The Office of the Secretary (OS) is committed to making this overall Departmental vision of the Department of the Interior workforce and workplace a reality. The OS plays a unique role in ensuring this vision is realized. First, the policies established and the support given by the OS to the bureaus are essential to their ability to implement and sustain efforts toward managing diversity within their organizations. Second, OS has a workforce of 770 people whose job is to establish department-wide policies, manage department-wide programs, coordinate multi-bureau program issues and manage administrative oversight and support for bureaus and offices. By virtue of its leadership and visibility, OS should serve as the model employer.

Inherent in this five-year Plan is the understanding that managing diversity is a comprehensive process for developing a workplace environment that is productive for all employees. The challenge is to ensure that the systems, policies, and practices do not benefit any one group over another, and that the differences each employee brings to the Department are respected, and used to enhance our capacity, strength, service, and adaptability as an organization. This is truly essential if we are to meet the demands of our mission into the next century.

The most common thread that runs through this Plan is that supervisors will play the key role in assuring its success, and that they will be held accountable for its implementation. Their responsibilities include direct involvement in recruitment and retention efforts, in developing ways of addressing employee issues and concerns, and in cultivating themselves in ways that improve their effectiveness as supervisors who support diversity. Not only will supervisors be evaluated on their ability to perform in these areas, they will also be expected to use these criteria when making decisions that impact the career development of subordinate supervisors.

In order to turn these responsibilities into action we have to look at the organization as a whole.

The Office of the Secretary managers and supervisors, as a team, will work in concert to assure a results-oriented approach to this Plan. This Plan supports a team approach to collective exploration of policies, procedures and activities which we will undertake in order to reach and ultimately maintain our diversity objectives. The Department's Office of Personnel Policy (PPM), the Minerals Management Service Personnel Division (HR staff) and the Office for Equal Opportunity (OEO), acting as consultants to OS, will work together to design and provide training which will enhance the supervisor's mastery of available tools in achieving results. This will be accomplished through an annual training session designed to equip supervisors with all of the needed tools, including a collective examination of the current behaviors and practices that are effective, and those that are outdated and ineffectual. Additionally, HR and OEO will hold a semiannual meeting with Office Directors to act as a checkpoint on what is working and what is unproductive, assuring continual access to information to aid the supervisors in their efforts. With Human Resources taking the lead and through the support of OEO, and the continued dialog among supervisors -- in effect, the OS team -- this Plan can and will produce results.

While we will seek sufficient budgetary resources to implement this Plan in its entirety, we are aware of our stringent budgetary situation. Consequently, many of the steps that comprise this Plan will be taken using funds available within our base. The Office of Budget will consider some pooling of base funds for this purpose in the annual financial plan. Some adjustments to the Plan may be necessary to accommodate lower than expected appropriations. Approval will be required by the Assistant Secretary - Policy, Management and Budget (PMB) and the Chief of Staff.

 To date, the OS has made genuine efforts to mirror the workforce with the cultural diversity of the nation. Unfortunately, conflicting management priorities and program initiatives over the years, coupled with continued downsizing and office realignments have made progress difficult to achieve. Workforce dynamics indicate that we are losing ground. In 1997, the OS workforce experienced a 13 percent turnover rate. Two-thirds of the separations in the OS were women and minorities (see Appendix A). This Plan will help us take steps to bring about a better understanding of our retention issues, as well as to support an even more aggressive targeted recruitment effort to achieve our workforce diversity goals.

We will strive to use this Plan in a manner that positions the OS as the employer of choice. To attract and keep a productive, highly skilled diverse workforce, every supervisor must ensure that departmental policies set by his or her office are employee friendly, and will support our workforce as its members strive to balance work and family matters.

Our aim is to be an action-oriented organization that values differences -- differences in traditions, appearances, experiences and cultures. We want to be an organization where supervisors are personally involved in recruitment and retention efforts and in the education of their employees. We want to be an organization in which supervisors accept accountability for these facets of improving diversity, and for ensuring an environment that is supportive of diversity.

Each Senior Official of the five main organizational components within OS will take positive steps to monitor and ensure Plan compliance with those under his or her responsibility. This can be accomplished through discussion during regular staff and other meetings. All supervisors in OS will be the key change agents with regard to workforce diversity. Appendix B provides a guide for plan implementation to assist them in their efforts in meeting the goals of this Plan.

Appendix C provides an organizational breakdown of the OS. Dividing the OS into five main organizational components will allow for better analysis, monitoring and measurement of diversity statistics showing progress and results.

"Supervisor(s)" is (are) defined as line management official(s) responsible for hiring, performance appraisal, employee development, discipline, and recognition.

"Senior Official(s)" refers to the person(s) who have responsibility for each of the five organizational components (as specified in Appendix C) and can act to assure Plan implementation.

"HR staff" or "HR office" refers to the Minerals Management Service Personnel Division which is the servicing personnel office for the Office of the Secretary.

"Mentor" as a noun, means a significant trusted advisor; as a verb, it means to foster a positive growth producing culture through one-on-one interactions.

"Civilian Labor Force" (CLF)⁽¹⁾

means occupation-specific representation statistics which will provide the measurement standards to identify job categories where improvements are needed.

Goal 1: Recruit a workforce that reflects the diversity of the Nation.

 

 

 

 

 

Objective A: Change recruitment strategies to attract diverse groups of highly qualified and talented applicants.

The responsibility and accountability for recruitment falls directly on the supervisor. The HR staff will act as a consultant providing annual training to supervisors, providing technical advice, guidance and support.

• Training: During FY 98, the HR staff has been providing training to OS supervisors on the recruitment process. With the HR staff taking the lead and PPM and OEO assisting with the in-house training, enhanced interactive training will be developed and offered annually including (but not limited to) available hiring authorities, how to develop a targeted recruitment plan, and techniques for conducting interviews. The HR office will hold a semiannual follow up meeting to check progress and encourage strategic efforts.

With the help of the HR staff, supervisors will be expected to review and project retirements to identify which positions are most likely to become available and whether the positions should be restructured (e.g., career ladder) to improve the likelihood of attracting a diverse pool of candidates.

• Targeted Recruitment:Beginning FY 99, HR staff and OEO will initiate guidance on which colleges have academic majors that can lead to qualified applicants in the under represented groups, and on appropriate points of contact including best approaches to those schools to be targeted.Targeted recruitment will not be limited to minority institutions. Supervisors will also be encouraged to creatively develop their own resources for locating qualified candidates. The possibility of year-round diversity internship programs will be explored. In addition, consideration should be given to the occupations where commitments are made in the Department's Government Performance Results Act (GPRA) plan.

The Office of the Secretary currently supports several developmental programs that have participants who represent broad, diverse backgrounds. Such programs include: Presidential Management Intern (PMI), the Student Career Experience Program, Outstanding Scholar, Women's Executive Leadership, Senior Executive Service Candidate Development Program (SESCDP), Team Leadership Program (TLP), Upward Mobility Positions and Restructured Positions programs. For those job categories where the OS has under representation, one yearly objective for targeted recruitment will be to fill 10 percent of OS vacancies with participants in or graduates from these programs.

The HR staff and PPM will support, whenever possible, any legislative changes to personnel laws needed in bureau efforts to enhance recruitment and retention of a diverse workforce, and will work to streamline existing policies and adopt new ones to eliminate barriers to effective targeted recruitment.

Performance Measure: Semi-Annual assessment of accessions will be conducted by OEO to track progress on statistics for people with disabilities.

• Targeted Disability Recruitment: Within the next year and for the duration of this Plan, the HR staff working with the OEO will provide supervisors with training on recruiting, interviewing, and hiring (including special hiring authorities) people with targeted disabilities. Supervisors will also receive information on reasonable accommodations and on achieving a universally accessible workplace.
• Partnership with Project Able⁽²⁾:The establishment of a partnership agreement with Project Able will be pursued by the HR staff. The purpose of the agreement will be to establish a streamlined process whereby OS supervisors can efficiently use the services of Project Able to help locate qualified disabled applicants for vacancies that arise in their offices. A partnership agreement with Project Able will ensure that at least one process is available to help OS supervisors locate qualified disabled applicants for OS position vacancies. OS supervisors may also explore other ways to reach qualified disabled applicants.

• Briefings: The Office of Educational Partnerships will provide annual briefings to supervisors on the programs available such as: The President's Committee on Employment of People with Disabilities and the Melvin C. Sharp Health School. (These programs place students with disabilities in summer positions.) Supervisors will also be informed about other educational institutions that have a large number of people with disabilities such as Gallaudet University.

 

Goal 2: Retain a workforce that reflects the diversity of the Nation.

 

Objective: Develop and use fully each employee's potential and enhance the quality of work life in order to retain a diverse workforce.

Performance Measures: In consultation with OEO, a semiannual analysis of separation data and retention trends and analysis of the results of the Worklife Survey will be conducted by the HR office.

• Work life and Supervisory Assessments: OEO will conduct assessments of work life and supervisory issues. These assessments will identify issues which are of concern to employees and which can be corrected by OS management action (this stipulation leaves out concerns about pay levels, the shrinking government workforce, laws and other areas outside OS authority). Within 90 days of its completion and based upon the results of the organizational assessment, appropriate programs and practices will be established to address the problems or concerns identified. This may include such issues as employee morale, diversity, development, retention, and similar areas that relate to employee productivity. Follow-up surveys will be conducted every two years or as needed, and independent contractors will be hired to assist if deemed necessary.

> A work life survey (covering unit work conditions, supervisory support, development, diversity, and similar topics related to productivity, satisfaction and diversity) will be conducted for organizational developmental purposes, starting this fiscal year.

> When budget permits, a 360-degree assessment of each supervisor's skills (which means that subordinates, peers, and supervisors will provide input), with emphasis on diversity issues, will be conducted by an independent contractor.

• Mentoring: All OS supervisors will be encouraged to serve as mentors to each of their subordinate supervisors and/or supervisees in order to enhance the retention of employees. This will allow them to grow through the guidance and example of those with more experience, preparing our existing workforce for new challenges. The objective will be to have each supervisor mentor his or her own subordinates in order to foster a work culture that results in a genuine interest in developing the skills and talents of every employee in a way that makes sharing, learning and appreciation for contribution and professional growth a way of life in the OS workplace. (The supervisory recruitment/retention training will include information on this concept.)

The Interior Service Center, working with the Department's Office of Personnel Policy, supervisors and HR staff, will work to establish and strengthen mentoring on a continuous basis. (This step does not call for the establishment of a traditional "mentoring program".)

• Individual Development Plans: Where appropriate, beginning in the first quarter of Fiscal Year 1999, each supervisor (aided by guidance and training from the Interior Service Center and consulting with the HR staff and with the employee*) will establish an individual development plan (IDP). The IDP will be a tool used to develop the skills and competencies of our current employees to better meet our mission requirements and to enhance the employee's career opportunities. Consideration will be given to "upward mobility," "career broadening" and other types of developmental programs and training will be provided as funding permits to employees who show potential for advancement. Supervisors will be held accountable to ensure development commitments are honored.
• Upward Mobility Program Policy: The Office of Personnel Policy, working with supervisors, will develop Upward Mobility Program policy to provide opportunities and to ensure that the skills and abilities of our workforce are maximized.
• Rotational/Detail Opportunities: By the end of calendar year 1998, OS supervisors will develop a plan for their office to increase the use of details, reassignments, assignments to special projects and task forces, rotational possibilities with the private sector, and cross-training outside of assigned duties and responsibilities to provide employees with opportunities to grow and become more valuable in helping the OS meet its mission. The HR office will provide guidance to supervisors, but the ultimate responsibility for the research will be with OS supervisors.
• Employee-Friendly Policy: On a regular basis and at least annually, supervisors will review and determine how telecommuting and job sharing and other family-friendly programs might be utilized in their organizations.
• Exit Interviews: The OEO and PPM will work with bureau and OS representatives to develop an exit interview instrument that can be administered by all offices. When funds allow and where needed, exit interviews may be conducted by an outside consulting company. Supervisors will be responsible for ensuring that each employee who leaves the OS is scheduled for an exit interview within six weeks of departure.

Goal 3: Ensure accountability at management levels for improving diversity.

Objective: Review, evaluate and monitor management actions.

• Supervisors' Performance Measurement: All OS supervisors will be evaluated on their success in achieving a diversity critical element in their performance plan. The OEO has published sample workforce diversity performance elements/results that may be used as a reference (Appendix D). Some other factors that may be included in a diversity critical element are:

> Personal participation in targeted recruitment efforts which ensure a diverse applicant list for vacancies in under represented categories that are under their supervision. This is a responsibility which cannot be delegated;

> Personal participation in mentoring subordinates and in implementing individual development plans for them;

> Personal participation and documentation that they received a minimum of four hours of training each year on the specific skills they will need to recruit, retain and manage a diverse workforce;

> Personal participation in obtaining resources for the implementation of this Plan.

OS Supervisors who do not achieve the diversity critical element requirements of their position will not be eligible for promotion (career ladder, accretion of duties or SES rate increases) bonuses, or other monetary awards given for overall performance.

• Progress of Plan Measurements:

> On an as needed basis, the Deputy Assistant Secretary for Workforce Diversity will provide the Chief of Staff, the Assistant Secretary for Policy, Management and Budget and each PMB Deputy Assistant Secretary with a summary of the diversity statistics for each office under his or her responsibility, highlighting areas that need immediate attention.

> The Deputy Assistant Secretaries for Human Resources and for Workforce Diversity will hold quarterly meetings with senior officials from each of the five major components described in Appendix C. The meetings will be held to review the current status of diversity progress being made in all areas of the Plan within their particular component of the OS. Quarterly meetings will be held in the first year after this Plan is adopted, and scheduled as needed thereafter as determined by both Deputy Assistant Secretaries.

> With the assistance of the Senior Officials, the Deputy Assistant Secretaries for Human Resources and for Workforce Diversity will analyze the above information and determine whether any changes or modifications are needed to this overall Plan, and submit a summary of the results to the Assistant Secretary for PMB for his management review. A condensed version of this report will be made available to all OS employees each quarter in the first year of this Plan, and semiannually thereafter. It is expected that making this a regular and recurring report will help to institutionalize the message that diversity is important to everyone in the Department.

• Plan Support: The OS supervisors and budget officer will assist in securing adequate funding within the base budget to support the diversity initiatives in this Plan. This includes consideration by the Office of Budget for the pooling of some funds for various aspects of this Plan.

Goal 4:Educate supervisors and employees regarding diversity.

Objective: Create a workforce that truly understands the value of diversity.

> The Interior Service Center will provide mandatory diversity training so that every employee in the OS will participate in a course on the importance of valuing differences that each employee brings to the workforce culture; why a diverse workforce is a business imperative; and, on understanding how diversity can strengthen our organization.

> In addition to the diversity training described above, every supervisor will be required to take a minimum of four hours of training each year on the specific skills they will need to recruit, retain and manage a diverse workforce. Courses will include instruction on topics such as legal requirements for diversity; existing programs that generate qualified applicants; how to hire and retain a quality diverse workforce and review of legislative authorities that enhance recruitment and retention (see Goal 1).

Goal 5:There will be zero tolerance for discrimination, harassment, or hostile work environments (Zero Tolerance Policy).

 

Objective: Supervisors will ensure a work environment where employees are treated fairly and respectfully and operations are conducted without discrimination.

• Training: Within six months of the adoption of this Plan, each OS supervisor will have attended the supervisory training (see Goal 4); within one year of the adoption of this Plan, each supervisor will ensure his or her staff has received all mandatory (see Goal 4) diversity training including Prevention of Discrimination Complaints, Harassment (based on sexual nature, racial, ethnic, age, disability and sexual orientation) and Alternative Dispute Resolution.
• Response to Allegations of Discrimination/Harassment: Supervisors are required to respond quickly when issues of discrimination or harassment (including sexual harassment and sexual orientation harassment) are brought to their attention, and must resolve the conflict and correct the situation. Supervisors are strongly encouraged to enter into Alternative Dispute Resolution whenever requested by an employee or whenever the situation dictates.
• Monitoring of EEO Complaints: Every Senior Official of the five organizational components within OS is responsible for periodically reviewing statistics from the OEO on the complaints filed by his or her subordinate employees to identify management practices which may be contributing to complaints and to correct those practices, and to find ways to resolve complaints at the lowest possible level and if not, to ensure that cases proceed quickly through the internal complaints process.

All supervisors will take all possible steps to ensure that preventative, corrective and curative action is taken whenever unlawful discrimination is found. This may include any administrative action, including disciplinary action against any individual who has discriminated unlawfully.

 

Workforce Dynamics

The OS workforce reduced slightly during FY 1997 by 1 permanent employee leaving a total of 770 and by 19 temporary employees leaving a total of 66. The permanent workforce consists of 40% White men, 49.5% women, and 31.7% minorities.

During FY 1997 there were 86 accessions⁽³⁾ and 18 conversions to permanent, for a total of 104 placement opportunities. These accessions included 3 at an administratively determined rate, 10 SES, 68 GS, 1 Senior Level, and 3 Wage Grade. Within the GS/GM pay scale, the basic representation problem is that White men are 37.6% of the onboard but 42.6% of the accessions and White women are 29.2% of the onboard but 41.1% of the accessions. If this trend continues, the representation of minorities must inevitably decline.

560 Budget Analyst, with 30 employees, is under-represented in White women, although several other groups are above CLF. Last year there was 1 outside hire, and 2 moved in from other series or bureaus. There were 2 separations including 1 woman or minority.

110 Economist, with 6 employees, has no employees who are women or minorities. Last year there were no outside hires, moves from other bureaus or series, or separations.

There are also a number of occupations, primarily clerical, that are under represented by national standards but not when compared to the local labor pool from which they are drawn.

There are 87 OS permanent employees who are currently retirement eligible, and another 155 will become eligible in the next 5 years, primarily in the Administrative category. If the retirements continue apace and the mid-career separations continue at the current high rate, there should be enough vacancies to make some progress on the condition that the targeted recruitment is well focused.

The average grade of OS employees is difficult to appropriately determine because of the many different pay plans, the differences in representation in series with different grade ranges, and vastly different sized populations (more than 300 White men compared to less than 10 Asian men). More important measures are the promotion rates and the grade levels of new hires. In the GS pay plan, women are 23.6% of the onboard but 61.5% of the promotions, while minorities are 34.5% of the onboard but 39.7% of the promotions. This suggests that the promotion rate is rapidly closing the grade gap for White women, but much more slowly for minorities. In accessions of grades GS 13-15, women are 33.3% of the onboard but 42% of the hires, while minorities are 25.2% of the onboard but 3.9% of the hires. This suggests that accessions also contribute to closing the grade gap for White women, but significantly do not for minorities.

GOAL #1:

• Participate personally in identification and recruitment for vacancies in under represented positions.
• Attend annual training meeting and semiannual follow up meeting on recruitment which includes learning about options to restructuring positions, hiring authorities, targeted disability recruitment, exploring internships, how to conduct a workforce analysis including retirement projection, and successful mentoring relationships. Implement as hiring opportunities occur.
• Attend briefing on targeted disability recruitment, and actively recruit.
• Assist with reaching overall OS goal of filling10 percent of vacant under represented positions from the feeder programs we support.

GOAL #2:

• Participate and assure staff access to supervisory assessment and Work life survey.
• Attend training on mentoring (see Goal 1) and implement concept in office of purview.
• On annual basis, prepare and review Individual Development Plans for appropriate staff.
• Review rotational assignments, details and employee friendly policies. Establish a plan and implement by personal involvement where possible.
• Identify departing employees and ensure access to exit interview process.

GOAL #3:

• Review personnel action statistics for progress, and act accordingly.
• Participate as per Senior Official instruction on progress of diversity reviews within office of purview for meetings with the DAS for HR and WD and the Interior Management Council. Review quarterly status report, and act in concert to make needed improvements.
• Monitor funding needs for Diversity Plan initiatives and assist in securing funding to support efforts.

GOAL #4:

• Attend and ensure access to employee diversity training opportunities.
• Attend supervisory training as described in Goal 1 of OS Diversity Plan.

GOAL #5

• Annually, or more frequently, review EEO complaints for patterns and act in accordance with Department of Interior policy.
• Take immediate action to correct instances of discrimination or harassment.

IOS 10000
Deputy Secretary 10000
Executive Secretariat 10200
IOS-Alaska 10300
Office of Congressional and Legislative Affairs 12100
Legislative Counsel 12310
Legislative Policy 12320
Legislative Services 12330
Office of Communications 15000
Assistant Secretary Water and Science 20100
Central Utah Project 20200
Assistant Secretary Fish, Wildlife and Parks 30100
Assistant Secretary Land and Minerals 50100
Office of the Special Trustee for American Indians 4866
Assistant Secretary - Indian Affairs
Immediate Office of Assistant Secretary 40100
Office of Self-Governance 41000
Office of Audit and Evaluation 43000
Office of American Indian Trust 44000

Immediate Office of the A/S-PMB 60100
Deputy Assistant Secretary - Policy and International Affairs 60100
Deputy Assistant Secretary - Budget and Finance 60100
Deputy Assistant Secretary - Human Resources 60100
Deputy Assistant Secretary - Workforce Diversity 60100
Office of Hearings and Appeals 75100
Administrative Division 75200
Decision Processing Branch 75220
Editorial Branch 75230
Contract Appeals 75300
Indian Appeals 75400
Land Appeals 75500
Hearings 75600-75707

Senior Official: Brooks Yeager, DAS
Insular Affairs 80010
Office of the Director Insular Affairs 80110
American Samoa Branch 80112
Budget staff 80120
Legislative and Pub. Affairs 80130
Territorial Liaison 80150
Economic Development Division 80160
Technical Assistance Division 80170

Office of Policy Analysis, Program Coordination 65000-65900
Policy 69100
Program Analysis 69200
Economic Analysis 69300
International Affairs Staff 69400

Office of Environmental Policy and Compliance 65000-65900
Solid and Hazardous Materials Management Team
Natural Resources Trust and Response Team
Natural Resources Management Team

Managing Risk and Public Safety 68000

4. Human Resources and Workforce Diversity

Deputy Assistant Secretary - Human Resources
Senior Official: Mari Barr, DAS
HR/ Personnel Policy 76100
Ethics 60300
Office of Educational Partnerships 79000

Deputy Assistant Secretary - Workforce Diversity
Senior Official: David Montoya, DAS
Director/EEO 78100
Programs 78200
Programs staff 78300
Opportunities 78400

Budget Operations 63501
Budget Execution 63600
Office of Financial Management 66100
Financial Administration 66200
Financial Systems 66300
Audit Follow up 66400
Office of Information Resources Management 67000
Office of Director 67100
IRM Program Planning Review 67300
ADP Acquisition and Technical Assistance 67400
Telecommunications 67700
Administrative staff 67900
Office of Small and Disadvantaged Business Utilization 72000

Workforce Diversity performance elements must address both non-discrimination and affirmative efforts to improve diversity. The following sample language may be used in developing performance agreements and plans. These are examples only and should not be considered an exclusive or exhaustive list of the diversity-related statements that may be used.

Sample Language with Regard to Non-Discrimination

Demonstrates commitment to non-discrimination in the workplace by: a) ensuring that individuals are not denied employment or career advancement opportunities because of their sex, race, religion, national origin, sexual orientation, color, age, disability, or any other non-merit factor; b) ensuring that any form of discrimination or sexual harassment is not tolerated; and c) providing developmental opportunities to subordinates to help them fully participate in the goal of achieving workforce diversity.

Sample 1 - Language with Regard to Improving Workforce Diversity

Develops, applies, and evaluates effective approaches to carry out the Department's goals in achieving workforce diversity within (organization). Provides effective leadership and direction to focus recruitment efforts and provides training and development programs to further workforce diversity goals in accordance with Departmental policy.

Sample 2 - Language with Regard to Improving Workforce Diversity

Demonstrates commitment to (organization) workforce diversity goals by leading and directing efforts to improve workforce composition. Leads and directs efforts to provide subordinates developmental opportunities that contribute to the goal of achieving workforce diversity.

Sample 3 - Language with Regard to Improving Workforce Diversity

Shows sensitivity to, and in appropriate cases, demonstrated progress in both hiring and promotional practices toward improving workforce diversity and provides subordinates developmental opportunities to help them participate in the Department's goal of improving workforce diversity.

1. The CLF figures are the accepted standard and are recommended for use in all Affirmative Employment Programs by the Department of Justice. The CLF is the complete enumeration of working people in America. Compiled by the Census Bureau, the figures are broken out to match individual government occupation series by the Office of Personnel Management and the Equal Employment Opportunity Commission. This breakout defines the total recruitment pool for each individual occupation series, and shows the actual representation of various race, gender, and national origin groups in each occupation series..

2. Project ABLE is a resume bank of persons receiving Social Security disability benefits who want to work and are qualified for various positions. State certified Vocational Rehabilitation and Veterans Affairs counselors evaluate potential candidates and make the initial determinations to verify their "job-ready" status and basic qualifications. Project ABLE operates through the joint efforts of the Office of Personnel Management, Social Security Administration, Rehabilitation Services Administration, Department of Veteran Affairs and various state agencies.