EEOC FORM U.S. Equal Employment Opportunity Commission ... · PDF fileEEOC FORM 715-01 PART E U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS

EEOC FORM 715-01

PARTS A - D

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

For period covering October 1,2009 to September 30,2010

PART A

Department

or Agency

Identifying

Information

1. Agency 1.Department of Defense

1.a. 2nd level reporting component PUGET SOUND NAVAL SHIPYARD and INTERMEDIATE MAINTENANCE FACILITY

1.b. 3rd level reporting component

1.c. 4th level reporting component

2. Address 2. 1400 FARRAGUT AVENUE

3. City, State, Zip Code 3. BREMERTON, WA 98314-5001

4. CPDF Code 5. FIPS code(s) 4. UIC 4523A 5.

PART B

Total

Employment

1. Enter total number of permanent full-time and part-time employees 1 10,251

2. Enter total number of temporary employees 2. 28

3. Enter total number of Non Appropriated Fund employees

Employee Service Committee

3. 46

4.TOTAL EMPLOYMENT [add lines B 1 through 3] PSNS & IMF - PACFLT

DD1532 2010 year end numbers reported to NAVSEA & Fleet

4. 10,325

PART C

Agency

Official(s)

Responsible

For Oversight

of EEO

Program(s)

1. Head of Agency

Official Title R. E. Mabus

Secretary of the Navy

2. Agency Head Designee M. R. Whitney

Commander, Puget Sound Naval Shipyard &

Intermediate Maintenance Facility

3. EEO Director Carolyn Jenkins, Deputy EEO Officer

4. Title VII Affirmative EEO

Program Official

Carolyn Jenkins, Deputy EEO Officer

5. Section 501 Affirmative Action

Program Official Lou Fattrusso, Reasonable Accommodations Program

Manager

2

6. Complaint Processing Program

Manager Gigi Bryant, Complaints Manager

7. Diversity Program Manager Colleen Hamling, Diversity Program Manager

EEOC FORM 715-01 PART E

U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

Puget Sound Naval Shipyard and Intermediate Maintenance Facility

For period covering 1 October 2009 to 30 September 2010

EXECUTIVE SUMMARY

NAVAL SEA SYSTEMS COMMAND

Management Directive – 715 Annual Report

FISCAL YEAR 10

Barrier Analysis and Action Planning - EEOC Management Directive 715 requires all agencies with 500 or more full time employees to conduct analysis of workforce demographics and determine to what degree the workforce may have “low participation” rates when compared either to National Civilian Labor Force (NCLF) statistics or a more “relevant” labor force comparison. The following reports results of that analysis. Barriers: The majority of work is in non-traditional roles for women. The activity is environmentally isolated and located in a non-metropolitan area. Actions: We are focused on diversity & people. Continue the Guiding Coalition emphasis on diversity and people - Maintain alignment with NAVSEA Diversity CONOPS. Execute initiatives and continue improvements. Increase internal awareness and empowerment – Employee Networking Groups Professional development and mentoring Internal Opportunities Fair Outreach and recruit to increase workforce diversity – Expand geographically Expand breadth and depth of contact network Increase support for targeted disabilities - Assess impact of improvements to assure effectiveness - Demographic Overall – A demographic overview of PSNS & IMF population for FY10 shows 10,251 permanent and 28 temporary employees were on board at the end of FY 2010. We have 16.2% females, 83.8% males, and 11.0% minorities in the workforce. The data shows a 1% increase in the female population since FY09. Overall work force demographics show a lower representation of females across all ethnic/minority groups. Distribution by Grade The results of the last Diversity Accountability Review indicated that there were 14.0% females in key and critical positions and 2.3% minorities. There were 11.2% females and 6.7% minorities in the pipeline (gateway/feeder) positions for key and critical positions. Additionally, the apprentice program which is an indicator of the future consisted of 21.4% females and 14.2% minorities. We will continue working on the strategies listed above to increase the diversity in higher grade levels and key and critical positions. In FY10 the majority of the workforce is in the wage grade categories at grades 1 thru 15. Females and diverse groups have a low representation at the high grade levels. The majority of Individuals with Targeted Disabilities (IWTD) are at the WG - 10 to 12 grade levels and GS - 9 to 13 grade levels. Overall, individuals with Targeted Disabilities (IWTD’s) and have a low representation in the high grade levels. Major Occupations The results of the last Diversity Accountability Review indicated Production Managers looked good in comparison to the surrounding Civilian Labor Force (CLF). Overall minority or diverse group representation in the nineteen major occupations which is 11.3% is in line with the overall workforce representation of 10.9%. In FY10 males, both white and diverse males, have a good representation and are comparable to the surrounding civilian labor force (CLF) for Kitsap County with the exception of two or more race categories of males. Two or more race males have a low representation in the workforce.

2

White Females and diverse groups of females have a low representation within the workforce compared to the CLF for Kitsap County. Focus for FY11 will be to continue increasing the workforce representation of females, Hispanics, Black/African Americans and other groups. New Hires In FY10 we hired 56 veterans with a 30% or more VA disability rating. We are hiring more diversity than exists in the current workforce. Females were 20.3% of new hires and minorities/diverse groups were 12.4% of the new hires. Promotions Females received 21.6% of the promotions which exceeds their representation in the workforce. Diverse groups received 11.1% of the promotions which is comparable to their representation in the workforce. Individuals with disabilities received 7.2% of the promotions which is below their representation in the workforce. Individuals with targeted disabilities received .35% of promotions which are also below their representation in the workforce. Awards Females received 16.3% of awards recorded within the DCPDS system which is comparable to their representation in the workforce. Diverse groups received 11% of awards which is also comparable to their representation in the workforce. Individuals with disabilities received 8.5% of awards which is slightly below their representation in the workforce and individuals with targeted disabilities received .56% of awards which are comparable to their representation in the workforce. Separations Separation data will be reviewed and analyzed for females and diverse racial groups in FY 11. Disability Hiring and Representation Individuals with disabilities were 3.8% of the new hires which is below their representation in the workforce. Targeted disabled were .39% which is also below their representation in the workforce. Outreach to the community groups and programs such as Wounded Warrior Program will continue to be a focus for FY 11. Wounded Warrior Program - Participates in the DON Wounded Warrior Program. - Participates in Operation Warfighter Career Fairs at the Army Warrior Transition Command, Joint Base Lewis McChord - PSNS & IMF participated in the 2010 Hiring Heroes Job Fair - Hosted Rehabilitation and Education Counselors from VA, Warrior Transition Command, State Vocational Rehabilitation Counselors, and WorkSource for a familiarization visit. - Hired 56 Veterans with 30% VA disability rating, of those ten served overseas in Iraq or Afghanistan. PSNS & IMF leads NAVSEA in Wounded Warrior and Disabled Veteran hiring. Noteworthy Accomplishments . Converted one WRP student to permanent. - Implemented multi-year Sign Language Interpreting Contract - Completed the DEOCS survey and took actions resulting from employee comments such as the Internal Opportunities

Fair, Individual Development Plan Instructions, Waterfront Restroom Renovations, Pod Casts, Information Hubs in Production Facilities and other Guiding Coalition strategic efforts in the Diversity, People, Communication, and Culture of Continuous Improvement Teams. - A Production Recruiting Advertising Campaign was implemented to reach African American/Black candidates. - Professional Women’s Employee Networking Group’s (PWENG) focus on Child Care resulted in ground breaking for a

new Child Care Facility in Bremerton, new policy for civilian employee priority, and a subsidy program for people on the waiting list.

- PWENG and Women-In-Trades partnered to work with the command to establish policy, set standards, and increase the number of Expressing Stations available for employees at the Bremerton and Bangor sites. The data was obtained from the DCPDS system for FY10 ending on 30 September 2010.

FY 10

I,

EEOC FORM 715-01 PARTF

U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

CERTIFICATION of ESTABLISHMENT of CONTINUING EQUAL EMPLOYMENT OPPORTUNITY PROGRAMS

Carolyn Jenkins, Supervisory EEO Specialist, GS-260-13

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

am the

Principal EEO Director/Official for Puget Sound Naval Shipyard & Intermediate Maintenance Facility

(Insert Agency/Component Name above)

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO MD-715, a further evaluation was conducted and , as appropriate, EEO Plans for Attaining the Essential Elements of a Model EEO Program, are included 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 management or personnel policy, procedure or practice is operating to disadvantage any group based on race, national origin , gender or disabili ty. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this Federal Agency Annual EEO Program Status Report .

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

~~"~;al ~,~d1--I/ Certifies that this Federal Agency Annual EEO Program Status Report is in compl iance with EEO MD-715.

Signature of Agency Head or Agency Head Designee

3-Z5-1/ Date

715-01 PART G Department of the Navy Page 1


DON ANNUAL EEO PROGRAM STATUS REPORT MAJOR COMMAND/ACTIVITY FY 2010 SELF-ASSESSMENT CHECKLIST MEASURING ESSENTIAL ELEMENTS

Essential Element A: DEMONSTRATED COMMITMENT FROM DON LEADERSHIP

Requires the EEOO to issue written policy statements ensuring a workplace free of discriminatory harassment and a commitment to equal employment

opportunity.

Compliance Indicator EEO policy statements are up-to-date.

Measure

has been

met

For all unmet measures, provide a

brief explanation in the space

below or complete and attach an

EEOC FORM 715-01 PART H Measures Yes No

1. The EEOO was installed on 11 July 2007. The EEO policy statement was issued 25 July 2007and updated

on 1 October 2008.

Was the EEO policy Statement issued within 6 - 9 months of the installation of the EEOO? If no, provide an

explanation.

X

2. During the current EEOO’s tenure, has the EEO policy Statement been re-issued annually? X

3. Are new employees provided copies of the EEO policy statements during orientation? X

4. When an employee is promoted into the supervisory ranks, is s/he provided copies of the EEO policy

statements?

X Supervisors started receiving a copy

of the EEO Policy at the First Level

Supervisor Training beginning

October 8th

2010. The policy is

provided annually to all supervisors

and employees in our mandatory

training, posted to all official

bulletin boards and is available on

the PSNS & IMF intranet website.

Compliance Indicator EEO policy statements have been communicated to all employees.

Measure

has been

met





5. Have the heads of commands/activities disseminated and communicated support of all DON EEO policies

issued in FY 2010 through the ranks, e.g. , CHRMs 1603 DON EEO Program Assessments and 1604 Guide for

Conducting an Effective Barrier Analysis?

X

6. Has the command/activity 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?

X

7. Has the command/activity prominently posted such written materials in all personnel offices, EEO offices,

and on internal websites? [see 29 CFR §1614.102(b)(5)]

X


Compliance Indicator DON EEO policy is vigorously enforced by senior management.

Measure

has been

met





8. Are managers and supervisors evaluated on their commitment to DON EEO policies and principles, such

as:

X

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

address concerns, whether perceived or real, raised by employees and following-up with appropriate

action to correct or eliminate tension in the workplace?

support the command/activity EEO program through allocation of mission personnel to participate in

community out-reach and recruitment programs with private employers, public schools and universities?

ensure full cooperation of employees under his/her supervision with EEO office officials such as EEO

Counselors, EEO Investigators, etc.?

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

ensure that subordinate supervisors have effective managerial, communication and interpersonal skills in

order to supervise most effectively in a workplace with diverse employees and avoid disputes arising from

ineffective communications ?

ensure the provision of requested religious accommodations when such accommodations do not cause an

undue hardship?

ensure the provision of requested disability accommodations to qualified individuals with disabilities

when such accommodations do not cause an undue hardship?

9. Have all employees been informed about what behaviors are inappropriate in the workplace and that this

behavior may result in disciplinary actions?

X

10. Have the procedures for reasonable accommodation for individuals with disabilities been made readily

available/accessible to all employees/supervisors by disseminating such procedures during orientation of new

employees/supervisors and by making such procedures available electronically?

X The Disability Program Manager

discusses the procedures for

reasonable accommodation at every

First Level Supervisor Training class.

The procedures will also be provided

in the FY 11 Annual Mandatory

Training for supervisors and

employees. The procedure has been

added to the new employee

orientation starting 25 October 2010.

11. Have managers and supervisor been trained on their EEO responsibilities, to include the procedures for

reasonable accommodation?

X


Compliance Indicator Annual EEO Assessment

Measure

has been

met

For all unmet measures, provide

a brief explanation in the space



12. For major command response only. Did the EEOO issue a memorandum announcing the start of the

command's annual assessment of its EEO program, to include the identification of roles and responsibilities for

its accomplishment and the resultant status report.

NA

13. For major command response only. Did all subordinate activities accomplish an annual assessment for the

current reporting period and submit the resultant status report for incorporation into the command’s report?

NA

Essential Element B: INTEGRATION OF EEO INTO THE COMMAND’S/ACTIVITY’S STRATEGIC MISSION

Requires that the Command/Activity EEO programs be organized and structured to maintain a workplace that is free from discrimination in any of its

policies, procedures or practices and supports the strategic mission.

Compliance Indicator The EEO Program structure provides the CDEEOO with appropriate

authority and resources to effectively carry out a successful EEO Program.

Measure

has been

met





14. For major command response only. Are the duties and responsibilities of EEO practitioners clearly

defined?

NA

15. For major command response only. Do the EEO practitioners have the knowledge, skills, and abilities to

carry out the duties and responsibilities of their positions?

NA

16. For major command response only. Are there organizational charts that clearly define the reporting

structure for EEO programs?

NA

17. Does the EEO Office work collaboratively with Human Resources, supervisors/managers, counsel and

other appropriate stakeholders to effectively carry out a successful EEO Program?

X

18. If necessary, does the command/activity, under a regionalized servicing agreement, implement alternative

means for establishing, implementing and sustaining their EEO Program?

X

Compliance Indicator

The CDEEOO/DEEOO and other EEO professional staff responsible for

EEO programs have regular and effective means of informing the

command/activity head and senior management officials of the status of

EEO programs and are involved in, and consulted on,

management/personnel actions.

Measure

has been

met





19. Does the CDEEOO/DEEOO have a regular and effective means of informing the EEOO and other top

management officials of the effectiveness, efficiency and legal compliance of the command’s/activity’s EEO

program?

X


20. Following the submission of the FY 2009 report, did the CDEEOO/DEEOO present to the EEOO and

other senior officials the "State of the EEO Program" briefing covering all components of the EEO report,

including an assessment of the performance of the command/activity in each of the six elements of the model

EEO program and a report on their progress in completing its barrier analysis including any barriers it

identified and/or eliminated or reduced the impact of?

X

21. Are EEO program officials present during command/activity deliberations prior to decisions regarding

strategic workforce planning and recruitment, succession planning, selections for training/career development

opportunities, and other workforce changes?

X

22. Does the command/activity consider whether any group of employees or applicants might be negatively

impacted prior to making human resource decisions such as re-organizations and re-alignments?

X

23. Are management/personnel policies, procedures and practices examined at regular intervals to assess

whether there are hidden impediments to the realization of equality of opportunity for any group(s) of

employees or applicants? [see 29 C.F.R. § 1614.102(b)(3)]

X

24. Is the CDEEOO/DEEOO included in the command’s/activity’s strategic planning, especially the human

capital plan, regarding succession planning, training, etc., to ensure that EEO concerns are integrated into the

command’s/activity’s strategic mission?

X

Compliance Indicator The command/activity has committed sufficient human resources and

budget allocations to its EEO programs to ensure successful operation.

Measure

has been

met





25. Does the command/activity provide sufficient resources and budget to ensure implementation of EEO

action plans to improve EEO program efficiency and/or eliminate identified barriers to the realization of

equality of opportunity?

X

26. Does the command/activity have sufficient resources to ensure that command/activity self-assessments and

self-analyses prescribed by EEO MD-715 are conducted annually and to maintain an effective complaint

processing system?

X

27. Are statutory/regulatory EEO related Special Emphasis Programs sufficiently staffed?

Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214; Title 5 CFR, Subpart B, 720.204 X PSNS & IMF has chartered a

Professional Women’s Employee

Networking Group and we also

have Women In Trades. These

groups are highly effective in

providing professional

development and quality of work

life. Additionally they support our

recruiting efforts and outreach to

the community. Commander Navy

Region Northwest does not fund

Special Emphasis Programs. Commander Navy Region


Northwest will be referred to as

Region in the remainder of this

document.

Hispanic Employment Program - Title 5 CFR, Subpart B, 720.204 X The region does not fund Special

Emphasis Programs.

People With Disabilities Program Manager; Selective Placement Program for Individuals 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 CFR 315.709

X

28. Are other special emphasis programs monitored by the EEO Office for coordination 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 have a Veterans’ Networking

Group and a newly established

African American Employee

Resource Group. Both groups

focus on outreach, recruiting, and

retention. The Region does not

fund Special Emphasis Programs.

Compliance Indicator The command/activity has committed sufficient budget to support the

success of its EEO Programs.

Measure

has been

met





29. Are there sufficient resources to enable the command/activity to conduct a thorough barrier analysis of its

workforce and its employment practices, polices and procedures?

X The command has numerous

employment practices, policies

and procedures. A plan of action

will be developed to determine

review cycle and methodology.

30. Is official time granted to all employees to utilize, when desired, all EEO programs, including the

discrimination complaint processing program, ADR, and to make a request for reasonable accommodation?

X

31. Is funding available for publication and distribution of EEO materials (e.g. harassment policies, EEO

posters, reasonable accommodations procedures, etc.)?

X

32. Is the EEO Program allocated sufficient resources to train all employees on all EEO Programs, including

administrative and judicial remedial procedures available to employees?

X

33. Is there sufficient funding to ensure that all employees have access to training and information in

compliance with the Rehabilitation Act?

X

34. Is there sufficient funding to provide all managers and supervisors with training and periodic up-dates on

all of their EEO responsibilities which are:

X

ensuring a workplace that is free from all forms of discrimination, including harassment and retaliation?

to provide religious accommodations?

to provide disability accommodations in accordance with the DON’s written procedures?

in the EEO discrimination complaint process?


to participate in ADR?

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITY

This element requires the EEOO to hold all managers, supervisors, and EEO Officials responsible for the effective implementation of the DON’s EEO

Program and Plan.

Compliance

Indicator EEO program officials advise and provide appropriate assistance to

managers/supervisors about the status of EEO programs within each managers or

supervisor's area or responsibility.

Measure has

been met




EEOC FORM 715-01 PART H

Measures Yes No

35. Are regular (monthly/quarterly/semi-annually) EEO updates provided to senior management/supervisory

officials by EEO program officials?

X The EEO Staff provide

monthly/quarterly reports and

briefings to senior management

and as often as is needed.

36. Do EEO program officials develop and implement EEO Plans, to include barrier analysis efforts, with all

appropriate managers to include Counsel, Human Resource Officials, Finance, and the Chief Information

Officer?

X

Compliance

Indicator The Human Resources Director and the CDEEOO/DEEOO meet regularly to assess

whether personnel programs, policies, and procedures are in conformity with

instructions contained in EEOC management directives. [see 29 CFR § 1614.102(b)(3)]

Measure has

been met





Measures Yes No

37. Have time-tables or schedules been established and executed for the command/activity to review its Merit

Promotion Program Policy and Procedures for systemic barriers that may be impeding full participation in

promotion opportunities by all groups?

X PSNS & IMF schedules review of

all policies and instructions.

However, we have not reviewed

all of our policies and instructions

for systemic barriers. PSNS &

IMF will evaluate a method for

addressing this requirement.

38. Have time-tables or schedules been established and executed for the command/activity to review its

Employee Recognition Awards Program and Procedures for systemic barriers that may be impeding full

participation in the program by all groups?

X Employee Recognition Awards

Program is open to all employees

and is reviewed for Department

representation. PSNS & IMF will

evaluate the FY10 data for

systemic barriers in the first

quarter of FY11.

39. Have time-tables or schedules been established and executed for the command/activity to review its

Employee Development/Training Programs for systemic barriers that may be impeding full participation in

training opportunities by all groups?

X A time-table has been established

to review Employee Development/

Training programs in FY11.


Compliance

Indicator When findings of discrimination are made, the command/activity explores whether or

not disciplinary actions should be taken.

Measure has

been met





Measures Yes No

40. Have all employees, supervisors, and managers been informed as to the penalties for being found to

perpetrate discriminatory behavior or for taking personnel actions based upon a prohibited basis (DON CHRM

Subchapter 752)?

X

41. Has the command/activity, when appropriate, disciplined or sanctioned managers/supervisors or

employees found to have discriminated over the past two years?

X

42. Does the command/activity promptly (within the established time frame) comply with EEOC, Merit

Systems Protection Board, Federal Labor Relations Authority, labor arbitrators, and District Court orders?

X

43. Does the command/activity review disability accommodation decisions/actions to ensure compliance with

its written procedures and analyze the information tracked for trends, problems, etc.?

X

Essential Element D: PROACTIVE PREVENTION

Requires that the command/activity make early efforts to prevent discriminatory actions and eliminate barriers to equal employment opportunity in the

workplace.

Compliance

Indicator Analyses to identify and remove unnecessary barriers to employment are

conducted throughout the year.

Measure has

been met





44. Do senior managers meet with and assist the CDEEOO/DEEOO and/or other EEO Program Officials in

the identification of barriers that may be impeding the realization of equal employment opportunity as

follows?

X .

When barriers are identified, senior managers develop and implement, with the assistance of the EEO

office, command/activity EEO Action Plans to eliminate said barriers.

Senior managers implement EEO Action Plans and incorporate the Plan Objectives into command/activity

strategic plans.

45. Are trend analyses of workforce profiles conducted by race, national origin, sex and disability? X

46. Are trend analyses of the workforce's major occupations conducted by race, national origin, sex and

disability?

X Trend analysis of the workforce’s

major occupations is conducted

annually by race/ethnicity and sex.

Reliable national origin and

disability information is not

available. Comparative data for

national origin by major

occupations is not available to


evaluate. Will conduct additional

trend analysis by national origin

and disability when data is both

available and reliable.

47. Are trends analyses of the workforce's grade level distribution conducted by race, national origin, sex and

disability?

X Grade level distribution analysis

by disability did not occur in

FY10. The region hired a

contractor in September 2010 to

develop and analyze the data for

FY11.

48. Are trend analyses of the workforce's compensation and reward system conducted by race, national origin,

sex and disability?

X Compensation and award analysis

did not occur in FY10. The region

hired a contractor in September

2010 to develop and analyze the

data for FY11.

49. Are trend analyses of the effects of management/personnel policies, procedures and practices conducted

by race, national origin, sex and disability?

X

Compliance

Indicator The use of Alternative Dispute Resolution (ADR) is encouraged by senior

management.

Measure has

been met





Measures Yes No

50. Are all employees encouraged to use ADR? X

51. When a supervisor/manager declines to participate in the ADR process, does the next level of supervision,

not involved in the employment dispute, document the reasons for the declination , in writing, and forward it

to the DON ADR Program ?

X

Essential Element E: EFFICIENCY

Requires that the command/activity ensure that there are effective systems in place for evaluating the impact and effectiveness of the command’s/activity’s

EEO Programs as well as an efficient and fair dispute resolution process.

Compliance

Indicator The command/activity has sufficient staffing, funding, and authority to achieve the

elimination of identified barriers.

Measure has

been met





52. Does the EEO Office employ personnel with adequate training and experience to conduct the analyses

required by MD-715 and these instructions?

X

53. For major command response only. Have sufficient resources been provided to conduct effective audits of

subordinate activity efforts to achieve a model EEO program and eliminate discrimination under Title VII and

NA


the Rehabilitation Act?

54. Is there a designated RA POC to coordinate or assist with processing requests for disability

accommodations in all commands/activities?

X Lou Fattrusso is the Reasonable

Accommodations (RA) Program

Manager.

55. Are 90% of accommodation requests processed within the time frame set forth in the DON procedures for

processing reasonable accommodation?

X

Compliance

Indicator The DON has an effective complaint tracking and monitoring system in place to

increase the effectiveness of its EEO Programs.

Measure has

been met





Measures Yes No

56. Does the command/activity utilize the information in iComplaints to analyze complaint activity and

trends?

X

57. Does the command/activity utilize contractors to process pre-complaints? X NA

58. Does the command/activity hold contractors accountable for delay in counseling processing times? X NA

59. Does the command/activity utilize collateral duty counselors? X NA

60. Does the command/activity monitor and ensure that new counselors, including contractors, receive the 32

hours of training required in accordance with EEO Management Directive (MD) 110 and DON requirements?

X

61. Does the command/activity monitor and ensure that experienced counselors, including contractors, receive

the 8 hours of refresher training required on an annual basis in accordance with EEO MD-110 and DON

requirements?

X

Compliance

Indicator

The command/activity has sufficient staffing, funding and authority to comply with

the time frames in accordance with the EEOC (29 C.F.R. Part 1614) regulations for

processing EEO complaints of employment discrimination.

(Please note that responses in this section will be verified by the

information in iComplaints)

Measure has

been met





Measures Yes No

62. Does the command/activity provide an aggrieved person with written notification of his/her rights and

responsibilities in the EEO process in a timely fashion?

X

63. Does the command/activity ensure that investigations are completed within the applicable prescribed time

frame?

X

64. When a complainant requests a hearing, does the command/activity immediately upon receipt of the

request from the EEOC AJ forward the investigative file to the EEOC Hearing Office?

X

65. When a settlement agreement is entered into, does the command/activity timely complete any obligations

provided for in such agreements?

X

66. Does the command/activity ensure timely compliance with EEOC AJ decisions that are fully implemented

by DON and are not the subject of an appeal?

X


Compliance

Indicator There is an efficient and fair dispute resolution process and effective systems for

evaluating the impact and effectiveness of the command/activity EEO complaint

processing program.

Measure has

been met





Measures Yes No

67. Does the command/activity require all managers and supervisors to receive ADR training in accordance

with EEOC (29 C.F.R. Part 1614) regulations, with emphasis on the DON’s policy in encouraging mutual

resolution of disputes at the lowest possible level and the benefits associated with utilizing ADR?

X

68. Does the responsible management official directly involved in the dispute have settlement authority? X

Compliance

Indicator The command/activity has effective systems in place for maintaining and evaluating

the impact and effectiveness of its EEO programs.

Measure has

been met





Measures Yes No

69. Does the command/activity provide reasonable resources for the discrimination complaint process to

ensure efficient and successful operation in accordance with 29 C.F.R. § 1614.102(a)(1)?

X

70. Does the command/activity EEO office have management controls in place to monitor and ensure that the

data received from Human Resources is accurate, timely received, and contains all the required data elements

for submitting annual reports to the DON?

X The region hired a contractor to

develop and monitor data.

71. Does the command’s/activity’s EEO programs address all of the laws enforced by the EEOC? X

72. Does the command/activity identify and monitor significant trends in discrimination complaint processing

to determine whether the command/activity is meeting its obligations under Title VII and the Rehabilitation

Act?

X

73. Does the command/activity track recruitment efforts and analyze efforts to identify potential barriers in

accordance with MD-715 and DON standards?

X

Compliance

Indicator The command/activity ensures that the investigation and adjudication function of its

complaint resolution process are separate from its legal defense arm or other offices

with conflicting or competing interests.

Measure has

been met





Measures Yes No

74. Are legal sufficiency reviews of EEO matters handled by a functional unit that is separate and apart from

the unit which handles agency representation in discrimination complaints?

X Both functions are performed by

the Legal Office

75. Does the command/activity discrimination complaint process ensure a neutral adjudication function? X

76. If applicable, are processing time frames incorporated for the legal counsel’s sufficiency review for timely

processing of discrimination complaints?

X


Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCE

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

Compliance Indicator Command/Activity personnel are accountable for timely compliance with

orders issued by EEOC Administrative Judges.

Measure has

been met





77. Does the command/activity have a system of management control to ensure that management officials

timely comply with any orders or directives issued by EEOC Administrative Judges?

X

Compliance Indicator The command’s/activity’s system of management controls ensures that the

command/activity timely completes all ordered corrective action and submits

its compliance report to EEOC OFO within 30 days of such completion.

Measure has

been met





to the agency's status report

Measures Yes No

78. Does the command/activity timely process (within 150 days) all ordered relief by EEOC or DON? X

79. Does the command/activity timely submit compliance reports to EEOC OFO within 30 days of

completion? If not able to immediately complete all ordered corrective action, does the command/activity

submit interim status reports every 30 days until all corrective action are fully implemented?

X

Compliance Indicator Command/Activity personnel are accountable for the timely completion of

actions required to comply with orders of EEOC.

Measure has

been met





80. Is compliance with EEOC orders encompassed in the performance standards of any command/activity

employees?

X

81. Does the command/activity promptly provide to the NAVOECMA and EEOC the following

documentation for completing compliance, as it applies, such as:

X

Attorney Fees: Copy of check issued for attorney fees and /or a narrative statement by an appropriate

official, or payment order dating the dollar amount of attorney fees paid?

Awards: A narrative statement by an appropriate official stating the dollar amount and the criteria used to

calculate the award?

Back Pay and Interest: Computer print-outs or payroll documents outlining gross back pay and interest,

copy of any checks issued, narrative statement by an appropriate official of total monies paid?

Compensatory Damages: The final agency decision and evidence of payment, if made?

Training: Attendance roster at training session(s) or a narrative statement by an appropriate official

confirming that specific persons or groups of persons attended training on a date certain?

Personnel Actions (e.g., Reinstatement, Promotion, Hiring, Reassignment): Copies of SF-50s

Posting of Notice of Violation: Original signed and dated notice reflecting the dates that the notice was


posted. A copy of the notice will suffice if the original is not available.

Supplemental Investigation: 1. Copy of letter to complainant acknowledging receipt from EEOC of

remanded case. 2. Copy of letter to complainant transmitting the Report of Investigation (not the ROI

itself unless specified). 3. Copy of request for a hearing (complainant's request or command’s/activity’s

transmittal letter).

Final Agency Decision (FAD): FAD or copy of the complainant's request for a hearing.

Restoration of Leave: Print-out or statement identifying the amount of leave restored, if applicable. If not,

an explanation or statement.

Civil Actions: A complete copy of the civil action complaint demonstrating same issues raised as in

compliance matter.

Settlement Agreements: Signed and dated agreement with specific dollar amounts, if applicable. Also,

appropriate documentation of relief is provided.

1

EEOC FORM

715-01 PART H – QUESTION # 4, Part G – Self Assessment



EEO Plan to Attain the Essential Elements of a Model EEO Program

FY 10

STATEMENT of MODEL

PROGRAM ESSENTIAL

ELEMENT DEFICIENCY:

Essential Element A: Demonstrated Commitment from DON

Leadership Requires the EEOO to issue written policy statements

ensuring a workplace free of discriminatory harassment and a

commitment to equal employment.

OBJECTIVE: Provide supervisors’ a copy of the EEO policy statement when they are

promoted into the supervisory ranks.

RESPONSIBLE OFFICIAL: Deputy EEO Officer, Department Heads, Head of Command University and

HRO Site Director

DATE OBJECTIVE

INITIATED:

20 August 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

8 October 2010

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific)

The Deputy EEO Officer provided the Instructor who conducts First Level

Supervisory Training a copy of the Shipyard Commander’s EEO Policy

Statement to provide to each supervisor at the First Level Supervisory

Training class. The EEO Policy Statement is also posted on all official

“Bulletin Boards” and is available on our intranet website.

2 August 2010

The HRO Instructor added the EEO policy to the 1LS Course Handouts. 20 August 2010

The Instructor started providing a copy of the EEO policy statement to

supervisors attending the First Level Supervisory Training on 8 October

2010. The policy is provided annually to all supervisors and employees at

Mandatory Training.

8 October 2010

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

This objective was completed 8 October 2010.

2




EEO Plan To Attain the Essential Elements of a Model EEO Program

FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element A: Demonstrated Commitment from DON Leadership

Requires the EEOO to issue written policy statements ensuring a workplace

free of discriminatory harassment and a commitment to equal employment.

OBJECTIVE : Make the procedures for reasonable accommodation for individuals with

disabilities readily available to all employees/supervisors by disseminating

such procedures during orientation of new employees/supervisors and make

procedures available electronically

RESPONSIBLE OFFICIAL: Disability & Reasonable Accommodation Program Manager

DATE OBJECTIVE 29 October 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

14 January 2011

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE

(Must be specific)

Reasonable Accommodation Program Manager will prepare information on

reasonable accommodation procedures for employees. Currently the

Program Manager discusses the procedures for reasonable accommodation at

each First Level Supervisor Training.

13 October 2010

The procedures will be provided in the FY 11 Annual Mandatory Training

for supervisors and employees starting on 20 October 2010 and is available

electronically.

20 October 2010

Dissemination and communication methods to employees will be

implemented through FY11. HRO will disseminate reasonable

accommodations procedures during orientation of new employees.

25 October 2010

This action item is complete. 25 October 2010

3

EEOC FORM

715-01 PART H – QUESTION # 27 & 28, Part G – Self Assessment




FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element B: Integration into the Agency’s Strategic Mission

Requires that the agency's EEO programs be organized and structured to

maintain a workplace that is free from discrimination in any of the agency's

policies, procedures or practices and supports the agency's strategic mission

OBJECTIVE: Are statutory/regulatory EEO related Special Emphasis Programs

sufficiently staffed, or monitored such as the Federal Women’s Program,

Hispanic Employment Program, Veterans Employment Program, etc.

RESPONSIBLE OFFICIAL: Activity & Commander, Navy Installation Command

DATE OBJECTIVE

INITIATED:

25 January 2008

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2011


(Must be specific)

Deputy EEO Officer discussed the deficiency with NAVSEA’s Deputy EEO

Officer who indicated VADM Sullivan would address the level of EEO

service with the Regions.

Deputy EEO Officer will track communication on service levels between

NAVSEA and CNIC.

25 January 2008

1 May 2008

The Professional Women’s Networking Group was chartered and established. 19 March 2008

The Deputy EEO Officer will report on the prior status and request higher

level of review between NAVSEA & CNIC for EEO program resources to

support Special Emphasis Programs.

15 August 2009

The Veteran’s Networking Group was established. 1 October 2009

4

Production Recruiting Advertising Campaign to reach African

American/Black and Hispanic/Latino candidates

1 June 2010

The Black/African American Employee Resource Group was chartered and

established

30 August 2010

The Deputy EEO Officer requested 3 billets from the Region to support

Special Emphasis Programs.

18 October 2010

The Diversity Program Manager and Deputy EEO Officer will review

Special Emphasis Programs requirements for integration with Employee

Resource Groups.

28 February 2011

Develop policy and guidance for additional Employee Resource Groups 1 July 2011

Increase the number of Employee Resource Groups under the Diversity

Leadership Council. The goal is to increase from 2 ERGs to between 3 and

5 ERGs.

30 September 2013


The Deputy EEO Officer contacted NAVSEA’s Deputy EEO Officer on 1 April 2008 to obtain the status

regarding VADM Sullivan contacting Commander Navy Installation Command (CNIC) regarding the EEO

Service levels provided by the Region. The NAVSEA Deputy indicated the action had been turned over to the

Department of the Navy Director of EEO & Diversity who would be sending a letter to CNIC. The Deputy EEO

Officer contacted the DON Director of EEO & Diversity on 2 April 2008 who indicated she had sent a letter to

CNIC.

The Deputy EEO Officer contacted the CNIC Deputy EEO Officer on 6 April 2008 to obtain the status

regarding the DON Director of EEO & Diversity’s letter to CNIC. The CNIC Deputy EEO Officer indicated

there had been no contact or letter from the DON Director of EEO & Diversity. The Deputy EEO Officer met

with NAVSEA’s Deputy EEO Officer 25 September 2008 to discuss status. This action item was at the

NAVSEA Executive Director’s office for review. The Deputy EEO Officer conducted a follow up with

NAVSEA’s Deputy EEO Officer 7 December 2008 and the status was the same as previously reported. The

Deputy EEO Officer conducted a follow up with the Acting NAVSEA Deputy EEO Officer on 4 June 2009 and

asked if the item had been discussed with VADM McCoy and if there was a resolution date. The Acting

NAVSEA Deputy EEO Officer did not know the status and had the NAVSEA Affirmative Employment

Program Manager follow up with the Deputy EEO Officer. The Affirmative Employment Program Manager

did not have information on the status or a resolution date until she could clarify the item. The Affirmative

Employment Program Manager recommended the Shipyard use a target date of 30 September 2010 for a

resolution date until NAVSEA can clarify this item. The Affirmative Employment Program Manager also

recommended the Deputy EEO Officer establish a charter for Special Emphasis Programs and advertise Special

Emphasis Program Managers within the activity. She recommended employees selected use 20% of their time

as Special Emphasis Program Managers.

5

The Deputy EEO Officer and Diversity Program Manager reviewed NAVSEA’s description for Special

Emphasis Program Managers and are evaluating possible integration of Special Emphasis Programs with

Employee Networking Groups.

The Deputy EEO Officer met with the Region’s Head of Workforce Development on 15 August 2009 who

indicated the region does not have funding/servicing levels to establish Special Emphasis Programs or

Managers. On 30 September the Region’s Head of Workforce Development indicated that CNIC has reduced

the servicing level for EEO to COL 4 which is crisis management EEO service.

The Deputy EEO Officer sent correspondence on 16 October 2009 to NAVSEA’s Deputy EEO Officer

requesting status of the NAVSEA AND CNIC review of EEO service levels provided to Naval Shipyards.

At the NAVSEA EEO & Diversity Meeting 28 and 29 September 2010 the Deputy EEO Officer discussed with

the NAVSEA Deputy EEO Officer the need for Special Emphasis Program Managers. The response regarding

resources needed for establishing Special Emphasis Programs is that the activity could establish positions within

the organization.

6

EEOC FORM

715-01 PART H – QUESTION #29, Part G – Self Assessment




FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element B: Integration into the Agency’s Strategic Mission.

Requires that the agency's EEO programs be organized and structured to

maintain a workplace that is free from discrimination in any of the agency's

policies, procedures or practices and supports the agency's strategic mission.

OBJECTIVE : Has the activity committed sufficient resources to conduct a thorough

barrier analysis of its workforce and its employment practices, policies, and

procedures?

RESPONSIBLE OFFICIAL: EEO Officer, Activity Department Heads and HRO Director

DATE OBJECTIVE

INITIATED:

15 September 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2011


(Must be specific)

The Region hired a contractor in September 2010 to support analysis of

workforce data in the MD-715 Report.

15 September 2010

The Head of Command University will review the Employee

Development/Training Program. This will be the first policy and procedure

reviewed.

1 July 2011

PSNS & IMF will develop a plan of action to determine review cycle and

methodology.

30 September 2011

7

EEOC FORM





FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element C: Management and Program Accountability.

This element requires the EEOO to hold all managers, supervisors, and EEO

Officials responsible for the effective implementation of the DON’s EEO

Program and Plan.

OBJECTIVE : Have time-tables or schedules been established and executed for the activity

to review its Merit Promotion Program Policy and Procedures for systemic

barriers that may be impeding full participation in promotion opportunities by

all groups?

RESPONSIBLE OFFICIAL: EEOO, Department Heads and HRO Director

DATE OBJECTIVE

INITIATED:

1 November 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2012


(Must be specific)

PSNS & IMF schedules review of all policies and instructions. However, we

have not reviewed all of our policies and instructions for systemic barriers.

PSNS & IMF will evaluate a method for addressing this requirement.

30 September 2011

8

EEOC FORM





FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element C. Management and Program Accountability.

This element requires the EEOO to hold all managers, supervisors, and EEO

Officials responsible for the effective implementation of the DON’s EEO

Program and Plan.

OBJECTIVE : Have time-tables or schedules been established and executed for the activity

to review its Employee Development/Training Programs for systemic barriers

that may be impeding full participation in training opportunities by all

groups?

RESPONSIBLE OFFICIAL: Executive Assistant

DATE OBJECTIVE

INITIATED:

15 December 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

31 August 2011


(Must be specific)

The Head of Command University will develop a plan of action to review the

Employee Development/Training Program.

15 February 2011

Employee Development/Training program will be reviewed with support

from EEO Office and Diversity Program Office.

1 July 2011

The EEOO will be briefed on results with recommendations to correct any

deficiencies identified.

31 August 2011

9

EEOC FORM

715-01 PART H – QUESTION # 46, 47 & 48 Part G – Self Assessment




FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element D: Proactive Prevention.

Requires that the activity make early efforts to prevent discriminatory actions

and eliminate barriers to equal employment opportunity in the workplace.

OBJECTIVE # 46: Are trend analysis of the workforce’s major occupations conducted by race,

national origin, sex, and disability?

OBJECTIVE # 47: Are trend analysis of the workforce’s grade level distribution conducted by

race, national origin, sex, and disability?

OBJECTIVE # 48: Are trend analysis of the workforce’s compensation and reward system

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

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

1 August 2011


(Must be specific)

The Region hired a contractor in September 2010 to develop and analyze the

data.

1 August 2011

10

EEOC FORM





FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element F: Efficiency

Requires that the activity ensure that there are effective systems in place for

evaluating the impact and effectiveness of the command’s activity’s EEO

Programs as well as an efficient and fair dispute resolution process.

OBJECTIVE : Does the activity EEO Office have management controls in place to monitor

and ensure that the data received from the Human Resources is accurate,

timely received, and contains all the required data elements for submitting

annual reports to the DON?

RESPONSIBLE OFFICIAL: OCHR – EEO & Diversity Office

DATE OBJECTIVE

INITIATED:

4 October 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

31 September 2011


(Must be specific)

The EEO Director will notify the OCHR, EEO & Diversity Director and the

NAVSEA Deputy EEO Officer of the inaccuracies in the data from the

Department of the Navy Affirmative Action Data Tool (DART) system.

15 November 2011

The region hired a contractor 31 September 2010 to review and develop

appropriate data required for MD-715 Reports in FY11.

30 September 2011

11

EEOC FORM





FY 10

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element Essential Element F: Efficiency

Requires that the activity ensure that there are effective systems in place for

evaluating the impact and effectiveness of the command’s activity’s EEO

Programs as well as an efficient and fair dispute resolution process.

OBJECTIVE : Are legal sufficiency reviews of EEO matters handled by a functional unit

that is separate and apart from the unit which handles agency representation

in discrimination complaints?

RESPONSIBLE OFFICIAL: EEO Officer & Legal Officer

DATE OBJECTIVE

INITIATED:

1 April 2011

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2012


(Must be specific)

The review of this objective will be completed in FY 12 30 September 2012

EEOC FORM 715-01 PART I



EEO Plan To Eliminate Identified Barrier

FY 10

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?

African Americans have a low representation in the workforce compared to the Civilian Labor

Force (CLF) of Kitsap County.

BARRIER ANALYSIS:

Provide a description of

the steps taken and data

analyzed to determine

cause of the condition.

The workforce profile generated from DCPDS from the HRSC for FY10 ending 30

September 2010 was reviewed which showed that African Americans are 1.78% of the

workforce and consist of 2.1% of the CLF. Accessions were reviewed for the same period

of time and showed that African Americans are hired at a lower rate than they are

represented in the workforce. They were also 1.45% of the new hires and received 1.45%

of promotions in FY10.

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.

This situation needs further review. The African American Employee Resource group will

assist in reviewing the situations and numbers in FY11. Applicant flow data from OCHR is also

needed. Currently the Department of Navy Office of Civilian Human Resources (OCHR) does

not maintain applicant flow data to determine if sufficient numbers of African Americans are

applying and qualifying for vacancies and jobs at PSNS & IMF.

OBJECTIVE:

State the alternative or

revised agency policy,

procedure or practice to

be implemented to

correct the undesired

condition.

An in depth analysis will be conducted in FY 11.

Charter an African American Employee Resource Group to assist the Command with outreach,

recruiting, retention and professional development of African Americans.

Increase outreach to African American candidates. Actions include: Attending Job Fairs in

FY 11 to market jobs and increase applicant pools such as the Annual Job Fair at the Kitsap

Pavilion, University of Washington Diversity Career Fair, Veterans Career Fairs, and colleges

and high schools with high enrollment of African Americans. Develop and foster relationships

with the University of Washington Chapter of the National Society of Black Engineers.

RESPONSIBLE

OFFICIAL:

EEO Officer, Diversity Leadership Council Chair and Co-Deputies, Recruiters, HRO, and the

HRSC-NW.

DATE OBJECTIVE

INITIATED:

28 January 2011

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2011

DEPARTMENT OF THE NAVY

REPORT OF ACCOMPLISHMENTS ON SPECIAL PROGRAM PLAN FOR THE

RECRUITMENT, PLACEMENT AND ADVANCEMENT OF INDIVIDUALS WITH

TARGETED DISABILITIES

PART J

COMMAND/ACTIVITY: Puget Sound Naval Shipyard & Intermediate

Maintenance Facility FY-10

EXECUTIVE SUMMARY

PSNS & IMF Disabilities Program supports all individuals with disabilities including Individuals

with Targeted Disabilities (IWTD). Our strategy focuses on 1) outreach to candidates, 2)

relationships with agencies and support personnel who serve individuals with disabilities, and 3)

internal support. PSNS & IMF Wounded Warrior and Disabled Veteran Program and Injured

Workers Program continue to be model programs that focus on recruitment and placement of

individuals with disabilities. In FY10, PSNS & IMF hired 29 individuals with a disability, of

those 3 were recognized as having a targeted disability. We retained 98.4% of our IWTD

population and promoted 12.8% of the IWTD population. Additionally, PSNS & IMF hired 56

Disabled Veterans; of those 10 are Wounded Warriors.

The activity continues to utilize guidance provided by NAVSEA, the Veterans Administration

and other agencies on hiring persons with disabilities. The DOD CAP Program provides a

variety of equipment to employees who need accommodation at no charge to the activity or

employee. The Disabilities Program Manager attended the Annual Individuals with Disabilities

Conference in December 2009, DOD CAP training in April 2010 and the National ADA

Symposium in June 2010.

The PSNS & IMF Injured Workers Program provides job placement for permanently or

temporarily disabled individuals who would otherwise be sent home to recover from the

condition or be removed from employment. Job skills are matched to job vacancies within the

infrastructure. This result is a win-win situation for PSNS & IMF in that it provides

Departments with readily available skilled employees. This program prevents many employees

from being removed due to inability to perform the duties of their position.

In FY 10 there were 175 persons who were returned to their jobs after being injured. We placed

an additional 18 persons in permanent jobs. We re-employed 93.2% of our injured workers. We

made an effort and successfully placed new hires who were unable to meet the medical or pass

physical exams for the positions that they were originally hired in other positions that did not

conflict with their medical or physical status.

A noteworthy accommodation was made in that an applicant (Wounded Warrior) could not

perform the standard Physical Capacity Evaluation (PCE). He was given a worksite PCE where

he demonstrated tasks such as accessing overhead and floor level lifts of heavy items and was

able to negotiate stairs while carrying heavy items up and down stairs. The applicant ultimately

demonstrated he could perform the essential functions of the position and was hired.

2

An accessible restroom is in the process of being added to the 2nd floor of Building 457 in FY

2010.

The command updated their sign language interpreter contract for hearing impaired employees to

improve access to interpreter services. The interpreters are used to aid employees’

communication in various training and developmental programs, group meetings and personnel

meetings.

PSNS & IMF visited the “Lighthouse for the Blind” to determine what services were offered and

how they could best be utilized at this command. The “Lighthouse for the Blind” also

participated in a familiarization site visit of PSNS & IMF to assess what opportunities were

available at PSNS & IMF and how the “Lighthouse” could best serve its clients.

The activity attended an event sponsored by the SAY HEY Kitsap which was also attended by

the WA Division of Vocational Rehabilitation and other agencies that provide services to people

with disabilities. The purpose of the event was to share employment information. This “meet

and greet” event fosters good, interactive business relationships.

PSNS & IMF sponsored a familiarization site visits for WA Division of Vocational

Rehabilitation from Washington State and Kitsap County. The activity also brought in the VA

Vocational Rehabilitation counselors, Wounded Warrior Education Service Specialists, and

WorkSource representatives from Kitsap, Jefferson, and Clallam counties to bring awareness and

information to their clients.

The activity continues to participate in the NAVSEA Wounded Warrior and Disabled Veteran

Program. This includes working with the Warrior Transition Battalion at Joint Base

Lewis/McChord, Army Wounded Warrior (AW2) program, the VA Vocational Rehabilitation

Offices, and the Navy Safe Harbor Program PSNS & IMF recruiters, CNRNW HRO, and the

HRSC-NW partner together to participate in the Hiring Heroes Career Fair at Ft. Lewis,

Washington on 06 August 2010, two Operation Warfighter Career Fairs, and several Disabled

Veteran and Veteran Career Fairs. PSNS & IMF recruiters and the HRO Office provided

information on available jobs at PSNS & IMF and other locations within NAVSEA.

Overall, PSNS & IMF attended the Wounded Warrior Conference, two Operation Warfighter

and educational career events; one Hiring Heroes career fair, two career fairs for disabled

veterans, and several veterans career fairs in FY 10. In addition to the 56 Wounded Warrior and

Disabled Veteran hires, PSNS & IMF placed two interns, one from the Navy Safe Harbor

Program and one from the Warrior Transition Battalion.

Other outreach and recruiting efforts have included:

Workforce Recruitment Program (WRP), one selection was made in the summer of FY

10 and converted from a summer job to an excepted appointment in September 2010.

Established partnership with the Navy Safe Harbor Program to establish internship

opportunities for seriously wounded, ill, and injured service members.

The activity plans to work with the Wounded Warrior and Disabled Veterans Vital/CLEC

Program in FY 11.

---------------------------~- ---~~-~-~

DEP ARTMENT OF THE NAVY

SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, PLACEMENT AND ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIES

CERTIFICATION of ESTABLISHMENT and MAINTENANCE of a CONTINUING SPECIAL PROGRAM and PLAN FOR THE RECRUITMENT, PLACEMENT AND

ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIES

I, Carolyn Jenkins, am the Deputy EEO Officer for Puget Sound aval Shipyard and Intermediate Maintenance Facil" W .

The EEO Officer will establish a Special Program and Plan for the Recruitment, Placement and Advancement of Individuals with Targeted Disabilities, to include identified strategies and activities in

The Deputy EEO Officer, Disability Program Manager and Diversity Program have conducted an annual self-assessment of its Section 501 programs against the essential elements of a model Special Program as outlined in DO PART J-l and EEO Management Directive (MD) 715. If our program and/or plan was not fully compliant with an essential element(s), a DO PART J-2 EEO Planes) for Attaining the Essential Elements of a model Special program, is included in the command's/activ · s Annual EEO Pro Status ort.

The Deputy EEO Officer and the Diversity Program Manager have analyzed the workforce profiles for individuals with targeted disabilities, DO PART J-3 , and barrier analyses efforts aimed at detecting whether any management or personnel policy, practice or procedure is operating to deter individuals with targeted disabilities are on-going. DO PART J-5 EEO Planls to Eliminate Identified Barriers, if needed, is/are included with the command's/activity's Annual EEO Pro Status

I certify that proper documentation of this assessment is in place and is being maintained for DO and/or EEOC review est.

Signature of Deputy EEO Officer~~~J£::"A++--A-'::"""':""~~~ ___ DATE J -JJ/-I / Certifies that this Annual EEO Program Sta s ort is in compliance with DON guidance/EEO MD-715 .

Signature of Activity EEO Officer ?;t1. Q -z.v~ DATE 3-z~-1I

3

4


ANNUAL ASSESSMENT OF THE COMMAND'S/ACTIVITY'S INDIVIDUALS WITH

TARGETED DISABILITIES PROGRAM (IWTD)

PART J-1

COMMAND/ACTIVITY: Puget Sound Naval Shipyard & Intermediate

Maintenance Facility FY- 10

1. Demonstrated Commitment from Command/Activity Leadership

Measurement

Met

Yes No

Each question marked with a no response requires completion of a Form PART J-2.

a.

Have you communicated your commitment to create/further

employment opportunities for IWTD within your command and

subordinate activities? X

b.

Are new supervisors briefed on your command/activity IWTD

Program and Plan upon promotion into the supervisory ranks? X

c.

Is information on the command/activity IWTD Program and Plan

communicated and made available to all employees? X

d.

Are managers and supervisors evaluated on their commitment to

your command's/activity's IWTD policies, program and plan to

include: X

The recruitment, placement and advancement of

individuals with targeted disabilities? X

Ensuring that the Reasonable Accommodation POC is

involved in all requests for disability accommodation? X

Reasonable accommodation requests are processed in

accordance with applicable law, rule and DON

instructions. X

2. Integration of EEO into the Command's/Activity's Strategic Mission

a.

Are the duties and responsibilities of your IWTD Program

Manager (at the command and activity levels) clearly defined? X

b.

Does the IWTD Program Manager have the knowledge, skills, and

abilities to carry out the duties and responsibilities of your

program? X

c.

Are you and other senior management officials regularly briefed on

the status of your organization's IWTD Program and Plan? X

d.

Do you and/or senior management officials consider the possible

impact on your IWTD workforce prior to the implementation of a

newly established employment process, procedure or policy? X

5

e.

Are management/personnel policies, procedures and practices, e.g.,

recruitment, hiring, promotion, training, discipline, retention,

examined on a regular schedule to assess if there are any barriers to

equality of opportunity for IWTD? X

f.

Are sufficient personnel resources allocated to the IWTD program

to ensure that your command and subordinate activities annually

conduct the self-assessments and self-analyses required by EEO

MD-715 and the DON? X

g.

Are accessibility studies of your command/activity facilities

conducted on a regular cycle? X

Are identified accessibility issues brought to the attention

of the facility's point of contact to ensure the timely

implementation of corrective action? X

Are major building accessibility issues brought to the

attention of the appropriate point of contact to ensure the

timely implementation of corrective action? X

h.

Does your command/activity have a sufficient budget to ensure that

approved reasonable accommodation requests are fully

implemented? X

3. Management and Program Accountability

a.

Are you and your subordinate management/supervisory officials

provided regular (monthly/quarterly/semi-annually) EEO updates

by EEO program officials to include the status of your

command's/activity's IWTD program, plan, issues and initiatives? X

b.

Are appropriate managers at your command/subordinate activities

included as collaborative partners in the on-going development and

implementation of PARTs J-2 and J-5 EEO Plans? X

c.

Are the reviews of your command/activity recruitment, hiring and

placement, promotion, award, training, discipline programs

performed at regular intervals to determine if there are any

systemic barriers that may impede the full participation of IWTD? X

d.

Have all your employees, supervisors and managers been informed

of the penalties for findings of discrimination resulting from

discriminatory behavior or personnel actions (to include decisions

regarding reasonable accommodation requests) based upon an

individual's disability status? X

e.

Has your command/activity, when appropriate, disciplined

managers/supervisors or employees found to have discriminated on

the basis of disability over the past two years?

X

If yes, cite the number of discriminatory findings and

describe the corrective/disciplinary action for each

violation. NA

f.

Does your command/activity promptly (within the established time

frame) comply with third party decision/orders on disability based

claims? X

6

g.

After a review of your command's/activity's disability

accommodation decisions/actions to ensure compliance with

written procedures and an analysis of information tracked for

trends, problems, etc., is corrective action, if appropriate, promptly

initiated and implemented? X

4. Proactive Prevention

a.

Do senior managers meet with and assist the EEO Officer and/or

other EEO Program officials in the identification of barriers that

may be impeding the realization of equality of opportunity for

IWTD? X

b.

When barriers are identified for IWTD, do senior managers

develop and implement, with the assistance of the servicing EEO

office, PART J-5 EEO Plans to eliminate identified barriers? X

c.

Do senior managers successful implement PARTs J-2 and J-5 EEO

Plans and incorporate Plan Objectives into command/activity

strategic plans? X

d.

Are the results of trend analysis of workforce profiles, by

disability, tracked, monitored and a more in-depth analysis

accomplished when triggers for potential barriers are identified? X

e.

Are the results of trend analyses of the workforce's major

occupations, by disability, tracked, monitored and a more in depth

analysis accomplished when triggers for potential barriers are

identified?

X

f.

Are the results of trend analyses of the workforce's grade level

distribution, by disability, tracked, monitored and a more in depth

analysis accomplished when triggers for potential barriers are

identified? X

g.

Are the results of trend analyses of the workforce's compensation

and award distribution, by disability, tracked, monitored and a

more in depth analysis accomplished when triggers for potential

barriers are identified? X

h.

Are all employees encouraged to use ADR during the reasonable

accommodation process, as needed? X

5. Efficiency

a.

Does your servicing EEO Office employ personnel with adequate

training and experience to conduct the disability analyses required

by MD-715 and DON instructions? X

b.

Has your command/activity implemented an adequate data

collection and analysis systems that permit tracking of the

disability information required by MD-715 and DON instructions? X

c.

Has the designated Reasonable Accommodation point of contact

been provided adequate training and has the experience to assist in

processing reasonable accommodation requests in accordance with

DON instructions? X

7

d.

Does your command/activity have an adequate process/system for

tracking/monitoring the timely processing of reasonable

accommodation requests?

X

e.

Does your command/activity conduct an appropriate analysis of

disability complaints and implement recommendations for

corrective action, if needed? X

f.

Are complaints of discrimination raising the basis of disability

processed within the guidelines and timeframes identified in the

DON Discrimination Complaints Manual? X

6. Responsiveness and Legal Compliance

a.

Does your command/activity submit timely and complete

responses to the DON with respect to reporting requirements, data

calls, request for information, etc., regarding the IWTD Program

and Plan? X

b.

Is your command's/activity's IWTD Program and Plan established

and maintained in accordance with law, EEOC and DON

guidance/instructions? X

8


EEO PLAN TO ATTAIN THE ESSENTIAL ELEMENTS OF AN INDIVIDUALS WITH

TARGETED DISABILITIES PROGRAM

PART J-2

Question 1.b. and 1.c from PART J-1

COMMAND/ACTIVITY: PSNS & IMF FY – 10

STATEMENT OF

IWTD PROGRAM

DEFICIENCY:

ELEMENT 1. Demonstrated Commitment from

Command/Activity Leadership

1.b. Are new supervisors briefed on your command/activity IWTD

Program and Plan upon promotion into the supervisory ranks?

1.c. Is information on the command/activity IWTD Program and Plan

communicated and made available to all employees?

OBJECTIVE: Make the procedures for the PSNS & IMF IWTD Program readily

available to all employees/supervisors by disseminating such

procedures during orientation of new employees/supervisors and make

procedures available electronically

RESPONSIBLE

OFFICIAL(S):

EEO Officer, Disability Program Manager and Diversity Program

Manager

DATE OBJECTIVE

INITIATED:

15 March 2011

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 March 2012

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

TARGET

DATE

(MUST BE

SPECIFIC)

Include training on IWTD Program to existing First and Second Level

Supervisor Training classes

30 July 2011

Information regarding the IWTD Program will be provided in the FY 11

Annual Mandatory Training for supervisors and employees will be available

electronically and hard copy.

30 July 2011

Information regarding the IWTD Program has been added to the new

employee orientation.

30 July 2011

IWTD Program training will be executed in FY12 starting October 2011 and

completing March 2012

30 March 2012

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO

OBJECTIVE:

9




PART J-2

Question 3.a from Part J-1.


STATEMENT OF

IWTD PROGRAM

DEFICIENCY:

Essential Element 3: Management Accountability

3.a. Are you and your subordinate management/supervisory officials

provided regular (monthly/quarterly/semi-annually) EEO updates by

EEO program officials to include the status of your

command’s/activity’s IWTD program, plan, issues and initiatives?

OBJECTIVE: Include information on status of IWTD Program to the existing

quarterly EEO Program update provided to senior management.

RESPONSIBLE

OFFICIAL(S):

Deputy EEO Officer, Disability Program Manager and Diversity

Program Manager

DATE OBJECTIVE

INITIATED:

15 MARCH 2011

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 SEPTEMBER 2011


TARGET

DATE

(MUST BE

SPECIFIC)

The Reasonable Accommodations Program Manager and Diversity Program

Manger will collaborate with the Deputy EEO Officer to establish criteria

and identify the IWTD information to be included in the quarterly EEO

update to Senior Managers.

1 MAY 2011

Conduct meeting to evaluate information gathered and determine if it will

meet requirement.

30 MAY 2011

Compile final data for submission and fine tune requirements.

30 JUNE 2011

Brief IWTD information to at the Quarterly EEO briefings. 30 SEPT 2011

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE:

10




PART J-2 Question 4.e and 5.b from Part J-1.


STATEMENT

OF IWTD

PROGRAM

DEFICIENCY:

Essential Element 4: Proactive Prevention

4.e. Insufficient data available for trend analysis of the workforce’s major

occupations, by disability.

Essential Element 5: EFFICIENCY

5.b. Current data collection and analysis systems that permit tracking of the

disability information required by MD-715 and DON instructions need

improvement to ensure accuracy of data.

OBJECTIVE: Identify better data collection sources and validation procedures to verify

accuracy of data.

RESPONSIBLE

OFFICIAL(S): Deputy EEO Officer

DATE

OBJECTIVE

INITIATED:

15 MARCH 2011

TARGET

DATE FOR

COMPLETION

OF

OBJECTIVE:

30 SEPTEMBER 2011


TARGET

DATE

(MUST BE

SPECIFIC)

Collaborate with HRSC Northwest to clarify availability of data required to

be collected for analysis.

15 APRIL 2011

Evaluate new data collected to identify accuracy and potential corrections to

the data collection procedures.

15 MAY 2011

Utilize new data collection system if determined a more reliable system. 30 SEPT 2011

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO

OBJECTIVE:

11




PART J-2 Question 5.d from Part J-1.


STATEMENT

OF IWTD

PROGRAM

DEFICIENCY:

Essential Element 5: Efficiency

5.d. The command does not have an adequate tracking system for monitoring

the timely processing of reasonable accommodation requests?

OBJECTIVE: Establish tracking system.

RESPONSIBLE

OFFICIAL(S): Disability Program Manager & Reasonable Accommodation Coordinator

DATE

OBJECTIVE

INITIATED:

29 October 2010

TARGET

DATE FOR

COMPLETION

OF

OBJECTIVE:

30 September 2011

*DON designed a tracking system to be used for Reasonable

Accommodations (RA). It is pending NMCI approval


TARGET

DATE

(MUST BE

SPECIFIC)

Establish and implement temporary tracking system until approval of DON’s

tracking system

1 MAY 2011

Implement DON’s RA Tracking system When available


12


WORKFORCE ANALYSIS OF INDIVIDUALS WITH TARGETED DISABILITIES

PART J-3

COMMAND/ACTIVITY: FY-10

Section 1: Provide a brief narrative summary of the analysis of the command’s/activity’s

Individuals With Targeted Disabilities (IWTD) overall workforce as compared to the

previous year, e.g., did the IWTD overall workforce numbers increase or decrease from the

previous year.

The analysis revealed an increase of IWTD’s in the workforce for FY10. There are 63

IWTD compared to 61 IWTD in the workforce for FY09. PSNS & IMF had 3 new hires

and 1 separation.

Section 2: Provide a brief narrative summary of the analysis of the command’s/activity’s

IWTD workforce by occupational groups, e.g., what is the participation rate of IWTD in the

different occupational groups in comparison to their representation in the overall workforce.

Analysis was not conducted because the DART data for IWTD workforce by occupation is

inaccurate.

The Pacific Fleet EEO Office will be recommending a different data source be utilized in

FY11.

13

Section 3: Provide a brief narrative summary of the analysis of the command/activity's

IWTD workforce by grade levels, i.e., NSPS, GS, WG, Demo, e.g., what is the participation

rate of IWTD in the different grade groups in comparison to their representation in the

overall workforce.

There are .58% GS-12’s who are IWTD’s which is equivalent to IWTD’s representation

in the workforce. There are .17% GS-13 IWTD’s which is a low representation when

compared to the overall IWTD representation within the activity’s workforce. There is no

representation of IWTD’s at the high grade levels of GS-14 and 15.

There are .69% WG-10 IWTDs which exceeds the overall IWTD representation within

the activity’s workforce. There are .61% WS-10 IWTDs and .55% WS-14 IWTD’s which

is comparable to their representation within the workforce.

Section 4: Provide a brief narrative summary of the analysis of the command's/activity's

IWTD workforce by major occupations, e.g., what is the participation rate of IWTD in the

major occupations.

Analysis was not conducted because the DART data for IWTD workforce by occupation is

inaccurate. The Pacific Fleet EEO Office will be recommending a different data source be

utilized in FY11.


applicant flow data for major occupations specific to IWTD, e.g., is the applicant pool

sufficiently diverse to include IWTD.

The OCHR (Office of Civilian Human Resources) does not maintain this data. A request

has been made to the HRSC-NW and the OCHR to provide the data.

Section 6: Provide a brief narrative summary of the analysis of the command/activity's

IWTD accessions, e.g., number of accessions, number of accessions by series/occupational

groups, compare accession rate to separation rate, use of Schedule A appointments.

14

There were three (3) IWTD’s hired. PSNS & IMF had a 3:1 accessions to separations rate in

FY10.

The series and occupations of the IWTD accessions are WG – 2601 Electronics Industrial

Control Mechanic, WG-2805 Electrician, and GS-0080 Security Specialist.


IWTD selection rate for merit promotions for major occupations e.g., number of IWTD

selections, is there a sufficient number of IWTD applying for these positions.

There were a total of 8 permanent and temporary promotions of IWTD’s in FY10, this is

12.8% of the IWTD population. Applicant flow data is not available for Merit Promotions.

The occupations of the 8 IWTD’s promoted are as follows:

GS-1101 Availability Specialist, GS-830 Mechanical Engineers, GS-802 Mechanical

Engineering Technician, WG-3711 Electroplater, WG-2801 Electrician, WG-3701 Welder,

GS-1311 Physical Science Technicians, and GS-2151 Public Safety Dispatcher.

Applicant flow data is not maintained by OCHR or the HRSC in order to provide applicant

flow data for major occupations.

A request has been made to OCHR to provide applicant flow data.

Section 8: Provide a brief narrative summary of the analysis of the participation rate of

IWTD for the command's/activity's career development/training programs, e.g., identify

different career development programs, IWTD application/participation rates.

Career development /training programs will be evaluated in FY11 by the command.

15

Section 9: Provide a brief narrative summary of the analysis of the participation rate of

IWTD with respect to employee recognition and awards, e.g., how do IWTD fare in the

receipt of awards when compared to their representation in the workforce.

Our IWTD employees received 99 awards. This is .56% of all awards which is

representative of our IWTD population.

Section 10: Provide a brief narrative summary of the analysis of the separation rate of

IWTD, e.g., is the separation rate for IWTD higher than the ratio for employees with no

disabilities, is the IWTD separation rate higher than their accessions.

While our separations data looks to be unreliable our other report data shows 63 IWTD

employees in FY10 and 61 in FY09, and we have 3 accessions, so we should have 1 IWTD

separation in FY10. This is 1.6% of the IWTD population, and .01% of our total workforce,

so we retained 98.4% of our IWTD population which is a very low separation rate.

.


recruitment efforts, e.g., have these efforts resulted in a sufficiently diverse applicant pool to

include IWTD.

PSNS & IMF participated in several career fairs, invited organizations supporting IWTD to

the PSNS & IMF Career Fair and hosted a familiarization site visit. Additionally PSNS &

IMF has a robust Wounded Warrior and Disabled Veteran recruiting program. These

efforts have resulted in hiring 29 individuals with disabilities including 3 IWTD. Our

Wounded Warrior and Disabled Veteran Program resulted in hiring 56 Disabled Veterans

with a 30% or more VA disability rating including 10 Wounded Warriors.

Applicant flow data is not currently available to analyze IWTD in our applicant pool. Until

such time as OCHR develops applicant flow data we will continue the various recruitment

16

and outreach strategies conducted in FY 10 described on page 1 and page 2. We also plan

to work with the Career Learning & Employment Center (CLEC) Program in FY 2011.

Other Reviews: Identify and provide a brief narrative summary of other employment

processes that were reviewed and analyzed.


STRATEGIES AND ACTIVITIES UNDERTAKEN TO MAINTAIN A SPECIAL

PROGRAM FOR THE RECRUITMENT, EMPLOYMENT AND

ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIES

PART J-4

COMMAND/ACTIVITY: FY- 10

Section 1: Describe the command's/activity's special recruitment program and plan for

IWTD, e.g. how and where recruitment executed, what are the expected results of these

efforts, are recruiters provided a copy of the plan, describe progress of program/plan

compared to the previous reporting period(s).

The activity worked with the Wounded Warrior and Disabled Veteran’s Program. We

built a partnership with the VA Rehabilitation & Education Offices, Warrior

Transition Command, Navy Safe Harbor Program, Worksource and other agencies.

We attend multiple career fairs and hosted a career fair. We have a strong Injured and

Reasonable Accommodations Program, and continue to expand our Disabilities

Programs. Additionally we make facility improvements to be ADA compliant and

continue to fund a sign language interpreting contract for our employees who are deaf

and hearing impaired. We will also continue the recruitment strategies described on

pages 1 and 2 in FY 11.

17

Section 2: Describe the command's/activity's special employment program and plan

for IWTD, e.g. what special hiring authorities will be used, what are the expected

results of employment efforts, description of the command's/activity's plan to achieve

the DON goal of an IWTD workforce representation of at least 2%, how is the plan

communicated to selecting officials, describe progress of program/plan compared to

the previous reporting period(s).

Recruiters are notified of recruiting events in advance regarding individuals with

disabilities and targeted disabilities. The goals regarding the IWTD workforce is also

communicated in the annual mandatory training for all supervisors and employees. All

existing hiring authorities are utilized such as VRA , VEOA, and Schedule A. The

Disabilities Program Manager attended the Annual Individuals with Disabilities

Conference in December 2009 and attended the DOD CAP training in April 2010 in

order to educate managers on ways to recruit and accommodate IWTD’s.

An accessible restroom is in the process of being added to the 2nd floor of Building

457.

The PSNS & IMF recruiters, CNRNW HRO, and the HRSC-NW participated in the

Hiring Heroes Career Fair at Ft. Lewis, Washington on 06 August 2010. PSNS & IMF

recruiters and the HRO Office provided information on available jobs at the activity.

Additionally, the activity recruited at the local Veterans Job Fair held at Jackson Park,

Sept 2010, and several Disabled Veteran Job Fairs throughout the year.

Section 3: Describe the command's/activity's special advancement program and plan

for IWTD, e.g. how will IWTD be placed in such a way to improve possibilities for

career development, what is the plan for the promotion of IWTD, how is the plan

communicated to supervisors/managers, describe progress of program/plan compared

to the previous reporting period(s).

Internal and external Job Fairs for Wounded Warriors, Disabled Veterans and Veterans

will also be used for IWTD’s. A sign language interpreting service is available to our

employees for all employee development training classes and for individual

development opportunities. Other current initiatives such as succession planning,

mentoring, advertising vacancies in the activity newspaper and marketing to schools

and colleges will continue in FY 2011.

18


EEO PLAN TO ELIMINATE IDENTIFIED BARRIER FOR INDIVIDUALS

WITH TARGETED DISABILITIES

PART J-5

COMMAND/ACTIVITY: Puget Sound Naval Shipyard &

Intermediate Maintenance Facility FY-10

If a trigger(s) for a potential barrier(s) is identified after an analysis of the data in MD-

715 Workforce Data Tables B, PART J-3, PART J-4, command/activity employment

policies, practices and procedures and/or any other relevant data/information, an

investigation to pinpoint actual barriers and root causes must be undertaken. If a

barrier(s) to equality of opportunity for IWTD is identified, the command/activity must

report their barrier analysis efforts, plans to eliminate identified barriers and

accomplishments toward completion of objectives in this PART.

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?

A low representation of IWTD was identified as a trigger

compared to Navy’s goal of 2%.

BARRIER ANALYSIS: Provide a description of the

steps taken and data

analyzed to determine the

cause of the condition.

The IWTD representation data came from the DCPDS

personnel system. This trigger needs a more in depth

analysis in FY 2011 to determine the cause.

STATEMENT OF

IDENTIFIED

BARRIER: Provide a succinct

statement of the

command/activity policy,

procedure or practice that

has been determined to be

the barrier of the undesired

condition.

The situation needs further review to determine if a

barrier exists.

19

OBJECTIVE: State the alternative or

revised command/activity

policy, procedure or

practice to be implemented

to correct the undesired

condition.

The situation needs further review to determine if a

barrier exists.

RESPONSIBLE

OFFICIAL(S):

PSNS/IMF EEO Officer, CNRNW HRO Director &

Deputy EEO Officer.

DATE OBJECTIVE

INITIATED:

30 September 2010

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

30 September 2011

PLANNED ACTIVITIES TOWARD COMPLETION OF

OBJECTIVE:

TARGET

DATE (Must

be specific)

Obtain applicant flow data and review to determine if condition

still exists

30 September

2011 pending

receipt of

applicant flow

data

Develop Plan of Action to study situation

30 September

2011 pending

receipt of

applicant flow

data


20

Applicant flow data must be developed by OCHR for the activity to use to conduct an analysis.

PART K

DEPARTMENT OF NAVY

HISPANIC EMPLOYMENT PROGRAM

ANNUAL STATUS REPORT

PART I Command

Information

Puget Sound Naval Shipyard and Intermediate Maintenance Facility FISCAL YEAR 2010

PART II Command Workforce Profile – Attached

PART III Command Major Occupations – Attached

PART IV Command High Grade Profile – Attached

Data Source: Civilian Labor Force Data (CLF) - Persons 16 years of age and over, except those in the armed forces, who are employed or are unemployed and seeking work. The CLF represents the benchmark that determines if the activity has appropriate representation of males, females, and diverse groups. The source for the CLF data is Department of Commerce, U.S. Census 2000 Report. The CLF is based on Kitsap County data, except the CLF data for Engineers is the National CLF. Workforce data is from DCPDS personnel data system as of 30 September 2010.

PSNS IMF

Part II Command Workforce Profile

Total WM WF BM BF HM HF AM AF NM NF TMM TMF IPM IPF OTHM OTHF Haw/Pac

Is-M

Haw/Pac

Is F# 10,270 7,641 1,470 146 37 218 52 449 92 75 22 41 13 3 1 10 0 0 0

% 100.00% 74.40% 14.31% 1.42% 0.36% 2.12% 0.51% 4.37% 0.90% 0.73% 0.21% 0.40% 0.13% 0.03% 0.01% 0.10% 0.00% 0.00% 0.00%

CLF % 44.80% 39.50% 1.20% 0.90% 1.70% 1.60% 1.70% 2.80% 0.60% 0.70% 2% 2.10% NA NA NA NA 0.30% 0.30%

Part III Command Major Occupations 802 Total WM WF BM BF HM HF AM AF NM NF TMM TMF IPM IPF OTHM OTHF Haw/Pac

Is-M

Haw/Pac

Is F# 657 535 80 3 0 12 4 19 0 1 0 3 0 0 0 0 0 0 0

% 100.00% 81.43% 12.18% 0.46% 0.00% 1.83% 0.61% 2.89% 0.00% 0.15% 0.00% 0.46% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF % 75.20% 13.10% 2.20% 0.00% 2% 0.60% 1.20% 0.00% 0.00% 0.60% 2.10% 1.50% NA NA NA NA NA NA

840 Total WM WF BM BF HM HF AM AF NM NF TMM TMF IPM IPF OTHM OTHF Haw/Pac Is-

M

Haw/Pac Is

F

# 708 582 78 1 1 4 3 25 8 4 0 2 0 0 0 0 0 0 0

% 100.00% 82.20% 11.02% 0.14% 0.14% 0.56% 0.42% 3.53% 1.13% 0.56% 0.00% 0.28% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF ** % 81.7 6.3 1.4 0.9 1.6 0.5 5.7 0.6 0 0 0.9 0 NA NA NA NA NA NA

** National CLF used for 0840 series because we recruit nationally for engineers


M

Haw/Pac Is

F

# 561 452 35 4 2 21 3 37 1 4 0 1 0 1 0 0 0 0 0

% 100.00% 80.57% 6.24% 0.71% 0.36% 3.74% 0.53% 6.60% 0.18% 0.71% 0.00% 0.18% 0.00% 0.18% 0.00% 0.00% 0.00% 0.00% 0.00%



M

Haw/Pac Is

F

# 418 322 42 7 1 14 1 21 1 6 1 2 0 0 0 0 0 0 0

% 100.00% 77.03% 10.05% 1.67% 0.24% 3.35% 0.24% 5.02% 0.24% 1.44% 0.24% 0.48% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF % 84% 4.70% 3% 0.00% 4.70% 0.00% 1.80% 0.00% 0.50% 0.00% 1.80% 0.00% NA NA NA NA NA NA

* Part II – Command Workforce Profile - There are two new diversity categories included with this report, "Other" and "Hawaiian/Pacific Islander". Source data is from

DCPDS as of 30 September 2010. The "Other" category data is combined into the "Two or More Races" category data.

1

PSNS IMF


M

Haw/Pac Is

F

# 421 302 43 8 0 8 2 49 3 1 0 2 3 0 0 0 0 0 0

% 100.00% 71.73% 10.21% 1.90% 0.00% 1.90% 0.48% 11.64% 0.71% 0.24% 0.00% 0.48% 0.71% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF 80.50% 6.50% 2.50% 0.40% 2.50% 0.00% 5.0% 0.0% 0.0% 0.0% 3.3% 0.00% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 398 307 33 14 0 10 0 27 0 5 1 1 0 0 0 0 0 0 0

% 100.00% 77.14% 8.29% 3.52% 0.00% 2.51% 0.00% 6.78% 0.00% 1.26% 0.25% 0.25% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF 80.00% 2.20% 0.90% 0.00% 0.90% 0.00% 12.20% 0.00% 0.00% 0.00% 4.20% 0.00% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 431 347 28 11 1 15 1 13 0 9 1 3 0 0 0 1 0 1 0

% 100.00% 80.51% 6.50% 2.55% 0.23% 3.48% 0.23% 3.02% 0.00% 2.09% 0.23% 0.70% 0.00% 0.00% 0.00% 0.23% 0.00% 0.23% 0.00%

CLF % 67.30% 0 6.10% 0 4.10% 0% 12.30% 0 1.6 0 10.2 0 NA NA NA NA NA NA


M

Haw/Pac Is

F

# 338 274 35 0 1 7 1 15 1 1 1 2 0 0 0 0 0 0 0

% 100.00% 81.07% 10.36% 0.00% 0.30% 2.07% 0.30% 4.44% 0.30% 0.30% 0.30% 0.59% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF % 79% 5.10% 3% 0.50% 3.10% 0.20% 6.90% 0.60% 0.2 0.00% 1.10% 0.10% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 327 268 30 2 2 5 1 17 0 0 0 2 0 0 0 0 0 0 0

% 100.00% 81.96% 9.17% 0.61% 0.61% 1.53% 0.31% 5.20% 0.00% 0.00% 0.00% 0.61% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF % 71.10% 8.90% 0.00% 0.00% 4.40% 0.00% 3.60% 0.00% 0.00% 0.00% 8.50% 0.00% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 321 214 39 14 1 9 3 32 3 3 0 2 1 0 0 0 0 0 0

% 100.00% 66.67% 12.15% 4.36% 0.31% 2.80% 0.93% 9.97% 0.93% 0.93% 0.00% 0.62% 0.31% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%


2

PSNS IMF


M

Haw/Pac Is

F

# 288 203 44 4 1 5 3 21 2 2 0 1 1 1 0 0 0 0 0

% 100.00% 70.49% 15.28% 1.39% 0.35% 1.74% 1.04% 7.29% 0.69% 0.69% 0.00% 0.35% 0.35% 0.35% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF ** % 33.30% 44.40% 0.00% 0.00% 7.40% 10.40% 0.00% 0.00% 0.00% 7.40% 0.00% 0.00% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 261 181 61 4 3 4 2 5 0 1 0 0 0 0 0 0 0 0 0

% 100.00% 69.35% 23.37% 1.53% 1.15% 1.53% 0.77% 1.92% 0.00% 0.38% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%



M

Haw/Pac Is

F

# 146 113 19 4 0 3 0 6 0 1 0 0 0 0 0 0 0 0 0

% 100.00% 77.40% 13.01% 2.74% 0.00% 2.05% 0.00% 4.11% 0.00% 0.68% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%



M

Haw/Pac Is

F

# 123 74 37 2 1 3 0 0 4 1 0 0 0 0 0 0 0 1 0

% 100.00% 60.16% 30.08% 1.63% 0.81% 2.44% 0.00% 0.00% 3.25% 0.81% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.81% 0.00%

CLF % 72% 22% 0.00% 0.00% 2% 0.80% 3% 0.00% 0.00% 0.00% 0.80% 0.00% NA NA NA NA NA NA


M

Haw/Pac Is

F

# 138 107 20 2 0 3 1 4 0 1 0 0 0 0 0 0 0 0 0

% 100.00% 77.54% 14.49% 1.45% 0.00% 2.17% 0.72% 2.90% 0.00% 0.72% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%



M

Haw/Pac Is

F

# 110 34 58 1 2 2 2 0 5 2 3 0 1 0 0 0 0 0 0

% 100.00% 30.91% 52.73% 0.91% 1.82% 1.82% 1.82% 0.00% 4.55% 1.82% 2.73% 0.00% 0.91% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%


3

PSNS IMF


M

Haw/Pac Is

F

# 45 20 17 2 0 2 0 3 0 0 1 0 0 0 0 0 0 0 0

% 100.00% 44.44% 37.78% 4.44% 0.00% 4.44% 0.00% 6.67% 0.00% 0.00% 2.22% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%



M

Haw/Pac Is

F

# 33 4 10 0 3 2 0 2 8 0 0 0 0 0 0 1 1 1 1

% 100.00% 12.12% 30.30% 0.00% 9.09% 6.06% 0.00% 6.06% 24.24% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.03% 3.03% 3.03% 3.03%



M

Haw/Pac Is

F

# 15 10 3 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

% 100.00% 66.67% 20.00% 0.00% 6.67% 0.00% 0.00% 0.00% 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CLF % 29.70% 54.10% 0.00% 5.40% 0.00% 5.40% 2.20% 2.20% 0.00% 0.00% 2.2 0.00% NA NA NA NA NA NA

All Major

Occupations

Total WM WF BM BF HM HF AM AF NM NF TMM TMF IPM IPF OTHM OTHF Haw/Pac Is-

M

Haw/Pac Is

F

# 5739 4349 712 83 20 129 27 296 37 42 8 21 6 2 0 NA NA NA NA

% 100.00% 75.78% 12.41% 1.45% 0.35% 2.25% 0.47% 5.16% 0.64% 0.73% 0.14% 0.37% 0.10% 0.03% 0.00%

Data Source:

Civilian Labor Force Data (CLF) - Persons 16 years of age and over, except those in the armed forces, who are employed or are unemployed and seeking work. The CLF represents the benchmark that determines if the activity has appropriate

representation of males, females, and diverse groups. The source for the CLF data is Department of Commerce, U.S. Census 2000 Report. The CLF is based on Kitsap County, except CLF data for Engineers is National. The numbers of employees for the

major occupations are based upon the data from DCPDS as of 30 September 2010.

4

PSNS IMF

Part IV Command High Grade Profile

SES 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 50.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

% 100.00% 81.24% 11.13% 0.95% 0.16% 1.59% 0.48% 2.07% 0.16% 0.32% 0.16% 0.48% 0.16% 0.79% 0.00% 0.16% 0.00% 0.16% 0.00%

GS/GM14 165 143 14 4 0 0 0 2 0 0 1 1 0 0 0 0 0 0 0

% 100.00% 86.67% 8.48% 2.42% 0.00% 0.00% 0.00% 1.21% 0.00% 0.00% 0.61% 0.61% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

GS/GM15 44 40 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 90.91% 2.42% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Total 840 695 89 10 1 10 3 15 1 2 2 4 1 5 0 1 0 1 0

% 100.00% 82.74% 10.60% 1.19% 0.12% 1.19% 0.36% 1.79% 0.12% 0.24% 0.24% 0.48% 0.12% 0.60% 0.00% 0.12% 0.00% 0.12% 0.00%

OTHM

1

OTHF

0

Haw/Pac Is-

M

113 1 5 01

TMM

3

IPM IPF

GS/GM13 511

Hac/Pac Is -

F

06629 1

AM

DATA SOURCE: DCPDS AS OF 30 SEPT 2010

10

NF

1

TMFTotal WM WF BM HF

3

AF NMBF HM

270

5

2

Part V Department of Navy Civilian Hispanic Employment Program

SECNAVINST 12720.8 (28 Aug 2002)

Part V - A

Echelon 1 and 2 Command Responsibilities (NAVSEA)

For all unmet measures, provide a brief explanation in the space below, or complete and attach a DON HEP PLAN FORM K-1.

Develop and implement plans and programs in support of the policy established in this instruction.

Establish and issue command objectives that address the elimination of low participation rate of Hispanics in the command.

Consider the appointment of Hispanic Federal executives to rating, selection, performance review, and executive resources panels and boards.

Ensure that performance plans for senior executives, managers, and supervisors include language related to significant accomplishments in diversity requirement and career development.

Ensure that sufficient program resources are available to staff and implement a viable program that addresses activity and command objectives to eliminate low participation of Hispanic people.

Identify and eliminate at subordinate commands and activities any systemic barriers to the effective recruitment and consideration of Hispanics.

Evaluate command and activity support of the policy established by this instruction, including but not limited to efforts by subordinate activities to:

Establish a diverse pool of applicants through the use of innovative recruitment techniques such as student employment programs;

3

Ensure that selection factors are appropriate and achieve the broadest consideration of applicants and do not impose barriers to selections based on non-merit factors.

Part V – B

Command Deputy EEO Officer Responsibilities

For all „yes‟ answers, provide a brief narrative in the space below describing efforts or attach an additional sheet if necessary.

For all „no‟ answers, provide a brief explanation in the space below, or complete and attach a DON HEP PLAN FORM K-2.

Provide direct support to their respective commands and activities.

Oversee development, implementation, management, and evaluation of field activities‟ Hispanic Employment Programs.

Advise the echelon 1 and 2 commands on the success of their activities in meeting command objectives.

Work with commands and activities to:

Improve outreach efforts to include organizations outside the federal government in order to increase the pool of candidates;

Promote participation of Hispanic employees in management, leadership, and career development programs;

Ensure that managers and supervisors receive periodic training in diversity management in order to carry out their responsibilities to seek and maintain a diverse work force.

4

Part V – C The

Command Objective portion of Part V-C can be

duplicated as needed

COMMAND HISPANIC EMPLOYMENT PROGRAM

FY 10 ACCOMPLISHMENT REPORT

Command Objective # 1

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?

Overall Hispanics have a low representation in the workforce. Data analyzed from statistical reports on workforce composition indicates Hispanic‟s comprise 2.63% of positions within Puget Sound Naval Shipyard & Intermediate Maintenance Facility. Hispanics comprise 1.55% of the high grades. The Civilian Labor Force for Hispanics is 3.3%.

BARRIER ANALYSIS:

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

Workforce statistical data was reviewed and analyzed. Also reviewed the top 19 major occupations which are as follows: Engineering Technicians, Nuclear Engineers, Mechanical Engineers, Pipefitters, Marine Machinery Mechanics, Electricians, Contract Specialists, Financial Assistants, IT Specialists, Management Analysts, Painters, Physical Science Technicians, Production Controllers, Quality Assurance Specialists, Riggers, Safety & Occupational Health Specialists, Sheet Metal Mechanics, Shipfitters, and Welders.

Hispanics make up 2.72% of the top occupations at PSNS & IMF. Hispanics represent 1.55% of all high grades which is below the representation of Hispanics in the workforce (2.63%). The activity‟s overall representation of Hispanics, (2.63%), is below the Civilian Labor Force benchmark of 3.3%. PSNS & IMF Hispanics represent 3% of the overall NAVSEA workforce. PSNS & IMF Hispanic males represent 2.12% of the workforce, which is above the Kitsap County Civilian Labor Force benchmark of 1.7%. Hispanic females represent 0.51% of the PSNS & IMF workforce, which is below the Civilian Labor Force benchmark of 1.6%. From 1 October 2009 to 30 September 2010, 762 new employees were hired of which 2% (16) were Hispanic.

STATEMENT OF IDENTIFIED BARRIER:

The cause of this condition is currently under review. Lack of overall tracking mechanisms hinders the determination as

5

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

to whether current recruitment efforts produce sufficient Hispanic candidates for consideration. Greater analysis needs to be conducted in our hiring process to include merit promotion, reassignments and high-grade promotion process.

OBJECTIVE:

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

Increase Hispanic representation -

Expand outreach to geographic locations with greater populations of Hispanic candidates

Develop relationships with technical schools in Eastern Washington

RESPONSIBLE OFFICIAL:

EEO Officer, Managers and Supervisors, Diversity Leadership Council, Diversity Program Manager, Deputy EEO Officer, Apprentice Program Administrator, PSNS & IMF Recruiters HRSC-NW, HRO Officials

DATE OBJECTIVE INITIATED:

03 February 2008

TARGET DATE FOR COMPLETION OF OBJECTIVE:

30 September 2011


TARGET DATE

Completion Date

Develop tracking mechanisms to monitor current recruitment efforts to ensure adequate representation of Hispanic candidates.

30 September 2011

Attend Career Fairs at Trade Schools in Eastern Washington

October 2010

5 – 7 October 2010

Sponsor Eastern Washington Trade School Educator Day / Familiarization Visit at PSNS & IMF

18 March 2011

18 March 2011

Identify and develop an articulation between Perry Tech Institute and the PSNS & IMF

30 September 2011

6

Apprenticeship Program

Identify and develop an annual recruitment program to Tri Tech School, Columbia Basin CC and Perry Tech Institute

30 September 2011

Work with Perry Tech on a Welding Program to support additional training development for future candidates

30 September 2011

Utilize student programs and intern programs to attract Hispanic

Completed and Ongoing

REPORT OF MODIFICATIONS TO OBJECTIVES NOT COMPLETED AT END OF FY 10

The development and implementation of a method to track the “Applicant flow data” is currently being studied at the Office of Civilian Human Resources (OCHR) level.

7

Part V – D Command Hispanic Employment Program FY 10 Report of Command Significant Accomplishments

Significant Hispanic Engineer Recruiting Accomplishments, Best Practices and Areas

of Improvement in Hispanic Employment in FY 2010

Department of the Navy

Annual Report to the Office of Personnel Management On Hispanic Employment

I. Describe your Command or Activity‟s practices in strategic human capital management and planning that best improves the recruitment, career development, and retention of a diverse workforce, including Hispanics. You may include outreach strategies, targeted recruitment strategies and programs, partnerships with organizations outside the government, and special activities to increase the number of diverse candidates for entry-, mid-, and senior-level positions. PSNS & IMF‟s Recruiting Offices, Command University, and Guiding Coalition strategic initiative teams for Diversity and People lead the command-wide initiatives to improve recruitment, career development, and retention of a diverse work force, including Hispanics. Please see additional information regarding this topic in Part II of this report. II. Separately address each of the following areas:

1. Community Outreach a. In an effort to reach out to various communities throughout your area,

including the Hispanic community, address the ways in which you build, cultivate, and expand partnerships with Hispanic-Serving Institutions, colleges and universities with high enrollment of minority students, student organizations, non-profit organizations, professional organizations, and advocacy groups.

PSNS & IMF outreach strategies included math and science outreach to school children in Kindergarten through 12th grade. These programs included:

Working with the Bremerton School District‟s curriculum for science and providing volunteers from our engineers, scientists, and skilled artisans for science class at Naval Avenue Elementary School, this includes bilingual employees who volunteer in the Spanish immersion science classes. This outreach program significantly helps Hispanic students in helping them develop skills to become future scientists and engineers, building positive relationships and promoting their desire to become future employees.

This year PSNS & IMF expanded the high school Remote Operated Underwater

Vehicle program at Bremerton High School and are planning to further expand this

8

program to South Kitsap High School in 2011.

This year PSNS & IMF piloted a middle school SEAPERCH program at Mountain View Middle School.

PSNS & IMF participated in multiple science fairs as tutors and judges.

In addition to math and science outreach, PSNS & IMF participated in multiple career fairs at local schools and have expanded our outreach to metropolitan areas in Tacoma and Seattle to reach a more diverse population including Hispanic students. PSNS & IMF recruited at several technical schools and are members of the West Sound Technical School‟s Advisory Board. At West Sound Technical School, we participate in mock interviews, selection panels, and other development programs for their students and provide excess equipment to their educational programs to support technical/trade learning. PSNS & IMF has increased the awareness of the career and development opportunities with the educators and career counselors from multiple counties and tribal schools who provide career advice to students by bringing them to our facility for familiarization visits which include a command brief, facility tour, and information binders to take back to their respective schools.

b. Report employment information regarding students, faculty, and the general public at various career fairs, minority serving conferences, outreach events, and as part of college recruitment activities.

PSNS & IMF Hispanic engineer recruiting accomplishments, best practices, and areas of improvement in Hispanic employment are as follows:

During FY 2010, PSNS & IMF participated in the NAVSEA Recruiting Integrated Business Operations Team which provided access to resumes of Hispanic engineers at the following career fairs and Events:

o Society of Hispanic Professional Engineers (SHPE) o Mexican American Engineers & Scientists (MAES) o Dept. of Defense Job Extravaganza-Puerto Rico o Hispanic Engineers National Association Awards Conference (HENAAC) o NAVSEA Hiring Event-Naval Surface Warfare Center, Corona, CA

PSNS & IMF recruited for entry level Hispanic engineers at the following colleges and universities with a significant Hispanic representation:

o New Mexico State University o New Mexico Tech

All of our recruiting efforts for Hispanic engineering candidates resulted in 9 hires by the Engineering & Planning Department and the Nuclear Engineering and Planning Department; this represents 8.5% of the 106 engineering candidates hired in FY 10. In FY 10 federal government civil service positions were in high demand by prospective engineering candidates due to the challenging national economy. To the advantage of PSNS

9

& IMF, candidates are increasingly aware of the opportunities of the federal employment and the job security it offers. However, despite this job market condition, PSNS & IMF still struggles to find diversity in candidates who have achieved the required GPA of 2.95 or greater to qualify for appointments at the GS-7 entry level and who desire to relocate to the Northwest. Continued outreach to Hispanic groups, colleges/universities with a high Hispanic representation particularly in the Northwest United States, and leveraging our national reach through our partnership with other Naval Sea System Command (NAVSEA) enterprises and the NAVSEA Recruiting Integrated Business Operations Team will provide PSNS & IMF with the best opportunity it has ever had to have a well qualified pool of Hispanic engineering candidates for consideration.

2. Recruitment

a. Student programs and career internships are used as a mechanism to recruit talented candidates for entry-level positions. Through workforce planning efforts, it has been learned that internships are useful in building a “pipeline” for a highly trained and diverse pool of candidates to fill future jobs.

b. Report the various programs and recruitment practices. They may include the

Student Career Experience Program, the Presidential Management Fellows Program, and the Federal Career Intern Program. Also include ways in which your command may foster partnerships with Hispanic-Serving Institutions (HSIs) and colleges and universities with large Hispanic enrollment.

PSNS & IMF hosted an annual job fair which was communicated to over 180 minority serving organizations including the following: Hispanic Institutions and organizations:

Mesa Redonda de Kitsap (Hispanic Roundtable) Washington State Commission on Hispanic Affairs Consejo Counseling & Referral Service Hispanic Chamber of Commerce Hispanic Directory

Schools with high representation of Hispanics: Heritage College Columbia Basin Community College LA Trade Tech Oxnard College Toppenish High School University of Washington - MESA University of Washington, Center for Chicano Studies VP Office of Minority Affairs Walla Walla Community College Yakima Valley Community College Warden High School

PSNS & IMF selected 4 Hispanic Apprentices for the FY10 Apprentice Class. This represents 2% of the 210 apprentice selections. An Apprentice program was established in 2010 at our detachment in San Diego. We anticipate increased diversity in applicant/candidate pools based on the surrounding population in San Diego.

10

3. Career Development

a. Many commands offer career developmental and leadership programs in support of their Human Capital Strategic and Succession Planning.

b. Report all programs used which may include developmental programs, leadership development programs, and the Senior Executive Service Candidate Development Programs.

PSNS & IMF career development and leadership programs are as follows:

Student Trainee – Helper Program

Apprentice Program

Command University o Organizational Leadership Program o First-Level Supervisory Training o After-Hours Educational Program o Tuition Assistance Program o Individual Development Plans

Prospective Leadership Mentoring Program

Executive Development Program

Development Committee o Succession Planning o Professional Development

Project Management Qualification Programs

Executive Education Program o Public Management Certificate Program o Masters Public Affairs

Commander‟s Development Program

4. Accountability a. One important aspect of managing diversity involves attracting a broad pool of

diverse talent and providing ways in which employees can reach their full potential.

b. Report the ways in which senior executives and managers are held accountable in their performance plans on leadership competencies and diversity elements. Also report how you ensure that managers and supervisors participate in diversity classes and receive EEO training as part of the leadership core competencies.

PSNS & IMF senior managers are held accountable for outreach goals identified in their performance objectives. Diversity classes and EEO training are provided on an annual basis. EEO training is included in required annual training provided to all employees at PSNS & IMF and completion is tracked and reported. Diversity training sessions are provided to all levels of managers and supervisors. Senior Leaders work with an Executive Coach on leadership competencies and diversity elements both in group and individual sessions. Additionally, PSNS & IMF Guiding Coalition provides accountability for the strategic initiatives for Diversity in the workforce. PSNS & IMF Commanding Officer, Senior Executives, and Senior Leaders are integral to the Diversity efforts and other strategic efforts. They lead initiatives, participate on various teams, champion employee resource groups, and

11

provide resources and coaching.

Part V – E

Command Hispanic Employment Program Hispanic Engineer Hiring Plan for FY 11

1. Will develop a relationship with the Trades Schools, High Schools, and Colleges in Eastern Washington to reach a more diverse candidate pool including Hispanics for our production work force and other employment opportunities.

2. Continue advertising job fairs to over 180 minority serving organizations including Hispanic organizations and will recruit for Production jobs in Eastern Washington. 3. Continue developing the long-term relationship with the target Hispanic engineering schools. 4. Continue the participation in targeted Hispanic engineering conferences and events in FY11. 5. Strengthen the partnerships with other NAVSEA enterprises to expand the outreach to Hispanic engineering schools and events as well as offer greater possible employment by the federal government in the different areas of engineering services offered by these commands. 6. Increase the awareness of the engineering recruiters to the projected growth of Hispanic background engineers as well as increase the recruiters‟ awareness and understanding of cultural impacts on prospective engineer interviews and responses.

7. Continue outreach to Hispanic groups, colleges/universities with a high Hispanic representation, and more effectively leverage the national outreach of our partnership with other Naval Sea System Command (NAVSEA) enterprises through the NAVSEA Recruiting Integrated Business Operations Team. 8. Open a conversation with the Hispanic engineering personnel to better understand their reasons for continuing their employment with PSNS & IMF, what factors influence their job satisfaction, and in the case of Hispanic engineering personnel, what would make them decide to leave PSNS & IMF. In FY 11, access and analyze the reasons and actions to enable PSNS & IMF to improve job satisfaction in the future.

12

DON HEP FORM K-1

DEPARTMENT OF NAVY HISPANIC EMPLOYMENT PROGRAM Command Plan to Attain/Address Program Deficiencies

FY 10 [PSNS & IMF]

STATEMENT of HISPANIC EMPLOYMENT PROGRAM DEFICIENCY:

The activity does not have a special emphasis program manager – Hispanic Employment Program Manager to focus and implement Objective #1 - Increase Hispanic representation; develop and implement tracking mechanisms to capture applicant data; educate managers and supervisors concerning diversity. The need for a Special Emphasis Program - Hispanic Employment Program Manager, was also identified in the FY 08 MD-715 Report.

OBJECTIVE: Identify, analyze and eliminate employment barriers for Hispanic applicants and employees.

RESPONSIBLE OFFICIAL:

NAVSEA

DATE OBJECTIVE INITIATED:

May 2008

TARGET DATE FOR COMPLETION OF OBJECTIVE:

September 30, 2011


TARGET DATE (Must be specific)

NAVSEA‟s HQ Deputy EEO Officer to discuss with the NAVSEA Admiral.

16 April 2008

Deputy EEO Officer will follow up on the status with NAVSEA HQ Deputy EEO Officer

30 June 2011


The Deputy EEO officer discussed the need for Special Emphasis managers with the HRO Director in September 2010. Status in this matter is under review by the CNRNW HRO Director.

Documents

EEOC FORM U.S. Equal Employment Opportunity Commission ... · PDF fileEEOC FORM 715-01 PART E U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS