1. UNCLASSIFIED National Guard Bureau Presents The Model EEO Program Interface with Management Directive -715

2. UNCLASSIFIED Purpose & Outcomes SEDILLO - 2016 Overview & Purpose  Identify Key Essential Elements of Model EEO Programs  Relate Essential Elements to MD-715 Process  Relate Key Essential Elements to Strategic Planning  Action Plan Key Essential Elements into High Performance and Excellence

3. UNCLASSIFIED An Interactive Discussion SEDILLO - 2016

4. - 4 - UNCLASSIFIED Linear/Non-Linear Thought Process

5. - 5 - UNCLASSIFIED Hemisphere Balance GATTERSCI INFEDE ETBISCOVJ LVESO CHTAUTNIE

6. - 6 - UNCLASSIFIED Non-linear Thought Process TCOANI LSURSET TMEA RMCOEPA ITEBFNSE OILYCP

7. - 7 - UNCLASSIFIED  Civil Rights Act, 1964, Title VII- Section 717  42 United States Code § 2000 et seq.  Section 501 Rehabilitation Act 1973 (As Amended)  29 United States Code §791 et seq. Legal Authorities

8. - 8 - UNCLASSIFIED What Do You See as Essential Elements For a Model EEO Program ???? Essential Considerations in Model Program

9. - 9 - UNCLASSIFIED Essential Elements of Model EEO Program  Agency Leadership  Agency Strategic Mission  Accountability  Proactive Prevention  Efficiency  Responsiveness and Complianc e

10. - 10 - UNCLASSIFIED Demonstrated Commitment From Agency Leadership  Embraced by Agency Leadership  Communicated Through the Ranks From the Top Down  EEO principals made a Fundamental part of the Agency’s CULTURE  Agency head must issue Annual EEO and anti- harassment Policy Statements

11. - 11 - UNCLASSIFIED Integration of EEO Into Agency’s Strategic Mission  EEO Director has regular access to Agency Head and Senior Management  EEO professionals are involved in ALL major Human Resources Decisions  EEO programs have Sufficient Resources  Managers and employees are involved in the Implementation of the agency’s Title VII and Rehabilitation Act Program

12. - 12 - UNCLASSIFIED Management and Program Accountability  Conduct Regular internal EEO Program Audits  Establish procedures to Prevent ALL discrimination  Evaluate Managers and Supervisors on Performance to ensure Equality of Employment Opportunity  Maintain Effective Reasonable Accommodation Procedures  Maintain clearly defined and fair Personnel Policies, selection and promotion Procedures, evaluation procedures, Rules of Conduct and Training Systems

13. - 13 - UNCLASSIFIED Efficiency  Maintain an efficient, fair and impartial complaint resolution process  Separate investigation and adjudication functions from the legal defense arm of the agency  Establish and encourage the widespread use of alternative dispute resolution (ADR)  Maintain effective data collection systems on workforce, applicant flow and complaint tracking

14. - 14 - UNCLASSIFIED Prevention Of Unlawful Discrimination  Develop Operational Model  Develop and Execute Authentic Policy Deployment Matrix  Conduct Annual Self-Assessment  Develop Strategic Plans to eliminate identified barriers

15. - 15 - UNCLASSIFIED Responsiveness and Legal Compliance  Ensure full compliance with title VII and Rehabilitation Act, including EEOC regulations, Orders and other Written Instructions  Report agency program Efforts and Accomplishments to EEOC  Comply with final EEOC Orders for Corrective Action and Relief

16. - 16 - UNCLASSIFIED  Effective Management  Accountability  Self-Analysis  Frequent Evaluation Structural Design Roadmap

17. - 17 - UNCLASSIFIED Assessment Cycle Assessment Planning Implementation Evaluation Gap Analysis

18. - 18 - UNCLASSIFIED Why So Much Emphasis ????

19. - 19 - UNCLASSIFIED FOCUS  Attract, Develop and Retain a Top-Quality Workforce  Maximize each Employee’s Potential  Equality of Opportunity is the Key! Title VII and Rehabilitation Act

20. - 20 - UNCLASSIFIED Barrier Analysis What is a Barrier?

21. - 21 - UNCLASSIFIED A Barrier is….  A policy, procedure, practice or condition that limits employment opportunities  Some are Easily Identified….  Other Embedded in the day-to-day procedures and practices that may appear neutral/normal

22. - 22 - UNCLASSIFIED Process to Address Barriers  Identify using a variety of sources….  Investigate to pinpoint actual barriers and causes  Devise a plan to eliminate barriers  Determine what plans needs to be adjusted to address remaining barriers

23. - 23 - UNCLASSIFIED Sources for Information: Identify Barriers  Analyze workforce statistics (Data Tables)  Review EEO complaints  Talk to EEO and Human Resources staff  Talk to Unions and Advocacy Groups  Conduct Surveys, Focus Groups and Exit Interviews  Review studies by outside agencies

24. - 24 - UNCLASSIFIED Policies, Procedures and Practices to Examine  Hiring  Promotions and other internal selections  Attainment of Supervisory and Management positions  Training opportunities and Development opportunities  Performance Incentives and Awards (Recipients)  Disciplinary actions  Separations (Voluntary and Involuntary)

25. - 25 - UNCLASSIFIED Action Plan to Eliminate Barriers  Design corrective plan to address the identified causes of barriers……  Even if barrier is job-related, explore alternatives that serve the same purpose and that have less impact on a particular group of employees  Progress should be measurable and agency officials held accountable  Periodic reassessments conducted to adjust plans if necessary

26. - 26 - UNCLASSIFIED ACTION PLANNING PROCESS  Mission  Vision  Goals  Objectives  Environmental Analysis

27. - 27 - UNCLASSIFIED ACTION PLANNING PROCESS OUTCOMES METHODSRESOURCES

28. - 28 - UNCLASSIFIED  Mission  Purpose for Existence  Critical Interface within Organization  Customer Group  Products and Services  Gaps ACTION PLANNING PROCESS

29. - 29 - UNCLASSIFIED ACTION PLANNING PROCESS  Vision  Brief & Futuring  Focus - Timeline  Understanding  Inspiring  Stretch

30. - 30 - UNCLASSIFIED ACTION PLANNING PROCESS  Goal Setting  Formalize Expectations  Motivation & Engagement  Tangible Results  Decision Making  Performance Measurement

31. - 31 - UNCLASSIFIED ACTION PLANNING PROCESS  Strategies  Leadership  Engagement  Criteria  Alignment  Congruity & Transparency

32. - 32 - UNCLASSIFIED PurposeStructureRelationshipRewardsMechanisms LEADERSHIP Wiesbord Six-Box Model Organizational Assessment

33. - 33 - UNCLASSIFIED End Results  Organizational Identify  Culture of Cooperation  Preparation for the Future  Adapt to Changing Environment  Managing Evolving Changes  Plan for New Opportunities  BRANDING!