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ORGANIZATION OF EEO
Although the single most important aspect of an
effective EEO program is commitment from top to bottom,
certainly the second most important consideration is an
efficient organizational structure. The development of
such a structure must consider the mission of EEO and the
larger organization within which it must lunction.
As stated in the introduction to this report, Equal
Employment Opportunity is the state that exists when all
people in any given employment can go as far as their
ability and willingness to accept challenge will take them.
But we recognize that because of discrimination and social
attitudes past and present, all people do not have an
equal start. Positive action is required to assure the
equitable representation of all races, sexes and ethnic
backgrounds throughout all levels of employment in the
In the Department of Labor this translates into
equi table distribution of all employees across all GS
grade levels. The methods to achieve this objective are
discussed elsewhere in this report.
The concern here is
how best to organize our efforts to reach this goal.
This section of the Task Force Report will examine
the present structure of EEO now and how the organization
can be improved to accomplish EEO goals.
the Secretary of Labor directly to the heads of each
Administration and Office.
The heads of the A&O's de
signate EEO Co-ordinators to assist them in carrying
out their responsibilities.
The Assistant Secretary for
Administration is designated the EEO Director and is given
authority to provide leadership and assistance to the
There is, further, an EEO Officer who is to
assist the EEO Director, and who is responsible for
receiving formal complaints of discrimination.
Order also provides for EEO Counselors who are respon
sible for receiving informal complaints.
The Order states
that the A&O's must submit a yearly EEO affirmative action
plan to the EEO Director and include EEO progress in
Secretary to the heads of A&O's, the Secretary's Order
immediately spreads responsibility for EEO in eight dir
This allows for a considerable amount of leeway
in EEO activity.
Furthermore, responsibility zigzags
back and forth from the A&O's to the Office of the
Assistant Secretary for Administration.
This results in
confusion as to where responsibility and authority lie.
(See Appendix E-l). As the Civil Service Commission
pointed out in a letter to the EEO Director dated Sept
ember 28, 1970:
"Our reaction is that the Plan does not
reflect enough personal involvement and positive direc
tion from the top levels of the Department.
to us that the Plan leaves too much to the discretion of
the various Administrations and Offices."
It also stated
that, "rather than being 'requested', each Administration
should be required to undertake job restructuring acti
vities, and they should cover more than one occupational
series." Along wi th criticizing the absence of central
ized EEO leadership, the letter faulted the Department's
Action Plan for merely stating good intentions while
specifying few concrete goals.
Another problem arising from the delegation of re
sponsibility to the A&O's is the lack of communication
among people who work in EEO.
There is no provision for
co-ordination of these programs and little actual exchange
of ideas. In fact, many individuals who are concerned
with EEO are completely unaware of what occurs in other
While the EEO Director receives EEO Plans from the
A&O's, he does not have the authority to set minimum
standards for these plans.
He is, however, held respon
sible by the Civil Service Commission for the Department
wide EEO Action Plan (which must cover the A&O's.)