Disabilities Includes a Review Affirmative Action Plan of ...

[Pages:22]Disabilities

Affirmative Action Plan

For Minorities, Females & Individuals with

Disabilities Fiscal Year 2017

Includes a Review of the 2016 Achievements and Goals for 2017

Arlington County Government Arlington Virginia Mark Schwartz County Manager Raul Torres, Esq. Asst. County Manager Antonio Acevedo, MBA, J.D. Compliance Programs Mgr. Office of the County Manager Human Rights Commission & EEO/ADA

Table of Contents

I. Introduction .........................................................................................3 II. Responsibility for Implementation ................................................................. 3 III. Workforce Analysis, Demographics and County Workforce................................ 4

a. Review of Personnel Actions ........................................................ 4 IV. Goals & Achievements.............................................................................5

a. Diversity Five Year Countywide Goals ........................................... .5 V. Program Strategies for Special Focus Recruitment Efforts ..................................6 VI. Availability Analysis ...............................................................................8 VII. Identification of Barriers & Problem Areas...................................................9 VIII. Strategies to Achieve Affirmative Action Goals.............................................10 IX. Tables .............................................................................................11

Table 1- Demographics & County Workforce...........................................................11 Table 2 ? 4 Personnel Actions......................................................................................12 Table 5 Goals Achieved..............................................................................................15 Table 6 Placement Goals...................................................................... 16 Table 7 Diversity Targeted 5 Year Goals....................................................17 X. Recommendations & Conclusion................................................................18 XI. Appendix...........................................................................................20

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I. Introduction A.R. 2.9 ? 2

In the preparation of this Affirmative Action Plan (AAP), the Office of Human Rights used as a guide, the County's Equal Opportunity Policy adopted by the Arlington County Board on June 24, 1995. Also, Arlington County's Administrative Regulation 2.9, and federal guidelines issued by the Equal Employment Opportunity Commission (EEOC) in 29 CFR, Chapter 1608. The goals adopted in this plan can be attained by good faith efforts applied through its implementation. These goals are not quotas and are not intended to discriminate against an individual otherwise qualified for an employment opportunity.

In developing this affirmative action plan, the County performed a workforce utilization analysis, a job group analysis, and an availability analysis. Each job group was analyzed. The plan represents the County's efforts and strategies to implement the Equal Employment Opportunity Policy (EEO)1 and maintain a diverse workforce. The analysis of employment data shows a commitment to equal employment opportunity. The data does not show evidence of systemic discriminatory employment practices.

The basis for the data analysis provided in this plan is information obtained from several sources, including the Arlington County Department of Human Resources and the U.S. Census Bureau. The foundation for the analysis is based on data available as of June 30, 2016.

II. Responsibility for Implementation

The County Manager has overall responsibility for the implementation of the Equal Employment Opportunity and Affirmative Action Plan (AAP). The County Manager has assigned primary management responsibility for ensuring full compliance with the program to the Assistant County Manager for Human Rights & EEO. The Assistant County Manager develops policy statements and internal and external communications to ensure an efficient affirmative plan implementation. The recruitment responsibility belongs to the Director of Human Resources, department directors and managers share the accountability for the hiring decisions and meeting the AAP goals. The County Manager actively supports the AAP and afford the resources and assistance whenever needed. Arlington County is a local government committed by its vision statement to diversity and inclusiveness.

The County Manager delegated to the Assistant County Manager for Human Rights and EEO, authority to take action, communicate policies, and pursue solutions to problems that might encumber the progress of the Affirmative Action Plan. The EEO Standing Committee of the Human Rights Commission is composed of residents and employees of Arlington County and provide advice and support to the County in the development of this plan.

1 Administrative Regulation 2.9?2

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III. Analysis of Personnel Actions

The Affirmative Action Plan (AAP) covers all Arlington County government employees. Pursuant to A.R. 2.9 ? 3.3 employees in Constitutional Offices are included in the analysis but these employees are not under the responsibility of the County Manager.

A. Composition and Analysis of the Workforce A.R. 2.9 ? 3.3

As of June 30, 2016, the workforce had 3,522 employees of which 1,758 (49.9%) were minorities, and 1,764 (50.1%) were non-minorities. When further divided by gender, the workforce had a composition of 1,627(46.2%) females and 1,895 (53.8%) males. Women are analyzed as a minority group2. There was a net increase of 87 (2.5%) employees in the County's workforce from the previous fiscal year.3

The workforce was compared to the 2010 U.S. Census Bureau report on estimated availability. The result of this analysis determines if there is underutilization by job group, and the need to establish placement goals pursuant to Administrative Regulation 2.9 ?3.4-5. An underutilization analysis was done based on U.S. Census population data of the qualified workforce and the application of a standard deviation test.

B. Review of Personnel Actions

Personnel actions were analyzed to identify any impediment to equal employment opportunities. These personnel actions included applications received and screened for employment, hiring, promotions, terminations, employment offers, compensation, and disability accommodations. (EEO Policy ?B.2; A.R.2.9 ?3.1 & 3.4.)

Applicants

The flow of applicants reveals that from the total of 40,481 persons that applied, 25.1% were qualified minorities. The percentage of qualified female applicants was 55.3%4, and the percentage of qualified non-minority applicants was 11.6 %. Qualified applicants with no racegender identification represented 1.6% of the total. There were 15,491 qualified employment applicants reported during the fiscal year, which included 10,165 (65.7%) qualified minorities. This represents an increase of 1.7% qualified minority applicants over the previous fiscal year. There were 4,680 (30.2%) qualified non-minority applicants. The analysis revealed that the percentage of minority applicants compares favorably with the general availability in the respective categories. Qualified applicants by group: American Indians 85 (.55%) Asians 1,016 (6.56%); Blacks 7,240 (46.73%); Hispanics 1,768 (11.41%); Pacific Islanders 56 (0.36%); nonminority 4,680 (30.21%) no race-gender identification 646 (4.17%).

2 See the Workforce demographic profile at page 10. 3 Previous year total workforce 3,435. 4 An increase of 2.8% over the previous year.

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As the groups moved through the recruitment & selection processes, the overall rate of applicants that moved on to the qualified stage was 38%. The rate of the minorities advancing to the qualified stage was 39.7% and the rate of the non-minority was 37.3%. The minorities were deemed to be qualified at 106.4% over the rate of the non-minority. There were 10,165 qualified minority applicants for referral and selection as candidates. There were 4,680 non-minority qualified applicants. The rate of females deemed qualified applicants was 39.9% and the rate for qualified male applicants was 35.5%. Females were deemed to be qualified at a rate of 112.3% over the rate of males. See, Applicants Table on page 12 for how selection rates are derived.5

Hires

Arlington County hired 363 employees in fiscal year 2016. These hires included 192 minorities (52.9%), 192 females (52.9 %), 171 males (47.1%) and 171 (47.1%) non-minority. Based on the number of qualified applicants the statistical expectation for minority hires was 248. The hiring of majority candidates over minority candidates from the pool reveals a standard deviation gap of 6.47%. There were 7 minority new hires and 8 minority promotions into positions with AAP goals during FY 2016. The Police and Fire Departments hiring results signal a continued positive, affirmative action trend.6 The Department of Human Services made significant contributions to the AAP goals.

Promotion Practices

Sixty one 61 (42.7%) of the promoted 143 employees in FY16 under the jurisdiction of the County Manager were minorities, and 8 (5.6%) of the promotions were into positions with AAP goals. Therefore, promotions represent an area of substantial employment opportunity for the development and advancement of minorities and female employees. The constitutional officers promoted 38 employees of which 22 (57.8%) were minorities. See, Advancement and Development Table on page 13.

Separations

In FY 2016, resignations (167) and retirements (99) accounted for 88.9% of the voluntary separations excluding deaths (5). There were 25 (8.36%) involuntary separations. See, Separations Table on page 14.

Individuals with disabilities

In FY16, the County granted eight (8) requests for reasonable accommodations. Seven (7) were given to employees and one (1) was awarded to an applicant for employment. No request for a reasonable accommodation to participate in the application process was denied. The employment application process, with its accommodation component, results in a non-discriminatory process

5 Females appear to have overcome employment barriers, with the overall hiring rate of 99%. These selection rates are a reflection of the County commitment to diversity.

6 Fire, DHS and Police were the main contributors of this positive impact.

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for employment applicants with disabilities. There were no new hires that self-identified as disabled in FY 2016. IV. Goals and Achievements The County achieved or advanced its AAP goals in four of the seven job groups where there were goals in 2016 by hiring diverse applicants and females into positions where employment goals had been established. See, Goals Achieved Table on page 15. Placement Goals The County established goals during 2016 to improve the representation of female and minorities in job groups and sub-groups where the Census data and market availability indicated an opportunity to increase diversity in the workforce. See Placement Goals Table on page 16. Five (5) Year Diversity Target Goals Between 2011 and 2016, the employment of females and minorities have been targeted to positions and job groups where it has been difficult to recruit and meet their availability in the market. This targeting responds to the County leadership's efforts to promote and increase diversity at all levels. See Diversity Targeted 5 Year Countywide Goals on page 17.

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V. Program Strategies for Special Focus Recruitment Efforts - A.R. 2.9 ? 2.1 Where there is an opportunity to hire or promote a minority or female in any of the job groups, in which goals exist, departments should consider hiring qualified minorities and females. Also,

a. Continue implementing outreach plans that encourage qualified minorities to apply for employment with the County harvesting more diverse hires and developing strategies to attract and recruit from a more diverse pool of applicants. The plan should be carried out by the Department of Human Resources (HR). 7

b. County departments should continue to focus recruitment efforts, which address AAP goals when developing recruitment strategies.

c. Continue to monitor the composition of the interview and selection panels. d. Consider the progress made towards achieving AAP goals as an element of the hiring

manager's annual performance evaluation criteria. e. Implement recommendations contained in the barrier analysis report.

Persons with Disabilities During FY 2016 there were no documented disabled hires. The County realizes that investing in programs to improve and promote the employment of persons with disabilities is in the best interest and well-being of the community and the workforce. Notwithstanding, the recruitment of persons with disabilities continues to present a challenge.

7 Renewing its focus on employment brand awareness to diverse age groups using social media and updating the Arlington County Jobs website. Arlington County started using the LinkedIn group for Arlington County Careers as well as a Facebook account for advertising hard-to-fill openings.

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VI. Availability Analysis

A.R. 2.9 (2.1) (II.)

The availability analysis under A.R. 2.9 takes into account the relevant labor markets from which applicants for County positions can be expected to apply and the current incumbency vs. the estimated availability in the market as indicated by the US Census data. An analysis of the patterns of hiring and promotions from the available employment data, for each of the 15 job groups was done.

The proportion of employees who entered the county job groups directly as external hires and the proportion that entered the job groups through internal promotions was established. Where a job group had different job titles that carried different availability rates, we calculated a composite availability figure.

The availability data was developed separately for minorities and women. For each job group, the analysis examines two potential areas of availability: individuals with the requisite skills outside the County government workforce (external availability) and those within the Arlington County government who could be promoted (internal availability). For the purpose of determining external availability, the United States was defined as the recruitment area for those job groups with a national recruitment effort and the Washington, DC-MD-VA for those job groups with a local recruitment area.8 The source for the above statistics is the United States Department of Commerce 2010 Census and updates as released by the US Census Bureau. See, Placement Goals and Diversity Tables on page 16-17.

8 Washington Metro Area includes District of Columbia; Calvert County, MD; Charles County, MD; Frederick County, MD; Montgomery County, MD; Prince George's County, MD; Arlington County, VA; Fairfax County, VA, Fauquier County, Clarke, Warren Counties, VA; Loudon County, VA; Prince William County, Manassas County, Manassas City, VA; Spotsylvania County, VA; Stafford County, VA; Alexandria City, VA; Fairfax City, Falls Church City, VA; Fredericksburg City, VA. In some cases, pools were extended to Pennsylvania, West Virginia and New Jersey in particular for firefighter applicants.

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