EQUAL EMPLOYMENT OPPORTUNITY PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A001100120010-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 79
• Document Creation Date: December 15, 2016
• Document Release Date: February 25, 2004
• Sequence Number: 10
• Publication Date: September 19, 1977
• Content Type: MF

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Director of Central
Intelligence
70 5607 Hqs
Att: ER 77-9134
Sir:
You do not have to read this document,
and, I suggest you save the time. It is a
requirement by law that an annual EEO plan
be submitted to the Civil Service Commission.
All interested parties are aware of its
contents and I have had it reviewed here.
Recommend you sign and get on to something
else.
Jack Blake
John F. Blake
Acting Deputy Director of
Intelligence, 70 6011 Hqs,
ADDCI:JFBlake:kmg (27 Sep 77) (
Distribution:
Orig RS - DCI (NOT TO BE RETURNED TO EEO w/ATT)
1 - ADDCI
ER
Att: -Memo dtd 19 Sep 77 to DCI via DDCI fr WEE0, subj: Equal Employment
Opportunity Plan (ER 77-9134)
27 Sep 77
..AECUTIVE P1171,77
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L.:,,c 11,ffil:tr71
19 :',epteomber 1977
MEMORANDUM FOR: Director of Central Intelligence
VIA Deputy Director of Central Intelligence
FROM Omega J.C. Ware, Jr.
Director, Office of Equal Employment Opportunity
SUBJECT Equal Employment Opportunity Plan
1. Attached for your signature is the Agency's Equal Employment
Opportunity Plan for Fiscal Year 1978. This Plan is required from each
Agency by the Civil Service Commission in compliance with Public Law 92-
261. The document, when approved by the Commission, becomes a public
document.
2. The goat of this year's Plan is to develop results-oriented
commitments for the Agency and each of its Directorates and Executive
Service and the Office of EEO. The Plan is formatted to meet Civil
Service Commission requirements. It consists of four parts: an Intro-
duction which includes the Agency's policy statement; a Report of Agency
Accomplishments from last year; an Assessment of the Problems to be
Addressed this year, and a Report of Affirmative Actions to which you
are committing the Agency to solve the problems identified.
3, in developing the Plan, the Office of EEO invited all
employees and the various Agency Advisory Groups to participate.
Directorate EEO Officers coordinated and prepared the input from
their Directorates and components. Commitments submitted by one
Directorate which were considered applicable to all parts of the
Agency and were expanded to include all Directorates.
4. With your signature the Plan becomes our public and
operational Agency policy and the key EEO document for Agency
management and all employees. Plan progress will be monitored and
assessed on a quarterly basis by the Office of EEO and by Directorates.
You will be apprised regularly of Agency progress and problems. The
OHO will also respond, as required, to periodic CSC assessments of
Plan accomplishment.
5. The attached. Plau is due at the Civil Service Commission
by 30 September 1977. If you have further questions. about the
contents of the Plan I would be happy to address them.
Omego J,C.
\,?
are.; Jr.
Attachment:
EEO 1j
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1
STAT
STAT
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Orig by:
Distribution:
DCI
DDCI
D/EEO
ER
?EEO,
(19 September 1977)
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Equal Employment Opportunity Plan
Fiscal Year 1978
Central Intelligence Agency
Name of Organization
Washington, D. C. 20505
Address of Organization
STANSFIELD e R, Director
rganization
Signature
Date
Omego J. C. Ware, Jr.' DireCtor, Office of Equal Employment Opportunity
Name and Title of Principal EEO Official
19 SEP 1977
Date
1046-CSC-SA
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Part A - Introduction
The Central Intelligence Agency's official policy
opportunity is recorded in
June 12, 1973. This regu-
lation, currently under revision, was submitted with last
year's EEO Plan and will not be repeated in this Plan.
Organization
The Director of Central Intelligence (DCI), assisted by
the Deputy Director, approves regulations and provides
policy guidance for the Agency's equal employment oppor-
tunity program. The Director of Equal Employment Opportunity
(D/EEO) is under the direct supervision of the DCI who
delegates to the D/EEO the responsibility of EEO program
implementation. The D/EEO heads the Agency's Office of
Equal Employment Opportunity. (OEE0) which currently consists
of ten full-time staff. The responsibilities of principal
officials in the OEEO are the following:
Director, EEO
The Director, EEO provides leadership and assists the
DCI in the formulation of Agency policies governing the
equitable and full utilization of human resources. The
incumbent supervises the development and implementation of
EEO and Affirmative Action Plans and Programs and evaluates
statement on
equal employment
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their conduct and results. The Director, EEO reports regularly
on the status of these efforts to the DCI and recommends
improvements, new measures and disciplinary actions as
necessary.
The responsibilities of the Director, EEO include the
management of the Office of EEO and the Agency EEO system,
membership on senior policy groups as required by the DCI
and service as Agency Ombudsman.
Deputy Director, EEO for
Management and Complaints
The Deputy Director is responsible for the day-to-day
operations of the Office being concerned with the management
of EEO programs, budget, security, personnel actions and
training. The incumbent establishes and maintains procedures
and mechanisms for monitoring all Agency personnel policies
and practices to ensure compliance with Civil Service
Commission and Agency regulations. The incumbent also
provides leadership of the EEO Complaint System ensuring its
efficient and effective operation in the unique environment
of CIA. In this capacity, the Deputy Director chairs the
Complaint Evaluation and Disposition Committee which advises
the Director, EEO on the acceptability and disposition of
EEO complaint cases.
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Deputy Director, EEO for Programs
and ,
Federal Women's Program Coordinator
Directs the EEO Programs of the Agency, ensuring their
effectiveness, coordination and compliance with Civil Service
Commission and. Agency regulations and guidelines. These
programs include the Annual EEO Plan, the Federal Women's
Program, the Hispanic Program, the Black Program, Upward
Mobility, Full Utilization of Skills and Training, and
Community Relations. The incumbent is a member of the
Complaint Evaluation and Disposition Committee.
As the CIA. Federal Women's Coordinator, plans and
develops the Agency's Women's Program and directs the
activities of the Federal Women's Program Board. Represents
CIA on the Inter-agency FWP Board, and in women's matters
with the Federal Government and the community. Acts as
ombudsman for the women of the Agency.
EEO Program Coordinator
The EEO Program Coordinator has three major respon-
sibilities:
1. Officer responsible for the preparation of the
Annual CIA EEO Plan;
2. Research, analysis and presentation of statistical
information on the status of EEO;
3. Serving as Deputy, FWPC.
The EEO Plan duties include preparing the Agency's
EEO Plan, liaison with Civil Service Commission program
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reviewers to assure the timeliness and adequacy of the Plan;
providing guidelines and direction to the Directorates
and to EEO Program Coordinators; and, assessing input to
the Plan for adequacy, accuracy and content.
Statistical responsibilities include the collection
and analysis of all data relevant to the Agency population,
producing reports, providing briefings and recommendations
relating to the status of human resources in the Agency.
Also maintains statistics, and provides statistical support
to management, Program Coordinators, the Complaint System,
EEO Officers, Federal Women's Board, FWP Directorate
Working Groups, and the DC1's EEO Advisory Panel.
Deputy, FWPC duties include providing direction to
and coordinating the activities of the four Directorate
Women's Working Groups and providing for liaison and
coordination with the secretarial panels.
1Tward Mobility
and
Full Utilitzation of Skills and Training (FUST) Coordinator
Designs and implements Agency Upward Mobility and Full
Utilization of Skills and Training Programs, Monitors and
evaluates Directorate and component programs.. Ensures that
all such programs are in compliance with Agency regulations
and Civil Service Commission guidelines and intent. As
the Agency's technical expert on these .programs, provides
advice, guidance and direction to Agency management and
EEO officials, Writes Agency guidelines and handbooks as
-required,
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The Coordinator is responsible for the development,
implementation, and evaluation of programs and efforts to;
a. increase the total percentage of blacks in the
CIA to make the Agency's population reflect a
cross-section of the U.S. labor force;
b. ensure training and career opportunities
commensurate with the skills and potential of
all black Agency employees;
c. decrease the grade and position disparity between
Agency blacks, other minorities and non-minority
employees.
The Coordinator assists in the recruitment of black
professional applicants through contacts established with
university officials and minority interest groups, and
attends national minority conferences and conventions. The
Coordinator reviews black professional applicant files that
have been rejected by Agency components to assist the Office
of Personnel in ensuring that the applicants have been given
just consideration. The Coordinator also monitors employee
enrollment in superVisory and management level courses to
assess whether the absence of representative numbers of
minorities in the courses is caused by disparate treatment;
and, assists Agency component managers with the development
of practices aimed at reducing grade and assignment disparities
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Community Relations Coordinator
IA\ ipso mcb Fgriliftt 44e APPIMAlfcirOARRID810M00(1654101111eavp010-9
coordinating and implementing, wi.ht the cooperation of the
Office of Personnel and other Agency elements, community
activities to improve the Agency's ability to attract
applicants from all segments of the community and support
the development of lacal youth for Federal employment.
For example, the Coordinator is developing an Agency
voluntary tutorial program as an initial Agency effort.
A secondary objective of this effort is to assist in
educating the American public as to the role and contribution
of the Central Intelligence Agenty. To accomplish these
ends, the Coordinator is responsible for developing Agency
exhibits and assuring their effective display at conventions,
career days, job fairs, etc., to describe the Agency and
its career opportunities. The Coordinator will also
assist in minority recruitment activities as required by
Agency components or the Office of Personnel.
EEO Information Officer
The EEO Information Officer is responsible to assure that
all employees and employee organizations and components
are informed of Agency affirmative action and equal employ-
ment policy, programs and activities. This officer produces,
edits and publishes newsletters and briefs, provides visual
aids, displays and lectures, maintains informative, attrac-
tive and timely EEO Bulletin Boards and is the Agency
correspondent for EEO to all federal and external publications,
as appropriate. For "EEO" information in general, the
information officer is the Agency's reference source.
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Legal Coordinator
The Legal Coordinator is responsible for monitoring
EEO and Civil Rights-related legislation, court decisions,
and Civil Service Commission issuances and analyzing them
for their relevance and impact on CIA policies and practices.
The Legal Coordinator will pay particular attention to areas
of difficulty arising between the Agency's EEO and National
Security responsibilities. The Coordinator serves as the
?EEO specialist in class-action EEO complaints and has the
responsibility for monitoring and guiding personnel involved
in the prosecution of such complaints and assure effective
liaison :with CSC claims examiners. The Legal Coordinator
monitors and assesses the adequacy and legality of Agency
EEO-related regulations, notices, or other issuances,
providing re-drafts for the Director, EEO as necessary.
The Legal Coordinator aids the Complaint System Coordinator
in monitoring and assuring the efficient and legal operation.
of the Complaint System, is an investigator and is a member
of the Complaint Evaluation and Disposition Committee.
Complaint System Coordinator
The Complaint System Coordinator is responsible for
supervising the day-to-day operations of the EEO complaint
system giving particular attention to the initial review
of incoming formal complaints, the selection and training
of investigators, monitoring and advising investigators
during investigations, and the training and effectiveness
of EEO counselors.
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The incumbent serves as chief of the complaints section
supervising the legal and investigative functions as well as
the CSC reporting requirements. The Complaint System
Coordinator is a member of the Complaint Evaluation
and Disposition Committee.
Complaint System Assistant
The Complaint System Assistant serves as a general
support assistant to the EEO complaint system. The assistant
compiles the status reports on Agency EEO counseling cases
and formal complaints that must be provided the Civil
Service Commission each month. The Assistant establishes
and maintains OPEO reference files on all formal complaints
filed, as well as on prospective-cases. He or she is the
focal point for information on required formats for affidavits,
certification of documents, investigators' summary investiga-
tion reports, and the official investigation file. The
incumbent is also responsible, with specific guidance
from the Complaint System Coordinator, for the sanitizing
of any reports, letters, or case files that must be sent
to the CSC or released to the courts. The Assistant also
serves as a staff investigator and counselor, as required.
Hispanic Coordinator
Develops and implements the Agency's participation
in the Federal Hispanic Program. Monitors and asseses
the employment and development of Hispanic employees. The
Hispanic Coordinator is bilingual and bi-cultural, and will
represent the Agency in the local and national Hispanic
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only the Hispanic program but aLso as an Agency professional
effective in explaining the role of CIA.
In addition to the positions described, there are four
additional positions identified as essential through experience
and estimates of the office's work requirements and responsi-
bilities. They are:
EEO Training Officer
The EEO Training Officer is the Agency's primary EEO
trainer who manages the CIA EEO training program to provide
orientation, training, and advice to all Agency personnel
particularly managers and supervisors, as well as EEO
counselors, and investigators to assure their understanding
of EEO policy and their ability to effectively conduct equal
employment opportunity programs. The incumbent, in coopera-
tion with the Office of Training, develops Agency, directorate,
and component courses and course modules and supervises the
efforts of other Agency or external resources in their EEO
course development tasks.
Management Evaluation Officer
The Management Evaluation Officer monitors and assesses
managerial and supervisory policy, activity and performance
to help the On0 and DC-1 insure continuing application and
vigorous enforcement of equal opportunity and affirmative
action policy. The incumbent aids in the development and
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Aq9141?Y-RI9MSPAIVyKAVErVilPRiPTOIA919d e s
constructive appraisals of systems and procedures which
evaluate Agency supervisors and managers in compliance with
Agency and CSC guidance. This officer provides the primary
OEM) liaison and contribution to the Agency Personnel
hiring, panel ranking systems, promotions, selection and
fitness reporting and training.
Staff Investigator
The Staff Investigator is an EEO specialist and a
full-time investigator of LEO complaints. As such, he or
she must devise investigative strategies; determine the
witnesses to be interviewed; obtain their statements;
gather, assess and present pertinent documents; recognize
and pursue relevant leads; all while ensuring that the Agency
and participants assure obligations of the Agency. The
Investigator prepares a comprehensive summary report of
the investigation to support managerial decisions. In
general the Investigator must ensure that the investigation
is complete, accurate, fair and impartial and which
contributes to a solution of the complaint that is equitable
for both the Complainant and the Agency. The incumbent
might be expected to conduct two or three investigations
simultaneously, or overseas, depending on the needs of the
OBE0 and the complexity of the cases at hand.
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EEO information and Training Assistant
The EEO Information and Training Assistant assists
the EEO Training Officer, the EEO Information Officer and
the Management Evaluation Officer. The incumbent main-
tains an information distribution system of mailing lists
and materials logs, prepares material for mailing, assists
in the maintenance of bulletin boards, types various material
and gathers data.
The intelligence Community was recently reorganized
under Presidential Review Memorandum 11 (PRM-11). The
changes announced by the President will be incorporated
in a new Executive Order as an interim measure until
legislation is enacted by Congress. For CIA, the changes
affect the current four Directorates and an Executive career
service structure. The FY 78 EEO Plan was prepared under
the four Directorate System since all aspects of the new
structure are not yet solidified. However, as the new
organization emerges, the EEO umbrella will include all
segments of the Intelligence Community under the direct
supervision of the DCI.
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Currently, each Directorate,has a senior LEO Officer to
implement Directorate and Agency EEO programs. Two of these
officers are full-time EEO officers. The Directorate EEO
Officers oversee all major activities occurring in the
Directorate that impact on EEO interests. They regularly
communicate with Directorate and component heads, as well
as the Director of Personnel, line and staff managers and
supervisor's to promote adherence to EEO principles and
the pursuit of the DCI's EEO objectives. During the past
year, the Directorate EEO Officers also participated in
developing proposed resolution of complaints of discrimination
within their Directorates.
There are a total of I-1 part-time and full-time
component level EEO Officers who provide service
within their components to managers and employees and who
assist the Directorate EEO Officers in assessing and
implementing the Agency's EEO programs. The Agency also
has a total of part.- time EEO counselors andn
part-rtime. EEO Investigators who, under the direction
of the Director, EEO assist in the implementation of the
Agency's discrimination complaint system. Agency dis-
crimination complaints are handled in accordance with the
Civil Service Commission regulations as prescribed in
FPM 713.
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There is a continuing effort to involve all employees
in the development of personnel management policy and EEO-
related programs.
Employees from each Directorate are
represented in Agency special interest groups such as the
DCI's EEO Advisory Panel, Federal Women's Program Board,
Directorate Women's Working Groups, and Management Advisory
Groups. Among the tasks of these groups are to identify
problems involving human resource management and make
appropriate recommendations. The special interest groups
also monitor Directorate and Agency EEO functions and serve
as communicators of EEO-related information in formal and
informal channels.
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Certification of Qualifications of Principal EEO Officials
I certify that the qualifications of all staff officials,
full-time or part-time, concerned with administration of the
EEO Program, including the Director of Equal Employment
Opportunity; EEO Officer(s); Federal Women's Program
Coordinator(s); and Spanish Speaking Program Coordinator(s)
have been reviewed by competent authority and the incumbents
of these positions meet the standards outlined. in Qualifications
Standards Handbook X-118 under "Equal Opportunity Specialist
GS-160" or "Qualifications Guide for Collateral Assignments
Involving Equal Employment Opportunity Duties." Evidence
that the review has been made and its findings are on file
and available for review by Civil Service Commission officials.
I further certify that the provisions of FPM Letter 713-37,
Documenting EEO Collateral Duties in Official Position
Descriptions, have been, or are in the process of being,
met.
Director of EEO
Signature Date
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IX. Federal Women's Program
Last year's EEO Plan listed the planned
activities of the Federal Women's Program
Board. The accomplishments of the Board
for this period include:
1, coordinating the establishment
of Directorate Women's Working
Groups
2. advising the Federal Women's
Program Coordinator
3. providing themes on the problems
of women employees to the DDCI
4 assisting in the interviewing
and selection of the Federal
Women's Program Coordinator
5. creating an exhibit "Women
in CIA"
6. developing a library shelf ded-
icated to topics of interest for
women
7. preparing a short history of the
Board for all Agency personnel
The Directorate Women's Working Groups
developed activities tailored to the unique
demands of their officers. They include:
1. evaluating and recommending
modifica[ions to the DDI Upward
Nobility program
2. holding programs on EEO, Career
Development, assertiveness
3. preparing statistics on the status
of women in the various Directorates
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4. proposing a Clerical Evaluation
Program to the DDS&T,Career Ser-
vice Board
5. establishing ties with the DDO
Secretarial/Clerical Advisory
Group
6. submitting problem areas concerning
Agency women which should be ad-
dressed in the EEO Plan
The Board will be developing its objectives
for FY78 at a September two-day session. The
tentative areas to be explored include the fol-
lowing:
I. increase the number of female
line managers
2. increase female representation
on career panels
3. study the career system for
clericals and secretaries
4. strengthen the Directorate
Women's Working Groups
5. launch several long-range studies
of issue:; relevant to Agency
females.
The prioritiG of the Federal Women's Program
Coordinator are to investigate the concerns of
women in the Agency, to do something about these
concerns, and to improve communication between women
and management and between women and other women.
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In order to accomplish these goals, the Coordinator
will be meeting with management to discuss the
problems of women and work with managers to resolve
these problems. In addition, the Coordinator will
be attempting to improve the status of women by
counseling, encouraging training, developing com-
munications
networks, promoting the "professionalism"
of secretaries, and aiding in the development of
women for future leadership roles in the Agency.
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Nor
1) 'to
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LEO Complaint Processing Summary
Number of Complaints:
Complaint
Class
Type of
Individual
On hand at beginning of
the year
8
0
1
Received during the year
17
0
Closed during the year
12
0
_
On hand at end of the year
13
0
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Upward Mobility Prram Achievement
A. Number of employees at and below GS-09 or equivalent who
participated in at least three planned upward mobility
program activities and who were competitively promoted
or reassigned into target positions.
(1)
(2)
-within the same occupational series:
DDA
DDT
DDO -
DDS&T-
into a different occupational series:
DDA
DPI
-.
B. Number of employees at and below GS-09 and equivalent
who participated in one or more upward mobility
program activities but who were neither promoted
nor reassigned.
DDA -
DDI -
DDO -
DDS&T-
C. Universe of potential Upward Mobility Oppostunities:
Total number of position. vacancies filled competitively
through merit principles below GS-10 and equivalent
in all series and from all sources.
PDA
DDT
DDO
DDS&T-
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Part C -- Assessment Report
Introduction:
The Agency's goal is the development and presentation
of an effective and objective-oriented Equal Employment
Opportunity Plan. The Plan reflects the policy of the DCI
and is the Agency's key EEO document for Agency management
and personnel as well as for the Civil Service Commission.
The most important aspect of the Plan is continuous monitoring
and assessing of efforts called for in the Plan. It is the
responsibility of management and of the Office of EEO to
monitor its progress and ?to be prepared for periodic
evaluation by the DCI and by the Civil Service Commission.
To assess the status of EEO in the Central Intelligence
Agency, the Office of EEO invited all employees to contribute
to the Plan. The DCI's EEO Advisory Panel, Federal Women's
Program Board, Directorate Women's Working Groups and
Directorate Management Advisory Groups provided their concerns
to the 013E0 and the Directorate EEO Officers. The EEO Office
then defined problems and objectives and asked for comments
from the Directorates and special interest groups. After
several iterations, a general package of problem statements
and objectives developed. Input from ?Directorates and
Program Coordinators was not limited to these statements
and additional comments are included.
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In introducing the assessmeint section of this Plan
it is appropriate to point out those activities not specifically
committed to in last year's Plan which were an attempt at
furthering affirmative action and equitable human resource
management principles. A first significant step was the
appointment of the Director of Equal Employment Opportunity
to the Agency's Executive Advisory Group by the Director
of Central Intelligence to emphasize his personal management
commitment of ensuring that equal opportunity 'principles
are an integral part of Agency decisionmaking. In addition,
the Director of EEO is to meet regularly with the DCI to keep
him informed of the status of equal opportunity.
The Director of EEO has also been keenly aware of the
need for educating personnel at the entrance-on-duty
level through the supervisory level to the most senior levels
in the Agency. An on-going- program for the staff of the
EEO Office is to speak to as many Agency training courses
as possible to get the message of what EEO is trying to
accomplish across, to as many employees as possible. In a
small classroom environment there is the greatest potential
for a real dialogue to develop. Participants are encouraged
to ask qu-stions, pick up EEO-related information, and clear
up any misconceptions or fears about the Program. It is an
activity which supplements the Management for Equality of
Opportunity Course and gives wide exposure to the EEO program.
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In addition to speaking at training courses, the Office
of EEO prepared two programs this year: one to commemorate
Black History Month and one to celebrate Hispanic Week. Both
programs included an auditorium guest speaker format and an
exhibit hall display which included borrowed exhibits from
the Anacostia Neighborhood Museum and the National Park
Service, contributions from Agency employees, and displays
developed and designed by Agency components and the Office
of EEO. Although it was hoped that these programs would
attract a large number of interested (or even curious)
employees, attendance was disappointing. Thus, the value of
such activities as an education tool for employees is to be
reassessed.
A very tangible accomplishment was in the hiring of
minorities this year. The number of Agency black professional
and technical new employees is increasing at a better rate
than last year. However, lateral entry (GS-12 and above) is
still a small percentage of new hires and is a continuing
area of concern. This is addressed in the Recruitment
Section.
The eight areas of* concern, as defined by the Civil
Service Commission, follow.
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Organization and Resources
The Office of EEO was established in August 1975.
The difficulties encountered during this two year develop-
mental period included the development of trained EEO
specialists and the education of Agency personnel regarding
EEO. Supervisors, managers and workers generally held
misconceptions as to the purpose, objectives, legality
and morality of affirmative action planning. The initial
office personnel complement and structure was established
based on a generally inadequate knowledge of the scope of
office responsibilities and workload. A new structure has
been proposed based on the increasing activity and program
load, the increasing EEO complaint caseload of the Agency,
and the demands resulting from a clearer understanding of
the tasks and responsibilities of the OEEO.
At the directorate level, two directorates appointed
full-time EEO Officers this year to develop and monitor
directorate programs and EEO policies. In one of these
directorates, an EEO staff of four people was established.
Part-time EEO officers have been selected for each office
in the Agency. Howeve , the Agency is a long way from
realizing its EEO goals of representative population,
individual development and full utilization of all employees.
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To ensure that these goals become an integral part of the
Agency's working environment is not a one year project;
rather, it is an on-going objectivp involving the commitment
of management and the efforts of all those involved in EEO.
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Discrimination Complaints
The Agency is experiencing a 'sharp increase in the
number of individual complaints of discrimination. This
impacts adversely on the Office of EEO since resources are
not available to meet this increased workload satisfactorily.
Currently, there is an adequate network of EEO counselors
from all of the directorates at each installation of the
Agency who have been trained and certified by the Civil
Service Commission and in special cases, trained internally.
Investigators are drawn from the Office of EEO and Directorates.
Since there are no full-time investigators, those appointed
to a case must balance their normal office duties with
investigating. As a result, in no case has an investigation
been completed in the 45-day recommended time limit. In
addition, individual attention given to counselors and
investigators during the performance of their duty is
inadequate, prompting concern that some are not carrying
out their responsibilities in an aggressive and effective
manner. More support, guidance and monitoring of counselors
and investigators is needed.
The class action %.,3mplaint regulations for the Agency
have not yet been written. These must be made available to
employees as soon as possible. The EEO regulations in
general need to be updated and disseminated to all employees.
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- Relevant sections need also be incorporated into Directorate
handbooks.
Finally, counselors, EEO officers and managers need to
be better informed of the types of complaints which are
surfacing. Increased awareness could facilitate the
handling of similar cases and for the manager, such
information could flag warning signals within his or her
own office. It is an education process that must be
developed.
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The hiring of professional minority and female
applicants continues to be a primary concern. In addition
to the recruitment efforts of the Office of Personnel for
potential employees just entering the job market, there is
a need for greater hiring efforts directed at the lateral
levels including those with management experience. In
order to accomplish this, participation at conventions and
conferences by the Office of EEO, Office of Personnel and
other involved employees will continue with emphasis on
recruitment. Contacts with minority and female associations,
other government agencies, and employee referrals are also
necessary.
This year the Agency Offices of EEO provided for Agency
participation at several minority conventions in order to
contact potential applicants. These included the NAACP
convention, the Image Convention and the Delta Sigma Theta
Convention. In addition, the Office of Personnel and
several Directorate OfUices participated at some of the
above conventions and the Black Consortium. Participation
included exhibits, speeches, display booths and recruiters.
Results of these efforts cannot be measured immediately.
However,
the reception towards the Agency was warm in each
case and many application forms were distributed as well as
new contacts and sources developed. These activities will
continue in the future.
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slow applicant file review process and continue to be the
lack of coordination between recruiters and. hirers. In
order to decrease the time between receipt of an applicant
file and the decision to hire, the Agency instituted a
Minority Employment Coordinator (MEC) position in the
Office of Personnel and in each Directorate. These MEC's
evaluate minority applications, determine suitability,
reject marginal candidates and attempt to encourage
acceptance of qualified candidates. This procedure has been
useful in reducing the file review process.
The Black Program Coordinator and the Hispanic Program
Coordinator in the Office of EEO still review each rejected
file of a minority applicant in order to judge the reason-
ableness of the rejection. Often, they can suggest a
different office which could use the qualifications of the
applicant or can request a second look by a specific office.
This review has served to point out the problem of position
requirements versus qualifications requested by the Offices
to the recruiters.
Of continuing conco.rn to minority hiring is the
separation that exist-, between the recruitment process and
the hiring process -- One a centralized function, the other
decentralized; one goal oriented and therefore accountability
is insured, the other is not goal oriented and consequently
no accountability can be enforced.
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Also critically bearing on Minority hiring is the
validity, applicability, and use of the Professional
Aptitude Test Battery (PATB) used as a selection tool in
the hiring process. The PATB is a psychological assessment
test given to applicants for professional positions with
the Agency. The ?EEO, other Agency offices and minority
interests groups within the Agency are presently reassessing
the relevance utility, and legality of the PATB as a selection
tool.
Directorate efforts during this past year regarding
increasing fflinority hiring are described. The Intelligence
Directorate approached the problem of minority hiring by
requesting from each of its offices the job and personnel
requirements anticipated in 1977. The EEO Officer then
developed inter-office recruiting teams which visited
17 campuses during the fiscal year. This year, their
emphasis on recruitment will continue with increasing
efforts directed towards recruiting minorities for the
co-op and summer intern program. The Directorate for
Administration requested each Office to provide up-to-date
recruitment guides to the OP/MEC in order for the MEC to
keep recruiters aware of Directorate needs. The Operations
Directorate has made no significant progress in its hiring
of minorities. They are encouraging a wider search area
by the Office of Personnel in the recruitment of candidates
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and have committed themselves to a shorter selection
time once applications are received. In the Directorate
of Science and Technology, the comketition with industry
is always a factor. DDSETT employees have worked with the
Office of Personnel and LEO interest groups on recruiting
trips. This continues to be a reasonable approach to
minority recruitment.
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'Full Utilization of Skills and Training (FUST)
As the Agency experiences cutbacks in its population
and new hires, it is only logical that it should look
inward to its employees who have the potential and, in
many cases, existing talents and skills to fill more
rewarding and productive jobs. The Directorate assessments
for this plan point out that they have surveyed their
employees to uncover such talent. Employee potential for
more challenging positions can be certified through aptitude
tests and the initiative and performance observed by
supervisors. Employees are also encouraged to review and
update their personnel files to ensure that current training
and experience is reflected.
Each Directorate is getting more involved in career
counseling. There are Career Development Officers at the
Directorate and Office levels and in some cases panels
dedicated to ovaLuating and placing junior level employees.
The Agency also uses a Personnel Development Plan (PDP)
through which managers identify those employees possessing
abilities for advancement to executive levels. These
employees should then he given training and assignments
to prepare them for future responsibilities. Unfortunately,
this Plan is often disregarded when selections are made
for rotational assignments, career development opportunities
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.and training. If it is to be truly an equitable and
effective means of designating a:nd developing executive
talent, it should be more effectixely used.
FUST progress at Directorate-level this past year
includes the skills survey underway in the Administration
Directorate, the establishment of the position of DDI
Career Development Officer and the DDSU training of
junion level employees and supervisory personnel to
supplement existing career counselors.
The Agency relies on Career Boards and Promotion Panels
in the Directorates for the assignment, development, training
selection, etc., of its professional population. Thus, it
is extremely important that these Panels and Boards be
sensitive to the need for the fair and equitable treatment
of all employees. The Office of EEO and all Agency EEO
Officers have a responsibility to promote understanding
and acceptance by these Boards of the principles of equal
opportunity and affirmative action to ensure that these
principles ore integral to all Board decisions,
The definition of FUST also includes a responsibility
to analyze the barriers to career development for minorities
and women. The FUST Coordinator in the Office of EEO, in
conjunction with the Federal Women's Board, Directorate
Women's Working Groups, the Black Program Coordinator,
Hispanic Program Coordinator and EEO Officers will be
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'working to assess the present situation through surveys
and other activities and recommend courses of action to
assure that individuals eligible for management development
training and supervisory positions are identified. It
is the responsibility of the ?EEO FUST Coordinator to
expand such activities and develop an Agency FUST program
to effectively and equitably tap the potential of all
employees.
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Upwa rc14P415.9Y.eldik9r Release 2004/03/15 : CIA-RDP80M001601100120010-9
In 1976 the Agency organized a planning committee to
analyze the feasibility of developing an Agency-wide Upward
Mobility program This committee recommended against a one-
program concept and suggested that separate Directorate
programs should be developed or, if existing, maintained.
They recommended improving existing programs to meet CSC
specifications and finally, developing cross-Directorate
(Agency-wide) applicat on opportunities.
During this fiscal year, the Directorate for Administration
established a Directorate-wide program which meets CSC
requirements. It is open to all DDA employees who have
achieved at least two years of Agency service and are below
GS-09 or equivalent. Throe component level formally structured
programs also exist in DDA at this time.
The Directorate for Intelligence is in the second year
of its Directorate-wide program and expects to offer more
positions to the applicants in FY 78. The Directorate for
Science and Technology is in the process of developing a
formal structured Upward Mobility program. One component in
the Directorate aireaay has a program which complies with
the CSC requirements. Several other comp-orients have un-
structured yet productive activities which follow the spirit
and intent of the CSC guidelines.
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The Directorate for Operations has three informal
opportunity programs. All are outgrowths of specific
Directorate personnel needs and do not meet CSC require-
ments. A serious impediment to any expansion of upward
mobility in this Directorate is the current personnel
reduction exercise which will make it more difficult to
identify suitable bridge and trainee positions. The
Directorate anticipates no increase, and even a possible
diminution of upward mobility positions during the coming
fiscal year.
Thus, )ver the past year, many more employees have been
afforded the opportunity to apply for Upward Mobility
positions. However, not all deserving employees have this
opportunity. It is the goal of the Upward Mobility- Coord-
inator in the Office of LEO to work towards equitable
opportunities for all employees and to enlarge the number of
available Up-Mo positions. The Coordinator also needs to
publicize the program and convince. some managers of its
benefits. Many feel that Upward Mobility is just for
minorities and women.; many feel it is a feeble attempt
at job advancement; and some feel that it is not worth the
effort of counselling, establishing selection criteria, and
training required. An aggressive education process is
planned.
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Supervisory and Management Commitment
The success or failure of the Agency's equal oppor-
tunity program is dependent on the commitment of its managers
and supervisors to the principles of fair and equitable
treatment for all employees. Not all managers and supervisors
are concerned to the necessary degree with such principles
and it is this issue which is of primary concern to EEO
officials. Education is a first step in acquiring the
necessary support. During this year the Agency instituted a
new Management for Equality of Opportunity Course (MEO)
which was designed by the Office of EEO and the Office of
Training. The course is based upon the assumption that
equality for all Agency employees depends upon the awareness
and behavior of managerial and supervisory personnel. Two
requirements for such awareness are the factual information
about EEO .which the supervisor needs to carry out his or her
job and the establishment of favorable attitudes by the
supervisor. Due to the very positive reception and results
of this course, a second team of teachers for the MEO
course is essential.
In addition to training, other approaches to encouraging
supervisory awareness include specific evaluation of the
manager's understanding and support of EEO in performance
evaluations and designing an awards program based on
performance in the areas of human resource management and
EEO.
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With a data base of two years, of EEO formal and informal
complaints, the Office of EEO is now in a position to share
its findings with managers and supervisors regarding the
basis for many complaints. Such dissemination of information
could help the supervisor to avoid discriminatory behavior.
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Community Outreach
It is the policy of the Director of Central Intelligence
to involve the Agency in as many community programs as are
practical and beneficial to the Agency and the community.
Such activities as the following have been discussed:
a- Developing orientation programs at
Headquarters to acquaint students and
other citizens with the mission, function,
and working environment of the Agency.
b. Participating in programs in which the Agency
would explain its involvement in particular
disciplines such as engineering, photoscience,
cartography, and computer science.
c. Cooperating with community organizations such
as schools, civic groups, etc.
d. Exploring the feasibility of voluntary tutorial
programs that would aid in the development of
community students for Federal employment.
Over the past year, the Directorate for Science and
Technology has participated directly with the local
community in educational and community services. Two
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H.D. Woodson High School and proyiding tutors for students
in the Special Science Program at Ballou High School. This
latter activity generated a great deal of publicity
including television and newspaper stories questionning
the role of CIA in a local school. Favorable media items
supported the Agency in its motives of sending employees
to the school whose skills and knowledge in computer
science could make a contribution to the education of
the students.
At the Agency level, there is a requirement to
coordinate and develop an Agency-wide plan. Involved in
these activities have been the Special Assistant to the
Director for Public Affairs, the Office of General Counsel,
the Office of LEO, the Office of Personnel and interested
Directorate and component LEO Officers. It is the goal
of the Community Relations Coordinator to design and
implement such a community program this year using Agency
volunteers and resources.
Worker-Trainee Opportunities Program
The Agency is not a participant in the Worker-Trainee
Opportunities Plan. However, the Agency does make a special
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hiring effort within
disadvantaged. This
annually. The class
the community in
program hires 20
participants are
its program for the
disadvantaged individuals
selected once a year
from applications received by the Washington Area Clerical
Recruiter.
Selection is based on three criteria: the
applicant's score on the Short Employment Test (SET)
administered at local schools by the recruiter, the
results of typing tests given by the Office of Personnel,
and interviews. Those selected are sent to the Civil Service
Commission's Training Facility for three weeks. The CSC
training includes English, Office Methods and behavior,
typing, and counseling. AI the end of this training period
the CSC provides to the Agency a written
student. Those students who pass the 40
typing test are promoted. to GS-03. They
clerical positions as avnilable.
evaluation of each
words per minute
are then placed in
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There is the need for a systematic and thorough evaluation
for all Agency EEO programs. Last year's EEO Plan also
highlighted this problem and set out specific actions for
the EEO Staff to accomplish. These activities were unrealistic
in light of workload and available resources but they are
valid and need to be addressed in this year's Plan.
Three levels of evaluation are needed. Clearly, it is
the responsibility of program coordinators to monitor their
programs and attempt to measure results. It is the respon-
sibility of the Directorate EEO Officers to measure the
impact of EEO within their offices. Overall, the Director
of EEO must provide the procedures to accomplish these
evaluations as well as measuring the entire EEO program
effectiveness.
During this fiscal year, EEO Plan quarterly reports
from the Directorates and program coordinators provided a
valuable source of EEO accomplishments. In addition, the
Deputy Dir
?tor of Central Intelligence required quarterly
reports from the Directorates in five areas: recruitment of
miaorities, upward mobility, status of professional women,
full utilization of skills, and management commitment. These
two quarterly reports will now become one report prepared by
the Office of EEO with Directorate input. It will be sent
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to the DCI and DUCT with an evaluation of program effectiveness.
In addition to the quarterly 'report, two sources of
evaluation continue to be utilized and improved. The first
is from the special interest groups in the Agency: The
Federal Women's Program Board. and Working Groups, the EEO
Advisory Panel, Directorate Management Advisory Groups and
interested employees. The second source is the continued
use of statistics to serve as a signal of problems or
successes. However, statistical measures alone do not
indicate the full extent of what has or has not been
accomplished.
In summary, program evaluation must be performed more
aggressively this year and Agency involvement in this
evaluation is required.
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A comparative study was done of the sex and racial balance of
various professional occupations within the Agency. Job categories
used were those which matched occupational titles for the U.S.
Government. The American Indian category was excluded from the
comparison since CIA. has so few identified in its statistical records.
Thirty-four professional occupational categories were used in the
study broken out by race and sex. Overall, CIA was lower in each
minority category (black, hispanic. and oriental) of the 34 occupational
titios as a whole; and, higher in the percentage of women. However,
this high percentage of women was due to the white population.
Within the 34 occupations listed, CIA has no orientals in 19
occupational. categories; no hispanics in 11, and no blacks in two.
There were 15 occupational titles where the Agency scored.
significantly higher (at lea!:A double) in percentage than the rest
of Government:
Percentage of women - LEO
Psychology
Cartography
Photo Technology
Operations Research
Cryptography
Percentage of Blacks- Photography
Illustrators
Writing and Editing
Editorial Assistance
Purchasing
Librarian
Library Technician
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Percentage of Hispanics - Electrical Engineers
Photography
Cryptography
Percentage of Orientals -,Electrical Engineers
Translators
Editorial Assistance
There were five that were strong in a particular race or sex category;
but, within the samc occupational title they were significantly weak
in another race or sex category, e.g., the Agency is very high in the
percentage of hispanic and oriental Electrical Engineers compared to
the rest of Government, yet has PO blacks or women in that same
occupational title.
There were 9 occupational titles where the Agency was significantly
lower (at least by SOO than the rest of Government:
Percentage of Women - Office Services Mgmt &
Supervision
Electrical Engineer
Translators
Percentage of Blacks Personnel Management
Electrical Engineer
Contract Procurement
Cryptography
Percentage of Hispanics - EEO
Personnel Management
Personnel Staffing
Office Services Management &
Supervision
Translators
Percentage of Orientals - EEO
Psychology
Personnel Management
Personnel Staffing
Office Services Management &
Supervision
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Report of Objectives and Affirmative Actions
The Office of EEO has the overall responsibility for monitoring
the commitments included in this Plan. In those cases where actions
are assigned to Directorates, the responsible official is each of
the four Directorate EEO Officers and the E Career Service EEO
Officer. However, there are specific actions which are unique
to the problems of a single Directorate. In those cases, the
individual Directorate EEO Officer is listed as responsible
official.
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1 Area of Concern: Organization and Resources
1.1
Problem Statement: Understanding and pursuit of equity,
fairness and the full use of human
resources is not totally an integral
part of the Agency's philosophy and
practices.
Objective: That the DCI, DDCI and all Agency managers devote
sufficient time and visible effort to Agency
policy making and managerial functions which
involve EEO considerations.
Affirmative Actions: Responsible Target
Official Date
1.1.1.1 DCT make a. statement to the
Agency affirming his commit- DCI 1-1-78
ment to the principle of EEO
and stating his policy.
DCI clarify the responsibility DCI 1-1-78
and placement of the ?EEO under
the recent reorganization
1.1.1.3 That the D/ITO regularly keep D/EEO Quarterly
the DCI and DDCI informed of
the status and affirmative
efforts in the utilization
of human resources in the
Agency and of proposed and
current activities relating
to equal opportunity.
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1.1.2 Objective: Improve the EEO training of Agency supervisors
and managers
Affirmative Actions:
Increase to two the teams of
trainers capable of effectively
conducting the MEG Course
1.1. 2. 2 Institute a mechanism for
communicating with managers
and employees stationed out-
side of the Headquarters area
1.1.2.3 Enroll managers and super-
visors in MEG and other related
internal courses
1.2 Problem Statement:
1.2.1 ObjectiVe,:
Responsible
Official
Training
Officer,OFEO
Chief ,Management
Training, OTR
Management
Staff
(EEO
Target
Date
4-15-78
1-15-78
Directorate 9-30-78
Career Management
Officer
Some EEO Officials appointed to part-time
EEO responsibilities because of their
administrative positions lack understand-
ing of and commitment to the principles of
EEO.
Ensure that incumbents for BEG positions have
the interest, knowledge, skills and training
to perform their duties.
Affirmative Actions:
1 2.1.1 Develop and publish. selection,
development and evaluation
criteria for all Cull and.
part-time EEO Specialists,
Officials, and EEO Officers.
Responsible
Official
Management
Staff/DEE?
Directorate
EEO Officers
Target
Date
3-15-78
1.2.1.2 Develop "post-graduate" CIA Training 6-1-78
training for Agency EEO Officers Officer/OEFO
Spo%:inlists, Ccoin,lors, and
Investigators initially trained
by CSC
D-3
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Affirmative Actions:
1.2.1.3 Conduct regular meetings of
Directorate EEO Officers to
review problems, exchange
ideas, and devise new ways
to meet goals
Responsible
Official
Directorate
EEO
Officer
1.2.1.4 Include an evaluation of EFO Directorate
performance in the fitness Office Heads
reports of part-time and
full-time EEO Officers
Target
Date
9-30-78
9-30-78
1.2.1.5 Arrange for appropriate EEO Directorate On-going
and personnel management Panel Coordinators
training for Directorate
working panel members
including Advisory Panels and
Women's Working Groups
1.3 Problem Statement:
1.3.1 Objective:
The ?EEO Staff is too small and lacks the
scope and resources to pursue Agency HI-0
goals and objectives in a positive and
effective manner.
Ensure that the WEB) has the resources to
effectively implement equal opportunity
throughout the Agency.
Affirmative Actions:
Assess and adjust the nuMber of
full-time ?EEO EEO Specialists
as required by Agency policy and
by EEO Plan requirements and results
1.3.1.2 Increase the flow of infor-
mation to components through
newsletters, programs, etc.
Responsible
Official
Target
Date
DCI 3-1-78
Information
Officer/OEEO
On-going
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Affirmative Actions: Responsible Target
Official Date
1.3.1.3 Promote the understanding EEO Plan Quarterly
and effectiveness of the Coordinator,
Agency's EEO Plan by ?EEO
increasing its visibility
1.3.1.4 involve more Agency employees
programs such as exhibiting
and recruiting at minority
conferences
1.4 Problem Statement:
1.4.1 Objective:
in EEO Programs
Staff,
()EEO
On-going
The Women's Working Group have
not been-used effectively as an EEO
program evaluation resource for Directorate
management.
Identify the possible contributions the
Women's Working Group can make to Directorate
EEO programs.
Affirmative Action:
1.4.1.1 In coordination with the
Women's Working Group and the
Federal Women's Program Board
conduct, a thorough functional
and organizational review of
the group to determine optimum
relationships with Directorate
management.
Responsible
Official
Target
Date
Directorate LEO 2-1-78
Officer, and Federal.
Women's Program
Coordinator and
Women's Working
Group Chairperson
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Area ot Loncein: Discrimination uompcs
2.1 Problem Statement: The phases of the discrimination complaint
process have been slow or in some cases
inefficient thus causing formal cases
to exceed 180 days and failing to reduce
personal anguish. This has been due to an
insufficient staff in the Office of FFO
to monitor the Complaint system.
2.1.1 Objective: Process complaints within the 180 day standard
Affirmative Action Responsible Target
Official Date
2.1.1.1 Develop milestone and PERT Complaint 1-1-78
charts to monitor each case System
more efficiently Assistant
2.1.1.2 Study complaint processing Complaint 4-1-78
phases to determine most System
effective ways to reduce Assistant
processing time
2.1.1.3 Ensure that investigators from DDA, DPI, 1-1-78
the Directorates are provided DDSU
adequate time to
perform investigations
2.2 Problem Statement: In some cases, the performance of EFO
counselors and investigators has been
unsatisfactory.
2.2.1 Objective: Improve the performance of
EEO counselors and investigators.
Affirmative Actions: Responsible Target
Official Date
2.2.1.1 Conduct regular, annual Complaint 11-15-77
counselor seminars System
Coordinator
2.2.1.2 Distribute for information Complaint On-going
and education typical case System
studies to counselors, investi- Assistant
gators, EEO officers and managers
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Affirmative Action: Responsible Target
Official Date
2.2.1.3 Insure more effective
counselor support and.
guidance during the informal
phase
2.3 Problem Statement:
2.3.1 Objective:
Complaint
System
Coordinator
Agency regulations governing the
operation of the EEO individual and
class-action complaint process are
not current.
On-going
Produce an up-to-date SOUTCO of reference for
the maintenance and operation of the EEO Complaint
System.
AffiTitlative Action:
2.3.1.1 Develop an employee EPO hand-
book which will include, but
not he limited to, the complaint
system, LEO regulations, pro-
grams and activities
Responsible
Official
Legal
Coordinator
2.4 Problem Statement: Not all DDSU facilities have EEO
Counselors
2.4.1 Objective: Provide counselors for each facility
.Affirmative Action:
2.4.1.1 Select counselor; for two
domestic facilities and
provide appropriate
formal training for each
Responsible
Official
DDSU EEO
Officer and
Deputy Director
?EEO for the
Complaint System
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Target
Date
1-7-78
Target
Date
12-1-77
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2.5 Problem Statement: There is a lack of understanding of
the diffyrence between the EEO complaint
system and the Agency grievance system
2.5.1
Objective: Clarify the complaint process and distinguish
differences with grievance case
Affirmative Action:
Responsible
Target
Official
Date
2.5.1.1
The Office of EEO continue to
explain the EEO Complaint
Deputy Director,
()EEO for the
On-going
System at each training
course and on EEO bulletin
boards
Complaint
System
2.5.1.2
11/EE0 review DDSFIT
DDSU Career
1-1-78
Fnployee Handbook
Management
Officer
2.5.1.3
Review the EEO supplement
to the DDA Handbook
DDA EEO
Staff
11-30-77
2.5.1.4
Hold. small group sessions
with DDA careerists to
clarify the two systems
DDA EEO
Staff and
Office-level
1-30-78
EEO Officers
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Approved For
Area of
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Concern: Recruitment
3.1 Statement: The Agency is moving slowly towards
a representative population
3.1.1 Objective: Increase the number of qualified minorities
and the number of qualified women available
to meet Agency needs
Problem
Affirmative Actions:
3.1.1.1 Increase participation of
components, working groups,
advisory groups in recruit-
ment efforts
3.1.1.2 Participate in national
minority and female con-
ferences and conventions
to interest potential
applicants in Agency
career opportunities
3.1.1.3 Emphasize the recruitment
of minorities for co-op
and summer intern program
3.1.1.4 Hire the following minority
mix of professional officers:
18 Black
7 Hispanic
4 Women (Office of Security)
2 .Asian Americans Waco of
3.1-1.5 Assess the Minority
-
Employment Coordinator
procedure and. recommend
improvements
Responsible
Official
Target
Date
Each Director- On-going
ate EEO Officer
and Office
Directors
EEO Pro-
gram Staff
DDI Office
Directors
DDI EEO
Officer
DDA Office
Heads
Security)
Program
Staff,
OEEO
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11-15-77
9-30-78
1-1-78
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Affirmative Action:
3.1.1.6 Prepare proposal for man-
agement of Agency minority
recruitment program
Responsible Target
Official Date
DDS&T EEO 9-30-78
Officer
3.1.2 Objective: Increase the number of lateral entries of
minorities and. women
Affirmative Action: Responsible Target
Official Date
3.1.2.1 Continue to encourage formal ?EEO On-going
and informal outside contacts Directorate EEO
to refer mid-level and senior Officers
minority and female candidates
to the Agency for employment
consideration
3.1.3 Objektive: Position requirements must ensure that real
requirements for positions are specified and
that all selections are in accord with CSC
selection criteria
Affirmative Action: Responsible Target
Official Date
3.1.3.1 Analyze anticipated vacancies DDO Career On-going
for affirmative action Management
opportunities Staff, Component
Chiefs, EEO and
Personnel Officers
3.1.3.2 Investigate automating exist- DDS&T
ing DDSU vacancy monitoring Personnel
system Officer
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Affirmative Action: Responsible Target
Official Date
3.1.3.3 Continuously monitor recruit- , ?EEO and Quarterly
ments and guidelines to Directorate
ensure that they reflect Minority
real requirements Employment
Coordinators
3.1.4 Objective: Reduce processing time for minority applicants
Affirmative Action: Responsible Target
Official Date
3.1.4.1 Establish deadlines for DDA EEO 11-30-77
review of applicant files Officer
. 3.1.4.2 Investigate use of work pools DDSU 2-1-78
for professional. employees Personnel
undergoing processing Officer
3.1.5 Objective: Expand advertising techniques presently
employed to attract minority applicants
Affirmative Action: Responsible Target
Official Date
3,1.5.1 Increase the use of Office of EEO, 12-1-77
popular minority magazines Office of
as a. vehicle for advertising Personnel
Agency career opportunities
3.1.5.2 Complete DDS&T recruitment
exhibit
DDSU
EEO Officer
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.4 Area of Concern: Full Utilization of Skills and Training (FUST)
4.1 Problem Statement: The AgenCy is not using available human
resources to ensure maximum exploitation
of human potential and maximum job
and career satisfaction
4.1.1 Objective: Develop an Agency-wide FUST program
Affirmative Action:
4.1.1.1 Review current Agency
staffing patterns
Responsible Target
Official Date
FUST
Coordinator,
?EEO
4.1.1.2 Survey all employees to Fust Co-
identify specific employees ordinator,
for placement and develop- ?EEO, DDA
ment EEO Staff,
DDS&T Career
Management
Officer
4.1.1.3 Using staffing review and FUST Co-
survey results, design and ordinator,
implement an Agency-wide ?EEO
FUST program
4.1.1.4 Encourage all employees to
review their personnel
folders for accuracy and
updating
Office of
Personnel, OELO
and Component
EEO Officers
12-1-77
3-1-78
7-1-78
12-1-77
4.1.2 Objective: Assure that Agency career panels and promotion
boards are dedicated to the fair and equitable
treatment of all employees and are sensitive
to the development needs of all, particularly
minorities and women.
.Affirmative Action: Responsible Target
Official Date
4.1_2,1 Require that ea.,c.h cArcer panel WHO 12-1-77
and promotion board receive a
briefing from the appropriate
HO Officer.
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" 4.1.3 Objective:
Assist and encourage capable employees, including
minorities and wbmen, to seek management
and supervisory development training
Affirmative Action:
4.1.3.1 Review current Agency practices in
identifying individuals for manage-
ment development training and
supervisory positions
4.1.3.2 Determine the obstacles to career
advancement for minorities and
females in each component
and provide programs to remove
such barriers
4.1.3.3 Survey population or females and
minorities to determine those
eligible for such training
4.1.3.4 Monitor the development of female
and minority professional
employees and their
managerial. representation
4.1.3,5 Representatives from the Women's
Working Group should meet with
heads of their offices to explain
their efforts and gain support
Responsible
Official
FUST Co-
ordinator
011110
FUST Co-
ordinator,
()EEO, Com-
ponent EEO
Officers
FUST Co-
ordinator
?EEO, DDO
Career Manage-
ment Staff, DDI
Working Group
and EEO Officer
FUST Co-
ordinator, 011E0
Component
EEO Officer
DDI Women's
Working Group
4.1.4 Objective: Improve the flow of information concerning
the availability of jobs.
Affirmative let ions
4.1.4_1 Make data available through LEO
OfficL!rs as 50 1,;Is normal
distribution arannois
Responsible
Official
DDO LEO
Officer, Com-
ponent LEO
Officers
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Target
Date
2-1-78
7-1-78
4-1-78
7-1-78
On-going
Target
Date.
On-going
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4.1.5 Objective: Provide for continued employment of the
Agency employee whose spouse is transferred.
Affirmative Action: Responsible Target
Official Date
4.1.5.1 Develop administrative procedures DDO Career On-going
to facilitate joint assignments Management
for married couples who are both Staff, Com-
Agency employees ponent Chiefs
and Personnel
Officers
4.1.6 Objective: Ensure that employee official files
are current and accurate
Affirmative Action:
Responsible Target
Official Date
4.1.6.1 Using DDS&T resources, and in DDS&T Personnel 4- 1- 78
coordination with 1)/Personnel, Officer
investigate methods to automate
updating of official files
4.1.7 Objective: Provide greater utilization of skills
identified by FUST surveys and Personnel
Development Plan (PDP)
Affirmative Action: Responsible Target
Official Date
4.1.7.1 Devise system for matching DDA Career 7-1-79
skills of employees with Management
position data Officer,
Careers
Committee,
DDA EEO Staff
4.1.7.2 Implement quarterly reviews of Directorate
the progress of PDP developmental Career
activities Management
Officers
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4.2 Problem Statement: Employees ao not .receive sufficient
developmental infer:illation.
4.2.1 Objective: Provide employees with literature
and information on career opportunities.
Affirmative Action:
Responsible Target
Official Date
4.2.1.1 Establish library containing DDSEIT Career
career developmental infor- Management
nation in each office. Officer
4.2.1.2 investigate utility of pro- DDSU Career
vidihg career day programs Management
on each DDS&T office to Officer
employees
4.2.1.3 Publish on biannual basis DDSFIT Career
total list of career counsel- Management
ing services available to Officer
DDSEJ employees.
6-1-78
2-1-78
On-going
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1100120010-9
5 Area of Concern: Upward Mobility
5.1 Problem Statement: There is a misinterpretation of the
term, "Upward Mobility"
5.1.1 Objective: One Agency-wide definition of the term.
Affirmative Action:
5.1.1.1 Through Meetings, lectures,
bulletins, handbooks, etc.,
clarify and re-emphasize
the meaning of .upward mobility
5.1.1.2 Publish an Agency regulation on
the development and operation
of the up-mo program
Responsible
Official
Up-Mb Co-
ordinator, ?EEO
DDO EEO
Officer
Up-Mb Co-
ordinator,
Legal Co-
ordinator, OHO
Target
Date
7-1-78
4-1-78
5.2 Problem Statement: Equitable Upward Mobility opportunities
are not available to all employees
below a GS-09 or equivalent.
5.2.1 Objective: Expand Upward Mobility program to all
eligible employees.
5.2.1.1
5.2.1.2
5.2.1.3
Affirmative Action:
Increase the number of avail-
able Upward Mobility positions
Complete planning and implement
Directorate-wide Up-Mb Program
Work with Office of Personnel
and each component to identify
additional positions
5.2.1.4 Inform career counselors, train-
ing officers, personnel officers,
managers and others of existing
Agency programs
5.2.2 Objective: Study the feasibility of
structured Up-Mo program
offices of the DCI Area.
Responsible
Official
DDI, DDA, DDS&T
EEO Officers
DDSU FF0
Officer
Up-Mo Co-
ordinator, ?EEO
Directorate EEO
Officers
Up-Mb Co-
ordinator, ?EEO
Directorate
EEO Officers
establishing a
in selected
Target
Date
7-1-78
12-1-77
3-1-78
12-1-77
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5.3
5.3.1
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Problem Statement: Not all Agency Upward Mobility programs
meet Civil Service requirements
Objective: Bring all Upward Mobility programs in
compliance with Agency and Civil Service
Commission regulations and guidelines.
Affirmative Action:
5.3.1.1 Perform an initial review of all
existing upward mobility programs.
Recommend changes to management.
5.3.1.2 Review all new Upward Mobility pro-
grams for compliance before they
are presented to the employees.
5.3.1.3 Monitor and evaluate all Upward
Mobility programs quarterly.
Recommend changes to management.
Responsible
Official
Target
Date
Up-Mo Co- 12-1-77
ordinator, ?EEO
Up-1\4o Co-
ordinator, 0E130
Up-Nb Co-
ordinator, OEE0
5.4 Problem Statement: Low image and lack of acceptance for
Upward. Mobility programs.
5.4.1 Objective: Enhance the overall image of the program and
thus, build acceptance for the program by
Agency managers and employees.
Affirmative Action:
5.4.1.1. Review selection process currently
used by all existing Agency Upward
Mobility programs. Recommend
changes to management -where
appropriate.
5.4.1.2 Participate in all activities of
the various Agency committees and
working groups, etc. , which relate
to Upward. WAAliq.
Responsible
Official
Up-Mo Co-
ordinator, OEEO
Up-Mo Co-
ordinator, ()EEO
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3-1-78
Target
Date
12-1-77
7-1-78
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Affirmative Action:
5.4.1.3 Meet with Upward Mobility
participants (employees and
supervisors) to identify and
correct reasons for low image.
5.4.1.4 Develop and implement an all-
employee information and
education system showing how
Upward Mobility programs support
organization mission, management,
and career development.
Responsible Target
Official Date
Up-Mo Co-
ordinator, OEFO
3-1-78
Up-Mo Co- 7-1-78
ordinator, OHO
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Area of Concern: SupervisorY and Management Commitment.
6.1 Problem Statement:
Not all mhwigers and supervisors are
adequately concerned with their
responsibilities to provide sensitive
and equitable management of human
resources.
6.1.1 Objective: Ensure that EEO responsibilities are defined
for all supervisors and managers.
Affirmative Action:
6.1.1.1 Revise as necessary supervisory
and management position des-
criptions to include their
responsibilities to equal op-
portunity and affirmative action
goals as a requirement of the
position.
6.1.1.2 Increase to two the teams of
trainers capable of effectively
conducting the MEO Course
6.1 1 3 Educate newly assigned supervisors
and managers on their EEO
responsibilities through
attendance at the Management
for Equality of Opportunity Course
6.1.1.4 Survey and revise as required all
management training to ensure
that it emphasizes fairness in
making decisions, encouragement
and. recognition of employee
achievements, fair and. equal
treatment of TIATIOrtly group
employees and sensitivity to the
development needs of all employees.
6.1.1_5 Design and publo an incentive
awards program for supervisory and
managerial personnel who have
demonstrated understanding,
support and results in the
general area of equal opportunity
Responsible
Official
D/EEO,
Management
Staff
OEEO
Training
Officer,
OEEO OTR
Directorate
EEO Officers
and Training
Officers
Director of
Training,
Training
Officer,
OEEO,
Directorate
Training
Officers
Management
Staff, OEEO
DDA Career
Management
Officer, Office
of Personnel
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Target
Date
2-1-78
4-15-78
On-going
4-1-78
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Affirmative Action
6.1.1.6 Develop and implement evaluation
procedures which rate supervisors
and managers on their EEO
effectiveness
6.1.1.7 Stimulate the use of awards and
incentives for EEO awareness and
performance in each DDS&T component
6.2 Problem Statement:
6.2.1 Objective:
Responsible
Official
Management
Staff, ()EEO
Directorate
EEO Officers
DDS&T
EEO Officer
Target
Date
3-15-78
11-1-78
There is little feedback to managers
and. supervisors concerning the conditions
which lead to complaints and what can be
done to prevent the conditions.
Inform supervisors and managers of their
role in the complaint process.
Affirmative Action: Responsible
Official
6.2.1.1 Analyze the basis of Agency Legal Co-
complaints and routinely provide ordinator,
supervisors and managers with ?EEO
the results
6.2.1.2 Develop speaker notes addressing
the supervisor's and manager's
role in the complaint process
for use in EEO presentations
Target
Date
On-going
Information 1-1-78
Officer, OEE0
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7.1 Problem Statement: The Agelicy has not fully acknowledged
its responsibility to be a. contributing
part of the local and national community.
7.1.1 Objective: Develop the Agency's Community Relations
Program,
Affirmative Action: Responsible Target
Official Date
7.1.1.1 Establish community tutorial
program
Community 1-1-78
Relations Co-
ordinator, OEEO
DDI EEO Officer
7.1.1.2 Develop an orientation program Community
to acquaint local and national Relations Co-
community with the Agency ordinator, ?EEO
DDI EEO Officer
3-31-78
7.2 Problem Statement: Limited participation of all directorates
in the development and implementation
of community outreach programs and lack
of adequate resources to effectively
carry out such programs.
7.2.1 Objective: Organize and define responsibilities for
directorate involvement in community programs.
Affinwitive Action: Responsible Target
Official Date
7.2.1.1 .Appoint ad. hoc committee of Community 11-1-77
directorate representatives Relations
and OHO to prepare recommenda- Coordinator
tions for Agency-wide participa- ?EEO
tion in community- programs
7.2.1.2 Coordinate recommendations with Community
D/EE0,0P,OGC and. PUblic Affairs Relations Co-
Office and submit to the DCT ordinator,OEE0
for approval DDSFIT & NPIC
EEO Officers
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Affirmative Action: Responsible Target
Official Date
7.2.1.3 Establish a pool of Agency Community 2-1-78
,
volunteers from each Directorate Relations
to implement approved community Coordinator
programs.
7.2.2 Objective: Expand participation of all DDSETT offices
in existing community outreach programs.
Affirmative Action.: Responsible Target
Official Date
7.2.2.1 Ensure that there is represen- DDSU On-going
tation from each. Directorate EEO Officer
component in future community
outreach activities wherever
possible
7.2.3 Objcsetive: Increase participation in community career
days on college campuses, annual meetings
of organizations such as NAACP, etc.
Affirmative Action: Responsible Target
Official Date
7.2.3.1 Participate with organized DDA Office On-going
groups and supply ample Heads
representation of DDA
careerists
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Area of Concern: Program Evaluation
8. 1 Problem Statement: There is no formal program evaluation
procedure.
8. 1. 1 Objective: Measure EEO program effectiveness.
Affirmative Action: Responsible Target
Official Date
8.1.1.1 Design an effective procedure Management Date dependent
to measure Agency EEO program Staff/OPEC on OHEO
results staffing increas
8.1.1.2 Report activities and. measurable Program On-going
results of each program Coordinators
8.1.1.3 Use EEO Plan reports to provide EEO Plan Quarterly
feedback to managers and. employees Coordinator
8.1.1.4 Submit periodic reports to OHO DDA EEO As required
on the progress of EEO activities Officer
in. the DDA
8.1.1.5 Arrange program review sessions DDSU EEO
with fl/LEO and DDSU personnel Officer
8.1.1.6 Develop, utilizing DDSU resources DDSEIT EEO
a proposal for an evaluation Officer
system For the Agency EEO Plan
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Quarterly
4-1-78
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Affirmative Actions:
1.2.1.3 Conduct regular meetings of
Directorate EEO Officers to
review problems, exchange
ideas, and devise new ways
to meet goals
1.2.1.4 Include an evaluation of EEO
performance in the fitness
reports of part-time and
full-time EEO Officers
Responsible Target
Official Date
Directorate 9-30-78
EEO
Officer
if
1'
Directorate
Office Hea s
9-30-78
1.2.1.5 Arrange for appropriate EEO Dire orate On-going
and personnel management Pan Coordinators
training for Directorate
working panel members
including Advisory Panels and
Women's Working Groups
1.3 Problem Statement: The OEEO Sta f is too small and lacks the
scope and r ources to pursue Agency PLO
goals and jectives in a positive and
effective manner.
1.3.1 Objective: Ensure that the /EEO has the resources to
effectively iinpitement equal opportunity
throughout the Agency.
Affirmative Actions: Responsible Target
Official Date
1.3.1.1 Increase the ?EEO to DCI 1-1-78
full-time positions
1. 3.1.2 Increase the flolk of infor-
mation to compoients through
newsletters, prbgrams, etc.
Information
Off icer/OEE0
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On-going
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Area of Concern: Discrimination Complaints
2.1 Problem Statement: The phases of the discrimination complaint
process have been slaw or in some cases
inefficient thus causing formal cases
to exceed 180 days and failing to reduce
personal anguish. This has been due to an
insufficient staff in the Office of,EE0
to monitor the Complaint system./
Process complaints within the 180 day andard
2.1.1 Objective:
Affirmative Actions:
2.1.1.1 Develop Milestone and PERT
charts to monitor each case
more efficiently
2.1.1.2 Study complaint processing
phases to determine most
effective ways to reduce
processing time
2.1.1.3 Ensure that investigators from
the Directorates are provided
adequate time to
perform investigations
Respons
Offi
Complaint
Syyf em
sistant
/Complaint
/ System
Assistant
Deputy
Directors
2.2 Problem Statement: In sofile cases, the performance
counklors and investigators has
unsatisfactory.
2.2.1 Objective: Improve tfic performance of
EEO counselors and investigators.
Target
Date
1-1-78
4-1-78
of EEO
been
Affirmative Actions:
2.2.1.1 Conduct regular', annual
counselor seminars
2.2.1.2 Distribute Yor biCormation
and educatiOn typical case
studies toicounselors, investi-
gators, EEO officers and managers
Responsible
Official
Complaint
System
Coordinator
Complaint
System
Assistant
1-1-78
Target
Date
11-15-77
On-going
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5
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Area of Concern: Upward Mobility
5.1 Problem Statement: There is a misinterpretation of the
term, "Upward Mobility"
5.1.1 Objective: One Agency-wide definition of the term.
Affirmative Action:
5.1.1.1 Through meetings, lectures,
bulletins, handbooks, etc.,
clarify and re-emphasize
the meaning of upward mobility
5.1.1.2 Publish an Agency regulation on
the development and operation
of the Up-Mb program
5.2 Problem Statement:
Responsible
Official
Up-Mo Co-
ordinator, E
DDO EEO
Officer
//target
Date
7-1-78
Up-M Co-
ord ator,
Le al Co-
dinator,OEE0
4-1-78
Equitable Upwar Mobility opportunities
are not avail tie to all employees
below a GS-0 or equivalent.
5.2.1 Objective: Expand. Upward Mobyfity program to all
eligible employe s.
5.2.1.1
5.2.1.2
5.2.1.3
Affirmative Action:
Increase the number o' avail-
able Upward Nobility/positions
Complete planning and implement
Directorate-wide up-Mo Program
Wolk with OfficS of Personnel
and each comporient to identify
additional po$itions
5.2.1.4 Inform career counselors, train-
ing officers, personnel officers,
managers and others of existing
Agency programs
Responsible
Official
Directorate
FF0 Officers
DDSU EEO
Officer
Up-Mo Co-
ordinator, OETO
Directorate EEO
Officers
Up-Mo Co-
ordinator, ()EEO
Directorate
EFO Officers
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Target
Date
7-1-78
12-1-77
3-1-78
12-1-77
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