Underrepresentation of African Americans in the
Forest Service
Problems and Solutions
By
The
African American Strategy Group
Resource Group
USDA Forest Service
August 6th 2004
Underrepresentation of African Americans In the
Forest Service
Problems and Solutions
ABSTRACT
By
James L. Howard
AASG Lead Facilitator
The African American Strategy Group (AASG) has completed its workforce analysis for
African American employees in the Forest Service (FS) during fiscal year 2004. This analysis
has heightened AASG awareness of the problems that contribute to the low workforce
participation rate of African Americans (AA) in the Forest Service. The AASG notes recent
accomplishments by the FS in the hiring of diversity candidates to regional Forester
positions. We also support fully the student hiring initiatives instituted by the FS. However,
the fact remains that AA employment has been at a plateau of 4 percent for more than two
decades. The major barriers to correcting AA underrepresentation in the FS are fragmentation
within resource organizations, white backlash, and inadequate hiring and selection
procedures. Many organizations that were developed to provide solutions to the problem of
AA underrepresentation continue to focus on objectives and approaches that have been
unsuccessful for decades. Organizations such as the African American Advisory Council
(AAAC) have become fragmented around issues that do not affect the bottom line, such as
outreach and diversity awareness. White backlash is a major factor in preventing many high
level AAs from stepping forward to help illuminate and solve the issue of
underrepresentation. To correct faulty hiring and selection procedures, we propose the
Quality in Hiring approach used by the Forest Products Laboratory, which incorporates
accountability upward through the rank and file. We recommend a restructuring of CR
directors in field locations. These directors could be affected by white backlash and should be
placed under the supervision of the National Civil Rights Director
Keywords: Backlash, fragmentation, underrepresentation
Introduction
African American employees are a vital part of the Forest Service (FS). The AASG was
created to provide an African American (AA) perspective to assist the Forest Service achieve
its mission and vision, which includes multiculturalism and diversity in all aspects of
organizational life. To accomplish our primary goal of AA representation within every
aspect of the Agency, the AASG continues to operate under the original charter, which states
that the AASG will serve as the conduit to the Chief for ideas and suggestions related to
present and future FS policies and practices—particularly those issues that affect the careers
of AA employees. The vision for the AASG is not new and remains a most difficult
2
challenge. However, the AASG remains hopeful and certain that one day Forest Service
employees will reflect our diverse society in all aspects of organizational life, and that the
Agency shall truly become the employer of choice for all people regardless of race, color,
religion, disability, gender, or age. The priority issue concerning AASG is the current 4
percent employment level for FS AA employees (Appendix 3).
Forest Service Employees
The FS employment level for AA employees continues to trail that of white employees in
terms of overall workforce representation (Table 1). Analysis of population census data
(2002 Census) shows that AAs makes up 13 percent of the general population and Whites 68
percent. AA employee representation throughout the GS scale is relatively flat, fluctuating
around 4 percent. This flat representation is quite divergent when compared to other ethnic
groups (see graph 1). At the upper management level, the FS has done a good job with
diversity hiring, especially with the recent hiring of AA regional Foresters, but the FS still
has work to do to be fully compliant in AA hiring in positions other than those in the Senior
Executive Service. Some regions have decade-old problems. For example, since its
inception more than 90 years ago, the Forest Products Laboratory has never had an AA
supervisor.
As the National data in Tables 1 and 2 reveal, the overwhelming issue that emerges is one of
underrepresentation of AAs or overrepresentation of Whites. Using census data (Table 2) as
the basis for determining workforce participation rates by race, Whites should only make up
68 percent of total FS employment, instead of the current 84 percent. In the general
population Whites make up 68 percent of the population, AAs 13 percent, Hispanics
13 percent, Asians 4 percent, and other groups 2 percent. There is no clear explanation for
this discrepancy, but actions should be taken to correct this disparity across races. The
correction of this disparity would support the Agency 2004 Civil Rights Plan Indicator 3.1.1,
which states that the Agency uses Federally mandated plans to (1) assess underrepresentation
(2) target improvement, and (3) develop and implement effective strategies for improving
diversity. AASG believes that the vagueness of these CR Indicators is a leading cause of
underrepresentation in the FS workforce. The measures of success of these indicators tend to
also be vague, thereby making it difficult to pinpoint the problem and develop appropriate
solutions.
Fragmentation
The goal of the FS 2004 Civil Rights and Performance Plan continues to be to increase the
underrepresentation of protected groups. Yet, AA employment has been 4 percent for two
decades. Also, the 2004 mid-year update of Workforce Planning Measures indicates that no
progress is being made in the hiring of AA employees. Many organizations that were
developed to provide solutions to the problem of AA underrepresentation, such as the African
American Advisory Council (AAAC), have become fragmented in focusing on objectives
that do not affect the bottom line, such as diversity awareness and outreach. For example,
outreach to organizations such as the NAACP and Urban League seems to be done to gain
political capital for the Agency and, to date has not helped to increase the employment level
of AAs in the FS. If outreach and diversity awareness are viable objectives, then there must
be a clear statement of the problem that drives these efforts. The success of resource group
3
activities must be measured by FS AA labor force participation rates. Outreach and diversity
awareness are not ends in themselves but a means to accomplish increased hiring.
White Backlash
The representation of AAs in upper management positions continues to fluctuate around the
full compliance level. The belief has always been that decisions and direction from the top of
the FS management pyramid are needed to correct minority underrepresentation. Because of
this belief and the high representation of AAs in upper management positions, the question
often arises as to why AAs are still struggling to achieve full employment levels in the FS. It
is the belief of AASG that white backlash plays a crucial role in the reluctance of AA
managers to come forward in regards to the issue of underrepresentation. White backlash is
defined as reprisal actions taken by whites holding positions of influence against those who
may be white or non-white resulting in a lack of career development or career threatening. It
is believed by many that the fear of white backlash is a leading reason why many AAs in
upper management tend to be passive and not engaged in issues of underrepresentation.
There have been numerous reprisal cases in the FS. At one point reprisal panels were
established, but they were discontinued after a short while. If employees feel that managers
aren’t to be held accountable for reprisal actions, then they will be hesitant to voice opinions
on issues of concern. The only protection FS employees currently have against reprisals is
through union membership. In order for employment percentages of AAs and other protected
groups to rise to their appropriate FS levels, White employment will either need to decline or
hold steady while considerable minority hiring occurs. White backlash is cited as the
primary reason why this hasn’t occurred.
White backlash does not always take the form of direct reprisals. It can also take the form of
inactivity, a form of passive reprisal. Managers in various locations around the country
simply can remain silent or take no action, for example, by not using hiring initiatives that
would increase AA hiring. On July 1, 2004, the FS Deputy Chief for Business Operations
issued a letter indicating that the Student Career Experience Program (SCEP), as well as
other recruitment tools and external hiring authorities, should be used to meet future skill
needs and increase diversity of the workforce. He indicated that to date very little progress
had been made in minority recruitment. This inactivity or passive reprisal is the result of the
lack of accountability in the Agency. Programs such as the Scientific Recruitment Initiative
(SRI) were established specifically to increase the representation of underrepresented groups.
If managers were held accountable for FS AA underrepresentation through performance
ratings, these recruitment programs would be used more and progress could be made toward
full compliance of diversity goals. If the Agency were to take appropriate disciplinary or
corrective action when evidence indicates reprisals are occurring, either outright or passive,
the fear of white backlash would be minimized.
Standardize Hiring
One of the major problems facing the FS in the attempt to increase the workforce
participation rate for AAs is the hiring and selection procedure. Many locations do not
incorporate simple outreach procedures as part of each job vacancy. Programs such as SCEP
are being used to circumvent the faulty hiring approach taken in many locations. While such
programs are good, they need to accompany a regular hiring approach, which includes
mandatory outreach by vacant position. We propose as a solution an approach already used
4
successfully at one FS location (Appendix 2). By using the Quality in Hiring approach, as
well as student initiatives, the Forest Products Laboratory (FPL) has the most diverse
workforce of any FS station. Although some problems remain such as the lack of AA in
supervisory positions, FPL stands as the model for other locations wishing to improve their
diversity record. The Quality in Hiring approach can be adapted and used at other FS
locations. The AASG proposes this standard approach to hiring because it incorporates
accountability upward through the rank and file, and this approach has already yielded
proven results. The AASG recommends that serious consideration be given to the Quality in
Hiring approach as a tool for improving FS diversity attainment levels.
Concluding Remarks
On July 1, 2004, the update of Workforce Planning Measures was released to FS
management. It was emphasized that the Agency as a whole should utilize the full range of
hiring options in moving toward key workforce management objectives, one of which is an
increase in minority hiring. The report also mentions the lack in diversity gains. The AASG
have noted the recent accomplishments by the FS in the hiring of diversity candidates to
regional Forester positions. Although these are noteworthy hires we still feel that more needs
to be done to reach full compliance levels, especially since we expect national AA
employment levels to fall significantly after the impact of A-76 is fully realized. We support
fully the student hiring initiatives instituted by the FS. But unless bold steps are taken, such
as instituting an FS-wide standardized hiring policy as well as improving FS accountability;
we will continue to drift further from the 12 percent minimum employment level for AAs.
Student initiatives and external hiring authorities alone cannot achieve this objective. The
impact of white backlash or reprisal must be dealt with because it stunts the constructive
dialog that could be occurring between minority and non-minority managers. The lack of
supervisory training, accountability, and disciplinary action is systematic and results in other
agency failures. Also a CR Impact analysis should be done to measure the impact of A-76 on
AA FS employment levels, considering the high concentration of AAs in affected positions.
We recommend a restructuring of the CR directors in field locations. These directors could
be affected by white backlash and should be placed under the supervision of the National
Civil Rights Director.
5
Sources of Information
Business Operations. Human Resources Management. United States Forest Service. Update
of Workforce Planning Measures. 2004.
Civil Rights. United States Forest Service. Evaluation Criteria Performance in Civil Rights.
2004.
Civil Rights. United States Forest Service. Agency Civil Rights Performance Plan and SelfAssessment Report. 2004.
United States Department of Agriculture. Report of the Forest Service Fiscal Year 2002.
P.269. May 2003.
United States Department of Agriculture. Executive Summary. Evaluation Report. Towards
a Multicultural Organization. 1998.
United States Department of Agriculture. Civil Rights at the United States Department of
Agriculture. One year of Change. Civil Rights Implementation Team. March 1998.
United States Department of Agriculture. Civil Rights at the United States Department of
Agriculture. A Report by the Civil Rights Action Team. February 1997.
United States Department of Agriculture. Implementation of the Civil Rights Action Team
Report at USDA. An Interim Progress Report. September 1997.
United States Department of Agriculture. Forest Service. Toward a Multicultural
Organization. Report of the USDA Forest Service Task Force on Work Force Diversity.
March 1991.
6
Appendix 1
Table - 1
GS-Grade
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
SES
Total
Forest Service Employment 2002 Actual
African American
White
Male
Female
Male
Female
1
2
15
44
59
39
88
13
97
2
71
60
60
11
8
6
576
0
3
5
46
78
66
103
26
95
2
88
82
72
26
8
3
703
0
4
80
617
1,214
1,054
1,899
458
3,074
156
3,020
1,864
1,365
458
261
29
15553
1
7
68
546
1,202
838
1,553
319
1,924
19
1,653
926
595
162
81
14
9908
Percent
Total
Other1/
25%
26%
10%
6%
4%
4%
5%
4%
3%
2%
3%
4%
6%
5%
4%
16%
4%
4
19
205
1,515
3,051
2,359
4,235
973
5,822
195
5,319
3,226
2,318
729
392
55
30417
2
3
37
262
498
362
592
157
632
16
487
294
226
72
34
3
3677
Source: Report of the Forest Service FY 2002
Percent: African American by Grade.
Total: Total Forest Service Employment, which includes all groups.
Exclusion: Data does not include WG, WL, and WG employees.
1/ Includes: American Indian/Alaskan Native, Asian/Pacific Islander, & Hispanic
Table - 2
Total Pop
288,369.00
Whites
196,845.00
2002 Population Census Actual
Black
36,746.00
Asian
11,559.00
Source: Statistical Abstract of the United States 2003.
Values: In Thousands.
7
Hispanic
38,761.00
Percent Percent
White
Black
68%
13%
Forest Service Employment 2002 Actual
SES
African American
White
15
14
13
12
11
GS-Grade
10
9
8
7
6
5
4
3
2
1
0
500
1000
1500
2000
2500
3000
Actual Employees
Graph 1.
8
3500
4000
4500
5000
Appendix 2
Standardized Forest Service
QUALITY IN HIRING POLICY
Policy
Recruitment and initial selection only, not post appointment issues. Policy should be
reviewed by Partnership Council every 5 years or as problems or issues arise.
Process
This process is to be used for all permanent positions excluding non-competitive
appointments.
A. In conformance with approved staffing plans, supervisor prepares PD and
“Knowledge, Skills, and Abilities” and submits with SF-52 to AD.
B. AD brings request to Director/AD meeting for approval.
C. If position is approved, Human Resources (HR) notifies the supervisor, Quality in
Hiring Pool (QIH Pool), CREDO and EEO Specialist via e-mail message to the QIH
Coordinator, the CREDO Co-Chairs and EEO Specialist.
D. QIH Pool and CREDO each choose a representative for the Outreach Panel and
notify the supervisor and HR of the selections.
E. Supervisor chairs Outreach Panel consisting of one member from HR, one from the
QIH Pool, one from CREDO and the EEO Specialist (when available). Panel reviews
PD, and reviews rationale for scope of advertising position (e.g. internal, FS-wide,
government-wide, and/or external).
F. The Outreach Panel reviews the Selective Placement Factors, which should rarely be
used, and the KSAs then advises the supervisor on possible changes to ensure a
diverse pool of qualified applicants.
G. The Outreach Panel develops recruitment/outreach plan. (See Responsibilities section
for more information.)
H. Position is advertised according to the outreach plan, and candidates apply.
I. HR reviews applications to identify qualified and quality candidates. When
evaluating the qualifications of applicants for specialized or technical fields, HR may
consult with a subject matter Specialist.
J. HR issues certificate(s) of candidates to supervisor.
K. Interview panel narrows list to approximately 3-5 best candidates, and the supervisor
arranges for candidates to visit FPL for interviews and seminar presentations, as
9
appropriate. The Interview Panel described in (L) assists in narrowing down the
candidates to be interviewed.
L. The supervisor convenes an Interview Panel of typically 3 to 5 members, including
the supervisor, technical peers, and the QIH representative to the outreach panel. The
interview panel develops a list of questions to ask all candidates and forwards them to
HR for review and approval prior to interviewing the candidates.
M. The Interview Panel provides evaluation of the candidate(s) to supervisor and AD.
N. Supervisor, with concurrence of AD, makes selection.
O. All application materials, evaluation notes, interview notes and other materials used
during candidate evaluation are returned to HR for filing.
P. If, at any point in the process, the supervisor determines that none of the candidates
appear to be acceptable, the supervisor, with the concurrence of the AD, asks HR
either to re-advertise the position and/or he/she rewrites the PD for the purpose of
attracting a larger pool of acceptable candidates.
Responsibilities
Supervisor of Vacant Position
A. Write accurate position description (PD) and describe the knowledge, skills, and
abilities (KSAs) required in the position. Include in the KSAs any acceptable
equivalent descriptors for the requirements of the position.
B. Chair outreach panel to develop and coordinate a comprehensive
recruitment/outreach plan that will help attract a diverse pool of qualified candidates.
C. Review all certified candidates carefully. When appropriate, bring top candidates to
FPL for interview. Expenses to be paid from unit funds, with assistance from AD, as
necessary. Conduct interview utilizing approved interview questions. Consider input
from interview panel. Have prospective scientist candidates present a technical
seminar if possible.
D. Select best candidate after thorough review of all available information and after
discussions with the AD.
E. Establish specific performance requirements and discuss with new employee in first
week of employment.
Assistant Directors (AD)
A. Review PDs and KSAs, and recruitment/outreach plan for completeness and
accuracy.
B. Require extensive outreach efforts by supervisors and ensure that supervisors are
aware of the need to adequately fund outreach efforts.
C. Emphasize important role of supervision in hiring and evaluating employees during
probationary period.
D. Review decisions on probationary employees with supervisors.
10
Director's Office Staff (DO)
A. Approve filling of positions that meet FPL priority research goals.
B. Emphasize the important role of supervision in hiring and evaluating during the
probationary period (and beyond).
Human Resources (HR)
A. Provide advice and assistance on legal and regulatory requirements of the recruitment
and selection process.
B. Provide necessary training to supervisors and QIH Pool members on interviewing
techniques.
C. Provide input and assistance for recruitment/outreach efforts, hiring process and
retention decision.
D. Notify QIH Pool Coordinator, CREDO chairperson and EEO Specialist after DO
Staff approves the filling of a position.
E. Ensure that all necessary documentation for each interview is collected from the
Interview Panel and stored appropriately in HR.
Quality in Hiring Pool (QIH)
The Quality in Hiring Pool consists of approximately ten volunteer and management
appointed members who are FPL employees and have approval of their supervisors to
participate. The Partnership Council recruits and selects QIH Pool members. The presence
of a QIH Pool member during the outreach and interview processes provides broader input
from the perspective of occupational group, professional degree, professional experience, and
KSAs. The committee establishes and maintains its own policy to serve as a guideline for all
member activities.
Pool Member:
A. Serve a two-year term, but may be reappointed for additional terms.
B. Ensures an open, fair, and equitable hiring process
C. Assist supervisors with the development of the outreach plan and in conducting
interviews.
D. Provide consistency in the interview process.
E. Safeguard the QIH Process and raise concerns during the hiring process to the QIH
Pool Coordinator.
QIH Pool Coordinator:
A. The QIH Pool coordinator is appointed by current pool members and serves as point
of contact between the QIH Pool and HR, the PC, and hiring supervisors.
B. Provides a copy of the QIH Policy to supervisors who have vacant positions.
11
C. Appoint a QIH Pool member to participate on the outreach and interview panels for
each vacant position and notifies the supervisor, HR and the Civil Rights Director of
who will be serving on the panels.
D. Safeguard the QIH Process and updates the QIH operating procedures as needed.
E. Refer problems with the policy and function of QIH Process to the Partnership
Council.
Civil Rights and Employee Development Organization (CREDO)
A. Provide a representative to the outreach panel to assist in writing an outreach plan
that will ensure target group members are sought for fair consideration.
B. Help identify and eliminate barriers to employment for target group candidates.
Subject Matter Specialist (SME)
A. Provide technical expertise in evaluating whether applicants for a position meet
minimal qualifications and/or quality experience requirements for the position being
filled when HR requests.
Partnership Council (PC)
A. Develop, review, and make changes to the QIH Policy.
B. Serve as a source of information and oversight for the QIH Pool.
C. Recruit and select employees to serve on the QIH pool.
Conflict of Interest
A. QIH Pool members (and peers) shall not serve on the Interview Panel if they have
any special relationship with any of the candidates being interviewed for the position
being filled.
B. A QIH representative should not serve on the Outreach or Interview Panels for a
position being filled by his/her own supervisor.
C. The QIH rep should not serve on a hiring panel if a candidate for the position is the
representative’s current supervisor.
D. In all cases that a QIH member is uncertain if they may be involved in a situation that
is a conflict of interest or even may appear to others it is a conflict of interest, contact
the QIH Coordinating Representative for clarification or guidance.
Confidentiality
A. The interview and selection process is a confidential process, and it involves
documents that are covered by the Privacy Act.
The interview panel members shall be instructed to keep personal information strictly
confidential and to return all materials to HR at the end of the interview process.
12
APPENDIX 3
AASG ISSUE DOCUMENT
NATIONAL ISSUE
PROBLEM: The Forest Service (FS) African American (AA) employee has been
underrepresented across the entire FS Wage Grade (WG) and General Schedule (GS) pay
scales for more than a decade. This underrepresentation is very acute at upper management
levels. Total representation has remained around the 4 percent level for many years. Past
and current programs and policies initiated to improve the wage position and overall
employment numbers of AA employee’s throughout the FS simply have not worked. This is
extremely troubling considering that current programs such as A76 will probably work to
reduce the overall number of AA employee’s in the FS.
POSITION: The position of AASG is that it is long overdue for the FS stated desire to have
the AA employee become a full functioning member of the FS. The AA employee as
outlined in “Toward a Multicultural Organization” has not been afforded the dignity and
respect due every FS employee. AA’s continue to be hired at a rate resulting in FS
employment levels well below our 13 percent general population level (2002 Census Data).
Although we are well represented at the Senior Executive Level (SES), the total employment
level for AA’s is well below the national average.
SOLUTION: Over the past two decades the FS has put many programs in place with the
intention of increasing the number of AA employee’s in the FS. Although these programs
have not worked as intended they have been successful in creating a pipeline of qualified
AA’s seeking FS employment as well as a small number of current employee’s ready for
increased assignments. The reliance on programs such as the Executive Training Program
(ETP), simply have not worked for AA’s because the ETP don’t reach low enough into the
pay scales. We simply don’t have enough employees at the GS 13-15 levels. We suggest
more local area recruitment of college students such as from the Big 10 Universities. We
cannot continue to nurture the AA student in Southern United States expecting them to fill
incompatible FS jobs West of the Mississippi. We must begin to nurture and target AA
students at other universities. We must also target currently employed qualified AA
employees for management positions. If the FS takes these bold steps we will be able to
really be viewed as the organization that treats its employees with dignity and respect.
13
AASG REGIONAL ISSUES
FOREST PRODUCTS LABORATORY
Issue description: The Forest Products Laboratory (FPL) has been unable to meet the
hiring levels for African Americans when compared to the number of African Americans
in the United States population. Anecdotal information would suggest that the reason for
the low numbers for African American employment at FPL is that they are simply not
selected for vacant position.
Possible Solution: The director of FPL must take a more active role to ensure that hiring
decisions are made that result in the agency meeting its stated long-term objectives for
workforce diversity. The director must review the decisions made by administrators and
hiring officials and take actions to guarantee that workforce diversity objectives are met.
WASHINGTON OFFICE
There are double standards for employment and career advancement in the Forest Service
that is accurately perceived by African American (AA) employees.
Issue Description: The perception given by senior management to AA employees in the
Forest Service Washington Office of National Forest System (NFS) and State & Private
Forestry (S&PF) is that you need to be in favor (good old boy network) and be a Caucasian to
advance to a leadership position. There are no, or, very lax criteria/standards for Caucasian
candidates whereas there are rigid standards for AA candidates. Furthermore, when AA
candidates comply with the rigid standards the rules automatically change and the AA
candidate is eliminated from consideration and replaced with one of the “good old boys”.
In NFS and S&PF, there are no AA Senior Executive Service candidates in leadership
positions as Director(s). Often when vacancies are advertised and an AA makes the bestqualified certification list there is procrastination by senior management to fill the position
with the qualified AA. Furthermore, the AA candidate may be the best qualified and did
outstanding in the interview process, but they still fail by not being selected. Various reasons
over the years of why an AA candidate is not chosen are that: (1) they need more field
experience (2) too young but other opportunities will be available in the future, if they wait
for their time, (3) Senior management has decided to immediately fill the position.
Possible Solutions: Being fair in promoting diversity, instead of just talking the talk, make it
happen if senior management is truly sincere in making this agency the agency of choice for
all Americans. In addition, as possible solutions are (1) in the selection process by the
selecting committee, AA representation should be established. This would promote a sense
of fairness in the selection process. (2) Promote a Diversity Agenda in the Selection Process
for all Americans of color at all grade levels.
REGION ONE
14
Issue Description: In this region, African Americans (AA) is the most under represented
group of employees. The region has upward of 3,000 employees and only five are AA. We
are hanging on in dead-end, non-supervisory, and non-management positions at the GS-5-11
positions. There is little or no mentoring, coaching, or role models to help guide AA through
this maze-like system. The outreach, recruitment, and retention issues in this region are
abysmal and no one is being held accountable. This region is not taking advantage of some
fine tools like the Student Career Experience Program (SCEP) and Student Temporary
Employment Program (STEP) to entice and recruit AA to this region. One of the best
avenues for AA to get their foot in the door in this region has all but dried up (SCEP) – there
haven’t been any AA SCEP students in this region for over a decade now. Nearly all of the
SCEP positions in this region are going to other students. And for us we continue to get the
same old lame response such we can’t find them or they won’t move up here, etc. With all of
the information, technological advancements, and mobility we have today, that response is a
cheap one. However, this does not relieve management of its responsibility of making sure
that its outreach and recruitment efforts are reaching all segments of society.
Possible Solution: We need a voice(s) at the table. Management needs to know that we exist
and we’re here to assist them in carrying out program objectives. We need an advocate in the
upper echelons to carry our message to senior management officials. All of the members of
the AASG must do their part and ensure that their respective Forest Supervisor, Regional
Forester, Director, etc., know about our situation and support our cause with action and
results. We need to continue to ask probing questions like why this… or why that…. We
(AASG) need to be proactive and mentor the younger generation (students) and trainees to
try to get them in the pipeline. In the government in general and the Forest Service in
particular, we MUST have diversity in thought, sex, and race (culture) if we are going to be
an agency of choice when it comes to employment. This diversity, for our sake, must be in
key supervisory and management positions throughout the agency.
REGIONS 2 THRU 4
Issue Description: AA’s employees are under represented in these regions.
Possible Solution: Increased selection of qualified AA candidates.
Region Five
Issue Description: In Region 5 African Americans remain underrepresented in the
workforce, most noticeably absent in Regional Management Team Leadership positions. The
Region only has one AA Staff Director, 2 AA District Rangers, and one Deputy District
Ranger.
Possible Solution: Utilize the AASG in conjunction with the CR staff to develop a Regional
Strategy with action items specific to the goal of increasing outreach and recruitment of
AA’s, particularly for managerial positions. Engage the AASG to assist in aggressively
15
marketing to the current AA workforce, the existing mentoring program, details and training
opportunities within and external to the Region.
REGIONS 6 THRU 9
Issue Description: AA’s employees are under represented in these regions.
Possible Solution: Increased selection of qualified AA candidates.
PACIFIC SOUTHWEST
Issue Description: The Pacific Southwest (PSW) Research Station has not had a permanent
EEO Manager responsible for CR programs since September 2001.
Possible Solution: The Research Station needs to hire a full time EEO/CR Manager, so that
CR programs are active, fully implemented and monitored.
Issue Description: Management is not following through with outreach to AA’s for vacancy
announcements. There is not system in place to monitor individual outreach efforts. We are
not using national system i.e. 1890 Program, National Scientist Initiative Program, or SCEP
Program as tools to build a pipeline of AA employees.
Possible Solution: The PSW Station Director should take active role in ensuring that the
managers are actively outreaching to the AA population. The Director should review all the
recruitment packages before the manager makes the selection.
16