Management Directive 715 Broad Based Deficiencies and Recommended Actions

1. This template is for your use to create your bureau State of the Agency briefing. This template is not all inclusive and can be altered/tailored to your bureau specific needs. Delete this box when editing (Bureau Name) Management Directive 715 Broad Based Deficiencies and Recommended Actions

2. General Workforce Demographics

3. (Bureau Name) Workforce Demographic Data FY 20XX M/T: Total Males F/T: Total Females WM: White Males WF: White Females BM: Black Males BW: Black Females HM: Hispanic Males HF: Hispanic Females AM: Asian Males AF: Asian Females AIM: American Indian Males AIF: American Indian Females HPIM: Hawaiian Pacific Islander Males HPIF: Hawaiian Pacific Islander Females 2+M: Two or More Races Males 2+F: Two or More Races Females Replace Chart with bureau specific data * Civilian Labor Force (CLF): Data derived from the decennial census reflecting persons, 16 years of age or older who were employed or seeking employment, excluding those in the Armed Services. CLF data used is based on the 2000 Census.

4. (Bureau Name) Workforce Comparison to the Federal Workforce and CLF Replace Chart with bureau specific data Boxes shaded in yellow indicate representation rates below the CLF.

5. Trigger or Deficiency:Example: Potential Glass Ceiling for Females and Minorities

6. (Bureau Name) Participation Rates for Males and Females in General Schedule Grades(Permanent Employees) Replace Chart with bureau specific data

7. (Bureau Name) Participation Rates for Minority Males and Females in General Schedules(Permanent Employees) Replace Chart with bureau specific data

8. Identified Deficiency/Trigger – Example: Potential Glass Ceiling • There appears to be a “glass ceiling” for females and minorities at the GS xx-xx pay grades. • Unclear at this time if problem is in recruitment of (or) career development. Replace with bureau specific issues

9. Identified Deficiency/Trigger – Potential Glass Ceiling • Recommendations • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues

10. Targeted Disability Participation Rates

11. Top Five Agencies In FY 2005 with Highest % of People with Targeted Disabilities Replace Chart with bureau specific data • Equal Employment Opportunity Commission Annual Report, 2005 • During FY 2006 Treasury’s participation rate for employees with Targeted disabilities decreased to 1.76% • Federal workforce representation of employees with targeted disabilities was 0.96% in FY 2005

12. (Bureau Name) Permanent WorkforceDisability Demographic Replace Chart with bureau specific data • Agencies use the FY 2006 Federal high employment rate(_____%) of people with targeted disabilities as their benchmark. • In FY 20__ (Bureau Name) was below the Federal high with an employment rate of ____% with targeted disabilities. • (Bureau Name) targeted disability representation rate of permanent and temporary employees • decreased by ____% from FY 20__ , which equates to a loss/gain of ____ employees with targeted • disabilities. • Federal workforce representation of employees with targeted disabilities was ____% in FY 20___ • Targeted disabilities includes deafness, blindness, missing limbs, partial paralysis,convulsive disorder, • mental retardation, mental illness, and distortion of limb/spine.

13. Identified Deficiency/Trigger – Low Representation –Targeted Disabilities • Recommendations • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues

14. Treasury Employee Separation Rates

15. Identified Deficiency/Trigger – Employee Separation Rates Triggers/Deficiencies • Voluntary separations (____%) for White women are at a rate greater than their overall representation (_____%). • Involuntary separations (____%) for Hispanic women are at a rate greater than their overall representation (____%). • Voluntarily separations (____%) for men are above their overall representation (____%). • Voluntary separations (____%) and Involuntary separations (____%) for Hispanic males are at a rate greater than their overall representation (____%)

16. Identified Deficiency/Trigger – Employee Separation Rates Recommendations: • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues

17. Alternative Dispute Resolution (ADR)

18. ADR Use in the Pre-Complaint & Formal Complaint Process Replace Chart with bureau specific data * ADR offers and participation rates are based on data reported in bureau 462 reports for FY 20___ and FY 20___

19. Identified Deficiency/Trigger – Alternative Dispute Resolution (ADR) • ADR participation rates in the informal process, has increased. However, the majority of the employees are declining ADR. • There is a decrease in ADR participation during the formal complaint process. Replace with bureau specific issues

20. Identified Deficiency/Trigger – Alternative Dispute Resolution (ADR) • Recommendations – • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues

21. Complaint Data

22. (Bureau Name) Formal Complaint TrendsFY 20__ through FY 20__ Replace Chart with bureau specific data • The number of complaints filed in the Federal Government have decreased by ___% from the number filed from the pervious year. • (Bureau Name) has noted a decrease of ___% in the number of complaints filed in FY 20__ compared to FY 20__.

23. Average Investigation Processing Days Replace Chart with bureau specific data Equal Employment Opportunity Commission Annual Report, 20__

24. Agencies With the Highest % of Timely Merit Decisions (No AJ) Replace Chart with current data Equal Employment Opportunity Commission Annual Report, 20__ *Defense Commissary Agency

25. Average Merit Decisions (No AJ) Processing Days Replace Chart with bureau specific data if applicable Equal Employment Opportunity Commission Annual Report, 2005

26. Bases Raised in Discrimination Complaints in FY 20___ Replace Chart with bureau specific data NOTE: Multiple bases may be raised in a complaint.

27. Issues Raised in Discrimination Complaints in FY 20__ Replace Chart with bureau specific data Note: “Other” category consists of Retirement (__%), Reinstatement (__%), Duty Hours (___%),Awards (__%), Conversion to Full Time (__%), Appointment/Hire (__%) and Other (__%) complaints. Multiple issues may be raised in a complaint.

28. Identified Deficiency/Trigger – Efficiencies in Complaint Processing • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues

29. EEO/HR Collaboration

30. Identified Deficiency/Trigger – Bureau Collaboration • State your bureau specific recommendations here on how to address the trigger/deficiency. • Develop… • Provide… • Identify… • Establish… Replace with bureau specific issues