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[[underline]] PART C. REPORT OF ASSESSMENT [[/underline]]

I. [[underline]] Organization and Resources [[/underline]]

Various criteria are established to measure productivity and cost effectiveness of EEO staff.  Feedback from various EEO-responsive SI organizations and individuals is evaluated for program receptivity.  Monthly meetings are held with the Union's EEO Oversight Committee which informs the OEO Director of the Union membership's EEO perception.  Monthly meetings are held with EEO Counselors and periodically with EEO Officers in which information is exchanged and evaluated.  Numbers and types of complaints are evaluated to determine if employees are knowledgeable of the complaint process.  The mechanism of complaint processing is monitored continually to determine if unusual delays have occurred. Managers and supervisors are surveyed periodically by the OEO Director to determine their knowledge of various EEO programs.  Follow-ups are made of some supervisors who are receiving EEO training to note changes that take place in their respective organizations as a result of the training.

In addition, the OEO Director has access to all the top officials.  EEO Officers have direct access to the museum or major program directors.  EEO Officials also have received training in EEO, personnel and management.  Training is periodically updated through attendence by full-time staff at CSC courses and EEO seminars.

Adequate management and fiscal controls are established to track resources devoted to the EEO Program.  The program has an allocated line item budget.  In addition, part-time EEO Counselors and EEO Officers report to OEO office time spent in EEO activity.  EEO Officials have adequate authority as delineated in the Smithsonian Memorandum 763 revised, dated May 26, 1976.

The Women's Coordinator and Upward Mobility Coordinator are full-time employees; therefore most of their time is devoted directly to their functions.  The part-time coordinators, both women and Spanish-speaking, spend at least 20% of their time on EEO matters.  In addition, each coordinator has full delegations of authority from the OEO Director to accomplish his or her program objectives.  Alternative delegations of authority are not established in writing to handle complaints against EEO staff.  However, where such complaints arise, the EEO Officer designated by the Secretary and reporting to him, would handle such complaints.

Most EEO Officials with other principal assignments, devote at least 20% of their time to EEO program matters.  Some counselors, in particular, spend more than 20% of their time.  The EEO officers engaged in establishing or evaluating Upward Mobility programs in their areas also spend more than 20% of their time on EEO matters.  There are, of course, some EEO Officials who spend less than 20% of their time.  When an EEO Official is found to be unresponsive, that official is replaced.