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Tables for Status and Impact of Direct Reporting Structures for Federal Agencies

Figure 1. Direct Reporting Structure at Small Federal Agencies, FY 2019 and FY 2020

Responses on MD-715 and 462 Reports FY 2019 FY 2020
Y - MD-715 & 462 23 8
Y - MD-715 / N - 462 3 1
N - MD-715 / Y - 462 2 1
N - MD-715 & 462 2 1
NRF/NA on at least one report 16 38
Not Required to Report 3 0

Notes: FY = Fiscal Year. Y = Yes. N = No. NRF = No Report Filed. NA = Not Available.

Source: U.S. Equal Employment Opportunity Commission.

Figure 2. Direct Reporting Structure at Mid-Size Federal Agencies, FY 2019 and FY 2020

Responses on MD-715 and 462 Reports FY 2019 FY 2020
Y - MD-715 & 462 10 3
Y - MD-715 / N - 462 0 0
N - MD-715 / Y - 462 0 0
N - MD-715 & 462 2 0
NRF/NA on at least one report 4 10
Not Required to Report 2 5

Notes: FY = Fiscal Year. Y = Yes. N = No. NRF = No Report Filed. NA = Not Available.

Source: U.S. Equal Employment Opportunity Commission.

Figure 3. Direct Reporting Structure at Large Federal Agencies, FY 2019 and FY 2020

Responses on MD-715 and 462 Reports FY 2019 FY 2020
Y - MD-715 & 462 44 13
Y - MD-715 / N - 462 20 12
N - MD-715 / Y - 462 8 1
N - MD-715 & 462 23 5
NRF/NA on at least one report 11 82
Not Required to Report 13 6

Notes: FY = Fiscal Year. Y = Yes. N = No. NRF = No Report Filed. NA = Not Available.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 4. Direct Reporting Structure at Cabinet-Level Agencies, FY 2019 and FY 2020

Responses on MD-715 and 462 Reports FY 2019 FY 2020
Y - MD-715 & 462 4 1
Y - MD-715 / N - 462 2 2
N - MD-715 / Y - 462 1 0
N - MD-715 & 462 4 2
NRF/NA on at least one report 3 8
Not Required to Report 0 1

Notes: FY = Fiscal Year. Y = Yes. N = No. NRF = No Report Filed. NA = Not Available.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 5. Direct Reporting Structure at National Guard Offices, FY 2019 and FY 2020

Responses on MD-715 and 462 Reports FY 2019 FY 2020
Y - MD-715 & 462 11 4
Y - MD-715 / N - 462 4 9
N - MD-715 / Y - 462 6 0
N - MD-715 & 462 20 1
NRF/NA on at least one report 3 39
Not Required to Report 9 0

Notes: FY = Fiscal Year. Y = Yes. N = No. NRF = No Report Filed. NA = Not Available.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 6. Current Grade Level of EEO Directors or Collateral Duty EEO Directors Under a Direct Reporting Structure

  Current Grade level
Not an EEO director or collateral duty EEO director 2.86%
GS 7-11 or equivalent 0
GS 12 or equivalent 8.57%
GS 13 or equivalent 6.67%
GS 14 or equivalent 12.38%
GS 15 or equivalent 41.90%
SES or equivalent 22.86%

Notes: GS = General Schedule. SES = Senior Executive Service.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 7. Current Grade Level of EEO Directors or Collateral Duty EEO Directors Without a Direct Reporting Structure

  Current Grade Level
Other 1.33%
Not an EEO director or collateral duty EEO director 6.67%
GS 7-11 or equivalent 4%
GS 12 or equivalent 6.67%
GS 13 or equivalent 2.67%
GS 14 or equivalent 14.67%
GS 15 or equivalent 44%
SES or equivalent 20%

Notes: GS = General Schedule. SES = Senior Executive Service. The one participant that reported “Other” was at AGR CW4, a military pay band.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 8. Perceived Impact of a Direct Reporting Structure on Agency’s EEO program

Very Positive Effect 72.4%
Positive Effect 20.0%
Neither Positive or Negative Effect 7.6%

Note: No agency stated that a direct reporting structure would have a negative or very negative effect on its EEO program.

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 9. Length of Time Agency Has Had a Direct Reporting Structure

More than three years 78.2%
One or two years 8.9%
One year or less 14.9%

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 10. Frequency of Communication Between EEO Personnel and Agency Head

Communication Basis Number of Respondents
Daily/Weekly 47
Biweekly 21
Monthly 28
Annually/Rarely 2
No regular communication 3

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 11. What steps did you take in your attempt to obtain a direct reporting structure?

Steps Taken (check all that apply) Percent of Respondents
Discussed w/ agency leadership 39.5%
Requested via memorandum to agency leadership 15.6%
Requested guidance and support from EEOC 15.6%
Other methods 15.6%

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 12. Official to Whom EEO Personnel Report to at Agencies Without a Direct Reporting Structure

COO/CEO or equivalent 19
Human Capital Officer 7
Other (please specify) 48

Notes: COO = Chief Operating Officer. CEO = Chief Executive Officer. “Other” includes the Deputy Associate Administrator, Chief of Staff, and the Senior Advisor to the Director.

Source: U.S. Equal Employment Opportunity Commission

 

Figure 13. Perceived Impact of a Direct Reporting Structure on EEO programs aAgencies Without Such a Structure

Positive 77.0%
Neither positive or negative 19.0%
Negative 4.0%

Source: U.S. Equal Employment Opportunity Commission.

 

Figure 14. What steps did you take in your attempt to obtain a direct reporting structure?

Steps Taken (check all that apply) Number of Respondents
Discussed w/ agency leadership 38
Requested via memorandum to agency leadership 15
Requested guidance and support from EEOC 15
Other methods 15