The Equal Employment Opportunity Commission (EEOC) Deny Ever Engaging The United States Holocaust Memorial Museum (USHMM) in A Conversation About Anti-Semitism - #W (AACL) - #Michael A. Ayele

AFTER MY LAST VISIT TO THE
UNITED STATES HOLOCAUST

MEMORIAL MUSEUM (USHMM) IN
2015,
The Equal Employment Opportunity
Commission (EEOC) Confirmed Never
Having Had a Discussion with the
USHMM About (1) Anti-Semitism; (2)
The Inaccurate Depiction of Jesus Christ
as a White Man; (3) The Holocaust; (4)
The United States of America (U.S.A)
Counterproductive & Unconditional
Support to the State of Israel.
W (AACL)
Michael A. Ayele
Anti-Racist Human Rights Activist
Audio-Visual Media Analyst
Anti-Propaganda Journalist
U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION 131 M St, N. E., Fifth Floor
Washington, D. C. 20507
Office of Legal Counsel Free: (833)-827-2920
TTY(202) 663-6056
FAX(202) 663-7026
Website: www.eeoc.gov
09/17/2021
VIA: waacl13@gmail.com
Michael Ayele (aka) W
Association for the Advancement of Civil Liberties
P.O. Box 20438
Addis Ababa, ETHIOPIA 10013
Re: FOIA No.: 820-2021-006289

Communications with regards to the U.S. Holocaust Memorial Museum’s MD-715 reporting
Dear Mr. Ayele (aka) W:
Your Freedom of Information Act (FOIA) request, received on 07/04/2021, is processed. Our
search began on 07/09/2021. The initial due date was extended by 10-business days per our
correspondence dated 08/04/2021. All agency records in creation as of 07/06/2021 are within the
scope of EEOC’s search for responsive records. The paragraph(s) checked below apply.
[X] Portions of your request are as follows:
[X] Granted;
[X] Granted in part and denied in part. Portions not released are withheld
pursuant to the subsections of the FOIA indicated at the end of this letter.
An attachment to this letter explains the use of these exemptions in more
detail; and
[X] Procedurally denied as no records fitting the description of the records

you seek disclosed exist or could be located after a thorough search.
See the Comments page for further explanation.
[X] The disclosed records, totaling 223 pages, in addition to 2 reports, are available
via EEOC’s FOIA Web Portal. See the following link:
https://eeoc.arkcase.com/foia/portal/login. No fee is charged because the cost of
collecting and processing the chargeable fee equals or exceeds the amount of
the fee. 29 C.F.R. § 1610.15(d).
[X] I trust that the furnished information fully satisfies your request. If you need any
further assistance or would like to discuss any aspect of your request, please do
not hesitate to contact the FOIA Professional who processed your request or our
FOIA Public Liaison (see contact information in above letterhead or under
signature line).
[X] You may contact the EEOC FOIA Public Liaison, Stephanie D. Garner, for further
assistance or to discuss any aspect of your request. In addition, you may contact
the Office of Government Information Services (OGIS) to inquire about the FOIA
mediation services they offer.
820-2021-006289
The contact information for OGIS is as follows: Office of Government Information

Services, National Archives and Records Administration, 8601 Adelphi Road-
OGIS, College Park, Maryland 20740-6001, email at ogis@nara.gov; telephone
at (202) 741-5770; toll free 1-877-684-6448; or facsimile at (202)741-5769.
The contact information for the FOIA Public Liaison: (see contact information in
the above letterhead or under signature line).
[X] If you are not satisfied with the response to this request, you may administratively
appeal in writing. Your appeal must be postmarked or electronically transmitted
in 90 days from receipt of this letter to the Office of Legal Counsel, FOIA Division,
Equal Employment Opportunity Commission, 131 M Street, NE, 5NW02E,
Washington, D.C. 20507, or by fax to (202) 653-6056, or by email to
FOIA@eeoc.gov, or online via the following public web portal:
https://eeoc.arkcase.com/foia/portal/login. Your appeal will be governed by 29
C.F.R. § 1610.11.
[X] See the attached Comments page for further information.
Sincerely,
Draga G. Anthony for
Stephanie D. Garner
Assistant Legal Counsel
FOIA Division
Phone: (202) 921-2542
FOIA@eeoc.gov
Applicable Sections of the Freedom of Information Act, 5 U.S.C. § 552(b):
Exemption(s) Used:
[X] (5)
[X] (6)
[X] (7)(C)
For a full description of the exemption codes used please find them at the following URL:
https://eeoc.arkcase.com/foia/portal/login
820-2021-006289
Exemption 5 of the Freedom of Information Act (FOIA), 5 U.S.C. § 552(b)(5) (2016), as amended
by the FOIA Improvement Act of 2016, Pub. L. No. 114-185, 130 Stat. 538, permits withholding
documents that reflect the analyses and recommendations of EEOC personnel generated for the
purpose of advising the agency of possible action. This exemption protects the agency's
deliberative process, and allows nondisclosure of "inter-agency or intra-agency memorandums or
letters which would not be available to a party other than an agency in litigation with the agency."
5 U.S.C. § 552(b)(5). The exemption covers internal communications that are deliberative in
nature. National Labor Relations Board v. Sears, Roebuck & Co., 421 U.S. 132 (1975); Hinckley
v. United States, 140 F.3d 277 (D.C. Cir. 1998); Mace v. EEOC, 37 F.Supp. 2d 1144 (E.D. Mo.
1999). The purpose of the deliberative process privilege is to "allow agencies freely to explore
alternative avenues of action and to engage in internal debates without fear of public scrutiny."
Missouri ex. rel. Shorr v. United States Corps of Eng'rs., 147 F.3d 708, 710 (8th Cir. 1998).
Records may be withheld under this exemption if they were prepared prior to an agency's
decision, Wolfe v. Department of Health and Human Services, 839 F.2d 768, 775, 776 (D.C. Cir.
1988) (en banc) and for the purpose of assisting the agency decision maker. First Eastern Corp.
v. Mainwaring, 21 F.3d 465,468 (D.C. Cir. 1994). See also, Greyson v. McKenna & Cuneo and
EEOC, 879 F. Supp. 1065, 1068, 1069 (D. Colo. 1995). Records may also be withheld to the
extent they reflect "selective facts" compiled by the agency to assist in the decision-making
process. A. Michael's Piano, Inc. v. Federal Trade Commission, 18 F.3d 138 (2d Cir. 1994). An
agency may also withhold records to the extent that they contain factual information already
obtained by a requester through prior disclosure. See Mapother, Nevas, et al. v. Dep’t of Justice,
3 F.3d 1533 (D.C. Cir. 1993).
INFORMATION WITHHELD PURSUANT TO THE FIFTH EXEMPTION OF THE FOIA:
Predecisional and deliberative content is withheld from USHMM’s draft Reasonable

Accommodation Policy (redactions applied to Pages 37-60)
Predecisional and deliberative content is withheld from USHMM’s draft Reasonable

Accommodation Policy, to include EEOC’s comments (redactions applied to Pages 123-138)
The above consists of deliberative and predecisional communications consisting of

analyses, assessments, opinions, and recommendations.
820-2021-006289
Exemption (b)(6) to the Freedom of Information Act (FOIA), 5 U.S.C. § 552(b)(6) (2016), as
amended by the FOIA Improvement Act of 2016, Pub. L. No. 114-185, 130 Stat. 538, permits
withholding of information about individuals in "personnel and medical files and similar files" if its
disclosure "would constitute a clearly unwarranted invasion of personal privacy." In addition to
personnel records and medical files, the term "similar files" encompasses all information that
"applies to a particular individual." Dep’t of State v. Washington Post Co., 456 U.S. 595, 599-
603 (1982). This exemption requires that the privacy interests of the individual be balanced
against the public interest in disclosure. Dep’t of the Air Force v. Rose, 425 U.S. 352, 372
(1976). In examining whether there is a “public interest” in disclosure of certain information, the
“public interest” must truly be in the interest of the overall public. In United States Dep’t of
Justice v. Reporters Comm. for Freedom of the Press, 489 U.S. 749, 773 (1989), the Supreme
Court explained that only “[o]fficial information that sheds light on an agency’s performance of its
statutory duties” merits disclosure under FOIA, and noted that “disclosure of information about
private citizens that is accumulated in various governmental files” would “reveal little or nothing
about an agency’s own conduct.”
Personal details pertaining to an individual are generally protected under this exemption. See,
e.g., DOD v. FLRA, 510 U.S. 487, 500-502 (1994) (finding privacy interest in federal employees’
home addresses even though they often are publicly available through sources such as
telephone directories and voter registration lists); Pons v. United States Customs Service, No.
93-2094,1998 U.S. Dist. LEXIS 6084 at **13-14 (D.D.C. April 27, 1998) (protecting identities of
lower and mid-level agency employees who worked on asset forfeiture documents); Barvick v.
Cisneros, 941 F. Supp. 1015 (D. Kan. 1996) (finding personal information such as home
addresses and telephone numbers, social security numbers, dates of birth, insurance and
retirement information, reasons for leaving prior employment, and performance appraisals
protectable under Exemption Six). See also, Rothman v. USDA, 1996 Lexis 22716 (C.D. Cal.
June 17, 1996) (disclosure of information in the applications of persons who failed to get a job
may embarrass or harm them).
DOCUMENTS WITHHELD PURSUANT TO THE SIXTH EXEMPTION OF THE FOIA:
Employees’, of both EEOC and USHMM, personal information is withheld from inter-agency
emails (cellular phone numbers are redacted from Pages 6, 15, 17)
Individual’s personal conference call information is withheld from inter-agency emails (redactions
applied to Page 16)
The aforementioned record contains personal identifying information. If released, its

disclosure would constitute an invasion of personal privacy.
820-2021-006289
Exemption (b)(7)(C) to the Freedom of Information Act (FOIA), 5 U.S.C. § 552(b)(7)(C)

(2016), as amended by the FOIA Improvement Act of 2016, Pub. L. No. 114-185, 130 Stat.
538, authorizes the Commission to withhold:
records or information compiled for law enforcement purposes, but only to the extent that
the production of such law enforcement records or information . . . (C) could reasonably be
expected to constitute an unwarranted invasion of personal privacy . . . .
The seventh exemption applies to civil and criminal investigations conducted by regulatory
agencies. Abraham & Rose, P.L.C. v. United States, 138 F.3d 1075, 1083 (6th Cir. 1998).
Release of statements and identities of witnesses and subjects of an investigation creates
the potential for witness intimidation that could deter their cooperation. National Labor
Relations Board v. Robbins Tire and Rubber Co., 437 U.S. 214, 239 (1978); Manna v.
United States Dep’t. of Justice, 51 F.3d 1158,1164 (3d Cir. 1995). Disclosure of identities of
employee-witnesses could cause "problems at their jobs and with their livelihoods." L&C
Marine Transport, Ltd. v. United States, 740 F.2d 919, 923 (11th Cir. 1984).
The Supreme Court has explained that only "[o]fficial information that sheds light on an
agency's performance of its statutory duties" merits disclosure under FOIA, and noted that
"disclosure of information about private citizens that is accumulated in various
governmental files" would "reveal little or nothing about an agency's own conduct." United
States Dep't of Justice v. Reporters Comm. for Freedom of the Press, 489 U.S. 749, 773
(1989).
For the purposes of determining what constitutes an unwarranted invasion of personal

privacy under exemption (b)(7)(C), the term “personal privacy” only encompasses
individuals, and does not extend to the privacy interests of corporations. FCC v. AT&T Inc.,
131 S.Ct. 1177, 1178 (2011).
DOCUMENTS WITHHELD PURSUANT TO THE SEVENTH EXEMPTION OF THE FOIA:
Access to an EEO OFO appeal, and communications thereof, against a federal agency, is
denied (redactions applied to Page 199).
820-2021-006289
COMMENTS
This office’s response to your request is as follows:
(1) Your request for “formal and informal ties existing between the EEOC and the United States
Holocaust Memorial Museum (USHMM)” is granted.
The EEOC provides leadership and guidance to federal agencies on all aspects of the federal
government's equal employment opportunity program. The requested information is already
available online, via EEOC’s public website. See the following link:
https://www.eeoc.gov/federal-sector.
(2) Your request for “the USHMM MD-715 report for FY 2019 and FY 2020” is granted.
Please find the FY 2019 and FY 2020 reports online via the EEOC FOIA Web Portal.
(3) Your request for “all [EEOC] communications in the form of e-mails and postal
correspondence between the EEOC and the USHMM about its MD-715 [reporting], since
January 1, 2010,” is granted in part and denied in part pursuant to the fifth and sixth
exemptions to the FOIA. 5 U.S.C. §§ 552(b)(5), (b)(6), and (b)(7)(C).
Please find the responsive information online via EEOC’s FOIA Web Portal.
The fifth exemption to the FOIA permits an agency to withhold information that is
predecisional and deliberative in nature. Disclosing the information would result in
premature disclosure of the Agency’s analysis, recommendations and opinions, and
confidential communications between the client and its attorneys, that could harm the
interests of that Agency.
The sixth exemption to the FOIA exempts release of personal identifying information
(PII). PII, if released, could conceivably subject an individual(s) to unwarranted
harassment and annoyance in the conduct of his/her official duties and in his/her
private life. Disclosure of this information would constitute an invasion of personal
privacy, if released.
The seventh exemption to the FOIA permits the agency to withhold information
compiled in investigative files where disclosure of such information could result in an
unwarranted invasion of personal privacy. In this instance, we cannot grant access to,
or copies of, federal sector complaints or appeals, for which you are not a party to the
complaint(s) or appeal(s). 29 C.F.R. § 1610.17.
(4) Your request for ““[EEOC] communications in the form of e-mails and postal correspondence
with the USHMM about what constitutes anti-Semitism” is procedurally denied. No records
exist within the EEOC.
about people of Jewish descent being associated and blamed for the crucifixion of Jesus
Christ” is procedurally denied. No records exist within the EEOC.
with the USHMM about the historical figure of Jesus Christ being depicted as Caucasian male
by the USHMM” is procedurally denied. No records exist within the EEOC.
about the historical figure of Jesus Christ likely to be someone of Brown or Black complexion”
is procedurally denied. No records exist within the EEOC.
820-2021-006289
about the Holocaust being the “systematic, bureaucratic, state sponsored persecution and
murder of six million Jewish men, women, and children, by the Nazi regime and its
collaborators” is procedurally denied. No records exist within the EEOC.
about Vermont Democratic Senator Bernard Sanders having been awarded an Honorary
Degree by Westminster College on September 21, 2017,” is procedurally denied. No records
exist within the EEOC.
about the speech given by Vermont Senator Bernard Sanders on the campus of Westminster
College” is procedurally denied. No records exist within the EEOC.
about Vermont Senator Bernard Sanders unfairly being described as a self-hating Jew for
urging an end to hostilities in the recent flare-up betweenIsrael and Palestine” is procedurally
denied. No records exist within the EEOC.
about Vermont Senator Bernard Sanders unfairly being criticized as a self-hating Jew for
denouncing the U.S. unconditional and counterproductive support to the State of Israel” is
procedurally denied. No records exist within the EEOC.
about the recent unfair criticism directed at Minnesota Congresswoman Ilhan Omar for
tweeting that she has seen unthinkable atrocities committed by the US, Hamas, Israel,
Afghanistan, and the Taliban,” is procedurally denied. No records exist within the EEOC.
about the State of Israel having been the subject of frequent and widespread condemnation
in the United Nations (U.N.)” is procedurally denied. No records exist within the EEOC.
about Michel Collon’s sardonic explanation detailing the difference between a “good Arab”
and a “bad Arab” in the no longer broadcasted television show previously hosted by Frederick
Taddei entitled: Ce Soir ou Jamais” is procedurally denied. No records exist within the
EEOC.
(16) Your request for “[EEOC] communications in the form of e-mails and postal correspondence
about the USAID MD-715 report for FY 2019” is granted. See our August 18, 2021,
response to FOIA No. 820-2021-003179.
(17) Your request for “[EEOC] communications in the form of e-mails and postal correspondence
about the EEOC failing to provide the contact information for the USAID agency official
responsible for auditioning complaints of employment discrimination by applicants who have
applied to work there and believe to have been discriminated against” is procedurally
denied. No records exist within the EEOC.
(18) Your request for “all [EEOC] communications in the form of e-mails and postal
correspondence about [your] applications for employment with the USAID for Solicitation
Nos.: 72066321R10004; 72066321R10002; and 72066321R10005” is procedurally denied.
No records exist within the EEOC.
This response was prepared by Joanne Murray, Government Information Specialist, who may be
reached at (202) 921-2541.
EEOC FORM U.S. Equal Employment Opportunity Commission
715-02 FEDERAL AGENCY ANNUAL
PART A - D EEO PROGRAM STATUS REPORT
Holocaust Memorial Museum For period covering October 1, 2019 to September 30, 2020
PART A
Department 1. Agency 1. Holocaust Memorial Museum
or Agency
Identifying
Information 1.a 2nd level reporting component
2. Address 2. 100 Raoul Wallenberg Place, SW
3. City, State, Zip Code 3. Washington, DC 20024
4. Agency Code 5. FIPS code(s) 4. HD00 5. 2126
PART B
Total 1. Enter total number of permanent full-time and part-time employees 1. 444
Employment
2. Enter total number of temporary employees 2. 0
3. TOTAL EMPLOYMENT [add lines B 1 through 2] 4. 444
PART C Title Type Name Title
Agency Official(s) Responsible Head of Agency Sara Bloomfield Director

For Oversight of EEO Principal EEO Director/Official Renee Davis EEO Manager
Program(s)
Page 1
For period covering October 1, 2019 to September 30, 2020
PART D Subordinate Component and Location Country Agency Code

List of Subordinate Components Covered in (City/State)
This Report
EEOC FORMS and Documents Required Uploaded

EEO Policy Statement Y Y
Alternative Dispute Resolution Y Y
Procedures
Reasonable Accommodation Y Y
Procedure
Personal Assistance Services Y Y
Procedures
Organization Chart Y Y
Agency Strategic Plan Y Y
Anti-Harassment Policy and Y Y
Procedures
EEO Strategic Plan N N
Disabled Veterans Affirmative N N
Action Program (DVAAP) Report
Diversity Policy Statement N N
Federal Equal Opportunity N N
Recruitment Program (FEORP)
Report
Human Capital Strategic Plan N N
Results from most recent Federal N N
Employee Viewpoint Survey or
Annual Employee Survey
Page 2
PART E.1 EEO PROGRAM STATUS REPORT
EXECUTIVE SUMMARY: MISSION
MISSION
The United States Holocaust Memorial Museum is America's national institution for the
documentation, study, and interpretation of Holocaust history, and serves as this country's
memorial to the millions of people murdered during the Holocaust. The Museum's primary
mission is to advance and disseminate knowledge about this unprecedented tragedy; to
preserve the memory of those who suffered; and to encourage its visitors to reflect upon
the moral and spiritual questions raised by the events of the Holocaust as well as their
own responsibilities as citizens of a democracy.
MISSION-RELATED FUNCTIONS
Rooted in the mission statement, the plan encompasses three strategic goals that will
continue guiding the institution:
Rescuing the Evidence
• Address gaps in evidence on victims, witnesses, collaborators, and perpetrators
• Improve accessibility of collections
• Secure a facility for future growth of the collection
Expanding, Diversifying, and More Effectively Engaging Our Audiences
• Refresh the Permanent Exhibition; redo the Web site; and employ new technologies
• Implement a national programming plan to strengthen constituency relationships and
build new audiences in order to expand our presence and impact in key cities and
regions
• Refine and implement plans for targeted audiences to achieve greatest systemic
impact and change
• Enhance the Museum's global presence
Securing the Future of the Memorial Museum
• Build the endowment to $400 million
• Build a program for foundation and corporate fundraising
• Improve stewardship of key constituencies (survivors, donors, Council, former Council,
Congress)
• Further strengthen governance processes
• Implement strategies for improved human capital management
Page 3
PART G EEO PROGRAM STATUS REPORT
Agency Self-Assessment Checklist
Essential Element: A Demonstrated Commitment From agency Leadership
Compliance Measure Has For all unmet

Indicator Been Met measures, provide
a
brief explanation
in
the space below or
A.1. The agency issues an effective, up-to-date EEO policy statement. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.1.a. Does the agency annually issue a signed and dated EEO policy statement on agency letterhead that X FY 2020
clearly communicates the agency’s commitment to EEO for all employees and applicants? If “Yes”, please statement issued
provide the annual issuance date in the comments column. [see MD-715, ll(A)] on 10/03/2019. In
addition, the
Director issued a
reminder email on
08/03/2020.
10/3/2019
A.1.b. Does the EEO policy statement address all protected bases (age, color, disability, sex (including X
pregnancy, sexual orientation and gender identity), genetic information, national origin, race, religion, and
reprisal) contained in the laws EEOC enforces? [see 29 CFR § 1614.101(a)] If the EEO policy statement covers
any additional bases (e.g., marital status, veteran status and political affiliation), please list them in the
comments column.
Page 5

a
brief explanation
in
the space below or
A.2. The agency has communicated EEO policies and procedures to all employees. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.2.a. Does the agency disseminate the following policies and procedures to all employees:
A.2.a.1. Anti-harassment policy? [see MD 715, ll(A)] X
A.2.a.2. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)] X
A.2.b. Does the agency prominently post the following information throughout the workplace and on its public
website:
A.2.b.1. The business contact information for its EEO Counselors, EEO Officers, Special Emphasis Program X
Managers, and EEO Director? [see 29 C.F.R § 1614.102(b)(7)]
A.2.b.2. Written materials concerning the EEO program, laws, policy statements, and the operation of the EEO X
complaint process? [see 29 CFR §1614.102(b)(5)]
A.2.b.3. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)(i)] If so, please provide the X Click
internet address in the comments column. “Accessibility”
link on USHMM
homepage: https://
www.ushmm.org/
A.2.c. Does the agency inform its employees about the following topics:
A.2.c.1. EEO complaint process? [see 29 CFR §§ 1614.102(a)(12) and 1614.102(b)(5)] If “yes”, please provide X New employees
how often and the means by which such training is delivered. and supervisors
are provided
training on the
EEO complaint
process.
Employees are
reminded about
these processes
throughout the
year by the EEO
Manager, through
EEO Posters, and
at least annually
by the Director in
her EEO Policy
Statement. The
Museum has also
recently published
and made
available to staff a
new EEO
Complaint
Processing
Overview and
comprehensive
and detailed policy
Page 6
A.2.c.2. ADR process? [see MD-110, Ch. 3(II)(C)] If “yes”, please provide how often. X Information about
the Museum’s
ADR process is
made available to
all new
employees and
supervisors
during
orientation; to all
employees and
supervisors via
the Museum’s
EEO website; and
to individuals
who contact the
EEO manager or
other EEO
officials.
A.2.c.3. Reasonable accommodation program? [see 29 CFR § 1614.203(d)(7)(ii)(C)] If “yes”, please provide X The Museum
how often. recently revised
and expanded its
comprehensive
Reasonable
Accommodation
(RA) Program
Policy, Procedure,
and Forms and
made the
expanded
documents
available to all
staff. The
Museum also
hired a new RA
Coordinator who
has provided
individualized
guidance and
training to certain
offices.
Information about
the Museum’s RA
process is made
available to all
new employees
and supervisors.
Page 7
A.2.c.4. Anti-harassment program? [see EEOC Enforcement Guidance on Vicarious Employer Liability for X New employees
Unlawful Harassment by Supervisors (1999), § V.C.1] If “yes”, please provide how often. and new
supervisors are
provided anti-
harassment
training during
orientation.
Employees and
supervisors are
reminded about
the Museum’s
anti-harassment
policy throughout
the year by the
EEO and/or HR
Manager, in EEO
Posters, and at
least annually by
the Director in her
Policy Statement.
The Museum is
also updating its
internal EEO
website with
additional
resources.
A.2.c.5. Behaviors that are inappropriate in the workplace and could result in disciplinary action? [5 CFR X Performance
§2635.101(b)] If “yes”, please provide how often. Management
training takes
place on an
annual basis .
Coaching by
Human Resources
team members for
supervisors and
small teams takes
place also as
identified or
requested. The
Museum’s
various EEO;
Anti-Harassment,
Reasonable
Accommodation
and HR policies,
policy statements,
and procedures
make clear that
the Museum will
not tolerate
inappropriate
behavior in the
workplace.
Page 8

a
brief explanation
in
the space below or
A.3. The agency assesses and ensures EEO principles are part of its culture. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.3.a. Does the agency provide recognition to employees, supervisors, managers and units demonstrating X The Director
superior accomplishment in equal employment opportunity? [see 29 CFR § 1614.102(a)(9)] If “yes”, provide provides regular
one or two examples in the comments section. . updates on the
Museum’s DEAI
Initiative. When
there is an
opportunity, she
recognizes in
general the
contributions of
the many
supervisors and
employees
participating in
this initiative as
well as those who
work on specific
projects in an
effort to advance
diversity, equity,
accessibility, and
inclusion such as:
Unconscious Bias
Training, focus
groups, and DEAI
group.
A.3.b. Does the agency utilize the Federal Employee Viewpoint Survey or other climate assessment tools to X
monitor the perception of EEO principles within the workforce? [see 5 CFR Part 250]'
Page 9
Essential Element: B Integration of EEO into the agency's Strategic Mission

a
brief explanation
in
B.1. The reporting structure for the EEO program provides the principal EEO the space below or
official with appropriate authority and resources to effectively carry out a complete and
successful EEO program. attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.1.a. Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control X
over the EEO office? [see 29 CFR §1614.102(b)(4)]
B.1.a.1. If the EEO Director does not report to the agency head, does the EEO Director report to the same X The EEO
agency head designee as the mission-related programmatic offices? If “yes,” please provide the title of the Manager reports
agency head designee in the comments. to the agency
head.
B.1.a.2. Does the agency’s organizational chart clearly define the reporting structure for the EEO office? [see 29 X
CFR §1614.102(b)(4)]
B.1.b. Does the EEO Director have a regular and effective means of advising the agency head and other senior X
management officials of the effectiveness, efficiency and legal compliance of the agency’s EEO program? [see
29 CFR §1614.102(c)(1); MD-715 Instructions, Sec. I]
B.1.c. During this reporting period, did the EEO Director present to the head of the agency, and other senior X A series of
management officials, the "State of the agency" briefing covering the six essential elements of the model EEO meetings have
program and the status of the barrier analysis process? [see MD-715 Instructions, Sec. I] If “yes”, please provide taken place to
the date of the briefing in the comments column. discuss the
Museum’s DEAI
Initiative. In those
meetings, the
Museum’s
demographics, as
well as EEO
concerns related
to the six
elements of a
model EEO
program, and
analysis needs
were shared.
6/25/20 -
Director,
Executive team,
HR Director and
EEO Manager
7/13 -14, 21-23
and 30/21 and
8/4,13-14, and
17/20 - Director,
subset of
executive team
B.1.d. Does the EEO Director regularly participate in senior-level staff meetings concerning personnel, budget, X
technology, and other workforce issues? [see MD-715, II(B)]
Page 10

a
brief explanation
in
the space below or
B.2. The EEO Director controls all aspects of the EEO program. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.2.a. Is the EEO Director responsible for the implementation of a continuing affirmative employment program X
to promote EEO and to identify and eliminate discriminatory policies, procedures, and practices? [see MD-110,
Ch. 1(III)(A); 29 CFR §1614.102(c)] If not, identify the office with this authority in the comments column.
B.2.b. Is the EEO Director responsible for overseeing the completion of EEO counseling? [see 29 CFR X
§1614.102(c)(4)]
B.2.c. Is the EEO Director responsible for overseeing the fair and thorough investigation of EEO complaints? X
[see 29 CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.]
B.2.d. Is the EEO Director responsible for overseeing the timely issuance of final agency decisions? [see 29 X
CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.]
B.2.e. Is the EEO Director responsible for ensuring compliance with EEOC orders? [see 29 CFR §§ X
1614.102(e); 1614.502]'
B.2.f. Is the EEO Director responsible for periodically evaluating the entire EEO program and providing X
recommendations for improvement to the agency head? [see 29 CFR §1614.102(c)(2)]
B.2.g. If the agency has subordinate level components, does the EEO Director provide effective guidance and X The Museum
coordination for the components? [see 29 CFR §§ 1614.102(c)(2); (c)(3)] does not have
subordinate level
components.
Page 11

a
brief explanation
in
the space below or
B.3. The EEO Director and other EEO professional staff are involved in, and
complete and
consulted on, management/personnel actions.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.3.a. Do EEO program officials participate in agency meetings regarding workforce changes that might impact X
EEO issues, including strategic planning, recruitment strategies, vacancy projections, succession planning, and
selections for training/career development opportunities? [see MD-715, II(B)]
B.3.b. Does the agency’s current strategic plan reference EEO / diversity and inclusion principles? [see X The Museum’s
MD-715, II(B)] If “yes”, please identify the EEO principles in the strategic plan in the comments column. strategic plan is
currently being
updated. The
Director has
announced to all
employees that
the Museum’s
Diversity, Equity,
Accessibility, and
Inclusion
Initiative is one of
only a few key
institutional
priorities.
Page 12

a
brief explanation
in
the space below or
B.4. The agency has sufficient budget and staffing to support the success of its
complete and
EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.4.a. Pursuant to 29 CFR §1614.102(a)(1), has the agency allocated sufficient funding and qualified staffing to
successfully implement the EEO program, for the following areas:
B.4.a.1. to conduct a self-assessment of the agency for possible program deficiencies? [see MD-715, II(D)] X
B.4.a.10. to effectively manage its reasonable accommodation program? [see 29 CFR §1614.203(d)(4)(ii)] X
B.4.a.11. to ensure timely and complete compliance with EEOC orders? [see MD-715, II(E)] X
B.4.a.2. to enable the agency to conduct a thorough barrier analysis of its workforce? [see MD-715, II(B)] X
B.4.a.3. to timely, thoroughly, and fairly process EEO complaints, including EEO counseling, investigations, X
final agency decisions, and legal sufficiency reviews? [see 29 CFR §§ 1614.102(c)(5); 1614.105(b) – (f);
MD-110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)]
B.4.a.4. to provide all supervisors and employees with training on the EEO program, including but not limited to X
retaliation, harassment, religious accommodations, disability accommodations, the EEO complaint process, and
ADR? [see MD-715, II(B) and III(C)] If not, please identify the type(s) of training with insufficient funding in
the comments column.
B.4.a.5. to conduct thorough, accurate, and effective field audits of the EEO programs in components and the X The Museum
field offices, if applicable? [see 29 CFR §1614.102(c)(2)] does not have
EEO components
and field offices.
B.4.a.6. to publish and distribute EEO materials (e.g. harassment policies, EEO posters, reasonable X
accommodations procedures)? [see MD-715, II(B)]
B.4.a.7. to maintain accurate data collection and tracking systems for the following types of data: complaint X
tracking, workforce demographics, and applicant flow data? [see MD-715, II(E)] If not, please identify the
systems with insufficient funding in the comments section.
B.4.a.8. to effectively administer its special emphasis programs (such as, Federal Women’s Program, Hispanic X
Employment Program, and People with Disabilities Program Manager)? [5 USC § 7201; 38 USC § 4214; 5 CFR
§ 720.204; 5 CFR § 213.3102(t) and (u); 5 CFR § 315.709]
B.4.a.9. to effectively manage its anti-harassment program? [see MD-715 Instructions, Sec. I; EEOC X
Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C.
1]
B.4.b. Does the EEO office have a budget that is separate from other offices within the agency? [see 29 CFR § X
1614.102(a)(1)]
B.4.c. Are the duties and responsibilities of EEO officials clearly defined? [see MD-110, Ch. 1(III)(A), 2(III), & X
6(III)]
B.4.d. Does the agency ensure that all new counselors and investigators, including contractors and collateral X
duty employees, receive the required 32 hours of training, pursuant to Ch. 2(II) (A) of MD-110?
B.4.e. Does the agency ensure that all experienced counselors and investigators, including contractors and X
collateral duty employees, receive the required 8 hours of annual refresher training, pursuant to Ch. 2(II)(C) of
MD-110?
Page 13

a
brief explanation
in
the space below or
B.5. The agency recruits, hires, develops, and retains supervisors and managers
complete and
who have effective managerial, communications, and interpersonal skills
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.5.a. Pursuant to 29 CFR §1614.102(a)(5), have all managers and supervisors received orientation, training,
and advice on their responsibilities under the following areas under the agency EEO program:
B.5.a.1. EEO complaint process? [see MD-715(II)(B)] X The EEO policy
includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the EEO
complaint
process. The EEO
Manager also
consults with
managers /
supervisors.
There are plans to
launch online
training.
B.5.a.2. Reasonable Accommodation Procedures? [see 29 CFR § 1614.102(d)(3)] X The reasonable
accommodation
policy includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the reasonable
accommodation
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
Page 14
B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)] X The anti-

harassment policy
includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the anti-
harassment
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
B.5.a.4. Supervisory, managerial, communication and interpersonal skills in order to supervise most effectively X
in a workplace with diverse employees and avoid disputes arising from ineffective communications? [see
MD-715, II(B)]
B.5.a.5. ADR, with emphasis on the federal government’s interest in encouraging mutual resolution of disputes X The ADR policy
and the benefits associated with utilizing ADR? [see MD-715(II)(E)] includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the ADR
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
Page 15

a
brief explanation
in
the space below or
B.6. The agency involves managers in the implementation of its EEO program. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.6.a. Are senior managers involved in the implementation of Special Emphasis Programs? [see MD-715 X
Instructions, Sec. I]
B.6.b. Do senior managers participate in the barrier analysis process? [see MD-715 Instructions, Sec. I] X
B.6.c. When barriers are identified, do senior managers assist in developing agency EEO action plans (Part I, X
Part J, or the Executive Summary)? [see MD-715 Instructions, Sec. I]
B.6.d. Do senior managers successfully implement EEO Action Plans and incorporate the EEO Action Plan X
Objectives into agency strategic plans? [29 CFR §1614.102(a)(5)]
Page 16
Essential Element: C Management and Program Accountability

a
brief explanation
in
the space below or
C.1. The agency conducts regular internal audits of its component and field offices. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.1.a. Does the agency regularly assess its component and field offices for possible EEO program deficiencies? X There are no
[see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the comments components and
section. field offices.
C.1.b. Does the agency regularly assess its component and field offices on their efforts to remove barriers from X There are no
the workplace? [see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the components and
comments section. field offices.
C.1.c. Do the component and field offices make reasonable efforts to comply with the recommendations of the X There are no
field audit? [see MD-715, II(C)] components and
field offices.
Page 17

a
brief explanation
in
the space below or
C.2. The agency has established procedures to prevent all forms of EEO
complete and
discrimination.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.2.a. Has the agency established comprehensive anti-harassment policy and procedures that comply with X
EEOC’s enforcement guidance? [see MD-715, II(C); Enforcement Guidance on Vicarious Employer Liability
for Unlawful Harassment by Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]
C.2.a.1. Does the anti-harassment policy require corrective action to prevent or eliminate conduct before it rises X
to the level of unlawful harassment? [see EEOC Enforcement Guidance on Vicarious Employer Liability for
Unlawful Harassment by Supervisors (1999), § V.C.1]
C.2.a.2. Has the agency established a firewall between the Anti-Harassment Coordinator and the EEO Director? X
[see EEOC Report, Model EEO Program Must Have an Effective Anti-Harassment Program (2006)]
C.2.a.3. Does the agency have a separate procedure (outside the EEO complaint process) to address harassment X
allegations? [see Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by
Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]
C.2.a.4. Does the agency ensure that the EEO office informs the anti-harassment program of all EEO counseling X
activity alleging harassment? [See Enforcement Guidance, V.C.]
C.2.a.5. Does the agency conduct a prompt inquiry (beginning within 10 days of notification) of all harassment X
allegations, including those initially raised in the EEO complaint process? [see Complainant v. Dep’t of
Veterans Affairs, EEOC Appeal No. 0120123232 (May 21, 2015); Complainant v. Dep’t of Defense (Defense
Commissary Agency), EEOC Appeal No. 0120130331 (May 29, 2015)] If “no”, please provide the percentage
of timely-processed inquiries in the comments column.
C.2.a.6. Do the agency’s training materials on its anti-harassment policy include examples of disability-based X
harassment? [see 29 CFR §1614.203(d)(2)]
C.2.b. Has the agency established disability reasonable accommodation procedures that comply with EEOC’s X
regulations and guidance? [see 29 CFR §1614.203(d)(3)]
C.2.b.1. Is there a designated agency official or other mechanism in place to coordinate or assist with processing X
requests for disability accommodations throughout the agency? [see 29 CFR §1614.203(d)(3)(D)]
C.2.b.2. Has the agency established a firewall between the Reasonable Accommodation Program Manager and X
the EEO Director? [see MD-110, Ch. 1(IV)(A)]
C.2.b.3. Does the agency ensure that job applicants can request and receive reasonable accommodations during X
the application and placement processes? [see 29 CFR §1614.203(d)(1)(ii)(B)]
C.2.b.4. Do the reasonable accommodation procedures clearly state that the agency should process the request X
within a maximum amount of time (e.g., 20 business days), as established by the agency in its affirmative action
plan? [see 29 CFR §1614.203(d)(3)(i)(M)]
C.2.b.5. Does the agency process all initial accommodation requests, excluding ongoing interpretative services, X
within the time frame set forth in its reasonable accommodation procedures? [see MD-715, II(C)] If “no”, please
provide the percentage of timely-processed requests, excluding ongoing interpretative services, in the comments
column.
C.2.c. Has the agency established procedures for processing requests for personal assistance services that X
comply with EEOC’s regulations, enforcement guidance, and other applicable executive orders, guidance, and
standards? [see 29 CFR §1614.203(d)(6)]
C.2.c.1. Does the agency post its procedures for processing requests for Personal Assistance Services on its X Click
public website? [see 29 CFR §1614.203(d)(5)(v)] If “yes”, please provide the internet address in the comments “Accessibility”
column. link on USHMM
homepage. https://
www.ushmm.org/
Page 18

a
brief explanation
in
the space below or
C.3. The agency evaluates managers and supervisors on their efforts to ensure
complete and
equal employment opportunity.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.3.a. Pursuant to 29 CFR §1614.102(a)(5), do all managers and supervisors have an element in their X
performance appraisal that evaluates their commitment to agency EEO policies and principles and their
participation in the EEO program?
C.3.b. Does the agency require rating officials to evaluate the performance of managers and supervisors based
on the following activities:
C.3.b.1. Resolve EEO problems/disagreements/conflicts, including the participation in ADR proceedings? [see X
MD-110, Ch. 3.I]
C.3.b.2. Ensure full cooperation of employees under his/her supervision with EEO officials, such as counselors X
and investigators? [see 29 CFR §1614.102(b)(6)]
C.3.b.3. Ensure a workplace that is free from all forms of discrimination, including harassment and retaliation? X
[see MD-715, II(C)]
C.3.b.4. Ensure that subordinate supervisors have effective managerial, communication, and interpersonal skills X
to supervise in a workplace with diverse employees? [see MD-715 Instructions, Sec. I]
C.3.b.5. Provide religious accommodations when such accommodations do not cause an undue hardship? [see X
29 CFR §1614.102(a)(7)]
C.3.b.6. Provide disability accommodations when such accommodations do not cause an undue hardship? [ see X
29 CFR §1614.102(a)(8)]
C.3.b.7. Support the EEO program in identifying and removing barriers to equal opportunity?. [see MD-715, X
II(C)]
C.3.b.8. Support the anti-harassment program in investigating and correcting harassing conduct?. [see X
Enforcement Guidance, V.C.2]
C.3.b.9. Comply with settlement agreements and orders issued by the agency, EEOC, and EEO-related cases X
from the Merit Systems Protection Board, labor arbitrators, and the Federal Labor Relations Authority? [see
MD-715, II(C)]
C.3.c. Does the EEO Director recommend to the agency head improvements or corrections, including remedial X
or disciplinary actions, for managers and supervisors who have failed in their EEO responsibilities? [see 29 CFR
§1614.102(c)(2)]
C.3.d. When the EEO Director recommends remedial or disciplinary actions, are the recommendations regularly X
implemented by the agency? [see 29 CFR §1614.102(c)(2)]
Page 19

a
brief explanation
in
the space below or
C.4. The agency ensures effective coordination between its EEO program and
complete and
Human Resources (HR) program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.4.a. Do the HR Director and the EEO Director meet regularly to assess whether personnel programs, policies, X
and procedures conform to EEOC laws, instructions, and management directives? [see 29 CFR §1614.102(a)(2)]
C.4.b. Has the agency established timetables/schedules to review at regular intervals its merit promotion X
program, employee recognition awards program, employee development/training programs, and management/
personnel policies, procedures, and practices for systemic barriers that may be impeding full participation in the
program by all EEO groups? [see MD-715 Instructions, Sec. I]
C.4.c. Does the EEO office have timely access to accurate and complete data (e.g., demographic data for the X
workforce, applicants, training programs, etc.) required to prepare the MD-715 workforce data tables? [see 29
CFR §1614.601(a)]
C.4.d. Does the HR office timely provide the EEO office with access to other data (e.g., exit interview data, X
climate assessment surveys, and grievance data), upon request? [see MD-715, II(C)]
C.4.e. Pursuant to Section II(C) of MD-715, does the EEO office collaborate with the HR office to:
C.4.e.1. Implement the Affirmative Action Plan for Individuals with Disabilities? [see 29 CFR §1614.203(d); X
MD-715, II(C)]
C.4.e.2. Develop and/or conduct outreach and recruiting initiatives? [see MD-715, II(C)] X
C.4.e.3. Develop and/or provide training for managers and employees? [see MD-715, II(C)] X
C.4.e.4. Identify and remove barriers to equal opportunity in the workplace? [see MD-715, II(C)] X
C.4.e.5. Assist in preparing the MD-715 report? [see MD-715, II(C)] X
Page 20

a
brief explanation
in
the space below or
C.5. Following a finding of discrimination, the agency explores whether it should
complete and
take a disciplinary action.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.5.a. Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct? X While the
[see 29 CFR §1614.102(a)(6); see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)] Museum does not
have a separate
table of penalties,
the Museum
complies with the
requirements of
29 CFR §
1614.102(a)(6) by
making clear in
multiple policy
statements that
discrimination,
harassment, and
retaliation will
not be tolerated.
C.5.b. When appropriate, does the agency discipline or sanction managers and employees for discriminatory X 0
conduct? [see 29 CFR §1614.102(a)(6)] If “yes”, please state the number of disciplined/sanctioned individuals
during this reporting period in the comments.
C.5.c. If the agency has a finding of discrimination (or settles cases in which a finding was likely), does the X
agency inform managers and supervisors about the discriminatory conduct (e.g., post mortem to discuss lessons
learned)? [see MD-715, II(C)]

a
brief explanation
in
the space below or
C.6. The EEO office advises managers/supervisors on EEO matters. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.6.a. Does the EEO office provide management/supervisory officials with regular EEO updates on at least an X Annually
annual basis, including EEO complaints, workforce demographics and data summaries, legal updates, barrier
analysis plans, and special emphasis updates? [see MD-715 Instructions, Sec. I] If “yes”, please identify the
frequency of the EEO updates in the comments column.
C.6.b. Are EEO officials readily available to answer managers’ and supervisors’ questions or concerns? [see X
MD-715 Instructions, Sec. I]
Page 21
Essential Element: D Proactive Prevention

a
brief explanation
in
the space below or
D.1. The agency conducts a reasonable assessment to monitor progress towards
complete and
achieving equal employment opportunity throughout the year.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.1.a. Does the agency have a process for identifying triggers in the workplace? [see MD-715 Instructions, Sec. X
I]
D.1.b. Does the agency regularly use the following sources of information for trigger identification: workforce X
data; complaint/grievance data; exit surveys; employee climate surveys; focus groups; affinity groups; union;
program evaluations; special emphasis programs; and/or external special interest groups? [see MD-715
D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could X
improve the recruitment, hiring, inclusion, retention and advancement of individuals with disabilities? [see 29
CFR §1614.203(d)(1)(iii)(C)]

a
brief explanation
in
the space below or
D.2. The agency identifies areas where barriers may exclude EEO groups
complete and
(reasonable basis to act.)
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.2.a. Does the agency have a process for analyzing the identified triggers to find possible barriers? [see X
MD-715, (II)(B)]
D.2.b. Does the agency regularly examine the impact of management/personnel policies, procedures, and X
practices by race, national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)]
D.2.c. Does the agency consider whether any group of employees or applicants might be negatively impacted X
prior to making human resource decisions, such as re-organizations and realignments? [see 29 CFR §1614.102(a)
(3)]
D.2.d. Does the agency regularly review the following sources of information to find barriers: complaint/ X Complaint/
grievance data, exit surveys, employee climate surveys, focus groups, affinity groups, union, program grievance data,
evaluations, anti-harassment program, special emphasis programs, and/or external special interest groups? [see exit surveys,
MD-715 Instructions, Sec. I]] If “yes”, please identify the data sources in the comments column. employment
climate surveys,
focus groups, and
program
evaluations
Page 22

a
brief explanation
in
the space below or
D.3. The agency establishes appropriate action plans to remove identified barriers. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.3.a. Does the agency effectively tailor action plans to address the identified barriers, in particular policies, X
procedures, or practices? [see 29 CFR §1614.102(a)(3)]
D.3.b. If the agency identified one or more barriers during the reporting period, did the agency implement a plan X
in Part I, including meeting the target dates for the planned activities? [see MD-715, II(D)]
D.3.c. Does the agency periodically review the effectiveness of the plans? [see MD-715, II(D)] X

a
brief explanation
in
the space below or
D.4. The agency has an affirmative action plan for people with disabilities,
complete and
including those with targeted disabilities.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If X
yes, please provide the internet address in the comments.
D.4.b. Does the agency take specific steps to ensure qualified people with disabilities are aware of and X
encouraged to apply for job vacancies? [see 29 CFR §1614.203(d)(1)(i)]
D.4.c. Does the agency ensure that disability-related questions from members of the public are answered X
promptly and correctly? [see 29 CFR §1614.203(d)(1)(ii)(A)]
D.4.d. Has the agency taken specific steps that are reasonably designed to increase the number of persons with X
disabilities or targeted disabilities employed at the agency until it meets the goals? [see 29 CFR §1614.203(d)(7)
(ii)]
Page 23
Essential Element: E Efficiency

a
brief explanation
in
the space below or
E.1. The agency maintains an efficient, fair, and impartial complaint resolution
complete and
process.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.1.a. Does the agency timely provide EEO counseling, pursuant to 29 CFR §1614.105? X
E.1.b. Does the agency provide written notification of rights and responsibilities in the EEO process during the X
initial counseling session, pursuant to 29 CFR §1614.105(b)(1)?
E.1.c. Does the agency issue acknowledgment letters immediately upon receipt of a formal complaint, pursuant X
to MD-110, Ch. 5(I)?
E.1.d. Does the agency issue acceptance letters/dismissal decisions within a reasonable time (e.g., 60 days) after X 16 days
receipt of the written EEO Counselor report, pursuant to MD-110, Ch. 5(I)? If so, please provide the average
processing time in the comments.
E.1.e. Does the agency ensure that all employees fully cooperate with EEO counselors and EEO personnel in the X
EEO process, including granting routine access to personnel records related to an investigation, pursuant to 29
CFR §1614.102(b)(6)?
E.1.f. Does the agency timely complete investigations, pursuant to 29 CFR §1614.108? X
E.1.g. If the agency does not timely complete investigations, does the agency notify complainants of the date by X
which the investigation will be completed and of their right to request a hearing or file a lawsuit, pursuant to 29
CFR §1614.108(g)?
E.1.h. When the complainant did not request a hearing, does the agency timely issue the final agency decision, X
pursuant to 29 CFR §1614.110(b)?
E.1.i. Does the agency timely issue final actions following receipt of the hearing file and the administrative X
judge’s decision, pursuant to 29 CFR §1614.110(a)?
E.1.j. If the agency uses contractors to implement any stage of the EEO complaint process, does the agency hold X Corrective action
them accountable for poor work product and/or delays? [See MD-110, Ch. 5(V)(A)] If “yes”, please describe will be required
how in the comments column. and the contract
may be
terminated.
E.1.k. If the agency uses employees to implement any stage of the EEO complaint process, does the agency hold X
them accountable for poor work product and/or delays during performance review? [See MD-110, Ch. 5(V)(A)]
E.1.l. Does the agency submit complaint files and other documents in the proper format to EEOC through the X
Federal Sector EEO Portal (FedSEP)? [See 29 CFR § 1614.403(g)]
Page 24

a
brief explanation
in
the space below or
E.2. The agency has a neutral EEO process. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.2.a. Has the agency established a clear separation between its EEO complaint program and its defensive X The EEO
function? [see MD-110, Ch. 1(IV)(D)] If “yes”, please explain. Division manages
the complaint
process, and the
defensive
function is not
involved .
E.2.b. When seeking legal sufficiency reviews, does the EEO office have access to sufficient legal resources X EEO Counsel is
separate from the agency representative? [see MD-110, Ch. 1(IV)(D)] If “yes”, please identify the source/ located in the
location of the attorney who conducts the legal sufficiency review in the comments column. General
Counsel’s Office.
To avoid any
appearance of a
conflict of
interest, the OGC
attorney who
serves as EEO
Counsel does not
serve as agency
representative in
any new EEO
matters.
E.2.c. If the EEO office relies on the agency’s defensive function to conduct the legal sufficiency review, is X To avoid any
there a firewall between the reviewing attorney and the agency representative? [see MD-110, Ch. 1(IV)(D)] appearance of a
conflict of
interest, the OGC
attorney who
serves as EEO
Counsel does not
serve as agency
representative in
any new EEO
matters.
E.2.d. Does the agency ensure that its agency representative does not intrude upon EEO counseling, X
investigations, and final agency decisions? [see MD-110, Ch. 1(IV)(D)]
E.2.e. If applicable, are processing time frames incorporated for the legal counsel’s sufficiency review for timely X
processing of complaints? [see EEOC Report, Attaining a Model Agency Program: Efficiency (Dec. 1, 2004)]
Page 25

a
brief explanation
in
the space below or
E.3. The agency has established and encouraged the widespread use of a fair
complete and
alternative dispute resolution (ADR) program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.3.a. Has the agency established an ADR program for use during both the pre-complaint and formal complaint X
stages of the EEO process? [see 29 CFR §1614.102(b)(2)]
E.3.b. Does the agency require managers and supervisors to participate in ADR once it has been offered? [see X
MD-715, II(A)(1)]
E.3.c. Does the Agency encourage all employees to use ADR, where ADR is appropriate? [See MD-110, Ch. X
3(IV)(C)]
E.3.d. Does the agency ensure a management official with settlement authority is accessible during the dispute X
resolution process? [see MD-110, Ch. 3(III)(A)(9)]
E.3.e. Does the agency prohibit the responsible management official named in the dispute from having X
settlement authority? [see MD-110, Ch. 3(I)]
E.3.f. Does the agency annually evaluate the effectiveness of its ADR program? [see MD-110, Ch. 3(II)(D)] X

a
brief explanation
in
the space below or
E.4. The agency has effective and accurate data collection systems in place to
complete and
evaluate its EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.4.a. Does the agency have systems in place to accurately collect, monitor, and analyze the following data:
E.4.a.1. Complaint activity, including the issues and bases of the complaints, the aggrieved individuals/ X
complainants, and the involved management official? [see MD-715, II(E)]
E.4.a.2. The race, national origin, sex, and disability status of agency employees? [see 29 CFR §1614.601(a)] X
E.4.a.3. Recruitment activities? [see MD-715, II(E)] X
E.4.a.4. External and internal applicant flow data concerning the applicants’ race, national origin, sex, and X
disability status? [see MD-715, II(E)]
E.4.a.5. The processing of requests for reasonable accommodation? [29 CFR §1614.203(d)(4)] X
E.4.a.6. The processing of complaints for the anti-harassment program? [see EEOC Enforcement Guidance on X
Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C.2]
E.4.b. Does the agency have a system in place to re-survey the workforce on a regular basis? [MD-715 X
Page 26

a
brief explanation
in
the space below or
E.5. The agency identifies and disseminates significant trends and best practices in
complete and
its EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.5.a. Does the agency monitor trends in its EEO program to determine whether the agency is meeting its X The EEO
obligations under the statutes EEOC enforces? [see MD-715, II(E)] If “yes”, provide an example in the Division monitors
comments. trends related to
the EEO program
by reviewing
workforce data,
complaint data,
special emphasis
program and
participation /
evaluations. The
Museum has
recently engaged
a consultant to
guide the
Museum’s
comprehensive
DEAI Initiative.
As part of this
Initiative , EEO
related trends are
being identified
and monitored
through data
review, surveys
and focus groups.
E.5.b. Does the agency review other agencies’ best practices and adopt them, where appropriate, to improve the X The EEO
effectiveness of its EEO program? [see MD-715, II(E)] If “yes”, provide an example in the comments. Division often
consults with
other agencies to
identify best
practices. In
addition, the
Division attends
various meetings
on a regular basis
(i.e., EEO
Directors
Quarterly
meeting, D&I
Strategic Partners
Meeting, and the
Small Agency
Council / EEO
Diversity /
Inclusion
Committee
meeting), and
keeps up with
EEOC news and
posts and OMB
MAX.
Page 27
E.5.c. Does the agency compare its performance in the EEO process to other federal agencies of similar size? X
[see MD-715, II(E)]
Page 28
Essential Element: F Responsiveness and Legal Compliance

a
brief explanation
in
the space below or
F.1. The agency has processes in place to ensure timely and full compliance with
complete and
EEOC orders and settlement agreements.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.1.a. Does the agency have a system of management controls to ensure that its officials timely comply with X
EEOC orders/directives and final agency actions? [see 29 CFR §1614.102(e); MD-715, II(F)]
F.1.b. Does the agency have a system of management controls to ensure the timely, accurate, and complete X
compliance with resolutions/settlement agreements? [see MD-715, II(F)]
F.1.c. Are there procedures in place to ensure the timely and predictable processing of ordered monetary relief? X
[see MD-715, II(F)]
F.1.d. Are procedures in place to process other forms of ordered relief promptly? [see MD-715, II(F)] X
F.1.e. When EEOC issues an order requiring compliance by the agency, does the agency hold its compliance X
officer(s) accountable for poor work product and/or delays during performance review? [see MD-110, Ch. 9(IX)
(H)]

a
brief explanation
in
the space below or
F.2. The agency complies with the law, including EEOC regulations, management
complete and
directives, orders, and other written instructions.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.2.a. Does the agency timely respond and fully comply with EEOC orders? [see 29 CFR §1614.502; MD-715, X
II(E)]
F.2.a.1. When a complainant requests a hearing, does the agency timely forward the investigative file to the X
appropriate EEOC hearing office? [see 29 CFR §1614.108(g)]
F.2.a.2. When there is a finding of discrimination that is not the subject of an appeal by the agency, does the X
agency ensure timely compliance with the orders of relief? [see 29 CFR §1614.501]
F.2.a.3. When a complainant files an appeal, does the agency timely forward the investigative file to EEOC’s X
Office of Federal Operations? [see 29 CFR §1614.403(e)]
F.2.a.4. Pursuant to 29 CFR §1614.502, does the agency promptly provide EEOC with the required X
documentation for completing compliance?
Page 29

a
brief explanation
in
the space below or
F.3. The agency reports to EEOC its program efforts and accomplishments. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.3.a. Does the agency timely submit to EEOC an accurate and complete No FEAR Act report? [Public Law X See attachment
107-174 (May 15, 2002), §203(a)] under supporting
documentation.
F.3.b. Does the agency timely post on its public webpage its quarterly No FEAR Act data? [see 29 CFR X See attachment
§1614.703(d)] under supporting
documentation.
Essential Element: O Other
Page 30
PART H EEO PROGRAM STATUS REPORT
Plan to Attain Essential Elements
PART H.1
Brief Description of Program A.3.a. Does the agency provide recognition to employees, supervisors, managers and units demonstrating superior accomplishment
Deficiency: in equal employment opportunity? [see 29 CFR § 1614.102(a)(9)] If “yes”, provide one or two examples in the comments section. .
Does the agency provide recognition to employees, supervisors, managers and units demonstrating superior accomplishment in equal employment opportunity?
Objectives for EEO Plan

Date Initiated Target Date Date Modified Date Completed Objective Description
06/01/2019 06/01/2020 06/01/2021 06/01/2021 To provide recognition to employees, supervisors, managers and units demonstrating superior
accomplishment in equal employment opportunity
Responsible Officials
Title Name Standards Address the Plan?
EEO Manager Renee Wilson Davis (formerly Butler) Yes
Acting Human Resources Director Tara Quinnette Yes
Planned Activities
Target Date Planned Activity Sufficient Modified Date Completion
Staffing & Date
Funding?
06/01/2021 Research best practices (including consulting with other agencies) Yes 06/01/2021 06/01/2021
Draft a proposal
Submit for approval
Implement
Accomplishments
Fiscal Accomplishment
Year
2020 The Director provides regular updates on the Museum’s DEAI initiative. When there is an opportunity, she recognizes in general the contributions of the
many supervisors and employees participating in this initiative as well as those who work on specific projects in an effort to advance diversity, equity,
accessibility, and inclusion such as: Unconscious Bias Training, focus groups, and DEAI Advisory Group who participated in selecting the DEAI firm.
Supervisors and Managers have an EEO element as part of their performance plans, and superior EEO accomplishments are recognized through
performance appraisals and accompanying ratings, associated awards, and promotions related to performance.
As part of the comprehensive DEAI initiative currently under way, the Museum expects to identify additional ways to recognize EEO accomplishments.
Page 31
PART H.2
Brief Description of Program
B.5.a.2. Reasonable Accommodation Procedures? [see 29 CFR § 1614.102(d)(3)]
Deficiency:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the reasonable accommodation procedures

06/01/2019 10/01/2019 12/31/2021 To have all managers and supervisors receive orientation, training, and advice on their
responsibilities under the reasonable accommodation procedures
Planned Activities
Staffing & Date
Funding?
12/31/2021 The Museum is committed to providing additional training and is in the process of updating Yes
its employee and supervisor training consistent with the recently-approved Reasonable
Accommodation Policy and Procedure. Training is anticipated to take several forms: video
training available to all; online compliance training specifically for employees or supervisors,
and in-person training.
Accomplishments
Year
2020 The Museum revised and published a new comprehensive Reasonable Accommodation Policy, Procedure, and set of forms providing detailed guidance to
employees and supervisors. The Museum worked with the EEOC to refine its draft Reasonable Accommodation Program documents over the last year
and just received EEOC approval earlier this month (June 2021). The Museum has also hired a new Reasonable Accommodation Coordinator who
provides regular guidance to employees, supervisors, employees, and as needed. While all managers and supervisors receive reasonable accommodation
training during orientation, the Museum is committed to providing additional training and is in the process of updating its employee and supervisor
training consistent with the recently-approved Reasonable Accommodation Policy and Procedure. Training is anticipated to take several forms: video
training available to all; online compliance training specifically for employees or supervisors, and in-person training. Additionally, a full training
assessment is part of the Museum’s DEAI Initiative and the Museum is looking forward to implementing training recommendations received from the
DEAI consultant.
Page 32
PART H.3
B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)]
Deficiency:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the anti-harassment policy

responsibilities under the anti-harassment policy
EEO Manager Renee Wilson Davis (former Butler) Yes
Planned Activities
Staffing & Date
Funding?
its employee and supervisor training to reflect the new policies mentioned in B.5.a.1 above
as well as additional supervisor-specific anti-harassment training. Training is anticipated to
take several forms: video training available to all employees and supervisors; online training
specifically for employees or supervisors; and in-person training.
Accomplishments
Year
2019 Would like to request additional time (until 12/31/2020). Researched potential training sources and content. Developed an outline of information that
should be included in the training and have started to develop training for the online platform. Viewed online off-the-shelf training, but determined that the
training did not meet our needs. In the beginning stage of planning the pilot phase of the online learning management system (LMS) Continu. Submitted
to Human Resources a list of training and resources that EEO would like to include as part of the LMS, Continu. Reached out to EEOC to discuss training
options to possibly pursue during the interim of the start up of the online training pilot.
2020 The Museum recently revised and published a new comprehensive EEO Complaint Processing Policy and Complaint Processing Overview providing
detailed guidance to employees and supervisors. While all new managers and supervisors receive anti-harassment training during orientation, the Museum
is committed to providing additional training and is in the process of updating its employee and supervisor training to reflect the new policies mentioned in
B.5.a.1 above as well as additional supervisor-specific anti-harassment training.
Training is anticipated to take several forms: video training available to all employees and supervisors; online training specifically for employees or
supervisors; and in-person training. Additionally, a full training assessment is part of the Museum’s DEAI Initiative and the Museum is looking forward
to implementing training recommendations received from the DEAI consultant.
Page 33
PART H.4
Brief Description of Program B.1.a. Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control over the EEO office?
Deficiency: [see 29 CFR §1614.102(b)(4)]
Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control over the EEO office?

06/19/2020 06/01/2020 12/31/2020 01/31/2021 To reach an understanding with EEOC that the current reporting structure is effective
General Counsel Anglee Agarwal Yes
Planned Activities
Staffing & Date
Funding?
06/01/2020 Prepare a response to support the reporting structure if needed. Yes 09/14/2019
10/01/2020 Revisit the EEO reporting structure Yes 10/01/2020
Meet again with key Museum leadership to discuss appropriate approach regarding EEOC's
concerns
Implement
Accomplishments
Year
2020 The EEO Manager currently reports to the Museum Director as of January 31, 2021.
10/1/20 – A meeting took place to discuss the EEO reporting structure. It was decided that the EEO Manager would report directly to the Museum
Director.
1/8/21 – Crystal Grant, our EEOC Representative, was notified that the EEO Manager will report to the Director of the Museum by mid-February.
1/25/21 – The Museum staff was notified of the new EEO reporting structure with the EEO Manager reporting to the Museum Director.
1/31/21 – Effective date of the EEO Manager reporting to the Museum Director
Page 34
PART H.5
B.5.a.1. EEO complaint process? [see MD-715(II)(B)]
Deficiency:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the Museum's EEO complaint process

responsibilities under the Museum's EEO complaint process
Planned Activities
Staffing & Date
Funding?
its employee and supervisor training consistent its new and expanded EEO Complaint
Processing Policy and the recently-approved RA Policy.
Accomplishments
Year
2019 Would like to request additional time (until 12/31/2020). Updated /continue updating the following policies and procedures to ensure that potential training
for managers and supervisors aligns: anti-Harassment (finalized), EEO (under review), reasonable accommodation (will be resubmitted to EEOC within a
month), and conflict resolution and ADR (finalized). Researched potential training sources and content. Developed an outline of information that should
be included in the training and have started to develop training for the online platform. Viewed online off-the-shelf training, but determined that the
2020 The Museum recently published a new detailed EEO Complaint Processing Overview and Complaint Processing Policy providing detailed guidance to
employees and supervisors. The Museum also recently published a new comprehensive Reasonable Accommodation (RA) Policy, Procedure, and set of
forms providing detailed guidance to employees and supervisors. The Museum worked with the EEOC to refine its draft Reasonable Accommodation
Policy over the last year and just received EEOC approval earlier this month (June 2021).
While all new managers and supervisors receive training on the EEO complaint process during orientation, the Museum is committed to providing
additional training and is in the process of updating its employee and supervisor training consistent its new and expanded EEO Complaint Processing
Policy and the recently-approved RA Policy.
Training is anticipated to take several forms: video training available to all employees and supervisors; online training specifically for employees or
supervisors, and in-person training. Additionally, a full training assessment is part of the Museum’s DEAI Initiative and the Museum is looking forward to
implementing training recommendations received from the DEAI consultant.
Page 35
PART H.6
Brief Description of Program B.5.a.5. ADR, with emphasis on the federal government’s interest in encouraging mutual resolution of disputes and the benefits
Deficiency: associated with utilizing ADR? [see MD-715(II)(E)]
Have all managers and supervisors received orientation, training, and advice on their responsibilities under ADR procedures

responsibilities under ADR procedures with an emphasis on encouraging mutual resolution of
disputes and the benefits associated with using ADR
Planned Activities
Staffing & Date
Funding?
12/31/2021 The Museum is committed to providing additional ADR information and training and is in Yes
the process of updating its employee and supervisor training to reflect the new policies as
well as provide additional information about ADR specifically. Additionally, a full training
assessment is part of the Museum’s DEAI Initiative and the Museum is looking forward to
implementing training recommendations received from the DEAI consultant.
Accomplishments
Year
2019 Would like to request additional time (until 12/31/2020). Researched potential training sources and content. Developed an outline of information that
should be included in the training and have started to develop training for the online platform. Viewed online off-the-shelf training, but determined that the
2020 The Museum recently revised and published a new comprehensive EEO Complaint Processing Policy and Complaint Processing Overview providing
detailed guidance to employees and supervisors. The Complaint Processing Policy describes ADR and also links to new ADR materials developed by the
Museum. While all new managers and supervisors receive training discussing the benefits of ADR during orientation, the Museum is committed to
providing additional ADR information and training and is in the process of updating its employee and supervisor training to reflect the new policies as well
as provide additional information about ADR specifically. Additionally, a full training assessment is part of the Museum’s DEAI Initiative and the
Museum is looking forward to implementing training recommendations received from the DEAI consultant.
Page 36
PART H.7
Brief Description of Program C.5.a. Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct? [see 29 CFR
Deficiency: §1614.102(a)(6); see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)]
Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct

06/01/2019 08/01/2019 06/30/2021 To have a disciplinary policy and /or table of penalties that covers discriminatory conduct
Employee and Labor Relations Manager O'Ne Dupre Yes
Planned Activities
Staffing & Date
Funding?
11/01/2020 Draft disciplinary policy that will cover discriminatory conduct Yes 06/30/2021
Submit for approval to senior management
Implement
Accomplishments
Year
2020 While the Museum does not have a separate table of penalties, the Museum complies with the requirements of 29 CFR §1614.102(a)(6) by making clear in
multiple policies statements that discrimination, harassment, and retaliation will not be tolerated. For example, the Museum’s EEO Complaint Processing
Policy contains a section titled, “Accountability,” which clearly states that individuals who violate the EEO Policy will be held accountable. “If a Museum
employee or other individual working at the Museum is found to have engaged in discrimination, discriminatory harassment, or retaliation, the Museum
will hold that individual accountable and will take prompt action such as discipline up to and including removal from the Museum.”
Page 37
PART H.8
Brief Description of Program D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could improve the recruitment,
Deficiency: hiring, inclusion, retention and advancement of individuals with disabilities? [see 29 CFR §1614.203(d)(1)(iii)(C)]
Does the agency conduct exit interviews or surveys that include questions on how the agency could improve the recruitment, hiring, inclusion, retention and
advancement of individuals with disabilities

06/01/2019 10/01/2019 09/30/2020 09/01/2020 To include questions on how the Museum could improve the recruitment, hiring, inclusion,
retention and advancement of individuals with disabilities on the exit interview
Questionnaire ?
Learning and Talent Development Director Todd Knowlton Yes
Planned Activities
Staffing & Date
Funding?
10/01/2019 Research best practices (consulting with other agencies) Yes 09/01/2020
Develop additional exit interview questions related to recruitment, hiring, inclusion, retention
and advancement of individuals with disabilities
09/30/2020 Brief the new acting Human Resources Director Yes 09/01/2020
Plan to review the exit clearance process and interview questions as part of the DEAI
initiative
During the interim, will ask the acting Director to add a disability related question
Accomplishments
Year
2019 Researched exit interview questions/options -- didn’t find any related to disability. Reached out to other agencies and didn't receive any feedback. In July
2020, discussed with the acting HR Director updating the exit interview questionnaire and also suggested questions for consideration as an action item for
the DEAI initiative. Read articles and books and developed questions and shared with acting HR Director. Sent a recent request to the Acting HR Director
to add the following question to the exit interview questionnaire for now: How can the museum improve the recruitment, hiring, inclusion, retention, and /
or advancement of persons with disabilities?.
2020 The exit interview questionnaire was updated to include the following question on 09/01/2020:
How can the museum improve the recruitment, hiring, inclusion, retention, and / or advancement of persons with disabilities?
Page 38
PART H.9
Brief Description of Program D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If yes, please provide
Deficiency: the internet address in the comments.
Does the agency post its affirmative action plan on its public website

06/01/2019 06/19/2020 06/30/2022 To post the affirmative action plan for people with disabilities on the Museum's public website
Planned Activities
Staffing & Date
Funding?
06/19/2021 Research best practices (including consulting with other agencies) Yes 06/30/2022
Review and determine our agency requirement
Propose a location to post the plan on the Museum's website, if the requirement is applicable
Submit for approval
Implement
06/30/2022 Update the affirmative action plan and align with the DEAI Initiative Yes
Accomplishments
Year
2020 Additional time is needed. The Museum strongly agrees with the principles of affirmative action regarding people with disabilities and is committed to
advancing the plan in a meaningful and sustainable way for the long term.
Page 39
PART I EEO PROGRAM STATUS REPORT
Plan to Eliminate Identified Barriers
PART I.1
Source of the Trigger: Workforce Data (if so identify the table)
Specific Workforce Data Workforce Data Table - A1
Table:
STATEMENT OF Increase the participation rate for the following groups which are currently below the benchmark:
CONDITION THAT WAS Female - Hispanic / Latino, Asian, Native Hawaiian and American Indian/ Alaska Native Male -
A TRIGGER FOR A Hispanic / Latino, Black/African American, Asian and American Indian/ Alaska Native Individuals
POTENTIAL BARRIER: with disabilities
Provide a brief narrative

describing the condition at
issue.
How was the condition

recognized as a potential
barrier?
STATEMENT OF Barrier Group
BARRIER GROUPS: All Men
Hispanic or Latino Males
Hispanic or Latino Females
White Males
Black or African American Males
Asian Males
Asian Females
Native Hawaiian or Other Pacific Islander Females
American Indian or Alaska Native Males
American Indian or Alaska Native Females
Barrier Analysis Process Y
Completed?:
Barrier(s) Identified?: Y
STATEMENT OF Barrier Name Description of Policy, Procedure, or Practice
IDENTIFIED BARRIER:
Recruitment Practice Expand recruitment and outreach / sources
Provide a succinct statement
of the agency policy,
procedure
or practice that has been
determined to be the barrier
of the
undesired condition.
Objective(s) and Dates for EEO Plan
Date Target Date Sufficient Date Date Objective Description
Initiated Funding / Modified Completed
Staffing?
11/01/2018 09/30/2020 Yes Increase the participation rate for the following groups
which are currently below the benchmark:
Female - Hispanic / Latino, Asian, Native Hawaiian and
American Indian/ Alaska Native
Male - Hispanic / Latino, Black/African American, Asian
and American Indian/ Alaska Native
Page 40
Responsible Official(s)
Title Name Standards Address The Plan?
Tara Quinnette Human Resources Director Yes
Planned Activities Toward Completion of Objective
Target Date Planned Activities Sufficient Modified Completion
Staffing & Date Date
Funding?
09/30/2025 Establish a Diversity and Inclusion Team (with EEO and HR Yes
employees)
Research best practices and consult with other agencies
Develop action plan
Implement
Page 41
Report of Accomplishments
Fiscal Year Accomplishments
2020 Our Museum-wide Diversity, Equity, Accessibility, and Inclusion (DEAI) initiative, launched in 2020, is a key
institutional priority with three primary goals:
Help us diversify our workforce at all levels,

Create a workplace that is fair and inclusive, and
Hold ourselves accountable for living up to these important goals, recognizing this work is a key part of
upholding our institutional values.
The Museum Director leads the DEAI Oversight group. In addition to chairing those meetings, she provides
regular email updates to all staff on the progress of the DEAI initiative.
The Museum’s DEAI Oversight group was established to facilitate, inform and advance Museum progress on
DEAI assessment and action planning. The group’s participants are as follows:
Museum Director, Deputy Director and Chief Program Officer, Chief Museum Operations Officer, Deputy
Chief Program Officer, Director of Planning, Chief Financial Officer, General Counsel, EEO Manager, and HR
Director.
As part of our focus on DEAI, staff at all levels were provided a variety of different avenues to share their
feedback including:
oListening session with staff -- Museum Director and other leaders held one-on-one meetings and small-
group discussions
oInitial DEAI Survey -- conducted in July 2020 to gain a better understanding of the staff’s perspectives
related to DEAI
oFollow-Up DEAI Survey -- conducted by the Museum’s external DEAI consultant in April 2021 to gather staff
feedback on DEAI at the Museum
oFocus groups -- facilitated by the Museum’s external DEAI consultant in April 2021 to gather additional
feedback on DEAI at the Museum
oDEAI Advisory Group -- a group is being assembled that will include diverse stakeholders from across the
Museum to advise and help promote and advance the initiative
oUnconscious Bias Training - all staff were invited to participate in a new, voluntary, training program to raise
awareness of unconscious bias.
The consultant is assessing the Museum’s current policies, practices, and culture impacting DEAI and helping
the Museum to develop a multi-year comprehensive DEAI strategy. The multi-year strategy will identify
priority outcomes, create yearly roadmaps with milestones and metrics, and develop a training plan that
addresses the unique needs of the Museum.
Page 42
ppppppp
MD-715 – Part J
Special Program Plan
for the Recruitment, Hiring, Advancement, and
Retention of Persons with Disabilities
To capture agencies’ affirmative action plan for persons with disabilities (PWD) and
persons with targeted disabilities (PWTD), EEOC regulations (29 C.F.R. § 1614.203(e))
and MD-715 require agencies to describe how their affirmative action plan will improve the
recruitment, hiring, advancement, and retention of applicants and employees with
disabilities.
Section I: Efforts to Reach Regulatory Goals
EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the
participation of persons with disabilities and persons with targeted disabilities in the federal government
1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the permanent workforce? If “yes”,
describe the trigger(s) in the text box.
a.Cluster GS-1 to GS-10 (PWD) Answer No

b.Cluster GS-11 to SES (PWD) Answer Yes
The percentage of PWD in the GS-11 to SES cluster was 7% in FY 2020,

which falls below the goal of 12%. The data is based on a small sample size
(124 employees) Federal workforce only and not the Museum’s donated (i.e.,
Non-Federal) employees.
*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)
(7). For all other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the
Washington, DC metropolitan region.
2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the permanent workforce? If “yes”,
a.Cluster GS-1 to GS-10 (PWTD) Answer Yes

b.Cluster GS-11 to SES (PWTD) Answer Yes
In FY 2020, the percentage of PWTD in the GS-1 to GS-10 cluster was 0% and
the GS-11 to SES cluster was 1%, which falls below the goal of 2%. The data
is based on small sample size; (124 employee) Federal workforce only and not
the Museum’s donated (i.e., Non-Federal)
3. Describe how the agency has communicated the numerical goals to the hiring managers and/or recruiters.
Page 43
Our Museum-wide Diversity, Equity, Accessibility, and Inclusion (DEAI)
initiative, launched in 2020, is a key institutional priority with three primary
goals: • Help us diversify our workforce at all levels and will incorporate a
disability equity lens • Create a workplace that is fair and inclusive, and • Hold
ourselves accountable for living up to these important goals, recognizing this
work is a key part of upholding our institutional values. The Museum’s DEAI
Oversight group was established to facilitate, inform and advance Museum
progress on DEAI assessment and action planning. The group’s participants
are as follows: Museum Director, Deputy Director and Chief Program Officer,
Chief Museum Operations Officer, Deputy Chief Program Officer, Director of
Planning, Chief Financial Officer, General Counsel, EEO Manager, and HR
Director. As part of our focus on DEAI, staff at all levels were provided a variety
of different avenues to share their feedback including: • Listening session with
staff -- Museum Director and other leaders held one-on-one meetings and
small-group discussions • Initial DEAI Survey -- conducted in July 2020 to gain
a better understanding of the staff’s perspectives related to DEAI • Follow-Up
DEAI Survey -- conducted by the Museum’s external DEAI consultant in April
2021 to gather staff feedback on DEAI at the Museum • Focus groups --
facilitated by the Museum’s external DEAI consultant in April 2021 to gather
additional feedback on DEAI at the Museum • DEAI Advisory Group -- a group
is being assembled that will include diverse stakeholders from across the
Museum to advise and help promote and advance the initiative • Unconscious
Bias Training - all staff were invited to participate in a new, voluntary, training
program to raise awareness of unconscious bias. The consultant is assessing
the Museum’s current policies, practices, and culture impacting DEAI and
helping the Museum to develop a multi-year comprehensive DEAI strategy.
The multi-year strategy will identify priority outcomes, create yearly roadmaps
with milestones and metrics, and develop a training plan that addresses the
unique needs of the Museum. The EEO Manager will work with Human
Resources and the DEAI consultants to develop an outreach plan to ensure all
of the hiring managers and recruiters are informed of the Museum’s
commitment to the employment of persons with disabilities as part of the DEAI
initiative.
Section II: Model Disability Program
Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire
persons with disabilities and persons with targeted disabilities, administer the reasonable accommodation program and
special emphasis program, and oversee any other disability hiring and advancement program the agency has in place.
A. PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY

PROGRAM
1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? If “no”, describe the
agency’s plan to improve the staffing for the upcoming year.
Answer Yes
N/A
2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff employment status, and responsible
official.
Page 44
# of FTE Staff By Employment Status
Responsible Official (Name, Title,
Disability Program Task Full Time Part Time Collateral Duty Office Email)
Special Emphasis Program for PWD and PWTD 0 0 1 Christine Sonnabend, Project Manager,
Integrated Planning and Implementation,
Csonnabend@ushmm.org
Processing applications from PWD and PWTD 2 0 0 Chanel Cabiness, Talent Acquisitions
Lead, Human Resources,
Ccabiness@ushmm.org
YRCI (contractor)
Answering questions from the public about 2 0 0 Chanel Cabiness, Talent Acquisitions
hiring authorities that take disability into Lead, Human Resources,
account Ccabiness@ushmm.org
YRCI (contractor)
Processing reasonable accommodation requests 0 0 1 Rachel Bell, Human Resources Business

from applicants and employees Partner (Reasonable Accommodation
Coordinator), Human Resources,
RBell@ushmm.org
Architectural Barriers Act Compliance 0 0 1 Kristy Brosius, Director of Operations,

Kbrosius@ushmm.org
Section 508 Compliance 0 0 1 Sarah Lumbard, Senior Digital Curator,

Museum Experience and Digital Media,
Slumbard@ushmm
3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the reporting period? If “yes”, describe
the training that disability program staff have received. If “no”, describe the training planned for the upcoming year.
Answer Yes
Museum staff who are responsible for carrying out the disability program have
attended training in their respective fields or roles on an ongoing basis, staying
abreast of best practices, laws and regulations. The EEO Manager will work
with Human Resources Specialist to research and identify training resources
for the staff to consider as needed.
B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM
Has the agency provided sufficient funding and other resources to successfully implement the disability program
during the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have
sufficient funding and other resources
Answer Yes
N/A
Section III: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring
of individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment
program plan for PWD and PWTD
A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with targeted disabilities.
Page 45
The Museum uses Monster Government Solutions, a recruitment hiring system,
which includes a voluntary questionnaire for job applicants to complete
regarding disabilities. In addition, job applicants may submit applications via
Schedule A. The Museum has partnered with St. Coletta of Greater
Washington (serving children and adults with intellectual disabilities) for a
Mentoring Day at the Museum as part of the disability Special Emphasis
Program (SEP), promoting career development for up to 5 students/ mentees
and job-seekers with disabilities through hands-on career exploration and
ongoing mentoring relationships. The Disability SEP Committee has compiled
recruitment resources as part of EEO action planning and will be sharing them
with Human Resources in an upcoming meeting. The DEAI consultant is
assessing the Museum’s current policies, practices, and culture impacting
DEAI and helping the Museum to develop a multi-year comprehensive DEAI
strategy to diversity our workforce including people with disabilities.
2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account (e.g., Schedule A) to recruit PWD
and PWTD for positions in the permanent workforce
Schedule A hiring authority and Disabled Veterans Appointment

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain how the agency (1)
determines if the individual is eligible for appointment under such authority; and, (2) forwards the individual's application to the relevant hiring officials
with an explanation of how and when the individual may be appointed.
Schedule A: (1) A Human Resources(HR) Specialist (or HR Business Partner)

reviews the required Schedule A documentation that provides the disability
status to determine eligibility. Documentation of eligibility for employment under
Schedule A can be a letter obtained from a licensed medical professional (e.g.,
a physician or other medical professional certified by a state, the District of
Columbia, or a U.S. territory to practice medicine); a licensed vocational
rehabilitation specialist (i.e., state or private); or any Federal agency, state
agency, or agency of the District of Columbia or a U.S. territory that issues or
provides disability benefits. In addition, the letter should state that the applicant
is able to perform the essential functions of the position. The Specialist also
views the candidates resume to determine if they are eligible for a position. (2)
The Hiring Official is provided a certificate of eligibles with names and resumes
and a cover letter from Human Resources providing guidance on how and
when a candidate can be appointed. Disabled Veteran Appointment: (1) A
Human Resources(HR) Specialist (or HR Business Partner) reviews: resume
with places and dates of employment, including month/year to month/year and
number of hours worked per week (e.g. 40 hours, 32 hours, etc.), Copy of
DD-214, Record of Military Service (member copy 4) to determine eligibility for
veterans preference and honorable discharge and a Copy of SF-15 stating they
have a 30% or more disability rating and are able to perform the duties of the
position for which they are applying and Veterans Affairs Rating Letter that
identifies the disability percentage for the applicant. (2) Once all requirements
are met, the applicant is appropriately placed in ranking order on the
competitive certificate. The Hiring Official is provided a certificate of eligibles
with names and resumes and a cover letter from Human Resources providing
guidance on the certificate of eligibles.
4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account (e.g., Schedule A)? If “yes”,
describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide this training.
Answer No
Page 46
The DEAI consultant is assessing the Museum’s current policies, practices,
and culture impacting DEAI and helping the Museum to develop a
comprehensive DEAI strategy to diversify our workforce including people with
disabilities. The multi-year strategy will identify priority outcomes, create yearly
roadmaps with milestones and metrics, and develop a training plan that
addresses the unique needs of the Museum. The EEO Manager will work with
Human Resources and the DEAI consultants on the training of all hiring
managers on the use of Schedule A which takes applicants' disability into
account. In addition, EEO will research training options for the Human
Resources Division to consider. The training will be implemented as part of the
DEAI initiative.
B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS
Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD,
in securing and maintaining employment.
As part of the disability program Special Emphasis Program (SEP), an action

plan has been developed and will be finalized. The plan includes the following:
(1) a list of recommended recruitment and internship sources -- some of the
suggestions include: Ability Jobs, Recruiting Able Grads, Earn (2) Identify
partnerships and establish open lines of communication with 3 to 4 external
affinity organizations, both federal and private, for best practices to support
diversity in the workplace -- some of the suggestions include: Office of
Disability Employment Policy (ODEP), US Department of Labor American
Association of People with Disabilities National Organization on Disability, and
Mentoring Day -- the Museum has partnered with St. Coletta of Greater
Washington to establish a Mentoring Day at the Museum promoting career
development for up to 5 students/mentees and job-seekers with disabilities
through hands-on career exploration and ongoing mentoring relationships.
C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)
1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among the new hires in the
permanent workforce? If “yes”, please describe the triggers below.
a. New Hires for Permanent Workforce (PWD) Answer No

b. New Hires for Permanent Workforce (PWTD) Answer No
In FY 2020, among the new hires in the permanent workforce, triggers exist,
0% for both PWD and PWTD, which falls below the respective benchmark of
12% for PWD and 2% for PWTD. The data is based on a small sample size (1
new hire) Federal workforce only and not the Museum’s donated (i.e., Non-
Federal) employees.
2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any of the mission-critical
occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe your plan
to provide the data in the text box.
a. New Hires for MCO (PWD) Answer N/A

b. New Hires for MCO (PWTD) Answer N/A
The Museum is determining mission critical positions. Once identified, the data
will be provided.
3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal applicants for any of the
mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and
describe your plan to provide the data in the text box.
a. Qualified Applicants for MCO (PWD) Answer N/A

b. Qualified Applicants for MCO (PWTD) Answer N/A
will be provided.
4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted to any of the mission-
critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe
your plan to provide the data in the text box.
Page 47
a. Promotions for MCO (PWD) Answer N/A
b. Promotions for MCO (PWTD) Answer N/A
will be provided.
Section IV: Plan to Ensure Advancement Opportunities for Employees with Disabilities
Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for
employees with disabilities. Such activities might include specialized training and mentoring programs, career
development opportunities, awards programs, promotions, and similar programs that address advancement. In this
section, agencies should identify, and provide data on programs designed to ensure advancement opportunities for
employees with disabilities.
A. ADVANCEMENT PROGRAM PLAN

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for advancement.
In an effort to support advancement, all employees in collaboration with their

supervisors are given the opportunity to establish individual developmental
goals including success measures and resources required and also to identify
strengths and areas of development as part of the performance appraisal
process. An EEO action plan for the disability SEP has been developed and
will be finalized. The plan includes the following: convene focus group(s) to
determine concerns and obtain suggestions, advocate for diversity within the
staff mentoring program once Human Resources reintroduces the program and
propose cross training opportunities. The DEAI consultant is assessing the
Museum’s current policies, practices, and culture impacting DEAI and helping
the Museum to develop a multi-year comprehensive DEAI strategy to diversity
our workforce including people with disabilities. The EEO Manager will work
with Human Resources and the DEAI consultants on sufficient opportunities for
advancement of people with disabilities as part of the DEAI initiative.
B. CAREER DEVELOPMENT OPPORTUNITES
1. Please describe the career development opportunities that the agency provides to its employees.
Training is encouraged and available through a variety of sources to all

employees. To enhance access to a wide range of training resources, the
Museum has purchased a subscription to LinkedIn Learning, an online video
library. As part of the subscription, all Museum employees have unlimited
access to LinkedIn Learning. Other opportunities include: cross training
opportunities - identified projects throughout the Museum, independent study
program - continued development and education of Museum staff through a
period of independent work study in any occupational field represented in the
Museum workplace (on hold / updating the program), Coaching Mentoring (on
hold / updating the program), Detail, and Individual Developmental Goal Setting
as part of the performance appraisal process. The EEO Manager will work with
Human Resources and the DEAI consultants on sufficient opportunities for
career development of people with disabilities as part of the DEAI initiative.
Mentoring (on hold / updating the program) Detail Individual Developmental
Goal Setting as part of the performance appraisal process
2. In the table below, please provide the data for career development opportunities that require competition and/or supervisory recommendation/approval
to participate.
Total Participants PWD PWTD

Career Development Opportunities
Applicants (#) Selectees (#) Applicants (#) Selectees (#) Applicants (#) Selectees (#)
Detail Programs 0 0 0 0 0 0
Other Career Development 0 0 0 0 0 0
Programs
Internship Programs 0 0 0 0 0 0
Fellowship Programs 0 0 0 0 0 0
Mentoring Programs 0 0 0 0 0 0
Coaching Programs 0 0 0 0 0 0
Training Programs 0 0 0 0 0 0
Page 48
3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The appropriate benchmarks are the
relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant
data is not available for your agency, and describe your plan to provide the data in the text box.
a. Applicants (PWD) Answer N/A

b. Selections (PWD) Answer N/A
The EEO Manager will work with Human Resources and the DEAI consultants
to capture the data as part of the DEAI initiative. The Museum workforce
includes Federal and Donated (non-Federal) employees. The Donated
personnel management system, pay scale and occupational structure differs
from the Federal making it difficult to combine the data.
4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The appropriate benchmarks are the
a. Applicants (PWTD) Answer N/A

b. Selections (PWTD) Answer N/A
The EEO Manager will work with Human Resources and the DEAI consultants
to capture the data as part of the DEAI initiative. The Museum workforce
includes Federal and Donated (non-Federal) employees. The Donated
personnel management system, pay scale and occupational structure differs
from the Federal making it difficult to combine the data.
C. AWARDS
1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of the time-off awards,
bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.
a. Awards, Bonuses, & Incentives (PWD) Answer Yes

b. Awards, Bonuses, & Incentives (PWTD) Answer Yes
In FY 2020, triggers exist for time-off awards 11% for PWD and 0% for PWTD,
which falls below the respective benchmark of 12% for PWD and 2% for
PWTD. The data is based on a small sample size (124 employees) Federal
workforce only and not the Museum’s donated (i.e., Non-Federal) employees.
This is not reflective of the Museum as a whole.
2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step increases or performance-
based pay increases? If “yes”, please describe the trigger(s) in the text box.
a. Pay Increases (PWD) Answer Yes

b. Pay Increases (PWTD) Answer Yes
In FY 2020, triggers exist for quality step increases 0% for both PWD and
PWTD, which falls below the respective benchmark of 12% for PWD and 2%
for PWTD. The data is based on a small sample size (3 employees) who
received QSI on the Federal workforce only and not the Museum’s donated
(i.e., Non-Federal) employees. This does not reflect the Museum as a whole.
3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately less than employees without
disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the employee recognition program and relevant data in the text box.
a. Other Types of Recognition (PWD) Answer No

b. Other Types of Recognition (PWTD) Answer Yes
In FY 2020, triggers exist for cash award .81% for PWTD, which falls below the
respective benchmark of 2% for PWTD. The data is based on 124 person in
the Federal workforce only and a total of 15 PWD receiving a cash awards, and
1 PWTD. This percentage does not reflect the Museum as a whole since our
donated (non-Federal) are not included.
D. PROMOTIONS
Page 49
1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to the senior grade levels?
(The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For non-GS
pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available
for your agency, and describe your plan to provide the data in the text box.
a. SES
i. Qualified Internal Applicants (PWD) Answer N/A
ii. Internal Selections (PWD) Answer N/A
b. Grade GS-15
i. Qualified Internal Applicants (PWD) Answer No
ii. Internal Selections (PWD) Answer No
c. Grade GS-14
d. Grade GS-13
The Museum does not have any SES positions.

2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to the senior grade levels?
a. SES
i. Qualified Internal Applicants (PWTD) Answer N/A
ii. Internal Selections (PWTD) Answer N/A
b. Grade GS-15
i. Qualified Internal Applicants (PWTD) Answer No
ii. Internal Selections (PWTD) Answer No
c. Grade GS-14
d. Grade GS-13

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires to the senior grade levels?
For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is
not available for your agency, and describe your plan to provide the data in the text box.
a. New Hires to SES (PWD) Answer N/A

b. New Hires to GS-15 (PWD) Answer No
c. New Hires to GS-14 (PWD) Answer No
d. New Hires to GS-13 (PWD) Answer No

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new hires to the senior grade
levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant
a. New Hires to SES (PWTD) Answer N/A

b. New Hires to GS-15 (PWTD) Answer No
c. New Hires to GS-14 (PWTD) Answer No
d. New Hires to GS-13 (PWTD) Answer No
Page 50
5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to supervisory positions?
(The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) If “yes”,
describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to provide the data in the
text box.
a. Executives
b. Managers
c. Supervisors
N/A
6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to supervisory positions?
text box.
a. Executives
b. Managers
c. Supervisors
N/A
7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees for new hires to
supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your
plan to provide the data in the text box.
a. New Hires for Executives (PWD) Answer No

b. New Hires for Managers (PWD) Answer No
c. New Hires for Supervisors (PWD) Answer No
N/A
8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the selectees for new hires to
a. New Hires for Executives (PWTD) Answer No

b. New Hires for Managers (PWTD) Answer No
c. New Hires for Supervisors (PWTD) Answer No
N/A
Section V: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain
employees with disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers
retaining employees with disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3)
provide information on the reasonable accommodation program and workplace assistance services.
A. VOLUNTARY AND INVOLUNTARY SEPARATIONS
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1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive service after two years of
satisfactory service (5 CFR § 213.3102(u)(6)(i))? If “no”, please explain why the agency did not convert all eligible Schedule A employees.
Answer N/A
There are no Schedule A appointments at this time.

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations exceed that of persons without
disabilities? If “yes”, describe the trigger below.
a.Voluntary Separations (PWD) Answer No

b.Involuntary Separations (PWD) Answer No
N/A
3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations exceed that of persons without
targeted disabilities? If “yes”, describe the trigger below.
a.Voluntary Separations (PWTD) Answer No

b.Involuntary Separations (PWTD) Answer No
N/A
4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit interview results and other
data sources.
N/A
B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES
Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights
under Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency
technology, and the Architectural Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of
agency facilities. In addition, agencies are required to inform individuals where to file complaints if other agencies are
responsible for a violation.
1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ rights under Section 508 of the
Rehabilitation Act, including a description of how to file a complaint.
Click “Accessibility” link on USHMM homepage, located at https://

www.ushmm.org
2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ rights under the Architectural
Barriers Act, including a description of how to file a complaint.
Click “Accessibility” link on USHMM homepage, located at https://

www.ushmm.org
3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal year, designed to improve
accessibility of agency facilities and/or technology.
Page 52
During the FY20 and FY21, the USHMM made numerous improvements to
improve accessibility for visitors to the Museum. For example: • Designed all
exhibitions using ADA and Universal Design constraints. • Continued to make
improvements to the Permanent (Main) Exhibition by removing visual barriers
in the form of glass and steel in front of exhibit areas. • Reviewed new
technologies and surfaces to reduce glare and increase contrast. • Designed
the Burma’s Path to Genocide exhibition with accessible text and image
locations, safety features, audio interactives and video captioning. • Designed
American Witnesses poster set with accessible color configurations, audio
testimony via call-in and transcript access via QR codes. • Plans to lower the
mounted height of some AV monitors to increase accessible viewing in the
American Responses to the Holocaust display. • Continues close collaboration
between staff in USHMM physical and digital design teams to ensure compliant
and consistent accessibility standards within exhibition programs. During the
FY20 and FY21, USHMM made dozens of improvements to online
accessibility. For example, USHMM: • Added video captioning functionality to
Holocaust Encyclopedia. • Made Alt tag improvements such as: o Alt tag
training - Teaching content producers how to write proper alt text and how it
differs from an image title or caption. This allows USHMM to best serve the
needs of the visually impaired who are using screen readers. o Alt text on all
images in the Burma’s Path to Genocide online exhibition • Began putting
custom controls on looping video that plays longer than 5 seconds to allow the
user to pause the video. • Added live closed captioning to “Stay Connected”
Facebook Live series that began in April 2020. (SubRip subtitle files (SRT files)
are also uploaded along with all recorded video program.) • Continued to
provide transcripts with all video content. • Provided screen reader
improvements including: o Planning for improved functionality for content
producers to update alt tags on images, which will include the ability to add
translated alt tags for multilingual accessibility. o Began testing with screen
readers. o Providing training for screen reader testing to internal team
members. • Improved audio captioning for hearing impaired including through:
o Implementing features and new template to provide transcripts/captioning of
historical audio clips in the Holocaust Encyclopedia. o Implementing
multilingual timed captioning on map animation content in the Holocaust
Encyclopedia. o Identifying video content without timed captioning (all video
content has transcripts) in English and 18 other languages and began to
implement captioning. o Planning for incorporation of transcript and translated
transcript fields for text on artifacts and documents • Provided staff training and
investment to support accessibility including o a full walkthrough of WCAG 2.1
and all its success criteria to gain a deeper understanding of what each one
means. o reviewing other testing tools. • Improving color contrast. • Planning for
audio recordings of popular articles on the Holocaust Encyclopedia. Pilot
planned for summer 2021. • Ongoing readability editing of text in the Holocaust
Encyclopedia aiming at a 9th grade reading level. • Is in the process creating
time-coded transcripts for oral testimonies which will allow us to add closed
captioning/rolling transcripts for our audio and video collections material.
USHMM hopes to have around 1000 hours available online by the end of FY21
and plans to make 2,000-3,000 more hours available in the future.
C. REASONABLE ACCOMMODATION PROGRAM
Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all
job applicants and employees, reasonable accommodation procedures.
1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting period. (Please do not include
previously approved requests with repetitive accommodations, such as interpreting services.)
8 to 25 days
2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation program. Some examples of
an effective program include timely processing requests, timely providing approved accommodations, conducting training for managers and supervisors,
and monitoring accommodation requests for trends.
Page 53
The Museum recently revised and expanded its comprehensive Reasonable
Accommodation (RA) program policy, procedure, and forms and made the
expanded documents available to all staff. The Museum also hired a new
Reasonable Accommodation Coordinator (RAC) who has provided
individualized guidance and training to certain offices. Information about the
Museum’s Reasonable Accommodation process is made available to all new
employees and supervisors at orientation; to all employees and supervisors via
the Museum’s internal website and to applicants via Human Resources and the
External Website. The Museum’s new RAC has further streamlined RA
processing and promptly processes requests and promptly provides approved
accommodation guidance and provides regular guidance to employees and
supervisors..
D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE
WORKPLACE
Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide
personal assistance services (PAS) to employees who need them because of a targeted disability, unless doing so
would impose an undue hardship on the agency.
Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples
of an effective program include timely processing requests for PAS, timely providing approved services, conducting
training for managers and supervisors, and monitoring PAS requests for trends.
The Museum is using its new comprehensive RA Policy (discussed above) to

provide PAS to employees who need them. The Museum has not received any
PAS requests since issuing its new RA Policy but will continue to monitor
trends. As part of the training being developed to accompany the Museum’s
recently approved (June 2021) RA policy, procedures, and forms, the Museum
intends to emphasize the availability of PAS and process for requesting PAS to
employees and supervisors.
Section VI: EEO Complaint and Findings Data
A. EEO COMPLAINT DATA INVOLVING HARASSMENT
1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared to the government-wide
average?
Answer No
2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of discrimination or a settlement
agreement?
Answer No
3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last fiscal year, please describe the
corrective measures taken by the agency.
B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a reasonable accommodation, as
compared to the government-wide average?
Answer No
2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of discrimination or a settlement
agreement?
Answer No
3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation during the last fiscal year, please
describe the corrective measures taken by the agency.
Section VII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure,
or practice may be impeding the employment opportunities of a protected EEO group.
1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for PWD and/or PWTD?
Answer No
2. Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD?
Page 54
Answer No
3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible official(s), planned activities, and,
where applicable, accomplishments
4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.
The DEAI consultant is assessing the Museum’s current policies, practices,

and culture impacting DEAI and helping the Museum to develop a
comprehensive DEAI strategy to diversify our workforce including people with
disabilities. The multi-year strategy will identify priority outcomes, create yearly
roadmaps with milestones and metrics, and develop a training plan that
addresses the unique needs of the Museum. The EEO Manager will work with
Human Resources and the DEAI consultants on triggers and barriers.
5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the barrier(s).
Our Museum-wide Diversity, Equity, Accessibility, and Inclusion (DEAI)

initiative, launched in 2020, is a key institutional priority with three primary
goals: • Help us diversify our workforce at all levels and will incorporate a
disability equity lens • Create a workplace that is fair and inclusive, and • Hold
ourselves accountable for living up to these important goals, recognizing this
work is a key part of upholding our institutional values. The Museum’s DEAI
Oversight group was established to facilitate, inform and advance Museum
progress on DEAI assessment and action planning. The group’s participants
are as follows: Museum Director, Deputy Director and Chief Program Officer,
Chief Museum Operations Officer, Deputy Chief Program Officer, Director of
Planning, Chief Financial Officer, General Counsel, EEO Manager, and HR
Director. As part of our focus on DEAI, staff at all levels were provided a variety
of different avenues to share their feedback including: • Listening session with
staff -- Museum Director and other leaders held one-on-one meetings and
small-group discussions • Initial DEAI Survey -- conducted in July 2020 to gain
a better understanding of the staff’s perspectives related to DEAI • Follow-Up
DEAI Survey -- conducted by the Museum’s external DEAI consultant in April
2021 to gather staff feedback on DEAI at the Museum • Focus groups --
facilitated by the Museum’s external DEAI consultant in April 2021 to gather
additional feedback on DEAI at the Museum • DEAI Advisory Group -- a group
is being assembled that will include diverse stakeholders from across the
Museum to advise and help promote and advance the initiative • Unconscious
Bias Training - all staff were invited to participate in a new, voluntary, training
program to raise awareness of unconscious bias. The consultant is assessing
the Museum’s current policies, practices, and culture impacting DEAI and
helping the Museum to develop a multi-year comprehensive DEAI strategy.
The multi-year strategy will identify priority outcomes, create yearly roadmaps
with milestones and metrics, and develop a training plan that addresses the
unique needs of the Museum. The EEO Manager will work with Human
Resources and the DEAI consultants to develop a plan to gauge the impact of
those activities towards eliminating barriers for persons with disabilities as part
of the DEAI Initiative.
6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve the plan for the next fiscal
year.
See response to #4.
Page 55
Holocaust Memorial Museum For period covering October 1, 2019 to September 30, 2020.
File Process Date and Time: 06/29/2021 02:10 PM
Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Hawaiian Hawaiian American American
Black or Black or or Other or Other Indian or Indian or Two or Two or
Hispanic Hispanic African African Pacific Pacific Alaska Alaska More More
Total Total or Latino or Latino White White American American Asian Asian Islander Islander Native Native Races Races
Employment Tenure Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
CLF 2010 % 100 51.86 48.14 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28
Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL WORKFORCE
Total Workforce: Prior FY # 435 161 274 6 8 121 208 23 48 6 7 3 0 1 0 1 3
Total Workforce: Prior FY % 100 37.01 62.99 1.38 1.84 27.82 47.82 5.29 11.03 1.38 1.61 0.69 0.00 0.23 0.00 0.23 0.69
Total Workforce: Current FY # 444 159 285 7 11 117 219 24 45 6 6 3 0 1 0 1 4
Total Workforce: Current FY % 100 35.81 64.19 1.58 2.48 26.35 49.32 5.41 10.14 1.35 1.35 0.68 0.00 0.23 0.00 0.23 0.90
Total Workforce: Difference # 9 -2 11 1 3 -4 11 1 -3 0 -1 0 0 0 0 0 1
Total Workforce: Ratio Change % 0.00 -1.20 1.20 0.20 0.64 -1.47 1.50 0.12 -0.89 -0.03 -0.26 -0.01 0.00 0.00 0.00 0.00 0.21
Total Workforce: Net Change % 2.07 -1.24 4.01 16.67 37.50 -3.31 5.29 4.35 -6.25 0.00 -14.29 0.00 0.00 0.00 0.00 0.00 33.33
EMPLOYEE GAINS
Total Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: New Hires % 100 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
EMPLOYEE LOSSES
Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Reduction in Force % 100 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 Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Removal % 100 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 Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Resignation % 100 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 Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Retirement % 100 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 Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Other Separations % 100 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 Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Total Separations % 100 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
PERMANENT WORKFORCE
Permanent Workforce: Prior FY # 435 161 274 6 8 121 208 23 48 6 7 3 0 1 0 1 3
Permanent Workforce: Prior FY % 100 37.01 62.99 1.38 1.84 27.82 47.82 5.29 11.03 1.38 1.61 0.69 0.00 0.23 0.00 0.23 0.69
Permanent Workforce: Current FY # 444 159 285 7 11 117 219 24 45 6 6 3 0 1 0 1 4
Permanent Workforce: Current FY % 100 35.81 64.19 1.58 2.48 26.35 49.32 5.41 10.14 1.35 1.35 0.68 0.00 0.23 0.00 0.23 0.90
Permanent Workforce: Difference # 9 -2 11 1 3 -4 11 1 -3 0 -1 0 0 0 0 0 1
Permanent Workforce: Ratio Change % 0.00 -1.20 1.20 0.20 0.64 -1.47 1.50 0.12 -0.89 -0.03 -0.26 -0.01 0.00 0.00 0.00 0.00 0.21
Permanent Workforce: Net Change % 2.07 -1.24 4.01 16.67 37.50 -3.31 5.29 4.35 -6.25 0.00 -14.29 0.00 0.00 0.00 0.00 0.00 33.33
Native Native
EMPLOYEE GAINS
Permanent Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: New Hires % 100 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
EMPLOYEE LOSSES
Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Reduction in Force % 100 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
Permanent Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Removal % 100 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
Permanent Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Resignation % 100 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
Permanent Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Retirement % 100 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
Permanent Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Other Separations % 100 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
Permanent Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Total Separations % 100 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
TEMPORARY WORKFORCE
Temporary Workforce: Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Prior FY % 100 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
Temporary Workforce: Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Current FY % 100 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
Temporary Workforce: Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Ratio Change % 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 0.00
Temporary Workforce: Net Change % 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 0.00
EMPLOYEE GAINS
Temporary Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: New Hires % 100 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
EMPLOYEE LOSSES
Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Reduction in Force % 100 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
Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Removal % 100 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
Temporary Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Resignation % 100 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
Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Retirement % 100 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
Native Native
Temporary Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Other Separations % 100 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
Temporary Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Total Separations % 100 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
Table A2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Employment Tenure for Sub-Components Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
CLF 2010 % 100 51.86 48.14 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28
Permanent Workforce # 444 159 285 7 11 117 219 24 45 6 6 3 0 1 0 1 4
Permanent Workforce % 100 35.81 64.19 1.58 2.48 26.35 49.32 5.41 10.14 1.35 1.35 0.68 0.00 0.23 0.00 0.23 0.90
Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Occupational Categories Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
1. Management
Executives # 15 6 9 0 0 5 8 0 1 1 0 0 0 0 0 0 0
Executives % 100 40.00 60.00 0.00 0.00 33.33 53.33 0.00 6.67 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Managers # 13 6 7 0 0 4 5 1 2 1 0 0 0 0 0 0 0
Managers % 100 46.15 53.85 0.00 0.00 30.77 38.46 7.69 15.38 7.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Supervisors # 28 14 14 2 0 9 8 3 5 0 0 0 0 0 0 0 1
Supervisors % 100 50.00 50.00 7.14 0.00 32.14 28.57 10.71 17.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57
Total Management # 56 26 30 2 0 18 21 4 8 2 0 0 0 0 0 0 1
Total Management % 100 46.43 53.57 3.57 0.00 32.14 37.50 7.14 14.29 3.57 0.00 0.00 0.00 0.00 0.00 0.00 1.79
2. Professionals # 40 20 20 1 1 18 15 0 2 1 2 0 0 0 0 0 0
Professionals % 100 50.00 50.00 2.50 2.50 45.00 37.50 0.00 5.00 2.50 5.00 0.00 0.00 0.00 0.00 0.00 0.00
3. Technicians # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
Technicians % 100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4. Sales Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sales Workers % 100 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
5. Administrative Workers # 18 10 8 0 0 6 4 3 3 0 1 0 0 1 0 0 0
Administrative Workers % 100 55.56 44.44 0.00 0.00 33.33 22.22 16.67 16.67 0.00 5.56 0.00 0.00 5.56 0.00 0.00 0.00
6. Craft Workers # 2 2 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0
Craft Workers % 100 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
7. Operatives # 6 6 0 1 0 1 0 3 0 1 0 0 0 0 0 0 0
Operatives % 100 100.00 0.00 16.67 0.00 16.67 0.00 50.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00
8. Laborers and Helpers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Laborers and Helpers % 100 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
9. Service Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Service Workers % 100 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
Table A4: Participation Rates For WG Wage Grade Plans by Race/Ethnicity and Sex (Permanent)
Native Native
GS/GM/GL GRADES Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
WG-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-01 % 100 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
WG-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-02 % 100 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
WG-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-03 % 100 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
WG-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-04 % 100 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
WG-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-05 % 100 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
WG-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-06 % 100 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
WG-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-07 % 100 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
WG-08 # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
WG-08 % 100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
WG-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-09 % 100 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
WG-10 # 2 2 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0
WG-10 % 100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
WG-11 # 7 7 0 1 0 2 0 3 0 1 0 0 0 0 0 0 0
WG-11 % 100 100.00 0.00 14.29 0.00 28.57 0.00 42.86 0.00 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00
WG-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-12 % 100 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
WG-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-13 % 100 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
WG-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-14 % 100 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
WG-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-15 % 100 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
Native Native
All Other Wage Grades # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
All Other Wage Grades % 100 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 # 10 10 0 1 0 3 0 5 0 1 0 0 0 0 0 0 0
Total % 100 100.00 0.00 10.00 0.00 30.00 0.00 50.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Table A4P: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-06 # 2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-07 # 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0
GS-07 % 100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-08 # 10 8 2 0 1 4 0 3 1 0 0 0 0 1 0 0 0
GS-08 % 100 80.00 20.00 0.00 10.00 40.00 0.00 30.00 10.00 0.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00
GS-09 # 2 0 2 0 0 0 1 0 1 0 0 0 0 0 0 0 0
GS-09 % 100 0.00 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 15 7 8 0 0 6 4 1 3 0 1 0 0 0 0 0 0
GS-11 % 100 46.67 53.33 0.00 0.00 40.00 26.67 6.67 20.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00
GS-12 # 25 13 12 2 0 8 8 2 2 1 1 0 0 0 0 0 1
GS-12 % 100 52.00 48.00 8.00 0.00 32.00 32.00 8.00 8.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 4.00
GS-13 # 14 5 9 1 0 4 6 0 3 0 0 0 0 0 0 0 0
GS-13 % 100 35.71 64.29 7.14 0.00 28.57 42.86 0.00 21.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-14 # 22 11 11 0 0 9 9 1 1 1 1 0 0 0 0 0 0
GS-14 % 100 50.00 50.00 0.00 0.00 40.91 40.91 4.55 4.55 4.55 4.55 0.00 0.00 0.00 0.00 0.00 0.00
Native Native
GS-15 # 15 9 6 0 0 8 6 0 0 1 0 0 0 0 0 0 0
GS-15 % 100 60.00 40.00 0.00 0.00 53.33 40.00 0.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00
All Other (Unspecified GS) # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
All Other (Unspecified GS) % 100 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 GS Employees # 110 56 54 3 1 42 37 7 12 3 3 0 0 1 0 0 1
Total GS Employees % 100 50.91 49.09 2.73 0.91 38.18 33.64 6.36 10.91 2.73 2.73 0.00 0.00 0.91 0.00 0.00 0.91
SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 4 0 4 0 0 0 3 0 1 0 0 0 0 0 0 0 0
Other Senior Pay % 100 0.00 100.00 0.00 0.00 0.00 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Senior Pay # 4 0 4 0 0 0 3 0 1 0 0 0 0 0 0 0 0
Total Senior Pay % 100 0.00 100.00 0.00 0.00 0.00 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Table A4T: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Temporary Workforce # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce % 100 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
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 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
GS-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 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
GS-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-07 % 100 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
GS-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-08 % 100 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
GS-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-09 % 100 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
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-11 % 100 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
GS-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-12 % 100 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
GS-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 % 100 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
GS-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 % 100 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
Native Native
GS-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 % 100 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
SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Other Senior Pay % 100 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 Senior Pay # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Senior Pay % 100 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
Table A7: Senior Grade Levels by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Senior Grade Levels Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
Upward Mobility Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Senior Grades # 51 25 26 1 0 21 21 1 4 2 1 0 0 0 0 0 0

Total Senior Grades % 100 49.02 50.98 1.96 0.00 41.18 41.18 1.96 7.84 3.92 1.96 0.00 0.00 0.00 0.00 0.00 0.00
SES or Equivalent # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES or Equivalent % 100 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
INTERNAL COMPETITIVE PROMOTIONS

Vacancy Announcements # 0
Relevant Applicant Pool % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Internal Applications % 100 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
Qualified Internal Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Qualified Internal Applicants % 100 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
Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Referred Applicants % 100 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
Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Interviewed Applicants % 100 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
Internal Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Internal Selections % 100 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
NEW HIRES
Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Voluntarily Identified Applicants % 100 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
Qualified External Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Qualified External Applicants % 100 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
External Selections # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
External Selections % 100 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
CAREER DEVELOPMENT PROGRAM

Native Native
Slots for Career Development Program # 0
Eligible for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Eligible for Career Development Program % 100 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
Applicants for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Applicants for Career Development Program % 100 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
Selections for Career Development Program # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Selections for Career Development Program % 100 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
GS-15 or Equivalent # 15 9 6 0 0 8 6 0 0 1 0 0 0 0 0 0 0
GS-15 or Equivalent % 100 60.00 40.00 0.00 0.00 53.33 40.00 0.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native
GS-14 or Equivalent # 22 11 11 0 0 9 9 1 1 1 1 0 0 0 0 0 0
GS-14 or Equivalent % 100 50.00 50.00 0.00 0.00 40.91 40.91 4.55 4.55 4.55 4.55 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native

GS-13 or Equivalent # 14 5 9 1 0 4 6 0 3 0 0 0 0 0 0 0 0
GS-13 or Equivalent % 100 35.71 64.29 7.14 0.00 28.57 42.86 0.00 21.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native

Holocaust Memorial Museum
Table A8: MANAGEMENT POSITIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Upward Mobility To Management Positions Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
Executives # 15 6 9 0 0 5 8 0 1 1 0 0 0 0 0 0 0
Executives % 100 40.00 60.00 0.00 0.00 33.33 53.33 0.00 6.67 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES

Native Native
Managers # 13 6 7 0 0 4 5 1 2 1 0 0 0 0 0 0 0
Managers % 100 46.15 53.85 0.00 0.00 30.77 38.46 7.69 15.38 7.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native
Supervisors # 28 14 14 2 0 9 8 3 5 0 0 0 0 0 0 0 1
Supervisors % 100 50.00 50.00 7.14 0.00 32.14 28.57 10.71 17.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57

NEW HIRES
Native Native

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Awards Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
TIME OFF AWARDS
Time-Off Awards 1 - 10 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 1 - 10 hours: Awards Given % 100 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
Time-Off Awards 1 - 10 Hours: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 1 - 10 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Awards Given % 100 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
Time-Off Awards 41 or more Hours: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CASH AWARDS
Cash Awards $500 and Under: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Awards Given % 100 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
Cash Awards $500 and Under: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Awards Given % 100 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
Cash Awards: $501 - $999: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Native Native
Cash Awards: $5000 or more: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Awards Given % 100 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
Cash Awards: $5000 or more: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER AWARDS
Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total QSIs Awarded % 100 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 Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded % 100 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 Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate)
Deaf or Blind or Epilepsy
Traumatic Serious Serious Significant Partial or or Other Significant
No Not Disability Developmental Brain Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant
Disability Identified [02-03, Targeted Disability Injury Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Employment Tenure Total [05] [01] 06-99] Disability [02] [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
TOTAL WORKFORCE
Total Workforce: 501 Goal % 12.00 2.00
Total Workforce: Difference # 9 12 1 -4 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Ratio Change % 0.00 0.87 0.21 -1.08 -0.04 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.02 0.00 0.00
Total Workforce: Net Change % 2.07 3.05 25.00 -10.81 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
EMPLOYEE GAINS
EMPLOYEE LOSSES
PERMANENT WORKFORCE
Permanent Workforce: Difference # 9 12 1 -4 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Ratio Change % 0.00 0.87 0.21 -1.08 -0.04 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.02 0.00 0.00
Permanent Workforce: Net Change % 2.07 3.05 25.00 -10.81 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
EMPLOYEE GAINS

EMPLOYEE LOSSES
TEMPORARY WORKFORCE
EMPLOYEE GAINS
EMPLOYEE LOSSES

SCHEDULE A EMPLOYEES IN
PERMANENT WORKFORCE
Schedule A (permanent): Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Prior FY % 100 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
Schedule A (permanent): Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Current FY % 100 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
Schedule A (permanent): Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Ratio Change % 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 0.00
Schedule A (permanent): Net Change % 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 0.00
EMPLOYEE GAINS
Schedule A (permanent): New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): New Hires % 100 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
EMPLOYEE LOSSES
Schedule A (permanent): Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Total Separations % 100 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
Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)
Persons No Not Disability Developmental Brain Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant
Without Disability Identified [02-03, Targeted Disability Injury Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Employment Tenure Total Disability [05] [01] 06-99] Disability [02] [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
TOTAL WORKFORCE (Participation Rate)

Total Workforce: Prior FY # 435 398 394 4 37 9 0 0 3 1 0 0 0 1 0 4 0 0
Total Workforce: Prior FY % 100 91.49 90.57 0.92 8.51 2.07 0.00 0.00 0.69 0.23 0.00 0.00 0.00 0.23 0.00 0.92 0.00 0.00
Total Workforce: Current FY # 444 411 406 5 33 9 0 0 3 1 0 0 0 1 0 4 0 0
Total Workforce: Current FY % 100 92.57 91.44 1.13 7.43 2.03 0.00 0.00 0.68 0.23 0.00 0.00 0.00 0.23 0.00 0.90 0.00 0.00
Total Workforce: Difference # 9 13 12 1 -4 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Ratio Change % 0.00 1.08 0.87 0.21 -1.08 -0.04 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.02 0.00 0.00
Total Workforce: Net Change % 2.07 3.27 3.05 25.00 -10.81 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
EMPLOYEE GAINS (Participation Rate)

Total Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: New Hires % 100 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 0.00
EMPLOYEE LOSSES (Inclusion Rate)

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Reduction in Force % 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 0.00 0.00
Total Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Removal % 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 0.00 0.00
Total Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Resignation % 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 0.00 0.00
Total Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Retirement % 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 0.00 0.00
Total Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Other Separations % 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 0.00 0.00
Total Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Total Separations % 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 0.00 0.00
PERMANENT WORKFORCE (Participation Rate)

Permanent Workforce: Prior FY # 435 398 394 4 37 9 0 0 3 1 0 0 0 1 0 4 0 0
Permanent Workforce: Prior FY % 100 91.49 90.57 0.92 8.51 2.07 0.00 0.00 0.69 0.23 0.00 0.00 0.00 0.23 0.00 0.92 0.00 0.00
Permanent Workforce: Current FY # 444 411 406 5 33 9 0 0 3 1 0 0 0 1 0 4 0 0
Permanent Workforce: Current FY % 100 92.57 91.44 1.13 7.43 2.03 0.00 0.00 0.68 0.23 0.00 0.00 0.00 0.23 0.00 0.90 0.00 0.00
Permanent Workforce: Difference # 9 13 12 1 -4 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Ratio Change % 0.00 1.08 0.87 0.21 -1.08 -0.04 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.02 0.00 0.00
Permanent Workforce: Net Change % 2.07 3.27 3.05 25.00 -10.81 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

Permanent Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: New Hires % 100 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 0.00

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Reduction in Force % 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 0.00 0.00
Permanent Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Removal % 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 0.00 0.00
Permanent Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Resignation % 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 0.00 0.00
Permanent Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Retirement % 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 0.00 0.00
Permanent Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Other Separations % 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 0.00 0.00
Permanent Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Total Separations % 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 0.00 0.00
TEMPORARY WORKFORCE (Participation Rate)

Temporary Workforce: Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Prior FY % 100 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 0.00
Temporary Workforce: Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Current FY % 100 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 0.00
Temporary Workforce: Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Ratio Change % 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 0.00 0.00
Temporary Workforce: Net Change % 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 0.00 0.00

Temporary Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: New Hires % 100 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 0.00

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Reduction in Force % 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 0.00 0.00
Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Removal % 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 0.00 0.00
Temporary Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Resignation % 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 0.00 0.00
Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Retirement % 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 0.00 0.00
Temporary Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Other Separations % 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 0.00 0.00
Temporary Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Total Separations % 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 0.00 0.00
SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE (Participation Rate)

Schedule A (permanent): Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Prior FY % 100 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 0.00
Schedule A (permanent): Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Current FY % 100 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 0.00
Schedule A (permanent): Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Ratio Change % 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 0.00 0.00
Schedule A (permanent): Net Change % 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 0.00 0.00

Schedule A (permanent): New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): New Hires % 100 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 0.00

Schedule A (permanent): Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Total Separations % 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 0.00 0.00
Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate)
Serious Serious Significant Partial or or Other Significant
No Not Disability Traumatic Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant
Disability Identified [02-03, Targeted Developmental Brain Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Subordinate Component Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)
Traumatic Deaf or Blind or Epilepsy
Brain Serious Serious Significant Partial or or Other Significant Significant
No Not Disability Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric
Disability Identified [02-03, Targeted Developmental Injury Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Occupational Categories Total [05] [01] 06-99] Disability Disability [02] [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
1. Management
Executives # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Executives % 100 93.33 0.00 6.67 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
Managers # 13 12 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Managers % 100 92.31 0.00 7.69 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
Supervisors # 28 25 0 3 1 0 0 0 0 0 0 0 0 0 1 0 0
Supervisors % 100 89.29 0.00 10.71 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57 0.00 0.00
2. Professionals # 40 38 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
Professionals % 100 95.00 0.00 5.00 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
3. Technicians # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Technicians % 100 100.00 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
4. Sales Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sales Workers % 100 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
6. Craft Workers # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Craft Workers % 100 50.00 0.00 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
7. Operatives # 6 5 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Operatives % 100 83.33 0.00 16.67 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
9. Service Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Service Workers % 100 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
Table B4: Participation Rates For WG Wage Grade Plans by Disability (Permanent)
GS/GM/GL GRADES Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
WG-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-01 % 100 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
WG-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-02 % 100 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
WG-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-03 % 100 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
WG-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-04 % 100 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
WG-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-05 % 100 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
WG-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-06 % 100 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
WG-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-07 % 100 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
WG-08 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-08 % 100 100.00 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
WG-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-09 % 100 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
WG-10 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-10 % 100 50.00 0.00 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
WG-11 # 7 6 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-11 % 100 85.71 0.00 14.29 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
WG-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-12 % 100 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
WG-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-13 % 100 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
WG-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-14 % 100 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
WG-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WG-15 % 100 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 # 10 8 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
Total % 100 80.00 0.00 20.00 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
Table B4P: GENERAL SCHEDULE (GS) GRADES - Distribution by Disability (Participation Rate)
501 Goal % 12.00 2.00
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 75.00 25.00 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
GS-06 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 50.00 0.00 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
GS-07 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-07 % 100 100.00 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
GS-08 # 10 9 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-08 % 100 90.00 0.00 10.00 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
GS-09 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-09 % 100 50.00 0.00 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
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-11 % 100 93.33 0.00 6.67 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
GS-12 # 25 23 0 2 1 0 0 0 0 0 0 0 0 0 1 0 0
GS-12 % 100 92.00 0.00 8.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 0.00 0.00
GS-13 # 14 13 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 % 100 92.86 0.00 7.14 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
GS-14 # 22 20 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 % 100 90.91 0.00 9.09 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
GS-15 # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 % 100 93.33 0.00 6.67 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

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Other Senior Pay % 100 100.00 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 Senior Pay # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Senior Pay % 100 100.00 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
GS-1 to GS-10 # 19 15 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-1 to GS-10 % 100 78.95 5.26 15.79 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
GS-11 to SES # 95 88 0 7 1 0 0 0 0 0 0 0 0 0 1 0 0
GS-11 to SES % 100 92.63 0.00 7.37 1.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.05 0.00 0.00
Table B6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)
Mission-Critical Occupations Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
Vacancy Announcements # 0 0
Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Voluntarily Identified Applicants % 100 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
Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Referred Applicants % 100 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
Table B6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)
Mission-Critical Occupations Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
Vacancy Announcements # 0 0
Voluntarily Identified Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Voluntarily Identified Applicants % 100 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
Referred Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Referred Applicants % 100 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
Table B7: SENIOR GRADE LEVELS - Distribution by Disability (Participation Rate)
Upward Mobility to Senior Grade Levels Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal # 12.00 2.00


NEW HIRES



GS-15 or Equivalent # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 or Equivalent % 100 93.33 0.00 6.67 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

NEW HIRES



GS-14 or Equivalent # 22 20 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 or Equivalent % 100 90.91 0.00 9.09 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

NEW HIRES



GS-13 or Equivalent # 14 13 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 or Equivalent % 100 92.86 0.00 7.14 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

NEW HIRES



Table B8: MANAGEMENT POSITIONS - Distribution by Disability (Participation Rate)
Upward Mobility To Management Positions Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
Executives # 15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Executives % 100 93.33 0.00 6.67 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
NEW HIRES

Managers # 13 12 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Managers % 100 92.31 0.00 7.69 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

NEW HIRES

Supervisors # 28 25 0 3 1 0 0 0 0 0 0 0 0 0 1 0 0
Supervisors % 100 89.29 0.00 10.71 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57 0.00 0.00

NEW HIRES

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate)
Awards Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
TIME OFF AWARDS
CASH AWARDS
OTHER AWARDS
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate)
Persons No Not Disability Traumatic Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric Significant
Without Disability Identified [02-03, Targeted Developmental Brain Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Awards Total Disability [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
TIME OFF AWARDS
Time-Off Awards 1 - 10 hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 1 - 10 hours: Awards Given % 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 0.00 0.00
Time-Off Awards 1 - 10 Hours: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 1 - 10 Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Awards Given % 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 0.00 0.00
Time-Off Awards 41 or more Hours: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CASH AWARDS
Cash Awards $500 and Under: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Awards Given % 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 0.00 0.00
Cash Awards $500 and Under: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Awards Given % 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 0.00 0.00
Cash Awards: $501 - $999: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $501 - $999: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Awards Given % 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 0.00 0.00
Cash Awards: $5000 or more: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER AWARDS
Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total QSIs Awarded % 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 0.00 0.00
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded % 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 0.00 0.00
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
United States Holocaust Memorial Museum
United States Holocaust Memorial Council
Internal Auditor
Laura Hopman
(reports to the Audit Committee)
Equal Employment Director

Renee Wilson Davis Sara J. Bloomfield
Deputy Museum Director Deputy Chief Chief Museum

Program Officer Chief Financial Operations
& Chief Program Officer Kris Donly Officer Officer
Sarah Ogilvie Jon Carver Tanell Coleman
Director, Mandel Director, National Director, Levine

Chief Director, Simon- Chief Information Chief Human
Director, Chief Marketing & Center for Institute for Director, Institute for Chief Information General Counsel
Development Skjodt Center for Director, Security Officer Resources Officer
Constituency Communications Advanced Holocaust International Holocaust Officer
Officer the Prevention of Planning Anglee Agarwal
Engagement Officer Holocaust Studies Documentation Affairs Education Russ Phillips Mike Trofi Tara Quinnette
Jordan Genocide Dara Goldberg
Diane Saltzman Michelle T. Stein Lisa Leff Rebecca Boehling Paul Shapiro Kris Donly (Acting/Contractor) (Contractor)
Tannenbaum Naomi Kikoler
(Interim)
Survivor Affairs Museum Services

Communications Deputy Chief Financial Application Dana Carroll
Eran Gasko Research National Academic Collections Services Deputy Director Deputy Director Management Development
Council Relations Andy Hollinger Programs Travis Roxlau
Lawrence Woocher Robert Williams (Vacant) Natasha Hadijski Robert Twitty
Jessie Viggiano Robert Ehrenreich Operations
Creative Mid-Atlantic Archival & Curatorial Kristy Brosius
Shawn Perkins Ferencz Museum Experience Budget CRM Shared
Government and Andres Abril Affairs and Digital Media
(Contractor) International Justice International Robert Schelin Services
External Relations Midwest Initiative Academic Programs Zack Levine Sarah Lumbard Protection Services
Jill Weinberg Shelby Queen
(Vacant) Suzanne Joseph Rosboschil
New Audience Engagement & Northeast Business
Brown-Fleming Digital Assets Future Projects Mgmt. / Shop
Membership Andrea Barchas Management and Network Systems
Michael Haley (Vacant)
Dana Weinstein Preservation Angelito Pangilinan
Southeast Goldman
Robert Tanen Michael Levy
Planning and Operations Procurement Technical Services
Western Initiative on Christopher Guy (Vacant)
Lori Roop Marla Abraham Holocaust Survivors Holocaust Denial and
and Victims Antisemitism
Strategic Initiatives and Corporate and Foundation Resource Center Tad Stahnke
Programming Division Relations Diane Afoumado
Aimee Segal Cara Sodos (Acting) Education Initiatives
Gretchen Skidmore
Campaign and Restricted Library
Giving Lenore Bell Initiative on the
Allison Lurey Holocaust and Civic
Responsibility
Operations and Prospect Marcus Appelbaum
Development
Lisa Evans Initiative on the
Holocaust and
Planned Giving and Professional
Endowments Leadership
George Hellman Jennifer Ciardelli
Donor Relations
Maureen Merluzzi
International Travel Programs

and VIP Speakers
Nadia Ficara
06/22/2021
"#ti'Eusr Wilson Davis, Renee <rwilsondavis@ushmm.org>
""""\jus EUM
Policy Statement on Equal Employment Opportunity
1 message
Sara Bloomfield <sbloomfield@ushmm.org> Thu, Oct 3, 2019 at 12:55 PM

To: All Employees <all_employees@ushmm.org>
Good afternoon,
Since the inception of the United States Holocaust Memorial Museum, we have supported and upheld the laws governing
civil rights and equal employment opportunity (EEO). The Museum prohibits discrimination and discriminatory harassment
based on race, color, sex (including pregnancy, sexual identity, gender identity and sexual orientation), religion, national
origin, age (40 years and over), disability, or genetic information. These protections extend to all personnel/employment
programs, management practices, and decisions, including, but not limited to, recruitment and hiring, merit promotion,
transfers, reassignments, training and career development, benefits, and separation. Additionally, other violations related
to discrimination will not be tolerated.
We are committed to having a diverse and inclusive workforce and to embracing equal opportunity for everyone who
works here. As part of this effort, we promote affirmative outreach efforts to ensure that qualified individuals of all racial
and ethnic backgrounds and physical capabilities are aware of employment opportunities at the Museum. Managers and
supervisors will be accountable for supporting the goals of the EEO program and are expected to foster an environment
where all employees and applicants are judged on their merit.
Equal to our commitment to uphold civil rights laws and workplace diversity, we are also committed to maintaining a
professional work environment. Workplace harassment will not be permitted, and management will correct such conduct
before it becomes severe and pervasive. Retaliation against an individual who is engaged in a protected activity (i.e,
initiating a complaint or participating in any related inquiry or investigation) will not be tolerated.
Employees or applicants who believe they have experienced unlawful discrimination or harassment should promptly
contact the EEO Manager to file a complaint. We support resolving complaints promptly, thoroughly, equitably, and in a
professional manner. If you have any questions or need guidance on the policy, please contact Renee Wilson Davis, EEO
Manager at Rwilsondavis@ushmm.org or 202 488-6131.
It is everyone's responsibility to ensure a workplace that embraces diversity and inclusion and is free of discrimination,
harassment, and retaliation. Thank you in advance for your support.
Sara
Sara J. Bloomfield Director

www .ushmm.org
NEVER AGAIN: WHAT YOU DO MATTERS

Support the Campaign for the United States Holocaust Memorial Museum
~ 2019-10-03 Policy Statement on Equal Employment Opportunity.pdf

85K
MEMORANDUM
TO: Museum Employees

FROM: Sara J. Bloomfield, Director
RE: Policy Statement on Equal Employment Opportunity
DATE: October 3, 2019
Since the inception of the United States Holocaust Memorial Museum, we have supported and
upheld the laws governing civil rights and equal employment opportunity (EEO). The Museum
prohibits discrimination and discriminatory harassment based on race, color, sex (including
pregnancy, sexual identity, gender identity and sexual orientation), religion, national origin, age
( 40 years and over), disability, or genetic information. These protections extend to all
personnel/employment programs, management practices, and decisions, including, but not
limited to, recruitment and hiring, merit promotion, transfers, reassignments, training and
career development, benefits, and separation. Additionally, other violations related to
discrimination will not be tolerated.
We are committed to having a diverse and inclusive workforce and to embracing equal
opportunity for everyone who works here. As part of this effort, we promote affirmative
outreach efforts to ensure that qualified individuals of all racial and ethnic backgrounds and
physical capabilities are aware of employment opportunities at the Museum. Managers and
supervisors will be accountable for supporting the goals of the EEO program and are expected
to foster an environment where all employees and applicants are judged on their merit.
Equal to our commitment to uphold civil rights laws and workplace diversity, we are also
committed to maintaining a professional work environment. Workplace harassment will not be
permitted, and management will correct such conduct before it becomes severe and pervasive.
Retaliation against an individual who is engaged in a protected activity (i.e, initiating a
complaint or participating in any related inquiry or investigation) will not be tolerated.
Employees or applicants who believe they have experienced unlawful discrimination or

harassment should promptly contact the EEO Manager to file a complaint. We support
resolving complaints promptly, thoroughly, equitably, and in a professional manner. If you
have any questions or need guidance on the policy, please contact Renee Wilson Davis, EEO
Manager at R wilsondavis@ushmm.org or 202 488-6131.
It is everyone's responsibility to ensure a workplace that embraces diversity and inclusion and
is free of disefimination, harassment, and retaliation. Thank you in advance for your support.
PART A
Department 1. Agency 1. Holocaust Memorial Museum
or Agency
Identifying
Information 1.a 2nd level reporting component
2. Address 2. 100 Raoul Wallenberg Place, SW
3. City, State, Zip Code 3. Washington, DC 20024
4. Agency Code 5. FIPS code(s) 4. HD00 5. 2126
PART B
Total 1. Enter total number of permanent full-time and part-time employees 1. 431
Employment
2. Enter total number of temporary employees 2. 0
3. TOTAL EMPLOYMENT [add lines B 1 through 2] 4. 431
PART C Title Type Name Title
Agency Official(s) Responsible Head of Agency Sara Bloomfield Director

For Oversight of EEO Head of Agency Designee Tanell Coleman Chief Museum Operations Officer
Program(s) Principal EEO Director/Official Renee Davis EEO Manager
Page 1
For period covering October 1, 2018 to September 30, 2019
PART D Subordinate Component and Location Country Agency Code

List of Subordinate Components Covered in (City/State)
This Report
EEOC FORMS and Documents Required Uploaded

Reasonable Accommodation Y Y
Procedure
EEO Policy Statement Y Y
Organization Chart Y Y
Alternative Dispute Resolution Y Y
Procedures
Agency Strategic Plan Y Y
Personal Assistance Services Y Y
Procedures
Anti-Harassment Policy and Y Y
Procedures
Diversity Policy Statement N N
EEO Strategic Plan N N
Federal Equal Opportunity N N
Recruitment Program (FEORP)
Report
Human Capital Strategic Plan N N
Results from most recent Federal N N
Employee Viewpoint Survey or
Annual Employee Survey
Disabled Veterans Affirmative N N
Action Program (DVAAP) Report
Page 2
PART E.1 EEO PROGRAM STATUS REPORT
EXECUTIVE SUMMARY: MISSION
MISSION
The United States Holocaust Memorial Museum is America's national institution for the
documentation, study, and interpretation of Holocaust history, and serves as this country's
memorial to the millions of people murdered during the Holocaust. The Museum's primary
mission is to advance and disseminate knowledge about this unprecedented tragedy; to
preserve the memory of those who suffered; and to encourage its visitors to reflect upon
the moral and spiritual questions raised by the events of the Holocaust as well as their
own responsibilities as citizens of a democracy.
MISSION-RELATED FUNCTIONS
Rooted in the mission statement, the plan encompasses three strategic goals that will
continue guiding the institution:
Rescuing the Evidence
• Address gaps in evidence on victims, witnesses, collaborators, and perpetrators
• Improve accessibility of collections
• Secure a facility for future growth of the collection
Expanding, Diversifying, and More Effectively Engaging Our Audiences
• Refresh the Permanent Exhibition; redo the Web site; and employ new technologies
• Implement a national programming plan to strengthen constituency relationships and
build new audiences in order to expand our presence and impact in key cities and
regions
• Refine and implement plans for targeted audiences to achieve greatest systemic
impact and change
• Enhance the Museum's global presence
Securing the Future of the Memorial Museum
• Build the endowment to $400 million
• Build a program for foundation and corporate fundraising
• Improve stewardship of key constituencies (survivors, donors, Council, former Council,
Congress)
• Further strengthen governance processes
• Implement strategies for improved human capital management
Page 3
Essential Element: A Demonstrated Commitment From agency Leadership

a
brief explanation
in
the space below or
A.1. The agency issues an effective, up-to-date EEO policy statement. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.1.a. Does the agency annually issue a signed and dated EEO policy statement on agency letterhead that X 10/03/2019. The
clearly communicates the agency’s commitment to EEO for all employees and applicants? If “Yes”, please Director will
provide the annual issuance date in the comments column. [see MD-715, ll(A)] begin preparing to
issue the annual
EEO policy in
September 2020.
10/3/2019
A.1.b. Does the EEO policy statement address all protected bases (age, color, disability, sex (including X
pregnancy, sexual orientation and gender identity), genetic information, national origin, race, religion, and
reprisal) contained in the laws EEOC enforces? [see 29 CFR § 1614.101(a)] If the EEO policy statement covers
any additional bases (e.g., marital status, veteran status and political affiliation), please list them in the
comments column.
Page 5

a
brief explanation
in
the space below or
A.2. The agency has communicated EEO policies and procedures to all employees. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.2.a. Does the agency disseminate the following policies and procedures to all employees:
A.2.a.1. Anti-harassment policy? [see MD 715, ll(A)] X
A.2.a.2. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)] X
A.2.b. Does the agency prominently post the following information throughout the workplace and on its public
website:
A.2.b.1. The business contact information for its EEO Counselors, EEO Officers, Special Emphasis Program X
Managers, and EEO Director? [see 29 C.F.R § 1614.102(b)(7)]
A.2.b.2. Written materials concerning the EEO program, laws, policy statements, and the operation of the EEO X
complaint process? [see 29 CFR §1614.102(b)(5)]
A.2.b.3. Reasonable accommodation procedures? [see 29 CFR § 1614.203(d)(3)(i)] If so, please provide the X https://
internet address in the comments column. www.ushmm.org/
information/
career-volunteer-
opportunities/
careers ( click on
the PDF under
About the
Museum ) -
external website
https://
sites.google.com/
a/ushmm.org/sr/
career-life/equal-
employment-
opportunity-eeo -
internal website
A.2.c. Does the agency inform its employees about the following topics:
A.2.c.1. EEO complaint process? [see 29 CFR §§ 1614.102(a)(12) and 1614.102(b)(5)] If “yes”, please provide X The EEO
how often and the means by which such training is delivered. complaint process/
information:
provided on the
internal website,
posted throughout
the Museum
facilities at all
times, and
included as part
of the onboarding
orientation for
new employees.
Online training is
currently being
developed.
Page 6
A.2.c.2. ADR process? [see MD-110, Ch. 3(II)(C)] If “yes”, please provide how often. X The ADR process/
information:
provided on the
internal website at
all times and
included as part
of the onboarding
orientation for
new employees.
Online training is
currently being
developed.
A.2.c.3. Reasonable accommodation program? [see 29 CFR § 1614.203(d)(7)(ii)(C)] If “yes”, please provide X The reasonable
how often. accommodation
program/
information:
provided on the
internal website at
all times and
included as part
of the onboarding
orientation for
new employees.
Online training is
currently being
developed.
A.2.c.4. Anti-harassment program? [see EEOC Enforcement Guidance on Vicarious Employer Liability for X The anti-
Unlawful Harassment by Supervisors (1999), § V.C.1] If “yes”, please provide how often. harassment
program/
information:
provided on the
internal website,
posted throughout
the Museum
facilities at all
times, and
included as part
of the onboarding
orientation for
new employees.
Online training is
currently being
developed.
A.2.c.5. Behaviors that are inappropriate in the workplace and could result in disciplinary action? [5 CFR X There was a
§2635.101(b)] If “yes”, please provide how often. session conducted
on "how
behaviors at work
effect our culture
and performance"
in conjunction
with the
distribution of our
updated anti-
harassment policy.
Page 7

a
brief explanation
in
the space below or
A.3. The agency assesses and ensures EEO principles are part of its culture. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
A.3.a. Does the agency provide recognition to employees, supervisors, managers and units demonstrating X
superior accomplishment in equal employment opportunity? [see 29 CFR § 1614.102(a)(9)] If “yes”, provide
one or two examples in the comments section. .
A.3.b. Does the agency utilize the Federal Employee Viewpoint Survey or other climate assessment tools to X
monitor the perception of EEO principles within the workforce? [see 5 CFR Part 250]'
Page 8
Essential Element: B Integration of EEO into the agency's Strategic Mission

a
brief explanation
in
B.1. The reporting structure for the EEO program provides the principal EEO the space below or
official with appropriate authority and resources to effectively carry out a complete and
successful EEO program. attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.1.a. Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control X
over the EEO office? [see 29 CFR §1614.102(b)(4)]
B.1.a.1. If the EEO Director does not report to the agency head, does the EEO Director report to the same X Chief Museum
agency head designee as the mission-related programmatic offices? If “yes,” please provide the title of the Operations Officer
agency head designee in the comments.
B.1.a.2. Does the agency’s organizational chart clearly define the reporting structure for the EEO office? [see 29 X
CFR §1614.102(b)(4)]
B.1.b. Does the EEO Director have a regular and effective means of advising the agency head and other senior X
management officials of the effectiveness, efficiency and legal compliance of the agency’s EEO program? [see
29 CFR §1614.102(c)(1); MD-715 Instructions, Sec. I]
B.1.c. During this reporting period, did the EEO Director present to the head of the agency, and other senior X A series of
management officials, the "State of the agency" briefing covering the six essential elements of the model EEO meetings took
program and the status of the barrier analysis process? [see MD-715 Instructions, Sec. I] If “yes”, please provide place regarding
the date of the briefing in the comments column. the DEAI
initiative which
involved state of
agency
discussions:
6/25/20 -
Director,
executive team,
HR Director and
EEO Manager
met to discuss
DEAI initiative ,
7/13/20 - 8/17/20
- Director, subset
of executive team,
HR Director, and
EEO Manager
met with experts
in the field of
D&I, and other
meetings.
B.1.d. Does the EEO Director regularly participate in senior-level staff meetings concerning personnel, budget, X
technology, and other workforce issues? [see MD-715, II(B)]
Page 9

a
brief explanation
in
the space below or
B.2. The EEO Director controls all aspects of the EEO program. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.2.a. Is the EEO Director responsible for the implementation of a continuing affirmative employment program X
to promote EEO and to identify and eliminate discriminatory policies, procedures, and practices? [see MD-110,
Ch. 1(III)(A); 29 CFR §1614.102(c)] If not, identify the office with this authority in the comments column.
B.2.b. Is the EEO Director responsible for overseeing the completion of EEO counseling? [see 29 CFR X
§1614.102(c)(4)]
B.2.c. Is the EEO Director responsible for overseeing the fair and thorough investigation of EEO complaints? X
[see 29 CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.]
B.2.d. Is the EEO Director responsible for overseeing the timely issuance of final agency decisions? [see 29 X
CFR §1614.102(c)(5)] [This question may not be applicable for certain subordinate level components.]
B.2.e. Is the EEO Director responsible for ensuring compliance with EEOC orders? [see 29 CFR §§ X
1614.102(e); 1614.502]'
B.2.f. Is the EEO Director responsible for periodically evaluating the entire EEO program and providing X
recommendations for improvement to the agency head? [see 29 CFR §1614.102(c)(2)]
B.2.g. If the agency has subordinate level components, does the EEO Director provide effective guidance and X The Museum
coordination for the components? [see 29 CFR §§ 1614.102(c)(2); (c)(3)] does not have
subordinate level
components.
Page 10

a
brief explanation
in
the space below or
B.3. The EEO Director and other EEO professional staff are involved in, and
complete and
consulted on, management/personnel actions.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.3.a. Do EEO program officials participate in agency meetings regarding workforce changes that might impact X
EEO issues, including strategic planning, recruitment strategies, vacancy projections, succession planning, and
selections for training/career development opportunities? [see MD-715, II(B)]
B.3.b. Does the agency’s current strategic plan reference EEO / diversity and inclusion principles? [see X The strategic
MD-715, II(B)] If “yes”, please identify the EEO principles in the strategic plan in the comments column. plan's vision is a
world in which
people confront
hatred, prevent
genocide and
promote human
dignity which
embraces
diversity and
inclusion
principles, of
equality and
respect. The
strategic plan is
currently being
updated. In June
2020, the Director
and executive
team launched a
DEAI initiative
an important
institutional wide
priority.
Page 11

a
brief explanation
in
the space below or
B.4. The agency has sufficient budget and staffing to support the success of its
complete and
EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.4.a. Pursuant to 29 CFR §1614.102(a)(1), has the agency allocated sufficient funding and qualified staffing to
successfully implement the EEO program, for the following areas:
B.4.a.1. to conduct a self-assessment of the agency for possible program deficiencies? [see MD-715, II(D)] X
B.4.a.10. to effectively manage its reasonable accommodation program? [see 29 CFR §1614.203(d)(4)(ii)] X
B.4.a.11. to ensure timely and complete compliance with EEOC orders? [see MD-715, II(E)] X
B.4.a.2. to enable the agency to conduct a thorough barrier analysis of its workforce? [see MD-715, II(B)] X
B.4.a.3. to timely, thoroughly, and fairly process EEO complaints, including EEO counseling, investigations, X
final agency decisions, and legal sufficiency reviews? [see 29 CFR §§ 1614.102(c)(5); 1614.105(b) – (f);
MD-110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)]
B.4.a.4. to provide all supervisors and employees with training on the EEO program, including but not limited to X
retaliation, harassment, religious accommodations, disability accommodations, the EEO complaint process, and
ADR? [see MD-715, II(B) and III(C)] If not, please identify the type(s) of training with insufficient funding in
the comments column.
B.4.a.5. to conduct thorough, accurate, and effective field audits of the EEO programs in components and the X The Museum
field offices, if applicable? [see 29 CFR §1614.102(c)(2)] does not have
EEO components
and field offices.
B.4.a.6. to publish and distribute EEO materials (e.g. harassment policies, EEO posters, reasonable X
accommodations procedures)? [see MD-715, II(B)]
B.4.a.7. to maintain accurate data collection and tracking systems for the following types of data: complaint X
tracking, workforce demographics, and applicant flow data? [see MD-715, II(E)] If not, please identify the
systems with insufficient funding in the comments section.
B.4.a.8. to effectively administer its special emphasis programs (such as, Federal Women’s Program, Hispanic X
Employment Program, and People with Disabilities Program Manager)? [5 USC § 7201; 38 USC § 4214; 5 CFR
§ 720.204; 5 CFR § 213.3102(t) and (u); 5 CFR § 315.709]
B.4.a.9. to effectively manage its anti-harassment program? [see MD-715 Instructions, Sec. I; EEOC X
Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C.
1]
B.4.b. Does the EEO office have a budget that is separate from other offices within the agency? [see 29 CFR § X
1614.102(a)(1)]
B.4.c. Are the duties and responsibilities of EEO officials clearly defined? [see MD-110, Ch. 1(III)(A), 2(III), & X
6(III)]
B.4.d. Does the agency ensure that all new counselors and investigators, including contractors and collateral X
duty employees, receive the required 32 hours of training, pursuant to Ch. 2(II) (A) of MD-110?
B.4.e. Does the agency ensure that all experienced counselors and investigators, including contractors and X
collateral duty employees, receive the required 8 hours of annual refresher training, pursuant to Ch. 2(II)(C) of
MD-110?
Page 12

a
brief explanation
in
the space below or
B.5. The agency recruits, hires, develops, and retains supervisors and managers
complete and
who have effective managerial, communications, and interpersonal skills
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.5.a. Pursuant to 29 CFR §1614.102(a)(5), have all managers and supervisors received orientation, training,
and advice on their responsibilities under the following areas under the agency EEO program:
B.5.a.1. EEO complaint process? [see MD-715(II)(B)] X The EEO policy
includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the EEO
complaint
process. The EEO
Manager also
consults with
managers /
supervisors.
There are plans to
launch online
training.
B.5.a.2. Reasonable Accommodation Procedures? [see 29 CFR § 1614.102(d)(3)] X The reasonable
accommodation
policy includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the reasonable
accommodation
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
Page 13
B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)] X The anti-

harassment policy
includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the anti-
harassment
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
B.5.a.4. Supervisory, managerial, communication and interpersonal skills in order to supervise most effectively X
in a workplace with diverse employees and avoid disputes arising from ineffective communications? [see
MD-715, II(B)]
B.5.a.5. ADR, with emphasis on the federal government’s interest in encouraging mutual resolution of disputes X The ADR policy
and the benefits associated with utilizing ADR? [see MD-715(II)(E)] includes
responsibilities
and procedures
and is available at
all times on the
internal website.
In addition, the
onboarding
training for new
employees covers
the ADR
procedures. The
EEO Manager
also consults with
managers /
supervisors.
There are plans to
launch online
training.
Page 14

a
brief explanation
in
the space below or
B.6. The agency involves managers in the implementation of its EEO program. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
B.6.a. Are senior managers involved in the implementation of Special Emphasis Programs? [see MD-715 X
B.6.b. Do senior managers participate in the barrier analysis process? [see MD-715 Instructions, Sec. I] X
B.6.c. When barriers are identified, do senior managers assist in developing agency EEO action plans (Part I, X
Part J, or the Executive Summary)? [see MD-715 Instructions, Sec. I]
B.6.d. Do senior managers successfully implement EEO Action Plans and incorporate the EEO Action Plan X
Objectives into agency strategic plans? [29 CFR §1614.102(a)(5)]
Page 15
Essential Element: C Management and Program Accountability

a
brief explanation
in
the space below or
C.1. The agency conducts regular internal audits of its component and field offices. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.1.a. Does the agency regularly assess its component and field offices for possible EEO program deficiencies? X There are no
[see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the comments components and
section. field offices.
C.1.b. Does the agency regularly assess its component and field offices on their efforts to remove barriers from X There are no
the workplace? [see 29 CFR §1614.102(c)(2)] If ”yes”, please provide the schedule for conducting audits in the components and
comments section. field offices.
C.1.c. Do the component and field offices make reasonable efforts to comply with the recommendations of the X There are no
field audit? [see MD-715, II(C)] components and
field offices.
Page 16

a
brief explanation
in
the space below or
C.2. The agency has established procedures to prevent all forms of EEO
complete and
discrimination.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.2.a. Has the agency established comprehensive anti-harassment policy and procedures that comply with X
EEOC’s enforcement guidance? [see MD-715, II(C); Enforcement Guidance on Vicarious Employer Liability
for Unlawful Harassment by Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]
C.2.a.1. Does the anti-harassment policy require corrective action to prevent or eliminate conduct before it rises X
to the level of unlawful harassment? [see EEOC Enforcement Guidance on Vicarious Employer Liability for
Unlawful Harassment by Supervisors (1999), § V.C.1]
C.2.a.2. Has the agency established a firewall between the Anti-Harassment Coordinator and the EEO Director? X
[see EEOC Report, Model EEO Program Must Have an Effective Anti-Harassment Program (2006)]
C.2.a.3. Does the agency have a separate procedure (outside the EEO complaint process) to address harassment X
allegations? [see Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by
Supervisors (Enforcement Guidance), EEOC No. 915.002, § V.C.1 (June 18, 1999)]
C.2.a.4. Does the agency ensure that the EEO office informs the anti-harassment program of all EEO counseling X
activity alleging harassment? [See Enforcement Guidance, V.C.]
C.2.a.5. Does the agency conduct a prompt inquiry (beginning within 10 days of notification) of all harassment X
allegations, including those initially raised in the EEO complaint process? [see Complainant v. Dep’t of
Veterans Affairs, EEOC Appeal No. 0120123232 (May 21, 2015); Complainant v. Dep’t of Defense (Defense
Commissary Agency), EEOC Appeal No. 0120130331 (May 29, 2015)] If “no”, please provide the percentage
of timely-processed inquiries in the comments column.
C.2.a.6. Do the agency’s training materials on its anti-harassment policy include examples of disability-based X
harassment? [see 29 CFR §1614.203(d)(2)]
C.2.b. Has the agency established disability reasonable accommodation procedures that comply with EEOC’s X
regulations and guidance? [see 29 CFR §1614.203(d)(3)]
C.2.b.1. Is there a designated agency official or other mechanism in place to coordinate or assist with processing X
requests for disability accommodations throughout the agency? [see 29 CFR §1614.203(d)(3)(D)]
C.2.b.2. Has the agency established a firewall between the Reasonable Accommodation Program Manager and X
the EEO Director? [see MD-110, Ch. 1(IV)(A)]
C.2.b.3. Does the agency ensure that job applicants can request and receive reasonable accommodations during X
the application and placement processes? [see 29 CFR §1614.203(d)(1)(ii)(B)]
C.2.b.4. Do the reasonable accommodation procedures clearly state that the agency should process the request X
within a maximum amount of time (e.g., 20 business days), as established by the agency in its affirmative action
plan? [see 29 CFR §1614.203(d)(3)(i)(M)]
C.2.b.5. Does the agency process all initial accommodation requests, excluding ongoing interpretative services, X
within the time frame set forth in its reasonable accommodation procedures? [see MD-715, II(C)] If “no”, please
provide the percentage of timely-processed requests, excluding ongoing interpretative services, in the comments
column.
C.2.c. Has the agency established procedures for processing requests for personal assistance services that X
comply with EEOC’s regulations, enforcement guidance, and other applicable executive orders, guidance, and
standards? [see 29 CFR §1614.203(d)(6)]
Page 17
C.2.c.1. Does the agency post its procedures for processing requests for Personal Assistance Services on its X https://
public website? [see 29 CFR §1614.203(d)(5)(v)] If “yes”, please provide the internet address in the comments www.ushmm.org/
column. information/
career-volunteer-
opportunities/
careers https://
www.ushmm.org/
m/pdfs/2018-HR-
PAS-EOE.pdf

a
brief explanation
in
the space below or
C.3. The agency evaluates managers and supervisors on their efforts to ensure
complete and
equal employment opportunity.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.3.a. Pursuant to 29 CFR §1614.102(a)(5), do all managers and supervisors have an element in their X
performance appraisal that evaluates their commitment to agency EEO policies and principles and their
participation in the EEO program?
C.3.b. Does the agency require rating officials to evaluate the performance of managers and supervisors based
on the following activities:
C.3.b.1. Resolve EEO problems/disagreements/conflicts, including the participation in ADR proceedings? [see X
MD-110, Ch. 3.I]
C.3.b.2. Ensure full cooperation of employees under his/her supervision with EEO officials, such as counselors X
and investigators? [see 29 CFR §1614.102(b)(6)]
C.3.b.3. Ensure a workplace that is free from all forms of discrimination, including harassment and retaliation? X
[see MD-715, II(C)]
C.3.b.4. Ensure that subordinate supervisors have effective managerial, communication, and interpersonal skills X
to supervise in a workplace with diverse employees? [see MD-715 Instructions, Sec. I]
C.3.b.5. Provide religious accommodations when such accommodations do not cause an undue hardship? [see X
29 CFR §1614.102(a)(7)]
C.3.b.6. Provide disability accommodations when such accommodations do not cause an undue hardship? [ see X
29 CFR §1614.102(a)(8)]
C.3.b.7. Support the EEO program in identifying and removing barriers to equal opportunity?. [see MD-715, X
II(C)]
C.3.b.8. Support the anti-harassment program in investigating and correcting harassing conduct?. [see X
Enforcement Guidance, V.C.2]
C.3.b.9. Comply with settlement agreements and orders issued by the agency, EEOC, and EEO-related cases X
from the Merit Systems Protection Board, labor arbitrators, and the Federal Labor Relations Authority? [see
MD-715, II(C)]
C.3.c. Does the EEO Director recommend to the agency head improvements or corrections, including remedial X
or disciplinary actions, for managers and supervisors who have failed in their EEO responsibilities? [see 29 CFR
§1614.102(c)(2)]
C.3.d. When the EEO Director recommends remedial or disciplinary actions, are the recommendations regularly X
implemented by the agency? [see 29 CFR §1614.102(c)(2)]
Page 18

a
brief explanation
in
the space below or
C.4. The agency ensures effective coordination between its EEO program and
complete and
Human Resources (HR) program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.4.a. Do the HR Director and the EEO Director meet regularly to assess whether personnel programs, policies, X
and procedures conform to EEOC laws, instructions, and management directives? [see 29 CFR §1614.102(a)(2)]
C.4.b. Has the agency established timetables/schedules to review at regular intervals its merit promotion X
program, employee recognition awards program, employee development/training programs, and management/
personnel policies, procedures, and practices for systemic barriers that may be impeding full participation in the
program by all EEO groups? [see MD-715 Instructions, Sec. I]
C.4.c. Does the EEO office have timely access to accurate and complete data (e.g., demographic data for the X
workforce, applicants, training programs, etc.) required to prepare the MD-715 workforce data tables? [see 29
CFR §1614.601(a)]
C.4.d. Does the HR office timely provide the EEO office with access to other data (e.g., exit interview data, X
climate assessment surveys, and grievance data), upon request? [see MD-715, II(C)]
C.4.e. Pursuant to Section II(C) of MD-715, does the EEO office collaborate with the HR office to:
C.4.e.1. Implement the Affirmative Action Plan for Individuals with Disabilities? [see 29 CFR §1614.203(d); X
MD-715, II(C)]
C.4.e.2. Develop and/or conduct outreach and recruiting initiatives? [see MD-715, II(C)] X
C.4.e.3. Develop and/or provide training for managers and employees? [see MD-715, II(C)] X
C.4.e.4. Identify and remove barriers to equal opportunity in the workplace? [see MD-715, II(C)] X
C.4.e.5. Assist in preparing the MD-715 report? [see MD-715, II(C)] X
Page 19

a
brief explanation
in
the space below or
C.5. Following a finding of discrimination, the agency explores whether it should
complete and
take a disciplinary action.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.5.a. Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct? X While the
[see 29 CFR §1614.102(a)(6); see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)] Museum does not
have a separate
table of penalties,
the Museum
complies with the
requirements of
29 CFR §
1614.102(a)(6) by
making clear in
multiple policy
statements that
discrimination,
harassment, and
retaliation will
not be tolerated.
C.5.b. When appropriate, does the agency discipline or sanction managers and employees for discriminatory X 0
conduct? [see 29 CFR §1614.102(a)(6)] If “yes”, please state the number of disciplined/sanctioned individuals
during this reporting period in the comments.
C.5.c. If the agency has a finding of discrimination (or settles cases in which a finding was likely), does the X
agency inform managers and supervisors about the discriminatory conduct (e.g., post mortem to discuss lessons
learned)? [see MD-715, II(C)]

a
brief explanation
in
the space below or
C.6. The EEO office advises managers/supervisors on EEO matters. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
C.6.a. Does the EEO office provide management/supervisory officials with regular EEO updates on at least an X Annually
annual basis, including EEO complaints, workforce demographics and data summaries, legal updates, barrier
analysis plans, and special emphasis updates? [see MD-715 Instructions, Sec. I] If “yes”, please identify the
frequency of the EEO updates in the comments column.
C.6.b. Are EEO officials readily available to answer managers’ and supervisors’ questions or concerns? [see X
MD-715 Instructions, Sec. I]
Page 20
Essential Element: D Proactive Prevention

a
brief explanation
in
the space below or
D.1. The agency conducts a reasonable assessment to monitor progress towards
complete and
achieving equal employment opportunity throughout the year.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.1.a. Does the agency have a process for identifying triggers in the workplace? [see MD-715 Instructions, Sec. X
I]
D.1.b. Does the agency regularly use the following sources of information for trigger identification: workforce X
data; complaint/grievance data; exit surveys; employee climate surveys; focus groups; affinity groups; union;
program evaluations; special emphasis programs; and/or external special interest groups? [see MD-715
D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could X The Museum
improve the recruitment, hiring, inclusion, retention and advancement of individuals with disabilities? [see 29 conducts exit
CFR §1614.203(d)(1)(iii)(C)] interviews,
however there are
no specific
questions related
to recruitment,
hiring, inclusion,
retention and
advancement of
individuals with
disabilities. The
exit interview
form will be
updated as part of
our DEAI
initiative.
Page 21

a
brief explanation
in
the space below or
D.2. The agency identifies areas where barriers may exclude EEO groups
complete and
(reasonable basis to act.)
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.2.a. Does the agency have a process for analyzing the identified triggers to find possible barriers? [see X
MD-715, (II)(B)]
D.2.b. Does the agency regularly examine the impact of management/personnel policies, procedures, and X
practices by race, national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)]
D.2.c. Does the agency consider whether any group of employees or applicants might be negatively impacted X
prior to making human resource decisions, such as re-organizations and realignments? [see 29 CFR §1614.102(a)
(3)]
D.2.d. Does the agency regularly review the following sources of information to find barriers: complaint/ X Complaint/
grievance data, exit surveys, employee climate surveys, focus groups, affinity groups, union, program grievance data,
evaluations, anti-harassment program, special emphasis programs, and/or external special interest groups? [see exit surveys,
MD-715 Instructions, Sec. I]] If “yes”, please identify the data sources in the comments column. employment
climate surveys,
focus groups, and
program
evaluations

a
brief explanation
in
the space below or
D.3. The agency establishes appropriate action plans to remove identified barriers. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.3.a. Does the agency effectively tailor action plans to address the identified barriers, in particular policies, X
procedures, or practices? [see 29 CFR §1614.102(a)(3)]
D.3.b. If the agency identified one or more barriers during the reporting period, did the agency implement a plan X
in Part I, including meeting the target dates for the planned activities? [see MD-715, II(D)]
D.3.c. Does the agency periodically review the effectiveness of the plans? [see MD-715, II(D)] X
Page 22

a
brief explanation
in
the space below or
D.4. The agency has an affirmative action plan for people with disabilities,
complete and
including those with targeted disabilities.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If X
yes, please provide the internet address in the comments.
D.4.b. Does the agency take specific steps to ensure qualified people with disabilities are aware of and X Job vacancies are
encouraged to apply for job vacancies? [see 29 CFR §1614.203(d)(1)(i)] posted on the
following sites
reaching a diverse
audience: Glass
door, Indeed,
Linked In and
USA Jobs. The
SEP / Disability
committee has
action plan that
includes:
recommendations
regarding
additional
recruitment
outlets for Human
Resources to
utilize to post
vacancies and
partnerships with
disability related
organizations and
educational
institutions.
D.4.c. Does the agency ensure that disability-related questions from members of the public are answered X
promptly and correctly? [see 29 CFR §1614.203(d)(1)(ii)(A)]
D.4.d. Has the agency taken specific steps that are reasonably designed to increase the number of persons with X
disabilities or targeted disabilities employed at the agency until it meets the goals? [see 29 CFR §1614.203(d)(7)
(ii)]
Page 23
Essential Element: E Efficiency

a
brief explanation
in
the space below or
E.1. The agency maintains an efficient, fair, and impartial complaint resolution
complete and
process.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.1.a. Does the agency timely provide EEO counseling, pursuant to 29 CFR §1614.105? X
E.1.b. Does the agency provide written notification of rights and responsibilities in the EEO process during the X
initial counseling session, pursuant to 29 CFR §1614.105(b)(1)?
E.1.c. Does the agency issue acknowledgment letters immediately upon receipt of a formal complaint, pursuant X
to MD-110, Ch. 5(I)?
E.1.d. Does the agency issue acceptance letters/dismissal decisions within a reasonable time (e.g., 60 days) after X 14 days
receipt of the written EEO Counselor report, pursuant to MD-110, Ch. 5(I)? If so, please provide the average
processing time in the comments.
E.1.e. Does the agency ensure that all employees fully cooperate with EEO counselors and EEO personnel in the X
EEO process, including granting routine access to personnel records related to an investigation, pursuant to 29
CFR §1614.102(b)(6)?
E.1.f. Does the agency timely complete investigations, pursuant to 29 CFR §1614.108? X
E.1.g. If the agency does not timely complete investigations, does the agency notify complainants of the date by X
which the investigation will be completed and of their right to request a hearing or file a lawsuit, pursuant to 29
CFR §1614.108(g)?
E.1.h. When the complainant did not request a hearing, does the agency timely issue the final agency decision, X
pursuant to 29 CFR §1614.110(b)?
E.1.i. Does the agency timely issue final actions following receipt of the hearing file and the administrative X
judge’s decision, pursuant to 29 CFR §1614.110(a)?
E.1.j. If the agency uses contractors to implement any stage of the EEO complaint process, does the agency hold X Corrective action
them accountable for poor work product and/or delays? [See MD-110, Ch. 5(V)(A)] If “yes”, please describe will be requested
how in the comments column. in writing up to
including
terminating the
use of the
contractor.
E.1.k. If the agency uses employees to implement any stage of the EEO complaint process, does the agency hold X
them accountable for poor work product and/or delays during performance review? [See MD-110, Ch. 5(V)(A)]
E.1.l. Does the agency submit complaint files and other documents in the proper format to EEOC through the X
Federal Sector EEO Portal (FedSEP)? [See 29 CFR § 1614.403(g)]
Page 24

a
brief explanation
in
the space below or
E.2. The agency has a neutral EEO process. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.2.a. Has the agency established a clear separation between its EEO complaint program and its defensive X The EEO
function? [see MD-110, Ch. 1(IV)(D)] If “yes”, please explain. Division manages
the complaint
process, and the
defensive
function is not
involved .
E.2.b. When seeking legal sufficiency reviews, does the EEO office have access to sufficient legal resources X An attorney in the
separate from the agency representative? [see MD-110, Ch. 1(IV)(D)] If “yes”, please identify the source/ General Counsel
location of the attorney who conducts the legal sufficiency review in the comments column. 's office
E.2.c. If the EEO office relies on the agency’s defensive function to conduct the legal sufficiency review, is X
there a firewall between the reviewing attorney and the agency representative? [see MD-110, Ch. 1(IV)(D)]
E.2.d. Does the agency ensure that its agency representative does not intrude upon EEO counseling, X
investigations, and final agency decisions? [see MD-110, Ch. 1(IV)(D)]
E.2.e. If applicable, are processing time frames incorporated for the legal counsel’s sufficiency review for timely X
processing of complaints? [see EEOC Report, Attaining a Model Agency Program: Efficiency (Dec. 1, 2004)]

a
brief explanation
in
the space below or
E.3. The agency has established and encouraged the widespread use of a fair
complete and
alternative dispute resolution (ADR) program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.3.a. Has the agency established an ADR program for use during both the pre-complaint and formal complaint X
stages of the EEO process? [see 29 CFR §1614.102(b)(2)]
E.3.b. Does the agency require managers and supervisors to participate in ADR once it has been offered? [see X
MD-715, II(A)(1)]
E.3.c. Does the Agency encourage all employees to use ADR, where ADR is appropriate? [See MD-110, Ch. X
3(IV)(C)]
E.3.d. Does the agency ensure a management official with settlement authority is accessible during the dispute X
resolution process? [see MD-110, Ch. 3(III)(A)(9)]
E.3.e. Does the agency prohibit the responsible management official named in the dispute from having X
settlement authority? [see MD-110, Ch. 3(I)]
E.3.f. Does the agency annually evaluate the effectiveness of its ADR program? [see MD-110, Ch. 3(II)(D)] X
Page 25

a
brief explanation
in
the space below or
E.4. The agency has effective and accurate data collection systems in place to
complete and
evaluate its EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.4.a. Does the agency have systems in place to accurately collect, monitor, and analyze the following data:
E.4.a.1. Complaint activity, including the issues and bases of the complaints, the aggrieved individuals/ X
complainants, and the involved management official? [see MD-715, II(E)]
E.4.a.2. The race, national origin, sex, and disability status of agency employees? [see 29 CFR §1614.601(a)] X
E.4.a.3. Recruitment activities? [see MD-715, II(E)] X
E.4.a.4. External and internal applicant flow data concerning the applicants’ race, national origin, sex, and X
disability status? [see MD-715, II(E)]
E.4.a.5. The processing of requests for reasonable accommodation? [29 CFR §1614.203(d)(4)] X
E.4.a.6. The processing of complaints for the anti-harassment program? [see EEOC Enforcement Guidance on X
Vicarious Employer Liability for Unlawful Harassment by Supervisors (1999), § V.C.2]
E.4.b. Does the agency have a system in place to re-survey the workforce on a regular basis? [MD-715 X
Page 26

a
brief explanation
in
the space below or
E.5. The agency identifies and disseminates significant trends and best practices in
complete and
its EEO program.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
E.5.a. Does the agency monitor trends in its EEO program to determine whether the agency is meeting its X The EEO
obligations under the statutes EEOC enforces? [see MD-715, II(E)] If “yes”, provide an example in the Division monitors
comments. trends related to
the EEO program
by attending
meetings (i.e.,
EEO Directors
Quarterly meeting
and the Small
Agency Council /
EEO Diversity
and Inclusion
Committee
meeting), keeping
up with EEOC
news, and posts
on MAX.
E.5.b. Does the agency review other agencies’ best practices and adopt them, where appropriate, to improve the X The EEO
effectiveness of its EEO program? [see MD-715, II(E)] If “yes”, provide an example in the comments. Division often
consults with
other agencies
and reviews their
best practices.
The most recent
examples include
the updating of
the reasonable
accommodation /
Personal
Assistance
Services (PAS)
and EEO policies
and launching the
DEAI initiative.
E.5.c. Does the agency compare its performance in the EEO process to other federal agencies of similar size? X
[see MD-715, II(E)]
Page 27
Essential Element: F Responsiveness and Legal Compliance

a
brief explanation
in
the space below or
F.1. The agency has processes in place to ensure timely and full compliance with
complete and
EEOC orders and settlement agreements.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.1.a. Does the agency have a system of management controls to ensure that its officials timely comply with X
EEOC orders/directives and final agency actions? [see 29 CFR §1614.102(e); MD-715, II(F)]
F.1.b. Does the agency have a system of management controls to ensure the timely, accurate, and complete X
compliance with resolutions/settlement agreements? [see MD-715, II(F)]
F.1.c. Are there procedures in place to ensure the timely and predictable processing of ordered monetary relief? X
[see MD-715, II(F)]
F.1.d. Are procedures in place to process other forms of ordered relief promptly? [see MD-715, II(F)] X
F.1.e. When EEOC issues an order requiring compliance by the agency, does the agency hold its compliance X
officer(s) accountable for poor work product and/or delays during performance review? [see MD-110, Ch. 9(IX)
(H)]

a
brief explanation
in
the space below or
F.2. The agency complies with the law, including EEOC regulations, management
complete and
directives, orders, and other written instructions.
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.2.a. Does the agency timely respond and fully comply with EEOC orders? [see 29 CFR §1614.502; MD-715, X
II(E)]
F.2.a.1. When a complainant requests a hearing, does the agency timely forward the investigative file to the X
appropriate EEOC hearing office? [see 29 CFR §1614.108(g)]
F.2.a.2. When there is a finding of discrimination that is not the subject of an appeal by the agency, does the X
agency ensure timely compliance with the orders of relief? [see 29 CFR §1614.501]
F.2.a.3. When a complainant files an appeal, does the agency timely forward the investigative file to EEOC’s X
Office of Federal Operations? [see 29 CFR §1614.403(e)]
F.2.a.4. Pursuant to 29 CFR §1614.502, does the agency promptly provide EEOC with the required X
documentation for completing compliance?
Page 28

a
brief explanation
in
the space below or
F.3. The agency reports to EEOC its program efforts and accomplishments. complete and
attach
Measures Yes No N/A
an EEOC FORM
715-
01 PART H to the
agency's status
report
F.3.a. Does the agency timely submit to EEOC an accurate and complete No FEAR Act report? [Public Law X See attachment
107-174 (May 15, 2002), §203(a)] under supporting
documentation.
F.3.b. Does the agency timely post on its public webpage its quarterly No FEAR Act data? [see 29 CFR X See attachment
§1614.703(d)] under supporting
documentation.
Essential Element: O Other
Page 29
PART H.1
STATEMENT of
MODEL PROGRAM A.3.a. Does the agency provide recognition to employees, supervisors, managers and units demonstrating superior accomplishment
ESSENTIAL ELEMENT in equal employment opportunity? [see 29 CFR § 1614.102(a)(9)] If “yes”, provide one or two examples in the comments section. .
DEFICIENCY:
Does the agency provide recognition to employees, supervisors, managers and units demonstrating superior accomplishment in equal employment opportunity?
Date Objective Initiated: Target Date For Completion Of Initiative:
Jun 1, 2019 Jun 1, 2020
OBJECTIVE:
To provide recognition to employees, supervisors, managers and units demonstrating superior accomplishment in equal employment
opportunity
Renee Wilson Davis (formerly Butler)
Responsible Official
Tara Quinnette
Target Date Planned Activity
PlannedActivities Jun 1, 2021 12:00 Research best practices (including consulting with other agencies) Draft a proposal
AM Submit for approval Implement
Report of Accomplishments Identified sources of information regarding best practices: SAC D & I committee, google search and
and Modifications to
FPMI books , etc...
Objective
Page 30
PART H.2
STATEMENT of
MODEL PROGRAM B.1.a. Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control over the EEO office?
ESSENTIAL ELEMENT [see 29 CFR §1614.102(b)(4)]
DEFICIENCY:
Is the agency head the immediate supervisor of the person (“EEO Director”) who has day-to-day control over the EEO office?
OBJECTIVE: Jun 19, 2020 Jun 1, 2020
To reach an understanding with EEOC that the current reporting structure is effective
Anglee Agarwal
Jun 1, 2020 12:00 Prepare a response to support the reporting structure if needed.
PlannedActivities AM
Oct 1, 2020 12:00 Revisit the EEO reporting structure Meet again with key Museum leadership to
AM discuss appropriate approach regarding EEOC's concerns Implement
Report of Accomplishments On 09/04/19, the Museum appreciated the opportunity to clarify the EEO reporting structure and
and Modifications to provided an updated response. A series of meetings will take place with key leadership to discuss
Objective and address EEOC's concerns. Would like to request additional time (until 12/31/2020).
Page 31
PART H.3
STATEMENT of
MODEL PROGRAM
B.5.a.1. EEO complaint process? [see MD-715(II)(B)]
ESSENTIAL ELEMENT
DEFICIENCY:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the Museum's EEO complaint process
Jun 1, 2019 Oct 1, 2019
OBJECTIVE:
To have all managers and supervisors receive orientation, training, and advice on their responsibilities under the Museum's EEO
complaint process
Tara Quinnette
Dec 31, 2020 12:00 Update and finalize policies: EEO and Reasonable Accommodation policies.
AM Research best practices and training content (including consulting with other
PlannedActivities agencies). Draft training or locate appropriate online training. Draft a proposal and
submit for approval . Work in conjunction with HR and IT on the planning for an
online training platform and contact EEOC on possible training during the interim.
Implement
Would like to request additional time (until 12/31/2020). Updated /continue updating the following
policies and procedures to ensure that potential training for managers and supervisors aligns: anti-
Harassment (finalized), EEO (under review), reasonable accommodation (will be resubmitted to
EEOC within a month), and conflict resolution and ADR (finalized). Researched potential training
Report of Accomplishments sources and content. Developed an outline of information that should be included in the training and
and Modifications to have started to develop training for the online platform. Viewed online off-the-shelf training, but
Objective determined that the training did not meet our needs. In the beginning stage of planning the pilot
phase of the online learning management system (LMS) Continu. Submitted to Human Resources a
list of training and resources that EEO would like to include as part of the LMS, Continu. Reached out
to EEOC to discuss training options to possibly pursue during the interim of the start up of the online
training pilot.
Page 32
PART H.4
STATEMENT of
MODEL PROGRAM
B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)]
ESSENTIAL ELEMENT
DEFICIENCY:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the anti-harassment policy
Jun 1, 2019 Oct 1, 2019
OBJECTIVE:
To have all managers and supervisors receive orientation, training, and advice on their responsibilities under the anti-harassment
policy
Renee Wilson Davis (former Butler)
Tara Quinnette
Dec 31, 2020 12:00 Research best practices and training content (including consulting with other
AM agencies). Draft training or locate appropriate online training. Draft a proposal and
PlannedActivities
Implement
Would like to request additional time (until 12/31/2020). Researched potential training sources and
content. Developed an outline of information that should be included in the training and have started
Report of Accomplishments to develop training for the online platform. Viewed online off-the-shelf training, but determined that the
and Modifications to training did not meet our needs. In the beginning stage of planning the pilot phase of the online
Objective learning management system (LMS) Continu. Submitted to Human Resources a list of training and
resources that EEO would like to include as part of the LMS, Continu. Reached out to EEOC to
discuss training options to possibly pursue during the interim of the start up of the online training pilot.
Page 33
PART H.5
STATEMENT of
MODEL PROGRAM B.5.a.5. ADR, with emphasis on the federal government’s interest in encouraging mutual resolution of disputes and the benefits
ESSENTIAL ELEMENT associated with utilizing ADR? [see MD-715(II)(E)]
DEFICIENCY:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under ADR procedures
Jun 1, 2019 Oct 1, 2019
OBJECTIVE:
To have all managers and supervisors receive orientation, training, and advice on their responsibilities under ADR procedures with
an emphasis on encouraging mutual resolution of disputes and the benefits associated with using ADR
Responsible Official Renee Wilson Davis (formerly Butler)
Dec 31, 2020 12:00 Research best practices and training content (including consulting with other
AM agencies). Draft training or locate appropriate online training. Draft a proposal and
PlannedActivities
Implement
Would like to request additional time (until 12/31/2020). Researched potential training sources and
content. Developed an outline of information that should be included in the training and have started
Report of Accomplishments to develop training for the online platform. Viewed online off-the-shelf training, but determined that the
and Modifications to training did not meet our needs. In the beginning stage of planning the pilot phase of the online
Objective learning management system (LMS) Continu. Submitted to Human Resources a list of training and
resources that EEO would like to include as part of the LMS, Continu. Reached out to EEOC to
discuss training options to possibly pursue during the interim of the start up of the online training pilot.
Page 34
PART H.6
STATEMENT of
MODEL PROGRAM
B.5.a.2. Reasonable Accommodation Procedures? [see 29 CFR § 1614.102(d)(3)]
ESSENTIAL ELEMENT
DEFICIENCY:
Have all managers and supervisors received orientation, training, and advice on their responsibilities under the reasonable accommodation procedures
Jun 1, 2019 Oct 1, 2019
OBJECTIVE:
To have all managers and supervisors receive orientation, training, and advice on their responsibilities under the reasonable
accommodation procedures
Tara Quinnette
Dec 31, 2020 12:00 Update and finalize policies: EEO and Reasonable Accommodation policies.
AM Research best practices and training content (including consulting with other
PlannedActivities agencies). Draft training or locate appropriate online training. Draft a proposal and
Implement
After receiving EEOC's feedback on our reasonable accommodation policy on 2/06/2020. The
Museum is currently updating the policy based on the feedback and will resubmit by 10/01/2020.
Once the policy is finalized, the content for the online training will be developed. Would like to request
additional time (until 12/31/2020). Updated /continue updating the following policies and procedures
to ensure that potential training for managers and supervisors aligns: anti-Harassment (finalized),
Report of Accomplishments EEO (under review), reasonable accommodation (will be resubmitted to EEOC within a month), and
and Modifications to conflict resolution and ADR (finalized). Researched potential training sources and content. Developed
Objective an outline of information that should be included in the training and have started to develop training
for the online platform. Viewed online off-the-shelf training, but determined that the training did not
meet our needs. In the beginning stage of planning the pilot phase of the online learning management
system (LMS) Continu. Submitted to Human Resources a list of training and resources that EEO
would like to include as part of the LMS, Continu. Reached out to EEOC to discuss training options to
possibly pursue during the interim of the start up of the online training pilot.
Page 35
PART H.7
STATEMENT of
MODEL PROGRAM C.5.a. Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct? [see 29 CFR
ESSENTIAL ELEMENT §1614.102(a)(6); see also Douglas v. Veterans Administration, 5 MSPR 280 (1981)]
DEFICIENCY:
Does the agency have a disciplinary policy and/or table of penalties that covers discriminatory conduct
OBJECTIVE: Jun 1, 2019 Aug 1, 2019
To have a disciplinary policy and /or table of penalties that covers discriminatory conduct
O'Ne Dupre
Tara Quinnette
PlannedActivities Nov 1, 2020 12:00 Draft disciplinary policy that will cover discriminatory conduct Submit for approval to
AM senior management Implement
Report of Accomplishments The Museum complies with the requirements of 29 CFR § 1614.102(a)(6) by making clear in multiple
policy statements that discrimination, harassment, and retaliation will not be tolerated.
Objective
Page 36
PART H.8
STATEMENT of
MODEL PROGRAM D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If yes, please provide
ESSENTIAL ELEMENT the internet address in the comments.
DEFICIENCY:
Does the agency post its affirmative action plan on its public website
OBJECTIVE: Jun 1, 2019 Jun 19, 2020
To post the affirmative action plan for people with disabilities on the Museum's public website
Responsible Official Renee Wilson Davis (formerly Butler)
Jun 19, 2021 12:00 Research best practices (including consulting with other agencies) Review and
PlannedActivities
AM determine our agency requirement Propose a location to post the plan on the
Museum's website, if the requirement is applicable Submit for approval Implement
Report of Accomplishments
Objective
Page 37
PART H.9
STATEMENT of
MODEL PROGRAM D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could improve the recruitment,
ESSENTIAL ELEMENT hiring, inclusion, retention and advancement of individuals with disabilities? [see 29 CFR §1614.203(d)(1)(iii)(C)]
DEFICIENCY:
Does the agency conduct exit interviews or surveys that include questions on how the agency could improve the recruitment, hiring, inclusion, retention and
advancement of individuals with disabilities
Jun 1, 2019 Oct 1, 2019
OBJECTIVE:
To include questions on how the Museum could improve the recruitment, hiring, inclusion, retention and advancement of individuals
with disabilities on the exit interview Questionnaire ?
Todd Knowlton
Tara Quinnette
Oct 1, 2019 12:00Research best practices (consulting with other agencies) Develop additional exit
AM interview questions related to recruitment, hiring, inclusion, retention and
PlannedActivities advancement of individuals with disabilities
Sep 30, 2020 12:00 Brief the new acting Human Resources Director Plan to review the exit clearance
AM process and interview questions as part of the DEAI initiative During the interim, will
ask the acting Director to add a disability related question
Researched exit interview questions/options -- didn’t find any related to disability. Reached out to
other agencies and didn't receive any feedback. In July 2020, discussed with the acting HR Director
Report of Accomplishments updating the exit interview questionnaire and also suggested questions for consideration as an action
and Modifications to item for the DEAI initiative. Read articles and books and developed questions and shared with acting
Objective HR Director. Sent a recent request to the Acting HR Director to add the following question to the exit
interview questionnaire for now: How can the museum improve the recruitment, hiring, inclusion,
retention, and / or advancement of persons with disabilities?.
Page 38
PART I.1
STATEMENT OF CONDITION THAT WAS A TRIGGER FOR Increase the participation rate for the following groups which are
A POTENTIAL BARRIER: currently below the benchmark: Female - Hispanic / Latino, Asian,
Provide a brief narrative describing the condition at issue. Native Hawaiian and American Indian/ Alaska Native Male - Hispanic /
Latino, Black/African American, Asian and American Indian/ Alaska
How was the condition recognized as a potential barrier? Native Disabled
STATEMENT OF BARRIER GROUPS: Barrier Group
All Men
Hispanic or Latino Males
Hispanic or Latino Females
White Males
Black or African American Males
Asian Males
Asian Females
Native Hawaiian or Other Pacific Islander Females
American Indian or Alaska Native Males
American Indian or Alaska Native Females
BARRIER ANALYSIS:
Provide a description of the steps taken and data analyzed to

determine cause of the condition.
STATEMENT OF IDENTIFIED BARRIER: Expand recruitment and outreach / sources
Provide a succinct statement of the agency policy, procedure

or practice that has been determined to be the barrier of the
undesired condition.
Objective Increase the participation rate for the following groups which are currently below the
benchmark:
Female - Hispanic / Latino, Asian, Native Hawaiian and American Indian/ Alaska Native
Male - Hispanic / Latino, Black/African American, Asian and American Indian/ Alaska
Native
Date Objective Nov 1, 2018
Initiated
Target Date For Sep 30, 2020
Completion Of
Objective
Responsible Officials Renee Wilson Davis (formerly Butler) EEO Manager

Acting Human Resources Director Tara Quinnette
Planned Activity Target Date
Establish a Diversity and Inclusion Team (with EEO and HR Sep 30, 2020
Planned Activities Toward Completion of Objective employees)
Research best practices and consult with other agencies
Develop strategies and a plan
Implement
Report of Accomplishments and Modifications to Objective Director launched an institutional wide DEAI initiative
Held listening sessions to identify staff concerns and suggestions
Met with Diversity and Inclusion experts for guidance and will be hiring a firm
Developed a draft of action items received input from SEP managers and committees
Page 39
ppppppp
MD-715 – Part J
Special Program Plan
To capture agencies’ affirmative action plan for persons with disabilities (PWD) and
persons with targeted disabilities (PWTD), EEOC regulations (29 C.F.R. § 1614.203(e))
and MD-715 require agencies to describe how their affirmative action plan will improve the
recruitment, hiring, advancement, and retention of applicants and employees with
disabilities.
EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the
participation of persons with disabilities and persons with targeted disabilities in the federal government
1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the permanent workforce? If “yes”,
a.Cluster GS-1 to GS-10 (PWD) Answer No
b.Cluster GS-11 to SES (PWD) Answer Yes
The percentage of PWD in the GS-11 to SES cluster was 7 % in FY 2019,
which falls below the goal of 12%. The data is based on our Federal workforce
only. This percentage does not reflect the Museum as a whole since our
donated (non-Federal) employees have a different pay scale and occupational
structure.
*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)
(7). For all other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the
Washington, DC metropolitan region.
2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the permanent workforce? If “yes”,
a.Cluster GS-1 to GS-10 (PWTD) Answer Yes
b.Cluster GS-11 to SES (PWTD) Answer Yes
In FY 2019, the percentage of PWTD in the GS-1 to GS-10 cluster was 0% and
the GS-11 to SES cluster was 1 %, which falls below the goal of 2%. The data
is based on our Federal workforce only. This percentage does not reflect the
Museum as a whole since our donated (non-Federal) employees have a
different pay scale and occupational structure.
The Museum has communicated the numerical goals as part of the State of the
Agency briefings which included hiring managers, the Human Resources staff
(including recruiters), members of the senior management team and the
Director. The EEO Manager will work with Human Resources to develop an
outreach plan to ensure all of the hiring managers are informed of the
Executive Order as well as the Museum’s commitment to the employment of
persons with disabilities.
Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire
persons with disabilities and persons with targeted disabilities, administer the reasonable accommodation program and
special emphasis program, and oversee any other disability hiring and advancement program the agency has in place.
PROGRAM
1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? If “no”, describe the
agency’s plan to improve the staffing for the upcoming year.
Answer Yes
2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff employment status, and responsible
official.
Page 40
# of FTE Staff By Employment Status
Responsible Official (Name, Title,
Disability Program Task Full Time Part Time Collateral Duty Office Email)
Processing reasonable accommodation requests 0 0 1 Alexis Alleyne, Benefits/HRIS
from applicants and employees Manager, Aalleyne (Reasonable
Accommodation Coordinator), Human
Resources, Aalleyne@ushmm.org
Architectural Barriers Act Compliance 0 0 1 Michael Zisk, Museum Architect,

Facilities Services, Mzisk@ushmm.org
Special Emphasis Program for PWD and PWTD 0 0 1 Christine Sonnabend, Project Manager,
Integrated Planning and Implementation,
Processing applications from PWD and PWTD 2 0 0 Chanel Cabiness, Talent Acquisitions
Lead, Human Resources,
Ccabiness@ushmm.org
Shenita Gibbons, Human Resources
Specialists, Human Resources,
Sgibbons@ushmm.org
Section 508 Compliance 0 0 2 Sarah Lumbard, Senior Digital Curator,

Museum Experience and Digital Media,
Slumbard@ushmm
Gabrielle Hall, IT Program Coordinator,
Information Technology,
Ghall@ushmm.org
Answering questions from the public about 2 0 0 Chanel Cabiness, Talent Acquisitions
hiring authorities that take disability into Lead, Human Resources,
account Ccabiness@ushmm.org
Shenita Gibbons, Human Resources
Specialists, Human Resources,
Sgibbons@ushmm.org
3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the reporting period? If “yes”, describe
the training that disability program staff have received. If “no”, describe the training planned for the upcoming year.
Answer Yes
Museum staff who are responsible for carrying out the disability program have
attended training in their respective fields on an ongoing basis, staying abreast
of best practices, laws and regulations: Human Resources: Schedule A EEO:
SEP training specifically related to persons with disabilities Information
Technology and Architect: required certification courses and ADA related
training
Has the agency provided sufficient funding and other resources to successfully implement the disability program
during the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have
sufficient funding and other resources
Answer Yes
Section III: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring
of individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment
program plan for PWD and PWTD
1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with targeted disabilities.
Page 41
The Museum uses Monster Government Solutions, a recruitment hiring system,
which includes a voluntary questionnaire for job applicants to complete
regarding disabilities. In addition, job applicants may submit applications via
Schedule A. Finally, the Museum has partnered with St. Coletta of Greater
Washington ( serving children and adults with intellectual disabilities ) for a
Mentoring Day at the Museum as part of the disability employment Special
Emphasis program, promoting career development for up to 5 students/
mentees and job-seekers with disabilities through hands-on career exploration
and ongoing mentoring relationships.
2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account (e.g., Schedule A) to recruit PWD
and PWTD for positions in the permanent workforce

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain how the agency (1)
determines if the individual is eligible for appointment under such authority; and, (2) forwards the individual's application to the relevant hiring officials
with an explanation of how and when the individual may be appointed.
(1) A Human Resources(HR) Specialist (or HR Business Partner) reviews the

required Schedule A documentation that provides the disability status to
determine eligibility. Documentation of eligibility for employment under
Schedule A can be a letter obtained from a licensed medical professional (e.g.,
a physician or other medical professional certified by a state, the District of
Columbia, or a U.S. territory to practice medicine); a licensed vocational
rehabilitation specialist (i.e., state or private); or any Federal agency, state
agency, or agency of the District of Columbia or a U.S. territory that issues or
provides disability benefits. In addition, the letter should state that the applicant
is able to perform the essential functions of the position. The Specialist also
views the candidates resume to determine if they are eligible for a position. (2)
The Hiring Official is provided a certificate of eligibles with names and resumes
and a cover letter from Human Resources providing guidance on how and
when a candidate can be appointed.
4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account (e.g., Schedule A)? If “yes”,
describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide this training.
Answer No
EEO will discuss with HR leadership the need for training of all hiring managers
on the use of Schedule A which takes applicants' disability into account. In
addition, EEO will research training options for the Human Resources Division
to consider.
Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD,
in securing and maintaining employment.
As part of the disability employment Special Emphasis Program (SEP), an
action plan has been developed and will be finalized. The plan includes the
following: Compile a list of recommended recruitment and internship sources --
some of the suggestions include: abilityJobs Recruitingablegrads Earn Identify
partnerships and establish open lines of communication with 3 to 4 external
affinity organizations, both federal and private, for best practices to support
diversity in the workplace -- some of the suggestions include: Office of
Disability Employment Policy (ODEP), US Department of Labor American
Association of People with Disabilities National Organization on Disability
Continue the Mentoring Day Pilot -- the Museum has partnered with St. Coletta
of Greater Washington to establish a Mentoring Day at the Museum promoting
career development for up to 5 students/mentees and job-seekers with
disabilities through hands-on career exploration and ongoing mentoring
relationships.
1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among the new hires in the
permanent workforce? If “yes”, please describe the triggers below.
b. New Hires for Permanent Workforce (PWTD) Answer Yes
Page 42
In FY 2019, among the new hires in the permanent workforce, triggers exist for
PWTD (0%), which falls below the respective benchmark of 2% for PWTD. The
data is based on our Federal workforce only. This percentage does not reflect
the Museum as a whole since our donated (non-Federal) employees have a
2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any of the mission-critical
occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe your plan
to provide the data in the text box.
The Museum needs to identify mission critical positions. Once identified, the
data will be provided.
3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal applicants for any of the
mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and
4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted to any of the mission-
critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data is not available for your agency, and describe
your plan to provide the data in the text box.
Section IV: Plan to Ensure Advancement Opportunities for Employees with Disabilities
Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for
employees with disabilities. Such activities might include specialized training and mentoring programs, career
development opportunities, awards programs, promotions, and similar programs that address advancement. In this
section, agencies should identify, and provide data on programs designed to ensure advancement opportunities for
employees with disabilities.
In an effort to support advancement, all employees in collaboration with their
supervisors are given the opportunity to establish individual developmental
goals including success measures and resources required and also to identify
strengths and areas of development as part of the performance appraisal
process. An action plan for the disability employment Special Emphasis
Program (SEP) has been developed and will be finalized. The plan includes the
following: Convene focus group(s) to determine concerns and obtain
suggestions Advocate for diversity within the staff mentoring program once
Human Resources reintroduces the program Propose cross training
opportunitie
Training is encouraged and available through a variety of sources to all

employees. Cross Training opportunities - identified projects throughout the
Museum Independent Study Program - continued development and education
of Museum staff through a period of independent work study in any
occupational field represented in the Museum workplace (on hold / updating
the program) Coaching Mentoring (on hold / updating the program) Detail
Individual Developmental Goal Setting as part of the performance appraisal
process
2. In the table below, please provide the data for career development opportunities that require competition and/or supervisory recommendation/approval
to participate.
Page 43
Career Development Opportunities
Applicants (#) Selectees (#) Applicants (#) Selectees (#) Applicants (#) Selectees (#)
Internship Programs
Fellowship Programs
Mentoring Programs
Coaching Programs
Training Programs
Detail Programs
Other Career Development
Programs
3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The appropriate benchmarks are the
The EEO Division will work with Human Resources to determine a way to
capture the data.
4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The appropriate benchmarks are the
The EEO Division will work with Human Resources to determine a way to
capture the data.
C. AWARDS
1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of the time-off awards,
bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.
In FY 2019, identified triggers involving the percentages of PWD who received
cash awards and PWTD who received time off and cash awards. The data is
based on our Federal workforce only. This percentage does not reflect the
Museum as a whole since our donated (non-Federal) employees have a
2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step increases or performance-
based pay increases? If “yes”, please describe the trigger(s) in the text box.
a. Pay Increases (PWD) Answer No
In FY 2019, identified triggers involving the percentages of PWTD who
received quality step increases. The data is based on our Federal workforce
only. This percentage does not reflect the Museum as a whole since our
donated (non-Federal) employees have a different pay scale and occupational
structure.
3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately less than employees without
disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the employee recognition program and relevant data in the text box.
b. Other Types of Recognition (PWTD) Answer No
D. PROMOTIONS
1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to the senior grade levels?
a. SES
b. Grade GS-15
Page 44
c. Grade GS-14
d. Grade GS-13
2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to the senior grade levels?
a. SES
b. Grade GS-15
c. Grade GS-14
d. Grade GS-13
3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires to the senior grade levels?
For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is
4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new hires to the senior grade
levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant
5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to supervisory positions?
text box.
a. Executives
Page 45
b. Managers
c. Supervisors
6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to supervisory positions?
text box.
a. Executives
b. Managers
c. Supervisors
7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees for new hires to
8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the selectees for new hires to
Section V: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain
employees with disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers
retaining employees with disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3)
provide information on the reasonable accommodation program and workplace assistance services.
1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive service after two years of
satisfactory service (5 CFR § 213.3102(u)(6)(i))? If “no”, please explain why the agency did not convert all eligible Schedule A employees.
Answer N/A
2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations exceed that of persons without
disabilities? If “yes”, describe the trigger below.
Page 46
3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations exceed that of persons without
targeted disabilities? If “yes”, describe the trigger below.
4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit interview results and other
data sources.

Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights
under Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency
technology, and the Architectural Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of
agency facilities. In addition, agencies are required to inform individuals where to file complaints if other agencies are
responsible for a violation.
1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ rights under Section 508 of the
Rehabilitation Act, including a description of how to file a complaint.
https://www.ushmm.org/information/visit-the-museum/website-accessibility
https://www.ushmm.org/information/visit-the-museum/museum-accessibility
https://www.ushmm.org/information/career-volunteer-opportunities/careers
https://www.ushmm.org/m/pdfs/2018-HR-PAS-EOE.pdf
2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ rights under the Architectural
Barriers Act, including a description of how to file a complaint.
3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal year, designed to improve
accessibility of agency facilities and/or technology.
None at this time

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all
job applicants and employees, reasonable accommodation procedures.
1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting period. (Please do not include
previously approved requests with repetitive accommodations, such as interpreting services.)
Approximately 30 days
2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation program. Some examples of
an effective program include timely processing requests, timely providing approved accommodations, conducting training for managers and supervisors,
and monitoring accommodation requests for trends.
The reasonable accommodation policy / procedures are in the process of being

updated. The Museum will be resubmitting the policy / procedures soon with
changes based on EEOC's feedback. The program includes the following
elements to support an effective process: timely processing of requests, an
interactive process for selecting a reasonable accommodation and information
tracking to monitor trends. There are plans to provide training for supervisors
once the policy / procedures are approved by EEOC.
WORKPLACE
Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide
personal assistance services (PAS) to employees who need them because of a targeted disability, unless doing so
would impose an undue hardship on the agency.
Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples
of an effective program include timely processing requests for PAS, timely providing approved services, conducting
training for managers and supervisors, and monitoring PAS requests for trends.
The Museum chooses to use its Reasonable Accommodation procedures to
process PAS requests. The reasonable accommodation policy / procedures are
in the process of being updated. The Museum will be resubmitting the policy /
procedures soon with changes based on EEOC's feedback. The program
includes the following elements to support an effective process: timely
processing of requests, an interactive process for selecting services and
information tracking to monitor trends. There are plans to provide training for
supervisors once the reasonable accommodation policy / procedures are
approved by EEOC.
Section VI: EEO Complaint and Findings Data
Page 47
1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared to the government-wide
average?
Answer No
2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of discrimination or a settlement
agreement?
Answer No
3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last fiscal year, please describe the
corrective measures taken by the agency.

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a reasonable accommodation, as
compared to the government-wide average?
Answer No
2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of discrimination or a settlement
agreement?
Answer No
3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation during the last fiscal year, please
describe the corrective measures taken by the agency.
Section VII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure,
or practice may be impeding the employment opportunities of a protected EEO group.
1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for PWD and/or PWTD?
Answer No
Answer No
3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible official(s), planned activities, and,
where applicable, accomplishments
5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the barrier(s).
6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve the plan for the next fiscal
year.
Page 48
Holocaust Memorial Museum FY 2019
Affirmative Action Plan

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities (PWTD),
EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their affirmative action plan will
improve the recruitment, hiring, advancement, and retention of applicants and employees with disabilities.

EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation
of persons with disabilities and persons with targeted disabilities in the federal government
1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the
permanent workforce? If “yes”, describe the trigger(s) in the text box.
a. Cluster GS-1 to GS-10 (PWD) Answer No
b. Cluster GS-11 to SES (PWD) Answer Yes
The percentage of PWD in the GS-11 to SES cluster was 7 % in FY 2019, which falls below the goal of 12%. The data is based on
our Federal workforce only. This percentage does not reflect the Museum as a whole since our donated (non-Federal) employees
have a different pay scale and occupational structure.
*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all
other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC
metropolitan region.
2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the
permanent workforce? If “yes”, describe the trigger(s) in the text box.
a. Cluster GS-1 to GS-10 (PWTD) Answer Yes
b. Cluster GS-11 to SES (PWTD) Answer Yes
In FY 2019, the percentage of PWTD in the GS-1 to GS-10 cluster was 0% and the GS-11 to SES cluster was 1 %, which falls
below the goal of 2%. The data is based on our Federal workforce only. This percentage does not reflect the Museum as a whole
since our donated (non-Federal) employees have a different pay scale and occupational structure.
Grade Level Cluster(GS or Alternate Pay Total Reportable Disability Targeted Disability
Planb) # # % # %
Numarical Goal -- 12% 2%
Grades GS-1 to GS-10
Grades GS-11 to SES
The Museum has communicated the numerical goals as part of the State of the Agency briefings which included hiring managers,
the Human Resources staff (including recruiters), members of the senior management team and the Director. The EEO Manager
will work with Human Resources to develop an outreach plan to ensure all of the hiring managers are informed of the Executive
Order as well as the Museum’s commitment to the employment of persons with disabilities.
Page 1

Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with
disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program,
and oversee any other disability hiring and advancement program the agency has in place.

PROGRAM
1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period?
If “no”, describe the agency’s plan to improve the staffing for the upcoming year.
Answer Yes
2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff
employment status, and responsible official.
# of FTE Staff By Employment Status Responsible Official

Disability Program Task (Name, Title, Office
Full Time Part Time Collateral Duty Email)
Processing reasonable accommodation requests 0 0 1 Alexis Alleyne, Benefits/
from applicants and employees HRIS Manager, Aalleyne
(Reasonable
Accommodation
Coordinator), Human
Resources,
Aalleyne@ushmm.org
Architectural Barriers Act Compliance 0 0 1 Michael Zisk, Museum

Architect, Facilities
Services,
Mzisk@ushmm.org
Special Emphasis Program for PWD and 0 0 1 Christine Sonnabend,

PWTD Project Manager,
Integrated Planning and
Implementation,
Processing applications from PWD and PWTD 2 0 0 Chanel Cabiness, Talent

Acquisitions Lead, Human
Resources,
Ccabiness@ushmm.org
Shenita Gibbons, Human
Resources Specialists,
Human Resources,
Sgibbons@ushmm.org
Section 508 Compliance 0 0 2 Sarah Lumbard, Senior

Digital Curator, Museum
Experience and Digital
Media, Slumbard@ushmm
Gabrielle Hall, IT
Program Coordinator,
Information Technology,
Ghall@ushmm.org
Page 2
# of FTE Staff By Employment Status Responsible Official

Disability Program Task (Name, Title, Office
Full Time Part Time Collateral Duty Email)
Answering questions from the public about 2 0 0 Chanel Cabiness, Talent
hiring authorities that take disability into Acquisitions Lead, Human
account Resources,
Ccabiness@ushmm.org
Shenita Gibbons, Human
Resources Specialists,
Human Resources,
Sgibbons@ushmm.org
3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the
reporting period? If “yes”, describe the training that disability program staff have received. If “no”, describe the training
planned for the upcoming year.
Answer Yes
Museum staff who are responsible for carrying out the disability program have attended training in their respective fields on an
ongoing basis, staying abreast of best practices, laws and regulations: Human Resources: Schedule A EEO: SEP training
specifically related to persons with disabilities Information Technology and Architect: required certification courses and ADA
related training

Has the agency provided sufficient funding and other resources to successfully implement the disability program during
the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have sufficient
funding and other resources.
Answer Yes
Section III: Program Deficiencies In The Disability Program
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Brief Description of Program D.1.c. Does the agency conduct exit interviews or surveys that include questions on how the agency could improve the
Deficiency recruitment, hiring, inclusion, retention and advancement of individuals with disabilities? [see 29 CFR §1614.203(d)(1)
(iii)(C)]
To include questions on how the Museum could improve the recruitment, hiring, inclusion, retention
Objective
and advancement of individuals with disabilities on the exit interview Questionnaire ?
Target Date Oct 1, 2019
Completion Date
Target Date Completion Date Planned Activity
Oct 1, 2019 Research best practices (consulting with other agencies) Develop
additional exit interview questions related to recruitment, hiring,
inclusion, retention and advancement of individuals with disabilities
Planned Activities
Sep 30, 2020 Brief the new acting Human Resources Director Plan to review the exit
clearance process and interview questions as part of the DEAI initiative
During the interim, will ask the acting Director to add a disability related
question
Fiscal Year Accomplishment
2019 Researched exit interview questions/options -- didn’t find any related to
disability. Reached out to other agencies and didn't receive any feedback. In July
2020, discussed with the acting HR Director updating the exit interview
Accomplishments questionnaire and also suggested questions for consideration as an action item
for the DEAI initiative. Read articles and books and developed questions and
shared with acting HR Director. Sent a recent request to the Acting HR Director
to add the following question to the exit interview questionnaire for now: How
can the museum improve the recruitment, hiring, inclusion, retention, and / or
advancement of persons with disabilities?.
Brief Description of Program D.4.a. Does the agency post its affirmative action plan on its public website? [see 29 CFR §1614.203(d)(4)] If yes,
Deficiency please provide the internet address in the comments.
Objective To post the affirmative action plan for people with disabilities on the Museum's public website
Target Date Jun 19, 2020
Completion Date
Target Date Completion Date Planned Activity
Jun 19, 2021 Research best practices (including consulting with other agencies)
Planned Activities Review and determine our agency requirement Propose a location to post
the plan on the Museum's website, if the requirement is applicable Submit
for approval Implement
Accomplishments Fiscal Year Accomplishment
Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of
individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment program plan for
PWD and PWTD

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with
targeted disabilities.
The Museum uses Monster Government Solutions, a recruitment hiring system, which includes a voluntary questionnaire for job
applicants to complete regarding disabilities. In addition, job applicants may submit applications via Schedule A. Finally, the
Page 4
Museum has partnered with St. Coletta of Greater Washington ( serving children and adults with intellectual disabilities ) for a
Mentoring Day at the Museum as part of the disability employment Special Emphasis program, promoting career development for
up to 5 students/mentees and job-seekers with disabilities through hands-on career exploration and ongoing mentoring relationships.
2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account
(e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce
3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain
how the agency (1) determines if the individual is eligible for appointment under such authority; and, (2) forwards the
individual's application to the relevant hiring officials with an explanation of how and when the individual may be
appointed.
(1) A Human Resources(HR) Specialist (or HR Business Partner) reviews the required Schedule A documentation that provides the
disability status to determine eligibility. Documentation of eligibility for employment under Schedule A can be a letter obtained
from a licensed medical professional (e.g., a physician or other medical professional certified by a state, the District of Columbia, or
a U.S. territory to practice medicine); a licensed vocational rehabilitation specialist (i.e., state or private); or any Federal agency,
state agency, or agency of the District of Columbia or a U.S. territory that issues or provides disability benefits. In addition, the
letter should state that the applicant is able to perform the essential functions of the position. The Specialist also views the
candidates resume to determine if they are eligible for a position. (2) The Hiring Official is provided a certificate of eligibles with
names and resumes and a cover letter from Human Resources providing guidance on how and when a candidate can be appointed.
4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account
(e.g., Schedule A)? If “yes”, describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide
this training.
Answer No
EEO will discuss with HR leadership the need for training of all hiring managers on the use of Schedule A which takes applicants'
disability into account. In addition, EEO will research training options for the Human Resources Division to consider.

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in
securing and maintaining employment.
As part of the disability employment Special Emphasis Program (SEP), an action plan has been developed and will be finalized.
The plan includes the following: Compile a list of recommended recruitment and internship sources -- some of the suggestions
include: abilityJobs Recruitingablegrads Earn Identify partnerships and establish open lines of communication with 3 to 4 external
affinity organizations, both federal and private, for best practices to support diversity in the workplace -- some of the suggestions
include: Office of Disability Employment Policy (ODEP), US Department of Labor American Association of People with
Disabilities National Organization on Disability Continue the Mentoring Day Pilot -- the Museum has partnered with St. Coletta of
Greater Washington to establish a Mentoring Day at the Museum promoting career development for up to 5 students/mentees and
job-seekers with disabilities through hands-on career exploration and ongoing mentoring relationships.

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among
the new hires in the permanent workforce? If “yes”, please describe the triggers below.
Page 5
b. New Hires for Permanent Workforce (PWTD) Answer Yes
In FY 2019, among the new hires in the permanent workforce, triggers exist for PWTD (0%), which falls below the respective
benchmark of 2% for PWTD. The data is based on our Federal workforce only. This percentage does not reflect the Museum as a
whole since our donated (non-Federal) employees have a different pay scale and occupational structure.
Reportable Disability Targeted Disability

New Hires Total Permanent Temporary Permanent Temporary
Workforce Workforce Workforce Workforce
(#) (%) (%) (%) (%)
% of Total 0
Applicants
% of Qualified 0
Applicants
% of New Hires 0
2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any
of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data
is not available for your agency, and describe your plan to provide the data in the text box.
The Museum needs to identify mission critical positions. Once identified, the data will be provided.
New Hires to Reportable Disability Targetable Disability

Mission-Critical Total Qualified
Occupations Applicants New Hires Qualified Applicants New Hires
(#) (%) (%) (%) (%)
Numerical Goal -- 12% 2%
3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal
applicants for any of the mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if
the applicant data is not available for your agency, and describe your plan to provide the data in the text box.
4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted
to any of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the
applicant data is not available for your agency, and describe your plan to provide the data in the text box.
Page 6
Section V: Plan to Ensure Advancement Opportunities for Employees with

Disabilities
Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for employees
with disabilities. Such activities might include specialized training and mentoring programs, career development opportunities,
awards programs, promotions, and similar programs that address advancement. In this section, agencies should identify, and provide
data on programs designed to ensure advancement opportunities for employees with disabilities.

In an effort to support advancement, all employees in collaboration with their supervisors are given the opportunity to establish
individual developmental goals including success measures and resources required and also to identify strengths and areas of
development as part of the performance appraisal process. An action plan for the disability employment Special Emphasis Program
(SEP) has been developed and will be finalized. The plan includes the following: Convene focus group(s) to determine concerns
and obtain suggestions Advocate for diversity within the staff mentoring program once Human Resources reintroduces the program
Propose cross training opportunitie

Training is encouraged and available through a variety of sources to all employees. Cross Training opportunities - identified
projects throughout the Museum Independent Study Program - continued development and education of Museum staff through a
period of independent work study in any occupational field represented in the Museum workplace (on hold / updating the program)
Coaching Mentoring (on hold / updating the program) Detail Individual Developmental Goal Setting as part of the performance
appraisal process
2. In the table below, please provide the data for career development opportunities that require competition and/or
supervisory recommendation/ approval to participate.

Career Development
Opportunities Applicants Applicants
Applicants (#) Selectees (#) (%) Selectees (%) (%) Selectees (%)
Internship Programs
Fellowship Programs
Mentoring Programs
Coaching Programs
Training Programs
Detail Programs
Other Career Development
Programs
3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The
appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”,
describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your
Page 7
The EEO Division will work with Human Resources to determine a way to capture the data.
4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The
appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”,
The EEO Division will work with Human Resources to determine a way to capture the data.
C. AWARDS
1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of
the time-off awards, bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.
In FY 2019, identified triggers involving the percentages of PWD who received cash awards and PWTD who received time off and
cash awards. The data is based on our Federal workforce only. This percentage does not reflect the Museum as a whole since our
donated (non-Federal) employees have a different pay scale and occupational structure.
Reportable Without Reportable Targeted Disability Without Targeted

Time-Off Awards Total (#) Disability % Disability % % Disability %

Cash Awards Total (#) Disability % Disability % % Disability %
2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step
increases or performance- based pay increases? If “yes”, please describe the trigger(s) in the text box.
a. Pay Increases (PWD) Answer No
In FY 2019, identified triggers involving the percentages of PWTD who received quality step increases. The data is based on our
Federal workforce only. This percentage does not reflect the Museum as a whole since our donated (non-Federal) employees have a

Other Awards Total (#) Disability % Disability % % Disability %
Performance Based Pay Increase 0 0.00 0.00 0.00 0.00
3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately
less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the
employee recognition program and relevant data in the text box.
b. Other Types of Recognition (PWTD) Answer No
Page 8
D. PROMOTIONS
1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to
the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and
the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If “yes”,
a. SES
b. Grade GS-15
c. Grade GS-14
d. Grade GS-13
2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions
to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants
and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If
“yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and
a. SES
b. Grade GS-15
c. Grade GS-14
d. Grade GS-13
Page 9
3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires
to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the
trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to
provide the data in the text box.
4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new
hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe
the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to
provide the data in the text box.
5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to
supervisory
positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified
applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not
available for your agency, and describe your plan to provide the data in the text box.
a. Executives
b. Managers
c. Supervisors
Page 10
6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions
to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and
the qualified applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data
is not available for your agency, and describe your plan to provide the data in the text box.
a. Executives
b. Managers
c. Supervisors
7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees
for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is
8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the
selectees for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the
applicant data is not available for your agency, and describe your plan to provide the data in the text box.
Section VI: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain employees with
disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers retaining employees with
disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) provide information on the reasonable
accommodation program and workplace assistance services.
Page 11

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive
service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If “no”, please explain why the agency did
not convert all eligible Schedule A employees.
Answer N/A
2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations
exceed that of persons without disabilities? If “yes”, describe the trigger below.
Without Reportable
Seperations Total # Reportable Disabilities % Disabilities %
3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations
exceed that of persons without targeted disabilities? If “yes”, describe the trigger below.
Without Targeted Disabilities

Seperations Total # Targeted Disabilities % %
4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit
interview results and other data sources.

Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights under Section
508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency technology, and the Architectural
Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of agency facilities. In addition, agencies are required to
inform individuals where to file complaints if other agencies are responsible for a violation.
1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’
rights under Section 508 of the Rehabilitation Act, including a description of how to file a complaint.
https://www.ushmm.org/information/visit-the-museum/website-accessibility https://www.ushmm.org/information/visit-the-museum/
museum-accessibility https://www.ushmm.org/information/career-volunteer-opportunities/careers https://www.ushmm.org/m/pdfs/
2018-HR-PAS-EOE.pdf
2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’
rights under the
Architectural Barriers Act, including a description of how to file a complaint.
Page 12
3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal
year, designed to improve accessibility of agency facilities and/or technology.
None at this time

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all job applicants
and employees, reasonable accommodation procedures.
1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting
period. (Please do not include previously approved requests with repetitive accommodations, such as interpreting services.)
Approximately 30 days
2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation
program. Some examples of an effective program include timely processing requests, timely providing approved
accommodations, conducting training for managers and supervisors, and monitoring accommodation requests for trends.
The reasonable accommodation policy / procedures are in the process of being updated. The Museum will be resubmitting the
policy / procedures soon with changes based on EEOC's feedback. The program includes the following elements to support an
effective process: timely processing of requests, an interactive process for selecting a reasonable accommodation and information
tracking to monitor trends. There are plans to provide training for supervisors once the policy / procedures are approved by EEOC.

WORKPLACE
Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal
assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue
hardship on the agency.
Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of
an effective program include timely processing requests for PAS, timely providing approved services, conducting training
for managers and supervisors, and monitoring PAS requests for trends.
The Museum chooses to use its Reasonable Accommodation procedures to process PAS requests. The reasonable accommodation
policy / procedures are in the process of being updated. The Museum will be resubmitting the policy / procedures soon with changes
based on EEOC's feedback. The program includes the following elements to support an effective process: timely processing of
requests, an interactive process for selecting services and information tracking to monitor trends. There are plans to provide training
for supervisors once the reasonable accommodation policy / procedures are approved by EEOC.
Section VII: EEO Complaint and Findings Data

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared
to the governmentwide average?
Answer No
2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of
discrimination or a settlement agreement?
Page 13
Answer No
3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last
fiscal year, please describe the corrective measures taken by the agency.

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a
reasonable
accommodation, as compared to the government-wide average?
Answer No
2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of
discrimination or a settlement agreement?
Answer No
3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation
during the last fiscal year, please describe the corrective measures taken by the agency.
Section VIII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, or practice
may be impeding the employment opportunities of a protected EEO group.
1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for
PWD and/or PWTD?
Answer No
Answer No
3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible
official(s), planned activities, and, where applicable, accomplishments
5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the
barrier(s).
6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve
the plan for the next fiscal year.
Page 14
Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
CLF 2010 % 100 51.84 48.16 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28
TOTAL WORKFORCE
Total Workforce: Difference # 4 -10 14 0 3 -11 8 0 2 1 2 0 0 0 0 0 -1
Total Workforce: Ratio Change % 0.00 -2.67 2.67 -0.01 0.68 -2.81 1.42 -0.05 0.36 0.22 0.45 -0.01 0.00 0.00 0.00 0.00 -0.24
Total Workforce: Net Change % 0.93 -5.85 5.38 0.00 60.00 -8.33 4.00 0.00 4.35 20.00 40.00 0.00 0.00 0.00 0.00 0.00 -25.00
EMPLOYEE GAINS
EMPLOYEE LOSSES
PERMANENT WORKFORCE
Permanent Workforce: Difference # 4 -10 14 0 3 -11 8 0 2 1 2 0 0 0 0 0 -1
Permanent Workforce: Ratio Change % 0.00 -2.67 2.67 -0.01 0.68 -2.81 1.42 -0.05 0.36 0.22 0.45 -0.01 0.00 0.00 0.00 0.00 -0.24
Permanent Workforce: Net Change % 0.93 -5.85 5.38 0.00 60.00 -8.33 4.00 0.00 4.35 20.00 40.00 0.00 0.00 0.00 0.00 0.00 -25.00
Native Native
EMPLOYEE GAINS
EMPLOYEE LOSSES
TEMPORARY WORKFORCE
EMPLOYEE GAINS
EMPLOYEE LOSSES
Native Native
Table A2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Employment Tenure for Sub-Components Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
CLF 2010 % 100 51.86 48.14 5.17 4.79 38.33 34.03 5.49 6.53 1.97 1.93 0.07 0.07 0.55 0.53 0.26 0.28
Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Occupational Categories Total Males Females Male Female Male Female Male Female Male Female Male Female Male Female Male Female
1. Management
Executives # 16 8 8 0 0 7 7 0 1 1 0 0 0 0 0 0 0
Executives % 100 50.00 50.00 0.00 0.00 43.75 43.75 0.00 6.25 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Managers # 16 7 9 0 0 5 7 1 2 1 0 0 0 0 0 0 0
Managers % 100 43.75 56.25 0.00 0.00 31.25 43.75 6.25 12.50 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Supervisors # 31 14 17 2 0 9 9 3 7 0 0 0 0 0 0 0 1
Supervisors % 100 45.16 54.84 6.45 0.00 29.03 29.03 9.68 22.58 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.23
2. Professionals # 39 21 18 1 1 19 13 0 2 1 2 0 0 0 0 0 0
Professionals % 100 53.85 46.15 2.56 2.56 48.72 33.33 0.00 5.13 2.56 5.13 0.00 0.00 0.00 0.00 0.00 0.00
3. Technicians # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
Technicians % 100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4. Sales Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sales Workers % 100 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
6. Craft Workers # 2 2 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0
Craft Workers % 100 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
7. Operatives # 6 6 0 1 0 1 0 3 0 1 0 0 0 0 0 0 0
Operatives % 100 100.00 0.00 16.67 0.00 16.67 0.00 50.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00
9. Service Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Service Workers % 100 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
Table A4P: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-06 # 2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-07 # 3 1 2 0 0 0 0 1 2 0 0 0 0 0 0 0 0
GS-07 % 100 33.33 66.67 0.00 0.00 0.00 0.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-08 # 10 9 1 0 1 4 0 4 0 0 0 0 0 1 0 0 0
GS-08 % 100 90.00 10.00 0.00 10.00 40.00 0.00 40.00 0.00 0.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00
GS-09 # 3 0 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0
GS-09 % 100 0.00 100.00 0.00 0.00 0.00 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 13 7 6 0 0 6 2 1 3 0 1 0 0 0 0 0 0
GS-11 % 100 53.85 46.15 0.00 0.00 46.15 15.38 7.69 23.08 0.00 7.69 0.00 0.00 0.00 0.00 0.00 0.00
GS-12 # 28 14 14 2 0 9 10 2 2 1 1 0 0 0 0 0 1
GS-12 % 100 50.00 50.00 7.14 0.00 32.14 35.71 7.14 7.14 3.57 3.57 0.00 0.00 0.00 0.00 0.00 3.57
GS-13 # 17 6 11 1 0 5 7 0 4 0 0 0 0 0 0 0 0
GS-13 % 100 35.29 64.71 5.88 0.00 29.41 41.18 0.00 23.53 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
GS-14 # 22 11 11 0 0 9 9 1 1 1 1 0 0 0 0 0 0
GS-14 % 100 50.00 50.00 0.00 0.00 40.91 40.91 4.55 4.55 4.55 4.55 0.00 0.00 0.00 0.00 0.00 0.00
Native Native
GS-15 # 16 10 6 0 0 9 6 0 0 1 0 0 0 0 0 0 0
GS-15 % 100 62.50 37.50 0.00 0.00 56.25 37.50 0.00 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00
SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 4 1 3 0 0 1 2 0 1 0 0 0 0 0 0 0 0
Other Senior Pay % 100 25.00 75.00 0.00 0.00 25.00 50.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Senior Pay # 4 1 3 0 0 1 2 0 1 0 0 0 0 0 0 0 0
Total Senior Pay % 100 25.00 75.00 0.00 0.00 25.00 50.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Table A4T: SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Temporary Workforce # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce % 100 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
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 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
GS-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 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
GS-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-07 % 100 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
GS-08 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-08 % 100 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
GS-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-09 % 100 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
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-11 % 100 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
GS-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-12 % 100 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
GS-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 % 100 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
GS-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 % 100 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
Native Native
GS-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 % 100 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
SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Other Senior Pay % 100 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 Senior Pay # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Senior Pay % 100 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
Table A7: Senior Grade Levels by Race, Ethnicity, and Sex (Participation Rate)
Native Native


NEW HIRES

Native Native
GS-15 or Equivalent # 16 10 6 0 0 9 6 0 0 1 0 0 0 0 0 0 0
GS-15 or Equivalent % 100 62.50 37.50 0.00 0.00 56.25 37.50 0.00 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native
GS-14 or Equivalent # 22 11 11 0 0 9 9 1 1 1 1 0 0 0 0 0 0
GS-14 or Equivalent % 100 50.00 50.00 0.00 0.00 40.91 40.91 4.55 4.55 4.55 4.55 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native

GS-13 or Equivalent # 17 6 11 1 0 5 7 0 4 0 0 0 0 0 0 0 0
GS-13 or Equivalent % 100 35.29 64.71 5.88 0.00 29.41 41.18 0.00 23.53 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES
Native Native

Table A8: MANAGEMENT POSITIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
Executives # 16 8 8 0 0 7 7 0 1 1 0 0 0 0 0 0 0
Executives % 100 50.00 50.00 0.00 0.00 43.75 43.75 0.00 6.25 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES

Native Native
Managers # 16 7 9 0 0 5 7 1 2 1 0 0 0 0 0 0 0
Managers % 100 43.75 56.25 0.00 0.00 31.25 43.75 6.25 12.50 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00

NEW HIRES

Native Native


Supervisors # 31 14 17 2 0 9 9 3 7 0 0 0 0 0 0 0 1
Supervisors % 100 45.16 54.84 6.45 0.00 29.03 29.03 9.68 22.58 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.23

NEW HIRES
Native Native

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate)
Native Native
TIME OFF AWARDS
CASH AWARDS
Native Native
OTHER AWARDS
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate)
TOTAL WORKFORCE
Total Workforce: Difference # 4 6 3 -5 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Ratio Change % 0.00 0.55 0.69 -1.23 -0.02 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 0.00 0.00
Total Workforce: Net Change % 0.93 1.55 300.00 -11.90 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
EMPLOYEE GAINS
EMPLOYEE LOSSES
PERMANENT WORKFORCE
Permanent Workforce: Difference # 4 6 3 -5 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Ratio Change % 0.00 0.55 0.69 -1.23 -0.02 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 0.00 0.00
Permanent Workforce: Net Change % 0.93 1.55 300.00 -11.90 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
EMPLOYEE GAINS

EMPLOYEE LOSSES
TEMPORARY WORKFORCE
EMPLOYEE GAINS
EMPLOYEE LOSSES

SCHEDULE A EMPLOYEES IN
PERMANENT WORKFORCE
Schedule A (permanent): Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Prior FY % 100 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
Schedule A (permanent): Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Current FY % 100 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
Schedule A (permanent): Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Ratio Change % 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 0.00
Schedule A (permanent): Net Change % 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 0.00
EMPLOYEE GAINS
Schedule A (permanent): New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): New Hires % 100 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
EMPLOYEE LOSSES
Schedule A (permanent): Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Total Separations % 100 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
Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)
TOTAL WORKFORCE (Participation Rate)

Total Workforce: Prior FY # 431 389 388 1 42 9 0 0 3 1 0 0 0 1 0 4 0 0
Total Workforce: Prior FY % 100 90.26 90.02 0.23 9.74 2.09 0.00 0.00 0.70 0.23 0.00 0.00 0.00 0.23 0.00 0.93 0.00 0.00
Total Workforce: Current FY # 435 398 394 4 37 9 0 0 3 1 0 0 0 1 0 4 0 0
Total Workforce: Current FY % 100 91.49 90.57 0.92 8.51 2.07 0.00 0.00 0.69 0.23 0.00 0.00 0.00 0.23 0.00 0.92 0.00 0.00
Total Workforce: Difference # 4 9 6 3 -5 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Ratio Change % 0.00 1.23 0.55 0.69 -1.23 -0.02 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 0.00 0.00
Total Workforce: Net Change % 0.93 2.31 1.55 300.00 -11.90 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 Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: New Hires % 100 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 0.00

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Reduction in Force % 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 0.00 0.00
Total Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Removal % 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 0.00 0.00
Total Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Resignation % 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 0.00 0.00
Total Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Retirement % 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 0.00 0.00
Total Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Other Separations % 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 0.00 0.00
Total Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Workforce: Total Separations % 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 0.00 0.00
PERMANENT WORKFORCE (Participation Rate)

Permanent Workforce: Prior FY # 431 389 388 1 42 9 0 0 3 1 0 0 0 1 0 4 0 0
Permanent Workforce: Prior FY % 100 90.26 90.02 0.23 9.74 2.09 0.00 0.00 0.70 0.23 0.00 0.00 0.00 0.23 0.00 0.93 0.00 0.00
Permanent Workforce: Current FY # 435 398 394 4 37 9 0 0 3 1 0 0 0 1 0 4 0 0
Permanent Workforce: Current FY % 100 91.49 90.57 0.92 8.51 2.07 0.00 0.00 0.69 0.23 0.00 0.00 0.00 0.23 0.00 0.92 0.00 0.00
Permanent Workforce: Difference # 4 9 6 3 -5 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Ratio Change % 0.00 1.23 0.55 0.69 -1.23 -0.02 0.00 0.00 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 0.00 0.00
Permanent Workforce: Net Change % 0.93 2.31 1.55 300.00 -11.90 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

Permanent Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: New Hires % 100 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 0.00

Permanent Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Resignation % 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 0.00 0.00
Permanent Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Retirement % 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 0.00 0.00
Permanent Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Other Separations % 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 0.00 0.00
Permanent Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Permanent Workforce: Total Separations % 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 0.00 0.00
TEMPORARY WORKFORCE (Participation Rate)

Temporary Workforce: Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Prior FY % 100 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 0.00
Temporary Workforce: Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Current FY % 100 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 0.00
Temporary Workforce: Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Ratio Change % 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 0.00 0.00
Temporary Workforce: Net Change % 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 0.00 0.00

Temporary Workforce: New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: New Hires % 100 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 0.00

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Reduction in Force % 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 0.00 0.00
Temporary Workforce: Removal # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Removal % 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 0.00 0.00
Temporary Workforce: Resignation # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Resignation % 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 0.00 0.00
Temporary Workforce: Retirement # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Retirement % 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 0.00 0.00
Temporary Workforce: Other Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Other Separations % 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 0.00 0.00
Temporary Workforce: Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Temporary Workforce: Total Separations % 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 0.00 0.00
SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE (Participation Rate)

Schedule A (permanent): Prior FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Prior FY % 100 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 0.00
Schedule A (permanent): Current FY # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Current FY % 100 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 0.00
Schedule A (permanent): Difference # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Ratio Change % 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 0.00 0.00
Schedule A (permanent): Net Change % 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 0.00 0.00

Schedule A (permanent): New Hires # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): New Hires % 100 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 0.00

Schedule A (permanent): Total Separations # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Schedule A (permanent): Total Separations % 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 0.00 0.00
Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate)
Subordinate Component Total [05] [01] 06-99] Disability Disability [02] Injury [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)
Traumatic Deaf or Blind or Epilepsy
Brain Serious Serious Significant Partial or or Other Significant Significant
No Not Disability Difficulty Difficulty Missing Mobility Complete Seizure Intellectual Psychiatric
Disability Identified [02-03, Targeted Developmental Injury Hearing Seeing Extremities Impairment Paralysis Disorders Disability Disorder Dwarfism Disfigurement
Occupational Categories Total [05] [01] 06-99] Disability Disability [02] [03] [19] [20] [31] [40] [60] [82] [90] [91] [92] [93]
501 Goal % 12.00 2.00
1. Management
Executives # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Executives % 100 93.75 0.00 6.25 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
Managers # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Managers % 100 93.75 0.00 6.25 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
Supervisors # 31 28 0 3 1 0 0 0 0 0 0 0 0 0 1 0 0
Supervisors % 100 90.32 0.00 9.68 3.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.23 0.00 0.00
2. Professionals # 39 37 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
Professionals % 100 94.87 0.00 5.13 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
3. Technicians # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Technicians % 100 100.00 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
4. Sales Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sales Workers % 100 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
6. Craft Workers # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Craft Workers % 100 50.00 0.00 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
7. Operatives # 6 5 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Operatives % 100 83.33 0.00 16.67 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
9. Service Workers # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Service Workers % 100 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
Table B4P: GENERAL SCHEDULE (GS) GRADES - Distribution by Disability (Participation Rate)
501 Goal % 12.00 2.00
GS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-01 % 100 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
GS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-02 % 100 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
GS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-03 % 100 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
GS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-04 % 100 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
GS-05 # 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-05 % 100 75.00 25.00 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
GS-06 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-06 % 100 50.00 0.00 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
GS-07 # 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-07 % 100 66.67 0.00 33.33 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
GS-08 # 10 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-08 % 100 100.00 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
GS-09 # 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-09 % 100 66.67 0.00 33.33 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
GS-10 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-10 % 100 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
GS-11 # 13 12 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-11 % 100 92.31 0.00 7.69 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
GS-12 # 28 26 0 2 1 0 0 0 0 0 0 0 0 0 1 0 0
GS-12 % 100 92.86 0.00 7.14 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.57 0.00 0.00
GS-13 # 17 16 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 % 100 94.12 0.00 5.88 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
GS-14 # 22 20 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 % 100 90.91 0.00 9.09 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
GS-15 # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 % 100 93.75 0.00 6.25 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

SES # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SES % 100 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
Other Senior Pay # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Other Senior Pay % 100 100.00 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 Senior Pay # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Senior Pay % 100 100.00 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
GS-1 to GS-10 # 22 18 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-1 to GS-10 % 100 81.82 4.55 13.64 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
GS-11 to SES # 100 93 0 7 1 0 0 0 0 0 0 0 0 0 1 0 0
GS-11 to SES % 100 93.00 0.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00
Table B4P: WS GRADES - Distribution by Disability (Across) - PERMANENT
501 Goal % 12.00 2.00
WS-01 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-01 % 100 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
WS-02 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-02 % 100 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
WS-03 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-03 % 100 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
WS-04 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-04 % 100 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
WS-05 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-05 % 100 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
WS-06 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-06 % 100 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
WS-07 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-07 % 100 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
WS-08 # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-08 % 100 100.00 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
WS-09 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-09 % 100 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
WS-10 # 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-10 % 100 50.00 0.00 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
WS-11 # 7 6 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-11 % 100 85.71 0.00 14.29 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
WS-12 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-12 % 100 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
WS-13 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-13 % 100 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
WS-14 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-14 % 100 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
WS-15 # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
WS-15 % 100 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 # 10 8 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
Total % 100 80.00 0.00 20.00 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
Table B7: SENIOR GRADE LEVELS - Distribution by Disability (Participation Rate)
501 Goal # 12.00 2.00


NEW HIRES



GS-15 or Equivalent # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-15 or Equivalent % 100 93.75 0.00 6.25 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

NEW HIRES



GS-14 or Equivalent # 22 20 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-14 or Equivalent % 100 90.91 0.00 9.09 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

NEW HIRES



GS-13 or Equivalent # 17 16 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
GS-13 or Equivalent % 100 94.12 0.00 5.88 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

NEW HIRES



Table B8: MANAGEMENT POSITIONS - Distribution by Disability (Participation Rate)
501 Goal % 12.00 2.00
Executives # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Executives % 100 93.75 0.00 6.25 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
NEW HIRES
Managers # 16 15 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0
Managers % 100 93.75 0.00 6.25 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

NEW HIRES



Supervisors # 31 28 0 3 1 0 0 0 0 0 0 0 0 0 1 0 0
Supervisors % 100 90.32 0.00 9.68 3.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.23 0.00 0.00

NEW HIRES

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate)
TIME OFF AWARDS
CASH AWARDS
OTHER AWARDS
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate)
TIME OFF AWARDS
Time-Off Awards 41 or more Hours: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Awards Given % 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 0.00 0.00
Time-Off Awards 41 or more Hours: Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Time-Off Awards 41 or more Hours: Average Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CASH AWARDS
Cash Awards $500 and Under: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Awards Given % 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 0.00 0.00
Cash Awards $500 and Under: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards $500 and Under: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Awards Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Awards Given % 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 0.00 0.00
Cash Awards: $5000 or more: Total Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Cash Awards: $5000 or more: Average Amount $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
OTHER AWARDS
Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total QSIs Awarded % 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 0.00 0.00
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Performance Based Pay Increases Awarded % 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 0.00 0.00
Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
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"#ti'Eusr Wilson Davis, Renee <rwilsondavis@ushmm.org>
""""\jus EUM
Policy Statement on Equal Employment Opportunity
1 message
Sara Bloomfield <sbloomfield@ushmm.org> Thu, Oct 3, 2019 at 12:55 PM

To: All Employees <all_employees@ushmm.org>
Good afternoon,
Since the inception of the United States Holocaust Memorial Museum, we have supported and upheld the laws governing
civil rights and equal employment opportunity (EEO). The Museum prohibits discrimination and discriminatory harassment
based on race, color, sex (including pregnancy, sexual identity, gender identity and sexual orientation), religion, national
origin, age (40 years and over), disability, or genetic information. These protections extend to all personnel/employment
programs, management practices, and decisions, including, but not limited to, recruitment and hiring, merit promotion,
transfers, reassignments, training and career development, benefits, and separation. Additionally, other violations related
to discrimination will not be tolerated.
We are committed to having a diverse and inclusive workforce and to embracing equal opportunity for everyone who
works here. As part of this effort, we promote affirmative outreach efforts to ensure that qualified individuals of all racial
and ethnic backgrounds and physical capabilities are aware of employment opportunities at the Museum. Managers and
supervisors will be accountable for supporting the goals of the EEO program and are expected to foster an environment
where all employees and applicants are judged on their merit.
Equal to our commitment to uphold civil rights laws and workplace diversity, we are also committed to maintaining a
professional work environment. Workplace harassment will not be permitted, and management will correct such conduct
before it becomes severe and pervasive. Retaliation against an individual who is engaged in a protected activity (i.e,
initiating a complaint or participating in any related inquiry or investigation) will not be tolerated.
Employees or applicants who believe they have experienced unlawful discrimination or harassment should promptly
contact the EEO Manager to file a complaint. We support resolving complaints promptly, thoroughly, equitably, and in a
professional manner. If you have any questions or need guidance on the policy, please contact Renee Wilson Davis, EEO
Manager at Rwilsondavis@ushmm.org or 202 488-6131.
It is everyone's responsibility to ensure a workplace that embraces diversity and inclusion and is free of discrimination,
harassment, and retaliation. Thank you in advance for your support.
Sara
Sara J. Bloomfield Director

www .ushmm.org
NEVER AGAIN: WHAT YOU DO MATTERS

Support the Campaign for the United States Holocaust Memorial Museum
~ 2019-10-03 Policy Statement on Equal Employment Opportunity.pdf

85K
MEMORANDUM
TO: Museum Employees

FROM: Sara J. Bloomfield, Director
RE: Policy Statement on Equal Employment Opportunity
DATE: October 3, 2019
Since the inception of the United States Holocaust Memorial Museum, we have supported and
upheld the laws governing civil rights and equal employment opportunity (EEO). The Museum
prohibits discrimination and discriminatory harassment based on race, color, sex (including
pregnancy, sexual identity, gender identity and sexual orientation), religion, national origin, age
( 40 years and over), disability, or genetic information. These protections extend to all
personnel/employment programs, management practices, and decisions, including, but not
limited to, recruitment and hiring, merit promotion, transfers, reassignments, training and
career development, benefits, and separation. Additionally, other violations related to
discrimination will not be tolerated.
We are committed to having a diverse and inclusive workforce and to embracing equal
opportunity for everyone who works here. As part of this effort, we promote affirmative
outreach efforts to ensure that qualified individuals of all racial and ethnic backgrounds and
physical capabilities are aware of employment opportunities at the Museum. Managers and
supervisors will be accountable for supporting the goals of the EEO program and are expected
to foster an environment where all employees and applicants are judged on their merit.
Equal to our commitment to uphold civil rights laws and workplace diversity, we are also
committed to maintaining a professional work environment. Workplace harassment will not be
permitted, and management will correct such conduct before it becomes severe and pervasive.
Retaliation against an individual who is engaged in a protected activity (i.e, initiating a
complaint or participating in any related inquiry or investigation) will not be tolerated.
Employees or applicants who believe they have experienced unlawful discrimination or

harassment should promptly contact the EEO Manager to file a complaint. We support
resolving complaints promptly, thoroughly, equitably, and in a professional manner. If you
have any questions or need guidance on the policy, please contact Renee Wilson Davis, EEO
Manager at R wilsondavis@ushmm.org or 202 488-6131.
It is everyone's responsibility to ensure a workplace that embraces diversity and inclusion and
is free of disefimination, harassment, and retaliation. Thank you in advance for your support.

The Equal Employment Opportunity Commission (EEOC) Deny Ever Engaging The United States Holocaust Memorial Museum (USHMM) in A Conversation About Anti-Semitism - #W (AACL) - #Michael A. Ayele

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The Equal Employment Opportunity Commission (EEOC) Deny Ever Engaging The United States Holocaust Memorial Museum (USHMM) in A Conversation About Anti-Semitism - #W (AACL) - #Michael A. Ayele

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AFTER MY LAST VISIT TO THE

UNITED STATES HOLOCAUST

Re: FOIA No.: 820-2021-006289

Dear Mr. Ayele (aka) W:

[X] Portions of your request are as follows:

[X] Procedurally denied as no records fitting the description of the records

The contact information for OGIS is as follows: Office of Government Information

[X] See the attached Comments page for further information.

Draga G. Anthony for

Applicable Sections of the Freedom of Information Act, 5 U.S.C. § 552(b):

INFORMATION WITHHELD PURSUANT TO THE FIFTH EXEMPTION OF THE FOIA:

Predecisional and deliberative content is withheld from USHMM’s draft Reasonable

Predecisional and deliberative content is withheld from USHMM’s draft Reasonable

The above consists of deliberative and predecisional communications consisting of

DOCUMENTS WITHHELD PURSUANT TO THE SIXTH EXEMPTION OF THE FOIA:

The aforementioned record contains personal identifying information. If released, its

Exemption (b)(7)(C) to the Freedom of Information Act (FOIA), 5 U.S.C. § 552(b)(7)(C)

For the purposes of determining what constitutes an unwarranted invasion of personal

DOCUMENTS WITHHELD PURSUANT TO THE SEVENTH EXEMPTION OF THE FOIA:

This office’s response to your request is as follows:

2. Address 2. 100 Raoul Wallenberg Place, SW

3. City, State, Zip Code 3. Washington, DC 20024

4. Agency Code 5. FIPS code(s) 4. HD00 5. 2126

2. Enter total number of temporary employees 2. 0

3. TOTAL EMPLOYMENT [add lines B 1 through 2] 4. 444

PART C Title Type Name Title

Agency Official(s) Responsible Head of Agency Sara Bloomfield Director

For period covering October 1, 2019 to September 30, 2020

PART D Subordinate Component and Location Country Agency Code

EEOC FORMS and Documents Required Uploaded

Agency Self-Assessment Checklist

Essential Element: A Demonstrated Commitment From agency Leadership

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Agency Self-Assessment Checklist

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Essential Element: B Integration of EEO into the agency's Strategic Mission

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

B.5.a.3. Anti-harassment policy? [see MD-715(II)(B)] X The anti-

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Essential Element: C Management and Program Accountability

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet

Agency Self-Assessment Checklist

Compliance Measure Has For all unmet