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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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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

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

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

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

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

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

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

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

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

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

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

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

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

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