnership Council in May of 2008. Purpose of the

council is to provide equal opportunity in employment for all persons and assist in the
prevention of discrimination, harassment, and reprisal. Initial goals are for members to
partner with EEO officials to attain and maintain a model EEO program; discuss
non-specific EEO practices, issues, and/or concerns; and improve communication flow of
EEO related information. Ms. Ellen Helmerson, Senior Executive Service, TRADOC
G-1/4, was the opening speaker for the first meeting held on 31 Oct 08.
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Civilian Human Resources Directorate (CHRD) conducts a quarterly

video-teleconference (VTC) with supporting Civilian Personnel Advisory Center officials.
During the latest VTC, the EEO manager presented a well received TRADOC Disability
Program briefing. Information was provided on the Workforce Recruitment Program
(WRP), Schedule A hiring authority, Employer Assistance & Recruiting Network (EARN),
Computer/Electronic Accommodations Program, and Job Accommodations Network.
The EEO Director joined the local Citizens’ Unity Commission in Feb 08 to
increase the diversity of the TRADOC workforce and potentially provide low cost diversity
training. EEO director graduated from Hampton Diversity College XI on 24 Sep 08.
The EEO Manager is a liaison for the City of Hampton Mayor’s Committee for People with
Disabilities and attends monthly meetings. A partnership has also been established
between TRADOC EEO and the local DRS office to promote the value of working for the
Federal government.
AAC participated as a judicial level sponsor at this year’s League of Latin American
Citizens Training Conference. AAC senior leadership strongly endorsed participation in
this conference in order to recruit, establish relationships, obtain commitments from
attendees to consider educational opportunities through enlistment, and identify barriers
in order to develop a better connection with the Hispanic community. They provided a
guest speaker, manned an exhibit/recruitment booth, and gave ROTC and Junior ROTC
drill team demonstrations.
Command participation in the WRP this year increased by 300 percent. In

addition, three TRADOC personnel volunteered to participate in E-mentorship, an
initiative sponsored by the Office of the Under Secretary of Defense for Personnel and
Readiness for WRP students who have had summer jobs in DOD. The E-mentorship
program began in 2003, and this is the first year TRADOC has participated.
The Army Wounded Warrior Education Initiative (AW2EI) is a 2-year pilot program
being conducted at Fort Leavenworth, KS. Wounded warriors who remain on active duty
or who have been medically retired may be eligible to attend the University of Kansas
(KU) to complete a masters degree in an appropriate field of study followed by
employment at TRADOC locations. All participants have a disability rating of 30 percent
or more. The pilot program began in August 2008 and currently has five military
members and four medically retired civilians attending classes at KU. Upon graduation
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in 2010, the participants will be integrated into the workforce. TRADOC is the lead
agency for this program and will identify at least five civilian positions each year to be filled
by members of AW2EI. Projected employment vacancies have already been identified
for academic year 2009-2010. Program participants begin at the GS-9 grade level while
enrolled in school and will earn GS-11 pay after graduation.
Ms. Mary Gifford Jones, Equal Opportunity Director, Fort Gordon, GA, was the
Army Blacks in Government (BIG) Award winner. Ms. Jones was honored during the
annual BIG conference for her faithful and honorable service as an Army civilian
employee for more than 20 years. She has used her vast knowledge and experience to
enhance understanding between individuals, organizations, and communities.
Mr. Terry L. Smith, Deputy Chief Information Officer/ Requirements Officer,

Defense Language Institute/Foreign Language Center, Presidio of Monterey, CA, was
selected as the TRADOC winner for the 2008 Outstanding Individual with a Disability
Award. His accomplishments include obtaining technical systems, identifying contract
modifications, and directing a 100 percent inventory of property that led to the recovery of
lost equipment. Despite his physical disability, Mr. Smith’s tireless dedication to war
fighters directly contributed to implementing new programs and developing/ executing
concepts, broad program plans, and programming objectives.
US Army Reserve Command (USAR)
This year 14 disability workshops were conducted around the Army Reserve, and is one
of the only commands in the Department of Army with a disability-specific workshop
since disability and reprisal represent the top two bases and issues in findings of
discrimination in the Army and the federal sector.
The Army Reserve EEO Director and EEO Manager were invited by the EEOC to
present at the 2008 National EXCEL Conference on the Army Reserve EEO Office’s MD
715 Strategic Initiative Program. The session entitled, “Striving for Excellence and
Producing Results: How You Can Develop a Business Plan to Achieve a Model EEO
Program Based on MD 715” was a great success. The workshop was publicized in a
Department of Defense press release, on the Department of Equal Opportunity
Management Institute’s (DEOMI) website, and was highlighted in the October 2008
edition of the Federal EEO Advisor.
The alternative dispute resolution program was reengineered to increase usage of

mediation when appropriate; a single point of contact was established to streamline the
process and increase participation in the program.
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New distance learning products because of the difficulty incurred when attempting
to personally visit the hundreds of separate locations in which Army Reserve employees
work. Therefore, a No FEAR Distance Learning (DL) Course with original course
content developed was developed. This course meets the Congressionally-mandated
training requirements for our workforce. No FEAR DL is not only for civilian employees,
but is also available for Soldiers as well.
Special Operations Command (USASOC)
The USASOC EEO Office offered an open house display as a proactive, informal
way to meet and greet the workforce, introduce the recently appointed SEP
Representatives to the command, distribute program policies, explain the importance of
EEO training compliance, and provide useful information about the variety of services and
programs offered thru the USASOC EEO Office. This activity provided an efficient and
inviting method of sharing EEO programs information with a large number of customers
and stakeholders and was a great forum to promote all EEO programs and dispel the
myth that EEO is only focused on complaints. It was also responsive to noted workforce
lack of differentiation between civilian EEO and military Equal Opportunity (EO).
EEO Tool Box, an online “EEO Tool Box” has been made available to the
USASOC workforce via the USASOC EEO portal which provides fact sheets as tools to
increase employee and leadership knowledge base on EEO related issues. Some of the
topics highlighted include, but are not limited to race, color, religious, sex, national origin,
retaliation, equal pay and compensation, age, pregnancy discrimination, and sexual and
protected genetic information harassment.
The EEO Office Launched a training seminar in streaming video format, "EEO
Pitfalls: Educating Federal Managers to Avoid Complaints" making it available to all
USASOC Managers/Supervisors and enhancing their knowledge on how to avoid or
eliminate EEO complaints. The video focused on issues such as nonselection,
performance appraisals, hostile work environments, and accommodations as well as a
barrier identification and elimination workshop.
The USASOC EEO Office invited Mr. Dexter Brooks, Attorney Advisor to the
Director of the EEOC’s Office of Federal Operations (OFO), to provide an interactive
workshop to USASOC senior leadership, managers and supervisor on effective barrier
identification and elimination. This workshop was designed to assist in eliminating
barriers identified in the FY 07 Federal Agency Annual Equal Employment Opportunity
Program Status Report as approved by the Commanding General on 19 Dec 07.

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Federal Career Information Showcase was hosted for Methodist University (MU)
Career Services staff and students. The showcase enabled the USASOC EEO Office to
take a prominent role in supporting the national “Call to Serve” initiative. This joint venture
between the Partnerships for Public Service, Office of Personnel Management (OPM),
Federal agencies, colleges and universities, and other partner organizations is aimed at
highlighting the importance of recruiting and maintaining a well-qualified, diverse civil
service workforce. A panel of professionals which was composed of an enthusiastic,
talented, and diverse group of employees from different career fields presented and
focused on the benefits of a Federal civilian career, what agencies and career areas
expect to recruit for the largest number of positions over the next five to ten years, how to
conduct an effective Federal career search, and tips about completing Federal
employment resumes and applications. After learning about the Federal civilian career
process, students were treated to an opportunity to hear first-hand career path
experiences from the USASOC.
The USASOC EEO staff looks is scheduled to attend MU’s “2008 Career
Connections Business & Government Career Fair”. In an attempt to encourage
professional development and to provide leadership an opportunity to actively plan in the
growth and reshaping of the future workforce, the SEPC implemented a command-wide
mentoring program in FY 06. With over 40 past participants, the SEPC the third iteration
of the USASOC mentoring program was implementing. The program partners
senior-level professionals with entry and mid-level employees in order to facilitate the
career and professional development of the employee. There are currently 6 protégés
paired with 6 mentors in like fields that not only provide career guidance but leadership as
well. The program capitalizes on the wisdom and experience of the mentors and enables
the protégés to be multifunctional and capable of meeting future job challenges within
USASOC. The program provides an opportunity for USASOC employees to share
organizational knowledge and experience by encouraging communication and interaction
between employees at different levels. The “Speed Interview” clinic focused on
providing line staff with an opportunity to develop and/or improve their interviewing skills.
The SEPC collaborated with USASOC senior leaders in the development of this fun,
fast-paced event where candidates had 60 seconds to put their best foot forward. The
“Speed Interview” clinic gave tips on how to make a first impression, polish ‘elevator
pitches’ and allowed participants to partake in speed interviews with multiple senior
leaders. These express interviews were based on the popular singles events called
‘speed dating.’ Approximately 15 civilian and military personnel participated in the event.
Upon completion of the interview, each participant received constructive feedback
concerning the strengths/weaknesses of their interviews.
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The USASOC EEO SEPC offered the first-ever "Take Your Child to Work Day" in a
unique format that went well beyond just bringing a child to a parent’s office for a day. The
initiative was in support of the "Take Our Daughters and Sons to Work Day" national
campaign. The activity fully supported EEO principles by "encouraging children to dream
without gender limitations and to think imaginatively about their family, work, and
community lives" - excerpt from http://www.daughtersandsonstowork.org/. In addition, it
supported the USASOC overall mission to make this command the best place to work and
grow professionally. The activities included succession planning and introducing the next
generation of USASOC military and civilian employees to the vast array of Army Special
Operations Forces career opportunities and explaining how it relates to what children are
learning in school now. The outstanding success of this initiative is a testament to the
command’s continued investment in making this organization a great place to work and
an employer of choice for future generations.
The EEO staff is committed to working with a broad group of community agencies
to support USASOC, DA, DOD, and Federal initiatives designed to inform the public
about Federal career programs and opportunities. The EEO staff’s participation in
community outreach activities work towards achievement and maintenance of a
competent, diverse, and capable workforce. Overall, the community outreach activities
promote positive community relations with local organizations and special emphasis
groups. The Director, EEO Programs was appointed as the USASOC representative to
serve on the Fayetteville-Cumberland Human Relations Commission. The commission is
an 11-member body appointed by the Mayor and City Council and comprises both city
and county representatives. The Human Relations Commission provides the City Council
with advice on improving human relationships and encourages harmony among racial
and ethnic groups.
The EEO staff continues to participate in career events offered throughout the year
at Fayetteville State University (FSU). The purpose of participation in job fairs is to
provide college students at the local HBCU with information about the command’s
student employment initiative and the requirements for participation. Additionally, staff
members share information about other internship/employment opportunities available
within the Federal government to include the DA Intern Program and the Presidential
Management Fellows Program.
An EEO staff member participates in the monthly Employment Readiness briefings

hosted by Fort Bragg Army Community Service (ACS). The venue is an opportunity to
provide military family members with information about the USASOC Student Education
Employment Program (SEEP) as well as basic information on the processes involved in
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applying for other Federal employment and/or internship programs. This type of outreach
targets a diverse group of potential civilian workforce applicants while also supporting
DOD employment initiatives for military spouses.
In support of the U.S. OPM’s Nine-Point Hispanic Employment Initiative, USASOC

EEO staff participated in several activities to maximize outreach to Hispanic-serving
organizations. The staff participated in the Ninth Annual Hispanic Educational Summit
sponsored by the North Carolina Society of Hispanic Professionals at North Carolina
State University. The Hispanic Educational Summit was specifically geared to serve as an
educational outreach program to encourage 6th – 12th grade Hispanic students to excel,
stay in school, and pursue higher education. Over 700 Hispanic students, teachers, and
parent chaperones from 30 counties throughout North Carolina attended the summit. This
was the EEO staff’s third invitation to participate in the event.
The staff participated in the 3rd Annual Hispanic Career Fair at Sanderson High
School hosted by the Sanderson High Business Alliance Committee in Raleigh, North
Carolina. Over 150 students and faculty members were in attendance. The USASOC
EEO staff distributed Federal employment and internship information handouts in both
English and Spanish. The students were very receptive to the information, especially
concerning how to access Federal employment and internships via the internet. The
participants expressed their appreciation to USASOC for having a Spanish speaking
representative.
The “Adopt a High School Initiative” with South View High School in Fayetteville,
North Carolina, was offered to provide USASOC student interns an opportunity to speak
with high school students, faculty and staff about Federal career opportunities for
students. The interns provided information about scholarships, summer hire programs,
internships, student loan repayment programs, etc. Faculty and staff were particularly
interested in a demonstration of how to successfully navigate the Federal career web
sites discussed during the presentation.
An EEO staff member participates in monthly meetings with local disability

organizations, the Fayetteville – Cumberland Advisory Council for People with Disabilities
and the Projects with Industry Business Advisory Council. Participation in these forums
affords the EEO staff an opportunity to share Federal career information with the disabled
community in an effort to increase federal career opportunities for individuals with
disabilities.

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The USASOC MCRP has a strong student employment component allowing

management to augment their permanent staffs with student employees on a year-round
basis. Student employees are valued assets of the organization offering fresh perspective
and interest in applying the latest academic/career-specific technologies. Student
employee positions (authorized 30 during FY 08) make up approximately two percent of
the USASOC total civilian workforce; and since the program’s inception, 22 of 84 students
or 26 percent entered permanent Federal careers upon completion of the program which
directly supports Army’s strategic plans to recruit and hire the next generation of
professionals. Student employees are primarily recruited from FSU, a Historically Black
College/University (HBCU) within commuting distance to HQ, USASOC in North Carolina.
USASOC has also partnered with Bowie State University (HBCU) in Maryland and the
National Hispanic University, a Hispanic Serving Institution, in California based on
outlying unit participation. Formal MCRP briefings are regularly provided to USASOC
senior level staff and managers/supervisors.
The MCRP manager participates in career activities hosted by local high schools and
universities each FY and shares Federal career information with students, faculty, and
staff. Career event examples include, but are not limited to presentations to students in
honors programs, specified academic areas, and attendees at career fairs. USASOC is
presently focused on expanding MCRP initiatives to the contracting and research grant
arenas. Ongoing community relations and cooperative education efforts between
USASOC and partner schools support the 1997 DA MCRP initiative and its mission to
“Develop and administer aggressive outreach strategies that promote mutually beneficial
collaborative partnerships and relationships with minority institutions.
US Forces Korea (USFK)

Overall, Individuals with Disabilities represent 7.1% (38) of the total EUSA
workforce. This is a .9% decrease from FY2007 percentage of 8.0% (40). The
representation of Individuals with a Targeted Disability dropped .2% (2) from FY 2007 rate
of .20% which represents one Individual with a Targeted Disability. Individuals citing no
disability accounted for 90.5% (480) of the workforce and twelve (12) employees or 2.3%
did not identify their disability. EUSA representation rate of 0.18% for targeted
disabilities is significantly below the Army standard of 2% and the Federal High of 2.16%.
US Military Academy (USMA)
The Workforce Assessment Team (WAT) – In FY 08 this initiative allowed the EEO
Office to align the efforts of CPAC, DHR and the SEP Managers while addressing and
engaging recruitment barriers and workforce disparities. The WAT allows for increased
teamwork and more direct communication with leaders and management officials. More
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specifically, it allows all stakeholders to immediately identify unproductive demographic

patterns, trends and statistics as they were occurring and to take actions to provide
solutions during the year rather than simply reviewing the results at the end of the FY.
One example is the EEO hiring action reviews that allows managers to actively affect the
demographics of their own organization in a positive way. The FY 09 plan calls for
continued emphasis and support of this extremely effective initiative.
In FY 08 seven new primary and alternate program managers were trained and
certified. The agency now has an active Hispanic Employment, Black Employment,
Federal Women’s and Individuals with Disabilities Program Manager which collaterally
serves to assist the agency in attaining its specific EEO goals and objectives. While the
aforementioned programs are considered priority, the EEO Office will continue to monitor
the statistical data and demographics of the Asian/Pacific Islanders and Native
American/Alaskan Native employee population groups. The SEP Managers will expand
their outreach initiatives and will meet with managers and supervisors to discuss hiring
practices, recruitment issues, promotions and awards disparities for underrepresented
groups. The SEP Managers will also assist managers and supervisors with developing
strategies and implementing effective plans to address deficient areas.
The EEO Director and the Special Emphasis Program Manager will meet during
the first quarter of FY 09 with the aforementioned program managers individually to
review the MD 715 statistics and to discuss and outline a plan of address. Furthermore,
it is also noted that the SEP will require adequate funding and therefore the EEO Director
will submit a detailed and justifiable FY 09 Budget Requirements List to the Garrison
Commander that will outline the SEP plan which will allow for individual SEP events and
purposeful participation in various outreach activities.
The EEO Director updated the training information and increased the opportunities
for training by offering monthly sessions and occasional evening sessions. The
increased opportunities resulted in 60 percent of the workforce receiving the required
mandatory training. The EEO Director has already published the FY 09 EEO/POSH
training schedule that allows more flexibility and continues the successful trend of offering
monthly and occasional evening sessions.
Several employees were recognized in FY 08 for their significant contributions and

outstanding support of the EEO Program, the EEO Office fell short of actually
implementing an official EEO Awards Program. The EEO Director’s FY 09 plan requires
the immediate development and implementation of an EEO Awards Program during the
EEOC FORM
first quarter of FY 09 that will make it possible for employees and supervisors that have
made significant contributions in support of the EEO Program to be officially nominated
and recognized for their efforts and accomplishments. All Army civilian employees and
military personnel, supervisors, directors, and Collateral Duty Counselors, if nominated,
will be eligible for local and/or Department of the Army level recognition.
In summary, continued promotion and attentive cultivation of existing and planned

should serve to effectively continue the extensive process of making gradual
improvements and providing viable solutions for many of the deficient findings listed in the
FY 08 MD 715 report. All of which will serve to ensure that the agency continues to gain
momentum towards attaining and sustaining a Model EEO Program.

DA
Ar SA
m
100.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
0.0%
y EE
M O
at &
er CR
HQ ie
lC
Co om
r ps m
an
of d
HQ En
gi
US ne
er
Ar Ar s
m m
y y
Te Fo Eu
st r ro
an c es pe
d C
Ev om
93% 94% 94% 90%
US
al
ua m
an
O Ar tio
n d
ff i m
ce y Co
77%
Re m
of se m
th rv an
In e e d
st S ec Co
m
87%
al re
la ta m
tio
n r y an
In M of d
te an th
ll ig ag e
en em Ar
m
ce en y
an tC
M d om
il it Se m
ar cu an
y ri t d
En y
tra Co
95% 95% 90%
M m
Ne
tw
nc
e ed m
or a n i ca
an
d
k d lC
En Pr o m
87%
te oc
m
rp es an
ris sin
Sp e g d
ac Te
e Co
95%
an ch m
d no m
M lo an
is d
Achieved by Command
gy
sil
e Co
86%
Tr m
ai De m
Model Program Compliance
ni fe an
ng ns
an e d
d Co
89%
D m
Sp
ec
oc m
tri an
ia
lO n e d
pe Co
ra m
ti o m
an
ns d
Co
m
US m
an
Two Year Average Percentage of Model Program
Fo d
rc
US es
93% 91% 95%
M Ko
re
i li
ta
ry a
Appendix C Table 1
Ac
84%
ad
em
y
92%
Assessment of Army EEO Essential Element Compliance
Fiscal A B C D E F Percent Percent

Office Efficiency
Year Leadership Strategic Accountability Prevention Compliance Compliant Answered
Commitment Integration
89% 91% 80% 90% 84% 100% 88% 100%

Army 2006
95% 94% 100% 90% 91% 100% 91% 100%

2007
95% 94% 90% 90% 91% 100% 93% 100%

2008
95% 94% 90% 90% 91% 100% 91% 100%

Median
7% 3% 13% 0% 8% 0% 88% 100%

% Chg
Appendix C Table 2
Appendix C Table 3
Total Permanent Army Population
Pacific Pacific Native Native

White White Black Black Hispanic Hispanic Asian Asian Other Other
Islander Islander America America
Men Women Men Women Men Women Men Women Men Women
and and n and n and
FY 07 101,810 56,262 19,200 22,853 9,580 6,003 5,748 5,149 1,378 923 450 460 6,500 10,349
FY 08 107,028 58,741 20,385 24,026 9,445 5,828 5,262 4,856 1,439 930 575 558 7,835 12,612
Appendix C Table 4
Total Army Permanent Population
and Comparison of Workforce to General CLF
Pacific Pacific Native Native

White White Black Black Hispanic Hispanic Asian Asian Other Other
Islander Islander America America
Men Women Men Women Men Women Men Women men Women
and and n and n and
CLF 39.00% 33.70% 4.80% 5.70% 6.20% 4.50% 1.90% 1.70% 0.10% 0.10% 0.30% 0.30% 0.80% 0.80%
FY 07 41.27% 22.81% 7.78% 9.26% 3.88% 2.43% 2.33% 2.09% 0.56% 0.37% 0.18% 0.19% 2.64% 4.20%
FY 08 41.24% 22.63% 7.85% 9.26% 3.64% 2.25% 2.03% 1.87% 0.55% 0.36% 0.22% 0.22% 3.02% 4.86%
Appendix C Table 5
General Population Data
Expected
Expected to to be
Group Pop Applicants Referred Selected Apply Referred
White Men 107,028 1,536,736 312,642 14,723 1,445,147 285,619
White Women 58,741 759,544 129,219 8,160 1,248,755 246,804
Black Men 20,385 431,977 92,455 3,016 177,864 35,153
Black Women 24,026 487,549 92,055 3,761 211,214 41,744
Hispanic Men 9,445 182,974 34,048 1,282 229,741 45,406
Hispanic Women 5,828 120,285 17,408 818 166,748 32,956
Asian Men 5,262 85,427 21,908 640 70,405 13,915
Asian Women 4,856 55,802 21,908 581 62,994 12,450
Native American Men 1,439 19,302 4,827 229 11,117 2,197
Native Amercian Women 930 10,813 2,397 151 11,117 2,197
Pacific Islander Men 575 8,169 2,053 120 3,706 732
Pacific Islander Women 558 6,927 1,436 128 3,706 732
Total Population 239,073 3,705,505 732,356 33,609
Appendix C Page 6
General Population Data
Applied - Referred - Selected

Group Pop Applicants Referred Selected Referred Selected Population
White Men 44.77% 41.47% 42.69% 43.81% 20.34% 4.71% 43.81%
White Women 24.57% 20.50% 17.64% 24.28% 17.01% 2.61% 24.28%
Black Men 8.53% 11.66% 12.62% 8.97% 21.40% 0.96% 8.97%
Black Women 10.05% 13.16% 12.57% 11.19% 18.88% 1.20% 11.19%
Hispanic Men 3.95% 4.94% 4.65% 3.81% 18.61% 0.41% 3.81%
Hispanic Women 2.44% 3.25% 2.38% 2.43% 14.47% 0.26% 2.43%
Asian Men 2.20% 2.31% 2.99% 1.90% 25.65% 0.20% 1.90%
Asian Women 2.03% 1.51% 2.99% 1.73% 39.26% 0.19% 1.73%
Native American Men 0.60% 0.52% 0.66% 0.68% 25.01% 0.07% 0.68%
Native Amercian Women 0.39% 0.29% 0.33% 0.45% 22.17% 0.05% 0.45%
Pacific Islander Men 0.24% 0.22% 0.28% 0.36% 25.13% 0.04% 0.36%
Pacific Islander Women 0.23% 0.19% 0.20% 0.38% 20.73% 0.04% 0.38%
Total Population 100.00% 100.00% 100.00% 100.00% 100.00%
Appendix C Page 7
Total Army Applicant Pool Data
Native
Pacific Pacific Native
American
Islander Islander American Two or Two or
White Black Hispanic Hispanic Asian and
White Men Black Men Asian Men and Native and Native and More Races More Races
Women Women Men Women Women Alaskan
Hawaian Hawaian Alaskan Men Women
Native
Men Women Native Men
Women
Applied 1,536,736 759,544 431,977 487,549 182,974 120,285 85,427 55,802 8,169 6,927 19,302 10,813 72,737 63,396
Expected 1,445,147 1,248,755 177,864 211,214 229,741 166,748 70,405 62,994 11,117 11,117 3,706 3,706
Appendix C Table 8
Total Army Applicant Pool Data Comparison to CLF
Appendix C Table 9
Total Army Applicant Pool Data
Selected
Pacific Native
Pacific Native
Islander and American and
White Black Hispanic Asian Islander and American and
White Men Black Men Hispanic Men Asian Men Native Alaskan
Women Women Women Women Native Alaskan
Hawaian Native
Hawaian Men Native Men
Women Women
Selected 312,642 129,219 92,455 92,055 34,048 17,408 21,908 11,267 4,827 2,397 2,053 1,436
Appendix C Table 10
EEO Profile Total Applicant Pool by Federal Categories
Admin
Service Laborers and Craft Sales Officials and
Operatives Support Technicians Professionals
Workers Helpers Workers Workers Managers
Workers
Selected 1277 220 2086 3785 7247 144 1763 7146 9252
Referred 15797 1920 25564 38597 122797 1186 21516 137819 181534
Applied 83,012 10,126 100,606 184,375 578,247 6,463 75,572 431,806 595,130
Appendix C Page 11
Army Applicant Pool
Officials and Managers
Applied & Expected to Apply
Appendix C Table 12
Army Applicant Pool – Officials and Managers
Comparison to CLF
Appendix C Table 13
Army Applicant Pool
Percent Applied and Referred
Appendix C Table 14
Army Applicant Pool
Referred Who Were Selected
Appendix C Table 15
Army Applicant Pool
Percent Referred & Selected
Appendix C Table 16
Army Applicant Pool
Professionals
Appendix C Table 17
Army Applicant Pool
Professionals
Appendix C Table 18
Army Applicant Pool
Professionals
Applied and Referred
Appendix C Table 19
Army Applicant Pool
Professionals
Appendix C Table 20
Army Applicant Pool
Administrative Support
Appendix C Table 21
Army Applicant Pool
Appendix C Table 22
Army Applicant Pool
Appendix C Table 23
Army Applicant Pool
Appendix C Table 24
Army Applicant Pool
Operatives
Appendix C Table 25
Army Applicant Pool
Operatives
Appendix C Table 26
Army Applicant Pool
Operatives
Appendix C Table 27
Army Applicant Pool
Craft Workers
Appendix C Table 28
Army Applicant Pool
Craft Workers
Appendix C Table 29
Army Applicant Pool
Craft Workers
Appendix C Table 30
Total Referred From Applicant Pool
with Disabilities
Goal for Individuals w/ Disabilities – 7%

Goal for w/ Targeted Disabilities – 2%
Appendix C Page 31
Total Applicant Pool with Disabilities
Goal for Individuals w/ Disabilities – 7%

Goal for w/ Targeted Disabilities – 2%
Appendix C Page 32
Total Army Population
with Disabilities
Persons with
Disabilities
9%
Persons without
Disabilities
91%
Appendix C Page 33
Army Applicant Pool
Veterans Applied by Category
Appendix C Page 34
Army Applicant Pool
Veterans Applied and Referred by Category
Appendix C Page 35
Army Applicant Pool
Appendix C Page 36
Army Applicant Pool
Appendix C Page 37
Army Applicant Pool
Appendix C Page 38
EEO Profile Total Appropriated Distribution by Federal
Categories
Admin
Service Laborers and Craft Sales Officials and
Operatives Support Technicians Professionals
Workers Helpers Workers Workers Managers
Workers
FY 07 4.43% 0.62% 4.87% 10.78% 16.14% 0.04% 6.64% 32.34% 24.09%
FY 08 4.03% 0.52% 4.98% 11.07% 15.70% 0.03% 6.69% 32.48% 24.44%
Appendix C Page 39
Managers and Supervisors
by Race and Comparison to CLF
Pacific Nat Nat

White White Black Black Hisp Hisp Asian Asian Pacific
Isl Am Am
Men Wom Men Wom Men Wom Men Wom Isl Men
Wom Men Wom
FY 08 40.54% 29.84% 8.08% 9.95% 3.15% 2.28% 1.53% 1.49% 0.17% 0.10% 0.58% 0.48%
CLF 52.10% 30.60% 2.80% 3.50% 3.30% 2.40% 2.10% 1.30% 0.01% 0.01% 0.20% 0.20%
Appendix C Table 40
Total Army Appropriated Fund Population
Officials and Managers by Race and
Comparison to CLF
Pacific Nat Nat

Isl Am Am
Wom Men Wom
FY 08 40.54% 29.84% 8.08% 9.95% 3.15% 2.28% 1.53% 1.49% 0.17% 0.10% 0.58% 0.48%
CLF 40.41% 29.14% 8.59% 10.24% 3.03% 2.17% 1.49% 1.50% 0.23% 0.16% 0.52% 0.46%
Appendix C Table 41
Permanent Workforce by Gender
and Comparison to General CLF
Women
Women
Men Men
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 0 50,000 100,000 150,000 200,000
Men Women Men Women
FY 08 58.55% 41.44% FY 08 151,969 107,551
FY 07 58.64% 41.35% FY 07 144,666 101,999
CLF 53.3% 46.7%
Appendix C Table 42
Total Army Pay Plans Executive Service (ES), Intelligence Executive (IE),
Intelligence Professional (IP), Scientific and Technical (ST) Population by
Race and Comparison to CLF
White White Black Black Hisp Hisp Asian Asian Pacific Pacific Nat Am Nat Am
Men Wom Men Wom Men Wom Men Wom Isl Men Isl Wom Men Wom
ST 69.23% 5.12% 2.56% 0.00% 5.12% 0.00% 12.82% 2.56% 0.00% 0.00% 2.56% 0.00%
IE/IP 92.59% 7.41% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
ES 74.90% 17.34% 2.21% 0.73% 1.10% 0.36% 1.47% 0.73% 0.00% 0.00% 0.00% 0.00%
CLF 52.10% 30.60% 2.80% 3.50% 3.30% 2.40% 1.93% 0.38% 0.01% 0.01% 0.38% 0.00%
Appendix C Table 43
Total Army Appropriated Fund Population
Professionals by Race and
Comparison to CLF
Pacific Nat Nat

Isl Am Am
Wom Men Wom
CLF 37.10% 42.30% 2.70% 4.90% 2.28% 2.80% 4.90% 3.20% 0.01% 0.01% 0.30% 0.60%
FY 08 51.81% 22.75% 5.69% 6.18% 3.11% 1.59% 3.88% 2.29% 0.17% 0.14% 0.50% 0.26%
Appendix C Table 44
Awards
All Types By Race & Gender
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Amer
White White Black Black Hispanic Hispanic Asian Asian Pac Isl Pac Isl Amer
Ind
Men Women Men Women Men Women Men Women Men Women Ind Men
Women
Recipients 45.29% 24.02% 8.08% 8.86% 4.46% 2.34% 2.30% 1.98% 0.22% 0.18% 0.62% 0.39%
Pop % 41.24% 22.63% 7.85% 9.26% 3.64% 2.25% 2.03% 1.87% 0.55% 0.36% 0.22% 0.22%
Appendix C Table 45
African American Employees in the Army
General Representation Since 1996
10.00%
8.00%
6.00%
4.00%
2.00%
0.00% 1996 1997 1998 1999 2002 2003 2004 2005 2006 2007 2008
Men 7.22% 7.18% 7.32% 7.37% 7.44% 7.33% 7.44% 7.94% 7.99% 8.18% 7.85%
Women 9.16% 9.08% 8.98% 8.91% 8.96% 8.90% 8.87% 9.00% 9.04% 9.30% 9.26%
Appendix C Page 46
Civilian Women in the Army
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Men 59.37% 59.60% 59.79% 59.94% 60.06% 60.00% 60.18% 60.34% 60.88% 61.41% 61.49% 61.44% 61.25% 61.24%
Women 40.63% 40.40% 40.21% 40.06% 39.94% 39.99% 39.81% 39.66% 39.12% 38.58% 38.51% 38.56% 38.75% 38.76%
Appendix C Page 47
Appendix C Page 47
White Employees in the Army
50.00%
40.00%
30.00%
20.00%
10.00%
0.00% 1996 1997 1998 1999 2002 2003 2004 2005 2006 2007 2008
Men 45.65% 45.78% 45.78% 45.59% 45.36% 45.45% 45.55% 45.52% 45.37% 45.23% 41.24%
W omen 27.17% 26.91% 26.71% 26.55% 26.05% 25.86% 25.14% 24.46% 24.48% 23.83% 22.63%
Appendix C Page 48
Hispanic Employees in the Army
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Men 2.15 2.21 2.19 2.26 2.26 2.26 2.26 2.38 2.36 2.37 2.36 3.88 3.64
Wom 1.67 1.72 1.74 1.75 1.75 1.75 1.75 1.91 1.90 1.92 1.93 2.43 2.25
Appendix C Page 49
Asian Employees in the Army
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Men 2.15 2.21 2.19 2.26 2.26 2.26 2.26 2.38 2.36 2.37 2.36 2.25 2.03
Wom 1.67 1.72 1.74 1.75 1.75 1.75 1.75 1.91 1.90 1.92 1.93 1.87 1.87
Appendix C Page 50
Top EEO Complaint Issues
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Terms/Conditions of
Harassment (Non-Sexual) Promotion/Non-Selection Disciplinary Action Evaluation/Appraisal
Employment
FY 06 27.90% 24.70% 13.40% 10.10% 8.10%

FY 07 35.30% 20.00% 15.00% 10.50% 7.60%
FY 08 33.30% 20.00% 14.20% 11.00% 7.90%
Appendix C Table 51
Top EEO Complaint Basis
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Reprisal Race (Black) Age Sex (Female) Disability (Physical)
FY 06 40.80% 28.60% 27.20% 25.80% 15.70%

FY 07 41.60% 29.40% 26.80% 23.40% 18.20%
FY08 43.90% 31.40% 25.00% 23.90% 16.30%
Appendix C Table 52
EEO Complaints Inventory
2500
2000
1500
1000
500
0
Informal Formal
FY 05 2,135 1,153
FY 06 2,345 1,181
FY 07 2,166 1,175
FY 08 2,304 1,216
Appendix C Table 53

Army - Equal Employment Opportunity - Executive Summary - October 2007 Through September 2008

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Army - Equal Employment Opportunity - Executive Summary - October 2007 Through September 2008

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EEOC FORM

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

For period covering October 1, 2007, to September 30, 2008.

PART A 1. Agency Headquarters United States Army

1.c. 4th level reporting component

2. Address 1225 S. Clark St., Suite 207

3. City, State, Zip Code Arlington VA 22202

3. Enter total number employees paid from non-appropriated funds 28,021

4. TOTAL EMPLOYMENT [add lines B 1 through 3] 259,520

PART C 1. Head of Agency Official Title Hon. Pete Geren

4. Title VII Affirmative EEO Program Mr. Michael Gautier

5. Section 501 Affirmative Action Ms. Ernestine Moya

6. Complaint Processing Program Mr. Spurgeon Moore

Mr. Norvel Dillard - Principal Deputy, EEO & CR

Mr. Michael Gautier - Director, EEO Modernization Program

Ms. Yolanda Maldonado - Deputy, Outreach & Special Emphasis

Ms. Margaret Barfield - Director, Minority College Relations

HQ Department of the Army Page 1 of 98

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

United States Army Criminal Investigation Command ARCB 8840

United States Army Installation Management Command ARBA 8840

United States Army Human Resources Command ARMP 8840

United States Army Contract Agency ARCA 8840

United States Army Joint Activities ARJA 8840

United States Army SHAPE ARJ1 8840

United States Army Pacific Command ARP1 3320

United States Army Military District of Washington ARMW 8840

United States Army Recruiting Command ARRC 5135

Office of the Secretary of the Army ARSA 8840

Field Operating Agencies of HQ DA and Secretary of the Army ARSB 8840

United States Army Special Operations Command ARSP 8840

United States Military Academy ARMA 36071

United States Army Information Security Command ARSP 8840

Joint and DoD Activities ARJA 8840

Staff Support Agencies, HQDA ARSS 8840

Joint and DoD Activities ARSJ 8840

United States Army South ARSA 7240

United States Army Training and Doctrine Command ARTC 5135

United States Army Corps of Engineers ARCE 8840

United States Army Materiel Command ARX1 8840

United States Army National Guard Bureau ARNG 8840

United States Army Test and Evaluation Command ARAT 8840

HQ Department of the Army Page 2 of 98

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

United States Army Netowrk Enterprise Technology Command ARG6 6200

US Army DoD Agencies ARDF 8840

Office of the Chief of Staff of the Army ARCS 8840

United States Army Central Command ARCT 8280

United States Army Overstrength Command ARDM 8840

United States Army Europe and 7th Army ARE1 8840

United States Army Forces Command ARFC 0520

DOD and DA Joint Activities ARJA 8840

Military Entrance and Processing Command ARFC 0520

United States Army Japan ARP3 8840

Space and Strategic Missile Defense Command ARSC 3440

Field Operating Agencies of the Secretary of the Army ARSF 8840

United States Army Medical Command ARMC 7240

EEO FORMS and Documents Included With This Report

*Statement of Establishment of Continuing *Copy of Facility Accessibility Survey results as necessary to

HQ Department of the Army Page 3 of 98

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Statement of Establishment of Continuing Copy of Facility Accessibility Survey results as necessary to

Copies of relevant EEO Policy Statement(s) Organizational Chart x