The purpose of this directive is to affirm the Agency's resolution to provide Equal Employment Opportunity (EEO) within the workplace and to ensure that all employees are aware of my personal dedication to this objective.

The Agency's strategy for carrying out this obligation will be described in several program plans, including:

These program plans are designed to fulfill the Agency's goal to increase the representation of minorities, women, and people with disabilities, including disabled veterans (Target Groups). Copies of the plans will be available from the Office of Civil Rights.

On May 26, 1993, I signed new policy statements (copies attached) which articulate my commitment to the vigorous pursuit and enforcement of EEO and rules against sexual harassment. I expect every Office and Bureau of the Agency to function in a manner that is fair and free of harassment of any kind. Performance assessments and any resulting rewards to managers and supervisors must clearly reflect their active allegiance to the implementation of these policies within their units.

EEO is a goal which is vital to our success as an Agency and our progress as a nation. My plan is to expand the total number of Target Groups within the work force of this Agency and to encourage contractors and grant recipients to do the same.

The following EEO 10-point Program Plan is intended to ensure that there is steady progress toward increasing diversity in our work force:

1. Affirmative Action Committee: An Affirmative Action Committee will be formed, within the Agency, to monitor each Agency element's progress under these initiatives and determine additional steps to be taken to increase the quality and improve the distribution of the Target Groups within our work force. The results will be reported to me semi-annually through the Office of Civil Rights. The Office of Civil Rights will provide administrative support to the task force committee.

2. Accountability: Managers and supervisors are personally accountable for achievements in equal opportunity. Specific affirmative action objectives will be included in their annual performance plans and results achieved will be one of the factors in the evaluation of managerial effectiveness. These annual performance plans must require a combination of eight hours annually of EEO-related actives, which may consist of:

3. Training and Development: Managers and supervisors should use mechanisms, such as the Office of Civil Rights Mentoring Program and Individual Development Plans, to assist the Target Groups in identifying and attaining career training and developmental experiences. High potential employees, including members of Target Groups, should be encouraged to explore and pursue management training to prepare them to compete for management positions. Developmental assignments with other agencies, which have programs similar to those of USIA, should be used to provide employees additional worthwhile work experience.

4. Resolution of EEO Complaints: I anticipate full cooperation of all individuals in the swift and efficient processing and resolution of EEO complaints. That means vigorous support of the EEO Counselor as well as constructive participation on all investigations and settlements. The Office of Civil Rights will reduce the average completion time for USIA's processing of discrimination charges, consistent with the standards of the Equal Employment Opportunity Commission.

5. Family Concerns: Child care, parental care, two income families, and other family concerns are important issues to be addressed with sensitivity. Managers should explore ways to confront these issues, i.e., initiating cooperative efforts with other employees, expanding the use of job-sharing, flextime and maxiflex scheduling, and identifying existing referral services to deal with these needs.

6. Reasonable Accommodation: USIA will make reasonable accommodation to the known physical or mental limitations of an applicant or employee who is a qualified individual with a disability unless the Agency can demonstrate that the accommodation would impose an undue hardship on the operations of its program.

7. Increase Hiring of Target Groups: Working with the Office of Civil Rights and their personnel office, managers and supervisors must assist in identifying recruitment sources that have the potential to add Target Group individuals to the pool of candidates for their position vacancies. Additionally, all Agency elements should make full use of special appointing authorities, which cover:

In addition, I am directing the Office of Civil Rights and the Office of Personnel to explore the possibility of implementing the Senior Executive Candidate Development Program. Recruitment for this program would include special outreach to women, minorities, and people with disabilities.

8. Promotion: All Agency Elements should have an Upward Mobility Program plan. These programs should be monitored to determine if they are being utilized and whether changes are needed.

9. Specific skills: Certain areas within USIA are consistently searching for people with specific skills such as foreign language proficiency. These needs should be identified and the Target Groups should be included in the effort to fill in these specialized areas.

10. EEO Accomplishments Awards: The Agency's Incentive Awards Program provides a number of ways to recognize the EEO accomplishments of employees and managers: the Award for Achievement in Equal Employment Opportunity, the Executive Service Awards, and the Meritorious Service Awards may be given for achievement in EEO.

Office and Bureau Managers are encouraged to exercise their authority to grant the Exceptional Service Award to employees within their areas who make notable contributions to the furtherance of their EEO plans and to recommend their employees for other appropriate EEO awards. In addition, I am hereby charging the Associate Director of Management, in consultation with the Director of the Office of Civil Rights, to solicit nominations for awards for EEO accomplishments at the same time that other nominations are solicited.

In addition, we expect USIA contractors and grantees to manage their respective EEO programs in line with the objectives expressed in this EEO 10-point Plan. Managers should consider the EEO plan implementation in evaluating a contractor's management performance under USIA contracts. Together, we can successfully execute this plan.

The EEO 10-point Plan is a guideline which will move this Agency in the right direction. It is meant to be a stimulus, not a limitation. Working together, we can achieve a high level of achievement and become a model Agency in the Federal Government.

Joseph Duffey

March 24, 1994