Appendix 1
FEORP Checklist
1. FY 2020 FEORP Plan Accomplishments and Successful/Promising Practices.
Identify accomplishments and progress made on the strategies identified in the agency FY 2020
Plan. Also, identify a policy, successful/promising practice or procedure (do not list a set of
completed tasks) where your agency has been successful in the implementation of actions
outlined in its Diversity and Inclusion Strategic Plan. For each accomplishment, include a
concise explanation of the action taken, measure utilized, and the outcome.
Submit no more than two pages in Microsoft Word (Times New Roman 12 point font).
2. Diversity and Inclusion Strategic Plan.
Additionally, based on the three
from the
Inclusive Diversity
Strategic Plan
the Federal workforce through active engagement of leadership;
and engage everyone in the workplace;
and optimize inclusive diversity efforts using data-driven
approaches), identify
at least one strategy
for each goal area from your agency’s Inclusive
Diversity Strategic Plan that your agency will work on in FY 2021. Include goal area, agency
objective, strategic activity, and benchmarks.
Submit no more than two pages in Microsoft Word (Times New Roman 12 point font).
3. Strategic activities related to Hispanic employment.
strategic activities the agency has taken to address the
underrepresentation, career
development, and retention of Hispanics.
Include a concise explanation of the action
utilized, and the outcome.
findings from conducting
applicant flow
or workforce
data barrier analysis
and how the data is being used to improve agency outreach and
Submit no more than two pages in Microsoft Word (Times New Roman 12 point font).
4. Strategic activities related to the
employment of people with disabilities.
Identify strategic
activities the agency is implementing to meet the
goals set forth in Executive
Order 13548, Increasing Federal Employment of Individuals with Disabilities.
Include a concise
explanation of the
taken, measure
utilized, and the outcome. You
may submit activities in
the following categories:
self-identification, benchmarking, analysis and accountability;
outreach and recruitment;
career development, advancement and retention;
reasonable accommodations;
internal and external
communications; and
training and education.
Submit the Progress Tracker in the Excel format provided.
Submit no more than two pages in Microsoft Word (Times New Roman 12 point font).
5. Progress Tracker
Provide data about the agency’s formal mentoring programs, diversity and inclusion training,
diversity and inclusion council(s), a nd development programs. Agencies with subcomponents
with 500 or more employees are required to submit a Progress Tracker for each subcomponent.
See Attachment 1
6. Annual FEORP Plan Certification. This is the last step before transmitting the reports to OPM.
Please have the Agency Chief Human Capital Officer (CHCO) or Head of Human Resources,
Director of Equal Employment Opportunity, and Director of Diversity and Inclusion certify the
information contained in the reports. In addition to the signature, please print the names, provide
titles, email addresses, and telephone numbers. Also include a designated FEORP report point of
contact whom we may contact if there are any questions.
Appendix 2
What does FEORP stand for and what exactly is it?
FEORP stands for the Federal Equal Opportunity Recruitment Program (FEORP). This
port pr
ovides data on employment in the Federal workforce and highlights some Human
Capital practices Federal agencies are using to recruit, develop, and retain talent. Each year,
agencies are asked to certify that they have a FEORP Plan.
2. What is the purpose of the FEORP?
The purpose of the FEORP is to promote efforts among Executive agencies to generate
diverse applicant pools for Federal Government positions, a nd to obtain information
concerning these efforts to make comparisons with the civilian labor force. Each Federal
agency prepares FEORP Plans to recruit and retain from diverse applicant pools and address
underrepresentation, as applicable. Each year, the U. S. Office of Personnel Management
(OPM) prepares the FEORP Report to submit to Congress. The FEORP is prepared in
accordance with the requirements of Title 5, United States Code, section 7201.
3. When is the FEORP due or submitted to Congress?
The FEORP must be submitted to Congress
by OPM
on January 31
of every year.
4. Who reviews the FEORP?
In addition to Congress, OPM monitors and evaluates agency programs to determine their
effectiveness in addressing any underrepresentation. OPM works with agencies to develop
effective mechanisms for providing information on Federal job opportunities targeted to reach
candidates from underrepresented groups, as part of their overall recruiting programs, and
conducts a continuing program of guidance and instruction to supplement these regulations.
In addition, under the Executive Order 13583, Establishing a Coordinated Government-wide
Initiative to Promote Diversity and Inclusion in the Federal Workforce, OPM coordinates
Diversity and Inclusion efforts through the Government-wide Inclusive Strategic Plan.
5. Why is this information required when some of the information is already reported in
the EEOC Management Directive 715 (MD-715) report?
The FEORP report is prepared in accordance with the requirements of Title 5, United States
Code, Section 7201. Information under MD-715 is collected under Section 717 of Title VII
and section 501 of the Rehabilitation Act and it is utilized for the EEOC reports to which the
Office of Diversity and Inclusion does not have access.
6. Is my agency required to submit a FEORP
The table
that follows shows the a
gencies that are required to submit a FEORP Report.
Again, agencies with subcomponents should gather and consolidate
all information into one
agency report.
1. Agency for International Development
2. Broadcasting Board of Governors
3. Commission on Civil Rights
4. Commodity Futures Trading Commission
5. Consumer Financial Protection Bureau
6. Consumer Product Safety Commission
7. Corporation for National Service
8. Court Services and Offender Supervision
9. Defense Contract Audit Agency
10. Defense Education Activity
11. Defense Finance and Accounting Service
12. Defense Information Systems Agency
13. Defense Inspector General
14. Defense Intelligence Agency
15. Defense Logistics Agency
16. Defense Threat Reduction Agency
17. Defense, Office of the Secretary of
18. Defense, Uniformed Services University of
the Health Sciences
19. Department of Agriculture
20. Department of Commerce
21. Department of Defense
22. Department of Education
23. Department of Energy
24. Department of Health and Human Services
25. Department of Homeland Security
26. Department of Housing a nd Urban
27. Department of Interior
28. Department of Justice
29. Department of Labor
30. Department of State
31. Department of the Air Force
32. Department of the Army
33. Department of the Navy
34. Department of Transportation
35. Department of the Treasury
36. Department of Veterans Affairs
37. Environmental Protection Agency
38. Equal Employment Opportunity
39. Export-Import Bank of the U.S.
40. Farm Credit Administration
41. Federal Communications Commission
42. Federal Emergency Management Agency
43. Federal Housing Finance Agency
44. Federal Labor Relations Authority
45. Federal Maritime Commission
46. Federal Retirement Thrift Investment
47. Federal Trade Commission
48. General Services Administration
49. International Trade Commission
50. National Aeronautics and Space
51. National Archives and Records
52. National Credit Union Administration
53. National Endowment for the Arts
54. National Endowment for the Humanities
55. National Labor Relations Board
56. National Science Foundation
57. National Transportation Safety Board
58. Nuclear Regulatory Commission
59. Nuclear Waste Technical Review Board
60. Office of Government Ethics
61. Office of the Director of National
62. Office of Personnel Management
63. Pension Benefit Guaranty Corporation
64. Railroad Retirement Board
65. Securities and Exchange Commission
66. Small Business Administration
67. Social Security Administration
7. Is it expected that senior leadership will receive training in diversity and inclusion (D&I)
Yes, the expectation is that senior leadership will receive D&I training annually.
Some employees within an agency are classified as both a manager and a supervisor.
How do agencies account for this for FEORP reporting purposes?
In situations like this, please leave the data for managers blank and fill-in the data for
supervisors. Please a ttach a statement indicating that there is no data present for the
manager’s group for this reason.
9. The Progress Tracker asks about formal mentoring or career development programs,
do you define “formal … programs”?
Each agency is unique and has
own criteria.
We consider a
“formal program”
any program
that has a
set of rules provided by
critical element must be present in
formal program and that is the ability to quantify
who has participated (i.e., being able to
fill in the data requested in the report).
10. What if a large portion
of the workforce is hired under an agency-specific hiring
authority, rather than
GS or SES/SL/ST authorities? Is it possible to complete a
Progress Tracker that addresses the usage of
other hiring authorities?
Yes, a separate Progress Tracker with multiple hiring authorities can be used by modifying
the text of the field to reflect the agency’s specific hiring authority.
11. When asked
what percent of
SES are involved with mentoring, is the question
referring to the percent of
Senior Executives
participating as a mentor
in the programs,
or to the percent of
Senior Executives
who are being mentored?
The question refers to the percentage of Senior Executives
as mentors.
divide the total number of Senior Executives
as mentors
by the total number of
the SES
at the Agency.
12. For
the Career Development questions, do these questions pertain only to formal
programs (announced, selected, etc.) or do they include online training courses that an
employee can
Career Development programs are
formal agency
Career Development programs, which are
announced and participants are selected.
13. When asking about development programs, is the question referring to the percentage
of our current staff that has ever participated in a development program?
No, the question refers only
to the percentage of your staff that participated
the fiscal
year for this report.
14. How do agencies report on a Professional Development Program
only a set
number of people are selected
to participate among those that are eligible?
The number
of employees that participated in the
Professional Development Program
is the
and the total number of employees eligible to participate in the program is
the number eligible.
For questions
about development programs, are agencies providing data on programs
that are tailored to help an employee perform his or her job (i.e., skills training),
providing data on development programs geared
toward enhancing an
career opportunities.
The question refers to development programs geared toward career progression or enhancing
career opportunities.
16. For questions about Diversity and Inclusion (D&I) training, is this referring to the
number of employees who have received training on the agency’s D&I plan and
strategies, or is it referring to the number of employees who took an online or classroom
training session on the topic of diversity and inclusion?
It refers to the formal D&I training. If the agency has identified an online or classroom
training as its formal D&I training, then include the number of people (e.g., counts and
percentages) who have completed the training.
17. Do t he questions relate to only one formal training program, o r a combination of several
The question does not pertain to a single program, you can include all D&I training that the
agency identifies as formal.
18. Wh
at is the difference between a manager and supervisor?
For purposes of this report, managers are individuals who manage programs and some people,
and are usually second level supervisors. Supervisors are individuals who manage teams,
workloads, and projects, and are typically
first-level supervisors.
Agencies should include
both categories.
19. How
is senior leadership defined?
For purposes of this report, Senior Leadership is defined as employees who are regarded as
program directors and are at the GS-15 or
equivalent pay
grade and the SES.
20. How
is a successful practice defined?
A successful practice is a
repeated activity, initiative or program
that has consistently, over
several years, shown results superior to those achieved with other means and that could be
adapted for other situations.
The evidence provided by
subjective and objective data sources
must demonstrate a connection between the activity, initiative or program, a
nd the outcomes.
How is a promising practice defined?
An activity, initiative
or program
that has worked within one
agency or subcomponent and
during its early stages shows indications of
becoming a
practice with long-term
sustainable impact.
A promising practice must have some objective basis for claiming
effectiveness and must have the potential for replication among other
of the agency.
Appendix 3
A. Name and Address of Agency:
B. Name and Title of Designated FEORP Official
(Include e-mail address,
telephone and fax numbers. I
please include address):
C. Name and Title of Contact Person (Include e-mail address, telephone and fax number. In addition, please
lude address):
I certify the above agency: 1) Has a current Federal Equal Opportunity Recruitment Program (FEORP) plan
and th
e program is being implemented as required by Public Law 95-454 and subsequent regulations and
guidance issued by the U.S. Office of Personnel Management; 2) All field offices or installations with fewer
than 500 employees are covered by a FEORP plan; 3) All field offices or installations with 500 or more
employees are covered either by this plan or by a local plan; and 4) Such plans are available on request from
field offices or installations.
Print Name __________________________Signature ________________________Date ________
(Chief Human Capital Officer or Head of Human Resources)
Email Address:
Telephone: ____________________________________
Print Name __________________________Signature ________________________Date _________
Director, Equal Employment Opportunity
Email Address:
Telephone: ____________________________________
Print Name __________________________Signature ________________________Date _________
Director, Diversity and Inclusion
Email Address:
Telephone: ____________________________________
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