1 / 30

EEO State of the Agency

An in-depth analysis of the Agency's Equal Employment Opportunity Program for FY 2016, highlighting achievements, barriers, workforce analysis, and strategic plans to enhance workplace equality.

jeverly
Download Presentation

EEO State of the Agency

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. EEO State of the Agency FY 2016 EEO Program Status Report Prepared by The Office of Diversity and Inclusion U.S. Department of Veterans Affairs

  2. Agenda Background EEO Program Accomplishments EEO Program Deficiencies Workforce Analysis Triggers and Barriers Plan to Eliminate Barriers FY 2016 State of the Agency

  3. Background and Legal Foundation Equal Employment Opportunity Commission (EEOC) Management Directive 715 (MD-715) requires Federal Agencies to: • Establish and maintain affirmative programs of equal employment opportunity under: • Title VII of the Civil Rights Act of 1964, as amended. • Section 501 of the Rehabilitation Act of 1973. • Assess Agency’s performance against EEOC’s six essential elements for a Model EEO Program, • Analyze workforce, perform barrier analysis, and develop corrective strategies to facilitate equal opportunity in the workplace, and • Submit an annual report to EEOC and brief the Agency Head on the Agency’s EEO status. FY 2016 State of the Agency

  4. Benchmarks & Parameters Civilian Labor Force (CLF):all U.S. citizens 16 years of age and over, excluding those in the Armed Forces, who are employed or unemployed and seeking employment in all U.S. occupations (excludes Puerto Rico and other U.S. territories). Relevant Civilian Labor Force (RCLF):all U.S. citizens 16 years of age and over, excluding those in the Armed Forces, who are employed or unemployed and seeking employment in VA-specific occupations. When the organization has a presence in Puerto Rico, the population of Puerto Rico is included. Other benchmarks are noted on the slides and adhere to EEOC guidance. Data as of the end of September 30, 2016. Data comport with EEOC’s parameters and include paid permanent and temporary employees in full-time, part-time, and intermittent status, unless otherwise noted. FY 2016 State of the Agency

  5. Six Essential Elements Demonstrated Commitment from Agency Leadership Integration of EEO into Agency’s Strategic Mission Management and Program Accountability Proactive Prevention of Unlawful Discrimination Efficiency Responsiveness and Legal Compliance FY 2016 State of the Agency

  6. Model EEO Program: Accomplishments Demonstrated Commitment from Agency Leadership • Secretary issued annual EEO, Diversity & Inclusion (D&I), No FEAR, Whistleblowing Policy Statement & guidance • Secretary issued updated charter for Diversity & Inclusion in VA Council (DIVAC) • Under Secretaries actively support and implement EEO Policy, MyVA initiatives and ICARE values • VA presented annual Secretary’s Excellence Awards in Alternative Dispute Resolution (ADR) and D&I • DAS for ODI chairs/serves as senior advisor to numerous boards, including DIVAC, VA Engagement Council, Training Leaders Council, Corporate Employee Development Board (CEDB), PRB FY 2016 State of the Agency

  7. Model EEO Program: Accomplishments Integration of EEO into the Agency’s Strategic Mission • ODI led development of VA D&I Strategic Plan for FY 2017 – 2020. • AS/HRA leads Employee Experience strategy in MyVA, MPR, HCMB • ODI held quarterly D&I stakeholders meetings to address impact of HR policies on EEO/D&I. • ODI led the creation of the Diversity & Inclusion In Government (DIG) Council • ODI participates on Workforce Planning (WFP) Council to ensure diversity & inclusion are reflected. • VHA incorporated EEO principles into its Workforce and Succession Strategic Plan • VA hosted Leadership Development Workshop with African American Federal Executive Association (AAFEA) and Asian American Government Executives Network (AAGEN) to promote diverse leadership in VA. FY 2016 State of the Agency

  8. Model EEO Program: Accomplishments Management and Program Accountability • VHA administered its EEO/AEO Quarterly Survey to assess progress on MD 715 Six Essential Elements; results were included in executive performance assessments. • VBA participated in 2 of ODI’s 8 technical assistance reviews to monitor EEO compliance in the field. • NCA included EEO metrics in executive performance plans; NCA‘s % of IWTDs leads VA. • VA sponsored 99 National Diversity Interns. • VA exceeded govt-wide goal of 2% for individuals with targeted disabilities (IWTD) at 2.14%. • ORM initiated the “Beyond the Glass Doors” program and made presentations to senior leaders on civil rights training and avoiding EEO pitfalls. FY 2016 State of the Agency

  9. Model EEO Program: Accomplishments Proactive Prevention of Unlawful Discrimination • ORM delivered 18 conflict management training sessions and 296 hours of training related to 35 findings of discrimination. • ODI delivered 350 virtual/F2F D&I learning events to 13,000+ employees. • ORM developed Anti-Harassment Directive, Handbook, and electronic case management system to monitor harassment VA-wide. • ODI launched World Café initiative; facilitated 14 sessions on race-relations, beginning with St. Louis VBA RO outside of Ferguson, Mo. • VBA provided Reasonable Accommodation training all directors, supervisors, LRACs, and EEO managers on the RA process. • VA achieved 97% completion rate on Workplace Harassment Prevention and No FEAR Training. • VA achieved 91% completion rate on biennial EEO, D&I, and Conflict Management Training for Managers and Supervisors. • VA achieved 91% completion rate for biennial Whistleblower Rights and Protection Training for Managers and Supervisors. FY 2016 State of the Agency

  10. Model EEO Program: Accomplishments Efficiency • Participation in ORM’s ADR program increased from 59% in FY15 to 61% in FY16, saving VA time and resources. • VBA’s utilization of ADR contributed to a cost avoidance of $1,717,000 in FY 16 compared to $450,000 in FY 15. • NCA developed ADR training to provide tools to both management and employees to address conflict early. • ORM processed counseling sessions below the requisite 30 days (24 days) and completed informal complaint processing when ADR was elected in 66 days on average, below the requisite 90 calendar days. • Office of Employment Discrimination Complaints Adjudication (OEDCA) attorneys met production goal of 72 cases or more. FY 2016 State of the Agency

  11. Model EEO Program: Accomplishments Responsiveness and Legal Compliance • VA’s Office of Resolution Management (ORM) processed EEO counseling sessions on average in 24 days, below EEOC’s required 30 days. • ORM completed ADR-elected sessions on average in 66 days, below EEOC’s required 90 days. • ORM employees completed 371 investigations and issued un-amended cases in an average of 172 days, below EEOC’s 180-day requirement. • ORM made internal procedural changes to increase compliance with the 1614.107 dismissal authorities for cases where dismissals were reversed by EEOC. FY 2016 State of the Agency

  12. Model EEO Program: Deficiencies FY 2016 State of the Agency

  13. Model EEO Program: Deficiencies FY 2016 State of the Agency

  14. VA Diversity Index RCLF Based CLF Based FY16 Gov’t-wide Diversity Index based on CLF is 81.11% 2010 CLF implemented; higher benchmark for Hispanics and Asians. The Diversity Index is a measure of VA’s aggregate workforce diversity by race, ethnicity, and gender as compared with the respective demographic group representation in the R/CLF. It is calculated as the mean ratio of the demographic groups’ proportionate representation to the respective R/CLF representation, capped at 100% to avoid skewing for overrepresentation. A value of 100% means the group is at parity with the R/CLF. This is a gauge only; not to be used as a quota. FY 2016 State of the Agency

  15. FY 2016 Workforce Compared to CLF and RCLF Red ovals indicate less than expected representation FY 2016 State of the Agency

  16. Hires Compared to RCLF . Data Source: Pulled from MD-715 Table A8 FY 2016 State of the Agency

  17. FY 2016 Applicant Flow DataVA-Wide Targeted outreach is doing very well for groups with historically less than expected participation. * Data is based on applicants’ voluntary responses to background survey. In FY 2016, 48 percent of applicants self-identified race/ethnicity and gender. FY 2016 State of the Agency

  18. FY 2016 Applicant Flow Component AnalysisVA-wide Data is based on applicants’ voluntary responses to background survey. In FY 2016, 48 percent of applicants self-identified race/ethnicity and gender. FY 2016 State of the Agency

  19. VA Senior Executive Service (SES) Workforce Source data for Permanent Workforce: MD 715 Table 4-1 (i.e. excludes wage grade) FY 2016 State of the Agency

  20. Individuals with Targeted Disabilities (IWTDs) Onboard *Targeted Disabilities include hearing, vision, missing extremities, partial paralysis, complete paralysis, epilepsy, severe intellectual disability, psychiatric disability, and dwarfism. Hires 34.6% of IWTDs in federal government are employed by VA VA Goal: 3.00% VA: VA Goal: 2.00% FY15 Gov’t Avg. 1.30% FY 16 Gov’t Data not available FY15 Gov’t Avg. FY16 Gov’t Data – not available For FY 2015 number 2 of all Cabinet Agencies FY 2016 State of the Agency

  21. VA Internal Promotions(GS/GM and Title 38) Onboard Pool refers to the lower grade population from where the promotions came FY 2016 State of the Agency

  22. VA Internal Promotions by Disability Status Promotions for individuals with disabilities is higher than expected. Noticeable improvement from previous FY Includes Title 38. Onboard Pool refers to the lower grade population from where the promotions came FY 2016 State of the Agency

  23. Voluntary Separations(Permanent Only) Veterans represent 41.3% of the voluntary separations. Total Voluntary Separations 29,712 According to EEOC, voluntary separations include NOA codes 300 (Retirement – Mandatory), 301 (Retirement – Disability), 302 (Retirement – Voluntary), 317 (Resignation), 350 (Death), 351 (Termination – Sponsor Relocation), 352 (Termination – Appointment In), 353 (Separation – US), 355 (Termination – Expiration of Appointment), 390 (Separation – Appointment In). FY 2016 State of the Agency

  24. Involuntary Separations(Permanent Only) Veterans represent 54.9% of the involuntary separations. Total Involuntary Separations 2,605 According to EEOC, involuntary separations include NOA codes 304 (Retirement – In lieu of involuntary action), 312 (Resignation – In lieu of involuntary action), 330 (Removal), 357 (Termination), and 385 (Termination during probation). FY 2016 State of the Agency

  25. Grade Disparity by Race(GS/GM Permanent Only) FY 2016, GS 1-15 Inverse correlation between grade and racial diversity. As grade increases, representation of groups with historically low participation decreases. In leadership pipeline grades, all groups show increased representation and higher growth rate than VA average of 110.84 percent, except White. FY 2006 to FY 2016, GS 13-15 VA Total GS 13-15 Growth Rate: 110.84% *FY 2006 data unavailable; data disaggregation occurred in FY 2009 ** Majority of increase of Females occurred from FY 2008 to FY 2015. FY 2016 State of the Agency

  26. Per Capita Discrimination Complaints Findings of discrimination in VA increased from 33 in FY 2015 to 35 in FY 2016. Retaliation, disability, and sex were the most prevalent bases of discrimination in those findings. Government average is based on FY 2012 data. FY 2016 State of the Agency

  27. SummaryIdentified Triggers/Potential Barriers to EEO • Less than expected representation and hiring of Hispanic males and females, and white males compared to RCLF and CLF availability. • Application rates of historically underrepresented groups are higher than R/CLF availability, indicating effective outreach efforts; however selection rates are lower for these groups than for white males and females. • Low promotion rate of females except for AAPI and AIAN females, compared to on-board representation. • Less than expected SES diversity: With the exception of White, Black, and AIAN males, all REG groups fell below expected participation rate. • High per capita rate of complaints compared to gov’t averages: • VA informal rate is 1.32%; government average is 1.10% • VA formal rate is 0.70%; government average is .50% FY 2016 State of the Agency

  28. Plan to Eliminate Barriers • Collaborate with OHRM and CSEMO to review policies, procedures, and practices impacting hires/selections • Integrate USA Staffing Applicant Flow System into VA HR information systems (ProClarity, VSSC, HR Smart) • Integrate demographic information into the Talent Management System • Develop virtual leadership and professional forums and virtual trainings to enhance future leader competencies throughout VA • Continue the World Café initiative to promote constructive dialog on diversity and inclusion issues • Conduct site visits to facilities with high per capita rates and conduct training and assessments. FY 2016 State of the Agency

  29. Contact Us Georgia Coffey, Deputy Assistant Secretary Phone: (202) 461-4078 E-mail: georgia.coffey@va.gov David Williams, Director of Workforce Analysis Phone: (202) 461-4033 E-mail: david.e.williams@va.gov For more tools & resources, visit us at https://www.diversity.va.gov/

  30. Back Up: List of Acronyms

More Related