Diversity And Inclusion Strategic Plan - Archives
Diversity and Inclusion Strategic PlanNational Archives and Records AdministrationMarch 16, 20121
A Message from the ArchivistIt is with great pleasure that I present the National Archives and RecordsAdministration’s (NARA) first Diversity and Inclusion Strategic Plan. This Planwill serve as a road map to guide our efforts in making NARA a leader increating and sustaining a high-performing workforce that embraces diversityand empowers all employees to achieve their full potential.As the Archivist of the United States, I strongly recognize and embrace the diversity that ouremployees bring to NARA. I intend to foster a workplace where each employee is valued andeveryone is encouraged to maximize their potential and their commitment to serve ourcustomers. Our ability to serve people from all walks of life is enhanced by the positive andcreative power that comes from our diversity.To meet the challenges of the 21st century, we must continuously strive for a workforce thatreflects America, and promote an environment that values individual respect, dignity andprofessional growth. Our ability to attract, develop, and retain a quality diverse workforce is thekey to NARA’s success.All of us must make NARA a place where each individual is appreciated, honored, and rewardedon the basis of their professional achievement and contribution. This will require the personalcommitment and support of every NARA employee.Please join me in supporting NARA’s diversity and inclusion efforts by treating everyone withrespect, being open to the ideas and perspectives of others, and learning more about diversity.I look forward to working together to use the principles of diversity to achieve our mission.DAVID S. FERRIEROArchivist of the United States2
Table of ContentsExecutive Summary . 4Mission, Vision and Values Statements . 7Current State . 8Challenges . 18Goals, Strategies and Actions . 21Goal 1: Workforce Diversity . 22Goal 2: Workplace Inclusion . 25Goal 3: Sustainability . 28Looking Towards the Future . 32Appendices . 33Appendix A. Process Used in Developing, Evaluating and Updating the Diversity andInclusion Strategic Plan . 34Appendix B. NARA’s Workforce Trend Analysis for Minorities, Women, Veterans,Disabled Veterans, and Individuals with Disabilities . 36Appendix C. Government-wide Action Plan . 39Appendix D. Crosswalk of Additional Diversity Plans at NARA . 42Appendix E. Glossary . 443
Executive SummaryThe National Archives and Records Administration (NARA) employs approximately 3,000employees. These talented and diverse men and women carry out our mission to serveAmerican democracy by safeguarding and preserving the records of our Government, ensuringthat the people can discover, use and learn from this documentary heritage. NARA recognizesthat a commitment to equal opportunity, diversity, and inclusion is critical to accomplishing itsmission.On August 18, 2011, President Obama issued Executive Order 13583-- Establishing aCoordinated Government-wide Initiative to Promote Diversity and Inclusion (D&I) in the FederalWorkforce, which calls for all federal agencies to develop and implement a strategic plan forDiversity and Inclusion. In the Executive Order, the President emphasizes his commitment topromoting the Federal workplace as a model of equal opportunity, diversity and inclusion.Specifically, he states “Our Nation derives strength from the diversity of its population and fromits commitment to equal opportunity for all. We are at our best when we draw on the talents ofall parts of our society, and our greatest accomplishments are achieved when diverseperspectives are brought to bear to overcome our greatest challenges.” Therefore, NARA hasan obligation to be a model employer and to comply with Executive Order 13583.NARA’s Diversity and Inclusion Strategic Plan establishes a foundation for addressing theworkforce challenges and opportunities that face us today. The plan is based on guidanceprovided by the U.S. Office of Personnel Management (OPM) – guidance that defines“diversity” and “inclusion” and lays out a comprehensive, integrated, and strategic focus ondiversity and inclusion.This plan is a companion document to NARA’s Strategic Human Capital Plan, Federal EqualOpportunity and Recruitment Plan (FEORP), Strategic Plan for the Recruitment, Hiring andRetention of Individuals with Disabilities and Veterans Operational Plan (VOP). Taken together,we are confident that these plans will enable NARA to make significant contributions towardachieving and maintaining a highly skilled and diverse workforce. Our Diversity and InclusionStrategic Plan sets forth goals, strategies and action items to ensure NARA’s ability tosuccessfully recruit, hire, promote, educate and retain a more diverse workforce, and to createa culture that encourages collaboration, flexibility, and fairness to enable individuals toparticipate to their full potential.4
PURPOSE AND SCOPEThis plan outlines basic policy, legal authority, and responsibilities for the administration ofNARA’s Diversity and Inclusion Strategic Plan. It further provides goals and strategies to providea shared direction for our workplace diversity and inclusion efforts.The Diversity and Inclusion Strategic Plan applies to all positions in all pay plans, unlessspecifically exempt by statute.APPROACHThe U.S. Office of Personnel Management (OPM) sets policy and provides guidance to federalagencies on the development and administration of model strategies for diversity and inclusionin the workplace. Specifically, OPM has created the Guidance for Agency-Specific Diversity andInclusion Strategic Plans which provides agencies with a format, including identifying goals,sample actions and practices, and measurements, to assist agencies in their adherence toExecutive Order 13583 – Establishing a Coordinated Government-Wide Initiative to PromoteDiversity and Inclusion in the Federal Workforce. NARA’s Diversity and Inclusion Strategic Planfollows this format.Pursuant to OPM’s guidance, this plan identifies overarching goals, strategies and actions tohelp guide NARA’s diversity and inclusion efforts. The plan will be reviewed annually to assessprogress and incorporate revisions as necessary. Progress will be monitored as part of NARA’sHuman Capital Accountability System. On a five-year cycle, we will initiate a full update to theDiversity and Inclusion Strategic Plan to establish new or revise existing goals and strategies.See Appendix A for details on our process for developing, evaluating, and updating our Diversityand Inclusion Strategic Plan.LEGAL AUTHORITYPursuant to Executive Order 13583 – Establishing a Coordinated Government-Wide Initiative toPromote Diversity and Inclusion in the Federal Workforce, executive departments and agenciesare directed “to develop and implement a more comprehensive, integrated, and strategic focuson diversity inclusion as a key component of their human resources strategies.”1EQUAL EMPLOYMENT OPPORTUNITY (EEO) POLICYIt is the policy of the National Archives and Records Administration to prohibit discriminationand to ensure equal employment opportunity for all applicants and employees without regardto race, color, religion, sex, sexual orientation and genetic information, national origin, age ordisability.1Derived from the Office of Personnel Management’s (OPM) Government-Wide Diversity and InclusionStrategic Plan (2011).5
ROLES AND RESPONSIBILITIESA. The Chief Human Capital Officer (CHCO) is responsible for:1. Overseeing the planning and implementation of this plan;2. Communicating the plan to NARA’s managers and employees;3. Certifying that the plan exists and is current; and4. Submitting reports to OPM as necessary.B. The Diversity and Inclusion Division (HD) is responsible for:1. Annually developing and updating the plan;2. Recommending and implementing the strategies and programs identifiedwithin the plan;3. Implementing changes to programs and procedures to eliminate practices thatact as barriers to a diverse and inclusive workplace; and4. Preparing reports and responding to inquiries about program activities.C. The Talent Management Division (HT) is responsible for:1. Conducting recruitment and hiring practices that aligns with the plan;2. Implementing strategies to increase recruitment, hiring and retention ofdiverse applicants; and3. Providing advice and assistance to selecting officials when vacancies occur inunderrepresented occupations.D. The Learning and Development Division (HL) is responsible for establishingstructures and strategies that enable supervisors and staff to pursue developmentalopportunities that support a diverse and inclusive work environment.E. Supervisors and managers are responsible for complying with the objectives of thisplan by fostering employee engagement, managing human capital effectively,managing the administrative aspects of the work unit and providing equalemployment opportunity for all staff to promote workforce diversity and inclusion.F. Employees are responsible for practicing positive, constructive work habits in theworkplace, working cooperatively with other staff members, recognizing andrespecting others and their individualities, and working towards a more diverse andinclusive work culture by eliminating stereotypes and generalizations.6
Mission, Vision and Values StatementsNARA’s diversity and inclusion (D&I) efforts are guided by the following vision, mission andagency values that emphasize workforce diversity, workplace inclusiveness and accountability.D&I VisionNARA values all employees by embracing their diverse talents, perspectives, andexperiences, and fostering inclusion that inspires innovation, encourages respect andpromotes unlimited success.D&I MissionTo attract and sustain a diverse workforce by recruiting, hiring, developing and retaining highperforming employees who work collaboratively to carry out the mission of NARA.NARA ValuesOur diversity and inclusion efforts support the following NARA values:We are a diverse staff unified by our strong commitment to protect records, helppeople use them, and support and open and responsive government.We want to do our personal best and make our agency the world’s best archives.We believe in: An open, inclusive work environment — built upon respect, communications,integrity, and collaborative team work. Encouraging creativity and investing in innovation — to build our future Pursuit of excellence through continuous learning — becoming smarter all thetime about what we know and what we do in service to others.7
Current StateIn an effort to identify appropriate actions for NARA that respond to OPM’s strategic goals fordiversity and inclusion, it is important to first examine the strengths and weaknesses of theworkforce representation for the Agency. In the following paragraphs, statistical data ispresented regarding NARA’s workforce representation for minorities and women, veterans,disabled veterans, and persons with disabilities. This data highlights areas of focus to be usedto develop policies and practices for attracting, developing, and retaining a talented and diverseworkforce at NARA. More detailed workforce demographics and trend analysis is provided inAppendix B.Minorities and Women RepresentationNARA’s Federal Equal Opportunity Recruitment Program (FEORP) plan provides data on theAgency’s workforce representation for minorities and women. The data for the charts andfigures provided in this section is derived from NARA’s 2012 FEORP plan, which reports on FiscalYear (FY) 2011 data, effective as of September 30, 2011.In FY 2011, NARA’s full-time permanent (FTP) workforce representation by race and nationalorigin (RNO) was 69.2 percent white, 25.6 percent Black, 2.9 percent Asian/Pacific Islander, 1.6percent Hispanic and 0.7 percent Native American. (See Figure 1)Figure 1 – NARA's FY 2011 Workforce Distribution by Race and National Origin (RNO)NARA FY 2011 Workforce Distribution n0.7%Asian/PacificIslander2.9%8
Women comprised 52.3 percent of NARA’s FTP workforce in FY 2011. (See Figure 2)Figure 2 – NARA’s FY 2011 Workforce Distribution by GenderNARA 2011 Workforce Distribution by GenderMen48%Women52%When evaluating the composition of NARA’s workforce to determine underrepresentation ofminorities and women against standard groups, NARA measures itself against the FederalCivilian Workforce2 (FCW) and the Relative Civilian Labor Force3 (RCLF). The FCW is defined byOPM as full and part-time permanent non-military employees working in non-Postal ExecutiveBranch agencies of the U.S. Government. The RCLF is defined as those occupations in theCivilian Labor Force (non-institutionalized individuals 16 years of age or older, employed orunemployed, U.S. citizens and non-U.S. citizens) that are directly comparable to occupations atNARA.As shown in Figure 3 below, FY 2011 representation for some groups – specifically, women andBlacks - compare favorably to both the FCW and the RCLF. However, with the exception ofthese two groups, all others are underrepresented at NARA when compared to the FCW. Inparticular, Hispanics are significantly underrepresented in NARA, comprising just 1.6 percent ofthe workforce as compared to the 7.7 percent of the FCW and 10.7 percent of the RCLF.Representation rates for Asian/Pacific Islanders and Native Americans are also below those inboth the RCLF and the FCW.2Federal Civilian Workforce (FCW) – Permanent employees from non-postal Federal Executive Branchagencies participating in the Office of Personnel Management’s (OPM) Central Personnel Data File(CPDF).3Relative Civilian Labor Force (RCLF) – Data computed from the U.S. Census Bureau EqualEmployment Opportunity (EEO) Data Tool that is filtered on relevant Census Occupational Codes9
Figure 3 – Graph of NARA’s FY 2010 & FY 2011 Workforce Distribution by Minorities and Women vs. Federal and RelevantCivilian Labor spanicAsian/PacificIslanderNativeAmericanWomenNARA 201026.6%1.4%2.5%0.6%51.9%NARA %RCLF10.5%10.7%3.7%1.4%46.8%Grade Cluster Information by RNO and GenderNARA’s FY 2011 workforce representation for minorities is on par with the Federal governmentfor all grade clusters except for grades 13-15. Workforce representation of minorities in FY2011 for grades 13-15 was 17.4 percent. There is an 8.8 point difference as compared to theFederal government with 26.2% for minorities in these grades. NARA’s FY 2011 workforcerepresentation for women is on par with most grade levels when compared to the Federalgovernment and exceeds the Federal government when compared to grades 9-12 and 13-15. InFY 2011, NARA’s representation of women in grades 9-12 was 55 percent as compared to theFederal government at 45.8 percent. And representation of women in grades 13-15 at NARA inFY 2011 was 44.8 percent as compared to the Federal government with 38 percent.Figure 4 compares the RNO and gender distribution of NARA’s workforce by grade cluster tothat of FCW percentages.10
Figure 4 – NARA FY 2011 Grade Cluster Information (RNO and Women)Supervisory and Non-Supervisory Workforce by RNO and GenderWomen and minorities comprise a smaller percentage of NARA’s supervisory workforce thanthey do of the non-supervisory workforce. While minorities comprise 32 percent of our nonsupervisory workforce, they comprise only 18 percent of supervisory positions4. Likewise, whilewomen comprise 53 percent of our non-supervisory workforce, they comprise only 45 percentof supervisory positions. (See Figures 5 & 6)Figure 5 shows the distribution of minorities in supervisory versus non-supervisory positions atNARA.4Native American not shown under Supervisory in Figure 5 (0% representation).11
Figure 5 – NARA FY 2011 Supervisory vs. Non-supervisory Workforce ive nority0.66%Figure 6 shows the distribution of women in supervisory versus non-supervisory positions atNARA.Figure 6 – NARA FY 2011 Supervisory vs. Non-supervisory Workforce 7%53%MaleFemale12
Executive Level Representation by RNO and GenderWhen compared to the rest of the Federal Government, minorities and women areunderrepresented in executive level positions at NARA. NARA defines executive level positionsas positions classified under the Senior Level (SL), Senior Executive Service (SES),Administratively Determined (AD) or Executive (EX) pay schedule. Minorities comprise only 9percent of executive positions and women comprise 26 percent of executive positions5. Whencompared to the Federal workforce (FW), NARA’s percentages for minorities and women inexecutive positions fall below OPM’s FY 2010 numbers6. Workforce representation ofminorities at the senior pay levels for the FW was 18.1 percent in FY 2010. Women represented31.2 percent of senior positions for the FW in FY 2010.Figure 7 shows the distribution of women and minorities in executive level positions at NARA.Figure 7 - Executive Level RNO and GenderExecutiveLevel RNOBlack3%Asian/P.I.6%Executive Level GenderFemale26%Nonminority91%Male74%Mission Critical Occupational (MCO) Representation by RNO and GenderThe majority of NARA’s workforce (58.9 percent) holds one of three Mission CriticalOccupations (MCOs), (i.e. 1420 Archivist, 1421 Archives Specialist and 1421 ArchivesTechnician).Figure 8 below shows the RNO and gender of NARA's mission critical occupations.Data extracted as of March 13, 2012 from NARA's Performance Measurement and Reporting System(PMRS)6Source – OPM’s FEORP Report for FY 2010. The FY 2010 Report is the most current publishedversion.513
Figure 8 - NARA's FY 2011 MCO Representation by RNO and Gender7Distribution by Veteran StatusNARA’s workforce representation for Veterans is strong and exceeds the rate for comparableFederal Agencies8. In FY 2010, NARA’s workforce representation for FTP and documentedVeterans was 484 employees (17.9%) and the number of disabled veterans employed at NARAwas 136 (5.0%). (See Figure 9)Figure 9 – NARA's FY 2010 Workforce Distribution by Veteran StatusNARA FY 2010 Workforce Representation by ranswith NoDisabilityDisabledVeteransThe RCLF does not identify the 1420 and 1421 series separately.NARA FY 2010 Veteran data is the most recent published data available for this population.14
NARA compares its Veterans workforce representation against two sources: Government-WideVeterans (GWV) and Comparable Federal Agenci
Mar 16, 2012 · “diversity” and “inclusion” and lays out a comprehensive, integrated, and strategic focus on diversity and inclusion. This plan is a companion document to NARA’s Strategic Human Capital Plan, Federal Equal Opportunity and Recruitment
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