eeoc form u.s. equal employment opportunity commission … agency annual eeo pro… · u.s. equal...

EEOC FORM715-01

PART A - D

U.S. Equal Employment Opportunity CommissionFEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

/DOD DNGB South Dakota National Guard For period covering October 1, 2015 to September 30, 2016PART A

Departmentor AgencyIdentifyingInformation

1. Agency South Dakota National Guard

1.a. 2nd level reporting component

1.b. 3rd level reporting component

1.c. 4th level reporting component

2. Address

Rapid City3. City, State, Zip Code

4. Agency Code 5. FIPS code(s)

2823 West Main Street

NGSD

South Dakota 57702-8170

46

PART BTotal

Employment1. Enter total number of permanent full-time and part-time employees 522

2. Enter total number of temporary employees 31

3. Enter total number employees paid from non-appropriated funds 0

4. TOTAL EMPLOYMENT [add lines B 1 through 3] 553

EEOC FORM715-01

PART A - D



/DOD DNGB South Dakota National Guard For period covering October 1, 2015 to September 30, 2016

1. Agency Head The Adjutant General, Major General Timothy Reisch

2. Agency Head Designee

3. EEO Director State Equal Employment Manager Carstin Jerzak

4. Affirmative Employment Manager

5. Complaint Processing Manager State Equal Employment Manager Carstin Jerzak

6. Other EEO Staff 1 Collateral Mediator Various Staff, 5 Collateral EEO CounselorsVarious Staff

7. MD-715 Preparer State Equal Employment Manager Carstin Jerzak

8. Diversity and Inclusion Officer Diversity Officer/Family Program Specialist Russell Limke

9. Disability Special EmphasisProgram Manager

10. Hispanic Special EmphasisProgram Manager

11. Women's Special EmphasisProgram Manager Air Guard Human Resource Officer Sallie Ketcham

12. Anti-Harassment ProgramManager

13. Reasonable AccommodationProgram Manager State Equal Employment Manager Carstin Jerzak

PART CAgency

Official(s)Responsible

For Oversightof EEO

Program(s)

3


EEOC FORM715-01

PART A - D



Subordinate Component and Location(City/State) CPDF and FIPS codes

PART DList of Subordinate Components Covered in This

Report

4

EEOC FORM715-01PART E




EXECUTIVE SUMMARY

The South Dakota National Guard is submitting its Fiscal Year 2016 Federal Agency Annual Equal Employment OpportunityProgram Status Report in compliance with the United State Equal Employment Opportunity Commission (EEOC) ManagementDirective 715. I. Brief Description of Agency’s Mission, Vision and Mission-Related Functions:Mission: The South Dakota National Guard (SDNG) is a state organization, under the command of the Governor of SouthDakota. At the same time, the women and men of the South Dakota Air and Army National Guard are reserve members of theU.S. Air Force and U.S. Army. The members of the SDNG may be called into active federal service by the President of theUnited States. The overall mission of the South Dakota National Guard is to provide ready forces to support global anddomestic requirements under the direction of civil authority.Vision: The South Dakota National Guard will be the most professional, competent and reliable National Guard organization inthe United States of America. Our values of loyalty, duty, respect, selfless service, honor, integrity, personal course andexcellence in all we do are reflective of our affiliation with the U.S. Army and Air Force active duty components and the state welive and work in. Core Competencies: The South Dakota National Guard adapted four core competencies we view as critical in our ability tomeet our mission requirements to federal, state or local agencies seeking our services. The competencies are adaptability,personnel readiness, training readiness and logistics readiness. Our forces must be adaptable or able to adjust and operate invarying environments. Our personnel must be ready and physically, medically, administratively fit to meet the needs of ourcustomers. Our force must be technically and tactically proficient to execute the mission. And lastly, our equipment must beavailable and maintained to sustain operations when the mission arises.Status of Policies: The Sexual Harassment policy was issued 30 September 2014 and is currently being staffed with our legaldepartment. The EO Military Policy and complaint procedures were signed and published as of 1 January 2017. The EEOpolicy statement and EEO Complaints Processing policy were both published this FY as of 1 March 2016. Each employee isprovided instructions on how to access the internal Sharepoint for all agency policy memorandums during new employeeorientation. The policies are posted on the agency intranet site and also on bulletin boards in all facilities. These policies are aninspectable item IAW our states Command Inspection Program (CIP). Likewise, supervisors are required to have aperformance measure in their Annual Performance Plan demonstrating their commitment to EEO/EO policies, principles, andprograms. As such, supervisors are evaluated on this performance measure during their Annual Performance Appraisal.In accordance with the 29 CFR the State Equal Employment Manager, equivalent to an EEO Director was moved and reportsdirectly to the Adjutant General or the agency head. This move not only brings us in compliance with the 29 CFR, but alsoreinforces the Adjutant General's emphasis on the EEO/EO and anti-harassment/discrimination programs and the preventioninitiatives and reinforce the Adjutant General's number one priority of “Taking excellent care of Soldiers, Airmen and theirFamilies.”The agencies Human Resource Office (HRO) has a quarterly newsletter (the LINK) where EEO/EO program updates areprovided. Special Emphasis/Observance information is provided in the LINK publication, displayed on a scrolling bulletin boardthroughout the Joint Forces Readiness Center, and is posted to the intranet Sharepoint for all EO practitioners, commanders,employees and units to access. We also distribute the DEOMI approved and published observance posters and informationalpower point files to all EO practitioners so they can further post/publish in their respective facilities and websites. Whensupervisor training (initial or refresher) is provided, supervisors are provided training on EEO/EO programs and complaintprocesses, Merit Promotion Program updates, Employee Development/Training updates, Alternative Dispute Resolution (ADR)and Federal Employee Assistance Program (FEAP) updates. Additionally, we conduct the annual DEOCS in all of our units,which coveres the majority of our full-time employees. We recently started utilizing exit surveys for all full-time employees thatretire or leave our organization. We conduct employee engagement surveys every other year or as needed. We published anew policy on Alternate Work Schedules and we are in the process of staffing a policy on Telework authorization. All policiesare collaborated between the agency staff, the SJA and Union representatives to ensure employee concerns are addressed. The state of South Dakota was the first state in the nation to have a Labor Management Partnership Council (LMPC). Thiscouncil brings labor and management together to identify any practices or policies that may create barriers for our employees orapplicants. Technician Personnel Regulation (TPR) 752, Discipline and Adverse Action provides guidance concerningdisciplinary penalties for employees who have been found to be in violation of policies. Any disciplinary action proposed and/ortaken is staffed with the appropriate functional specialist/office/agency (i.e. Labor Relations Specialist, Staff Judge Advocate,Inspector General, Bargaining Unit) prior to implementation. Employees are encouraged to use the ADR process for conflictand/or complaint resolution. Supervisors and managers will participate in requested ADR per guidance issued by NationalGuard Bureau (NGB). NGB will provide ADR assistance upon request. Complaints received by this agency are tracked on alocally produced spreadsheet by the SEEM. This agency uses collateral EEO Counselors for counseling andinvestigating complaints. Responsible management officials (RMO) do not have settlement authority. The Adjutant General

5


(Agency Head) has settlement authority. The state Staff Judge Advocate (SJA) handles all EEO legal reviews and is also theagency representative in complaints. However, alternate JAGs from the Air Guard, NGB or neighboring Federal agencies arepossible. This agency has not, as of this date, been issued an Equal Employment Opportunity Commission (EEOC) order oradminstrative decisions. If an order is issued, the agency will take all necessary steps to comply. Final agency decisions (FAD)are issued by NGB.Our agency currently shows under-representation in all demographics regarding females to include all minorities. We arefurther under-represented in all categories regarding minority males as well. The SD National Guard pulls the majority of itsemployees from the military labor force enlisted or commissioned in the Army and Air National Guard based on the dual-statustechnician/Title 32 Excepted Service program requirements. This program requires the technician/civil service employee to be amember of the Air or Army National Guard as a condition of employment. Our full-time personnel are reflective of the militarylabor force and our recruitment efforts are inclusive in marketing and branding to most minority areas in order to increase ourdemographics in all areas. The Native American population, which is the largest minority race in our state, has a 3.39% under-representation at 1.81% of the technician work force as compared to 5.2% of the military labor force, which is slight decrease of.65% from last year. The female technician population has a 5.26% under-representation at 13.74% of the technician workforce as compared to 19% average of the military labor force, which is a decrease of 2.48% from last year. These areascontinue to be a challenge for our organization to maintain the numbers while continuing to market towards the civilian laborforce and current census numbers. 534 of our full-time employees are Dual-Status Military Technicians and must meetall requirements for military membership in the South Dakota Army or Air National Guard. We employ 19 Non-Dual StatusCivilian Technicians. We employ 6 personnel with disabilities or 1.08% of our personnel have voluntarily identified they have adisability and we do not have any employees with a targeted disability.The South Dakota National Guard honored all required DoD Special Observances & Celebrations in FY16 with a focus onHispanic Heritage by supporting the Latin American Fesival in Sioux Falls, SD. The South Dakota National Guard is a memberand active participant in the Combined Federal Campaign, supports an annual food and clothing drive along with the Boy Scoutsof America, and conducts several wood haul missions to the Native American Reservations during Annual Training (AT) toprovide fuel during the winter months. This past year the South Dakota National Guard met with Tribal Leaders to create arelationship with the reservations within South Dakota beneficial to both parties in the areas of cultural exchange,social/economic development and training. Across several communities in South Dakota our employees are engaged with theirlocal Chambers of Commerce, Diversity Committees, community missions, veterans groups, sports, and other school activities. Our statewide food and coat donation campaign, sponsored by the state Chaplain Corp, supports 22 communties including the9 Native American reservations, sponsored by either our local armory or maintenance facility and the full time personnel. Thisputs the donations right back into the local community with an immediate impact to the people, especially during the wintermonths.South Dakota continues to focus on recruiting quality Service Members, retaining our current force, increasing its diversity offemales, Native Americans and Hispanic population groups and managing the overall attrition within its ranks. In South Dakotathe mission and success of our Recruiting and Retention forces (Air and Army) greatly impacts our military labor force; again,upon which we draw the majority of our full time work force from. We currently have two of the first female F16 fighter pilots onour full time force. The Adjutant General personnal engaged with the Superintendant of the Sioux Falls areas school district toopen communication and avenues into the schools for recruiting personnel to engage with. The Sioux Falls areas school districtis one of the most diverse districts in the state of South Dakota and the Adjutant General has made it a personal priority to openthis avenue in order to broaden the diversity of our military force. We offer and encourage all personnel to attend the “4 Lenses”training or other opportunity type training such as Generational Diversity training or Leadership Challenge Programs. Thesecourses are available throughout the year for all personnel to take advantage of. The awards pamphlet is reviewed annually and HRO provides additional guidance and budgetary information annually and/or asneeded when funding is available. This last year both the Army and Air Guard authorized time off, cash and quality stepincrease awards. The agency also supported cash awards for the Technican (Employee) of the year award and sponsoredpasses (time off) awards for our AGR - Military Employee of the year. The agency maintains safe and accessible facilities across the state. We utilize a cell phone text or agency wide email alertsystem for weather and other emergency related information. Federal Law requires agencies to provide annual InformationSecurity Awareness Training to employees and contractors who have access to government computer systems. This isprovided during new employee orientation and there is an annual refresher training requirment. The agency providesergonomic or reasonable accommodations upon request and per the accommodation policy. This includes utilization of theComputer/Electronic Accommodation Program (CAP) as much as possible in order to be responsive to requests and defercosts. No complaints were filed against the agency regarding reasonable accommodation in FY16. Our agencys top priority is "Taking excellent care of our Soldiers and Airmen and their families." Our Adjutant General'svision is to have "The most professional, competent, and reliable state National Guard organization in the United States ofAmerica." We will build a strong organization by continuing to value our personnel and the diversities within our work force, andby increasing our diversity through recruiting efforts to reflect our state's population. Each team member of our full-time forcehas been tasked to strive for a balanced and diverse work force mirroring the demographics of the great state of South Dakota.The South Dakota National Guard is an equal opportunity employer and we support and challenge all of our employees to riseto their fullest potential.

6


7

EEOC FORM715-01PART F

CERTIFICATION of ESTABLISHMENT of CONTINUINGEQUAL EMPLOYMENT OPPORTUNITY PROGRAMS

I, State Equal Employment Manager Carstin Jerzak am the

(Insert name above) (Insert official title/series/grade above)

Principal EEO Director/Official for South Dakota National Guard

(Insert Agency/Component Name above)

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential elementsas prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO MD-715, a furtherevaluation was conducted and, as appropriate, EEO Plans for Attaining the Essential Elements of a Model EEO Program, areincluded with this Federal Agency Annual EEO Program Status Report.

The agency has also analyzed its work force profiles and conducted barrier analyses aimed at detecting whether any managementor personnel policy, procedure or practice is operating to disadvantage any group based on race, national origin, gender ordisability. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this Federal Agency Annual EEO ProgramStatus Report.

I certify that proper documentation of this assessment is in place and is being maintained for EEOC review upon request.

Signature of Principal EEO Director/OfficialCertifies that this Federal Agency Annual EEO Program Status Report is in compliance withEEO MD-715.

Date

Signature of Agency Head or Agency Head Designee Date




8

EEOC FORM715-01

PART G



Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIPRequires the agency head to issue written policy statements ensuring a workplace free of discriminatory harassment and

a commitment to equal employment opportunity.


04/01/2011The Agency Head was installed on The EEO policy statement was

06/02/2011 Was the EEO policy statement issued within 6-9

of the installation of the Agency Head?

issued on X

During the current Agency Head's tenure, has the EEO policy Statement been re-issued annually? If no, provide an explanation.

XNew AnnualStatements werepublished for theEEO policy andcomplaint process in2016.

Are new employees provided a copy of the EEO policy statement during orientation? X The policy andcomplaints process isprovided along withthe No Fear Trainingrequirement during allnew employeeorientations heldwithin the first 30 daysof employment for allnew hires. Newemployee's areoriented to the internalsharepoint duringorientation and arespecifically shown allthe policymemorandums andtheir location on thesite.

Compliance Indicator

EEO policy statements are up-to-date.

No

For all unmetmeasures, provide abrief explanation inthe space below or

complete and attachan EEOC FORM 715-

01 PART H to theagency's status report

N/A

Measure has beenmet

Measures Yes

9


When an employee is promoted into the supervisory ranks, is s/he provided a copyof the EEO policy statement? X Policies are posted on

bulletin boards andthe internal agencysharepoint. And it isalso briefed during theSupervisors trainingwhich is a requirementfor all new supervisorsto attend within thefirst 12 months of theirnew assignment. Arefresher course isrequired every 5years. Supervisors arealso required to takethe supervisorsportion of the NoFEAR training.

Have the heads of subordinate reporting components communicated support of all agency EEO policies through the ranks? X

Has the agency made written materials available to all employees and applicants, informing them of the variety of EEO programs and administrative and judicial remedial procedures available to them?

XEEO Posters,Information onSharepointsites, Technicianpersonnelregulations areavailable to allemployee's. Applicants areinformed via thevacancyannouncements andour public access

Has the agency prominently posted such written materials in all personnel offices,EEO offices, and on the agency's internal website? [see 29 CFR §1614.102(b)(5)] X EEO posters are

posted on local areabulliten boards and inall unit/maintenancefacilities.

Measures

EEO policy statements have been communicated to allemployees.

Measure has beenmetCompliance Indicator



01 PART H to theagency's status

report

N/ANoYes

10





report

No N/A

Measure has beenmetCompliance Indicator

Measures

Are managers and supervisors evaluated on their commitment to agency EEO policies and principles, including their efforts to: X

resolve problems/disagreements and other conflicts in their respective work environments as they arise? X This requirment is

provided the HumanResource Officerannually. Therequirment is also inthe South DakotaNational GuardPamphlet 430,PerformanceManagment Programand in TechnicianPersonnel Regulation430.

address concerns, whether perceived or real, raised by employees and following-up with appropriate action to correct or eliminate tension in the workplace?

XMost of these areprocessed through theHuman ResourceOfficer with guidanceby the SEEM andLabor Relations aswell as any of thevarious Subject MatterExperts within the HROffice.

Agency EEO policy is vigorously enforced by agencymanagement.

Yes

11


support the agency's EEO program through allocation of mission personnel to participate in community out-reach and recruitment programs with private employers, public schools and universities?

XSupervisors supportthe local United Way,Day of Caring by theCombined FederalCampaign, BoysScouts ofAmerican/Local ScoutTroops/Packs, localschools are supportedby the recruitingprograms and thediversitycouncils/committee'sand their sponsoredevents at schools,community locationsanduniversities/collegecampus'. Supervisors supportthe collateral duties ofthe EEO Counselorsand Mediators neededfor EEOprograms/complaints. They also providepersonnel as neededfor Military RecruitingEfforts and any eventsthat support therecruiting programs.

ensure full cooperation of employees under his/her supervision with EEO office officials such as EEO Counselors, EEO Investigators, etc.? X Supervisors allow

personnel toparticipate in EEOCounselor andMediator collateralduties. This year weinitiated the SEPMFederal Women'sProgram andSupervisors have alsosupported this withpersonnel andresources for theSEPM Training.

ensure a workplace that is free from all forms of discrimination, harassment and retaliation? X

12


ensure that subordinate supervisors have effective managerial, communicationand interpersonal skills in order to supervise most effectively in a workplace withdiverse employees and avoid disputes arising from ineffective communications ?

XThis level ofsupervision isrequired to attend theSupervisors trainingwithin the first 12months of assumingtheir supervisoryroles. They arerequired to take therefresher courseevery 5 years thereafter.

ensure the provision of requested religious accommodations when such accommodations do not cause an undue hardship? X These are managed by

the Chaplains office.

ensure the provision of requested disability accommodations to qualified individuals with disabilities when such accommodations do not cause an undue hardship?

XCurrentaccommodationspolicy provides abasic process foremployee's to requestan accommodation. We just identifiedthe DisabilitiesProgram Managerand they are projectedfor training at DEOMIin January of 2017. There have been noproblems orcomplaints with regardto the current policy.

Have all employees been informed about what behaviors are inappropriate in theworkplace and that this behavior may result in disciplinary actions? Describe whatmeans were utilized by the agency to so inform its workforce about the penalties forunacceptable behavior.

XSupervisors trainingcourse, providingemployee's a copy ofthe technicianpersonnel regulationsand posting of policymemorandums. NoFEAR training andthrough the militaryside we have EO andSHARP (SexualHarassment) training. During newemployee's orientationthe policy for theprevention of unlawfulharassment,workplace voilence,sexual harassmentand current EEOpolicy and complaintprocessing are allreviewed in addition tothe policy onprevention of sexualassault.

13


Have the procedures for reasonable accommodation for individuals with disabilities been made readily available/accessible to all employees by disseminating such procedures during orientation of new employees and by making such procedures available on the World Wide Web or Internet?

XPolicy and procedureswere published April2014 and areavailable on the ourinternalsharepoint/websiteand they are providedduring new employeeorientation briefs.

Have managers and supervisor been trained on their responsibilities under the procedures for reasonable accommodation? X This is provided

during the supervisorscourse.

14

Essential Element B: INTEGRATION OF EEO INTO THE AGENCY'S STRATEGIC MISSIONRequires that the agency's EEO programs be organized and structured to maintain a workplace that is free from

discrimination in any of the agency's policies, procedures or practices and supports the agency's strategic mission.

2016to September 30,2015 For period covering October 1,/DOD DNGB South Dakota National Guard


Measures

The reporting structure for the EEO Program providesthe Principal EEO Official with appropriate authority and

resources to effectively carry out a successful EEOProgram.

Measure has beenmet

No N/A




report

Is the EEO Director under the direct supervision of the agency head? [see 29 CFR§1614.102(b)(4)] For subordinate level reporting components, is the EEODirector/Officer under the immediate supervision of the lower level component'shead official? (For example, does the Regional EEO Officer report to the RegionalAdministrator?)

X

We re-organizedthe SEEM or EEODirector positiondirectly under theAdjutant General andthe Director of theJoint Staff. The EEODirector position isprovided access tothe Adjutant Generaldirectly ifnecessary, byappointment or oncall in the event of acomplaint.

Are the duties and responsibilities of EEO officials clearly defined?

X

Per PD D1717000and the automatedperformanceappraisal program.

Yes

15


Do the EEO officials have the knowledge, skills, and abilities to carry out the dutiesand responsibilities of their positions?

X

The current EEODirector attended theEEO Specialistcourse, EEOCounselors course,the SEPM courseand the DPMCourse. All courseswere throughDEOMI. She alsoattends one of themajor federalconferences such asthe FDR or EEOCExcel Conferenceand the 8 hours ofrefresher training forEO Counselors. TheEEO Counselors andMediators receiveperiod refreshertraining after theyhave completed theinitial certificationcourses for theirperspective position.

If the agency has 2nd level reporting components, are there organizational chartsthat clearly define the reporting structure for EEO programs? X

If the agency has 2nd level reporting components, does the agency-wide EEODirector have authority for the EEO programs within the subordinate reporting X

If not, please describe how EEO program authority is delegated to subordinatereporting components. X


Measures

The EEO Director and other EEO professional staffresponsible for EEO programs have regular and effective

means of informing the agency head and seniormanagement officials of the status of EEO programs and

are involved in, and consulted on,management/personnel actions.

Measure has beenmet

No N/A




report

Yes

16


Does the EEO Director/Officer have a regular and effective means of informing theagency head and other top management officials of the effectiveness, efficiency andlegal compliance of the agency's EEO program?

X

We utilize the annualreporting, monthlydemographicreports, quarterlydiversity councilmeetings and ifnecessary, byappointment, tocommunicate withother top officialsregarding EEO. We brief during O-Call to all top leadersin the Headquarters. The EEO Directorwas recently addedto the Director of theJoint Staff bi-weeklymeetings and the bi-weekly meetings forupdating the AdjutantGeneral and ArmyStaff. We continueto refinecommunicationmethods needed forinforming topleadership.

Following the submission of the immediately preceding FORM 715-01, did the EEODirector/Officer present to the head of the agency and other senior officials the"State of the Agency" briefing covering all components of the EEO report, includingan assessment of the performance of the agency in each of the six elements of theModel EEO Program and a report on the progress of the agency in completing itsbarrier analysis including any barriers it identified and/or eliminated or reduced theimpact of?

X

The AdjutantGeneral/AgencyHead and the Chiefsof Staff wereinformally briefed onthe MD-715 reportprior to submissionof theFY2015 report. Recommend bringing theDirectors from boththe Air and Armyguard in on thisbriefing or provide anadditional brief tothat level orleadership.

17


Are EEO program officials present during agency deliberations prior to decisions regarding recruitment strategies, vacancy projections, succession planning,selections

X

The EEODirector/SEEM is nota part of successionplanning (council ofLTC/COL's) or theselection process fortraining/careerdevelopmentoportunties (Boardsfor WarCollege/Fellowships/SGM) in either theArmy or Airprocesses. Theseboards and councilsdetermine futureleadership andselections for trainingprograms neededinorder to competefor the higher levelpositions at theGS12 and higher.

18


Does the agency consider whether any group of employees or applicants mightbe negatively impacted prior to making human resource decisions such asreorganizations and re-alignments?

X

We review our MeritPlacementPamphlete and theEEO Directorprovides input intothese areas forconsideration by ourLaborUnion/Managementofficials for inclusionin the re-write orupdate of thepamphlet. Becausewe depend on themilitary labor forceas the primary poolto draw applicantsfrom, re-structuring/organization of the militaryauthorizationdocuments areconsidered whenprocessing vacancyannouncements andre-alignment by ourStaffing sectionand/or theClassificationSpecialist ifnecessary. Re-alignment of militaryoccupations (MOS-Army/AFSC-Air) hasto be considered forall dual statusemployee's.Considerationregardingpermanent,temporary indefinateand temporary (notto exceed a certaindate foremployement) andoff the street hiresare all considered inbroadening theapplicant poolavailable for vacancycompetition.

19


Are management/personnel policies, procedures and practices examined atregular intervals to assess whether there are hidden impediments to therealization of equality of opportunity for any group(s) of employees orapplicants? [see 29 C.F.R. § 1614.102(b)(3)]

X

On an as neededbasis, if there's anissue identifiedduring a complaintprocess, and/orduring the barrieranalysis process. The merit placementand other localpamphlets aregenerally reviewedannually. The unionagreements arereviewed every 3years. The MD-715barrier analysis isreviewed annually. Generally, unless acomplaint or inquiryis presented, anddue to not beingincluded in thestrategic planning ordiscussionsregarding projectionsfor vacancy's, etc -this examination islimited unless thereis a complaint.

Is the EEO Director included in the agency's strategic planning, especially the agency's human capital plan, regarding succession planning, training, etc., toensure X

Currently, EEO is nota participant in theagency's strategicplanning process.


Measures

The agency has committed sufficient human resourcesand budget allocations to its EEO programs to ensure

successful operation.

Measure has beenmet

No N/A




report

Yes

20


Does the EEO Director have the authority and funding to ensure implementation of agency EEO action plans to improve EEO program efficiency and/or eliminate identified barriers to the realization of equality of opportunity?

X

The EEO Directoronly hasrecommendationauthority and limited2065 budgetauthority for FY16 forthe unit/facility sitevisits, conferenceattendance andannual EOCounselors refreshertraining, trainingresources andfederal observancesupport andpromotion. Thereisn't any 2060appropriated fundingfor the continuedtraining of militarypersonnel or TDY. The SEEM hasrequested line-itemfunding through theArmy channels toNGB-EO (to includethe ISR reporting) forEO training on themilitary side -35K requested. No visibility of funding tosupport Air GuardFederal EmployeesEEO program. Notefrom previous areasregarding applicantdata via USAJOBsand Staffing isn'tavailable for a barrieranalysis of applicantinformation.

21


Are sufficient personnel resources allocated to the EEO Program to ensure that agency self-assessments and self-analyses prescribed by EEO MD-715 are conducted annually and to maintain an effective complaint processing system?

X

Should complaintsarise, the EEODirector would needadditional assistanceto facilitate SpecialEmphasis programs,Alternative DisputeResolution andcontinue to work theongoing reportingrequirementsneeded for all annualreporting systems. With only oneperson available toconduct the analysisthis limits the amountof time availablebetween managmentof other programs. Also with the rise insurvey development,such as exit surveysand implementationof new employeeorientations the needfor additional help isgrowing. The EEODirector managesthe EEO Programand complaintsincluding SexualHarassmentcomplaints, EOComplaints includingSexual Harassmentcomplaints, FederalEmployeeAssistance Program,Individuals withDisabilitiesand Accommodations Program, ADRProgram, State JointDiversity Programsand the CombinedFederal CampaignPrograms.

22


Are statutory/regulatory EEO related Special Emphasis Programs sufficiently

X

All special emphasissupport comes fromthe EEODirector and theDiversity councils(Joint Diversitycouncil, ArmyDiversity council andthe Air Diversitycouncil) Eachcouncil chair has theauthority to appointcommittees orsubject matterexperts tofacilitate/coordinatespecial observanceevents and programsupon demand. The EEO Director isthe fund managerresponsible forproviding thefinancial resourcesnecessary for officialobservances asprojected. Thecouncils providecommittees withappointed andvolunteer personnelto work specialobservances. We've utilized twocommittees this pastyear toobserve Women'sHeritage month andNative AmericanHeritage month withspecial exhibits andheritage celebrationceremonies. In FY16we sent the EEODirector and oneadditional person tothe SEPM Courseconducted byDEOMI. This is withthe intent to initiate aFederal Women'sprogram in FY17.

23


Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214; Title 5 CFR,Subpart B, 720.204

X

We are in the initaldevelopment of aFederal Women'sProgram. In FY16we sent the EEODirector and oneadditional person tothe SEPM Courseconducted byDEOMI. This is withthe intent to initiate aFederal Women'sprogram in FY17.

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

X

We do not have anHispanicEmploymentProgram.

People With Disabilities Program Manager; Selective Placement Program forIndividuals With Disabilities - Section 501 of the Rehabilitation Act; Title 5 U.S.C.Subpart B, Chapter 31, Subchapter I-3102; 5 CFR 213.3102(t) and (u); 5 CFR315.709

X

We have anaccommodationsmanager to processrequests foraccommodations.

24


Are other agency special emphasis programs monitored by the EEO Office forcoordination and compliance with EEO guidelines and principles, such as FEORP -5 CFR 720; Veterans Employment Programs; and Black/African American;American Indian/Alaska Native, Asian American/Pacific Islander programs?

X

We currently conducta bi-monthly NativeAmericanEngagementcoordinationmeeting. OurNational GuardGolden CoyoteAnnual TrainingProgram providescommunity supportand medical reliefpersonnel during thetwo week annualtraining event inJune of every year inaddition tocommunity supportprojects that happenthrough out the year. In addition wecontinually work withCrazy HorseMemorial and thenine Tribal Nationslocated within theboarders of the stateto increase culturalknowledge, providesupport andassistance and offerrecruitingopportunties to anyof the NativeAmericans meetingcurrent enlistment orappointment criteriafor serving the SDAir or Army NationalGuard. The Joint,Army and AirDiversity councils areactively engaged inminority out-reachwith a focus onfederal observancesand strategicinitiatives to expandour diversity andbroaden inclusion.


Measures

The agency has committed sufficient budget to supportthe success of its EEO Programs.

Measure has beenmet

No N/A




report

Yes

25


Are there sufficient resources to enable the agency to conduct a thorough barrieranalysis of its workforce, including the provision of adequate data collection andtracking systems

X

Barrier analysis onlytouches the baresurface of the hiringpractices. With morepersonnel or thedevelopment of anaction team to reviewthe processes morethoroughly wouldprovide better insightand identify anypotential barriers. Off the street hiringand militaryrecruiting have beenanalyzed the mostbut not extensivelyand there continuesto be an issue withcollection ofdemographic data inthe applicantprocess. The newlyapproved MeritPlacementPamphlete was toenable the gatheringor additionalapplicant data viaUSAJOBS and orinternally/manuallydepending onapplicants volunarilywilling to providetheir data. Howeverthere is still a barrierbetween accessto applicant data inUSAJOBS andproviding it to EEOfor the MD715 datatables and/or barrieranalysis for recruitinginiatives. Thus thedata gathering forthe applicantinformation is allmanual and limitingin the analysisprocess.

26


Has funding been secured for publication and distribution of EEO materials (e.g. harassment policies, EEO posters, reasonable accommodations procedures, etc.)?

X

Outside of any EEOfunding, the agencyutilizes currentstandard operationalsupport fundingwithin statutory limitsto fund EEOmaterials, posters,accommodationrequests andtraining, etc.

Does the agency fund major renovation projects to ensure timely compliance withUniform Federal Accessibility Standards?

X

Based on ourfacilities beingdesigned and utilizedby personnelinheritantly military,accessibility to thebuildings based onADA standards fallsunder an exception. However if we startconverting the title32 exceptedtechnicianemployees to title 5competitive service,and remove themilitary servicerequirment as ahiring condition, wewill need to re-evaluate accessibilitycriteria for all of ourbuildings.

Is there a central fund or other mechanism for funding supplies, equipment andservices necessary to provide disability accommodations?

X

G4/IndirectOPTEMPO fundingis utilized if anapprovedaccommodation isneeded.

Is there sufficient budget allocated to all employees to utilize, when desired, all EEOprograms, including the complaint processing program and ADR, and to make arequest for reasonable accommodation? (Including subordinate level reportingcomponents?) X

Based on a specificrequest, we staff forresources at the timeof the request. Wecurrently fund anyapproved requestsfrom our operationalaccounts.

27


Is the EEO Program allocated sufficient resources to train all employees on EEOPrograms, including administrative and judicial remedial procedures available toemployees?

X

Funding levels forFY16 increased fromprevious years. Thisenables us to sendpersonnel to theFDR annualconference, theSioux Falls DiversityConference andpurchase additionaltrianing materials forthose personnel whocouldn't attendtraining. Thisfunding also enabledus to send twopersonnel tomediation trainingand one personto SEPM training. We also support allFederalObservances asrequired. Thefunding was tight forthese programs andwe did getassistance for someof the TDYrequirments from theHRO travel budgets.

Is there sufficient funding to ensure the prominent posting of written materials inall personnel and EEO offices? [see 29 C.F.R. § 1614.102(b)(5)] X

We absorb the costsof printing materialsin our operationalbudgets.

Is there sufficient funding to ensure that all employees have access to thistraining and information?

X

Employees aretrained during theirinitial orientation andat a minimum theyreceive the No FEARtraining requirmentevery year or everyother yeardepending on theirfull time status (Dualor Non-Dual Statusand also supervisorstatus)

Is there sufficient funding to provide all managers and supervisors with training andperiodic up-dates on their EEO responsibilities:

28


for ensuring a workplace that is free from all forms of discrimination, includingharassment and retaliation?

X

We conduct asupervisors coursefor newly assignedsupervisorsannually. We alsoconduct an annualrefresher course forsupervisors. The supervisorsrefresher training isrequired every 5years. We do needto provide refreshertype training andnew training whennew protected basisor case law updatespolicy. We alsoattempt to conductsite visits withsupervisors andemployees annuallyand quarterly to theAir Guardpersonnel. Annual (or every 2years) NO Fear online training andmilitary SHARP andEO training are also

to provide religious accommodations?

X

We conduct asupervisors coursefor newly assignedsupervisorsannually. We alsoconduct an annualrefresher course forsupervisors, whichthey go to every fiveyears. This ishandled by theChaplains Office.

29


to provide disability accommodations in accordance with the agency's writtenprocedures?

X

We conduct asupervisors coursefor newly assignedsupervisorsannually. We alsoconduct an annualrefresher course forsupervisors, whichthey go to every fiveyears. With thetraining of a newDisability ProgramManager - moretraining on anupdated policy andprocedures areforthcoming.

in the EEO discrimination complaint process?

X

We conduct asupervisors coursefor newly assignedsupervisorsannually. We alsoconduct an annualrefresher course forsupervisors, whichthey go to every fiveyears. In the eventof complaints, ourorganization will re-prioritize resourcesto support thecomplaint process asneeded.

30


to participate in ADR?

X

We conduct asupervisors coursefor newly assignedsupervisorsannually. We alsoconduct asupervisors refreshercourse, which is arequirement of asupervisor to attendevery fiveyears. ADR is a partof the supervisorstraining curriculum.We have the optionto requst ADRassistance from NGBon an as neededbasis. This last yearwe sent twopersonnel to theDEOMI MediatorsCertification courseto ensure we couldoffer ADR with localmediators. Wecurrently have 4trained facilitators onstaff and available tofacilitate disputes asneeded/requested. We do need todevelop our internalprocedures forrequesting ADRfacilitation, mediationor other conflictresolutionassistance. TheLabor RelationsSpecialist, HRO &Deputy and EEODirector work thesesituations on a caseby case basis at thistime.

31


32

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITYThis element requires the Agency Head to hold all managers, supervisors, and EEO Officials responsible for the effective

implementation of the agency's EEO Program and Plan.


Measures No N/A

Are regular (monthly/quarterly/semi-annually) EEO updates provided tomanagement/supervisory officials by EEO program officials? X Demographic reports

are providedmonthly. EEOprogram updates areprovided to the HRO. Annual reportsare formallyreviewed by theAdjutant General,such as the ANSR,Annual MEO EOReport and the MD-715. The EEODirector was recentlyadded to the O-Callbriefing to brief Armyand sometimes Jointleadership and EEOprogram initiatives. The EEO Directorwas added to theDirector of the JointStaff bi-weeklycoordination staffmeetings and the bi-weekly AGO Staffmeeting which briefsthe directors, ArmyChief of Staff andoccasionally theAdjutant General. The data needs tobe refined for all ofthese reports andaligned with themetric and strategic

Yes

Compliance IndicatorEEO program officials advise and provide appropriate

assistance to managers/supervisors about the status ofEEO programs within each manager's or supervisor's

area or responsibility.

Measure has beenmet




report

33


Do EEO program officials coordinate the development and implementation of EEOPlans with all appropriate agency managers to include Agency Counsel, HumanResource Officials, Finance, and the Chief information Officer?

XEEO needs to beincorporated into thestrategic planningprocess. HoweverEEO coordinateswith the G3 ontraining andpublication of EOrequirments in theYearly ReadinessGuidance and viaOperation Orders orFRAGOs as needed. EEO coordinateswith the JAG officefor policy reviews,complaint processingand generalguidance, statuatoryauthority ofpersonnel, andseperationproceedings asnecessary. EEOcoordinates with theHRO office on newemployeeorientations,employeesvacancies,applications,retirements, etc. EEO coordinateswith the Financeoffice on generalbudget requirments,shortfalls andstatuatory processesfor funds expeditureand accountability. EEO coordinatesroutinely with theLabor RelationsSpecialist and HROregarding employeeconflict resolutionand employmentadverse actions or inregards to theFederal EmployeeAssistance Program. EEO coordinateswith any otherapplicable office,task dependent, oras necessary toensure effecientprogram execution.

34



Measures

The Human Resources Director and the EEO Directormeet regularly to assess whether personnel programs,

policies, and procedures are in conformity withinstructions contained in EEOC management directives.

[see 29 CFR § 1614.102(b)(3)]

Measure has beenmet

No N/A




report

Have time-tables or schedules been established for the agency to review its MeritPromotion Program Policy and Procedures for systemic barriers that may beimpeding full participation in promotion opportunities by all groups?

Xyes - annual reviewvia the LMPC andthe MD-715 barrieranalysis process.

Have time-tables or schedules been established for the agency to review itsEmployee Recognition Awards Program and Procedures for systemic barriers thatmay be impeding full participation in the program by all groups?

Xyes - annual reviewvia the LMPC andthe MD-715 barrieranalysis process.

Have time-tables or schedules been established for the agency to review itsEmployee Development/Training Programs for systemic barriers that may beimpeding full participation in training opportunities by all groups?

XCovered under themerit placement andIndividualDevelopment Plansby position and asneeded. Thetechnician trainingprograms weremoved under theDeputy, HumanResources to ensurecontinunity andfunding of trainingrequirments and lookfor potential trainingopportunties.


Measures

When findings of discrimination are made, the agencyexplores whether or not disciplinary actions should be

taken.

Measure has beenmet

No N/A




report

Does the agency have a disciplinary policy and/or a table of penalties that coversemployees found to have committed discrimination? X Technician

PersonnelRegulation 752 and752-1. Theseregulations arereviewed at theSupervisors Courseand Refreshercourses.

Yes

Yes

35


Has the agency, when appropriate, disciplined or sanctioned managers/supervisorsor employees found to have discriminated over the past two years? X Technician

PersonnelRegulation 752 and752-1. Theseregulations arereviewed at theSupervisors Courseand Refreshercourses. OurSupervisors/Managers work with theLabor RelationsSpecialist whenprocessing all Letterof Reprimand/OralAdmonishment orany other adverseactions beingadministered. LORsare generally keptlocally unless thereis a second incidentor lack ofimprovement. Therewere no findings inFY16. In FY15 therewas one incident ofsexualharassment whereinitially a verbaladmonishment wasconducted, howevera written LOR wasrequired as afollowup and thisstopped theharassment. Thissituation wasmanaged throughthe Adverse Actionprocess inTechnicianPersonnelRegulation 752/752-1 and there wasn't ainformal complaintfiled through theEEO channels.

Have all employees, supervisors, and managers been informed as to the penaltiesfor being found to perpetrate discriminatory behavior or for taking personnel actionsbased upon a prohibited basis?

XTechnicianPersonnelRegulation 752 and752-1. Theseregulations arereviewed at theSupervisors Courseand Refreshercourses.

36


Does the agency review disability accommodation decisions/actions to ensurecompliance with its written procedures and analyze the information tracked fortrends, problems, etc.??

XYes - based on thecurrentaccommodationspolicy.

Does the agency promptly (within the established time frame) comply with EEOC,Merit Systems Protection Board, Federal Labor Relations Authority, laborarbitrators, and District Court orders?

XWe comply with theregulatorrequirmentspublished fromNational GuardBureau and DoD andthe EEOC andFLRA. Ouremployee's are notcovered under theMSBP as of the enddate of this report.

If so, cite number found to have discriminated and list penalty /disciplinary action

37

Essential Element D: PROACTIVE PREVENTIONRequires that the agency head makes early efforts to prevent discriminatory actions and eliminate barriers to equal

employment opportunity in the workplace.



Measures

Analyses to identify and remove unnecessary barriers toemployment are conducted throughout the year.

Measure has beenmet

No N/A




report

Do senior managers meet with and assist the EEO Director and/or other EEOProgram Officials in the identification of barriers that may be impeding therealization of equal employment opportunity?

XBarrier analysis isprimarly conductedby the SEEM andwithin the HROoffice. The LaborRelations Specialistand other personnelassist with the reviewof the MeritPlacement andAwards programs. The Joint DiversityExecutive Counciland the Army/AirDiversity councilsrespectivelyparticipate to assistin removing barriersonce the analysishas identified thebarrier. The SEEMintends to work withthe Army and AirDirectors moreclosely in the up-coming year toengage them morein the barrieranalysis andeliminationprocesses.

Yes

38


When barriers are identified, do senior managers develop and implement, with theassistance of the agency EEO office, agency EEO Action Plans to eliminate saidbarriers?

XThe SEEM workswith the Army andAir and Joint Chiefsof Staff, HROand othe Directors on identifiedbarriers as needed. Leadershipincorporated theSEEM in newmeetings such as O-Call, bi-weeklymeeings with theDJS and the ArmyMoblization andCoordinating staffmeetings.

Do senior managers successfully implement EEO Action Plans and incorporate theEEO Action Plan Objectives into agency strategic plans? X There is limited

involvement by theSEEM in thestrategic planningprocess.

Are trend analyses of workforce profiles conducted by race, national origin, sex anddisability? X For on board

employee's this isconducted throughthe MD-715workforce datatables on an annualbasis. Demographics aretracked monthlyprimarily through themilitary work forcepersonnel datatables. Very littleapplicant data orseparation/exitdata is received ortracked. NewEmployeeorientations afford usan opportunity tocapture this type of

39


Are trend analyses of the workforce's major occupations conducted by race,national origin, sex and disability? X For on board

employee's this isconducted throughthe MD-715workforce datatables on an annualbasis. Demographics aretracked monthlyprimarily through themilitary work forcepersonnel datatables. Very littleapplicant data orseparation/exitdata is received ortracked. Primarilythe data for themajor occupations -for on boardemployee's istracked via the MD-715/DCPDS datapulls. Applicant andseparation data isnot tracked beyondgender at this timebased on the currentnegotiatedagreement betweenthe agency and theunions. Staffing isunable to pullapplicant data viaUSAJOBS/Staffing -no guidance toNational Guardstates on how to pullthis information orgain access to the

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

employee's this isconducted throughthe MD-715/DCPDdata pullsof workforce data onan annual basis

Are trend analyses of the workforce's compensation and reward system conductedby race, national origin, sex and disability? X For on board

employee's this isconducted throughthe MD-715/DCPDsworkforce datatables on an annualbasis

40


Are trend analyses of the effects of management/personnel policies, proceduresand practices conducted by race, national origin, sex and disability? X For on board

employee's this isconducted throughthe MD-715/DCPDsworkforce datatables on an annualbasis.


Measures

The use of Alternative Dispute Resolution (ADR) isencouraged by senior management.

Measure has beenmet

No N/A




report

Are all employees encouraged to use ADR? X In the EEO and EOComplaint processand Policies - ADR isencouraged.

Is the participation of supervisors and managers in the ADR process required? X Per current policies.

Yes

Essential Element E: EFFICIENCYRequires that the agency head ensure that there are effective systems in place for evaluating the impact and

effectiveness of the agency's EEO Programs as well as an efficient and fair dispute resolution process.


42



Measures

The agency has sufficient staffing, funding, and authorityto achieve the elimination of identified barriers.

Measure has beenmet

No N/A




report

Does the EEO Office employ personnel with adequate training and experience toconduct the analyses required by MD-715 and these instructions? X The EEO Director

can only conductedlimited trend analysisbased on the MD-715 and 462 typereports and the dataDCPDS provided. There is also limiteddata available via themilitary personneldata bases. TheEEO Director has torely on othersections to provideinput/data in order toconduct applicanttrend analysis or anyother analysisnecessary. Additional personnelwould always benefitthe amount ofanalysis provided,however there islimited data availablefor applicants at thistime and no accessto the informationthroughUSAJOBS/Staffing topull applicant data.

Yes

43


Has the agency implemented an adequate data collection and analysis systems thatpermit tracking of the information required by MD-715 and these instructions? X The DCPDS data

pulls provide aminimum of data. There isn't anysystem or access toa system available tocollect adequateapplicant datainformation beyondgender at thistime. The agencyneeds toreview/analyzeapplicant processes,merit placementcritieria, to includeinternal promotionprocesses andcriteria and alsoseparations. Noaccess to theinformation throughUSAJOBS/Staffing topull applicant data.

Have sufficient resources been provided to conduct effective audits of field facilities'efforts to achieve a model EEO program and eliminate discrimination under Title VIIand the Rehabilitation Act?

X

Is there a designated agency official or other mechanism in place to coordinate orassist with processing requests for disability accommodations in all majorcomponents of the agency?

XThe HRO/Deputy,Occupation HeathNurse/Specialist, theDeputy/StateSurgeon and theStaff JudgeAdvocate/JAG, alongwith the EEODirector/Accommodations Manager arethe responsiblemanagementofficial(s) forprocessing requestsfor disability

Are 90% of accommodation requests processed within the time frame set forth inthe agency procedures for reasonable accommodation? X


Measures

The agency has an effective complaint tracking andmonitoring system in place to increase the effectiveness

of the agency's EEO Programs.

Measure has beenmet

No N/A




report

Yes

44


Does the agency use a complaint tracking and monitoring system that allowsidentification of the location, and status of complaints and length of time elapsed ateach stage of the agency's complaint resolution process?

XInternally managedby the SEEM/EEODirector

Does the agency's tracking system identify the issues and bases of the complaints,the aggrieved individuals/complainants, the involved management officials andother information to analyze complaint activity and trends?

XInternally managedby the SEEM/EEODirector

Does the agency hold contractors accountable for delay in counseling andinvestigation processing times? X N/A - The agency

does not usecontractors

If yes, briefly describe how:

Does the agency monitor and ensure that new investigators, counselors, includingcontract and collateral duty investigators, receive the 32 hours of training required inaccordance with EEO Management Directive MD-110?

XAll training iscoordinated throughthe EEO Directorand certificates andrefresher training areall tracked in theEEO office as well.


Measures

The agency has sufficient staffing, funding and authorityto comply with the time frames in accordance with theEEOC (29 C.F.R. Part 1614) regulations for processing

EEO complaints of employment discrimination.

Measure has beenmet

No N/A




report

Are benchmarks in place that compare the agency's discrimination complaintprocesses with 29 C.F.R. Part 1614? X Annual MD-715

Model of EEOProgram and we usethe 2010 Cencusdata on the nationaland state level(sometimes withinthe city limits ofSioux Falls) as ourbenchmark forcomparisonpurposes.

Does the agency provide timely EEO counseling within 30 days of the initialrequest or within an agreed upon extension in writing, up to 60 days? X See current EEO

complaint policy

Does the agency provide an aggrieved person with written notification of his/herrights and responsibilities in the EEO process in a timely fashion? X See current EEO

complaint policy

Yes

Does the agency monitor and ensure that experienced counselors, investigators, includingcontract and collateral duty investigators, receive the 8 hours of refresher training required onan annual basis in accordance with EEO Management Directive MD-110?

X All training iscoordinated throughthe EEO Directorand certificates andrefresher training areall tracked in theEEO office as well.

45


Does the agency complete the investigations within the applicable prescribedtime frame? X See current EEO

complaint policy

When a complainant requests a final agency decision, does the agency issuethe decision within 60 days of the request? X FADs are issued by

NGB

When a complainant requests a hearing, does the agency immediately uponreceipt of the request from the EEOC AJ forward the investigative file to theEEOC Hearing Office?

XWith NGBinvolvement

When a settlement agreement is entered into, does the agency timely completeany obligations provided for in such agreements? X

Does the agency ensure timely compliance with EEOC AJ decisions which arenot the subject of an appeal by the agency? X


Measures

There is an efficient and fair dispute resolution processand effective systems for evaluating the impact and

effectiveness of the agency's EEO complaint processingprogram.

Measure has beenmet

No N/A




report

In accordance with 29 C.F.R. §1614.102(b), has the agency established an ADRProgram during the pre-complaint and formal complaint stages of the EEO process? X We utilize the CNGBI

guidance for all ADRprocedures. Internalprocedures forrequesting ADRneed to bedeveloped howeverthe Labor RelationsSpecialist and theEEO Directorfacilitate ADR andConflict Resolutionrequests at thistime.

Does the agency require all managers and supervisors to receive ADR training inaccordance with EEOC (29 C.F.R. Part 1614) regulations, with emphasis on thefederal government's interest in encouraging mutual resolution of disputes and thebenefits associated with utilizing ADR?

X

We currently do notrequire allmanagers/supervisors to received ADRtraining. We utilizeour LaborManagementprogram, and thosepersonnel involved init, to be familiar withmediation in regardsto labor. We need tofurther develope alocal ADR program.

After the agency has offered ADR and the complainant has elected to participate inADR, are the managers required to participate? X

Yes

46



Measures

The agency has effective systems in place formaintaining and evaluating the impact and effectiveness

of its EEO programs.

Measure has beenmet

No N/A




report

Does the agency have a system of management controls in place to ensure thetimely, accurate, complete and consistent reporting of EEO complaint data to the X The EEO Director

manages thecomplaint processfor the TAG andprovides oversightand direction oncomplaint matters.

Does the agency provide reasonable resources for the EEO complaint process toensure efficient and successful operation in accordance with 29 C.F.R. § 1614.102 X The agency will also

re-prioritizeresources if neededto managecomplaints andinvestigations.

Does the agency EEO office have management controls in place to monitor andensure that the data received from Human Resources is accurate, timely received,and contains all the required data elements for submitting annual reports to theEEOC?

XThe DCPDS Analystworks directly withthe EEO Director onall reports requiredare coordinated fordata and processedtimely for furtherreporting on the NoFEAR, 462 or theMD-715 reports. HRO- Staffingcontrols the programwith access to theapplicant informationneeded for tables A7and B7. Currentlyunable to get thedata fromUSAJOBs/Staffing,so they gather itmanually and there'svery little dataavailable.

Do the agency's EEO programs address all of the laws enforced by the EEOC? X

Does the agency identify and monitor significant trends in complaint processing todetermine whether the agency is meeting its obligations under Title VII and theRehabilitation Act?

X

Yes

Does the agency ensure that the responsible management official directly involvedin the dispute does not have settlement authority? X The Adjutant

General (TAG) hassettlement authority

47


Does the agency track recruitment efforts and analyze efforts to identify potentialbarriers in accordance with MD-715 standards? X We currently only

have 19positions filled by thecivilian labor force. All of the rest of ourpositions are filledout of the Army andAir National Guardmilitary labor force. So these personnelmust be a member ofour state Air/ArmyNational Guard inorder to qualify tocompete for the openvacancies. Wemonitor therecruitment effort forthe military laborforce and areinvolved in anyrecruitment effortsfor any technicianpositions. Currentbarriers in therecrutiment effortsare related tospecific targeting oflower demographicgroups - specificallyWomen. The marketstrategy identifiedclear goals for NativeAmerican andHispanic recruits, butdoesn't identify anygoals for Femalerecruits.

48


Does the agency consult with other agencies of similar size on the effectiveness oftheir EEO programs to identify best practices and share ideas? X Regional EEMC and

HRAC Committeesand the regionalSEEM network. Wealso coordinate withNGB-EEO,G1/ARNG-EO andA1/ANG-EO officersat Nationalg GuardBureau. Wecommunicate withthe DEOMI instituteand utilize theirwebiste consistentlyfor FederalObservanceinformation as wellas the EEOC forupdated case lawand federal regulatorrequirments.


Measures

The agency ensures that the investigation andadjudication function of its complaint resolution process

are separate from its legal defense arm of agency orother offices with conflicting or competing interests.

Measure has beenmet

No N/A




report

Are legal sufficiency reviews of EEO matters handled by a functional unit that isseparate and apart from the unit which handles agency representation in EEO X Staff Judge

Advocates (SJA)handle all reviewsand representation. We have a separatedefense sectionavailable forSoldiers/Airmen toseek defense councilif needed forseparation/UCMJtype support. Wecan seek theassistance fromanother state, theAir/Armycomponents asapplicable, or NGB. We also havecontract capability tohire out-side legalassistance ifneeded.

If applicable, are processing time frames incorporated for the legal counsel'ssufficiency review for timely processing of complaints? X NGB provides FAD

Yes

49


Does the agency discrimination complaint process ensure a neutral adjudicationfunction? X

Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCEThis element requires that federal agencies are in full compliance with EEO statutes and EEOC regulations, policy

guidance, and other written instructions.


50



Measures

Agency personnel are accountable for timely compliancewith orders issued by EEOC Administrative Judges.

Measure has beenmet

No N/A




report

Does the agency have a system of management control to ensure that agencyofficials timely comply with any orders or directives issued by EEOC Administrative X We haven't received

any orders ordirectives, but wewould ensure all timelines are meet in theevent we receiveone.


Measures

The agency's system of management controls ensuresthat the agency timely completes all ordered corrective

action and submits its compliance report to EEOC within30 days of such completion.

Measure has beenmet

No N/A




report

Does the agency have control over the payroll processing function of the agency? IfYes, answer the two questions below. X Coordinate with

Defense FinanceAccounting Service(DFAS) though ourUnited StatesProperty and FiscalOffice.

Are there steps in place to guarantee responsive, timely, and predictableprocessing of ordered monetary relief? X The agency will

comply

Are procedures in place to promptly process other forms of ordered relief? X The agency willcomply


Measures

The agency's system of management controls ensuresthat the agency timely completes all ordered corrective

action and submits its compliance report to EEOC within30 days of such completion.

Measure has beenmet

No N/A




report

Yes

Yes

Yes

51


Is compliance with EEOC orders encompassed in the performance standards of anyagency employees? X We have not had any

EEOC orders issuedto this agency,however compliancewith EEO is a part ofthe standardappraisal andassessment programand isassessed based onthe type of dutyposition.

If so, please identify the employees by title in the comments section, and statehow performance is measured.

Is the unit charged with the responsibility for compliance with EEOC orders locatedin the EEO office? X With the assistance

of the functionalareas

If not, please identify the unit in which it is located, the number of employees inthe unit, and their grade levels in the comments section.

Have the involved employees received any formal training in EEO compliance? X N/A - The agencydoes not have anyEEOC orders

Does the agency promptly provide to the EEOC the following documentation forcompleting compliance:

Attorney Fees: Copy of check issued for attorney fees and /or a narrativestatement by an appropriate agency official, or agency payment order dating thedollar amount of attorney fees paid?

XN/A - The agencydoes not have anyEEOC orders butwould comply ifrequired

Awards: A narrative statement by an appropriate agency official stating thedollar amount and the criteria used to calculate the award? X N/A - The agency

does not have anyEEOC orders butwould comply ifrequired

Back Pay and Interest: Computer print-outs or payroll documents outlining grossback pay and interest, copy of any checks issued, narrative statement by anappropriate agency official of total monies paid?


Compensatory Damages: The final agency decision and evidence of payment, ifmade? X N/A - The agency


Training: Attendance roster at training session(s) or a narrative statement by anappropriate agency official confirming that specific persons or groups of personsattended training on a date certain?


52


Personnel Actions (e.g., Reinstatement, Promotion, Hiring, Reassignment):Copies of SF-50s X N/A - The agency


Posting of Notice of Violation: Original signed and dated notice reflecting thedates that the notice was posted. A copy of the notice will suffice if the original isnot available.


Supplemental Investigation: 1. Copy of letter to complainant acknowledgingreceipt from EEOC of remanded case. 2. Copy of letter to complainanttransmitting the Report of Investigation (not the ROI itself unless specified). 3.Copy of request for a hearing (complainant's request or agency's transmittalletter).

X

N/A - The agencydoes not have anyEEOC orders butwould comply ifrequired

Final Agency Decision (FAD): FAD or copy of the complainant's request for ahearing. X N/A - The agency


Restoration of Leave: Print-out or statement identifying the amount of leaverestored, if applicable. If not, an explanation or statement. X N/A - The agency


Civil Actions: A complete copy of the civil action complaint demonstrating sameissues raised as in compliance matter. X N/A - The agency


Settlement Agreements: Signed and dated agreement with specific dollaramounts, if applicable. Also, appropriate documentation of relief is provided. X N/A - The agency


Footnotes:

1. See 29 C.F.R. § 1614.102.

2. When an agency makes modifications to its procedures, the procedures must be resubmitted to the Commission. See EEOCPolicy Guidance on Executive Order 13164: Establishing Procedures to Facilitate the Provision of Reasonable Accommodation(10/20/00), Question 28

52

EEOC FORM715-01

PART H-1



/DOD DNGB South Dakota National Guard

STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY:

Is the EEO/Director under the direct supervision of the agency head? [see 29 CFR1614.102(b)(4)] For subordinate level reporting components, is the EEO Director/Officerunder the immediate supervision of the lower level component's head official? (ForExample, does the Regional EEO Officer report to the Regional Adminstrator?)

OBJECTIVE: Realign the SEEM with in the requirements of PD D1717000 and current duty descriptionin applicable PD.

RESPONSIBLE OFFICIAL: TAG, HRO, DJS, SEEM

DATE OBJECTIVE INITIATED: 11/16/2011

TARGET DATE FOR COMPLETION OF OBJECTIVE: 10/01/2016

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

Objective was met with the re-alignment of the SEEM to the AGO Section and reporting directly to the TAG. Supervisorresponsiblity lies with the Director of the Joint Staff.

TARGET DATE: 10/01/2016

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

Re-alignment was completed. No further action at this point.

20162015 to September 30, For period covering October 1,

EEOC FORM715-01

PART H-2





B.2.c: Are EEO program officials present during agency deliberations prior to decisionsregarding recruitment strategies, vacancy projections, succession planning, selections.B.2.d: Is the EEO Director included in the agency's strategic planning, especially theagency's human capital plan, regarding succession planning, training, etc.

OBJECTIVE: Include EEO program officials in agency deliberations prior to decisions regardingrecruitment strategies, vacancy projections, succession planning and selections. Examples would be the boards or groups determining selections for Army or Air WarCollege, SGM/CMSG Academy, Fellowships and the Council of LTC or COL's determiningleadership and command selections since all of these are gateway training or leadershippositions needed to compete for the higher level positions such as the GS12 level orhigher.

RESPONSIBLE OFFICIAL: TAG, Chief of Staff, HRO, SEEM. MEO and HR/EO





53


Weekly technician staffing meetings are held with the HRO/Staffing Section and EEO/SEEM participate. The HRO facilitates aworkforce engagement council that is approaching Directorate Staff and Leadership with new tools for manageing the full timeforce budget and initiate projections for filling prioritized vacancy's within the organization and also projecting budget availabilityfor temporary vacany opportunities. The Workforce engagement council isn't held consistently/routinely. HRO Staff continue towork vacany options between the Supervisor, the appropriate Chief of STaff and HRO Officer/Deputy. The SEEM is notrequested at these informal/imprompt meetings nor at the strategic level for full time manning.

EEOC FORM715-01

PART H-3





B.3.a: Does the EEO Director have the authority and funding to ensure implementation ofagency EEO action plans to improve EEO program efficiency and/or eliminate identifiedbarriers to the realization of equality of opportunity? B.3.b: Are sufficient personnelresources allocated to the EEO Program to ensure agency self-assessment and self-analysis prescribed by EEO MD-715 are conducted annually and to maintain an effectivecomplaint processing system? E.1.b: Has the agency implemented an adequate datacollection and analysis sytem that permits tracking of the information required by MD-715and these instructions?

OBJECTIVE: B.3.a: The SEEM needs 2060 line item funding to support the EOA training needed for theEO programs running congruently with the EEO program and the SEEM is responsible toprovide oversight and continuity on a day to day basis. B.3.b: & E.1.b: Barrier analysis islimited to the SEEM and limited assistance from HRO staffing. Also, theUSAJOBs/Staffing process to obtain the applicant data from the applicant flow processisn't available to analyze applicants applying for our vacancies. Additional staff andeducation/training is needed to gather the applicant data and analyze the information forfuture recruiting and marketing of our vacancies.

RESPONSIBLE OFFICIAL: DJS, SEEM, HRO and HRO-Staffing






54

EEOC FORM715-01

PART H-4





Are statutory/regulatory EEO related Special Emphasis Programs sufficiently staffed? Incorporates areas B.3.c.1 through B.3.c.3 and B.3.d. IWD, Native & African Americanand Hispanic under represented demograpahics are covered by the Joint, Army and AirDiversity Councils.

OBJECTIVE: Set up a SEPM/Federal Women's Program and continue with the Native AmericanEngagement and Diversity Councils.

RESPONSIBLE OFFICIAL: TAG, DJS, HRO, SEEM





We sent one person to the SEPM course in Aug/Sep of 2016. The intent is for this person to work the initial establishment of aFederal Women's Program. We are projecting the funding in FY17 to send additional people to the course to further theestablishment of the FWP Foundation program.


EEOC FORM715-01

PART H-5





Are there sufficient resources to enable the agency to conduct a thorough barrier analysisof its workforce, including the provison of adequate data collection and tracking systems. Incorporates tasks: E.1.b: Has the agency implemented an adequate data collection andanalysis systems that permit tracking of the information required by MD-715 and theseinstructions.

OBJECTIVE: Conduct a thorough barrier analysis of the workforce data by adequate data collection andtracking systems. Create and/or access applicant flow data coming in viaUSAJOB's/Staffing in order to analyze the market seeking employment with the SDNational Guard and determine recruiting strategies and marketing approaches to attractingtop talent. Develop and improve the applicant and separation data collection criteria andprocesses to ensure the appropriate type of data is captured for MD-715 and recruitmentefforts to be efficient and effective.

RESPONSIBLE OFFICIAL: TAG, DJS, SEEM, HRO and HRO Staff





55


We updated and negotiated a new merit placement pamphlet that incorporated the applicant data collection. The pamphlet hasunion concurrance.

EEOC FORM715-01

PART H-6





D.1.a, D.1.c: Do senior managers meet with and assist the SEEM in the identification ofbarriers that may be impeding the realization of equal employment opportunity? Do seniormanagers successfully include the SEEM in the agency strategic planning and incorporateEEO objectives into agency strategic plans?

OBJECTIVE: Incorporate the SEEM in the stratic planning and EEO objective developement. Evaluateall EEO Action plans from the MD-715 and barrier's identified in order to eliminate barriers.

RESPONSIBLE OFFICIAL: TAG, DJS, SEEM, HRO & Staff, Army and Air Directors






56

EEOC FORM715-01

PART H-7





Does the agency require all managers and supervisors to receive ADR training inaccordance with EEOC (29 CFR Part 1614) regulations, with emphasis on the federalgovernment interest in encouraging mutual resolution of disputes and the benefitsassociated with utilizing ADR?

OBJECTIVE: Incorporate ADR information into the Supervisors Initial training and all refresher courses.

RESPONSIBLE OFFICIAL: TAG, DJS, HRO, SEEM and LRS






57


STATEMENT OF CONDITION THAT WAS A TRIGGER FOR A POTENTIAL BARRIER:

Provide a brief narrative describing the condition at issue.

How was the condition recognized as a potential barrier?

Workforce data tables A1, A3, A4, A5 and A7 and the SDNGMonthly Demographic Report with the military labor forceavailability for Dual-Status employment. Under representationof females and lack of female representation in the pipe lineand applicant process to correct this deficiency. The numberof females working in full time Dual-Status positions hasdeclined by 2.48 percent or 3 personnel overall even with thenumber of personnel in the organization rising from 487 to 553in the organization. The percentage of females is 16.22compared to the military labor force demographic of femalesat an average of 18.5%.

BARRIER ANALYSIS:

Provide a description of the steps taken and data analyzed to determine cause of the condition.

Compared the female percentages in table A1 to the SDNGDemographic report as of 30 September 2016. This reportrepresents the military labor force available to recruit from forthe Dual-Status Technician Positions. For many years theforce structure of the state of South Dakota had threeBattalions closed to females due to combat exclusion. Duringthat time the opportunities for males to advance in the officerand enlisted corps was much greater than that of females. The vast majority of senior and mid-level officials/managerscome from the officer/warrant officer corp and senior enlistedpersonnel. With all MOSs AFSCs and Branches now open towomen by the DoD the opportunities should broaden. However, it will take time for this disparity to correct itself. Ittakes 20+ years for a service member to reach the top levelsof their specific rank. Now, with the combat exclusionlifted many additional positions are available forfemales. With compatibility (rank and GS) requirements onPDs; we may not have females meeting the requirementsto qualify for higher level GS positions for awhile. We alsoanalyzed the Army and Air recruiting marketing and brandingstrategies. The Air plan is managed at the national level. TheArmy plan is managed at the state level and it revealed thereisn't a specific marketing and branding strategy for women.

STATEMENT OF IDENTIFIED BARRIER:

Provide a succinct statement of the agency policy, procedure or practice that has been determined to be the barrier of the undesired condition.

The military structure and the GS structure of our work forceare interdependent upon each other. Rank, time in service,manadatory removal dates, retirement systems, mandatoryyers, and minimum retirement age all must work in concertwith each other. Coordination of Professional MilitaryEducation (PME) and full time professional trainingrequirements has the potential to affect the timeliness ofmeeting all requirements for advancement. The current fiscalenvironment could also have the potential to delay requiredattendance at military schools and professional developmentschools, which could impact promotions for postions of higherreqponsibility. Update the marketing strategy to specificallytarget women for recruiting as an under-represented group.

EEOC FORM715-01PART I


EEO PROGRAM STATUS REPORT-1

For period covering October 1, 2015 2016to September 30,

58

OBJECTIVE:

State the alternative or revised agency policy, procedure or practice to be implemented to correct the undesired condition.

Identify, educate, create, and maintain awareness of thisagencies disparity to all levels of supervision. Identify thisissue on the agency strategic plan. Mentor and identifyfemale individuals for positions of greater responsibility andcontinue to fill the pipe line with qualified personnel to achieveequality in the senior and mid-level management positions. Ensure military recruitment marketing and brandingspecifically target this demographic for the expandedopportunities females have the opened MOSs and AFSCs.

RESPONSIBLE OFFICIAL: The Adjutant General (TAG), Director of Joint Staff, Chief ofStaff, Human Resource Officer (HRO), Directorates,Supervisors, SEEM



OBJECTIVE:


Add a specific target for the recruitment of women to the ArmyMarketing and Branding strategy and annual Market Plan.

RESPONSIBLE OFFICIAL: TAG, Army Chief of Staff, RRM Commander



OBJECTIVE:


The stretegic plan needs to be re-written to incorporateaffirmative action and employment objectives andgoals. Along with incorporating affirmative action into thestrategic plan, the composition of selection boards at all levelsof hiring, consideration for command and strategic positions,and for all training selections needs to be standardized fordiversity and credibility to ensure the fair and equitableconsideration of all applicants at all times.

RESPONSIBLE OFFICIAL: MG Timothy Reisch



OBJECTIVE:


Initiate a Federal Women's Program through the SpecialEmphasis Program to help facilitate awareness and COAdevelopment for recruitment, hiring and upward mobilityeducation. Utilize this group to help complete the barrieranalysis process and identify triggers or barriers to womenserving in the federal program or the SD National Guard.

RESPONSIBLE OFFICIAL: TAG, Chief of Staff (Army/Air/Joint), SEEM/SEPM, HRO,




EEO Plan To Eliminate Identified Barrier-1

59


TARGET DATE (Must be specific)


The under representation of females within our Military Labor Force (MLF) is a top priority of our agency head. Unfortunatelywe have not been successful in increasing our full time female population. Continued education and awareness of this will be apriority to all levels of management and supervision.





Inadequate applicant and separation data available tocomplete workforce data tables and provide adequate andrelevant information for the purpose of recruiting ordetermining incentive potential in the event active recruitmentis needed to fill full time vacancy announcements withqualified personnel while ensuring adequate competition anda broad applicant pool.

BARRIER ANALYSIS:


Currently, we pull the DCPDS data and draw data from thetwo military personnel data systems. We also review manualapplicant data. Unable to pull applicant data fromUSAJOBs/Staffing - can't seem to determine the reason. MD-715 requires applicant data in the A6/B6 tables - we seem togather vacancy data such as numbers of vacancies and howmany applications we get per vacancy, but no demographicdata is captured until they are hired. Unable to collect the infofrom USAJOBS/STaffing. Manual tracking and data collectionis currently being used.



Determine the best method of data collection andmaintenance for applicant and separation data. Incorporatesubject matter experts to provide insight into processes andavailable information to determine best method of tracking thedata for reporting purposes and recruitment efforts. We needto utilize the data to determine applicant pools applying or notapplying for our jobs and then determine if we can implementa recruitment program to attract the top talent to ourworkforce.

OBJECTIVE:


Identify what USAjobs has available for data. Work with HROto determine best method for data collection.

RESPONSIBLE OFFICIAL: HRO, Staffing Section, EEO Director/SEEM









60




Updated Merit Placement pamphlet with union concurrence - this added the data collection to the applicant process.





Informal Alternative Dispute Resolution Program

BARRIER ANALYSIS:


Through research its been discovered the only formal ADRprogram we have is via the National Guard Bureau programand request process.



Without a formal ADR program, we really do not have theprogram functional in the event a complainant, employeeand/or supervisor would want to utilize. Currently, our onlyoption are to offer facilitation or to go outside/to NGB torequest a mediator, or to utilize the union/labor grievanceprocess for dispute resolution.

OBJECTIVE:


Initiate a draft SDNG Pam for the state that formalizes theAlternative Dispute Resolution program and process forutilization in EEO, or by employee's or supervisors, or otherareas of conflict resolution as needed or applicable.

RESPONSIBLE OFFICIAL: HRO, EEO Director/SEEM, Labor Mgmt Specialist












61





Barrier Analysis process conducted solely by the SEEM andthe challenge of data analysis and research capabilities.

BARRIER ANALYSIS:


Conducted barrier analysis of the MD-715 and the 6 EssentialElements of a model EEO program.



Limited or inadequate data for MD-715 data tables and aneffective data analysis specifically in the areas of applicantand separation data.

OBJECTIVE:


Identify key personnel and set up a barrier analysis team.

RESPONSIBLE OFFICIAL: HRO, EEO Director/SEEM, Benefits and Staffing Sections












62





Lack of visibility of the EEO program and identification of longrange strategic initiatives at the Supervisor, Director and KeyLeadership levels.

BARRIER ANALYSIS:


During the barrier analysis it is determined outside of theannual review of the MD-715 report there is no other updateto supervisors, directors or key leaders in the organization. This analysis further revealed the need for a strategic (5year/long range) affirmative employment and action plan todefine strategic goals for increasing the underrepresenteddemographics in the state compared to the 2010 Censes dataand our available military labor force within the SD NationalGuard.



The diversity and EEO programs need clear intent anddirection. The development of a long range strategicaffirmative employment and action plan will clarify theleaderships intent and goals and help drive the programforward. Also, routine updates to supervisors, directors andkey leaders will bring visibility and oversight of the programand ensure progression.

OBJECTIVE:


Draft a strategic affirmative employment and action plan

RESPONSIBLE OFFICIAL: SEEM, HRO, Chief of Staff (Army/Air/Joint), Diversity Council



OBJECTIVE:


Establish a routine update brief to supervisors, directors andkey leaders of the EEO program and the progress on thestrategic affirmative employment and action program.

RESPONSIBLE OFFICIAL: TAG, Chief of Staff (Army/Joint), HRO, SEEM











63


EEO was added to the DJS bi-weekly meeting, the AGO bi-weekly meetings and the Officers Call brief.

64

EEOC FORM715-01PART J


EEO PROGRAM STATUS REPORTSpecial Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted

PART IDepartment or

AgencyInformation

1. Agency

1.a. 2nd Level Component

1.b. 3rd Level or lower

1.

1. a.

1. b.

South Dakota National Guard

PART IIEmployment

Trend andSpecial

Recruitment forIndividuals With

TargetedDisabilities

Enter Actual Number at the ...

... beginn

Number

ing of FY.

%

... end

Number

of FY.

%

Net C

Number

hange

Rate ofChange

Total Work Force 487 100% 553 100% 66 13.6 %

Reportable Disability 7 1.4 % 6 1.1 % -1 -14.3 %

Targeted Disability* 0 0.0 % 0 0.0 % 0 0.0 %

* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of change for the total workforce, a barrier analysis should be conducted (see below).

1. Total Number of Applications Received From Persons With Targeted Disabilities during the reporting period. 0

2. Total Number of Selections of Individuals with Targeted Disabilities during the reporting period. 0

PART III Participation Rates In Agency Employment Programs

Other Employment/PersonnelPrograms TOTAL

ReporDisa

#

tablebility

%

DisaTarg

#

etedbility

%

NIden

#

ottified

%

No Dis

#

ability

%

Competitive Promotions 0 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 %

Non-Competitive Promotions 0 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 %

Employee Career DevelopmentPrograms 0 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 %

a. Grades 5 - 12 473 6 1.3 % 0 0.0 % 1 0.2 % 466 98.5 %

b. Grades 13 - 14 13 0 0.0 % 0 0.0 % 0 0.0 % 13 100.0 %

c. Grade 15/SES 1 0 0.0 % 0 0.0 % 0 0.0 % 1 100.0 %

Employee Recognition and Awards 249 12 4.8 % 0 0.0 % 0 0.0 % 237 95.2 %

a. Time-Off Awards(Total hrs awarded) 1590 11 0.7 % 0 0.0 % 0 0.0 % 1579 99.3 %

b. Cash Awards (total $$$ awarded) 49183 1 0.0 % 0 0.0 % 0 0.0 % 49182 100.0 %

c. Quality-Step Increase 28234 0 0.0 % 0 0.0 % 0 0.0 % 28234 100.0 %

to September 30, For period covering October 1, 2016/DOD DNGB South Dakota National Guard 2015

65

EEOC FORM715-01

Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With TargetedDisabilities

Agencies with 1,000 or more permanent employees MUST conduct a barrier analysis to address any barriersto increasing employment opportunities for employees and applicants with targeted disabilities using FORM715-01 PART I. Agencies should review their recruitment, hiring, career development, promotion, andretention of individuals with targeted disabilities in order to determine whether there are any barriers.

Part IV

Identification andElimination of

Barriers

Agencies with 1,000 or more permanent employees are to use the space provided below to describe thestrategies and activities that will be undertaken during the coming fiscal year to maintain a specialrecruitment program for individuals with targeted disabilities and to establish specific goals for theemployment and advancement of such individuals. For these purposes, targeted disabilities may beconsidered as a group. Agency goals should be set and accomplished in such a manner as will effectmeasurable progress from the preceding fiscal year. Agencies are encouraged to set a goal for the hiring ofindividuals with targeted disabilities that is at least as high as the anticipated losses from this group duringthe next reporting period, with the objective of avoiding a decrease in the total participation rate ofemployees with disabilities.

Goals, objectives and strategies described below should focus on internal as well as external sources ofcandidates and include discussions of activities undertaken to identify individuals with targeted disabilitieswho can be (1) hired; (2) placed in such a way as to improve possibilities for career development; and (3)advanced to a position at a higher level or with greater potential than the position currently occupied.

Part V

Goals forTargeted

Disabilities

Established a NumericalGoal? No

Goal

StrategiesUpdate SF 256 forms - request employee's update this data.Continue with new employee's orientations.Pursue the capability of obtaining the data from USAJOBs/STAFFING.

ObjectivesIncrease awareness and education of hiring options under Schedule A and other exceptions tocompetition. Improve the data collection process of this type of data during new employeeorientations and also pursue the USAJOBS/Applicant data.

AccomplishmentsN/A

2015 to September 30, For period covering October 1, 2016/DOD DNGB South Dakota National Guard

eeoc form u.s. equal employment opportunity commission … agency annual eeo pro… · u.s. equal...

Documents