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[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"Data should reflect full \",'FILE MAINTENANCE'!G12,\" Fiscal Year (July 1,\",'FILE MAINTENANCE'!L10,\" - June 30, \",'FILE MAINTENANCE'!G12,\")\")","v":"Data should reflect full 2021 Fiscal Year (July 1,2020 - June 30, 2021)"}]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Review First                             Instructions & Help",null,null,null,"Provides information on how to complete this report, calculate data input values, and other helpful information. It is recommended agencies review this prior to completing this report. ",null,null,null,null,null,null,"View Written Instructions"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Welcome Webinar",null,"Agency Profile Webinar",null,"Key Data Input Webinar",null,"Key Risk Factor Webinar",null,"Best Practices Webinar",null,"Current FY Action Plan Webinar",null,"Next FY Action Plan Webinar",null,"Executive Summary Webinar"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix Webinar",null,"Full Report Instructions",null,"Submission Instructions Webinar",null,"Internship Tab \nWebinar"]
["Workforce Planning & Development "]
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["Annual Report Guide & Generator Tool for State Agencies",null,null,null,null,null,null,null,null,null,null,null,"Section 1: Agency Profile",null,null,null,"Provides information regarding agency type, facts and figures, and supplemental information for this report. ",null,null,null,null,null,null,"View / Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 2: Key Data",null,null,null,"Provides required and optional key metrics for all State Agencies to identify current workforce information and potential risks.  ",null,null,null,null,null,null,"View /Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 3: Internships                               *NEW FOR 2021*",null,null,null,"Provides required information regarding internships the agencies may offer and participation information for the reporting fiscal year.",null,null,null,null,null,null,"View /Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 4: Key Risk Factors",null,null,null,"Provides Agencies an opportunity to identify key risk factors and observations pertaining to their workforce. ",null,null,null,null,null,null,"View / Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 5: Agency Best Practices",null,null,null,"Provides Agencies an opportunity to share best practices used to   address or mitigate key risk factors. ",null,null,null,null,null,null,"View /Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 6: Prior FY Action Plan Review & Progress Update",null,null,null,"A brief summary to discuss any updates, impacts, or lessons learned of any actionable items from the FY18 report. ",null,null,null,null,null,null,"View /Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 7: Next FY Action Plan",null,null,null,"An updated action plan for the new fiscal year, categorized by key risk factor areas. Optional areas for actionable items can be added.",null,null,null,null,null,null,"View /Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 8: Executive Summary",null,null,null,"An overview of the agency (mission, objective, etc.) and information that is contained in the report. ",null,null,null,null,null,null,"View / Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Section 9: Appendix",null,null,null,"(Optional) An additional section of the report to submit any additional supporting information or documentation. ",null,null,null,null,null,null,"View / Update Section"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Full Report",null,null,null,"The compiled report of all information entered into each section above to be printed, signed, and submitted to DHRM. ",null,null,null,null,null,null,"View Report"]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Report Appendix",null,null,null,"The compiled section of optional and additional items added to the report that will need to be attached to the full report if optional items are provided. ",null,null,null,null,null,null,"View Appendix"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Version 2021.3.2"]

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["Welcome",null,"Instructions & Help",null,"Agency Profile",null,"Key Data Input",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,"Help",null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix",null,"Full Report"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
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[null,null,null,null,null,null,null,"Instructions & Help Overview"]
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[null,"Important Information & Instructions"]
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[null,"This updated version of the Workforce Planning and Development Report is in an Excel Format.  This is to help with data entry and ensure a consistent approach and format for completion of the report for DHRM."]
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[null,"Please ensure to click \"enable content\" in the yellow status bar appears when opening the file, as shown in the picture below).  Once this is completed, it will not need to be completed again. "]
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[null,"This report template is comprised of seven sections, each represented by a separate tab. All sections that require data entry are highlighted in yellow (as shown in the picture below).  Cells with no color will auto-populate information. "]
[null,"These cells should not be left blank. If there value is zero (0), please type zero (0) into the cell. "]
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[null,"Cells grayed out may be left blank and are not required to be entered. These cells may vary based on date input (such as Higher Education specific information). "]
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[null,"Optional data entry fields are highlighted in green (shown in the picture below). These cells may be left blank if no optional data is entered. "]
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[null,"Cells are locked and can not be changed.  Open text boxes are also locked and cannot be changed to maintain the consistency and integrity of the form.  "]
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[null,"On the left-hand pane, a status bar for each section of the form is provided.  As sections are completed the status will change from \"Incomplete\" to “Complete” (as shown in the picture below).  This is built in, so if you stop in the middle of working on this report, you can easily identify where you left off.  A status is marked \"Complete\" once all required data has been entered for the specific section. "]
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[null,"After completing all sections, this file will compile all information into a pre-formatted report on the Full Report tab. Before viewing the report, click the finalize report button (shown below) on the Full Report Tab. This will remove any blank data from the report. "]
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[null,"Specific Instructions by Section "]
[null,"Click on a topic to view the instructions"]
[null,"Section 1",null,null,null,"Section 2",null,null,null,"Section 3",null,null,null,"Section 4",null,null,null,"Section 5",null,null,null,"Section 6",null,null,null,"Section 7"]
[null,"Agency Profile",null,null,null,"Key Data Input",null,null,null,"Key Risk Factors",null,null,null,"Agency Best Practices",null,null,null,"Current FY Review",null,null,null,"Action Plan",null,null,null,"Executive Summary"]
[null,"Selecting an Agency",null,null,null,"Entering Critical Positions",null,null,null,"Selecting Risk Level ",null,null,null,"Entering Agency Best     Practices",null,null,null,"Entering Action Plan Update ",null,null,null,"Enter Number of Action Items",null,null,null,"Entering the Executive Summary"]
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[null,"Entering Total Employees & Positions",null,null,null,"Entering Retirement Data",null,null,null,"Entering Risk Description",null,null,null,"Entering Additional Best Practices",null,null,null,"Entering Action Item Status",null,null,null,"Entering Action Item Descriptions"]
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[null,"Selecting and Entering Agency Practices and Strategies",null,null,null,"Entering Turnover Data",null,null,null,"Entering Additional Risk Factors"]
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[null,null,null,null,null,"Entering Time To Fill Data"]
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[null,null,null,null,null,"Entering Diversity & Inclusion Data"]
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[null,null,null,null,null,"Entering Retention Data"]
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[null,null,null,null,null,"Entering Training & Development Data"]
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[null,null,null,null,null,"Entering Executive Data"]
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[null,"Section 1 - Agency Profile Instructions"]
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[null,null,"Selecting an Agency"]
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[null,null,"Select Agency Name from Dropdown Menu.  The template is programmed to automatically populate your agency or institution logo and agency type. Higher Education, the box will only be highlighted in yellow for input based on your agency type.  \n\nFor all other agencies, this section will be grayed out.   "]
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[null,null,"Entering Total Employees & Positions"]
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[null,null,"Enter your employee demographics. The template has a section for total employees by classification, EEO Code and employee positions.  If any field equals zero, please input a “0”.  No fields should be left blank. \n\nEnter the total MEL, this is data you can get from the HR-at-Glance report.\n\nHigher Education enter your employee demographics.  Additional employee classification fields have been included to capture a full picture of the higher education institution’s employee workforce. "]
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[null,null,"Selecting and Entering Agency Practices and Strategies"]
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[null,null,"This section allows DHRM to gather workforce strategies in place within your agency or institution.  Your responses will allow DHRM to understand opportunities within the Commonwealth related to the workforce.  Please review and mark “yes” or “no” for each strategy as it relates to your agency.  \n\nFor every strategy marked “yes”, please provide a brief explanation. \n"]
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[null,"Section 2 - Key Data Input"]
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[null,null,"Entering Workforce Planning Critical Positions"]
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[null,null,"Workforce Planning Critical Positions, are defined as, a positions that impact agency mission, operations, quality, strategy and customer engagement (Citizens of the Commonwealth). If unfilled, this positions can have a significant negative impact on executing the agency’s mission.\n\nAs an example, an organization has the mission of delivering packages to customers. One of the workforce planning critical roles for that organization to achieve their mission would be the delivery drivers who deliver packages to the customers. Without this role, or if this role was vacant, packages would not be delivered. The organization would be unable to fulfill its mission. \n\nTo assist agencies with identifying workforce planning critical roles, DHRM has created an optional tool to help identifying positions criticality level. The tool can be found using the link below\n\nIn the left column labeled critical positions, enter the number of critical position for each type. In the right column labeled total positions assessed, enter the number of positions assessed for criticality for each type. \n"]
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[null,null,"http://www.dhrm.virginia.gov/docs/default-source/succession-planning/wpcp-assessment-tool_dhrm.xlsx?sfvrsn=2"]
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[null,null,"Entering Retirement Data"]
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[null,null,"Retirement data will be provided by DHRM. The data will be extracted from PMIS quarterly. It is the responsibility of the agency to review the accuracy of this information and input data into the template. \n\nSome of the data will be available on the HuRMan Workforce Planning reports. \n\nFor Higher Education, DHRM can provide classified retirement data for Tier I and Tier II schools. \n\nOf the critical positions identified, enter the total number of employees who meet the specific criteria for current eligibility of retirement and retirement in 5 years. \n"]
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[null,null,"Entering Turnover Data"]
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[null,null,"DHRM will provide turnover data for total separations and EEO Code. Higher Education will have to provide the total separations by employee type. It is the responsibility of the agency to review the accuracy of this information and input data into the template"]
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[null,null,"Entering Time to Fill Data"]
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[null,null,"Time to fill is calculated from the job posting date to when the position is filled. DHRM will provide the time to fill information by fiscal year quarter.  This information can be viewed using the report on the talent acquisition site. It is the responsibility of the agency to review the accuracy of this information and input data into the template. "]
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[null,null,"Report Link: http://www.dhrm.virginia.gov/agencyhumanresourceservices/talentacquisition"]
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[null,null,"Entering Diversity & Inclusion Data"]
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[null,null,"For the workforce diversity data, the information will be included as it is reported in PMIS. DHRM will provide this information. It is the responsibility of the agency to review the accuracy of this information and input data into the template. \n\nFor Leader diversity DHRM will provide this information as well. A leader is defined as an individual who has direct reports. This information can be viewed using the report on the talent acquisition site. It is the responsibility of the agency to review the accuracy of this information and input data into the template. \n"]
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[null,null,"Entering Retention Data"]
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[null,null,"For the retention data, the information will be included as it is reported in PMIS. DHRM will provide this information.  It is the responsibility of the agency to review the accuracy of this information and input data into the template. \n"]
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[null,null,"Entering Training & Development Data"]
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[null,null,"DHRM is interested in the total number of participants for internal and external training and development programs. To enter this information, please indicate the total number of program types that employees participated in (max of 8). This sill indicate the number of cells to complete. \n\nSelect the training program type from the drop down menu. Select whether the program was internal or external from the dropdown menu. \n\nEnter the total number of participants for the program. "]
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[null,null,"Entering Executive Data"]
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[null,null,"Executive positions are defined as the Agency Head or Institution President and their direct reports. The same categories of data (critical roles, retirements, turnover, etc.) are requested for the executive team. "]
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[null,"Section 3 - Key Risk Factors"]
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[null,null,"Selecting the Risk Level"]
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[null,null,"To hone in on the most important areas for workforce planning, this year we have focused on five themes.  \n\nVacancy Risk – The risk associated with positions becoming vacant/retirement risks, difficulty with filling positions or loss of specific skill/knowledge from vacant positions\n\nTalent Acquisition Risk – The risk associated with recruitment challenges from practices, policies, required specialized skills and abilities.  Another talent acquisition risk the Commonwealth faces is fierce competition for candidates.\n\nEmployee Engagement Risk - The risk associated with retention, recognition, productivity, low morale, and limited growth and development opportunities offered within the agency/institutions.\n\nWorkforce Development Risk – The risk associated with continually building the knowledge, skills and abilities of the workforce within an agency related to the agency’s mission to ensure business continuity.\n\nTechnology & Organizational Inefficiencies – The risk associated with utilization of outdated technology policies, hardware, software, systems and practices.  Lack of automation of processes because “this is the way we do it.”\n\nSelect the risk level for your agency for the categories listed above by clicking the appropriate checkbox that represents the level of risk for the specific observation. \n"]
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[null,null,"Entering the Risk Description"]
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[null,null," In the “description” box include any comments that illustrate the risk level selected. NOTE: This box will be grayed out if \"N/A\" is selected as a risk level. "]
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[null,null,"Entering Additional Risk Factors (Optional)"]
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[null,null,"You may include any optional risk factors that aren’t included in the Additional Risk Factors section.  Select the related risk area from the dropdown menu.  If you select “Other” please specify.  Enter the risk observation, risk level and brief description."]
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[null,"Section 4 - Agency Best Practices"]
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[null,null,"Entering Agency Best Practices"]
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[null,null,"This section is for agencies and institutions to highlight workforce best practices.  Please enter the best practice by risk factor themes.  If you do not have a best practice for a particular risk factor then, please enter “N/A”.  No field should be left blank."]
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[null,null,"Entering Additional Best Practices (Optional)"]
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[null,null,"If you have additional best practices, please utilize the spaces provided in the section called Additional Best Practice (Optional).  Optional section fields can be left blank."]
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[null,"Section 5 - Current Fiscal Year Review"]
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[null,null,"Entering Action Plan Update"]
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[null,null,"Provide a summary of your action plans from Year 1.  This box cannot be changed, font size cannot be changed.  "]
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[null,null,"Entering Action Item Status (Optional)"]
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[null,null,"It is optional to individually report the actions from Year 1 and its status.  The action field requires a brief description and status is a dropdown menu.  "]
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[null,"Section 6 - Action Plan"]
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[null,null,"Entering Number of Action Items"]
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[null,null,"This section is to input action plans for the next fiscal year.  Please enter the number of action items for your agency.  There is a maximum of 10."]
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[null,null,"Entering Action Item Descriptions"]
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[null,null,"Please select the action item category from the dropdown menu.  If you select other, please specify the category.   Enter the description of the action item in the text box.  Include the estimated timeframe, which is a dropdown item. \n\nData only needs to be entered in the boxes that are not grayed out.  "]
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[null,"Section 7 - Executive Summary"]
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[null,null,"Entering the Executive Summary"]
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[null,null,"The purpose of this section is to ensure agencies and institutions have the opportunity to provide key highlights from their workforce report.  \n\nThe executive summary has a 1,000 character limit.  The size of the text box and the font CANNOT be changed.  NOTE: Any text that isn’t visible within the box will not fit or show up in the final report.  \n"]

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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 1: Agency Profile"]
[]
[]
[]
["Instructions",null,null,null,null,null,"General Information",null,null,null,null,null,null,null,"Agency Logo",null,null,null,null,null,null,null,"Prior FY Data Passcode"]
[]
["Step 1: Select Agency Name from Dropdown Menu",null,null,null,"Agency Name:",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"To view the FY\",'FILE MAINTENANCE'!$AM$8,\" data, please enter the 4 digit agency passcode.                                **Assigned by DHRM**\")","v":"To view the FY20 data, please enter the 4 digit agency passcode.                                **Assigned by DHRM**"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!AG40=TRUE,\"Continued\",If)","v":{"$error":"#NAME?"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'1. Agency Profile'!S113","v":0}]
[null,null,null,null,"Secretariat",null,{"$f":"IF($G$12=\"\",\"\",VLOOKUP($G$12,'CENTRAL DATA'!$A:$E,3,FALSE))","v":""}]
["Status:",{"$f":"IF(G12<>\"\",\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Combined Code","Code Matches"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(W15,X15,Y15,Z15)","v":""},{"$f":"IF(AG16=\"\",0,IF(AG16=VLOOKUP($G$12,Table1[#All],6,FALSE),1,0))","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,"**Contact DHRM for updating Agency logo if necessary."]
[]
[]
[null,null,null,null,null,"Agency Workforce Details"]
["Step 2: Complete each category within Agency Details Section"]
[null,null,null,null,"Employee Demographics (Type)",null,null,null,null,null,null,null,"Employee Demographics (Race)",null,null,null,null,null,null,"Position Demographics"]
[null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,"Total Employees",null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,7,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Total White",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,502,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Positions",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,10,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Race Error",{"$f":"IF(SUM(Q24:R31)=I24,1,0)","v":1}]
["Status:",{"$f":"IF(AND($AG$33=1,$AG$29=$AG$27),\"Complete\",IF(AND($AG$33=0,$AH$29=$AH$27),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,"Classified Employees",null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,8,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Total Black or African American",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,503,FALSE),\"--\")","v":"--"},null,null,null,null,"Classified Positions",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,11,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Gender Error",{"$f":"IF(SUM(Q35:R36)=I24,1,0)","v":1}]
[null,null,null,null," Wage Employees",null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,9,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Total Hispanic or Latino",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,504,FALSE),\"--\")","v":"--"},null,null,null,null,"Wage Positions",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,12,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Position EEO Error",{"$f":"IF(SUM(Y34:Z43)=Y28,1,0)","v":1}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Asian",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,505,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,39,31]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total American Indian or Alaskan Native",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,506,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Unique Positions",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,510,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Higher Ed","Non Higher Ed"]
[null,null,null,null,"Employee Demographics (Type - Higher Ed. Only)",null,null,null,null,null,null,null,null,"Total Native Hawaiian or Other Pac. Islander",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,507,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,{"$f":"CONCATENATE(\"Vacant Positions 7/1/\",'FILE MAINTENANCE'!AM8)","v":"Vacant Positions 7/1/20"},{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,511,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"Complete /Incomplete Step 2",{"$f":"COUNTA(I24:J26,I30:J37,Q24:R31,Q35:R38,Q41,Y34:Z43,Y28:Z31,Y24:Z26)","v":0},{"$f":"COUNTA(I24:J26,Q24:R31,Q35:R38,Q41,Y24:Z26,Y28:Z31,Y34:Z43)","v":0}]
[null,null,null,null,null,"Total Classified",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Total Two or More Races",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,508,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,{"$f":"CONCATENATE(\"Vacant Positions 6/30/\",'FILE MAINTENANCE'!AM9)","v":"Vacant Positions 6/30/21"},{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,512,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Hourly",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,15,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Total Unknown or not Entered",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"},null,null,null,null,"New Positions Created",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,513,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Instructional",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,16,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Higher Ed. Demographic Section"]
[null,null,null,null,null,"Total Research",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,17,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,"Positions by EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(G14=\"Higher Education\",1,0)","v":0}]
[null,null,null,null,null,"Total A/P Faculty",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,18,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Employee Demographics (Gender)",null,null,null,null,null,null,null,null,"Officials and Administrators",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,22,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Overall Demo.","Higher Ed.",null,null,null,null,"Positions Demo.","Total Positions by Family",null,null,null,null,null," "]
[null,null,null,null,null,"Total University Staff",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,19,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Total Male",null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,241,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Professionals",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,23,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"Step Status",{"$f":"IF(AND(G24<>\"\",G25<>\"\",G26<>\"\"),1,0)","v":1},{"$f":"IF(AND(G14=\"Higher Education\",O24<>\"\",O25<>\"\",O26<>\"\",O30<>\"\",O31<>\"\",O27<>\"\",O28<>\"\",O29<>\"\"),1,0)","v":0},null,null,null,null,{"$f":"IF(AND(G30<>\"\",G31<>\"\",G32<>\"\",G34<>\"\"),1,0)","v":1},{"$f":"IF(AND(W24<>\"\",W25<>\"\",W26<>\"\",W27<>\"\",W28<>\"\",W29<>\"\",W30<>\"\",W31<>\"\",W33<>\"\",W34<>\"\"),1,0)","v":0},null,null,null,null,null,{"$f":"SUM(AG35+AK35+AL35+AM35+AN35)","v":2},{"$f":"IF(AG33=1,AT35+AH35)","v":false}]
[null,null,null,null,null,"Total Adjunct",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,20,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Total Female",null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,242,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Technicians",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,24,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Other **",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,21,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Protective Service Workers",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,25,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"**For Other, Please Specify Below:",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Paraprofessionals",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,26,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"WP",null,null,null,"KM",null,null,"HP",null,null,null,null,null,null,null,null,null,null,null,"EDP",null,null,null,null,null,null,null,null,null,null,"ERS",null,null,null,"EES",null,null,null,null,null,null,null,null,"Diversity & Inclusion ",null,null,null,null,null,null,null,"Tech"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Admin. Support",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,27,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,{"$f":"F53","v":"Agency has established Workforce Planning Committee."},{"$f":"F59","v":"Workforce Analysis Data is provided to Senior Leadership."},{"$f":"F56","v":"Agency conducts needs analysis or workforce assessments to identify skill gaps. "},{"$f":"F62","v":"Uses analytics to create succession plans and diverse candidate pools for positions. "},{"$f":"F122","v":"Agency has documentation of position procedures."},{"$f":"F125","v":"Agency has dual incumbency practices."},{"$f":"F128","v":"Agency provides cross training to employees."},{"$f":"F68","v":"Agency has strategic hiring process."},{"$f":"F71","v":"Agency has partnerships with other agencies / colleges for recruitment."},{"$f":"F74","v":"Agency has an established talent pipeline for recruitment. "},{"$f":"F77","v":"Agency utilizes an apprenticeship or internship program to recruit talent."},{"$f":"F80","v":"Agency provides opportunities exclusive for internal applicants."},{"$f":"F83","v":"Agency utilizes multiple recruitment channels."},{"$f":"F86","v":"Agency monitors time to hire & time to fill for vacancies."},{"$f":"F89","v":"Agency also addresses \"fit\" during hiring process."},{"$f":"F92","v":"Agency has internship/apprentice program for employees."},{"$f":"F95","v":"Agency has an established onboarding program."},{"$f":"F98","v":"Agency has a repository of job descriptions."},{"$f":"F101","v":"Agency re-evaluates positions as openings occur."},{"$f":"F145","v":"Agency provides Supervisor Training for newly promoted Supervisors."},{"$f":"F148","v":"Agency provides ongoing  Leadership Development for all Supervisors."},{"$f":"F151","v":"Agency identifies high potential employees and provides specialized training."},{"$f":"F154","v":"Agency has career ladders or career paths. "},{"$f":"F157","v":"Agency has a mentorship program for development."},{"$f":"F160","v":"Agency utilizes job rotation, stretch assignments, or shadowing to develop employees."},{"$f":"F163","v":"Agency utilizes individual development plans. "},{"$f":"F166","v":"Tracks Training and Development Metrics (participants, costs, hours, etc.)"},{"$f":"F169","v":"Agency utilizes technology or online learning for employee development. "},{"$f":"F172","v":"Agency provides employee training (outside of  any state required training)."},{"$f":"F175","v":"Agency assists with professional memberships or conference funding. "},{"$f":"F107","v":"Agency realigns salaries to be more competitive."},{"$f":"F110","v":"Agency allows for telework and alternative work schedules."},{"$f":"F113","v":"Utilize raises for obtaining additional certifications."},{"$f":"F116","v":"Agency has an off boarding process for exiting employees. "},{"$f":"F181","v":"Agency conducts orientation for new employees. "},{"$f":"F184","v":"Agency has an engagement or culture committee. "},{"$f":"F187","v":"Agency supports employee wellness (financial, physical, etc.). "},{"$f":"F190","v":"Agency conducts regular employee engagement surveys."},{"$f":"F193","v":"Agency has employee recognition programs."},{"$f":"F196","v":"Agency provides recognition leave or bonuses for employees. "},{"$f":"F199","v":"Agency hosts employee social events for employee engagement."},{"$f":"F202","v":"Agency assesses physical workspaces and makes modifications for engagement. "},{"$f":"F205","v":"Agency has plans to enhance engagement initiatives."},{"$f":"F211","v":"Submitted an Employees Opportunities Plan to DHRM."},{"$f":"F214","v":"Provides disability etiquette training for employees."},{"$f":"F217","v":"Agency provides unconscious bias training to employees. "},{"$f":"F220","v":"Has partnerships (with other agencies) to recruit and employ employees with disabilities."},{"$f":"F223","v":"Agency applies strategies to ensure items are accessible to all employees. (Accessibility)"},{"$f":"F226","v":"Agency has an executive level position for leading and sponsoring diversity & inclusion."},{"$f":"F229","v":"Integrates diversity & inclusion strategies into recruitment, development, & retention. "},{"$f":"F232","v":"Agency has employee networks (resource groups, community outreach groups, etc.) "},{"$f":"F238","v":"Agency has utilized technology to improve processes relating to WF planning or development.  "}," "]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total MEL**",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,13,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Service/Maintenance",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,29,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"Started",false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"**Maximum Employment Level**",null,null,null,null,null,null,null,"Faculty",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,30,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"Yes Number",{"$f":"IF(AG40=TRUE,1,0)","v":0},{"$f":"IF(AH40=TRUE,1,0)","v":0},{"$f":"IF(AI40=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(AO40=TRUE,1,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,{"$f":"IF(BE40=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BJ40=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BN40=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BT40=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BX40=TRUE,1,0)","v":0},0,{"$f":"IF(BZ40=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(CF40=TRUE,1,0)","v":0},{"$f":"SUM(AG42:CF42)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Other",{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,31,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"No Number",{"$f":"IF(AG41=TRUE,1,0)","v":0},{"$f":"IF(AH41=TRUE,1,0)","v":0},{"$f":"IF(AI41=TRUE,1,0)","v":0},0,{"$f":"IF(AK41=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(AO41=TRUE,1,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,{"$f":"IF(BE41=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BJ41=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BN41=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BT41=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BX41=TRUE,1,0)","v":0},0,{"$f":"IF(BZ41=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(CF41=TRUE,1,0)","v":0},{"$f":"SUM(AG43:CF43)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"EEO Codes taken from PMIS.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG44:CE44)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"**ERROR: Positions by EEO Code do not add up to the Total Positions. ",null,null,null,null,null,null,null,null,null,null,"Explanation",{"$f":"IF(AND($S$53<>\"\",OR(AG42=1,AG43=1)),1,0)","v":0},{"$f":"IF(AND($S$59<>\"\",OR(AH42=1,AH43=1)),1,0)","v":0},{"$f":"IF(AND($S$56<>\"\",OR(AI42=1,AI43=1)),1,0)","v":0},{"$f":"IF(AND($S$62<>\"\",OR(AJ42=1,AJ43=1)),1,0)","v":0},{"$f":"IF(AND($S$122<>\"\",OR(AK42=1,AK43=1)),1,0)","v":0},{"$f":"IF(AND($S$125<>\"\",OR(AL42=1,AL43=1)),1,0)","v":0},{"$f":"IF(AND($S$128<>\"\",OR(AM42=1,AM43=1)),1,0)","v":0},{"$f":"IF(AND($S$68<>\"\",OR(AN42=1,AN43=1)),1,0)","v":0},{"$f":"IF(AND($S$71<>\"\",OR(AO42=1,AO43=1)),1,0)","v":0},{"$f":"IF(AND($S$74<>\"\",OR(AP42=1,AP43=1)),1,0)","v":0},{"$f":"IF(AND($S$77<>\"\",OR(AQ42=1,AQ43=1)),1,0)","v":0},{"$f":"IF(AND($S$80<>\"\",OR(AR42=1,AR43=1)),1,0)","v":0},{"$f":"IF(AND($S$83<>\"\",OR(AS42=1,AS43=1)),1,0)","v":0},{"$f":"IF(AND($S$86<>\"\",OR(AT42=1,AT43=1)),1,0)","v":0},{"$f":"IF(AND($S$89<>\"\",OR(AU42=1,AU43=1)),1,0)","v":0},{"$f":"IF(AND($S$92<>\"\",OR(AV42=1,AV43=1)),1,0)","v":0},{"$f":"IF(AND($S$95<>\"\",OR(AW42=1,AW43=1)),1,0)","v":0},{"$f":"IF(AND($S$98<>\"\",OR(AX42=1,AX43=1)),1,0)","v":0},{"$f":"IF(AND($S$101<>\"\",OR(AY42=1,AY43=1)),1,0)","v":0},{"$f":"IF(AND($S$145<>\"\",OR(AZ42=1,AZ43=1)),1,0)","v":0},{"$f":"IF(AND($S$148<>\"\",OR(BA42=1,BA43=1)),1,0)","v":0},{"$f":"IF(AND($S$151<>\"\",OR(BB42=1,BB43=1)),1,0)","v":0},{"$f":"IF(AND($S$154<>\"\",OR(BC42=1,BC43=1)),1,0)","v":0},{"$f":"IF(AND($S$157<>\"\",OR(BD42=1,BD43=1)),1,0)","v":0},{"$f":"IF(AND($S$160<>\"\",OR(BE42=1,BE43=1)),1,0)","v":0},{"$f":"IF(AND($S$163<>\"\",OR(BF42=1,BF43=1)),1,0)","v":0},{"$f":"IF(AND($S$166<>\"\",OR(BG42=1,BG43=1)),1,0)","v":0},{"$f":"IF(AND($S$169<>\"\",OR(BH42=1,BH43=1)),1,0)","v":0},{"$f":"IF(AND($S$172<>\"\",OR(BI42=1,BI43=1)),1,0)","v":0},{"$f":"IF(AND($S$175<>\"\",OR(BJ42=1,BJ43=1)),1,0)","v":0},{"$f":"IF(AND($S$107<>\"\",OR(BK42=1,BK43=1)),1,0)","v":0},{"$f":"IF(AND($S$110<>\"\",OR(BL42=1,BL43=1)),1,0)","v":0},{"$f":"IF(AND($S$113<>\"\",OR(BM42=1,BM43=1)),1,0)","v":0},{"$f":"IF(AND($S$116<>\"\",OR(BN42=1,BN43=1)),1,0)","v":0},{"$f":"IF(AND($S$181<>\"\",OR(BO42=1,BO43=1)),1,0)","v":0},{"$f":"IF(AND($S$184<>\"\",OR(BP42=1,BP43=1)),1,0)","v":0},{"$f":"IF(AND($S$187<>\"\",OR(BQ42=1,BQ43=1)),1,0)","v":0},{"$f":"IF(AND($S$190<>\"\",OR(BR42=1,BR43=1)),1,0)","v":0},{"$f":"IF(AND($S$193<>\"\",OR(BS42=1,BS43=1)),1,0)","v":0},{"$f":"IF(AND($S$196<>\"\",OR(BT42=1,BT43=1)),1,0)","v":0},{"$f":"IF(AND($S$199<>\"\",OR(BU42=1,BU43=1)),1,0)","v":0},{"$f":"IF(AND($S$202<>\"\",OR(BV42=1,BV43=1)),1,0)","v":0},{"$f":"IF(AND($S$205<>\"\",OR(BW42=1,BW43=1)),1,0)","v":0},{"$f":"IF(AND($S$211<>\"\",OR(BX42=1,BX43=1)),1,0)","v":0},{"$f":"IF(AND($S$214<>\"\",OR(BY42=1,BY43=1)),1,0)","v":0},{"$f":"IF(AND($S$217<>\"\",OR(BZ42=1,BZ43=1)),1,0)","v":0},{"$f":"IF(AND($S$220<>\"\",OR(CA42=1,CA43=1)),1,0)","v":0},{"$f":"IF(AND($S$223<>\"\",OR(CB42=1,CB43=1)),1,0)","v":0},{"$f":"IF(AND($S$226<>\"\",OR(CC42=1,CC43=1)),1,0)","v":0},{"$f":"IF(AND($S$229<>\"\",OR(CD42=1,CD43=1)),1,0)","v":0},{"$f":"IF(AND($S$232<>\"\",OR(CE42=1,CE43=1)),1,0)","v":0},{"$f":"IF(AND($S$238<>\"\",OR(CF42=1,CF43=1)),1,0)","v":0},{"$f":"SUM(AG45:CF45)","v":0}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG47:CF47)","v":0}]
[null,null,null,null,null,"Agency Practices & Strategies\n(If continued with no change from the prior fiscal year, please write \"No Change\" in the description box)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"SUM(AG42:AG43,AG61)","v":0},{"$f":"SUM(AH42:AH43,AH61)","v":0},{"$f":"SUM(AI42:AI43,AI61)","v":0},0,0,0,0,0,{"$f":"SUM(AO42:AO43,AO61)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,{"$f":"SUM(BE42:BE43,BE61)","v":0},0,0,0,0,{"$f":"SUM(BJ42:BJ43,BJ61)","v":0},{"$f":"SUM(BK42:BK43,BK61)","v":0},0,0,{"$f":"SUM(BN42:BN43,BN61)","v":0},0,0,0,0,0,{"$f":"SUM(BT42:BT43,BT61)","v":0},0,0,0,{"$f":"SUM(BX42:BX43,BX61)","v":0},0,{"$f":"SUM(BZ42:BZ43,BZ61)","v":0},0,0,0,0,0,{"$f":"SUM(CF42:CF43,CF61)","v":0}]
["Step 3: Indicate if Agency utilizes the following practices or strategies by clicking on checkbox for the respective response. "]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Yes Learn More",false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false]
[null,null,null,null,null,"Workforce Planning Practices",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"No Learn More",false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? ",null,null,null,null,null,null,null,"Yes LM Number",{"$f":"IF(AG50=TRUE,1,0)","v":0},{"$f":"IF(AH50=TRUE,1,0)","v":0},{"$f":"IF(AI50=TRUE,1,0)","v":0},0,{"$f":"IF(AK50=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(AO50=TRUE,1,0)","v":0},0,0,0,0,0,0,0,0,0,0,{"$f":"IF(AZ50=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BE50=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BJ50=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BN50=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BT50=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BX50=TRUE,1,0)","v":0},0,{"$f":"IF(BZ50=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(CF50=TRUE,1,0)","v":0}]
[null,null,null,null,null,"Agency has established Workforce Planning Committee.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,32,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,56,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One",null,null,null,null,"No LM Number",{"$f":"IF(AG51=TRUE,1,0)","v":0},{"$f":"IF(AH51=TRUE,1,0)","v":0},{"$f":"IF(AI51=TRUE,1,0)","v":0},0,{"$f":"IF(AK51=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(AO51=TRUE,1,0)","v":0},0,0,0,0,0,0,0,0,0,0,{"$f":"IF(AZ51=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BE51=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BJ51=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BN51=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BT51=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BX51=TRUE,1,0)","v":0},0,{"$f":"IF(BZ51=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(CF51=TRUE,1,0)","v":0}]
["Status:",{"$f":"IF($AM$89=1,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"SUM(AG52:AG53)","v":0},{"$f":"SUM(AH52:AH53)","v":0},{"$f":"SUM(AI52:AI53)","v":0},0,{"$f":"SUM(AK52:AK53)","v":0},0,0,0,{"$f":"SUM(AO52:AO53)","v":0},0,0,0,0,0,0,0,0,0,0,{"$f":"SUM(AZ52:AZ53)","v":0},0,0,0,0,{"$f":"SUM(BE52:BE53)","v":0},0,0,0,0,{"$f":"SUM(BJ52:BJ53)","v":0},0,0,0,{"$f":"SUM(BN52:BN53)","v":0},0,0,0,0,0,{"$f":"SUM(BT52:BT53)","v":0},0,0,0,{"$f":"SUM(BX52:BX53)","v":0},0,{"$f":"SUM(BZ52:BZ53)","v":0},0,0,0,0,0,{"$f":"SUM(CF52:CF53)","v":0}]
[null,null,null,null,null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,514,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,57,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Workforce Analysis Data is provided to Senior Leadership.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,33,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,542,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Not Used",false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false,false]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Not Used Number",{"$f":"IF(AG60=TRUE,1,0)","v":0},{"$f":"IF(AH60=TRUE,1,0)","v":0},{"$f":"IF(AI60=TRUE,1,0)","v":0},0,{"$f":"IF(AK60=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(AO60=TRUE,1,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,{"$f":"IF(BE60=TRUE,1,0)","v":0},0,0,0,0,{"$f":"IF(BJ60=TRUE,1,0)","v":0},0,0,0,{"$f":"IF(BN60=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BT60=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(BZ60=TRUE,1,0)","v":0},0,0,0,0,0,{"$f":"IF(CF60=TRUE,1,0)","v":0},{"$f":"SUM(AG61:CF61)","v":0}]
[null,null,null,null,null,"Uses analytics to create succession plans and diverse candidate pools for positions. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,515,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,543,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF($AM$48=2,\"ERROR Select Only One\",\"\")","v":""}]
[null,null,null,null,null,"Hiring Practices",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Continued with Change"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? ",null,null,null,null,null,null,null,"Continued with Change Number"]
[null,null,null,null,null,"Agency has strategic hiring process.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,37,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,543,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has partnerships with other agencies / colleges for recruitment.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,516,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,58,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency has an established talent pipeline for recruitment. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,517,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,59,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency utilizes an apprenticeship or internship program to recruit talent.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,518,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,60,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency provides opportunities exclusive for internal applicants.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,519,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,547,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency utilizes multiple recruitment channels.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,520,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,544,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency monitors time to hire & time to fill for vacancies.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,38,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,545,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Responses","Description",null,null,"No Responses","Learn More"]
[null,null,null,null,null,"Agency also addresses \"fit\" during hiring process.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,39,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,546,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One",null,null,null,null,"Complete or incomplete",{"$f":"SUM(AG42:CF43,AG61:CF61)","v":0},{"$f":"SUM(AG45:CF45)","v":0},null,null,{"$f":"SUM(AG61:CF61)","v":0},{"$f":"SUM(AG52:CF53)","v":0},{"$f":"IF(AND(AG89=52,AL89=52,SUM(AH89:AK89)=52),1,0)","v":0}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has internship/apprentice program for employees.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,40,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,547,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has an established onboarding program.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,41,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,548,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has a repository of job descriptions.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,42,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,62,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"B54","v":"Incomplete"}]
[null,null,null,null,null,"Agency re-evaluates positions as openings occur.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,43,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,63,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,null,null,null,null,"Employee Retention Strategies"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Agency realigns salaries to be more competitive.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,50,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,64,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency allows for telework and alternative work schedules.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,51,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,65,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One",null,null,null,"Explanation Data"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AG41=TRUE,\"N/A\",I123)","v":{"$error":"#N/A"}},{"$f":"IF(AH41=TRUE,\"N/A\",I126)","v":{"$error":"#N/A"}},{"$f":"IF(AK41=TRUE,\"N/A\",R122)","v":"Not Used"},{"$f":"IF(AL41=TRUE,\"N/A\",R125)","v":"Not Used"},null,null,{"$f":"IF(AM41=TRUE,\"N/A\",R128)","v":"Not Used"},{"$f":"IF(AN41=TRUE,\"N/A\",I131)","v":0},{"$f":"IF(AT41=TRUE,\"N/A\",I146)","v":{"$error":"#N/A"}},{"$f":"IF(AU41=TRUE,\"N/A\",I149)","v":{"$error":"#N/A"}},null,null,null,null,null,{"$f":"IF(AV41=TRUE,\"N/A\",I152)","v":{"$error":"#N/A"}},{"$f":"IF(AW41=TRUE,\"N/A\",I155)","v":{"$error":"#N/A"}},{"$f":"IF(AX41=TRUE,\"N/A\",I158)","v":{"$error":"#N/A"}},{"$f":"IF(AY41=TRUE,\"N/A\",I173)","v":{"$error":"#N/A"}},{"$f":"IF(AZ41=TRUE,\"N/A\",R145)","v":"Not Used"},{"$f":"IF(BA41=TRUE,\"N/A\",R148)","v":"Not Used"},{"$f":"IF(BB41=TRUE,\"N/A\",R151)","v":"Not Used"},{"$f":"IF(BC41=TRUE,\"N/A\",R154)","v":"Not Used"},{"$f":"IF(BD41=TRUE,\"N/A\",R157)","v":"Not Used"},{"$f":"IF(BI41=TRUE,\"N/A\",R172)","v":"Not Used"},{"$f":"IF(BK41=TRUE,\"N/A\",I191)","v":{"$error":"#N/A"}},null,null,null,null,{"$f":"IF(BL41=TRUE,\"N/A\",I194)","v":{"$error":"#N/A"}},null,{"$f":"IF(BM41=TRUE,\"N/A\",I206)","v":{"$error":"#N/A"}},{"$f":"IF(BR41=TRUE,\"N/A\",R190)","v":"Not Used"},{"$f":"IF(BS41=TRUE,\"N/A\",R193)","v":"Not Used"},null,null,null,null,{"$f":"IF(BW41=TRUE,\"N/A\",R205)","v":"Not Used"}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Utilize raises for obtaining additional certifications.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,52,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,66,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has an off boarding process for exiting employees. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,526,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,67,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,"Knowledge Management Practices"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Agency has documentation of position procedures.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,34,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,68,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has dual incumbency practices.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,35,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,69,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency provides cross training to employees.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,36,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,70,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[]
[]
[null,null,null,null,null,null,"Interested in learning more about Knowledge Management? Check out the new Knowledge Transfer Tool Kit for information, tools, and strategies! \nClick on the picture to the right to view the tool. "]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,"Employee Development Practices"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Agency provides Supervisor Training for newly promoted Supervisors.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,44,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,71,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency provides ongoing  Leadership Development for all Supervisors.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,45,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,72,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency identifies high potential employees and provides specialized training.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,46,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,549,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has career ladders or career paths. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,47,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,550,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has a mentorship program for development.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,48,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,551,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency utilizes job rotation, stretch assignments, or shadowing to develop employees.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,521,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,552,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency utilizes individual development plans. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,522,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,73,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Tracks Training and Development Metrics (participants, costs, hours, etc.)",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,523,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,553,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency utilizes technology or online learning for employee development. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,524,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,74,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency provides employee training (outside of  any state required training).",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,49,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,75,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency assists with professional memberships or conference funding. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,525,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,76,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,"Employee Engagement Strategies"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Agency conducts orientation for new employees. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,527,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,554,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency has an engagement or culture committee. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,528,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,555,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency supports employee wellness (financial, physical, etc.). ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,529,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,556,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency conducts regular employee engagement surveys.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,53,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,77,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency has employee recognition programs.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,54,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,78,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,"Agency provides recognition leave or bonuses for employees. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,530,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,558,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency hosts employee social events for employee engagement.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,531,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,559,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency assesses physical workspaces and makes modifications for engagement. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,532,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,560,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency has plans to enhance engagement initiatives.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,55,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,79,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[null,null,null,null,null,null,null,null,{"$f":"VLOOKUP($G$12,'DHRM Preload Data'!$A:$SG,14,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,null,null,null,null,"Diversity and Inclusion Strategies & Employee Opportunities Plan"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Submitted an Employees Opportunities Plan to DHRM.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,533,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,561,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Provides disability etiquette training for employees.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,534,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,562,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency provides unconscious bias training to employees. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,535,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,563,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Has partnerships (with other agencies) to recruit and employ employees with disabilities.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,536,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,564,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency applies strategies to ensure items are accessible to all employees. (Accessibility)",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,537,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,565,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency has an executive level position for leading and sponsoring diversity & inclusion.",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,538,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,566,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Integrates diversity & inclusion strategies into recruitment, development, & retention. ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,539,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,567,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Agency has employee networks (resource groups, community outreach groups, etc.) ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,540,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,568,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,"Technology and Organizational Efficiencies Practices"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Response\")","v":"FY20 Response"},null,"Description",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9,\" Update\")","v":"FY21 Update"},null,null,"Description or Additional Notes",null,null,null,null,"Interested in learning more? "]
[null,null,null,null,null,"Agency has utilized technology to improve processes relating to WF planning or development.  ",null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,541,FALSE),\"--\")","v":"--"},null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,569,FALSE),\"--\")","v":"--"},null,null,null,null,"Continued","Started","Not Used",null,null,null,null,null,"ERROR: Check Only One","Yes","No","ERROR: Check Only One"]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,{"$f":"IF($AH$16=1,VLOOKUP($G$12,'DHRM Preload Data'!$A:$ABN,509,FALSE),\"--\")","v":"--"}]

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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 2: Key Data Input"]
[]
[]
["Instructions",null,null,null,null,"The key data inputs below will assist with identifying workforce challenges and metrics for DHRM to compare across all agencies within the Commonwealth. This comparison can help to identify trends and develop actionable items to address those challenges. "]
[]
["Special Step: Identify if the final report should include Wage Data or not. "]
[]
[null,null,null,null,null,"Though we encourage agencies to include wage data to show a better representation of their workforce, we understand wage data may not be available or easily obtained for some agencies. If you would like your final report to not include wage data in the calculations for key metrics, please indicate \"no\" to the question below. "]
[]
["Status:",{"$f":"IF(P17<>\"\",\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[]
[null,null,null,null,null,null,null,null,"Include Wage data on final report (affects calculations)? "]
[]
[]
["Instructions",null,null,null,null,"Workforce Planning Critical Positions Data Input",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas",null,null,null,null,null,null,null,null,null,null,null,"Critical Positions","Assessed Positions","Wage"]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(L26:M27)","v":0},{"$f":"COUNTA(S26:T27)","v":0},{"$f":"COUNTA(L28,S28)","v":0}]
["Step 1: Identify if all agency positions were assessed for critical positions. ",null,null,null,null,null,"Click here for the WPCP Definition",null,null,null,null,null,null,"Click here to use the DHRM Critical Position Assessment Tool",null,null,null,null,null,null,null,null,null,null,"Action",null,null,"50% or Greater",null,null,null,null,null,null,null,null,{"$f":"COUNTA(L32:M41)","v":0},{"$f":"COUNTA(S32:T41)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Monitor",null,null,"15% to 49%",null,null,null,null,null,null,null,null,{"$f":"COUNTA(L47:M54)","v":0},{"$f":"COUNTA(S47:T54)","v":0}]
[null,null,null,null,null,null,"Critical Positions",null,null,null,null,null,null,null,null,"Total Positions Assessed",null,null,null,null,null,null,null,null,"Aware",null,null,"Less Than 15%",null,null,null,null,null,null,null,null,{"$f":"IF(G60<>\"\",1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
["If yes, enter the total number of critical positions and total critical positions by occupational family.",null,null,null,null,null,"Total Number of Critical Positions",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,81,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Total Positions Assessed",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,101,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Total Classified",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,82,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Total Classified Assessed",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,102,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AK21:AL24,AM21)","v":0}]
[null,null,null,null,null,null,"Total Wage",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,623,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Total Wage Assessed",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,624,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$15","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Formulas"]
[]
[null,null,null,null,null,null,null,"Critical Positions By EEO Code ",null,null,null,null,null,null,null,"Positions Assessed by EEO Code"]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,"Total Number of Critical Positions"]
["If No, enter the same information as above. In addition, enter the total number of positions assessed for each. ",null,null,null,null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,83,FALSE),\"--\")","v":"--"},null,null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,103,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"of the \",'2. Key Data Input'!$S$26,\" \",\"positions assessed\")","v":"of the  positions assessed"},null,null,null,null,"Total Number of Positions Assessed"]
[null,null,null,null,null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,84,FALSE),\"--\")","v":"--"},null,null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,104,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Checks"]
[null,null,null,null,null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,85,FALSE),\"--\")","v":"--"},null,null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,105,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,"Identified as Critical Positions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Critical Position check",{"$f":"IF(SUM(L32:M41)=L26,1,IF(COUNTA(L32:M41)<>10,2,0))","v":1}]
[null,null,null,null,null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,86,FALSE),\"--\")","v":"--"},null,null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,106,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Assessed Position Check",{"$f":"IF(SUM(S32:T41)=S26,1,IF(COUNTA(S32:T41)<>10,2,0))","v":1}]
[null,null,null,null,null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,87,FALSE),\"--\")","v":"--"},null,null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,107,FALSE),\"--\")","v":"--"}]
["Status:",{"$f":"IF($P$17=\"no\",IF(AND('1. Agency Profile'!AG33=1,AK27=41),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AK27=25),\"Complete\",\"Incomplete\")),IF(AND('1. Agency Profile'!AG33=1,AK27=43),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AK27=27),\"Complete\",\"Incomplete\")))","v":"Incomplete"},null,null,null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,88,FALSE),\"--\")","v":"--"},null,null,null,"Office or Clerical",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,108,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Higher Ed Type",{"$f":"IF(AND('1. Agency Profile'!$AG$33=1,SUM(L47:M54)=L26),1,IF(COUNTA(L47:M54)<>8,2,0))","v":2}]
[null,null,null,null,null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,89,FALSE),\"--\")","v":"--"},null,null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,109,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,"Changes from FY19",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Critical Positons by Type",{"$f":"IF(AND('1. Agency Profile'!$AG$33=1,SUM(S47:T54)=S26),1,IF(COUNTA(S47:T54)<>8,2,0))","v":2}]
[null,null,null,null,null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,90,FALSE),\"--\")","v":"--"},null,null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,110,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,"Current FY % of Critical Positions "]
[null,null,null,null,null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,91,FALSE),\"--\")","v":"--"},null,null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,111,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E113","v":""},{"$f":"'Full Report (V2)'!F113","v":"N/A"},null,null," -","Prior FY % of Critical Positions "]
[null,null,null,null,null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,92,FALSE),\"--\")","v":"--"},null,null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,112,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,null,"**ERROR: Critical Positions for EEO Code do not add up to Total Number. Please Review.**",null,null,null,null,null,null,null,"**ERROR: Positions Assessed for EEO Code do not add up to Total. Please Review.**",null,null,null,null,null,null,null,null,null,null,"to Overall Percent "]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E117","v":""},{"$f":"'Full Report (V2)'!F117","v":"N/A"},null,null,null,"Current FY Positions Assessed"]
[null,null,null,null,null,null,null,null,"Critical Positions by Type (Higher Ed. Only)",null,null,null,null,"Critical Positions Assessed by Type (Higher Ed. Only)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," -","Prior FY Positions Assessed"]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,"to Total Positions Assessed",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,"Total Classified",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,93,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,113,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Total Hourly",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,94,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,114,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Total Instructional",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,95,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,115,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E122","v":""},{"$f":"'Full Report (V2)'!F122","v":"N/A"},null,null,null,"Current FY # of Critical Positions "]
[null,null,null,null,null,null,"Total Research",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,96,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,116,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null," -","Prior FY %# of Critical Positions "]
[null,null,null,null,null,null,"Total A/P",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,97,FALSE),\"--\")","v":"--"},null,null,null,null,"Total A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,117,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"to Total Positions Identified as Critical",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,"Total University Staff",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,98,FALSE),\"--\")","v":"--"},null,null,null,null,"Total University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,118,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Total Adjunct Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,99,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,119,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Total Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,100,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,120,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,"**ERROR: Critical Positions for Higher Education Type do not add up to Total Number. Please Review.**",null,null,null,null,null,null,null,"**ERROR: Positions Assessed for Higher Education Type do not add up to Total. Please Review.**"]
[]
[null,null,null,null,null,null,"Brief Critical Position Discussion "]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding workforce planning critical positions (such as assessment methods, challenges, proposed solutions, etc.) "]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Completed","Completed Higher ed"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(K72:L73)","v":0},{"$f":"COUNTA(K77:L84)","v":0}]
["Step 2: Please enter all the service retirement data information to include all retirements (and by occupational family), all eligible retirements in 5 years (any by occupational family), and total critical positions eligible for retirement in 5 years (and by occupational family). ",null,null,null,null,"Service Retirement Data Input",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas",null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(S74:T83)","v":0}]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(P90,U90,F96:V96,S103,M103,N103,O103,P103,Q103,F109:V109,G115)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Action",null,null,"50% or Greater"]
[null,null,null,null,null,"Actual Retirements from Current Fiscal Year",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Monitor",null,null,"15% to 49%",null,null,null,null,null,null,null,null,null,{"$f":"SUM(AL66:AL68,AM66)","v":0}]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,"Aware",null,null,"Less Than 15%"]
[null,null,null,null,null,"Total Number of Retirements",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,121,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Actual Retirements by EEO Code"]
[null,null,null,null,null,"Total Classified Retirements",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,122,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,{"$f":"'Full Report (V2)'!D130","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Formulas"]
[null,null,null,null,null,null,null,null,null,null,null,null,"**ERROR: Retirements for EEO Code do not add up to Total Number. Please Review.**","Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,123,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,"Actual Retirements from Current Fiscal Year (Higher Ed. Only)",null,null,null,null,null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,124,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Employees Eligible for                                     Retirement in 5 Years",null,null,null,null,null,null,null,"EEO Code Check",{"$f":"IF(SUM(M73:V73)=I72,1,IF(COUNTA(M73:V73)<>10,2,0))","v":2}]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,125,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Higher Ed Check",{"$f":"IF(SUM(G78:V78)=I72,1,IF(COUNTA(G78:V78)<>8,2,0))","v":2}]
[null,null,null,null,null,"Total Classified",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,133,FALSE),\"--\")","v":"--"},null,null,null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,126,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!D134","v":"Of Employees"},null,null,null,null,"Total Number of Employees - Total Executive Employees"]
["Status:",{"$f":"IF(AND('1. Agency Profile'!AG33=1,AL70=49),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AL70=41),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,null,"Total Hourly",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,134,FALSE),\"--\")","v":"--"},null,null,null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,127,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,"Eligible for Service Retirement within Five (5) Years"]
[null,null,null,null,null,"Total Instructional",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,135,FALSE),\"--\")","v":"--"},null,null,null,null,"Office or Clerical",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,128,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Research",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,136,FALSE),\"--\")","v":"--"},null,null,null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,129,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total A/P",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,137,FALSE),\"--\")","v":"--"},null,null,null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,130,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total University Staff",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,138,FALSE),\"--\")","v":"--"},null,null,null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,131,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Adjunct Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,139,FALSE),\"--\")","v":"--"},null,null,null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,132,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,"Changes from FY19"]
[null,null,null,null,null,"Total Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,140,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E142","v":""},{"$f":"'Full Report (V2)'!F142","v":"N/A"},null,null,null,"Current FY % Retirements in 5yrs"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," -","Prior FY % Retirements in 5 yrs"]
[null,null,null,null,null,"Total Number of Employees Eligible for Service Retirements Today",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"to Overall Percent ",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"How many are critical positions?"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"'Full Report (V2)'!E146","v":""},{"$f":"'Full Report (V2)'!F146","v":"N/A"},null,null,null,"Current FY # Retirement Eligible"]
[null,null,null,null,null,null,"Total Number of Employees Eligible to Retire Today",null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,141,FALSE),\"--\")","v":"--"},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,142,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null," -","Prior FY # Retirement Eligible"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"to Employees Eligible To Retire Now",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,null,"Please indicate the number of employees for each EEO Code that are currently eligible for service retirement.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"EEO Retire Error",{"$f":"IF(SUM(F96:V96)=P90,1,0)","v":1}]
[null,null,null,null,null,"Total Employees Eligible for Service Retirement Today by EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Current FY # Retirement Eligible in 5yrs",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"EEO Retire 5YR Error",{"$f":"IF(SUM(F109:V109)=SUM(M103:Q103),1,0)","v":1}]
[null,null,null,null,null,"Officials & Admin.",null,"Professionals",null,"Technician","Protective Service",null,"Paraprofessional",null,"Admin. Support",null,"Skill / Craft Workers",null,"Service / Maintenance",null,"Faculty","Other",null,null,null,{"$f":"'Full Report (V2)'!E152","v":""},{"$f":"'Full Report (V2)'!F152","v":"N/A"},null,null," -","Prior FY # Retirement Eligible in 5yrs"]
[null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,143,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,144,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,145,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,146,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,147,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,148,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,149,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,150,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,151,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,152,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"To Employees Eligible to Retire within 5 Years"]
[null,null,null,null,null,null,null,"***Error: The sum for retirements by EEO Code do not add up to total employees eligible to retire. "]
[]
[null,null,null,null,null,"Total Number of Employees Eligible for Service Retirements In the Next 5 Years"]
[null,null,null,null,null,null,"Only enter the number of employees in the year they become eligible (do not add the number to the previous year). "]
[null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+1)","v":"FY 2022"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+2)","v":"FY 2023"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+3)","v":"FY 2024"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+4)","v":"FY 2025"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+5)","v":"FY 2026"},"How many are critical positions?"]
[null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"IF(R102=\"--\",\"--\",CONCATENATE(\"Total Number =\",\" \",R102))","v":"--"},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,153,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,154,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Number of employees that become eligible to retire for each FY"]
[]
[null,null,null,null,null,null,null,"Please indicate the number of employees for each EEO Code that are eligible for service retirement within 5 years."]
[null,null,null,null,null,"Total Employees Eligible for Service Retirement in the next 5 years by EEO Code"]
[null,null,null,null,null,"Officials & Admin.",null,"Professionals",null,"Technician","Protective Service",null,"Paraprofessional",null,"Admin. Support",null,"Skill / Craft Workers",null,"Service / Maintenance",null,"Faculty","Other"]
[null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,155,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,156,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,157,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,158,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,159,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,160,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,161,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,162,FALSE),\"--\")","v":"--"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,163,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,164,FALSE),\"--\")","v":"--"}]
[null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,"***Error: The sum for retirements by EEO Code do not add up to total employees eligible to retire. "]
[]
[null,null,null,null,null,null,"Brief Service Retirement Discussion "]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding service retirements (to include concerns of the number eligible, future years that may be impacted, etc.) "]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,"Current Fiscal Year Voluntary Resignations Data Input",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas"]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Action",null,null,"50% or Greater",null,null,null,null,null,null,null,null,null,"Completed","Higher Ed","Wage"]
[null,null,null,null,null,null,null,null,null,"All Resignations should reflect Voluntary Resignations Only",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Monitor",null,null,"15% to 49%",null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(I129:J130,O129:P130,U129:V130,I151:J160,O151:P160,U151:V160,R166:S173,L166:M167,O132,U132,I178,O178,U178,O180,G185)","v":0},{"$f":"COUNTA(I138:J145,O138:P145,U138:V145)","v":0},{"$f":"COUNTA(I131,O131,U131)","v":0}]
[null,null,null,null,"Total Employee Separations                                               ",null,null,null,null,null,null,"Separations within first 5 years                                                                  ",null,null,null,null,null,"Probationary Period / First Year Separations                                               ",null,null,null,null,null,null,"Aware",null,null,"Less Than 15%"]
["Step 3: Please enter all information regarding separations for each of the categories (Total separations, within the first 5 years, and total probationary period (or first year).  "]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AL125:AN125)","v":0}]
[null,null,null,null,"Total Separations",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,165,FALSE),\"--\")","v":"--"},null,null,null,"Total Separations",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,185,FALSE),\"--\")","v":"--"},null,null,null,"Total Separations",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,206,FALSE),\"--\")","v":"--"},null,null,null,null,{"$f":"'Full Report (V2)'!D184","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Formulas"]
[null,null,null,null,"Total Classified",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,166,FALSE),\"--\")","v":"--"},null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,186,FALSE),\"--\")","v":"--"},null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,207,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Total Wage",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,627,FALSE),\"--\")","v":"--"},null,null,null,"Total Wage",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,628,FALSE),\"--\")","v":"--"},null,null,null,"Total Wage",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,629,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Total Number of Resignations"]
[null,null,null,null,"Total Employees",null,null,{"$f":"'1. Agency Profile'!G24","v":"--"},{"$f":"'1. Agency Profile'!I24:J24","v":0},null,"Total Employees with 0-5 YOS",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,187,FALSE),\"--\")","v":"--"},null,null,"Total Employees in 1st Year",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,208,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Resignation Rate \n(Resignations / Number of                   Employees for Fiscal Year)",null,null,null,null,"Total Number of Employees - Total Executive Employees"]
[]
[null,null,null,null,null,null,null,null,null,null,null,"Separations within first 5 years                                                                  (Higher Ed. Only)",null,null,null,null,null,"Probationary Period / First Year Separations                                         (Higher Ed. Only)"]
["Status:",{"$f":"IF($P$17=\"no\",IF(AND('1. Agency Profile'!AG33=1,AL128=77),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AL128=53),\"Complete\",\"Incomplete\")),IF(AND('1. Agency Profile'!AG33=1,AL128=80),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AL128=56),\"Complete\",\"Incomplete\")))","v":"Incomplete"},null,null,null,"Total Employee Separations (Higher Ed. Only)"]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Changes from FY19"]
[null,null,null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,167,FALSE),\"--\")","v":"--"},null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,188,FALSE),\"--\")","v":"--"},null,null,null,"Total Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,209,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,168,FALSE),\"--\")","v":"--"},null,null,null,"Total Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,189,FALSE),\"--\")","v":"--"},null,null,null,"Total Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,210,FALSE),\"--\")","v":"--"},null,null,null,null,null,{"$f":"'Full Report (V2)'!E194","v":{"$error":"#VALUE!"}},{"$f":"'Full Report (V2)'!F194","v":"N/A"},null,null,null,"Current FY Resignation Rate"]
[null,null,null,null,null,"Total Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,169,FALSE),\"--\")","v":"--"},null,null,null,"Total Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,190,FALSE),\"--\")","v":"--"},null,null,null,"Total Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,211,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null," -","Prior FY Resignation Rate"]
[null,null,null,null,null,"Total Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,170,FALSE),\"--\")","v":"--"},null,null,null,"Total Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,191,FALSE),\"--\")","v":"--"},null,null,null,"Total Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,212,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"to Resignation Rate",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,"Total A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,171,FALSE),\"--\")","v":"--"},null,null,null,"Total A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,192,FALSE),\"--\")","v":"--"},null,null,null,"Total A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,213,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Total University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,172,FALSE),\"--\")","v":"--"},null,null,null,"Total University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,193,FALSE),\"--\")","v":"--"},null,null,null,"Total University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,214,FALSE),\"--\")","v":"--"},null,null,null,null,null,{"$f":"'Full Report (V2)'!E198","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F198","v":"N/A"},null,null,null,"Current FY Resignations in first 5 Years"]
[null,null,null,null,null,"Total Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,173,FALSE),\"--\")","v":"--"},null,null,null,"Total Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,194,FALSE),\"--\")","v":"--"},null,null,null,"Total Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,215,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null," -","Prior FY Resignations in first 5 Years"]
[null,null,null,null,null,"Total Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,174,FALSE),\"--\")","v":"--"},null,null,null,"Total Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,195,FALSE),\"--\")","v":"--"},null,null,null,"Total Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,216,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"To Resignation Rate in First 5 Years",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,0,null,null,null,null,null,"**ERROR: Separations within first 5 years for Higher Ed. do not add up to Total Number. Please Review.**",null,null,null,null,null,"**ERROR: First Year Separations for Higher Ed. do not add up to Total Number. Please Review.**"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Checks"]
[null,null,null,null,null,null,null,null,null,null,null,"Separations within first 5 years by                            EEO Code",null,null,null,null,null,"Probationary Period Separations by                                        EEO Code",null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E203","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F203","v":"N/A"},null,null,null,"Current FY Resignations in First Year",null,null,null,null,null,null,null,null,null,"Total Employee Separations (Higher Ed)",{"$f":"IF(SUM(I138:J145)=I129,1,IF(AND(I129<>\"\",COUNTA(I138:J145)=8),0,2))","v":1}]
[null,null,null,null,"Total Employee Separations by EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," -","Prior FY Resignations in First Year",null,null,null,null,null,null,null,null,null,"Total Employee Separations (EEO)",{"$f":"IF(SUM(I151:J160)=I129,1,IF(AND(I129<>\"\",COUNTA(I151:J160)=10),0,2))","v":1}]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,"To Resignation Rate in First Year",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,175,FALSE),\"--\")","v":"--"},null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,196,FALSE),\"--\")","v":"--"},null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,217,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"First 5 Year Check (Higher ED)",{"$f":"IF(SUM(O138:P145)=O129,1,IF(AND(O129<>\"\",COUNTA(O138:P145)=8),0,2))","v":1}]
[null,null,null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,176,FALSE),\"--\")","v":"--"},null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,197,FALSE),\"--\")","v":"--"},null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,218,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"First 5 Year Check EEO",{"$f":"IF(SUM(O151:P160)=O129,1,IF(AND(O129<>\"\",COUNTA(O151:P160)=10),0,2))","v":1}]
[null,null,null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,177,FALSE),\"--\")","v":"--"},null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,198,FALSE),\"--\")","v":"--"},null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,219,FALSE),\"--\")","v":"--"},null,null,null,null,null,"N/A",{"$f":"'Full Report (V2)'!F208","v":{"$error":"#DIV/0!"}},null,null,"Total Number of Transfers",null,null,null,null,null,null,null,null,null,null,"First Year Check (Higher ED)",{"$f":"IF(SUM(U138:V145)=U129,1,IF(AND(U129<>\"\",COUNTA(U138:V145)=8),0,2))","v":1}]
[null,null,null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,178,FALSE),\"--\")","v":"--"},null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,199,FALSE),\"--\")","v":"--"},null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,220,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"First Year Check EEO",{"$f":"IF(SUM(U151:V160)=U129,1,IF(AND(U129<>\"\",COUNTA(U151:V160)=10),0,2))","v":1}]
[null,null,null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,179,FALSE),\"--\")","v":"--"},null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,200,FALSE),\"--\")","v":"--"},null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,221,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"Were Transfers to Other State Agencies",null,null,"Total Number of Separations",null,null,null,null,null,null,null,null,null,null,"Gender",{"$f":"IF(SUM(L166:M169)=I129,1,IF(AND(I129<>\"\",COUNTA(L166:M169)=2),0,2))","v":1}]
[null,null,null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,180,FALSE),\"--\")","v":"--"},null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,201,FALSE),\"--\")","v":"--"},null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,222,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Race",{"$f":"IF(SUM(R166:S173)=I129,1,IF(AND(I129<>\"\",COUNTA(R166:S173)=8),0,2))","v":1}]
[null,null,null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,181,FALSE),\"--\")","v":"--"},null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,202,FALSE),\"--\")","v":"--"},null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,223,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,182,FALSE),\"--\")","v":"--"},null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,203,FALSE),\"--\")","v":"--"},null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,224,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,183,FALSE),\"--\")","v":"--"},null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,204,FALSE),\"--\")","v":"--"},null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,225,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,184,FALSE),\"--\")","v":"--"},null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,205,FALSE),\"--\")","v":"--"},null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,226,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"**ERROR: Total Separations for EEO Code do not add up to Total Number. Please Review.**",null,null,null,null,null,"**ERROR: First 5 Year Separations for EEO Code do not add up to Total Number. Please Review.**",null,null,null,null,null,"**ERROR: First Year Separations for EEO Code do not add up to Total Number. Please Review.**"]
[]
[null,null,null,null,null,null,null,null,"Total Employee Separations by Gender ",null,null,null,null,null,null,"Total Employee Separations by Race (PMIS Codes)"]
[]
[null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,"Total Male",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,227,FALSE),\"--\")","v":"--"},null,null,null,null,"White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,229,FALSE),\"--\")","v":"--"},null,null,"**ERROR: Total Separations for Race do not add up to Total Number. Please Review.**"]
[null,null,null,null,null,null,null,null,"Total Female",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,228,FALSE),\"--\")","v":"--"},null,null,null,null,"Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,230,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,231,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,232,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,"**ERROR: Total Separations for Gender do not add up to Total Number. Please Review.**",null,null,null,null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,233,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," Hawaiian or Other Pacific Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,234,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,235,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,236,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,"Total Employees that Transferred to Another State Agency                                        ",null,null,null,null,null,null,"Total Employees with 0-5 Years of Service that Transferred to Another State Agency                                          ",null,null,null,null,null,"Total Employees within First Year that Transferred to Another State Agency                                          "]
[]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,"Total Employees Transfers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,630,FALSE),\"--\")","v":"--"},null,null,null,"Total Transfers",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,631,FALSE),\"--\")","v":"--"},null,null,null,"Total Separations",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,632,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Are employee transfers included in total separations for their respective column?"]
[]
[null,null,null,null,null,null,"Brief Voluntary Resignations & Transfer Discussion "]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding voluntary resignations or transfers (such as a high percentage within a certain area, years of service, gender, race, etc.)"]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Complete"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(H196,L196,P196,T196,G205)","v":0}]
[null,null,null,null,null,"Current Fiscal Year Time to Fill Data Input",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas",null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AL190,AM190)","v":0}]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Action",null,null,"51 Days or Greater"]
["Step 4: Please enter all information regarding time to fill. ",null,null,null,null,null,"FY Quarter 1 Time to Fill",null,null,null,"FY Quarter 2 Time to Fill",null,null,null,"FY Quarter 3 Time to Fill",null,null,null,"FY Quarter 4 Time to Fill",null,null,null,null,null,"Monitor",null,null,"41 to 50 Days"]
[null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,"Aware",null,null,"40 Days or Less"]
[null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,237,FALSE),\"--\")","v":"--"},null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,238,FALSE),\"--\")","v":"--"},null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,239,FALSE),\"--\")","v":"--"},null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,240,FALSE),\"--\")","v":"--"}]
["Status:",{"$f":"IF(AND('FILE MAINTENANCE'!L22=\"Yes\",AM191=5),\"Complete\",IF(AND('FILE MAINTENANCE'!L22=\"No\",'2. Key Data Input'!AM191=4),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!D163","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Formulas"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Q1 Avg. + Q2 Avg. + Q3 Avg. + Q4 Avg."]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Average number of days to fill vacant positions",null,null,null,null,null,"3 or 4 (depending if Q4 is included)"]
[null,null,null,null,null,null,"Brief Time to Fill Discussion "]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding time to fill and hiring trends. "]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes from FY19"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Current FY Avg. Days Time To Fill"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E174","v":""},{"$f":"'Full Report (V2)'!F174","v":"N/A"},null,null," --","Prior FY Avg. Days Time to Fill"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"to Average Days "]
[]
[]
[null,null,null,null,null,"Diversity & Inclusion Data Input",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas"]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**"]
[]
[null,null,null,null,null,"Please choose the best description of data entered into the Employees By Race and Employees by Gender on the Agency Profile Tab. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"All or Partial Data"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(L218=\"All Employees (Classified and Wage)\",1,0)","v":0}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Changes from FY19",null,null,null,null,null,"Formulas"]
["Step 5: Please enter all information regarding workforce and leader diversity. ",null,null,null,null,null,null,"Workforce Diversity",null,null,null,null,null,null,null,"Leader Diversity",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Complete"]
[null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E247","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F247","v":{"$error":"#DIV/0!"}},null,null,null,"Current FY % Employees are Veterans",null,null,null,null,null,null,{"$f":"COUNTA(K222:L225,S222:T223,S226:T229,S232:T239,G245,L218)","v":0}]
[null,null,null,null,null,"Total Veterans",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,245,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Males in Leader Role",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,247,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null," --","Prior FY % of Employees are Veterans"]
[null,null,null,null,null,"Total Employees with Disabilities",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,246,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Females in Leader Role",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,248,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Of Workforce that are Veterans",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,"Total Minorities",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,243,FALSE),\"--\")","v":"--"}]
["Status:",{"$f":"IF(AL221=20,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,"Total Non-Minorities",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,244,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Minorities in Leader Role",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,249,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E252","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F252","v":{"$error":"#DIV/0!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Non-Minorities in Leader Role",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,250,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,"Current FY % of Employees are Women"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Veterans in Leader Role",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,251,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null," --","Prior FY % of Employees are Women"]
[null,null,null,null,null,null,"Please include both Full Time and Wage Data when entering Diversity and Inclusion Data to ensure consistency and proper calculations of workforce demographics.",null,null,null,null,null,null,"Total Leaders with Disabilities",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,252,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Of Workforce that are Women",null,null,null,"Displayed as Absolute Value"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"`"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,636,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E258","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F258","v":{"$error":"#DIV/0!"}},null,null,null,"Current FY % of Employees with Disabilities"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,637,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null," --","Prior FY % of Employees with Disabilities"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,638,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Of Workforce are Employees with Disabilities",null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,639,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,640,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," Hawaiian or Other Pac. Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,641,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E263","v":{"$error":"#DIV/0!"}},{"$f":"'Full Report (V2)'!F263","v":{"$error":"#DIV/0!"}},null,null,null,"Current FY Avg. Days Time To Fill"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,642,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null," --","Prior FY Avg. Days Time to Fill"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,643,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,"Of Workforce that are Minorities",null,null,null,"Displayed as Absolute Value"]
[]
[null,null,null,null,null,null,"Brief Diversity and Inclusion Discussion"]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding diversity and inclusion information. "]
[]
[null,null,null,null,null,null,"Note: Resignations, Retention, and Promotions by Gender and Race appear in this section of the report. "]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,"Retention Data Input ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Key Metric Report Preview & Formulas"]
[null,null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**"]
[null,null,null,null,"Minimum Years at the Agency",null,null,null,null,null,null,"Average Years at the Agency",null,null,null,null,null,"Maximum Years at the Agency",null,null,null,null,null,null,"Action",null,null,"1 Year or Less"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Monitor",null,null,"1 to 4.9 years"]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Aware",null,null,"5 Years or More"]
["Step 6: Please enter all information regarding retention information for the agency.",null,null,null,"All Employees",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,253,FALSE),\"--\")","v":"--"},null,null,null,"All Employees",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,274,FALSE),\"--\")","v":"--"},null,null,null,"All Employees",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,295,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Classified",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,254,FALSE),\"--\")","v":"--"},null,null,null,"Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,275,FALSE),\"--\")","v":"--"},null,null,null,"Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,296,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Completed","Higher Ed","Wage"]
[null,null,null,null,"Wage",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,255,FALSE),\"--\")","v":"--"},null,null,null,"Wage",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,276,FALSE),\"--\")","v":"--"},null,null,null,"Wage",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,297,FALSE),\"--\")","v":"--"},null,null,null,null,{"$f":"'Full Report (V2)'!D216","v":0},null,null,null,null,null,"Formulas",null,null,null,null,null,null,{"$f":"COUNTA(I256:J257,O256:P257,U256:V257,I277:J286,O277:P286,U277:V286,R292:S299,L292:M293)","v":0},{"$f":"COUNTA(I264:J271,O264:P271,U264:V271)","v":0},{"$f":"COUNTA(I258,O258,U258)","v":0}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"No Calculation. Taken directly from data input. ",null,null,null,null,null,null,null,{"$f":"SUM(AL258:AN258)","v":0}]
["Status:",{"$f":"IF($P$17=\"no\",IF(AND('1. Agency Profile'!AG33=1,AL260=70),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AL260=46),\"Complete\",\"Incomplete\")),IF(AND('1. Agency Profile'!AG33=1,AL260=73),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AL260=49),\"Complete\",\"Incomplete\")))","v":"Incomplete"},null,null,null,null,null,null,null,null,null,"Average Years at the Agency (Higher Ed. Only)",null,null,null,null,null,"Maximum Years at the Agency (Higher Ed. Only)"]
[null,null,null,null,null,"Minimum Years at the Agency (Higher Ed. Only)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Years at the Agency "]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Average Employee Retention"]
[null,null,null,null,null,"Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,256,FALSE),\"--\")","v":"--"},null,null,null,"Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,277,FALSE),\"--\")","v":"--"},null,null,null,"Classified",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,298,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,257,FALSE),\"--\")","v":"--"},null,null,null,"Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,278,FALSE),\"--\")","v":"--"},null,null,null,"Hourly",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,299,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(I277:J286)","v":0},{"$f":"SUM(O277:P286)","v":0},{"$f":"SUM(U277:V286)","v":0},{"$f":"SUM(L292:M293)","v":0},{"$f":"SUM(R292:S299)","v":0}]
[null,null,null,null,null,"Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,258,FALSE),\"--\")","v":"--"},null,null,null,"Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,279,FALSE),\"--\")","v":"--"},null,null,null,"Instructional",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,300,FALSE),\"--\")","v":"--"},null,null,null,null,"Changes from FY19",null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AL265=I256,1,0)","v":1},{"$f":"IF(AM265=O256,1,0)","v":1},{"$f":"IF(AN265=U256,1,0)","v":1},{"$f":"IF(AO265=I256,1,0)","v":1},{"$f":"IF(AP265=I256,1,0)","v":1}]
[null,null,null,null,null,"Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,259,FALSE),\"--\")","v":"--"},null,null,null,"Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,280,FALSE),\"--\")","v":"--"},null,null,null,"Research",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,301,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,260,FALSE),\"--\")","v":"--"},null,null,null,"A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,281,FALSE),\"--\")","v":"--"},null,null,null,"A/P",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,302,FALSE),\"--\")","v":"--"},null,null,null,null,null,{"$f":"'Full Report (V2)'!E226","v":{"$error":"#VALUE!"}},{"$f":"'Full Report (V2)'!F226","v":{"$error":"#VALUE!"}},null,null,null,"Current FY Avg. Years at Agency"]
[null,null,null,null,null,"University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,261,FALSE),\"--\")","v":"--"},null,null,null,"University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,282,FALSE),\"--\")","v":"--"},null,null,null,"University Staff",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,303,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null," --","Prior FY Avg. Years at Agency"]
[null,null,null,null,null,"Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,262,FALSE),\"--\")","v":"--"},null,null,null,"Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,283,FALSE),\"--\")","v":"--"},null,null,null,"Adjunct Faculty",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,304,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,null,"Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,263,FALSE),\"--\")","v":"--"},null,null,null,"Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,284,FALSE),\"--\")","v":"--"},null,null,null,"Other",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,305,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"To Average Years"]
[null,null,null,null,null,"**ERROR: Total Separations for Higher Ed do not add up to Total Number. Please Review.**",null,null,null,null,null,"**ERROR: Separations within first 5 years for Higher Ed. do not add up to Total Number. Please Review.**",null,null,null,null,null,"**ERROR: First Year Separations for Higher Ed. do not add up to Total Number. Please Review.**"]
[]
[null,null,null,null,null,null,null,null,null,null,null,"Average Years at Agency by EEO Code",null,null,null,null,null,"Maximum Years at Agency by EEO Code"]
[null,null,null,null,"Minimum Years at Agency by EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'Full Report (V2)'!E233","v":{"$error":"#VALUE!"}},{"$f":"'Full Report (V2)'!F233","v":{"$error":"#VALUE!"}}]
[null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,"Current FY # of Participants in Prof. Development"]
[null,null,null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,264,FALSE),\"--\")","v":"--"},null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,285,FALSE),\"--\")","v":"--"},null,null,"Officials and Administrators",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,306,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,"To Number of Participants in Professional & Career Development",null,null," --","Prior FY # of Participants in Prof. Development"]
[null,null,null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,265,FALSE),\"--\")","v":"--"},null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,286,FALSE),\"--\")","v":"--"},null,null,"Professionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,307,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,"Displayed as Absolute Value"]
[null,null,null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,266,FALSE),\"--\")","v":"--"},null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,287,FALSE),\"--\")","v":"--"},null,null,"Technicians",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,308,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,267,FALSE),\"--\")","v":"--"},null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,288,FALSE),\"--\")","v":"--"},null,null,"Protective Service Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,309,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,268,FALSE),\"--\")","v":"--"},null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,289,FALSE),\"--\")","v":"--"},null,null,"Paraprofessionals",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,310,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,269,FALSE),\"--\")","v":"--"},null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,290,FALSE),\"--\")","v":"--"},null,null,"Admin. Support",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,311,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,270,FALSE),\"--\")","v":"--"},null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,291,FALSE),\"--\")","v":"--"},null,null,"Skilled Craft Workers",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,312,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,271,FALSE),\"--\")","v":"--"},null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,292,FALSE),\"--\")","v":"--"},null,null,"Service/Maintenance",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,313,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,272,FALSE),\"--\")","v":"--"},null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,293,FALSE),\"--\")","v":"--"},null,null,"Faculty",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,314,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,273,FALSE),\"--\")","v":"--"},null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,294,FALSE),\"--\")","v":"--"},null,null,"Other",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,315,FALSE),\"--\")","v":"--"}]
[]
[]
[null,null,null,null,null,null,null,null,"Average Years at Agency by Gender ",null,null,null,null,null,null,"Average Years at Agency by Race (PMIS Codes)"]
[]
[null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,"Total Male",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,645,FALSE),\"--\")","v":"--"},null,null,null,null,"White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,647,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,"Total Female",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,646,FALSE),\"--\")","v":"--"},null,null,null,null,"Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,648,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,649,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,650,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,651,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," Hawaiian or Other Pacific Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,652,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,653,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,654,FALSE),\"--\")","v":"--"}]
[]
[]
[]
[null,null,null,null,null,"Internal Promotions and Internal Transfer Data",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Complete"]
["Step 7: Please enter all information regarding internal promotions and internal transfer data.",null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(J308:M308,J312:M313,Q308:T315)","v":11}]
[null,null,null,null,null,null,null,null,"Total Employee Internal Transfers                     "]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Employee Internal Transfers by Race"]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,"Total Internal Transfers",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,666,FALSE),\"--\")","v":"--"},null,null,null,null,null,"White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,669,FALSE),\"--\")","v":"--"}]
["Status:",{"$f":"IF(AND('1. Agency Profile'!AG33=1,AM304=22),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AM304=22),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,"Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,670,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,"Total Employee Internal Transfer by Gender",null,null,null,null,null,null,null,"Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,671,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,672,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,"Total Male",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,667,FALSE),\"--\")","v":"--"},null,null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,673,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,"Total Female",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,668,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Hawaiian or Other Pacific Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,674,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,675,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,676,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,null,null,null,"Total Employee Internal Promotions                         "]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Employee Internal Promotions by Race"]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,"Total Internal Promotions",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,655,FALSE),\"--\")","v":"--"},null,null,null,null,null,"White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,658,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,659,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,"Total Employee Internal Promotions by Gender",null,null,null,null,null,null,null,"Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,660,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,661,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,"Total Male",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,656,FALSE),\"--\")","v":"--"},null,null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,662,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,"Total Female",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,657,FALSE),\"--\")","v":"--"},null,null,null,null,null,"Hawaiian or Other Pacific Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,663,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,664,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,665,FALSE),\"--\")","v":"--"}]
[]
[]
[]
[null,null,null,null,null,"Training & Development Data Input"]
["Step 8: Please enter information relating to Training and Development Data. ",null,null,null,null,"**Do not include Executive Positions (Agency Head & Direct Reports) in this section**"]
[null,null,null,null,null,"**Total Unique Participants should only count individuals once.**"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Participants in Development Opportunities (all program types)",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,467,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Complete"]
["Status:",{"$f":"IF(AND('1. Agency Profile'!AG327=1,AK339=3),\"Complete\",IF(AND('1. Agency Profile'!AG327=0,AK339=3),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(Q336,G404)","v":0},null,null,null,null,null,"Selected","Number"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AR338:AR343)","v":0},null,null,null,null,"Very Difficult",false,{"$f":"IF(AQ338=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,"If asked to provided more detailed information of training and development (noted below), how difficult would it be for the agency to obtain the information? ",null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,677,FALSE),\"--\")","v":"--"},"Very Difficult","Difficult","Somewhat Difficult","Somewhat Easy","Easy","Very Easy",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AK337:AK338)","v":0},null,null,null,null,"Difficult",false,{"$f":"IF(AQ339=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Somewhat Difficult",false,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Somewhat Easy",false,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Easy",false,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Very Easy",false,0]
[null,null,null,null,null,null,"If it is easy for the agency, or if the agency would like to provide detailed training and development information, below are fields that are optional to provide information. This information will be reflective on the Appendix of the Full Report. "]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Participants in Online Courses"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Participants in Classroom Courses"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Length (in hours) of Online Courses"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Length (in hours) of Classroom Courses"]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Different Programs Participated in (Both Online & Classroom) (0-25)"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,{"$f":"IF($O$355>=AK356,1,0)","v":0}]
[null,null,null,null,null,null,null,"Internal: Content Developed and Presented by Agency Employees\nExternal: Content Developed or Presented by Individuals not employed at the Agency",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2,{"$f":"IF($O$355>=AK357,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4,0]
[null,null,null,null,null,null,"Content Type",null,null,null,null,"Internal or External",null,null,"Online, Classroom, or Both",null,null,null,"Total Participants",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,6,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,7,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,8,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,9,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,10,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,11,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,12,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,13,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,14,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,15,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,16,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,17,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,18,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,19,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,20,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,21,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,22,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,23,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,24,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,25,0]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,"Additional Learning and Development Opportunities\nLearning also occurs on the job through different experiences (such as job shadowing, job rotations, stretch assignments, apprenticeships or internships). Please indicate the number of participants in additional learning opportunities. "]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Different Learning Opportunities (if utilized) (0-5)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,{"$f":"IF($O$391>=AK391,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2,{"$f":"IF($O$391>=AK392,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3,0]
[null,null,null,null,null,null,"Content Type",null,null,null,null,"Internal or External",null,null,"Type of Opportunity",null,null,null,"Total Participants",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5,0]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,"Brief Retention & Training and Development Discussion"]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding retention information (such as specific internal transfer departments, etc.)"]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,"Executive Leadership Team Data Input"]
[null,null,null,null,null,"The Executive Team is defined as direct reports to the agency head; or direct reports to the President for Higher Ed. Institutions"]
[]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
["Step 9: Please enter all information regarding the Executive Leadership Team information.",null,null,null,null,"Total Number of Executive Positions",null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,330,FALSE),\"--\")","v":"--"},null,null,"Total Executive Employees",null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,332,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Completed"]
[null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Executive Positions Identified as Critical",null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,333,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(K415,S415:T416,K418:L420,S419,K424:L425,R424,S424,T424,O431,P431,Q431,R431,S431,L435:M436,L439:M442,R435:S442,Q447,G489)","v":0}]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,"Total Executive Voluntary Separations",null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,334,FALSE),\"--\")","v":"--"},null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
["Status:",{"$f":"IF(AND('1. Agency Profile'!AG33=1,AJ416=33),\"Complete\",IF(AND('1. Agency Profile'!AG33=0,AJ416=33),\"Complete\",\"Incomplete\"))","v":"Incomplete"},null,null,null,"Executives Promoted or Transferred Internally",null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,678,FALSE),\"--\")","v":"--"},null,null,null,"Average Time to Fill Executive Roles",null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,338,FALSE),\"--\")","v":"--"}]
[null,null,null,null,"Executives Transferred (to another State Agency)",null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,679,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Retention of Executive Team"]
[null,null,null,null,null,null,null,"Executive Team Retirement",null,null,null,null,null,null,null,null,null,"Min Years","Avg. Years","Max Years"]
[null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,339,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,340,FALSE),\"--\")","v":"--"},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,341,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Actual Executive Retirements this FY",null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,335,FALSE),\"--\")","v":"--"},null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,"Executives Currently Eligible to Retire",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,336,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,"Total Number of Executives Eligible for Retirements In the Next 5 Years"]
[null,null,null,null,null,null,"Only enter the number of executives in the year they become eligible (do not add the number to the previous year). "]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+1)","v":"FY 2022"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+2)","v":"FY 2023"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+3)","v":"FY 2024"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+4)","v":"FY 2025"},{"$f":"CONCATENATE(\"FY\",\" \",'FILE MAINTENANCE'!$G$12+5)","v":"FY 2026"}]
[null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,337,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,"Executives Eligible to Retire in each fiscal year"]
[]
[null,null,null,null,null,null,null,null,"Executive Team Diversity",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Exec. Race Error",{"$f":"IF(SUM(R435:S442)=S415,1,0)","v":1}]
[null,null,null,null,"***ERROR: The total executives by gender does not equal the total number of executives. ",null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Exec. Gender Error",{"$f":"IF(SUM(L435:M436)=S415,1,0)","v":1}]
[null,null,null,null,null,null,null,null,null,"Total Male",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,342,FALSE),\"--\")","v":"--"},null,null,null,null,"Total White",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,680,FALSE),\"--\")","v":"--"},null,null,"***ERROR: The total executives by race does not equal the total number of executives. "]
[null,null,null,null,null,null,null,null,null,"Total Female",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,343,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Black or African American",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,681,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Hispanic or Latino",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,682,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,"Total Asian",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,683,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,"Total Minority",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,344,FALSE),\"--\")","v":"--"},null,null,null,null,"American Indian or Alaskan Native",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,684,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,"Total Non-Minority",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,345,FALSE),\"--\")","v":"--"},null,null,null,null," Hawaiian or Other Pac. Islander",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,685,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,"Total Veterans",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,346,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Two or More Races",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,686,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,null,null,null,null,"Total Executives with Disabilities",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,347,FALSE),\"--\")","v":"--"},null,null,null,null,"Total Unknown or not Entered",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$ABN,687,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,null,null,null,"Executive Team Training and Development"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Executives in Development Opportunities (all program types)",{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SM,468,FALSE),\"--\")","v":"--"}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Executives in Online Courses"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Unique Executives in Classroom Courses"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Length (in hours) of Online Courses"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Average Length (in hours) of Classroom Courses"]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Different Programs Participated in (Both Online & Classroom) (0-10)"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,{"$f":"IF($O$456>=AK457,1,0)","v":0}]
[null,null,null,null,null,null,null,"Internal: Content Developed and Presented by Agency Employees\nExternal: Content Developed or Presented by Individuals not employed at the Agency",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2,{"$f":"IF($O$456>=AK458,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4,0]
[null,null,null,null,null,null,"Content Type",null,null,null,null,"Internal or External",null,null,"Online, Classroom, or Both",null,null,null,"Total Participants",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,6,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,7,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,8,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,9,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,10,0]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,"Additional Learning and Development Opportunities\nLearning also occurs on the job through different experiences (such as job shadowing, job rotations, stretch assignments, apprenticeships or internships). Please indicate the number of executives in additional learning opportunities. "]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,"Total Number of Different Learning Opportunities (if utilized) (0-5)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,{"$f":"IF($O$476>=AK476,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,2,{"$f":"IF($O$476>=AK477,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,3,0]
[null,null,null,null,null,null,"Content Type",null,null,null,null,"Internal or External",null,null,"Type of Opportunity",null,null,null,"Total Participants",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,4,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,5,0]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,"Brief Executive Discussion"]
[null,null,null,null,null,null,"This is an opportunity to provide leaders with notable changes from the previous fiscal year or key learnings from this fiscal year regarding the executive team (additional positions included, key data findings or risks, retirement expectations, etc.)"]
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[]
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[]
[]
[]
[]
[null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!O1277","v":0}]

{"sheet":"3. Internships","index":4,"n_rows":49,"n_cols":33,"rows_kept":49,"cut":false,"hidden":false,"merged":[[2,7,4,22],[0,0,1,3],[0,4,1,5],[0,6,1,7],[0,8,1,9],[0,10,1,11],[0,12,1,13],[0,14,1,15],[0,16,1,17],[0,18,1,19],[0,20,1,21],[0,22,1,23],[39,0,41,3],[43,1,43,2],[37,7,37,14],[37,15,37,20],[5,7,6,22],[8,0,8,3],[8,6,10,22],[10,0,11,3],[41,16,41,18],[41,19,41,21],[42,4,42,15],[42,19,42,21],[43,6,43,15],[43,16,43,18],[43,19,43,21],[48,7,48,22],[49,7,55,22],[37,0,37,3],[13,6,14,22],[15,6,17,22],[19,6,20,22],[21,6,22,13],[29,6,30,16],[46,7,46,14],[46,15,46,20],[39,16,39,18],[39,19,39,21],[40,8,40,15],[40,16,40,18],[40,19,40,21],[41,8,41,15]]}
["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 3: Internships "]
[]
[]
[null,null,null,null,null,null,"To better understand how agencies are preparing for future workforce needs, DHRM and the Governor's Office are interested in learning more details of any internships offered by the agency. Some information is required (noted in yellow) and some information is optional (noted in green). "]
[]
[]
[]
[]
[null,null,null,null,null,null,"Internship Definition"]
[]
[null,null,null,null,null,null,"An internship is a form of experiential learning that integrates knowledge and theory learned in the classroom with practical application and skills development in a professional setting. Internships give students the opportunity to gain valuable applied experience and make connections in professional fields they are considering for career paths; and give employers the opportunity to guide and evaluate talent."]
[]
[]
[]
[null,null,null,null,null,null,"The experience must be an extension of the classroom: a learning experience that provides for applying the knowledge gained in the classroom. It must not be simply  to advance the operations of the employer or be the work that a regular employee would routinely perform. "]
[]
[null,null,null,null,null,null,"Key Elements of Internships: "]
[]
[null,null,null,null,null,null,null,"The skills or knowledge learned must be transferable to other employment settings. "]
[null,null,null,null,null,null,null,"The experience has a defined beginning and end, and a job description with desired qualifications. "]
[null,null,null,null,null,null,null,"There are clearly defined learning objectives/goals related to the professional goals of the student's academic coursework. "]
[null,null,null,null,null,null,null,"There is supervision by a professional with expertise and educational and/or professional background in the field of the experience. "]
[null,null,null,null,null,null,null,"There is routine feedback by the experienced supervisor. "]
[null,null,null,null,null,null,null,"There are resources, equipment, and facilities provided by the host employer that support learning objectives and goals. "]
[null,null,null,null,null,null,"Positions that should not be considered internships:"]
[]
[null,null,null,null,null,null,null,"Used as \"free\" or low cost help. "]
[null,null,null,null,null,null,null,"Unstructured and without dedicated leadership and supervision. "]
[null,null,null,null,null,null,null,"Focused on busy or administrative work. "]
[null,null,null,null,null,null,null,"Used as a way to replace other employees. "]
[]
[]
["Instructions",null,null,null,null,null,null,{"$f":"CONCATENATE(\"Did your agency employ interns in FY\",'FILE MAINTENANCE'!AM9,\"?\")","v":"Did your agency employ interns in FY21?"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTA(P38,P47)","v":0},{"$f":"SUM(AA38:AA39)","v":0},{"$f":"SUM(AA38,AA40)","v":0},{"$f":"SUM(AA38:AA40)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(P38=\"yes\",COUNTA(T41),0)","v":0}]
["Step 1: Answer all required questions regarding internship programs at the agency.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8)","v":"FY20"},null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$9)","v":"FY21"},null,null,null,null,null,null,{"$f":"IF(P47=\"yes\",COUNTA(H50),0)","v":0},null,null,null,null,null,{"$f":"IF(P38=\"yes\",1,0)","v":0}]
[null,null,null,null,null,null,null,null,"How many individuals were in internship roles at your agency?"]
[null,null,null,null,null,null,null,null,"How many individuals participated in paid-internships supported by agency funds?"]
[null,null,null,null,"How many individuals participated in paid-internships supported by outside resources/funds (scholarships, grants, etc.)?"]
["Status:",{"$f":"IF(AND(P38=\"yes\",P47=\"yes\",AD38=4),\"Complete\",IF(AND(P38=\"yes\",P47<>\"yes\",AB38=3),\"Complete\",IF(AND(P38<>\"Yes\",P47=\"yes\",AC38=3),\"Complete\",IF(AND(P38<>\"yes\",P47<>\"yes\",AA38=2),\"Complete\",\"Incomplete\"))))","v":"Incomplete"},null,null,null,null,"How many individuals were in unpaid internships (not compensated monetarily in any way)?"]
[]
[]
[null,null,null,null,null,null,null,"Does your agency have an internship program (an ongoing formalized program)?"]
[]
[null,null,null,null,null,null,null,"If yes, please describe in the box below."]

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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 4: Key Risk Factors"]
[]
[]
[]
["Instructions",null,null,null,"Summary of Key Risk Factors (Standard for All Agencies)"]
[]
[null,null,null,null,null,"Vacancy Risk- The risk associated with positions becoming vacant/retirement risk, difficulty filling positions or loss of specific skill/knowledge from vacant positions. "]
[]
["Step 1: Please indicate the level of risk for each observation under Vacancy Risk and provide a description of how the observation applies to the Agency.  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Vacancy Risk"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,"Prior Year",null,{"$f":"F16","v":"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements"},{"$f":"F19","v":"High turnover rates (overall or unique to certain employee populations)"},{"$f":"F22","v":"Below average salary rates prompts risk of losing talent to competitors"},{"$f":"F25","v":"High percentage of workforce as single incumbent positions, with unique duties performed only by single position. "},{"$f":"F28","v":"Significant likelihood single incumbent or specialized positions will become vacant within 5 years. "}," "]
[null,null,null,null,null,"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements",null,null,null,null,{"$f":"AF16","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AH$23>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,362,FALSE),\"--\")","v":"--"},"High",false,false,false,false,false,"High"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,363,FALSE),\"--\")","v":"--"},"Medium",false,false,false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,364,FALSE),\"--\")","v":"--"},"Low",false,false,false,false,false,"Low"]
[null,null,null,null,null,"High turnover rates (overall or unique to certain employee populations)",null,null,null,null,{"$f":"AF17","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AI$23>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,365,FALSE),\"--\")","v":"--"},"N/A",false,false,false,false,false,"N/A"]
["Status:",{"$f":"IF(AM22=5,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,366,FALSE),\"--\")","v":"--"},"Description",{"$f":"U16","v":0},{"$f":"U19","v":0},{"$f":"U22","v":0},{"$f":"U25","v":0},{"$f":"U28","v":0}]
[]
[null,null,null,null,null,"Below average salary rates prompts risk of losing talent to competitors",null,null,null,null,{"$f":"AF18","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AJ$23>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Completed",{"$f":"IF(AND(AH16=TRUE,AH20<>0),1,IF(AND(AH17=TRUE,AH20<>0),1,IF(AND(AH18=TRUE,AH20<>0),1,IF(AH19=TRUE,1,0))))","v":0},{"$f":"IF(AND(AI16=TRUE,AI20<>0),1,IF(AND(AI17=TRUE,AI20<>0),1,IF(AND(AI18=TRUE,AI20<>0),1,IF(AI19=TRUE,1,0))))","v":0},0,0,0,{"$f":"SUM(AH22:AL22)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH16:AH19,TRUE)","v":0},{"$f":"COUNTIF(AI16:AI19,TRUE)","v":0},0,0,0]
[]
[null,null,null,null,null,"High percentage of workforce as single incumbent positions, with unique duties performed only by single position. ",null,null,null,null,{"$f":"AF19","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AK$23>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[null,null,null,null,null,"Significant likelihood single incumbent or specialized positions will become vacant within 5 years. ",null,null,null,null,{"$f":"AF20","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AL$23>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[]
[null,null,null,null,null,"Talent Acquisition Risk - Risk associated with recruitment challenges from practices, policies, required specialized skills and abilities, or fierce competition for candidates. "]
[]
["Step 2: Please indicate the level of risk for each observation under Talent Acquisition Risk and provide a description of how the observation applies to the Agency.  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Talent Acquisition Risk"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,"Prior Year",null,{"$f":"F36","v":"Time to fill positions is longer than average "},{"$f":"F39","v":"Experiencing failed searches when seeking needed talent"},{"$f":"F42","v":"Non-competitive salaries"},{"$f":"F45","v":"Agency does not have a formal recruitment strategy"},{"$f":"F48","v":"Large percentage of agency's positions are open for an extended period of time"},{"$f":"F51","v":"Significant competition for specialized functions that are often hard to fill"}," "]
[null,null,null,null,null,"Time to fill positions is longer than average ",null,null,null,null,{"$f":"AF36","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AH$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,367,FALSE),\"--\")","v":"--"},"High",false,false,false,false,false,false,"High"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,368,FALSE),\"--\")","v":"--"},"Medium",false,false,false,false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,369,FALSE),\"--\")","v":"--"},"Low",false,false,false,false,false,false,"Low"]
[null,null,null,null,null,"Experiencing failed searches when seeking needed talent",null,null,null,null,{"$f":"AF37","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AI$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,370,FALSE),\"--\")","v":"--"},"N/A",false,false,false,false,false,false,"N/A"]
["Status:",{"$f":"IF(AN42=6,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,371,FALSE),\"--\")","v":"--"},"Description",{"$f":"U36","v":0},{"$f":"U39","v":0},{"$f":"U42","v":0},{"$f":"U45","v":0},{"$f":"U48","v":0},{"$f":"U51","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,372,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Non-competitive salaries",null,null,null,null,{"$f":"AF38","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AJ$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Completed",{"$f":"IF(AND(AH36=TRUE,AH40<>0),1,IF(AND(AH37=TRUE,AH40<>0),1,IF(AND(AH38=TRUE,AH40<>0),1,IF(AH39=TRUE,1,0))))","v":0},{"$f":"IF(AND(AI36=TRUE,AI40<>0),1,IF(AND(AI37=TRUE,AI40<>0),1,IF(AND(AI38=TRUE,AI40<>0),1,IF(AI39=TRUE,1,0))))","v":0},0,0,0,0,{"$f":"SUM(AH42:AM42)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH36:AH39,TRUE)","v":0},{"$f":"COUNTIF(AI36:AI39,TRUE)","v":0},0,0,0,0]
[]
[null,null,null,null,null,"Agency does not have a formal recruitment strategy",null,null,null,null,{"$f":"AF39","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AK$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[null,null,null,null,null,"Large percentage of agency's positions are open for an extended period of time",null,null,null,null,{"$f":"AF40","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AL$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[null,null,null,null,null,"Significant competition for specialized functions that are often hard to fill",null,null,null,null,{"$f":"AF41","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AM$43>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[]
[null,null,null,null,null,"Employee Engagement - Risk associated with retention, recognition, productivity, low morale, and limited growth opportunities offered within the agency / institution. "]
[]
["Step 3: Please indicate the level of risk for each observation under Employee Engagement and provide a description of how the observation applies to the Agency.  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Employee Engagement"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,"Prior Year",null,{"$f":"F59","v":"Lack of promotional opportunities for current employees"},{"$f":"F62","v":"Unable to address areas of opportunity identified via an employee engagement survey"},{"$f":"F65","v":"Employee productivity levels are low"},{"$f":"F68","v":"Lack of clear strategic direction and/or goals for employee engagement"},{"$f":"F71","v":"Lack of recognition or compensation strategies to reward top performers"},{"$f":"F74","v":"Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)"}," "]
[null,null,null,null,null,"Lack of promotional opportunities for current employees",null,null,null,null,{"$f":"AF59","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AH$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,373,FALSE),\"--\")","v":"--"},"High",false,false,false,false,false,false,"High"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,374,FALSE),\"--\")","v":"--"},"Medium",false,false,false,false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,375,FALSE),\"--\")","v":"--"},"Low",false,false,false,false,false,false,"Low"]
[null,null,null,null,null,"Unable to address areas of opportunity identified via an employee engagement survey",null,null,null,null,{"$f":"AF60","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AI$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,376,FALSE),\"--\")","v":"--"},"N/A",false,false,false,false,false,false,"N/A"]
["Status:",{"$f":"IF(AN65=6,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,377,FALSE),\"--\")","v":"--"},"Description",{"$f":"U59","v":0},{"$f":"U62","v":0},{"$f":"U65","v":0},{"$f":"U68","v":0},{"$f":"U71","v":0},{"$f":"U74","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,378,FALSE),\"--\")","v":"--"}]
[null,null,null,null,null,"Employee productivity levels are low",null,null,null,null,{"$f":"AF61","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AJ$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Completed",{"$f":"IF(AND(AH59=TRUE,AH63<>0),1,IF(AND(AH60=TRUE,AH63<>0),1,IF(AND(AH61=TRUE,AH63<>0),1,IF(AH62=TRUE,1,0))))","v":0},{"$f":"IF(AND(AI59=TRUE,AI63<>0),1,IF(AND(AI60=TRUE,AI63<>0),1,IF(AND(AI61=TRUE,AI63<>0),1,IF(AI62=TRUE,1,0))))","v":0},0,0,0,0,{"$f":"SUM(AH65:AM65)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH59:AH62,TRUE)","v":0},{"$f":"COUNTIF(AI59:AI62,TRUE)","v":0},0,0,0,0]
[]
[null,null,null,null,null,"Lack of clear strategic direction and/or goals for employee engagement",null,null,null,null,{"$f":"AF62","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AK$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[null,null,null,null,null,"Lack of recognition or compensation strategies to reward top performers",null,null,null,null,{"$f":"AF63","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AL$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[null,null,null,null,null,"Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)",null,null,null,null,{"$f":"AF64","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AM$66>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[]
[null,null,null,null,null,"Workforce Development - Risk associated with continually building the knowledge, skills and abilities of the workforce within an agency related to the agency's mission to ensure business continuity. "]
[]
["Step 4: Please indicate the level of risk for each observation under Workforce Development and provide a description of how the observation applies to the Agency.  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Employee Engagement"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,"Prior Year",null,{"$f":"F82","v":"Employee development programs and plans are not used "},{"$f":"F85","v":"Lack of Leadership bench strength or a formal leadership development program"},{"$f":"F88","v":"Limited variety of development opportunities or limited availability of differing opportunities for employees"}," "]
[null,null,null,null,null,"Employee development programs and plans are not used ",null,null,null,null,{"$f":"AF82","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AH$89>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,379,FALSE),\"--\")","v":"--"},"High",false,false,false,"High"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,380,FALSE),\"--\")","v":"--"},"Medium",false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,381,FALSE),\"--\")","v":"--"},"Low",false,false,false,"Low"]
[null,null,null,null,null,"Lack of Leadership bench strength or a formal leadership development program",null,null,null,null,{"$f":"AF83","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AI$89>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"N/A",false,false,false,"N/A"]
["Status:",{"$f":"IF(AK88=3,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Description",{"$f":"U82","v":0},{"$f":"U85","v":0},{"$f":"U88","v":0}]
[]
[null,null,null,null,null,"Limited variety of development opportunities or limited availability of differing opportunities for employees",null,null,null,null,{"$f":"AF84","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AJ$89>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Completed",{"$f":"IF(AND(AH82=TRUE,AH86<>0),1,IF(AND(AH83=TRUE,AH86<>0),1,IF(AND(AH84=TRUE,AH86<>0),1,IF(AH85=TRUE,1,0))))","v":0},{"$f":"IF(AND(AI82=TRUE,AI86<>0),1,IF(AND(AI83=TRUE,AI86<>0),1,IF(AND(AI84=TRUE,AI86<>0),1,IF(AI85=TRUE,1,0))))","v":0},0,{"$f":"SUM(AH88:AJ88)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH82:AH85,TRUE)","v":0},{"$f":"COUNTIF(AI82:AI85,TRUE)","v":0},0]
[]
[]
[null,null,null,null,null,"Technology & Organizational Inefficiencies - Risk associated with utilization of outdated technology policies, hardware, software, systems, and practices. Lack of automation of processes because \"this is the way we do it.\" "]
["Step 5: Please indicate the level of risk for each observation under Technology & Inefficiencies and provide a description of how the observation applies to the Agency.  "]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Employee Engagement"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,"Prior Year",null,{"$f":"F96","v":"Outdated or inaccurate systems used "},{"$f":"F99","v":"Lack of integrated solutions or integration between multiple systems"},{"$f":"F102","v":"Heavy reliance on manual processes "}," "]
[null,null,null,null,null,"Outdated or inaccurate systems used ",null,null,null,null,{"$f":"AF96","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AH$103>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,382,FALSE),\"--\")","v":"--"},"High",false,false,false,"High"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,383,FALSE),\"--\")","v":"--"},"Medium",false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,384,FALSE),\"--\")","v":"--"},"Low",false,false,false,"Low"]
["Status:",{"$f":"IF(AK102=3,\"Complete\",\"Incomplete\")","v":"Incomplete"},null,null,null,"Lack of integrated solutions or integration between multiple systems",null,null,null,null,{"$f":"AF97","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AI$103>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"N/A",false,false,false,"N/A"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Description",{"$f":"U96","v":0},{"$f":"U99","v":0},{"$f":"U102","v":0}]
[]
[null,null,null,null,null,"Heavy reliance on manual processes ",null,null,null,null,{"$f":"AF98","v":"--"},null,"High",null,"Medium",null,"Low",null,"N/A",null,null,null,null,null,null,null,{"$f":"IF($AJ$103>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Completed",{"$f":"IF(AND(AH96=TRUE,AH100<>0),1,IF(AND(AH97=TRUE,AH100<>0),1,IF(AND(AH98=TRUE,AH100<>0),1,IF(AH99=TRUE,1,0))))","v":0},{"$f":"IF(AND(AI96=TRUE,AI100<>0),1,IF(AND(AI97=TRUE,AI100<>0),1,IF(AND(AI98=TRUE,AI100<>0),1,IF(AI99=TRUE,1,0))))","v":0},0,{"$f":"SUM(AH102:AJ102)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH96:AH99,TRUE)","v":0},{"$f":"COUNTIF(AI96:AI99,TRUE)","v":0},0]
[]
[]
[]
[]
["Step 6: (If Included In Prior Fiscal Year) Please indicate the level of risk for any additional risks or observations and provide a description of how the observation applies to the Agency.  ",null,null,null,"Additional Risk Factor Updates (If included in prior fiscal year)"]
[]
[null,null,null,null,"If agencies provided additional risk factors for the previous fiscal year, they can update the risk level for the risk factor.  *NOTE: Additional risks identified will appear in the appendix*"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Optional Risks"]
[null,null,null,null,null,null,"Risk Area",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,385,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,"If Other, please specify: ",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,387,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,null,null,null,null,null,"Prior Year","Risk",{"$f":"IF(I113=\"Other:\",S113,I113)","v":0},{"$f":"IF(I120=\"Other:\",S120,I120)","v":0},{"$f":"IF(I127=\"Other:\",S127,I127)","v":0},{"$f":"COUNTIF(AH113:AJ113,0)","v":3}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),\"--\")","v":"--"},"High",false,false,false]
["Status:",{"$f":"IF(AK124=3,\"Complete\",\"Incomplete\")","v":"Complete"},null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,"Description, Explanation of Change, or Additional Notes",null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,393,FALSE),\"--\")","v":"--"},"Medium ",false,false,false]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,387,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"AF114","v":"--"},null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,{"$f":"IF($AH$121>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,398,FALSE),\"--\")","v":"--"},"Low",false,false,false]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Description",{"$f":"S116","v":0},{"$f":"S123","v":0},{"$f":"S130","v":0}]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0}]
[]
[null,null,null,null,null,null,"Risk Area",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,390,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,"If Other, please specify: ",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,391,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,null,null,null,null,null,null,"Completed",{"$f":"IF(AND(AH114=TRUE,AH117<>0),1,IF(AND(AH115=TRUE,AH117<>0),1,IF(AND(AH116=TRUE,AH117<>0),1,0)))","v":0},{"$f":"IF(AND(AI114=TRUE,AI117<>0),1,IF(AND(AI115=TRUE,AI117<>0),1,IF(AND(AI116=TRUE,AI117<>0),1,0)))","v":0},0,{"$f":"SUM(AH120:AJ120)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH114:AH116,TRUE)","v":0},{"$f":"COUNTIF(AI114:AI116,TRUE)","v":0},{"$f":"COUNTIF(AJ114:AJ116,TRUE)","v":0}]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,"Description, Explanation of Change, or Additional Notes"]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,392,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"AF115","v":"--"},null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,{"$f":"IF($AI$121>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"AK120+AK113","v":3}]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0}]
[]
[null,null,null,null,null,null,"Risk Area",null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,395,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},null,null,"If Other, please specify: ",null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,396,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0}]
[]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,{"$f":"CONCATENATE(\"FY\",'FILE MAINTENANCE'!$AM$8,\" Risk Level\")","v":"FY20 Risk Level"},null,"Level of Risk to Agency",null,null,null,null,null,"Description, Explanation of Change, or Additional Notes"]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,397,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"AF116","v":"--"},null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,{"$f":"IF($AJ$121>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0}]
[null,null,null,null,null,{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0},{"$f":"IF('1. Agency Profile'!$AH$16=1,VLOOKUP('1. Agency Profile'!$G$12,'DHRM Preload Data'!$A:$SG,388,FALSE),0)","v":0}]
[]
[]
[]
["Step 7 (Optional): Please indicate the level of risk for any additional risks or observations and provide a description of how the observation applies to the Agency.  ",null,null,null,"Additional Risk Factor Updates (Optional)"]
[]
[null,null,null,null,"Agencies may provide additional risk factors not included in the items above by completing the sections below.  *NOTE: Additional risks identified will appear in the appendix*"]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Optional Risks"]
[null,null,null,null,null,null,"Risk Area",null,null,null,null,null,null,null,null,"If Other, please specify: ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Risk",{"$f":"IF(I142=\"Other:\",S142,I142)","v":0},{"$f":"IF(I149=\"Other:\",S149,I149)","v":0},{"$f":"IF(I156=\"Other:\",S156,I156)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"High",false,false,false,"High"]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,"Level of Risk to Agency",null,null,null,null,null,"Description",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Medium ",false,false,false,"Medium"]
[null,null,null,null,null,null,null,null,null,null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF($AH$149>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""},null,null,null,null,null,"Low",false,false,false,"Low"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Description",{"$f":"Q145","v":0},{"$f":"Q152","v":0},{"$f":"Q159","v":0}]
[]
[]
[null,null,null,null,null,null,"Risk Area",null,null,null,null,null,null,null,null,"If Other, please specify: ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Error",{"$f":"COUNTIF(AH142:AH145,TRUE)","v":0},{"$f":"COUNTIF(AI142:AI145,TRUE)","v":0},0]
[]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,"Level of Risk to Agency",null,null,null,null,null,"Description"]
[null,null,null,null,null,null,null,null,null,null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF($AI$149>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]
[]
[]
[]
[null,null,null,null,null,null,"Risk Area",null,null,null,null,null,null,null,null,"If Other, please specify: "]
[]
[null,null,null,null,null,"Risk/Observation",null,null,null,null,"Level of Risk to Agency",null,null,null,null,null,"Description"]
[null,null,null,null,null,null,null,null,null,null,"High",null,"Medium",null,"Low",null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF($AJ$149>=2,\"ERROR Select Only One Risk Level\",\"\")","v":""}]

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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 5: Agency Best Practices"]
[]
[]
[]
["Instructions",null,null,null,"Agency Highlighted Workforce Best Practices"]
[null,null,null,null,null,"Sharing best practices, lessons learned, or any additional knowledge regarding the risk factors from the previous section can positively impact other agencies and impact potential policies or procedures across the Commonwealth. DHRM is working to create resources for agencies for workforce planning and development. More importantly, we hope to be able to partner with agencies to be able to connect those who wished to learn more about a specific practice to those who are willing to share information of the corresponding best practice."]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,"Interested in learning more about best practices from other agencies related to Workforce Planning? See some of the best practices agencies submitted in Fiscal Year 2019! Click on the picture to the right to view the document. "]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,"If the agency does not consider or have a best practice for the risk factor, please select \"None\" for each agency practice section under the risk area (3 per each)."]
[]
[]
[null,null,null,null,null,"Vacancy Risk Best Practices"]
["Step 1: Complete a description of agency best practices for Vacancy Risk."]
[null,null,null,null,null,"Best Practices for Knowledge Management, Dual Incumbency, Succession Planning/Management, Off boarding Practices, Workforce Planning/Tracking, etc."]
[]
[null,null,null,null,null,"Vacancy Risk Best Practice 1"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K38<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K38=\"None\",K38<>\"\")),1,0)","v":0},null,{"$f":"SUM(Z38,Z40,Z54,Z56,Z70,Z72)","v":0}]
["Status:",{"$f":"IF(AB38=12,\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z38=1,3,COUNTA(K40,K45,K50))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Vacancy Risk Best Practice 2"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K54<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K54=\"None\",K54<>\"\")),1,0)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z54=1,3,COUNTA(K56,K61,K66))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Vacancy Risk Best Practice 3"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K70<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K70=\"None\",K70<>\"\")),1,0)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z70=1,3,COUNTA(K72,K77,K82))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[]
[null,null,null,null,null,"Talent Acquisition Best Practices"]
["Step 2: Complete a description of agency best practices for Talent Acquisition."]
[null,null,null,null,null,"Best Practices for Targeted Strategies, Entry-level Opportunities, Non-traditional recruitment sources, Salary/Compensation Analysis, etc."]
[]
[null,null,null,null,null,"Talent Acquisition Best Practice 1"]
["Status:",{"$f":"IF(AB91=12,\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K91<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K91=\"None\",K91<>\"\")),1,0)","v":0},null,{"$f":"SUM(Z91,Z93,Z107,Z109,Z123,Z125)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z91=1,3,COUNTA(K93,K98,K103))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Talent Acquisition Best Practice 2"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K107<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K107=\"None\",K107<>\"\")),1,0)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z107=1,3,COUNTA(K109,K114,K119))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Talent Acquisition Best Practice 3"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K123<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K123=\"None\",K123<>\"\")),1,0)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z123=1,3,COUNTA(K125,K130,K135))","v":0}]
[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[]
[null,null,null,null,null,"Employee Engagement Best Practices"]
["Step 3: Complete a description of agency best practices for Employee Engagement."]
[null,null,null,null,null,"Best Practices for Employee Recognition, Employee Engagement/Satisfaction Surveys, Work Environment Improvements, Formal Onboarding Programs, etc."]
[]
[null,null,null,null,null,"Employee Engagement Best Practice 1"]
["Status:",{"$f":"IF(AB144=12,\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K144<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K144=\"None\",K144<>\"\")),1,0)","v":0},null,{"$f":"SUM(Z144,Z146,Z160,Z162,Z176,Z178)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z144=1,3,COUNTA(K146,K151,K156))","v":0}]
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[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Employee Engagement Best Practice 2"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K160<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K160=\"None\",K160<>\"\")),1,0)","v":0}]
[]
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[]
[]
[]
[]
[null,null,null,null,null,"Impacts of the Best Practice"]
[]
[]
[]
[]
[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[null,null,null,null,null,"Employee Engagement Best Practice 3"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K176<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K176=\"None\",K176<>\"\")),1,0)","v":0}]
[]
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[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
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[null,null,null,null,null,"Workforce Development Best Practices"]
["Step 4: Complete a description of agency best practices for Workforce Development."]
[null,null,null,null,null,"Best Practices for Internal Workforce Development, Shared Development or State Program, Leadership Development, Supervisor Training, Professional Development, Employee Development Plans and Evaluations, etc. "]
[]
[]
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[null,null,null,null,null,"Would the agency be willing to share more?"]
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[null,null,null,null,null,"Workforce Development Best Practice 3"]
[]
[null,null,null,null,null,"Agency Practice (from Agency profile tab)",null,null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND(K230<>\"Select Best Practice from Dropdown Menu or Select None\",OR(K230=\"None\",K230<>\"\")),1,0)","v":0}]
[]
[null,null,null,null,null,"Best Practice Detailed Description ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(Z230=1,3,COUNTA(K232,K237,K242))","v":0}]
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[null,null,null,null,null,"Would the agency be willing to share more?"]
[]
[]
[null,null,null,null,null,"Technology & Operational Efficiencies Best Practices"]
["Step 5: Complete a description of agency best practices for Technology & Operational Efficiencies."]
[null,null,null,null,null,"Best Practices for Electronic Systems, Manual Processes, Change Management, etc. "]
[]
[null,null,null,null,null,"Technology & Operational Efficiency Best Practice 1"]
["Status:",{"$f":"IF(AB251=12,\"Complete\",\"Incomplete\")","v":"Incomplete"}]
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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 6: Prior Fiscal Year Action Plan Review & Progress Update"]
[]
[]
[null,null,null,null,null,"Please provide a review and update to action plan items from the previous report. Potential items could be a description of the action items, the current status or progress of the item, and any potential impacts the action items have had or will likely have. "]
["Instructions"]
[]
[]
[null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!G12,\" Action Plan Review & Overall Progress Update\")","v":"FY 2021 Action Plan Review & Overall Progress Update"}]
[]
[{"$f":"CONCATENATE(\"Step 1: Complete FY\",\" \",'FILE MAINTENANCE'!G12,\" Action Plan Review within designated box.\")","v":"Step 1: Complete FY 2021 Action Plan Review within designated box."}]
[]
[]
["Note: To begin another paragraph, press Alt+Enter to insert the line break. "]
[]
[]
["Status:",{"$f":"IF(F14<>\"\",\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[]
[]
[]
[]
[null,null,null,null,null,{"$f":"CONCATENATE(\"Fiscal Year \",'FILE MAINTENANCE'!$G$12,\" Action Item 1\")","v":"Fiscal Year 2021 Action Item 1"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AA28:AA225)","v":0}]
["Step 2: Provide an update for any actionable items from the prior fiscal year's report."]
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[]
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[null,null,null,null,"Updated / Revised Description or Explanation of Changes "]
[]
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[]
[null,null,null,null,"Challenges or Obstacles Experienced?"]

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["Welcome",null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"New","Previous"]
[null,null,null,null,null,null,null,"Section 7: Next Fiscal Year Action Plan",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(Z31,Z67,Z103,Z139,Z175,Z211,Z247,Z283,Z319,Z355)","v":0},{"$f":"SUM(Z28,Z64,Z100,Z136,Z172,Z208,Z244,Z280,Z316,Z352)","v":0},{"$f":"10-N15","v":10},{"$f":"SUM(X6:Z6)","v":10}]
[]
[]
["Instructions"]
[null,null,null,null,null,"Agencies are required to create an action plan for the next fiscal year with items that address agency risk factors identified in the previous section or other areas pertaining to workforce planning or development. The action plan should highlight actionable steps the agency is already taking or will take to mitigate the risks identified. "]
["Step 1: Select the number of action items included in the Action Plan."]
[]
[]
["Status:",{"$f":"IF(N15<>\"\",\"Complete\",\"Incomplete\")","v":"Incomplete"}]
[null,null,null,null,null,null,null,null,"Total Number of Action Items (1-10)"]
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[null,null,null,null,null,"Next Fiscal Year Action Item 1"]
["Step 2: Complete each action item the agency would like to include in their action plan.",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"PY1","PY2","PY3","PY4","PY5","PY6","PY7","PY8","PY9","PY10"]
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[null,null,null,null,"If Other, Please Specify:",null,null,null,null,null,null,null,null,"Other Category",null,null,{"$f":"IFERROR(IF(VLOOKUP(N24,X20:AH24,Z17,FALSE)<>0,VLOOKUP(N24,X20:AH24,Z17,FALSE),\"\"),\"\")","v":""},null,null,null,null,null,null,"Obstacles Experienced",{"$f":"'6. Prior FY Review'!$H$42","v":0},{"$f":"'6. Prior FY Review'!$H$62","v":0},{"$f":"'6. Prior FY Review'!$H$82","v":0},{"$f":"'6. Prior FY Review'!$H$102","v":0},{"$f":"'6. Prior FY Review'!$H$122","v":0},{"$f":"'6. Prior FY Review'!$H$142","v":0},{"$f":"'6. Prior FY Review'!$H$162","v":0},{"$f":"'6. Prior FY Review'!$H$182","v":0},{"$f":"'6. Prior FY Review'!$H$202","v":0},{"$f":"'6. Prior FY Review'!$H$222","v":0}]
[]
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[]
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[]
[null,null,null,null,"Potential Barriers / Obstacles",null,null,null,null,null,null,null,null,"Obstacles Experienced",null,null,{"$f":"IFERROR(VLOOKUP(N36,X20:AH24,Z17,FALSE),\"\")","v":""}]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[]
[null,null,null,null,"How to Overcome Barriers / Obstacles?",null,null,null,null,null,null,null,null,"How to Overcome Barriers / Obstacles?"]
[]
[]
[]
[]
[]
[]
[]
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[null,null,null,null,null,"Next Fiscal Year Action Item 2"]
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[]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IFERROR(VLOOKUP(N361,$X$20:$AH$24,$Z$17,FALSE),\"\")","v":""}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,""]
[]
[null,null,null,null,"How to Overcome Barriers / Obstacles?",null,null,null,null,null,null,null,null,"How to Overcome Barriers / Obstacles?"]

{"sheet":"8. Executive Summary","index":9,"n_rows":24,"n_cols":22,"rows_kept":24,"cut":false,"hidden":false,"merged":[[0,13,1,14],[0,15,1,16],[0,17,1,18],[0,19,1,20],[0,21,1,22],[19,0,21,3],[14,5,35,21],[2,7,4,22],[5,7,6,22],[9,0,9,3],[15,0,17,3],[23,1,23,2],[13,4,13,22],[8,5,11,21],[0,11,1,12],[0,0,1,2],[0,3,1,4],[0,5,1,6],[0,7,1,8],[0,9,1,10]]}
["Welcome",null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 8: Executive Summary"]
[]
[]
[null,null,null,null,null,"The executive summary is the first item to be presented on the full report. This summary should be concise and kept to no more than 3 paragraphs. Again, the purpose of this section is to ensure agencies and institutions have the opportunity to provide key highlights from their workforce report. \n\nIt is recommended the Executive Summary be no longer than 3,500 characters"]
["Instructions"]
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[]
[]
[null,null,null,null,"Executive Summary"]
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["Step 1: Complete Executive Summary within designated box. "]
[]
[]
[]
["Note: To begin another paragraph, press Alt+Enter to insert the line break. "]
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[]
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["Status:",{"$f":"IF(F15<>\"\",\"Complete\",\"Incomplete\")","v":"Incomplete"}]

{"sheet":"9. Appendix","index":10,"n_rows":17,"n_cols":22,"rows_kept":17,"cut":false,"hidden":false,"merged":[[2,7,4,22],[0,0,1,2],[0,3,1,4],[0,5,1,6],[0,7,1,8],[0,9,1,10],[0,21,1,22],[0,11,1,12],[0,13,1,14],[0,15,1,16],[0,17,1,18],[0,19,1,20],[5,7,6,22],[10,0,10,3],[13,5,84,21],[10,5,12,21],[13,0,15,3],[16,0,17,3]]}
["Welcome",null,null,"Agency Profile",null,"Key Data Input",null,"Internships",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,null,null,null,null,null,"Section 9: Appendix (Optional)"]
[]
[]
[]
[]
["Instructions",null,null,null,null,"The box below can be used to include any additional information. Text, graphs, or other information may be included. "]
[]
[]
["Step 1: Add any additional information to be included into the Appendix. "]
[]
[]
["It is recommended TEXT be entered using a text box. "]

{"sheet":"Best Practices Dynamic Lists","index":11,"n_rows":27,"n_cols":19,"rows_kept":27,"cut":false,"hidden":true,"merged":[]}
[null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,"Select Best Practice from Dropdown Menu or Select None",null,null,null,"Select Best Practice from Dropdown Menu or Select None"]
["Agency conducts needs analysis or workforce assessments to identify skill gaps. ",{"$f":"'1. Agency Profile'!$AI$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C2)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C2))),\"\"),\"\")","v":"None"},null,"Agency also addresses \"fit\" during hiring process.",{"$f":"'1. Agency Profile'!$AU$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G2)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G2))),\"\"),\"\")","v":"None"}," ","Agency assists with professional memberships or conference funding. ",{"$f":"'1. Agency Profile'!$BJ$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K2)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K2))),\"\"),\"\")","v":"None"},null,"Agency allows for telework and alternative work schedules.",{"$f":"'1. Agency Profile'!$BL$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O2)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O2))),\"\"),\"\")","v":"None"},null,"Agency utilizes technology or online learning for employee deveopment. ",{"$f":"'1. Agency Profile'!$CF$42","v":0},{"$f":"IFERROR(IF(ROWS(S$2:S2)<=Q$7,INDEX(Q$2:Q$4,SMALL(IF($Q$2:R$4=1,ROW(R$2:R$4)-ROW(R$2)+1),ROWS(S$2:S2))),\"\"),\"\")","v":"None"}]
["Agency has a repository of job descriptions.",{"$f":"'1. Agency Profile'!$AX$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C3)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C3))),\"\"),\"\")","v":"Other"},null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",{"$f":"'1. Agency Profile'!$AI$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G3)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G3))),\"\"),\"\")","v":"Other"},null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",{"$f":"'1. Agency Profile'!$AI$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K3)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K3))),\"\"),\"\")","v":"Other"},null,"Agency applies strategies to ensure items are accessible to all employees. (Accessibility)",{"$f":"'1. Agency Profile'!$CB$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O3)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O3))),\"\"),\"\")","v":"Other"},null,"None",1,{"$f":"IFERROR(IF(ROWS(S$2:S3)<=Q$7,INDEX(Q$2:Q$4,SMALL(IF($Q$2:R$4=1,ROW(R$2:R$4)-ROW(R$2)+1),ROWS(S$2:S3))),\"\"),\"\")","v":"Other"}]
["Agency has an established talent pipeline for recruitment. ",{"$f":"'1. Agency Profile'!$AP$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C4)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C4))),\"\"),\"\")","v":""},null,"Agency has an established talent pipeline for recruitment. ",{"$f":"'1. Agency Profile'!$AP$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G4)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G4))),\"\"),\"\")","v":""},null,"Agency has a mentorship program for development.",{"$f":"'1. Agency Profile'!$BD$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K4)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K4))),\"\"),\"\")","v":""},null,"Agency assesses physical workspaces and makes modifiations for engagement. ",{"$f":"'1. Agency Profile'!$BV$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O4)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O4))),\"\"),\"\")","v":""},null,"Other",1,{"$f":"IFERROR(IF(ROWS(S$2:S4)<=Q$7,INDEX(Q$2:Q$4,SMALL(IF($Q$2:R$4=1,ROW(R$2:R$4)-ROW(R$2)+1),ROWS(S$2:S4))),\"\"),\"\")","v":""}]
["Agency has documentation of position procedures.",{"$f":"'1. Agency Profile'!$AK$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C5)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C5))),\"\"),\"\")","v":""},null,"Agency has documentation of position procedures.",{"$f":"'1. Agency Profile'!$AK$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G5)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G5))),\"\"),\"\")","v":""},null,"Agency has an established talent pipeline for recruitment. ",{"$f":"'1. Agency Profile'!$AP$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K5)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K5))),\"\"),\"\")","v":""},null,"Agency assists with professional memberships or conference funding. ",{"$f":"'1. Agency Profile'!$BJ$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O5)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O5))),\"\"),\"\")","v":""}]
["Agency has dual incumbency practices.",{"$f":"'1. Agency Profile'!$AL$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C6)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C6))),\"\"),\"\")","v":""},null,"Agency has dual incumbency practices.",{"$f":"'1. Agency Profile'!$AL$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G6)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G6))),\"\"),\"\")","v":""},null,"Agency has career ladders or career paths. ",{"$f":"'1. Agency Profile'!$BC$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K6)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K6))),\"\"),\"\")","v":""},null,"Agency conducts orientation for new employees. ",{"$f":"'1. Agency Profile'!$BO$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O6)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O6))),\"\"),\"\")","v":""},null,3]
["Agency has partnerhsips with other agencies / colleges for recruitment.",{"$f":"'1. Agency Profile'!$AO$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C7)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C7))),\"\"),\"\")","v":""},null,"Agency has partnerhsips with other agencies / colleges for recruitment.",{"$f":"'1. Agency Profile'!$AO$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G7)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G7))),\"\"),\"\")","v":""},null,"Agency has established Workforce Planning Committee.",{"$f":"'1. Agency Profile'!$AG$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K7)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K7))),\"\"),\"\")","v":""},null,"Agency conducts regular employee engagement surveys.",{"$f":"'1. Agency Profile'!$BR$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O7)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O7))),\"\"),\"\")","v":""},null,{"$f":"SUM(Table27[[#All],[Column2]])","v":2}]
["Agency has strategic hiring process.",{"$f":"'1. Agency Profile'!$AN$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C8)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C8))),\"\"),\"\")","v":""},null,"Agency has strategic hiring process.",{"$f":"'1. Agency Profile'!$AN$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G8)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G8))),\"\"),\"\")","v":""},null,"Agency has internship/apprentice program for employees.",{"$f":"'1. Agency Profile'!$AV$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K8)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K8))),\"\"),\"\")","v":""},null,"Agency has an engagement or culture committee. ",{"$f":"'1. Agency Profile'!$BP$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O8)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O8))),\"\"),\"\")","v":""},null,{"$f":"Q6-Q7","v":1}]
["Agency realigns salaries to be more competitive.",{"$f":"'1. Agency Profile'!$BK$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C9)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C9))),\"\"),\"\")","v":""},null,"Agency identifies high potential employees and provides specialized training.",{"$f":"'1. Agency Profile'!$BB$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G9)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G9))),\"\"),\"\")","v":""},null,"Agency identifies high potential employees and provides specialized training.",{"$f":"'1. Agency Profile'!$BB$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K9)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K9))),\"\"),\"\")","v":""},null,"Agency has an established onboarding program.",{"$f":"'1. Agency Profile'!$AW$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O9)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O9))),\"\"),\"\")","v":""}]
["Agency re-evaluates positions as openings occur.",{"$f":"'1. Agency Profile'!$AY$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C10)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C10))),\"\"),\"\")","v":""},null,"Agency monitors time to hire & time to fill for vacancies.",{"$f":"'1. Agency Profile'!$AT$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G10)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G10))),\"\"),\"\")","v":""},null,"Agency provides cross training to employees.",{"$f":"'1. Agency Profile'!$AM$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K10)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K10))),\"\"),\"\")","v":""},null,"Agency has an executive level position for leading and sponsoring diversity & inclusion.",{"$f":"'1. Agency Profile'!$CC$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O10)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O10))),\"\"),\"\")","v":""}]
["Agency utilizes an apprenticeship or interhsip program to recruit talent.",{"$f":"'1. Agency Profile'!$AQ$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C11)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C11))),\"\"),\"\")","v":""},null,"Agency provides opporutnities exclusive for internal applicants.",{"$f":"'1. Agency Profile'!$AR$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G11)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G11))),\"\"),\"\")","v":""},null,"Agency provides employee training (outside of  any state required training).",{"$f":"'1. Agency Profile'!$BI$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K11)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K11))),\"\"),\"\")","v":""},null,"Agency has an offboarding process for exiting employees. ",{"$f":"'1. Agency Profile'!$BN$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O11)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O11))),\"\"),\"\")","v":""}]
["None",1,{"$f":"IFERROR(IF(ROWS(C$2:C12)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C12))),\"\"),\"\")","v":""},null,"Agency provides unconcious bias training to employees. ",{"$f":"'1. Agency Profile'!$BZ$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G12)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G12))),\"\"),\"\")","v":""},null,"Agency provides ongoing  Leadership Development for all Supervisors.",{"$f":"'1. Agency Profile'!$BA$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K12)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K12))),\"\"),\"\")","v":""},null,"Agency has employee recognition programs.",{"$f":"'1. Agency Profile'!$BS$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O12)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O12))),\"\"),\"\")","v":""}]
["Other",1,{"$f":"IFERROR(IF(ROWS(C$2:C13)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C13))),\"\"),\"\")","v":""},null,"Agency realigns salaries to be more competitive.",{"$f":"'1. Agency Profile'!$BK$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G13)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G13))),\"\"),\"\")","v":""},null,"Agency provides Supervisor Training for newly promoted Supervisors.",{"$f":"'1. Agency Profile'!$AZ$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K13)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K13))),\"\"),\"\")","v":""},null,"Agency has plans to enhance engagement initiatives.",{"$f":"'1. Agency Profile'!$BW$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O13)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O13))),\"\"),\"\")","v":""}]
["Uses analytics to create succession plans and diverse candidate pools for positions. ",{"$f":"'1. Agency Profile'!$AJ$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C14)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C14))),\"\"),\"\")","v":""},null,"Agency re-evaluates positions as openings occur.",{"$f":"'1. Agency Profile'!$AY$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G14)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G14))),\"\"),\"\")","v":""},null,"Agency provides unconcious bias training to employees. ",{"$f":"'1. Agency Profile'!$BZ$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K14)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K14))),\"\"),\"\")","v":""},null,"Agency hosts employee social events for employee engagement.",{"$f":"'1. Agency Profile'!$BU$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O14)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O14))),\"\"),\"\")","v":""}]
["Utilize raises for obtaining additional certifications.",{"$f":"'1. Agency Profile'!$BM$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C15)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C15))),\"\"),\"\")","v":""},null,"Agency utilizes an apprenticeship or interhsip program to recruit talent.",{"$f":"'1. Agency Profile'!$AV$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G15)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G15))),\"\"),\"\")","v":""},null,"Agency utilizes individual development plans. ",{"$f":"'1. Agency Profile'!$BF$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K15)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K15))),\"\"),\"\")","v":""},null,"Agency provides unconcious bias training to employees. ",{"$f":"'1. Agency Profile'!$BZ$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O15)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O15))),\"\"),\"\")","v":""}]
["Workforce Analysis Data is provided to Senior Leadership.",{"$f":"'1. Agency Profile'!$AH$42","v":0},{"$f":"IFERROR(IF(ROWS(C$2:C16)<=A$19,INDEX(A$2:A$16,SMALL(IF(B$2:$B$16=1,ROW(B$2:B$16)-ROW(B$2)+1),ROWS(C$2:C16))),\"\"),\"\")","v":""},null,"Agency utilizes multiple recruitment channels.",{"$f":"'1. Agency Profile'!$AS$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G16)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G16))),\"\"),\"\")","v":""},null,"Agency utilizes job rotation, stretch assignments, or shadowing to develop employees.",{"$f":"'1. Agency Profile'!$BE$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K16)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K16))),\"\"),\"\")","v":""},null,"Agency supports employee wellness (financial, physical, etc.). ",{"$f":"'1. Agency Profile'!$BQ$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O16)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O16))),\"\"),\"\")","v":""}]
[null,null,null,null,"Has partnerships (with other agencies) to recruit and employ employees with disabilities.",{"$f":"'1. Agency Profile'!$CA$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G17)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G17))),\"\"),\"\")","v":""},null,"Agency utilizes technology or online learning for employee deveopment. ",{"$f":"'1. Agency Profile'!$BH$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K17)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K17))),\"\"),\"\")","v":""},null,"Agnecy provides recognition leave or bonuses for employees. ",{"$f":"'1. Agency Profile'!$BT$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O17)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O17))),\"\"),\"\")","v":""}]
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[{"$f":"SUM(B2:B16)","v":2},null,null,null,"Other",1,{"$f":"IFERROR(IF(ROWS(G$2:G19)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G19))),\"\"),\"\")","v":""},null,"Other",1,{"$f":"IFERROR(IF(ROWS(K$2:K19)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K19))),\"\"),\"\")","v":""},null,"Other",1,{"$f":"IFERROR(IF(ROWS(O$2:O19)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O19))),\"\"),\"\")","v":""}]
[{"$f":"A18-A19","v":13},null,null,null,"Submitted an Employees Opportunities Plan to DHRM.",{"$f":"'1. Agency Profile'!$BX$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G20)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G20))),\"\"),\"\")","v":""},null,"Provides disability etiquette training for employees.",{"$f":"'1. Agency Profile'!$BY$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K20)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K20))),\"\"),\"\")","v":""},null,"Provides disability etiquette training for employees.",{"$f":"'1. Agency Profile'!$BY$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O20)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O20))),\"\"),\"\")","v":""}]
[null,null,null,null,"Uses analytics to create succession plans and diverse candidate pools for positions. ",{"$f":"'1. Agency Profile'!$AJ$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G21)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G21))),\"\"),\"\")","v":""},null,"Tracks Training and Development Metrics (participants, costs, hours, etc.)",{"$f":"'1. Agency Profile'!$BG$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K21)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K21))),\"\"),\"\")","v":""},null,"Utilize raises for obtaining additional certifications.",{"$f":"'1. Agency Profile'!$BM$42","v":0},{"$f":"IFERROR(IF(ROWS(O$2:O21)<=M$26,INDEX(M$2:M$23,SMALL(IF($M$2:N$23=1,ROW(N$2:N$23)-ROW(N$2)+1),ROWS(O$2:O21))),\"\"),\"\")","v":""}]
[null,null,null,null,"Utilize raises for obtaining additional certifications.",{"$f":"'1. Agency Profile'!$BM$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G22)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G22))),\"\"),\"\")","v":""},null,"Uses analytics to create succession plans and diverse candidate pools for positions. ",{"$f":"'1. Agency Profile'!$AJ$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K22)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K22))),\"\"),\"\")","v":""}]
[null,null,null,null,"Workforce Analysis Data is provided to Senior Leadership.",{"$f":"'1. Agency Profile'!$AH$42","v":0},{"$f":"IFERROR(IF(ROWS(G$2:G23)<=E$26,INDEX(E$2:E$23,SMALL(IF($F$2:F$23=1,ROW(F$2:F$23)-ROW(F$2)+1),ROWS(G$2:G23))),\"\"),\"\")","v":""},null,"Utilize raises for obtaining additional certifications.",{"$f":"'1. Agency Profile'!$BM$42","v":0},{"$f":"IFERROR(IF(ROWS(K$2:K23)<=I$26,INDEX(I$2:I$23,SMALL(IF($J$2:J$23=1,ROW(J$2:J$23)-ROW(J$2)+1),ROWS(K$2:K23))),\"\"),\"\")","v":""}]
[]
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[null,null,null,null,{"$f":"SUM(Table21[Column2])","v":2},null,null,null,{"$f":"SUM(Table23[Column2])","v":2},null,null,null,{"$f":"SUM(Table24[Column2])","v":2}]
[null,null,null,null,{"$f":"E25-E26","v":20},null,null,null,{"$f":"I25-I26","v":20},null,null,null,{"$f":"M25-M26","v":18}]

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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,"Higher",1E-4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,"No Change",0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,"Lower",-1E-4]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"         Fiscal Year Agency Workforce Demographics",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!B251","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Total Employees",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!B294","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"of the\",\" \",E55,\" are Leaders\")","v":"of the 0 are Leaders"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Workforce Demographics",null,null,null,null,null,null,null,null,null,"Leader Demographics",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"CONCATENATE(\"(percentages are out of all \",$E$55,\" employees)\")","v":"(percentages are out of all 0 employees)"},null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"(percentages are out of the \",$E$59,\" employees who are leaders)\")","v":"(percentages are out of the 0 employees who are leaders)"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$262","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$264","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C$264","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$263","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$265","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"of Employees                         are Male",null,null,null,null,"of Employees are Female",null,null,null,null,"of Leaders                         are Male",null,null,null,null,"of Leaders                           are Female",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Veterans",null,null,null,"      Employees with Disabilities",null,null,null,null,null,"Veterans",null,null,null,"      Employees with Disabilities",null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$278","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$280","v":{"$error":"#DIV/0!"}},null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$279","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$281","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Race",null,null,"Percentage of      Workforce",null,null,null,null,null,null,"Race",null,null,"Percentage of               Leaders",null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"White",null,null,{"$f":"'CENTRAL ANALYSIS'!F270","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"White",null,null,{"$f":"'CENTRAL ANALYSIS'!J270","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Black /                                 African American",null,null,{"$f":"'CENTRAL ANALYSIS'!F271","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Black /                                 African American",null,null,{"$f":"'CENTRAL ANALYSIS'!J271","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Hispanic / Latino",null,null,{"$f":"'CENTRAL ANALYSIS'!F272","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Hispanic / Latino",null,null,{"$f":"'CENTRAL ANALYSIS'!J272","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Asian",null,null,{"$f":"'CENTRAL ANALYSIS'!F273","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Asian",null,null,{"$f":"'CENTRAL ANALYSIS'!J273","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"American Indian /          Alaskan Native",null,null,{"$f":"'CENTRAL ANALYSIS'!F274","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"American Indian /          Alaskan Native",null,null,{"$f":"'CENTRAL ANALYSIS'!J274","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Hawaiian or Pacific Islander",null,null,{"$f":"'CENTRAL ANALYSIS'!F275","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Hawaiian or Pacific Islander",null,null,{"$f":"'CENTRAL ANALYSIS'!J275","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Two or More Races",null,null,{"$f":"'CENTRAL ANALYSIS'!F276","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Two or More Races",null,null,{"$f":"'CENTRAL ANALYSIS'!J276","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Unknown or Not Entered",null,null,{"$f":"'CENTRAL ANALYSIS'!F277","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,"Unknown or Not Entered",null,null,{"$f":"'CENTRAL ANALYSIS'!J277","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"NOTE: Gender and Race data are voluntarily self reported by the employee. Demographic data and percentages are based only on reported data. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"         Key Workforce Metrics",null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Key Data Input'!P17=\"no\",\"WAGE DATA NOT INCLUDED IN CALCULATIONS\",\"\")","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Workforce Planning Critical Positions (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$15","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Workforce Planning Critical Positions Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,null,"Critical Positions by Type",null,null,null,"Critical Positions By Employee Type (Higher Ed. Only)"]
[null,null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!$G$60","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,null,null,"Salaried",null,null,"Classified","Hourly","Instruction","Research","A/P Faculty","Univ. Staff","Adjunct","Other"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!AG27","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$C29","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C30","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C31","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C32","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C33","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C34","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C35","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$C37","v":0}]
[null,null,null,{"$f":"CONCATENATE(\"of the \",'2. Key Data Input'!$S$26,\" \",\"positions assessed\")","v":"of the  positions assessed"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,null,"Critical Positions By EEO Code"]
[null,null,null,"Identified as Critical Positions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,"Officials/Admin.",null,"Professional","Technician","Protective Service",null,"Paraprofessional",null,"Admin. Support",null,"Skill/Craft","Service/Maintenance",null,"Faculty","Other"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!AG17","v":0},null,{"$f":"'CENTRAL ANALYSIS'!AG18","v":0},{"$f":"'CENTRAL ANALYSIS'!AG19","v":0},{"$f":"'CENTRAL ANALYSIS'!AG20","v":0},null,{"$f":"'CENTRAL ANALYSIS'!AG21","v":0},null,{"$f":"'CENTRAL ANALYSIS'!AG22","v":0},null,{"$f":"'CENTRAL ANALYSIS'!AG23","v":0},{"$f":"'CENTRAL ANALYSIS'!AG24","v":0},null,{"$f":"'CENTRAL ANALYSIS'!AG25","v":0},{"$f":"'CENTRAL ANALYSIS'!AG26","v":0}]
[null,null,null,null,null,null,null,null,null,"Agency's Workforce Planning Critical Position Breakdown \n(of all critical positions, what is the breakdown by employee type and EEO code and change in percent from prior fiscal year)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"By Employee Type (All Agencies)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!O17,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!P17,\"N/A\")","v":"N/A"},null,null,null,null,"Classified",null,{"$f":"'CENTRAL ANALYSIS'!$C$26","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E$26","v":{"$error":"#DIV/0!"}},null,"By EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Wage",null,{"$f":"'CENTRAL ANALYSIS'!C27","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E27","v":{"$error":"#DIV/0!"}},null,null,"Officials / Administrator",null,null,{"$f":"'CENTRAL ANALYSIS'!C16","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E16","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1,null,null,null,null,0.32]
[null,null,null,null,null,"to Overall Percent ",null,null,null,null,null,null,null,null,null,null,"Professional",null,null,{"$f":"'CENTRAL ANALYSIS'!C17","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E17","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"By Employee Type (Higher Ed. Only)",null,null,null,null,null,null,"Technician",null,null,{"$f":"'CENTRAL ANALYSIS'!C18","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E18","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!O15,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!P15,\"N/A\")","v":"N/A"},null,null,null,null,"Classified",null,{"$f":"'CENTRAL ANALYSIS'!$C28","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E28","v":{"$error":"#DIV/0!"}},null,null,"Protective Service",null,null,{"$f":"'CENTRAL ANALYSIS'!C19","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E19","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Hourly",null,{"$f":"'CENTRAL ANALYSIS'!$C29","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E29","v":{"$error":"#DIV/0!"}},null,null,"Paraprofessional",null,null,{"$f":"'CENTRAL ANALYSIS'!C20","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E20","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Total Positions Assessed for Criticality",null,null,null,null,"Instruction",null,{"$f":"'CENTRAL ANALYSIS'!$C30","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E30","v":{"$error":"#DIV/0!"}},null,null,"Administrative Support",null,null,{"$f":"'CENTRAL ANALYSIS'!C21","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E21","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Research",null,{"$f":"'CENTRAL ANALYSIS'!$C31","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E31","v":{"$error":"#DIV/0!"}},null,null,"Skill / Craft Workers",null,null,{"$f":"'CENTRAL ANALYSIS'!C22","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E22","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"A/P Faculty",null,{"$f":"'CENTRAL ANALYSIS'!$C32","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E32","v":{"$error":"#DIV/0!"}},null,null,"Service / Maintenance",null,null,{"$f":"'CENTRAL ANALYSIS'!C23","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E23","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!O16,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!P16,\"N/A\")","v":"N/A"},null,null,null,null,"University Staff",null,{"$f":"'CENTRAL ANALYSIS'!$C33","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E33","v":{"$error":"#DIV/0!"}},null,null,"Faculty",null,null,{"$f":"'CENTRAL ANALYSIS'!C24","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E24","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Adjunct",null,{"$f":"'CENTRAL ANALYSIS'!$C34","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E34","v":{"$error":"#DIV/0!"}},null,null,"Other",null,null,{"$f":"'CENTRAL ANALYSIS'!C25","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!E25","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"to Total Positions Identified as Critical",null,null,null,null,"Other",null,{"$f":"'CENTRAL ANALYSIS'!$C35","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!$E35","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[]
[null,null,null,"Retirements (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!D54","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Service Retirements Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G115","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Of Employees",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Eligible for Service Retirement within Five (5) Years",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Agency's Service Retirement Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!B40,\"N/A\")","v":0},null,"Employees Currently Eligible for                    Service Retirement",null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!B54,\"N/A\")","v":0},null,"Employees  Eligible for Service Retirement in 5 years",null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!J54,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!K54,\"N/A\")","v":"N/A"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!E40,\"N/A\")","v":"N/A"},null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!P40,\"N/A\")","v":"N/A"},null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!E54,\"N/A\")","v":"N/A"},null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!P54,\"N/A\")","v":"N/A"},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"to Overall Percent ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Of Eligible Retirements are Critical Roles",null,null,"Of Critical Roles Currently Eligible to Retire",null,null,null,"Of 5 Year Retirements are Critical Roles",null,null,"Of Critical Roles are Eligible to Retire in 5 years",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!N40,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!O40,\"N/A\")","v":"N/A"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[]
[null,null,null,null,null,null,null,null,null,"Current Eligible By EEO Code",null,null,null,null,null,null,"Eligible in 5 Years By EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"to Employees Eligible To Retire Now",null,null,null,"Officials / Administrator",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D41","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I41","v":{"$error":"#DIV/0!"}},null,"Officials / Administrator",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D55","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I55","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Professional",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D42","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I42","v":{"$error":"#DIV/0!"}},null,"Professional",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D56","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I56","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Technician",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D43","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I43","v":{"$error":"#DIV/0!"}},null,"Technician",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D57","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I57","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!N54,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!O54,\"N/A\")","v":"N/A"},null,null,null,"Protective Service",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D44","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I44","v":{"$error":"#DIV/0!"}},null,"Protective Service",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D58","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I58","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Paraprofessional",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D45","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I45","v":{"$error":"#DIV/0!"}},null,"Paraprofessional",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D59","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I59","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Employees Eligible to Retire within 5 Years",null,null,null,"Administrative Support",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D46","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I46","v":{"$error":"#DIV/0!"}},null,"Administrative Support",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D60","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I60","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Skill / Craft Workers",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D47","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I47","v":{"$error":"#DIV/0!"}},null,"Skill / Craft Workers",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D61","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I61","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Service / Maintenance",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D48","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I48","v":{"$error":"#DIV/0!"}},null,"Service / Maintenance",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D62","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I62","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Faculty",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D49","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I49","v":{"$error":"#DIV/0!"}},null,"Faculty",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D63","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I63","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Other",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D50","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I50","v":{"$error":"#DIV/0!"}},null,"Other",null,null,null,{"$f":"'CENTRAL ANALYSIS'!D64","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!I64","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Time to Fill (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!C110","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Time to Fill Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G205","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Average number of days to fill vacant positions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Agency Time To Fill Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!F110,\"\")","v":""},{"$f":"IFERROR('CENTRAL ANALYSIS'!G110,\"N/A\")","v":"N/A"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"to Average Days To Fill Positions ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Employee Turnover (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!C67","v":{"$error":"#DIV/0!"}},null,null,null,null,null,"Employee Resignations Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G185","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Resignation Rate \n(Resignations / Number of                   Employees for Fiscal Year)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Employee Resignations Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!C74,\"N/A\")","v":"N/A"},null,null,{"$f":"IFERROR('CENTRAL ANALYSIS'!C75,\"N/A\")","v":"N/A"},null,null,null,{"$f":"'CENTRAL ANALYSIS'!C72","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!C73","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!H70","v":{"$error":"#VALUE!"}},{"$f":"IFERROR('CENTRAL ANALYSIS'!I70,\"N/A\")","v":"N/A"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Resignation Rate                              (Within First 5 Years)",null,null,"Resignation Rate                 (Within First Year)",null,null,null,"Resignations within First 5 Years were Transfers",null,null,"Resignations within First Year were Transfers",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"to Resignation Rate",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!H68","v":{"$error":"#DIV/0!"}},{"$f":"IFERROR('CENTRAL ANALYSIS'!I68,\"N/A\")","v":"N/A"},null,null,null,"By Employee Type (All Agencies)",null,null,null,null,null,"By EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Salaried",null,{"$f":"'CENTRAL ANALYSIS'!$C$98","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G98","v":{"$error":"#VALUE!"}},null,null,"Officials / Administrator",null,null,{"$f":"'CENTRAL ANALYSIS'!C76","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G76","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Resignation Rate in First 5 Years",null,null,null,null,"Wage",null,{"$f":"'CENTRAL ANALYSIS'!$C$99","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G99","v":{"$error":"#VALUE!"}},null,null,"Professional",null,null,{"$f":"'CENTRAL ANALYSIS'!C77","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G77","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Technician",null,null,{"$f":"'CENTRAL ANALYSIS'!C78","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G78","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"By Employee Type (Higher Ed. Only)",null,null,null,null,null,null,"Protective Service",null,null,{"$f":"'CENTRAL ANALYSIS'!C79","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G79","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!H69","v":{"$error":"#DIV/0!"}},{"$f":"IFERROR('CENTRAL ANALYSIS'!I69,\"N/A\")","v":"N/A"},null,null,null,null,"Classified",null,{"$f":"'CENTRAL ANALYSIS'!C100","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G100","v":{"$error":"#VALUE!"}},null,null,"Paraprofessional",null,null,{"$f":"'CENTRAL ANALYSIS'!C80","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G80","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Hourly",null,{"$f":"'CENTRAL ANALYSIS'!C101","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G101","v":{"$error":"#VALUE!"}},null,null,"Administrative Support",null,null,{"$f":"'CENTRAL ANALYSIS'!C81","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G81","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Resignation Rate in First Year",null,null,null,null,"Instruction",null,{"$f":"'CENTRAL ANALYSIS'!C102","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G102","v":{"$error":"#VALUE!"}},null,null,"Skill / Craft Workers",null,null,{"$f":"'CENTRAL ANALYSIS'!C82","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G82","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Research",null,{"$f":"'CENTRAL ANALYSIS'!C103","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G103","v":{"$error":"#VALUE!"}},null,null,"Service / Maintenance",null,null,{"$f":"'CENTRAL ANALYSIS'!C83","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G83","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"A/P Faculty",null,{"$f":"'CENTRAL ANALYSIS'!C104","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G104","v":{"$error":"#VALUE!"}},null,null,"Faculty",null,null,{"$f":"'CENTRAL ANALYSIS'!C84","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G84","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"N/A",{"$f":"'CENTRAL ANALYSIS'!C71","v":{"$error":"#DIV/0!"}},null,null,null,null,"University Staff",null,{"$f":"'CENTRAL ANALYSIS'!C105","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G105","v":{"$error":"#VALUE!"}},null,null,"Other",null,null,{"$f":"'CENTRAL ANALYSIS'!C85","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G85","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Adjunct",null,{"$f":"'CENTRAL ANALYSIS'!C106","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G106","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Were Transfers to Other State Agencies",null,null,null,null,"Other",null,{"$f":"'CENTRAL ANALYSIS'!C107","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!G107","v":{"$error":"#VALUE!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[]
[null,null,null,"Employee Retention (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!B125","v":0},null,null,null,null,null,"Employee Retention Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G404","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Years at the Agency ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Average Employee Retention",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Employee Retention Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B$158","v":0},null,"Employees were Promoted",null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B$159","v":0},null,"Transferred Internally",null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!F125","v":{"$error":"#VALUE!"}},{"$f":"'CENTRAL ANALYSIS'!G125","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Average Years",null,null,null,"Avg. Years By Employee Type (All Agencies)",null,null,null,null,null,"Avg. Years By EEO Code",null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Salaried",null,{"$f":"'CENTRAL ANALYSIS'!B126","v":0},{"$f":"'CENTRAL ANALYSIS'!E126","v":{"$error":"#VALUE!"}},null,null,"Officials / Administrator",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$136","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$136","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Wage",null,{"$f":"'CENTRAL ANALYSIS'!B127","v":0},{"$f":"'CENTRAL ANALYSIS'!E127","v":{"$error":"#VALUE!"}},null,null,"Professional",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$137","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$137","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Technician",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$138","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$138","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$E$190","v":{"$error":"#VALUE!"}},{"$f":"'CENTRAL ANALYSIS'!$F$190","v":{"$error":"#VALUE!"}},null,null,null,"By Employee Type (Higher Ed. Only)",null,null,null,null,null,null,"Protective Service",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$139","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$139","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Classified",null,{"$f":"'CENTRAL ANALYSIS'!B128","v":0},{"$f":"'CENTRAL ANALYSIS'!E128","v":{"$error":"#VALUE!"}},null,null,"Paraprofessional",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$140","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$140","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"To Number of Participants in Professional & Career Development",null,null,null,null,"Hourly",null,{"$f":"'CENTRAL ANALYSIS'!B129","v":0},{"$f":"'CENTRAL ANALYSIS'!E129","v":{"$error":"#VALUE!"}},null,null,"Administrative Support",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$141","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$141","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Instruction",null,{"$f":"'CENTRAL ANALYSIS'!B130","v":0},{"$f":"'CENTRAL ANALYSIS'!E130","v":{"$error":"#VALUE!"}},null,null,"Skill / Craft Workers",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$142","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$142","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Research",null,{"$f":"'CENTRAL ANALYSIS'!B131","v":0},{"$f":"'CENTRAL ANALYSIS'!E131","v":{"$error":"#VALUE!"}},null,null,"Service / Maintenance",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$143","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$143","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"A/P Faculty",null,{"$f":"'CENTRAL ANALYSIS'!B132","v":0},{"$f":"'CENTRAL ANALYSIS'!E132","v":{"$error":"#VALUE!"}},null,null,"Faculty",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$144","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$144","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"University Staff",null,{"$f":"'CENTRAL ANALYSIS'!B133","v":0},{"$f":"'CENTRAL ANALYSIS'!E133","v":{"$error":"#VALUE!"}},null,null,"Other",null,null,{"$f":"'CENTRAL ANALYSIS'!$B$145","v":0},{"$f":"'CENTRAL ANALYSIS'!$E$145","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Adjunct",null,{"$f":"'CENTRAL ANALYSIS'!B134","v":0},{"$f":"'CENTRAL ANALYSIS'!E134","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Other",null,{"$f":"'CENTRAL ANALYSIS'!B135","v":0},{"$f":"'CENTRAL ANALYSIS'!E135","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Diversity and Inclusion (Non Executive)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[]
[null,null,null,{"$f":"CONCATENATE(\"Changes from FY\",'FILE MAINTENANCE'!$AM$8)","v":"Changes from FY20"},null,null,null,null,null,"Diversity and Inclusion Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!G180","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!H180","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'2. Key Data Input'!G245","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Of Workforce that are Veterans",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!G175","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!H175","v":{"$error":"#DIV/0!"}},null,null,null,"Diversity and Inclusion Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[]
[null,null,null,null,null,"Of Workforce that are Women",null,null,null,null,null,null,"Resignations",null,null,"Average Years at Agency",null,null,null,"Promotions",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Male",null,null,{"$f":"'CENTRAL ANALYSIS'!B86","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!B146","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!B160","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Female",null,null,{"$f":"'CENTRAL ANALYSIS'!B87","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!B147","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!B161","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!G181","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!H181","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,"Resignations",null,null,"Average Years at Agency",null,null,null,"Promotions",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Of Workforce are Employees with Disabilities",null,null,null,"White",null,null,{"$f":"'CENTRAL ANALYSIS'!$B90","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B150","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B164","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Black or African American",null,null,{"$f":"'CENTRAL ANALYSIS'!$B91","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B151","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B165","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Hispanic or Latino",null,null,{"$f":"'CENTRAL ANALYSIS'!$B92","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B152","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B166","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!G178","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!H178","v":{"$error":"#DIV/0!"}},null,null,null,"Asian",null,null,{"$f":"'CENTRAL ANALYSIS'!$B93","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B153","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B167","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"American Indian or Alaskan Native",null,null,{"$f":"'CENTRAL ANALYSIS'!$B94","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B154","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B168","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Of Workforce that are Minorities",null,null,null,"Native Hawaiian or Pacific Islander",null,null,{"$f":"'CENTRAL ANALYSIS'!$B95","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B155","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B169","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Two or More Races",null,null,{"$f":"'CENTRAL ANALYSIS'!$B96","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B156","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B170","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Other or Not Entered",null,null,{"$f":"'CENTRAL ANALYSIS'!$B97","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B157","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B171","v":0},null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,"Executive Team Metrics",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"Executive Team Highlights",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'2. Key Data Input'!G489","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$208","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$209","v":{"$error":"#DIV/0!"}}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Executive Team Breakdown",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,"Executives Are                                      Male",null,null,null,"Executives are                               Female"]
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[null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B$201","v":0},null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$208","v":{"$error":"#DIV/0!"}},null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$209","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Total Executives",null,null,null,null,null,"Executives are Male",null,null,null,null,"Executives are Female",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,"White",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B216","v":0},{"$f":"'CENTRAL ANALYSIS'!F216","v":{"$error":"#DIV/0!"}},null,null,"American Indian / Alaskan Native",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B220","v":0},{"$f":"'CENTRAL ANALYSIS'!F220","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,"Black / African American",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B217","v":0},{"$f":"'CENTRAL ANALYSIS'!F217","v":{"$error":"#DIV/0!"}},null,null,"Hawaiian or Pacific Islander",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B221","v":0},{"$f":"'CENTRAL ANALYSIS'!F221","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,"Hispanic / Latino",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B218","v":0},{"$f":"'CENTRAL ANALYSIS'!F218","v":{"$error":"#DIV/0!"}},null,null,"Two or More Races",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B222","v":0},{"$f":"'CENTRAL ANALYSIS'!F222","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,"Asian",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B219","v":0},{"$f":"'CENTRAL ANALYSIS'!F219","v":{"$error":"#DIV/0!"}},null,null,"Unknown or Not Entered",null,null,null,{"$f":"'CENTRAL ANALYSIS'!B223","v":0},{"$f":"'CENTRAL ANALYSIS'!F223","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!C200","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!G201","v":"tu"},{"$f":"'CENTRAL ANALYSIS'!C202","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!G202","v":{"$error":"#VALUE!"}},{"$f":"'CENTRAL ANALYSIS'!C204","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!G204","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C205","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!G205","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"Of Total Positions are All Executive",null,null,null,{"$f":"'CENTRAL ANALYSIS'!H200","v":{"$error":"#DIV/0!"}},"Executive Positions Identified as Critical",null,null,{"$f":"'CENTRAL ANALYSIS'!H202","v":{"$error":"#VALUE!"}},"Executives Currently Eligible to Retire",null,null,{"$f":"'CENTRAL ANALYSIS'!H204","v":{"$error":"#DIV/0!"}},"Executives Eligible to Retire in 5 Years",null,null,{"$f":"'CENTRAL ANALYSIS'!H205","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!B206","v":0},null,null,null,{"$f":"'CENTRAL ANALYSIS'!G206","v":{"$error":"#VALUE!"}},null,{"$f":"'CENTRAL ANALYSIS'!B207","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!G207","v":{"$error":"#VALUE!"}},null,{"$f":"'CENTRAL ANALYSIS'!B224","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!G224","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,"Average Days to Fill Executive Positions",null,null,null,{"$f":"'CENTRAL ANALYSIS'!H206","v":{"$error":"#VALUE!"}},null,"Average Years In Executive Positions",null,null,{"$f":"'CENTRAL ANALYSIS'!H207","v":{"$error":"#VALUE!"}},null,"Executives Participated in Dev. Opportunities",null,null,{"$f":"'CENTRAL ANALYSIS'!H224","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,1]
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[null,null,null,{"$f":"IF(OR('Report Appendix'!Z24<>\"\",'Report Appendix'!Z25<>\"\",'Report Appendix'!Z26<\"\"),CONCATENATE(\"More Detailed Information can be found in the Appendix regarding\",\" \",'Report Appendix'!Z24,IF('Report Appendix'!Z25<>\"\",\", \",\"\"),'Report Appendix'!Z25,IF('Report Appendix'!Z26<>\"\",\", and \",\"\"),'Report Appendix'!Z26,\".\"),\"\")","v":"More Detailed Information can be found in the Appendix regarding Additional Risks or Observations, Best Practies Detail and Impacts."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,"         Key Risk Factors & Observations",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Vacancy Risk",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Risk/Observation",null,null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$L$10)","v":"FY 2020"},null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$G$12)","v":"FY 2021"},null,null,"Agency Description",null,null,null,null,null,null,null,null,"R/O Level","N/A Select",null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F16","v":"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K16","v":"--"},null,null,{"$f":"IF(Z313=1,\"High\",IF(Z314=1,\"Medium\",IF(Z315=1,\"Low\",IF(AA313=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA313=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U16)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F19","v":"High turnover rates (overall or unique to certain employee populations)"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K19","v":"--"},null,null,{"$f":"IF(Z316=1,\"High\",IF(Z317=1,\"Medium\",IF(Z318=1,\"Low\",IF(AA316=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA316=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U19)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$19=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$17=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$18=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F22","v":"Below average salary rates prompts risk of losing talent to competitors"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K22","v":"--"},null,null,{"$f":"IF(Z319=1,\"High\",IF(Z320=1,\"Medium\",IF(Z321=1,\"Low\",IF(AA319=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA319=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U22)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F25","v":"High percentage of workforce as single incumbent positions, with unique duties performed only by single position. "},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K25","v":"--"},null,null,{"$f":"IF(Z322=1,\"High\",IF(Z323=1,\"Medium\",IF(Z324=1,\"Low\",IF(AA322=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA322=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U25)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F28","v":"Significant likelihood single incumbent or specialized positions will become vacant within 5 years. "},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K28","v":"--"},null,null,{"$f":"IF(Z325=1,\"High\",IF(Z326=1,\"Medium\",IF(Z327=1,\"Low\",IF(AA325=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA325=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U28)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Talent Acquisition",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"Risk/Observation",null,null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$L$10)","v":"FY 2020"},null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$G$12)","v":"FY 2021"},null,null,"Agency Description",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F36","v":"Time to fill positions is longer than average "},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K36","v":"--"},null,null,{"$f":"IF(Z333=1,\"High\",IF(Z334=1,\"Medium\",IF(Z335=1,\"Low\",IF(AA333=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA333=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U36)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F39","v":"Experiencing failed searches when seeking needed talent"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K39","v":"--"},null,null,{"$f":"IF(Z336=1,\"High\",IF(Z337=1,\"Medium\",IF(Z338=1,\"Low\",IF(AA336=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA336=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U39)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F42","v":"Non-competitive salaries"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K42","v":"--"},null,null,{"$f":"IF(Z339=1,\"High\",IF(Z340=1,\"Medium\",IF(Z341=1,\"Low\",IF(AA339=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA339=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U42)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F45","v":"Agency does not have a formal recruitment strategy"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K45","v":"--"},null,null,{"$f":"IF(Z342=1,\"High\",IF(Z343=1,\"Medium\",IF(Z344=1,\"Low\",IF(AA342=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA342=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U45)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F48","v":"Large percentage of agency's positions are open for an extended period of time"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K48","v":"--"},null,null,{"$f":"IF(Z345=1,\"High\",IF(Z346=1,\"Medium\",IF(Z347=1,\"Low\",IF(AA345=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA345=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U48)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F51","v":"Significant competition for specialized functions that are often hard to fill"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K51","v":"--"},null,null,{"$f":"IF(Z348=1,\"High\",IF(Z349=1,\"Medium\",IF(Z350=1,\"Low\",IF(AA348=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA348=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U51)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AM$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AM$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F59","v":"Lack of promotional opportunities for current employees"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K59","v":"--"},null,null,{"$f":"IF(Z356=1,\"High\",IF(Z357=1,\"Medium\",IF(Z358=1,\"Low\",IF(AA356=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA356=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U59)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F62","v":"Unable to address areas of opportunity identified via an employee engagement survey"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K62","v":"--"},null,null,{"$f":"IF(Z359=1,\"High\",IF(Z360=1,\"Medium\",IF(Z361=1,\"Low\",IF(AA359=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA359=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U62)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$61=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F65","v":"Employee productivity levels are low"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K65","v":"--"},null,null,{"$f":"IF(Z362=1,\"High\",IF(Z363=1,\"Medium\",IF(Z364=1,\"Low\",IF(AA362=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA362=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U65)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F68","v":"Lack of clear strategic direction and/or goals for employee engagement"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K68","v":"--"},null,null,{"$f":"IF(Z365=1,\"High\",IF(Z366=1,\"Medium\",IF(Z367=1,\"Low\",IF(AA365=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA365=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U68)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F71","v":"Lack of recognition or compensation strategies to reward top performers"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K71","v":"--"},null,null,{"$f":"IF(Z368=1,\"High\",IF(Z369=1,\"Medium\",IF(Z370=1,\"Low\",IF(AA368=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA368=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U71)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F74","v":"Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K74","v":"--"},null,null,{"$f":"IF(Z371=1,\"High\",IF(Z372=1,\"Medium\",IF(Z373=1,\"Low\",IF(AA371=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA371=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U74)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AM$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AM$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Workforce Development",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"Risk/Observation",null,null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$L$10)","v":"FY 2020"},null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$G$12)","v":"FY 2021"},null,null,"Agency Description",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F82","v":"Employee development programs and plans are not used "},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K82","v":"--"},null,null,{"$f":"IF(Z378=1,\"High\",IF(Z379=1,\"Medium\",IF(Z380=1,\"Low\",IF(AA378=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA378=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U82)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F85","v":"Lack of Leadership bench strength or a formal leadership development program"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K85","v":"--"},null,null,{"$f":"IF(Z381=1,\"High\",IF(Z382=1,\"Medium\",IF(Z383=1,\"Low\",IF(AA381=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA381=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U85)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F88","v":"Limited variety of development opportunities or limited availability of differing opportunities for employees"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K88","v":"--"},null,null,{"$f":"IF(Z384=1,\"High\",IF(Z385=1,\"Medium\",IF(Z386=1,\"Low\",IF(AA384=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA384=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U88)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Technology and Organizational Inefficiencies",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"Risk/Observation",null,null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$L$10)","v":"FY 2020"},null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$G$12)","v":"FY 2021"},null,null,"Agency Description",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F96","v":"Outdated or inaccurate systems used "},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K96","v":"--"},null,null,{"$f":"IF(Z391=1,\"High\",IF(Z392=1,\"Medium\",IF(Z393=1,\"Low\",IF(AA391=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA391=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U96)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$96=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$99=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F99","v":"Lack of integrated solutions or integration between multiple systems"},null,null,null,null,null,{"$f":"'4. Key Risk Factors'!K99","v":"--"},null,null,{"$f":"IF(Z394=1,\"High\",IF(Z395=1,\"Medium\",IF(Z396=1,\"Low\",IF(AA394=1,\"N/A\",\"\"))))","v":""},null,{"$f":"IF(AA394=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U99)","v":0},null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$96=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$99=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"2.2-1209. Policy of the Commonwealth regarding workforce planning issues with a submission of a succession plan for agency/institution in alignment our annual strategic planning cycle. \n\nTo ensure that workforce planning is occurring in tandem with agency strategic planning, and to support the acquisition and sustainment of a resilient workforce, agencies and institutions of higher education must execute, continuously evaluate, and submit an annual workforce planning and development report to executive leadership. The plan template was designed by the Department of Human Resources Management and vetted by a state human resources advisory committee. As directed by the legislative mandate, the plan has a threefold focus: mission critical positions, employees nearing retirement, and executive positions. \n\nThis Workforce Planning and Development plan serves as a continual assessment of workforce risks and accomplishments, and will enable informed executive-level workforce decisions. Plans must be submitted to an agency's Cabinet Secretary or Board of Visitors annually, no later than September 30th of each year. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,null,{"$f":"'1. Agency Profile'!G12","v":0},null,null,null,null,null,null,null,"is committed to the Commonwealth's policy and its efforts to submit a workforce planning and ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,"development report annually to ensure adequate workforce planning alignment with the agency's or institution's strategic plans. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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["Welcome",null,null,null,"Agency Profile",null,"Key Data Input",null,"Key Risk Factors",null,"Best Practices",null,"Current FY Review",null,"Action Plan",null,"Executive Summary",null,"Appendix",null,"Full Report"]
[null,null,null,null,"Agency Profile",null,null,null,null,null,null,null,null,null,null,null,"Appendix",null,"Appendix"]
[null,null,null,null,null,null,"Workforce Planning & Development Report Guide"]
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[null,null,null,null,null,null,"Appendix"]
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[null,null,null,"       Appendix  A - Additional Risk Factors"]
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[null,null,null,null,"Additional Risks/Observations"]
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[]
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[null,null,null,"       Appendix  A - Best Practices Breakdown and Impact"]
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[null,null,null,null,"Vacancy Risk Best Practices"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,"Process, Procedure, or Business Practice",{"$f":"AQ179","v":0},{"$f":"AQ147","v":0},{"$f":"AQ209","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,"Product Knowledge",{"$f":"AR179","v":0},{"$f":"AR147","v":0},{"$f":"AR209","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,"Professional / Industry Specific",{"$f":"AS179","v":0},{"$f":"AS147","v":0},{"$f":"AS209","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,"Sales (Not Industry or Product Knowledge)",{"$f":"AT179","v":0},{"$f":"AT147","v":0},{"$f":"AT209","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,{"$f":"IF(AND($AZ140=AR$151,$BA140=$AH$150),$BB140,0)","v":0},0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($AZ143=AG$151,$BA143=$AH$150),$BB143,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"FY \",'FILE MAINTENANCE'!$G$12,\" Workforce Planning & Development Report\")","v":"FY 2021 Workforce Planning & Development Report"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($AZ144=AG$151,$BA144=$AH$150),$BB144,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,{"$f":"'1. Agency Profile'!$G$12","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($AZ145=AG$151,$BA145=$AH$150),$BB145,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($AZ146=AG$151,$BA146=$AH$150),$BB146,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG152:AG178)","v":0},{"$f":"SUM(AH152:AH178)","v":0},{"$f":"SUM(AI152:AI178)","v":0},{"$f":"SUM(AJ152:AJ178)","v":0},{"$f":"SUM(AK152:AK178)","v":0},{"$f":"SUM(AL152:AL178)","v":0},{"$f":"SUM(AM152:AM178)","v":0},{"$f":"SUM(AN152:AN178)","v":0},{"$f":"SUM(AO152:AO178)","v":0},{"$f":"SUM(AP152:AP178)","v":0},{"$f":"SUM(AQ152:AQ178)","v":0},{"$f":"SUM(AR152:AR178)","v":0},{"$f":"SUM(AS152:AS178)","v":0},{"$f":"SUM(AT152:AT178)","v":0}]
[null,null,null,null,null,null,null,null,null,null,{"$f":"TODAY()","v":"2021-08-02"}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Both"]
[null,null,null,"       Appendix B ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Basic Skills (to meet minimum requirements) ","Customer Service","Executive Development","Information Technology / Systems","Interpersonal Skills","Leadership","Mandatory and Compliance","Managerial / Supervisory","New Employee Orientation","Other","Process, Procedure, or Business Practice","Product Knowledge","Professional / Industry Specific","Sales (Not Industry or Product Knowledge)"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($AZ122=AG$183,$BA122=$AH$182),$BB122,0)","v":0},{"$f":"IF(AND($AZ122=AH$183,$BA122=$AH$182),$BB122,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ123=AH$183,$BA123=$AH$182),$BB123,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ124=AH$183,$BA124=$AH$182),$BB124,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ125=AH$183,$BA125=$AH$182),$BB125,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ126=AH$183,$BA126=$AH$182),$BB126,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ127=AH$183,$BA127=$AH$182),$BB127,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ128=AH$183,$BA128=$AH$182),$BB128,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ129=AH$183,$BA129=$AH$182),$BB129,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ130=AH$183,$BA130=$AH$182),$BB130,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ131=AH$183,$BA131=$AH$182),$BB131,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ132=AH$183,$BA132=$AH$182),$BB132,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ133=AH$183,$BA133=$AH$182),$BB133,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ134=AH$183,$BA134=$AH$182),$BB134,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ135=AH$183,$BA135=$AH$182),$BB135,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ136=AH$183,$BA136=$AH$182),$BB136,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ137=AH$183,$BA137=$AH$182),$BB137,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ138=AH$183,$BA138=$AH$182),$BB138,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ139=AH$183,$BA139=$AH$182),$BB139,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ140=AH$183,$BA140=$AH$182),$BB140,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ141=AH$183,$BA141=$AH$182),$BB141,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ142=AH$183,$BA142=$AH$182),$BB142,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ143=AH$183,$BA143=$AH$182),$BB143,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ144=AH$183,$BA144=$AH$182),$BB144,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ145=AH$183,$BA145=$AH$182),$BB145,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,{"$f":"IF(AND($AZ146=AH$183,$BA146=$AH$182),$BB146,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG184:AG208)","v":0},{"$f":"SUM(AH184:AH208)","v":0},{"$f":"SUM(AI184:AI208)","v":0},{"$f":"SUM(AJ184:AJ208)","v":0},{"$f":"SUM(AK184:AK208)","v":0},{"$f":"SUM(AL184:AL208)","v":0},{"$f":"SUM(AM184:AM208)","v":0},{"$f":"SUM(AN184:AN208)","v":0},{"$f":"SUM(AO184:AO208)","v":0},{"$f":"SUM(AP184:AP208)","v":0},{"$f":"SUM(AQ184:AQ208)","v":0},{"$f":"SUM(AR184:AR208)","v":0},{"$f":"SUM(AS184:AS208)","v":0},{"$f":"SUM(AT184:AT208)","v":0}]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Apprenticeship"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Basic Skills (to meet minimum requirements) ","Customer Service","Executive Development","Information Technology / Systems","Interpersonal Skills","Leadership","Mandatory and Compliance","Managerial / Supervisory","New Employee Orientation","Other","Process, Procedure, or Business Practice","Product Knowledge","Professional / Industry Specific","Sales (Not Industry or Product Knowledge)",null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G395","v":0},{"$f":"'2. Key Data Input'!O395","v":0},{"$f":"'2. Key Data Input'!S395","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA216=AG$216,$BB216=$AH$215),$BC216,0)","v":0},{"$f":"IF(AND($BA216=AH$216,$BB216=$AH$215),$BC216,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G396","v":0},{"$f":"'2. Key Data Input'!O396","v":0},{"$f":"'2. Key Data Input'!S396","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA217=AG$216,$BB217=$AH$215),$BC217,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G397","v":0},{"$f":"'2. Key Data Input'!O397","v":0},{"$f":"'2. Key Data Input'!S397","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G398","v":0},{"$f":"'2. Key Data Input'!O398","v":0},{"$f":"'2. Key Data Input'!S398","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,{"$f":"'2. Key Data Input'!G399","v":0},{"$f":"'2. Key Data Input'!O399","v":0},{"$f":"'2. Key Data Input'!S399","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG217:AG221)","v":0},{"$f":"SUM(AH217:AH221)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Individual Coaching"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Basic Skills (to meet minimum requirements) ","Customer Service","Executive Development","Information Technology / Systems","Interpersonal Skills","Leadership","Mandatory and Compliance","Managerial / Supervisory","New Employee Orientation","Other","Process, Procedure, or Business Practice","Product Knowledge","Professional / Industry Specific","Sales (Not Industry or Product Knowledge)"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA216=AG$224,$BB216=$AH$223),$BC216,0)","v":0},{"$f":"IF(AND($BA216=AH$224,$BB216=$AH$223),$BC216,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA217=AG$224,$BB217=$AH$223),$BC217,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,null,"Apprenticeship","Individual Coaching","Internship","Job Rotation","Job Shadowing","Stretch Assignment"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA216=AG$232,$BB216=$AH$231),$BC216,0)","v":0},{"$f":"IF(AND($BA216=AH$232,$BB216=$AH$231),$BC216,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Information Technology / Systems",{"$f":"AJ222","v":0},{"$f":"AJ230","v":0},{"$f":"AJ238","v":0},{"$f":"AJ246","v":0},{"$f":"AJ254","v":0},{"$f":"AJ262","v":0}]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Mandatory and Compliance",{"$f":"AM222","v":0},{"$f":"AM230","v":0},{"$f":"AM238","v":0},{"$f":"AM246","v":0},{"$f":"AM254","v":0},{"$f":"AM262","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Managerial / Supervisory",{"$f":"AN222","v":0},{"$f":"AN230","v":0},{"$f":"AN238","v":0},{"$f":"AN246","v":0},{"$f":"AN254","v":0},{"$f":"AN262","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG233:AG237)","v":0},{"$f":"SUM(AH233:AH237)","v":0},{"$f":"SUM(AI233:AI237)","v":0},{"$f":"SUM(AJ233:AJ237)","v":0},{"$f":"SUM(AK233:AK237)","v":0},{"$f":"SUM(AL233:AL237)","v":0},{"$f":"SUM(AM233:AM237)","v":0},{"$f":"SUM(AN233:AN237)","v":0},{"$f":"SUM(AO233:AO237)","v":0},{"$f":"SUM(AP233:AP237)","v":0},{"$f":"SUM(AQ233:AQ237)","v":0},{"$f":"SUM(AR233:AR237)","v":0},{"$f":"SUM(AS233:AS237)","v":0},{"$f":"SUM(AT233:AT237)","v":0},null,null,null,null,null,null,null,"New Employee Orientation",{"$f":"AO222","v":0},{"$f":"AO230","v":0},{"$f":"AO238","v":0},{"$f":"AO246","v":0},{"$f":"AO254","v":0},{"$f":"AO262","v":0}]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA216=AG$240,$BB216=$AH$239),$BC216,0)","v":0},{"$f":"IF(AND($BA216=AH$240,$BB216=$AH$239),$BC216,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Product Knowledge",{"$f":"AR222","v":0},{"$f":"AR230","v":0},{"$f":"AR238","v":0},{"$f":"AR246","v":0},{"$f":"AR254","v":0},{"$f":"AR262","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA217=AG$240,$BB217=$AH$239),$BC217,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Professional / Industry Specific",{"$f":"AS222","v":0},{"$f":"AS230","v":0},{"$f":"AS238","v":0},{"$f":"AS246","v":0},{"$f":"AS254","v":0},{"$f":"AS262","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,null,null,null,null,null,null,null,"Sales (Not Industry or Product Knowledge)",{"$f":"AT222","v":0},{"$f":"AT230","v":0},{"$f":"AT238","v":0},{"$f":"AT246","v":0},{"$f":"AT254","v":0},{"$f":"AT262","v":0}]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG241:AG245)","v":0},{"$f":"SUM(AH241:AH245)","v":0},{"$f":"SUM(AI241:AI245)","v":0},{"$f":"SUM(AJ241:AJ245)","v":0},{"$f":"SUM(AK241:AK245)","v":0},{"$f":"SUM(AL241:AL245)","v":0},{"$f":"SUM(AM241:AM245)","v":0},{"$f":"SUM(AN241:AN245)","v":0},{"$f":"SUM(AO241:AO245)","v":0},{"$f":"SUM(AP241:AP245)","v":0},{"$f":"SUM(AQ241:AQ245)","v":0},{"$f":"SUM(AR241:AR245)","v":0},{"$f":"SUM(AS241:AS245)","v":0},{"$f":"SUM(AT241:AT245)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Job Shadowing"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(AND($BA217=AG$248,$BB217=$AH$247),$BC217,0)","v":0},0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"SUM(AG249:AG253)","v":0},{"$f":"SUM(AH249:AH253)","v":0},{"$f":"SUM(AI249:AI253)","v":0},{"$f":"SUM(AJ249:AJ253)","v":0},{"$f":"SUM(AK249:AK253)","v":0},{"$f":"SUM(AL249:AL253)","v":0},{"$f":"SUM(AM249:AM253)","v":0},{"$f":"SUM(AN249:AN253)","v":0},{"$f":"SUM(AO249:AO253)","v":0},{"$f":"SUM(AP249:AP253)","v":0},{"$f":"SUM(AQ249:AQ253)","v":0},{"$f":"SUM(AR249:AR253)","v":0},{"$f":"SUM(AS249:AS253)","v":0},{"$f":"SUM(AT249:AT253)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Stretch Assignment"]
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["Agency Name","Fiscal Year","Secretariate","Agency Type 1","Agency Type 2","Agency Type 3","Total Employees","Total Salary Employees","Total Wage Employees","Total Positions","Total Salary Positions","Total Wage Positions","Total MEL","Total Classified Employees","Total Hourly Employees","Total Instructional Employees","Total Research Employees","Total A/P Employees","Total University Staff Employees","Total Adjunct Faculty Employees","Total Other Employees**","Officials and Administrators","Professionals","Technicians","Protective Service Workers","Paraprofessionals","Admin. Support","Skilled Craft Workers","Service/Maintenance","Faculty","Other","Agency has established Workforce Planning Committee","Workforce Analysis Data is provided to Senior Leadership","Agency has documentation of position procedures","Agency has dual incumbency practices","Agency provides cross training to employees","Agency has strategic hiring process","Agency monitors time to hire & time to fill for vacancies","Agency also addresses \"fit\" during hiring process","Agency has internship/apprentice program for employees","Agency has an established onboarding program","Agency has a repository of job descriptions","Agency re-evaluates positions as openings occur","Agency provides Supervisor Training for newly promoted Supervisors","Agency provides ongoing  Leadership Development for all Supervisors","Agency identifies high potential employees and provides specialized training","Agency has career ladders","Agency has a mentorship program for development","Agency provides employee training (outside of  any state required training)","Agency realigns salaries to be more competitive","Agency allows for telework and alternative work schedules","Utilize raises for obtaining additional certifications","Agency conducts regular employee engagement surveys","Agency has employee recognition programs","Agency has plans to enhance engagement initiatives","Agency has established Workforce Planning Committee2","Workforce Analysis Data is provided to Senior Leadership3","Agency has documentation of position procedures4","Agency has dual incumbency practices5","Agency provides cross training to employees6","Agency has strategic hiring process7","Agency monitors time to hire & time to fill for vacancies8","Agency also addresses \"fit\" during hiring process9","Agency has internship/apprentice program for employees10","Agency has an established onboarding program11","Agency has a repository of job descriptions12","Agency re-evaluates positions as openings occur13","Agency provides Supervisor Training for newly promoted Supervisors14","Agency provides ongoing  Leadership Development for all Supervisors15","Agency identifies high potential employees and provides specialized training16","Agency has career ladders17","Agency has a mentorship program for development18","Agency provides employee training (outside of  any state required training)19","Agency realigns salaries to be more competitive20","Agency allows for telework and alternative work schedules21","Utilize raises for obtaining additional certifications22","Agency conducts regular employee engagement surveys23","Agency has employee recognition programs24","Agency has plans to enhance engagement initiatives25","Executive Summary","Total Critical Positions","Total Salaried Critial Positions","Officials and Administrators Critical Positions","Professionals Critical Positions","Technicians Critial Positions","Protectie Service Workers Critical Positions","Paraprofessionals Critical Positions","Admin. Support Critical Positions","Skilled Craft Workers Critical Positions","Service/Maintenance Critical Positions","Facutly Critical Positions","Other Critical Positions","Total Classified Critical Positions","Total Hourly Critical Positions","Total Instructional Critical Positions","Total Research Critical Positions","Total A/P Critical Positions","Total University Staff Critical Positions","Total Adjunct Faculty Critical Positions","Total Other Critical Positions","Total Critical Positions Assessed","Total Salaried Critial Positions Assessed","Officials and Administrators Critical Positions Assessed","Professionals Critical Positions Assessed","Technicians Critial Positions Assessed","Protectie Service Workers Critical Positions Assessed","Paraprofessionals Critical Positions Assessed","Admin. Support Critical Positions Assessed","Skilled Craft Workers Critical Positions Assessed","Service/Maintenance Critical Positions Assessed","Faculty Critical Positions Assessed","Other Critical Positions Assessed","Total Classified Critical Positions Assessed","Total Hourly Critical Positions Assessed","Total Instructional Critical Positions Assessed","Total Research Critical Positions Assessed","Total A/P Critical Positions Assessed","Total University Staff Critical Positions Assessed","Total Adjunct Faculty Critical Positions Assessed","Total Other Critical Positions Assessed","Total Number of Retirements","Total Salaried Retirements","Officials and Administrators Retirements","Professionals Retirements","Technicians Retirements","Protectie Service Workers Retirements","Paraprofessionals Retirements","Admin. Support Retirements","Skilled Craft Workers Retirements","Service/Maintenance Retirements","Facutly Retirements","Other Retirements","Total Classified Retirements","Total Hourly Retirements","Total Instructional Retirements","Total Research Retirements","Total A/P Retirements","Total University Staff Retirements","Total Adjunct Faculty Retirements","Total Other Retirements","Total Number of Retirements Eligible","Critical Positions Retirements Eligible","Officials and Administrators Retirements Eligible","Professionals Retirements Eligible","Technicians Retirements Eligible","Protectie Service Workers Retirements Eligible","Paraprofessionals Retirements Eligible","Admin. Support Retirements Eligible","Skilled Craft Workers Retirements Eligible","Service/Maintenance Retirements Eligible","Faculty Retirements Eligible","Other Retirements Eligible","Total Number of Retirements in 5 Years","Critical Positions Retiring in 5 Years","Officials and Administrators Retirements in 5 Years","Professionals Retirements in 5 Years","Technicians Retirements in 5 Years","Protectie Service Workers Retirements in 5 Years","Paraprofessionals Retirements in 5 Years","Admin. Support Retirements in 5 Years","Skilled Craft Workers Retirements in 5 Years","Service/Maintenance Retirements in 5 Years","Faculty Retirements in 5 Years","Other Retirements in 5 Years","Total Separations","Total Salary Separations","Total Classified Employee Separations","Total Hourly Separations","Total Instructional Employee Separations","Total Research Employee Separations","Total A/P Employee Separations","Total University Staff Employee Separations","Total Adjunct Faculty Employee Separations","Total Other Employee Separations","Officials and Administrators Separations","Professionals Separations","Technicians Separations","Protectie Service Workers Separations","Paraprofessionals Separations","Admin. Support Separations","Skilled Craft Workers Separations","Service/Maintenance Separations","Faculty Separations","Other Separations","Total Employee Separations in first 5 years","Total Salary Separations in first 5 years","Total Employees with 0-5 YOS","Total Classified Employee Separations in first 5 years","Total Hourly Employee Separations in First 5 Years","Total Instructional Employee Separations in first 5 years","Total Research Employee Separations in first 5 years","Total A/P Employee Separations in first 5 years","Total University Staff Employee Separations in first 5 years","Total Adjunct Faculty Employee Separations in first 5 years","Total Other Employee Separations in first 5 years","Officials and Administrators Separations in first 5 years","Professionals Separations in first 5 years","Technicians Separations in first 5 years","Protectie Service Workers Separations in first 5 years","Paraprofessionals Separations in first 5 years","Admin. Support Separations in first 5 years","Skilled Craft Workers Separations in first 5 years","Service/Maintenance Separations in first 5 years","Faculty Separations in first 5 years","Other Separations in first 5 years","Total Employee Separations in first year","Total Salary Separations in first year","Total Employees in First Year","Total Classified Employee Separations in first year","Total Hourly Employee Separations in First year","Total Instructional Employee Separations in first year","Total Research Employee Separations in first year","Total A/P Employee Separations in first year","Total University Staff Employee Separations in first year","Total Adjunct Faculty Employee Separations in first year","Total Other Employee Separations in first year","Officials and Administrators Separations in frist year","Professionals Separations in frist year","Technicians Separations in frist year","Protectie Service Workers Separations in first year","Paraprofessionals Separations in first year","Admin. Support Separations in frist year","Skilled Craft Workers Separations in frist year","Service/Maintenance Separations in frist year","Faculty Separations in frist year","Other Separations in frist year","Total Male Separations","Total Female Separations","White","Black or African American","Hispanic or Latino","Asian","American Indian or Alaskan Native","Native Hawaiian or Other Pacific Islander","Two or More Races","Unknown or not Entered","Quarter 1 Average Time to fill","Quarter 2 Average Time to fill","Quarter 3 Average Time to fill","Quarter 4 Average Time to fill","Total Male","Total Female","Total Minority","Total Non-Minority","Total Veterans","Total Employees with Disabilities","Total Males in Leader Role","Total Females in Leader Role","Total Minorities in Leader Role","Total Non-Minorities in Leader Role","Total Veterans in Leader Role","Total Leaders with Disabilities","All Employee Retention Min","All Salary Retention Min","All Wage Retention Min","Total Classified Min","Total Hourly Min","Total Instructional Min","Total Research Min","Total A/P Min","Total University Staff Min","Total Adjunct Faculty Min","Total Other** Min","Officials and Administrators Min","Professionals Min","Technicians Min","Protective Service Workers Min","Paraprofessionals Min","Admin. Support Min","Skilled Craft Workers Min","Service/Maintenance Min","Faculty Min","Other Min","All Employee Retention Avg","All Salary Retention Avg","All Wage Retention Avg","Total Classified Avg","Total Hourly Avg","Total Instructional Avg","Total Research Avg","Total A/P Avg","Total University Staff Avg","Total Adjunct Faculty Avg","Total Other** Avg","Officials and Administrators Avg","Professionals Avg","Technicians Avg","Protective Service Workers Avg","Paraprofessionals Avg","Admin. Support Avg","Skilled Craft Workers Avg","Service/Maintenance Avg","Faculty Avg","Other Avg","All Employee Retention Max","All Salary Retention Max","All Wage Retention Max","Total Classified Max","Total Hourly Max","Total Instructional Max","Total Research Max","Total A/P Max","Total University Staff Max","Total Adjunct Faculty Max","Total Other** Max","Officials and Administrators Max","Professionals Max","Technicians Max","Protective Service Workers Max","Paraprofessionals Max","Admin. Support Max","Skilled Craft Workers Max","Service/Maintenance Max","Faculty Max","Other Max","Leadership Development Program Internal","Tuition Assistance Provided Internal","Online Training Internal","Professional Development Program Internal","Standalone Workshop/Course Internal","Supervisor Training Internal","Other Internal","Leadership Development Program External","Tuition Assistance Provided External","Online Training External","Professional Development Program External","Standalone Workshop/Course External","Supervisor Training External","Other External","Total Number of Executive Positions","Total Salaried Executive Positions","Total Executive Employees","Total Number of Executive Positions Identified as Critical","Total Executive Separations","Actual Executive Retirements","Executives Eligible to Retire Today","Executives Eligible to Retire in 5 Years","Executive Time to Fill","Executive Min Years","Executive Avg. Years","Executive Max Years","Total Male2","Total Female3","Total Minority4","Total Non-Minority5","Total Veterans6","Total Executives with Disabilities","Leadership Development Program Internal Executive","Tuition Assistance Provided Internal Executive","Online Training Internal Executive","Professional Development Program Internal Executive","Standalone Workshop/Course Internal Executive","Supervisor Training Internal Executive","Other Internal Executive","Leadership Development Program External Executive","Tuition Assistance Provided External Executive","Online Training External Executive","Professional Development Program External Executive","Standalone Workshop/Course External Executive","Supervisor Training External Executive","Other External Executive","Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements","High turnover rates (overall or unique to certain employee populations)","Below average salary rates prompts risk of losing talent to competitors","High percentage of workforce as single incumbent positions, with unique duties performed only by single position. ","Significant likelihood single incumbent or specialized positions will become vacant within 5 years. ","Time to fill positions is longer than average ","Experiencing failed searches when seeking needed talent","Non-competitive salaries","Agency does not have a formal recruitment strategy","Large percentage of agency's positions are open for an extended period of time","Significant competition for specialized functions that are often hard to fill","Lack of promotional opportunities for current employees","Unable to address areas of opportunity identified via an employee engagement survey","Employee productivity levels are low","Lack of clear strategic direction and/or goals for employee engagement","Lack of recognition or compensation strategies to reward top performers","Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)","Employee development programs and plans are not used ","Lack of Leadership bench strength or a formal leadership development program","Limited variety of development opportunities or limited availability of differing opportunities for employees","Outdated or inaccurate systems used ","Lack of integrated solutions or integration between multiple systems","Heavy reliance on manual processes ","Optional Risk Factor 1","Optional Risk Factor 1 if Other","Optional Risk 1 Area of Focus ","Optional Risk 1 Level","Optional Risk 1 Description","Optional Risk Factor 2","Optional Risk Factor 2 if Other","Optional Risk 2 Area of Focus ","Optional Risk 2 Level","Optional Risk 2 Description","Optional Risk Factor 3","Optional Risk Factor 3 if Other","Optional Risk 3 Area of Focus ","Optional Risk 3 Level","Optional Risk 3 Description","Vacancy Risk Best Practices","Talent Acquistion Best Practices","Employee Engagement Best Practices","Workforce Development Best Practices","Technology & Operational Efficiencies Best Practices","Current Year Action Plan Review & Update","Optional Action Item 1 Description","Optional Action Item 1 Status","Optional Action Item 2 Description","Optional Action Item 2 Status","Optional Action Item 3 Description","Optional Action Item 3 Status","Optional Action Item 4 Description","Optional Action Item 4 Status","Optional Action Item 5 Description","Optional Action Item 5 Status","Optional Action Item 6 Description","Optional Action Item 6 Status","Optional Action Item 7 Description","Optional Action Item 7 Status","Optional Action Item 8 Description","Optional Action Item 8 Status","Optional Action Item 9 Description","Optional Action Item 9 Status","Optional Action Item 10 Description","Optional Action Item 10 Status","Next Year Action Item 1 Area","Next Year Action Item 1 Other","Next Year Action Item 1 Description","Next Year Action Item 1 timeframe","Next Year Action Item 2 Area","Next Year Action Item 2 Other","Next Year Action Item 2 Description","Next Year Action Item 2 timeframe","Next Year Action Item 3 Area","Next Year Action Item 3 Other","Next Year Action Item 3 Description","Next Year Action Item 3 timeframe","Next Year Action Item 4 Area","Next Year Action Item 4 Other","Next Year Action Item 4 Description","Next Year Action Item 4 timeframe","Next Year Action Item 5 Area","Next Year Action Item 5 Other","Next Year Action Item 5 Description","Next Year Action Item 5 timeframe","Next Year Action Item 6 Area","Next Year Action Item 6 Other","Next Year Action Item 6 Description","Next Year Action Item 6 timeframe","Next Year Action Item 7 Area","Next Year Action Item 7 Other","Next Year Action Item 7 Description","Next Year Action Item 7 timeframe","Next Year Action Item 8 Area","Next Year Action Item 8 Other","Next Year Action Item 8 Description","Next Year Action Item 8 timeframe","Next Year Action Item 9 Area","Next Year Action Item 9 Other","Next Year Action Item 9 Description","Next Year Action Item 9 timeframe","Next Year Action Item 10 Area","Next Year Action Item 10 Other","Next Year Action Item 10 Description","Next Year Action Item 10 timeframe","Executive Summary7","Total Unique Training Participants","Total Training Participants (Executives)","2020 Retirements","2021 Retirements","2022 Retirements","2023 Retirements","2024 Retirements","2020 Retirements (executive)","2021 Retirements (executive)","2022 Retirements (executive)","2023 Retirements (executive)","2024 Retirements (executive)","Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements2","High turnover rates (overall or unique to certain employee populations)2","Below average salary rates prompts risk of losing talent to competitors3","High percentage of workforce as single incumbent positions, with unique duties performed only by single position. 4","Significant likelihood single incumbent or specialized positions will become vacant within 5 years. 5","Time to fill positions is longer than average 6","Experiencing failed searches when seeking needed talent7","Non-competitive salaries8","Agency does not have a formal recruitment strategy9","Large percentage of agency's positions are open for an extended period of time10","Significant competition for specialized functions that are often hard to fill11","Lack of promotional opportunities for current employees12","Unable to address areas of opportunity identified via an employee engagement survey13","Employee productivity levels are low14","Lack of clear strategic direction and/or goals for employee engagement15","Lack of recognition or compensation strategies to reward top performers16","Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)17","Employee development programs and plans are not used 18","Lack of Leadership bench strength or a formal leadership development program19","Limited variety of development opportunities or limited availability of differing opportunities for employees20","Outdated or inaccurate systems used 21","Lack of integrated solutions or integration between multiple systems22","Heavy reliance on manual processes 23","Total White","Total Black or African American","Total Hispanic or Latino","Total Asian","Total American Indian or Alaskan Native","Total Native Hawaiian or Other Pac. Islander","Total Two or More Races","Total Unknown or not Entered","Total Unique Positions","Vacant Positions 7/1/19","Vacant Positions 6/30/20","New Positions created","Agency conducts needs analysis or workforce assessments to identify skill gaps. ","Uses analytics to create succession plans and diverse candidate pools for positions. ","Agency has partnerships with other agencies / colleges for recruitment.","Agency has an established talent pipeline for recruitment. ","Agency utilizes an apprenticeship or internship program to recruit talent.","Agency provides opportunities exclusive for internal applicants.","Agency utilizes multiple recruitment channels.","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees.","Agency utilizes individual development plans. ","Tracks Training and Development Metrics (participants, costs, hours, etc.)","Agency utilizes technology or online learning for employee development. ","Agency assists with professional memberships or conference funding. ","Agency has an off boarding process for exiting employees. ","Agency conducts orientation for new employees. ","Agency has an engagement or culture committee. ","Agency supports employee wellness (financial, physical, etc.). ","Agency provides recognition leave or bonuses for employees. ","Agency hosts employee social events for employee engagement.","Agency assesses physical workspaces and makes modifications for engagement. ","Submitted an Employees Opportunities Plan to DHRM.","Provides disability etiquette training for employees.","Agency provides unconscious bias training to employees. ","Has partnerships (with other agencies) to recruit and employ employees with disabilities.","Agency applies strategies to ensure items are accessible to all employees. (Accessibility)","Agency has an executive level position for leading and sponsoring diversity & inclusion.","Integrates diversity & inclusion strategies into recruitment, development, & retention. ","Agency has employee networks (resource groups, community outreach groups, etc.) ","Agency has utilized technology to improve processes relating to WF planning or development.  ","Agency conducts needs analysis or workforce assessments to identify skill gaps. (description)","Uses analytics to create succession plans and diverse candidate pools for positions. (description) ","Agency has partnerships with other agencies / colleges for recruitment. (description)","Agency has an established talent pipeline for recruitment.  (description)","Agency utilizes an apprenticeship or internship program to recruit talent. (description)","Agency provides opportunities exclusive for internal applicants. (description)","Agency utilizes multiple recruitment channels. (description)","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees. (description)","Agency utilizes individual development plans.  (description)","Tracks Training and Development Metrics (participants, costs, hours, etc.) (description)","Agency utilizes technology or online learning for employee development. (description)","Agency assists with professional memberships or conference funding.  (description)","Agency has an off boarding process for exiting employees. (description)","Agency conducts orientation for new employees. (description)","Agency has an engagement or culture committee. (description)","Agency supports employee wellness (financial, physical, etc.).  (description)","Agency provides recognition leave or bonuses for employees. (description)","Agency hosts employee social events for employee engagement. (description)","Agency assesses physical workspaces and makes modifications for engagement. (Description)","Submitted an Employees Opportunities Plan to DHRM. (description)","Provides disability etiquette training for employees. (description)","Agency provides unconscious bias training to employees. (description)","Has partnerships (with other agencies) to recruit and employ employees with disabilities.(description)","Agency applies strategies to ensure items are accessible to all employees. (Accessibility) (description)","Agency has an executive level position for leading and sponsoring diversity & inclusion. (description)","Integrates diversity & inclusion strategies into recruitment, development, & retention.  (description)","Agency has employee networks (resource groups, community outreach groups, etc.) (description)","Agency has utilized technology to improve processes relating to WF planning or development.  (description)","Agency has established Workforce Planning Committee. (learn more)","Workforce Analysis Data is provided to Senior Leadership. (learn more)","Agency conducts needs analysis or workforce assessments to identify skill gaps. (learn more)","Uses analytics to create succession plans and diverse candidate pools for positions. (learn more)","Agency has documentation of position procedures. (learn more)","Agency has dual incumbency practices. (learn more)","Agency provides cross training to employees. (learn more)","Agency has strategic hiring process. (learn more)","Agency has partnerships with other agencies / colleges for recruitment. (learn more)","Agency has an established talent pipeline for recruitment.  (learn more)","Agency utilizes an apprenticeship or internship program to recruit talent. (learn more)","Agency provides opportunities exclusive for internal applicants. (learn more)","Agency utilizes multiple recruitment channels. (learn more)","Agency monitors time to hire & time to fill for vacancies. (learn more)","Agency also addresses \"fit\" during hiring process. (learn more)","Agency has internship/apprentice program for employees. (learn more)","Agency has an established onboarding program. (learn more)","Agency has a repository of job descriptions. (learn more)","Agency re-evaluates positions as openings occur. (learn more)","Agency provides Supervisor Training for newly promoted Supervisors. (learn more)","Agency provides ongoing  Leadership Development for all Supervisors. (learn more)","Agency identifies high potential employees and provides specialized training. (learn more)","Agency has career ladders or career paths. (learn more)","Agency has a mentorship program for development. (learn more)","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees. (learn more)","Agency utilizes individual development plans. (learn more)","Tracks Training and Development Metrics (participants, costs, hours, etc.) (learn more)","Agency utilizes technology or online learning for employee development. (learn more)","Agency provides employee training (outside of  any state required training). (learn more)","Agency assists with professional memberships or conference funding. (learn more)","Agency realigns salaries to be more competitive. (learn more)","Agency allows for telework and alternative work schedules. (learn more)","Utilize raises for obtaining additional certifications. (learn more)","Agency has an off boarding process for exiting employees. (learn more)","Agency conducts orientation for new employees.  (learn more)","Agency has an engagement or culture committee. (learn more)","Agency supports employee wellness (financial, physical, etc.). (learn more)","Agency conducts regular employee engagement surveys. (learn more)","Agency has employee recognition programs. (learn more)","Agency provides recognition leave or bonuses for employees. (learn more)","Agency hosts employee social events for employee engagement. (learn more)","Agency assesses physical workspaces and makes modifications for engagement. (learn more)","Agency has plans to enhance engagement initiatives. (learn more)","Submitted an Employees Opportunities Plan to DHRM. (learn more)","Provides disability etiquette training for employees. (learn more)","Agency provides unconscious bias training to employees. (learn more)","Has partnerships (with other agencies) to recruit and employ employees with disabilities. (learn more)","Agency applies strategies to ensure items are accessible to all employees. (Accessibility) (learn more)","Agency has an executive level position for leading and sponsoring diversity & inclusion. (learn more)","Integrates diversity & inclusion strategies into recruitment, development, & retention. (learn more)","Agency has employee networks (resource groups, community outreach groups, etc.) (learn more)","Agency has utilized technology to improve processes relating to WF planning or development.  (learn more)","Include Wage Data?","Total Wage Critical ","Total Wage Positions Assessed","Critical Position Narrative","Retirement Narrative","Total Wage Separatinos","Total Wage Separations in first 5 years","Total Wage Separations in first year","total Transfers","Total Transfers in firrst 5 years","Total Transfers is first year","Included In Total Separations","Separations and Transfer Narrative","Time to Fill Narrative","White leaders","Black or African American leaders","Hispanic or Latino leaders"," Asian Leaders","American Indian or Alaskan Native Leaders"," Hawaiian or Other Pacific Islander leaders","Two or More Races leaders","Unknown or not Entered leaders","D&I Narrative","Male Avg.","Female Avg.","White Avg. Years","Black or African American Avg. Years","Hispanic or Latino Avg. Years","Asian Avg. Years","American Indian or Alaskan Native Avg. years"," Hawaiian or Other Pacific Islander Avg. Years","Two or More Races Avg. Years","Unknown or not Entered Avg. Years","Total Internal Promotions","Total Male Promotions","Total Female Promotions","White Promotions","Black or African American Promotions","Hispanic or Latino Promotions","Asian Promotions","American Indian or Alaskan Native Promotions"," Hawaiian or Other Pacific Islander Promotions","Two or More Races Promotions","Unknown or not Entered Promotions","Total Internal transfers","Total Male Transfers","Total Female transfers","White Transfers","Black or African American Transfers","Hispanic or Latino Transfers","Asian Transfers","American Indian or Alaskan Native Transfers"," Hawaiian or Other Pacific Islander Transfers","Two or More Races Transfers","Unknown or not Entered Transfers","Burden to report training data","Executives promoted or transferred","Executives Transferred to other state agency","White executives","Black or African American executives","Hispanic or Latino executives","executivesLeaders","American Indian or Alaskan Native Executives"," Hawaiian or Other Pacific Islander executives","Two or More Races executives","Unknown or not Entered executives","Executive Narrative","Action Item Category 1","Action Item progress 1","Percent Complete 1","Action Item Category 2","Action Item progress 2","Percent Complete 2","Action Item Category 3","Action Item progress 3","Percent Complete 3","Action Item Category 4","Action Item progress 4","Percent Complete 4","Action Item Other Description 5","Action Item progress 5","Percent Complete 5","Action Item Category 6","Action Item progress 6","Percent Complete 6","Action Item Category 7","Action Item progress 7","Percent Complete 7","Action Item Category 8","Action Item progress 8","Percent Complete 8","Action Item Category 9","Action Item progress 9","Percent Complete 9","Action Item Category 10","Action Item progress 10","Percent Complete 10","Vacany Completed","Vacancy Cont.","Vacany Mod.","Vacany Dec.","Talent Complete","Talent Cont.","Talent Mod.","Talent Dec. ","EE complete","EE continued","EE mod","EE decl.","WF complete","WF contin","WF mod","WF dec","Tech complete","tech cont.","Tech mod","Tech dec.","Other complete","other cont.","other mod","other dec. "]
["Assistive Technology Loan Fund Authority",2020,"Health and Human Resources",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Board of Accountancy",2020,"Commerce and Trade","Finance","Economy","Licenses",13,11,2,14,12,2,13,0,0,0,0,0,0,0,0,3,3,0,0,6,1,0,0,0,0,"Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","The agency has created a two person team to discuss workforce planning.",0,0,0,0,0,"No change","No change","No change","No change",0,"BOA ensures all access to computer applications and key access is removed when employees leave.","The standards of practice documents are in development.","No change","No change","No change","Senior management is scheduled to attend VCU VEI.",0,"Employees take online training in the Learning Center throughout the year.","No change","Agency supports professional memeberships and conference funding.","Monthly staff meetings whether in-person or virtual continue.","The typical Virginia Public Service Week events were not conducted in 2020 due to COVID-19 restrictions and employees teleworking.","No change","The Virginia Board of Accountancy, established in 1910, regulates certified public accountants in Virginia through a program of examination, licensure (individuals and firms), consumer protection (enforcement), continuing professional education audits and peer review oversight. The VBOA’s mission is to protect the citizens of the Commonwealth through a regulatory program of licensure and compliance of CPAs and CPA firms.\n\nThe VBOA is a non-general fund agency whose revenues are wholly dependent upon the fees established for CPA exam candidates, applicants and licensees. The agency is located in Henrico and has a maximum employment level (MEL) of 16 full time equivalents (FTEs). There are three departments within the agency including Operations, Finance and Enforcement.\n\nBased on our review of the agency’s workforce data reports, we have identified workforces challenges and risks which are detailed in the sections below. ",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,5,0,2,0,0,2,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,1,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,"N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,"N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,26,0,0,0,1,12,1,5,0,0,0,0,0,0,0,0,6.9,6.9,1,0,0,0,0,0,0,0,0,0,0,0,0,6.9,0,0,0,0,0,15.8,15.8,2,0,0,0,0,0,0,0,0,0,0,0,0,15.8,0,0,0,0,0,32.799999999999997,32.799999999999997,0,0,0,0,0,0,0,0,0,0,0,0,0,32.799999999999997,0,0,0,0,0,"","","","","","","","","","","","","","",7,"",7,2,0,0,0,0,26,1,12.53,18.91,0,7,1,6,0,0,"","","","","","","","","","","","","","","Medium","Medium","Low","Medium","Medium","Low","Low","Low","N/A","Low","Low","medium","n/a","low","low","low","low","low","low","low","Low","Low","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The BOA FY 2019 Action Plan stated that the Executive Director will reevaluate and reorganize the agency, as needed, as positions become vacated. BOA is a small agency and staff members and their roles can be very specialized. Creating standards of practice for all positions in an event of a departure or retirement is a critical need and that process is underway. Currently, each department in the agency has been properly cross-trained in the event that a position becomes vacant. The prior year action plan also stated BOA was in the process of updating the agency website and upgrading the current licensing system database. The website has been successfully redesigned and the current licensing database system is in the process of migrating to the cloud hosted environment.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","This continues to be an ongoing process.","Ongoing (No specific time frame)","Vacancy Risk","","The processes are still in development. ","Within 6 Months","Vacancy Risk","","The standards of practice are still in development and not completed as a whole for the agency. As positions became vacant in the last year, other departments provided ample coverages in the interim. ","6-12 Months","Technology & Organizational inefficiencies","","The redesign of the BOA website has been completed. The current licensing system is in the process of being migrated to the hosted cloud environment and is set to go live in September 2020.","Within 6 Months",0,0,0,0,"","","","","","","","","","","","","","","","","","","","","The Virginia Board of Accountancy, established in 1910, regulates certified public accountants in Virginia through a program of examination, licensure (individuals and firms), consumer protection (enforcement), continuing professional education audits and peer review oversight. The VBOA’s mission is to protect the citizens of the Commonwealth through a regulatory program of licensure and compliance of CPAs and CPA firms.\n\nThe VBOA is a non-general fund agency whose revenues are wholly dependent upon the fees established for CPA exam candidates, applicants and licensees. The agency is located in Henrico and has a maximum employment level (MEL) of 16 full time equivalents (FTEs). There are three departments within the agency including Operations, Finance and Enforcement.\n\nBased on our review of the agency’s workforce data reports, we have identified workforces challenges and risks which are detailed in the sections below. ",7,0,0,0,0,0,0,0,0,0,0,0,"While this is still a concern with BOA being a small agency, there has been more cross-training done in the last year to help others learning positions and responsibilities.","Turnover is always a risk and BOA is prepared for positions being left vacant at any time with coverages of responsibilities.","BOA salaries are competitive to other state agencies.","While this is still a concern with BOA being a small agency, there has been more cross-training done in the last year to help others learning positions and responsibilities.","There is always a possibility that positions will become vacant at any time and BOA is continually creating standards of practice for each position.","The time it takes to fill BOA positions is on par with other state agencies.","We typically find qualified individuals through our searches to fill positions.","Our salaries are competitive based on the overall state salaries.",0,"BOA has not experienced this risk historically.","Our positions are very specialized so it may take longer to find the right fit.","BOA is a small agency and positions and hierarchy are maintained through the current positions with specific responsibilities and skill sets.",0,"Employees are valued and productively levels are high functioning.","In past years, BOA actively recognizes employees during Public Service Week but due to COVID-19 in 2020 the typical activities were not held.","In past years, BOA actively recognizes employees during Public Service Week but due to COVID-19 in 2020 the typical activities were not held.","The BOA office space is friendly and equipped with the necessary equipment and resources. In 2020, new office space was created so all the agency employees are now in the same work areas to maintain strong morale.","Employees take advantage of trainings throughout the year using the Commonwealth of Virginia Learning Center. ","Supervisors and managers take advantage of development programs and trainings throughout the year.","BOA encourages workforce development through trainings.","BOA is upgrading their current database system to serve their customers in a more effective and efficient manner. The completion date is set for fall 2020.","BOA is intergrated with other state agencies and systems easily for support, as needed.","The BOA database system and operations currently require some manual processes and that will continue even after the database is upgraded. ",11,2,0,0,0,0,0,0,13,2,1,0,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Not Used","Started","Not Used","Started","Not Used","Started","Not Used","Not Used","No change","No change","BOA posts vacant positions on the Virginia jobs site, the BOA website and through our social media channels.","No change","No change",0,"No change",0,0,0,0,0,"Monthly staff meetings whether in-person or virtual continue.","Monthly staff meetings whether in-person or virtual continue.","Monthly staff meetings whether in-person or virtual continue.","Monthly staff meetings whether in-person or virtual continue.","The typical Virginia Public Service Week events were not conducted in 2020 due to COVID-19 restrictions and employees teleworking.","The typical Virginia Public Service Week events were not conducted in 2020 due to COVID-19 restrictions and employees teleworking.","These activities are the same as previous years. ","BOA submitted a 2020 plan to DHRM",0,"Employees take assigned training in the Learning Center throughout the year that provides unconscious bias.",0,"The BOA office, meeting rooms and supplies are accessible to all employees.",0,"BOA ensures diversity and inclusive measures are taken during the hiring process of new employees.",0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","Yes",0,0,"BOA restructured the executive team and organization in the last fiscal year to run more efficiently.","There were no retirements in BOA in the last year and only one employee is currently eligible.",0,0,0,0,0,0,"No","BOA experienced one transfer to another state agency during FY20 however this position was a direct report to the Executive Director which is excluded in the data above. ","There was no notable changes regarding time to fill positions and hiring trends.",0,0,0,0,0,0,0,0,"There were no changes regarding diversity and inclusion in the last year.",6.91,18.04,16.54,12.91,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Easy",0,0,6,1,0,0,0,0,0,0,"BOA reorganized the executive team in the last fiscal year to run more efficiently and serve the BOA customers better. ","Vacancy Risk","Continuing","Ongoing","Vacancy Risk","Continuing","ongoing","Vacancy Risk","Continuing","Ongoing","Technology & Organizational inefficiencies","Continuing",0.9,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0]
["Christopher Newport University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Commonwealth's Attorneys' Services Council",2020,"Public Safety and Homeland Security",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Compensation Board",2020,"Administration","Government","Employment","Finance",16,16,0,19,18,0,21,0,0,0,0,0,0,0,0,2,11,0,0,5,1,0,0,0,0,"Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Not Used","Not Used","Continued","Continued","Continued","Started","Not Used","Continued","Not Used",0,"Agency considers skill needs and workforce data in hiring process.",0,0,0,"Agency does this if at all possible, however the small size of the agency is limiting in this area","No change","No change","No change","No change","Sometimes, on a case specific basis as appropriate for the agency's needs","Agency conducts specific tasks for offboarding exiting employees","No change","Agency has used dual incumbency practices periodically as needed when provided adequate notice by retiring employees and subject to available funding","No change","No change","Agency provides leadership development opportunities for supervisors when able","Agency discusses individual development as a part of the performance evaluation process","Agency uses online learning when available and necessary","No change","Agency assists with professional memberships and conference funding where appropriate and in keeping with agency business needs/areas",0,"No change",0,"The Compensation Board provides funding and support for Virginia's locally-elected constitutional officers, with the primary goal of the state funding mechanism to provide locally-elected constitutional officers with the means to perform their duties of office and remain accountable to the local citizens that elect them. The Compensation Board consists of an appointed Chairman and two ex-officio members, with daily operations managed by a staff whose role is to assist those officers and their staff through automation, training and daily assistance to improve efficiencies and enhance the level of services provided to the citizens of the Commonwealth.  \n\nThe Compensation Board is best able to assist these officers by maintaining consistency in the level and quality of the services it provides, for which a productive and knowledgeable workforce is key.  Based on a review of the agency's workforce data and current conditions, we have identified workforce risk factors, practices, and goals that are detailed in the following report.",5,5,0,5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,17,17,0,11,0,0,5,1,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,2,1,0,2,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,1,0,6,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,1,0,0,0,0,0,0,37,0,38,0,6,10,3,11,1,0,1,4,1,4,0,0,0.9,0.9,0,0,0,0,0,0,0,0,0,0,2,0,0,0.9,0,0,0,0,0,11.9,11.9,0,0,0,0,0,0,0,0,0,0,15.9,0,0,4.8,0,0,0,0,0,34.799999999999997,34.799999999999997,0,0,0,0,0,0,0,0,0,0,34.799999999999997,0,0,11.9,0,0,0,0,0,"","","","","","","","","","","","","","",2,"",2,1,0,0,0,1,0,2,13.5,26,1,1,1,1,0,0,"","","","","","","","","","","","","","","Medium","Low","Low","Medium","Low","Low","Low","Low","Low","Medium","Low","Medium","N/A","Low","Low","Low","Low","Low","Low","Medium","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The agency's previous action plan items are focused on critical role knowledge sharing/progressive training to mitigate risk primarily in the areas of knowledge loss from retirements or resignations, as well as reducing time between position vacancy and filling in agency positions and continuing to dual encumber positions during transition where possible.  The agency has made progress in these areas, and continues to work in these areas as some are ongoing goals that don't really reach \"completion\".  The agency was able to dual encumber a position during a period of pending retirement to allow for training and transfer of knowledge during FY20.  Other training strategies are being used for a planned retirement in FY21, including continued shifting of position incumbents within a section to provide enhancement of staff knowledge and training of new employees, improving back-up abilities for employees within the section.  Strategies focused on improving work-life balance and other intiatives to encourage employee retention are ongoing.  All agency employees began regular teleworking in April, 2020 for work continuity and managing impacts of the coronavirus pandemic.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","Continue progressive training within the customer service unit to ensure better knowledge sharing of each program area as the unit manager prepares for retirement","6-12 Months","Vacancy Risk","","Continue to implement efforts to formally document job roles and responsibilities for key positions to prevent institutional knowledge loss when employees retire or leave employment.  Continue to ensure procedures for critical processes are evaluated and reviewed for needed updates annually.","6-12 Months","Vacancy Risk","","Continue dual incumbency, as resources allow, for transition of knowledge from retiring to new employees whenever appropriate.","Ongoing (No specific time frame)","Talent Acquisition","","Continue to focus on retention of existing staff (not retirement-eligible), minimize to the greatest extent possible the timeline for hiring vacated positions and continue implementing efforts to fill existing vacant funded positions.","6-12 Months","Talent Acquisition","","Continue implementation of telework and alternative work schedules under agency policy to improve work-life balance, and review classification and compensation of employees to ensure employee growth and development within positions is properly evaluated and acknowledged with available tools, options and incentives.","6-12 Months","Workforce Development","","Continue to provide training and development opportunities for new and existing employees, to encourage growth for the individual benefit and enhancement of skills in their position.","1-2 Years","Workforce Development","","Establish a planning cycle to enhance leadership development for existing employees in key positions within existing resources.","1-2 Years","","","","","","","","","","","","","The Compensation Board provides funding and support for Virginia's locally-elected constitutional officers, with the primary goal of the state funding mechanism to provide locally-elected constitutional officers with the means to perform their duties of office and remain accountable to the local citizens that elect them. The Compensation Board consists of an appointed Chairman and two ex-officio members, with daily operations managed by a staff whose role is to assist those officers and their staff through automation, training and daily assistance to improve efficiencies and enhance the level of services provided to the citizens of the Commonwealth.  \n\nThe Compensation Board is best able to assist these officers by maintaining consistency in the level and quality of the services it provides, for which a productive and knowledgeable workforce is key.  Based on a review of the agency's workforce data and current conditions, we have identified workforce risk factors, practices, and goals that are detailed in the following report.",15,1,0,0,1,0,0,0,0,0,0,1,"The Compensation Board has tenured individuals with institutional knowledge and specialized experience.  Retirement of these individuals is likely a greater risk than voluntary turnover, however significant retirements in these positions is not expected in the next few years.  Unexpected turnover in these positions would be a moderate risk.","The Compensation Board has not experienced high rates of employee turnover.","Compensation Board salary levels are comparable to other agencies for similar classification levels.","The Compensation Board is a small agency and there is a moderate percentage of workforce as single incumbent positions with unique duties.","It is anticipated that a relatively small percentage of single incumbent/specialized positions will become vacant within 5 years.","This has not been the case with most recruitments.","Few positions have experienced difficulties in recruitment; most position recruitment efforts have yielded a reasonably talented pool of applicants.","Talent acquision due to non-competitive salaries has not been a regular problem.","Agency has been following its succession plans in recruitment.","A low to moderate percentage of the agency's positions are open for an extended period of time.","The agency has not experienced significant competition for specialized functions in recruitment efforts.","Promotional paths are less clear due to the small size of the agency and single incumbent/specialized positions, however, the agency works to broaden growth and development opportunities for employees within their positions and across sections where possible.",0,"Employee productivity is high and valued within the agency.","Compensation Board engages employees through a number of different intiatives and programs.","Agency implements recognition tools and compensation strategies where possible to address top performers.","The work environment is relatively modern and modifications have been added to make the workspace more functional.","The agency works to make training and development opportunities available for employees to enhance knowledge and growth.","There is not a lack of leadership bench strength.  Formal leadership development programs are made available subject to available time and resources, which can be limiting.","The agency strives to provide a balance of leadership opportunities along with focused skill development opportunities.  The variety of growth paths is somewhat limited due to the small size of the agency.","A major automated system needs an update to a newer technology, but it is not outdated from a process or policy application standpoint, nor does it create inaccuracies.","Integration exists between multiple systems.","Some processes require manual processes, but the majority of processes are automated.",12,3,0,0,1,0,0,0,19,3,3,0,"Started","Started","Not Used","Not Used","Not Used","Started","Not Used","Started","Started","Started","Continued","Continued","Started","Continued","Started","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Started","Continued","Not Used","Started","Not Used","Not Used","No change","Agency considers skill needs and workforce data in hiring process.",0,"No change","No change",0,"No change","No change",0,0,"Compensation Board uses some of these techniques for development when possible","Agency has data regarding training and development of employees","New employee orientation is provided through a combination of agency initiatives and DHRM share services","Agency has an informal program to foster team cohesiveness","Agency participates in Commonwealth initiatives and agency culture is supportive of employee wellness","Agency participates in Commonwealth initiatives and agency culture is supportive of employee wellness","Compensation Board provides recognition leave for employees","Compensation Board hosts employee social events for employee engagement",0,0,0,0,"Compensation Board works with DHRM shared services team to ensure appropriate recruitment efforts","Compensation Board will ensure accessibility when needed",0,"Leadership considers diversity and inclusion during the recruitment process",0,0,"no","no","yes","yes","no","no","no","yes","yes","no","yes","yes","yes","no","no","no","no","no","no","no","yes","no","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","yes","yes","yes","yes","no","no","yes","yes","no","yes","No",0,0,"No notable changes in FY20.","No notable changes in FY20.",0,0,0,0,0,0,"Yes","No notable changes in FY20.","No notable changes regarding time to fill, although the agency is improving its metrics in this area.",4,0,0,0,1,0,0,0,"No notable changes in FY20.",7.8,14.3,11.3,4.2,0,0,34.799999999999997,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,1,1,0,0,0,0,0,0,"No notable changes in FY20.","Vacancy Risk","Continuing",0.5,"Vacancy Risk","Continuing",0.4,"Vacancy Risk","Continuing",0.9,"Talent Acquisition","Continuing",0.5,"Talent Acquisition","Continuing",0.5,"Workforce Development","Continuing",0.5,"Workforce Development","Continuing",0.3,0,0,0,0,0,0,0,0,0,0,3,0,0,0,2,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0]
["Department for the Blind and Vision Impaired",2020,"Health and Human Resources","Family & Health",0,0,347,295,52,347,295,52,155,0,0,0,0,0,0,0,0,30,100,2,1,75,74,28,37,0,0,"Not Used","Continued","Not Used","Continued","Not Used","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued",0,"Not Used","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","N",0,0,0,0,0,"No change","No change","Our Class Compensation team has also been equipping and empowering managers to make and justify equitable salary decisions, based on the new Salary Administration Plan. ","There is a much higher volume of teleworkers based on the pandemic.    ","No change",0,0,"No change",0,"Going forward , we will be providing Supervisor Training for required courses solely through the VLC, with developmental virtual and instructor-led offerings based on selection criteria (i.e., supervisor recommended). ",0,0,"We have been providing internal, and supporting external, online learning for employee development. This has been the primary form of delivery since the pandemic. DBVI employees have participated in an array of learning activities during this time . ","No change","This occurs on a case-by-case basis.  ",0,"No change","The HR Talent Development Manager and a DRS Business Development Consultant serve on statewide E3 Think Tank and plan to support continued focus on engagement within the DSAs. ","The Department for the Blind and Vision Impaired (DBVI)'s mission is to enable blind, visually impaired, and deafblind individuals to achieve their maximum level of employment, education, and personal independence. DBVI provides vocational assessments and training, job development, placement and follow-up. Residential and home instruction are provided in independent living, orientation and mobility, counseling, Braille and training in the use of various adaptive technologies. DBVI collaborates with public school systems to assist in the education of blind, deafblind and visually impaired students and provides employment options for blind persons through the Business Enterprises Program, the Virginia Industries for the Blind (VIB) and its satellite store operation, and the Virginia Rehabilitation Center for the Blind and Vision Impaired (VRCBVI). This year, DBVI focused on radically adapting how they work, while still delivering core services; this reflects their innovation, resilience and commitment to the mission.  They also continued with two renovations, one of their Administrative Office Building, partnered with IS to enhance capability of conference rooms/equipment and developed a \"training tracker\"  tool to better capture learning and development of their workforce.  The Virginia Industries for the Blind also began making much-needed personal protective equipment.  Training provided resources on resilience, as well as a 4-week long \"Real Leaders\" podcast virtual discussion to build newer skills and connections during a trying time. Human Resources continues as a strategic business partner, who is supporting culture change with a focus on accountability, flexibility, creativity (e.g., new roles) and leadership development.  DBVI and DARS are in the midst of updating their Memorandum of Understanding to define and align  IS, Fiscal and HR Services to support DBVI. One notable risk expressed by Commissioner Raymond Hopkins relates to possible vacancies as individuals evaluate their overall well-being.  A culture of flexibility, balanced with accountability, is important to mitigate this risk. Note:  We needed to use both internal and DHRM data to complete the report. Internal and DHRM data sources don't fully align; this may impact accuracy and/or validity of some quantitative data in this report.          ",211,208,5,53,0,0,0,0,0,0,0,153,0,0,0,0,0,0,0,0,347,295,20,94,1,1,53,16,0,2,0,0,0,0,0,0,0,0,0,0,8,8,0,4,0,0,1,2,1,0,0,0,0,0,0,0,0,0,0,0,41,"unknown",3,14,0,0,3,10,8,3,0,0,37,"unknown",5,12,0,0,6,8,6,0,0,0,15,2,0,0,0,0,0,0,0,0,0,3,0,0,4,4,4,0,0,0,11,0,107,0,0,0,0,0,0,0,0,0,1,0,0,4,2,4,0,0,0,1,0,20,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,10,5,13,2,0,0,0,0,0,0,40,66,74,0,166,181,203,144,9,41,18,34,14,38,5,10,0,0.2,0,0,0,0,0,0,0,0,0,1.1000000000000001,0.2,2,0.3,0,0.3,0.8,1.1000000000000001,0,0,11.6,13.9,0,0,0,0,0,0,0,0,0,13.2,12.9,2,0.3,6.6,12.3,15.9,13.7,0,0,58.6,50.7,0,0,0,0,0,0,0,0,0,26.8,46.9,2,0.3,45.9,50.7,58.6,41.2,0,0,"","","","","","","","","","","","","","",5,"",5,5,0,1,1,2,0,4.33,13.64,34.58,3,2,2,3,1,2,"","","","","","","","","","","","","","","N/A","N/A","N/A","Low","Medium","N/A","N/A","Low","N/A","N/A","N/A","N/a","low","N/a","low","low","n/a","low","high","low","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DBVI adapted action items in response to the pandemic, such as postponement of formal leadership development. DBVI also demonstrated resilience, business process improvement, workforce learning and continuity of operations in areas such as:  1) equipment and VPN access and guidance for a newly remote workforce automation 2) skill-building in use of Zoom technology and other remote platforms 3) move from an office to home work environment for a large population 4) education of supervisors around the new salary administration  guidelines and being resilient leaders; 5) continuation of its office renovation and enhancement of conference room / IT capabilities 6) and innovative approaches to service delivery; and , 7)  creation of an automated trnaing tracker. The HR Talent Development team also inherited two training coordinators, which will support our ability to serve the DSA as a whole. DBVI will continue to adapt, perform our core business and commit to the safety of our workforce and the public.                ","","","","","","","","","","","","","","","","","","","","","Workforce Development","","This did not occur; DBVI plans to pursue a leadership development program in the coming 1-2 years.    ","1-2 Years","Workforce Development",0,"Continue refining training tracker on Survey Monkey to more accurately capture training and development activities","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Department for the Blind and Vision Impaired (DBVI)'s mission is to enable blind, visually impaired, and deafblind individuals to achieve their maximum level of employment, education, and personal independence. DBVI provides vocational assessments and training, job development, placement and follow-up. Residential and home instruction are provided in independent living, orientation and mobility, counseling, Braille and training in the use of various adaptive technologies. DBVI collaborates with public school systems to assist in the education of blind, deafblind and visually impaired students and provides employment options for blind persons through the Business Enterprises Program, the Virginia Industries for the Blind (VIB) and its satellite store operation, and the Virginia Rehabilitation Center for the Blind and Vision Impaired (VRCBVI). This year, DBVI focused on radically adapting how they work, while still delivering core services; this reflects their innovation, resilience and commitment to the mission.  They also continued with two renovations, one of their Administrative Office Building, partnered with IS to enhance capability of conference rooms/equipment and developed a \"training tracker\"  tool to better capture learning and development of their workforce.  The Virginia Industries for the Blind also began making much-needed personal protective equipment.  Training provided resources on resilience, as well as a 4-week long \"Real Leaders\" podcast virtual discussion to build newer skills and connections during a trying time. Human Resources continues as a strategic business partner, who is supporting culture change with a focus on accountability, flexibility, creativity (e.g., new roles) and leadership development.  DBVI and DARS are in the midst of updating their Memorandum of Understanding to define and align  IS, Fiscal and HR Services to support DBVI. One notable risk expressed by Commissioner Raymond Hopkins relates to possible vacancies as individuals evaluate their overall well-being.  A culture of flexibility, balanced with accountability, is important to mitigate this risk. Note:  We needed to use both internal and DHRM data to complete the report. Internal and DHRM data sources don't fully align; this may impact accuracy and/or validity of some quantitative data in this report.          ",140,0,8,7,3,8,11,1,1,1,0,0,0,0,0,"Many positions are specialists and require unique skills; however, there is a larger number of core critical postions such as counselors. ","As a result of the pandemic, there is a possible heightened risk for vacancies across DBVI as employees consider their overall well-being.   ","There is an overall risk with a hiring fre",0,"It is always important to review salaries for critical roles based on market and internal data. Managers can partner with the Class / Comp. team to evaluate this, especially based on new salary administration guidelines. ",0,0,0,0,"We have not conducted a recent employee engagement survey.  This is a gap. ",0,"We don't have a current strategy or goals for employee engagement. ","This may be a greater risk as it is more difficult to reward performance with pay increases.   ",0,"We had explored formal leadership development options for DBVI (originally discussed for January 2020); however, this did not happen, and then the pandemic occurred. ","There is not a current leadership development program. ","Employees focus on their primary roles.",0,0,0,203,129,9,5,1,0,0,0,190,218,65,8,"Not Used","Not Used","Not Used","Not Used","Not Used",0,"Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Continued","Started","Continued",0,"Continued","Continued","Not Used","Continued","Continued","Continued","No change","No change","We have a new Talent Acquisition partner, who is exploring diverse recruitment channels.   ",0,"No change",0,"No change",0,0,0,0,"This year, the agency implemented a process using Survey Monkey to track training that occurs outside of the Virginia Learning Center. This provides a more comprehensive assessment of training that occurs, as well as gives greater accountability to employees and supervisors.    ",0,0,"No change; this occurs via CommonHealth.","No change; this occurs via CommonHealth.","This can occur on a case-by-case basis.",0,"The agency ensures employees have suitable workspaces and equipment to work most effectively.  DBVI is currently renovating its Administration Building; the project lead is mindful to design it to support productivity, collaboration and employee engagement.  ","Our HR Class Comp. team submitted an Employees Opportunities Plan to DHRM. ","No change","HR has incorporated education about unconscious bias with hiring managers.  It is also embedded in supervisor learning resources, i.e., our new Development and Onboarding Tool for Supervisors (DOTS), launching in Fall 2020.  ","No change","As the Disabilities Services Agencies, we strive to educate our workforce and model best practices for accessibility. ",0,"No change","This is part of our ongoing stakeholder involvement within the disability community.","Automation of HR processes is a priority of our HRIS team.  Inevitably, they will impact WF planning and development.  ","yes","no","yes","yes","no","no","yes","no","yes","no","no","yes","no","no","no","no","yes","no","no","yes","no","yes","yes","yes","yes","yes","yes","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","yes","no","yes","Yes",3,52,"VIB (Catherina Hogg), indicated all 153 positions as critical given VIB does not rely on general funds. Criticality has also increased during the pandemic, especially as they make PPE.  The five role categories for VIB per Catherina are: Office Support; Production Associate; Frontline Manager; Service Contract Worker and Retail Associate.  There are 58 DBVI positions identified as critical. \n","It is very difficult to access retirement data by person based on critical positions. Consequently, I identified it as \"Unknown\" rather than reflect information that is not accurate.   ",0,0,0,1,0,0,"Yes","DHRM data does not appear to include separations / resignations related to wage positions.  ","N/A",38,13,0,1,0,0,0,0,"Formula for D and I percentages in report per DHRM: leaders / executives (added together; two separate data points of WFP:  Leader Diversty and Executive LT Data Input) that report as veterans, minorities and / or disabilities / total number of employees (under agency profile). ",11.63,11.54,12.44,10.63,6.39,11.28,15.08,0,0,0,4,1,3,4,0,0,0,0,0,0,0,1,0,1,1,0,0,0,0,0,0,0,"Difficult",0,0,3,2,0,0,0,0,0,0,"The Executives participated in diverse learning opportunities to include leadership development, leading during a pandemic, technical training in the areas of business and finance, courses for recertification, as well as reading / podcasts.  It is difficult to quantify a formal number, so noted it as 0.  ","Talent Acquisition","Continuing",0.5,"Workforce Development","Modified",0,"Workforce Development","Modified",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0]
["Department for the Deaf and Hard of Hearing",2020,"Health and Human Resources","Family & Health",0,0,12,9,3,12,9,3,9,0,0,0,0,0,0,0,0,3,6,0,0,2,1,0,0,0,0,"Not Used","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued",0,0,0,0,0,0,"No Change","The VDDHH Director is very involved in identifying workfroce needs and partnering with HR to meet them.  ","No Change","Telework has been implemented broadly due to the pandemic. ","No Change",0,0,"No Change","While not formal cross-training, staff learn from one another given they are a smaller agency.  ","Going forward , we will be providing Supervisor Training for required courses solely through the VLC, with developmental virtual and instructor-led offerings based on selection criteria (i.e., supervisor recommended). ","No Change","The Director encourages development conversations between employees/supervisors.  There are not formal development plans.","We have been providing internal (and the agency supports external) online learning for employee development. This has been the prmary form of delivery since the pandemic.","No Change","Agency pays for organizational membership for managers in specialty fields",0,"No Change","No Change","The Virginia Department for the Deaf and Hard of Hearing (VDDHH) promotes effective communication between persons who are deaf or hard of hearing, their families and the professionals who serve them. VDDHH programs empower deaf and hard of hearing persons to participate fully without barriers through the provision of interpreters, assistive technology and other services and promoting public awareness through training and education activities. Director Eric Raff reports a cohesive, competent team, committed to the vision and mission of VDDHH. Newer roles/functions - i.e., Community Services Manager and Business Manager / Assistant - have been valuable. Currently, the Director is focused on planning / hiring for upcoming vacancies, providing support as his team performs their roles in a radically different manner and encouraging supervisor development via HR Talent Development. He routinely works with the HR Business Partner and Classification/Compensation team to meet business and workforce needs.         ",5,5,1,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,12,10,4,6,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,123,78,42,0,2,10,1,4,0,1,1,4,1,4,0,1,0.6,0.6,0,0,0,0,0,0,0,0,0,0,1.6,0,0,0.6,21.2,0,0,0,0,12,12,0,0,0,0,0,0,0,0,0,0,2.1,0,0,17.399999999999999,21.2,0,0,0,0,34.299999999999997,34.299999999999997,0,0,0,0,0,0,0,0,0,0,2.6,0,0,34.299999999999997,21.2,0,0,0,0,"","","","","","","","","","","","","","",5,"",5,5,1,0,4,0,55,1.1599999999999999,18.93,38.25,1,4,1,4,0,1,"","","","","","","","","","","","","","","N/A","N/A","N/A","Low","Low","N/A","Low","N/A","N/A","Low","N/A","N/a","low","N/a","low","n/a","low","low","low","low","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"VDDHH Director Eric Raff reports a cohesive team with a commitment to serving the Deaf and Hard of Hearing Community. Noted progress is in the area of new / newer staff such as the Business Manager function and Community Services Manager, who are performing vital services both internally and externally. The team, as a whole, continues to work diligently and collaboratively to achieve their mission. Director Eric Raff is astute in strategic planning, buiding partnerships and structuring the organizaton to meet needs. The pandemic presented initial challenges in use of virtual technology and service delivery with the Deaf and Hard of Hearing Community. Identified action items, from last year, were stalled as the team focused on delivering core services effectively. VDDHH remains committed to attracting, developing and retaining staff to achieve their mission.          ","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"VDDHH will need to hire a new Virginia Relay resource, as well as two interpreters.  The former is traditionally hard-to-fill.  ","1-2 Years","Workforce Development",0,"The Director will encourage supervisors to continue or begin learning opportunities, hosted by DSA HR Talent Development.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department for the Deaf and Hard of Hearing (VDDHH) promotes effective communication between persons who are deaf or hard of hearing, their families and the professionals who serve them. VDDHH programs empower deaf and hard of hearing persons to participate fully without barriers through the provision of interpreters, assistive technology and other services and promoting public awareness through training and education activities. Director Eric Raff reports a cohesive, competent team, committed to the vision and mission of VDDHH. Newer roles/functions - i.e., Community Services Manager and Business Manager / Assistant - have been valuable. Currently, the Director is focused on planning / hiring for upcoming vacancies, providing support as his team performs their roles in a radically different manner and encouraging supervisor development via HR Talent Development. He routinely works with the HR Business Partner and Classification/Compensation team to meet business and workforce needs.         ",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"VDDHH is a small agency with specialized jobs such as the Virginia Relay and Interpreter Services, for which they will need to soon hire.  A loss in one area has significant impacts for continuity of operations.  ","As mentioned, VDDHH will soon have vacancy in the area of the Virginia Relay and interpreter services.  ",0,"Some highly specialized positions are difficult to fill; they have lost one opportunity that was in progress as a result of the hiring freeze. ",0,0,"The Director is planful to anticipate vacancies that may take longer to fill. ",0,0,"We have not done an engagement survey, which could create risks, if there is not a clear understanding of baseline / gaps.  The Director describes his team as  cohesive and committed to the vision/mission of VDDHH.    ",0,"We have not done an engagement survey, which could create risk, if there is not a clear understanding of baseline / gaps. HR Talent Development has been  involved with employee engagement on a statewide level,  so we are building knowledge to translate in-house. ",0,"VDDHH has made adjustments in response to the pandemic. In particular, they have strengthened skills in the use of virtual technology to perform their roles and deliver services.      ","The Director encourages and engages in performance /development conversations with staff. There are not formal development plans in place. ","VDDHH is a small agency, dedicated to performing diverse services. Staff development happens informally, rather than through a formal program.  ","Staff can learn from one another given they are a small agency, where collaboration and alignment are critical.  A couple employees have been participating in the Supervisor Foundations Virtual Café and TED Talks discussions, hosted by DSA HR Talent Development.  ",0,0,0,9,3,0,0,0,0,0,0,9,3,3,1,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","No Change","No Change","VDDHH uses formal networks to recuit staff.  We have a new Talent Acquisition partner, who is exploring diverse recruitment channels.   ",0,"No Change",0,0,0,0,0,0,0,0,0,"This may occur through the CommonHealth Program.","This may occur through the CommonHealth Program.","This can occur on a case-by-case basis.",0,"The agency ensures employees have suitable workspaces and equipment to work most effectively.","Our HR Class Comp. team submitted an Employees Opportunities Plan to DHRM. ","The Disability Service Agencies (DSA) attempt to set the example for accessibility and disability etiquette; there is not a formal training - rather ongoing education.","HR has incorporated education about unconscious bias with hiring managers.  It is also embedded in supervisor learning resources, i.e., our new Development and Onboarding Tool for Supervisors (DOTS),  launching in Fall 2020.   ","VDDHH has partnerships with other organizations that it accesses to recruit staff.   ","The Disability Service Agencies (DSA)attempt to set the example for accessibility and disability etiquette; there is not a formal training - rather ongoing education.",0,"The DSA are heightening awareness related to diversity and inclusion as both a value and practice at our agencies.","No Change","Automation of HR processes is a priority of our HRIS team.  Inevitably, they will impact WF planning and development.  ","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no",0,0,0,0,0,0,0,0,0,0,0,"no","no","no","no",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Yes",0,2,"N/A","There are discrepancies in reconciling DHRM and internal data; it is not clear if numbers in Workforce Plan are 100% accurate.  ",0,0,0,0,0,0,"Yes","VDDHH anticipates retirements in FY21; Director Eric Raff is partnering with HR to plan for these vacancies. ","N/A",0,0,0,0,0,0,0,0,"N/A",1,4,4,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,4,1,0,0,0,0,0,0,"N/A","Employee Engagement","Declined",0,"Workforce Development","Declined",0,"Workforce Development","Continuing",0.2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,1,0,1,0,0,0,0,0,0,0,0]
["Department of Accounts",2020,"Finance","Government","Finance",0,145,145,0,164,163,1,169,0,0,0,0,0,0,0,0,23,140,0,0,0,1,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Team developed development resources for employees and supervisors and posted on agency intranet",0,"Many positions are posted on Handshake to reach current students and alumni at multiple colleges",0,0,"Most openings are posted as \"Agency Employee Only\" internally to see if there are qualified candidates before recruiting externally","No change","No change","No change","With COVID-19, almost all employees are teleworking full time","No change","Agency has an established process for collecting agency property and offering exit surveys","No change","No change","No change","No change","The agency had all supervisors complete four COVLC managerial courses this year.  These will be repeated every three years",0,"Agency began required training in the COVLC for all employees this year","No change","No change",0,"No change",0,"The Department of Accounts' (DOA) mission is to provide a uniform system of accounting, financial reporting, and internal control adequate to protect and account for the Commonwealth's financial resources.  DOA is located within the Finance Secretariat and serves as the oversight agency for the state's centralized automated accounting, payroll, and fixed assets systems and prepares the Commonwealth's official financial statements.  It ensures that all funds for state agencies and institutions are accounted for and spent according to state and federal laws and accepted accounting principles.\n\nDOA operates out of two locations in Richmond's downtown and West End.  It is organized into eight primary divisions under the direction of the State Comptroller.  In addition to the classified employees, the agency also employs a large number of contract employees as well as providing administrative support for the Commonwealth Health Research Board.",70,70,11,59,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,163,163,21,141,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,7,7,1,6,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,33,18,11,21,0,0,0,1,0,0,0,0,13,8,5,8,0,0,0,0,0,0,0,0,6,6,0,0,0,0,0,0,0,0,0,6,0,0,0,0,0,0,0,0,4,4,41,0,0,0,0,0,0,0,0,0,4,0,0,0,0,0,0,0,0,1,1,10,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,2,4,5,1,0,0,0,0,0,0,72,35,30,0,38,107,66,77,4,2,8,13,6,15,0,0,0.2,0.2,0,0,0,0,0,0,0,0,0,13.8,0.2,0,0,0,41.7,0,0,0,0,14.2,14.2,0,0,0,0,0,0,0,0,0,27.1,12,0,0,0,41.7,0,0,0,0,44.8,44.8,0,0,0,0,0,0,0,0,0,40,44.8,0,0,0,41.7,0,0,0,0,"","","","","","","","","","","","","","",2,"",2,2,0,0,2,0,0,33.83,37.869999999999997,41.91,2,0,0,2,0,0,"","","","","","","","","","","","","","","Medium","Medium","High","Low","Low","Low","High","Medium","Low","Low","Medium","Medium","N/a","low","low","low","medium","low","medium","low","Medium","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DOA has had mixed results in achieving progress against our action item goals.  While two significant items are virtually complete, there is further progress to be made on other more long-term goals.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","All activities were completed including identifying new language to include in relevant agency policies.  Everything including the language updates has been communicated to the agency and posted on the agency intranet.  However, those policies have not been updated because other major changes are required.","6-12 Months","Vacancy Risk",0,"In order to combat the relatively low pay ranges that the state offers compares to the private sector, DOA will continue to have unit directors review employee salaries twice per year to make adjustments to salaries (once the compensation freeze is lifted).","Ongoing (No specific time frame)","Talent Acquisition",0,"In order to fill positions quickly with high-quality candidates, DOA will continue to offer internal transfer opportunities for DOA employees before posting competitively.  In addition, we will continue to seek out creative websites and other means to market our open positions to highly skilled individuals.","Ongoing (No specific time frame)","Workforce Development",0,"While DOA provides specific leadership training when an individual is initially promoted into certain level positions, ongoing training and development in this area is needed.  The agency will enhance its promotion of opportunities for employees, especially in current leadership positions.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Accounts' (DOA) mission is to provide a uniform system of accounting, financial reporting, and internal control adequate to protect and account for the Commonwealth's financial resources.  DOA is located within the Finance Secretariat and serves as the oversight agency for the state's centralized automated accounting, payroll, and fixed assets systems and prepares the Commonwealth's official financial statements.  It ensures that all funds for state agencies and institutions are accounted for and spent according to state and federal laws and accepted accounting principles.\n\nDOA operates out of two locations in Richmond's downtown and West End.  It is organized into eight primary divisions under the direction of the State Comptroller.  In addition to the classified employees, the agency also employs a large number of contract employees as well as providing administrative support for the Commonwealth Health Research Board.",147,2,2,1,1,3,6,0,0,0,0,0,"While we would lose much institutional knowledge if people in key positions left, we don't have reason to believe that will happen imminently","Most of the agency is stable, with a couple of the units having a higher turnover rate","The private sector pays much more than the state for the financial professionals that make up the bulk of our workforce","In general, only our top level positions are single incumbents","While we would lose much institutional knowledge if people in single incumbent positions left, we don't have reason to believe that will happen imminently","DOA has a lower time to fill than other agencies in our secretariat","It is taking multiple rounds of interviews, readvertisements, and Open Until Filled recruitments to fill our positions","Internal equity and state pay ranges are big barriers in the recruitment process ","HR works with hiring managers to discuss short- and long-term needs of the unit before initiating recruitments","DOA has a lower time to fill than other agencies in our secretariat","It is very difficult to find candidates with certain skills despite advertising on specialized websites, member organizations, etc.","Most units have an established career ladder, but opportunities in higher level positions don't become open very often",0,"Most employees are highly productive","Measures for these activities are a part of the agency's Core Competencies in the Performance Management policy","Bonuses are paid based on annual performance evaluation scores.  Directors generally review salaries twice a year for in-band adjustments ","Equipment is up to date, but employee privacy could be enhanced","Training and development programs are strongly supported","While technical expertise is strong, leadership/supervisory development is limited","Agency team has developed a variety of resources for managers and employees to develop employees","This is primarily the use of statewide systems that are being phased out (CIPPS, PMIS, BES, etc.) and the resources necessary to support them","Agency uses many interfaces between state systems","Most processes are automated",79,53,4,9,0,0,0,0,164,26,19,6,"Not Used","Not Used","Started","Not Used","Not Used","Continued","Continued","Started","Not Used","Started","Started","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Started","Not Used","Not Used","No change","No change","Agency utilizes Twitter, Handshake, and targeted websites","No change","No change",0,"No change",0,"No change",0,"These options, among others, have been presented to employees and supervisors through the agency team ","Very basic data is tracked","No change",0,"CommonHealth communications are sent to all employees","CommonHealth communications are sent to all employees","No change","No change",0,"No change",0,0,0,"No change",0,"Agency is starting to use Getting Hired as mandatory recruitment source",0,0,"no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","No",0,0,"Directors reevaluted their units' critical positions this year after first doing so in 2018.  Payroll Service Bureau added a large number of new critical positions.","Like most state agencies, DOA is at significant risk of losing valuable knowledge in the next few years because of the large number of employees who are currently or will soon be eligible for retirement.  Continuing to develop employees and identify potential succession plans will help to mitigate this risk.",0,0,0,3,3,0,"Yes","One unit accounted for half of the voluntary resignations for the agency.","During 2020, HR worked closely with hiring managers at the beginning of each recruitment to plan key dates and put them on the calendar to help the process move more quickly.  This was a very successful strategy in reducing our Time to Fill.",15,6,0,0,0,0,0,0,"It would be a worthwhile goal to identify ways to develop DOA's non-minority employees into leadership roles to better represent their presence in our employee population. ",15.06,13.94,16.45,13.66,2.46,3.88,0,0,0,0,3,1,2,2,1,0,0,0,0,0,0,3,0,3,1,1,1,0,0,0,0,0,"Difficult",0,0,2,0,0,0,0,0,0,0,"While we are not aware of imminent plans, our executive team continues to be a risk factor for the agency because of their eligibility fo retirement.","Workforce Development","Continuing",0.95,"Workforce Development","Declined",0,"Vacancy Risk","Completed",1,"Talent Acquisition","Completed",1,"Vacancy Risk","Continuing",5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,1,0,0,0,0,0,0,0,0,1,0,1,0,0,0,0,0,0,0,0]
["Department of Aging and Rehabilitative Services",2020,"Health and Human Resources","Family & Health",0,0,1062,995,67,1062,995,67,1008.02,0,0,0,0,0,0,0,0,115,644,21,7,146,91,14,24,0,0,0,"Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","No change",0,0,0,"We have individual interns in parts of the organization, such as DRS / Wilson Workforce Rehabilitation Center. There is not an established intern progam.  ","This occurs only in Disability Determination Services, which requires extensive technical knowledge (there is a two-year training program for Analysts) to progress within the agency. ","No change","No change","Our Class Compensation team has also been equipping and empowering managers to make and justify equitable salary decisions, based on the new Salary Administration Plan. ","There is a much higher volume of teleworkers based on the pandemic; it looks like this will be a continued practice for the agency.  ","No change",0,"Our Class/Comp team provides job aids to guide in position procedures. This is not yet institutionalized.  We plan to automate job descriptions in the coming year, which will likely lead into auotmation and great focus on  positions. We are trying to engage hiring managers in re-evaluating positions and updating EWPs to reflect business needs and accurate duties.  ","No change","Through HR Talent Development, we are heightening supervisors' awareness about diverse ways to build skills, such as cross-training.  ","Going forward , we will be providing Supervisor Training for required courses solely through the VLC, with developmental virtual and instructor-led offerings based on selection criteria (i.e., supervisor recommended). ","Due to the pandemic, we did not host our annual supervisor training; DDS did not have its annual Supervisors' Conference. We completed our first Supervisor Foundations Virtual Café, with a quarterly offerings based on critical supervisor compeencies. Given the pandemic, we adjusted one of the offerings to the topic of Resilience. DDS and HR Talent Development also hosted a \"Real Leaders\" four-part series based on this Harvard IdeaCast, after the pandemic began.  ",0,"We have been providing internal, and supporting external, online learning for employee development. This has been the primary form of delivery since the pandemic.","In April 2020, two training coordinators, from the Wilson Workforce Rehabilitation Center and Department of Rehabilitative Services, transferred to DARS HR Talent Development. This will result in a more coordinated, centralized approach to training and development, in partnership with the Disability Determination Services Training Team.   ","This seems to occur on a case-by-case basis, if the membership directly supports business needs.",0,"No change","The HR Talent Development Manager and a DRS Business Development Consultant serve on statewide E3 Think Tank and plan to support continued focus on engagement within the DSAs. "," This year, DARS proudly commemorated 100 Years of Vocational Rehabilitation.  The Department for Aging and Rehabilitative Services consists of:  1) DRS (including Wilson Workforce Rehabilitation Center), the Division for Community Living, Policy;  2) Disability Determination Services; and 3) Centralized Human Resources, Information Services and Fiscal/General Services functions serving all of the Disability Service Agencies.  There are incumbents in critical roles to include: counselors, teachers, adjudicators, supervisors of critical roles, the Executive Team, as well as  key roles in independent living, PERT, and No Wrong Door. The agency has focused efforts this year on building its bench with new executive/senior manager hires and a Chief Deputy Commissioner (the HR Director also), as well as strategic re-organization, such as the creation of a sixth DRS District, to include Wilson Workforce Rehabilitation Center. In addition, DARS adapted to the pervasive implications of the pandemic to ensure public safety and continuity of operations and services, under the leadership of the new Chief Deputy Commissioner and General  Services Director. Internal training also provided resources on resilience, as well as a 4-week long \"Real Leaders\" podcast virtual discussion to build newer skills and connections during a trying time. Human Resources continues as a strategic business partner, who is supporting culture change with a focus on accountability, flexibility, creativity (e.g., new roles) and leadership development. DARS will continue to find ways to deliver innovative services, strengthen collaborative partnerships, ensure \"Maximum Accountability and Maximum Flexibility,\" as well as shape a learning and leadership culture.  Note:  Internal and DHRM data sources don't fully align; this may impact accuracy and/or validity of quantitative data in this report.  ",499,478,38,456,0,0,5,0,0,0,0,0,0,0,0,0,0,0,0,0,1098,994,112,656,24,8,153,91,22,32,0,0,0,0,0,0,0,0,0,0,25,25,4,17,0,0,7,0,0,2,0,0,0,0,0,0,0,0,0,0,127,20,15,60,3,0,27,16,4,2,0,0,130,35,13,79,1,0,19,14,2,2,0,0,46,46,0,0,0,0,0,0,0,0,3,34,1,1,5,2,0,0,0,0,29,29,245,0,0,0,0,0,0,0,0,0,22,0,1,4,2,0,0,0,0,9,9,43,0,0,0,0,0,0,0,0,0,9,0,0,0,0,0,0,0,0,11,35,31,13,1,1,0,0,0,0,61.5,71.5,81,0,263,799,303,681,34,87,55,113,43,125,9,7,0.2,0.2,0,0,0,0,0,0,0,0,0,0.3,0.2,3.8,2.8,0.3,0.3,1.1000000000000001,1.3,0,0,13.4,13.4,0,0,0,0,0,0,0,0,0,17.2,12.2,17,8.1,15.9,14.4,15.8,9.1,0,0,48.7,48.7,0,0,0,0,0,0,0,0,0,42.3,48.3,41.4,20,48.7,47.3,46.3,27.4,0,0,"","","","","","","","","","","","","","",12,"",12,12,0,1,6,3,115,7.91,18.123000000000001,36,5,7,4,8,1,0,"","","","","","","","","","","","","","","Low","N/A","Low","N/A","Low","N/A","Low","N/A","N/A","N/A","N/A","low","low","n/a","low","low","low","low","high","low","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DARS adapted action items in response to the pandemic, such as postponement of its BOLD Institute for Managers in March. DARS also demonstrated resilience, business process improvement, workforce learning and continuity of operations in areas such as:  1) equipment and VPN access and guidance for a newly remote workforce automation; 2) skill-building in use of Zoom technology and other remote platforms;  3) move from an office to home work environment for a large population; 4) hiring of executive and senior-level managers, as well as new DDS analysts/an HR Talent Acquisition Partner; 5) education of supervisors around the new salary administration  guidelines and being resilient leaders; 5) and innovative appraches to service delivery. HR Talent Development also inherited two training coordinators, which will support a centralized training/development function, in close collaboration with the DDS Training Team.  DARS will continue to adapt, perform our core business and commit to the safety of our workforce and the public.                ","","","","","","","","","","","","","","","","","","","","","Workforce Development",""," (100% designed; 0% implemented outside of 360 feedback). The event was designed and ready to launch March 16-20, when the pandemic hit. It was subsequently postponed, and we have not yet rescheduled.  The HR Talent Development Manager launched 360s and provided feedback, during the pandemic, to 21/22 participants to encourage development and strengthen leadership.  ","1-2 Years","Technology & Organizational inefficiencies","","The HR Talent Development  site is in the design phase and due to launch on fall 2020. Automation of HR processes continues - the Agency Hiring Request is nearly  complete, and the Employee Work Profile, Job Description, is in the design phase.","6-12 Months","Workforce Development",0,0,0,"Workforce Development",0,"FY21 has a key priority to strengthen supervisors - both new and existing.  This is called BOLD Supervisors. Products include a curriculum of recommended learning, a supervisors' community of practice, instructor-led courses and a supervisors' playbook.   ","1-2 Years","Other:","Executive Enagement / Learning Culture","This is an ongoing emphasis, that will take time. ","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","",""," This year, DARS proudly commemorated 100 Years of Vocational Rehabilitation.  The Department for Aging and Rehabilitative Services consists of:  1) DRS (including Wilson Workforce Rehabilitation Center), the Division for Community Living, Policy;  2) Disability Determination Services; and 3) Centralized Human Resources, Information Services and Fiscal/General Services functions serving all of the Disability Service Agencies.  There are incumbents in critical roles to include: counselors, teachers, adjudicators, supervisors of critical roles, the Executive Team, as well as  key roles in independent living, PERT, and No Wrong Door. The agency has focused efforts this year on building its bench with new executive/senior manager hires and a Chief Deputy Commissioner (the HR Director also), as well as strategic re-organization, such as the creation of a sixth DRS District, to include Wilson Workforce Rehabilitation Center. In addition, DARS adapted to the pervasive implications of the pandemic to ensure public safety and continuity of operations and services, under the leadership of the new Chief Deputy Commissioner and General  Services Director. Internal training also provided resources on resilience, as well as a 4-week long \"Real Leaders\" podcast virtual discussion to build newer skills and connections during a trying time. Human Resources continues as a strategic business partner, who is supporting culture change with a focus on accountability, flexibility, creativity (e.g., new roles) and leadership development. DARS will continue to find ways to deliver innovative services, strengthen collaborative partnerships, ensure \"Maximum Accountability and Maximum Flexibility,\" as well as shape a learning and leadership culture.  Note:  Internal and DHRM data sources don't fully align; this may impact accuracy and/or validity of quantitative data in this report.  ",687,0,28,31,19,24,28,0,0,0,0,2,"We do not have significant, imminent voluntary turnover and/or retirements. Employees and leaders in more tenured / specialized positions should identify ways to transfer knowledge / mentor others.  ",0,"This can happen with Rehabilitation Counselors in the Northern Virginia area.",0,"Identifying it as \"low\" only so we can continue its visibility as a possible area for planning. With a focus on workforce planning and identification of critical roles, we can help leaders better anticipate and prepare for these vacancies.  In addition, we have used dual incumbents in these situations (e.g., Information Services Officer) ",0,"We are working with hiring  managers to identify their needs at the front end so we can target the right recruitment sources.  We have a harder time filling specialty roles (i.e., above entry level) in metropolitan and rural areas.  In these cases, we expand recruitment and are more vigilant in advertising the roles.   ",0,"We have a new HR Talent Acqusition Partner, who will identify divierse recruiting sources and a strategy.",0,0,"Employees are promoted internally as a standard practice at Disability Determination Services. In August 2020,  DRS also strategically organized, which resulted in new opportunities (11 positions were eliminated). There are not clearly communicated career paths, outside of DDS. Greater transparency of ways to grow and progress within /across agencies and divisions will be helpful.    ","We have not done an engagement survey, which could create risk, if there is not a clear understanding of baseline / gaps. ","The pandemic has challenged our workforce to find creativite/ productive ways to work.   ","We have not done an engagement survey, which could create risk, if there is not a clear understanding of baseline / gaps. HR Talent Development has been  involved with employee engagement on a statewide level,  so we are building knowledge to translate in-house. ","This may be a greater risk as it is more difficult to reward performance with pay increases.  ","We are creating protocols to ensure employeees have the needed work environment / equipment, given a newly remote workforce and staged re-entry.  Changes in IT / VTC equipment increased capacity to connect remotely.  In addition, protocols are in place to support safety and social distancing.    ","There is not a formal focus on individual development plans or performance and development conversations.  DDS has continued its EDGE Development Program; we are beginning work on BOLD Supervisors for fall 2020. While not a defined program, it will include an array of learning opportunities.","The BOLD Insitute for Managers, scheduled for March 16-20, 2020, was postponed due to the pandemic.  It's purpose was to strengthen competencies and bench strength at the senior manager level, as well as business acumen and networks across DARS.  We did complete 22 360s, including feedback delivery, for this audience. We plan to hold the BOLD Insitute in the future; TBD.    ","Disability Determination Services has career paths and diverse programs (EDGE, DLI, Annual Supervisors' Conference). DRS has talked about revamping its Skills for Leadership Program.  Both the BOLD Insitute for Managers and DDS Supervisors' Conference were postponed due to the pandemc.   ","We have a new CIO and ISO, which will inform business stragey for technology.",0,0,743,256,36,24,2,0,1,0,945,235,146,34,"Not Used","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Not Used","Started","Started","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Started","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","We will share data from the workforce plan with agency leadership.  ","No change","We have a new Talent Acquisition partner, who is exploring diverse recruitment channels.   ","No change","No change","see above, not a program, individual participants","We have been welcoming new employees with our Welcome to the DSAs presentation (DRS Central Office); this would be one component of a formal onboarding program.  ","No change","No change",0,0,0,"We have online orientation resources, as well as an in-person option related to benefits. We have a \"Welcome to the DSA\" overview, which we have used more recently on a case-by-case basis. There is not a coordinated orientation program or full internal awareness of our online resources.",0,"This occurs through routine communication about the CommonHealth Program.","This occurs through routine communication about the CommonHealth Program.","This occurs via individual divisions/agencies, and at the Commissioner's discretion, through our Employee Recognition Program.  Supervisors can also recognize employees at their discretion.","Some divisions, teams and/or individuals do this. It is not a deliberate strategy or integrated approach across agencies. ","The agency ensures employees have suitable workspaces and equipment to work most effectively.","Our HR Class Comp. team submitted an Employees Opportunities Plan to DHRM. ",0,"Disability Determination Services has continued its focus on diversity, equity, inclusion and unconscious bias training.  HR has incorporated education about unconscious bias with hiring managers.  It is also embedded in supervisor learning resources, i.e., our new Development and Onboarding Tool for Supervisors (DOTS),  launching in Fall 2020.   ","No change","As the Disability Services Agencies, we strive to educate our workforce and model best practices for accessibility. ",0,"No  change","This is part of our ongoing stakeholder involvement within the disability community.","Automation of HR processes is a priority of our HRIS team.  Inevitably, this will impact WF planning and development.  ",0,0,"yes","yes","no","no","no","no","yes","yes","no",0,"yes","no","no","no","yes","no","no","no","no","no","yes","yes","yes","no","yes","no","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","yes","no","no","no","no","no","yes","no","yes","Yes",21,104,"This year, the HR Deputy Director and HR Talent Development Manager created a \"Critical Positions Table\" and then vetted with the HR Director to ensure accuracy; this will help us with consistency. We also delineated wage positions in the Workforce Plan.  Internal and DHRM data sources don't fully align; this may impact accuracy and/or validity of quantitative data in this report.  ","We had fewer retirements in 2020. We may have approached critical positions differently this year, so it is difficult to compare from year-to-year. With the critical roles table, it may easier to make comparisons next year. It is also very difficult to compile data for retirement eligibility based on critical roles. ",0,0,0,17,5,1,"Yes","Different source reports (internal vs. DHRM) have different numbers (e.g., employee count) so data is different across areas (Employee Separations from DHRM has employee count as 1062; Workforce Planning - Critical Positions, from our internal data, has 1098 employees).      ","N/A",686,244,36,24,2,0,0,0,"N/A",11.99,13.88,14.02,12.99,8.0500000000000007,9.6300000000000008,12.16,0,0,0,5,2,3,3,1,0,1,0,0,0,0,17,3,14,10,6,1,0,0,0,0,0,"Difficult",0,0,7,5,0,0,0,0,0,0,"Our biggest executive-level change this year was hiring a new Chief Information Officer. We also hired a new director at Wilson Workforce Rehabilitation Center, who reports into the DRS Deputy Commissioner, and a General Services Director, who reports to the Chief Financial Officer. These are two new senior-manager level positions. Executives participated in more informal learning opprotunities (reading, online offerings...); I noted it as 0, given informal activities are difficult to track.   ","Workforce Development","Declined",0,"Workforce Development","Modified",1,"Employee Engagement","Declined",0,"Talent Acquisition","Continuing",0.5,"Employee Engagement","Continuing",0.2,"Technology & Organizational inefficiencies","Continuing",0.5,"Other:","Continuing",0.85,"Other:","Continuing",0.25,"Workforce Development","Continuing",0.4,"Workforce Development","Continuing",0.4,0,0,0,0,0,1,0,0,0,1,0,1,0,2,1,1,0,1,0,0,0,2,0,0]
["Department of Alcoholic Beverage Control",2020,"Public Safety and Homeland Security",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Department of Aviation",2020,"Transportation","Transportation","Licenses",0,36,32,4,44,37,7,37,0,0,0,0,0,0,0,0,10,27,1,0,2,0,2,2,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Started","Not Used","Started","Started","Continued","Not Used","Started","Started","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","N/A","N/A","N/A","N/A","N/A","N/A","EWPs are centrally located","No Change","No Change","No Change","N/A","List of close-out processes for exiting employee","No Change","No Change","Identified single-point failure/started cross-training","N/A","Offer management/supervisor training","N/A","Use of Learning Center","No Change","Encourage employees for prof development","N/A","No Change","No Change","The Virginia Department of Aviation is a state transportation agency whose mission is to cultivate an advanced aviation system that is safe and secure; provides for economic development; promotes aviation awareness and education; and provides the most efficient flight services for the Governor, the Commonwealth’s leadership, and state agencies. Our primary vision is supporting Virginia in being an economic development leader and a gateway to the work by improving and growing Virginia's aviation system and embracing new technologies, including unmanned air systems. Our work is critical in supporting Virginia’s $23 billion in economic activity related to aviation and the 147,000 jobs in the aviation industry. \n\nThe Department has 37 full-time positions and seven wage positions. This staffing level ensures that the agency will be successful in its mission. Although the agency currently has six vacant full-time positions, we have continued to serve the Commonwealth and exceed the expectations of our customers which is attributable to our dedicated and well-rounded staff. During the hiring freeze, we are taking the opportunity to evaluate the vacancies and determine how these positions may be filled to ensure continuity of and enhance the programs and services we provide. \n\nNote: The statement \"% of leaders male or female\" does not reflect reality. For DOAV, 67% of leaders are male, 33% are female.\n",12,12,2,7,1,0,0,0,1,1,0,0,0,0,0,0,0,0,0,0,25,25,2,18,1,0,0,0,2,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,3,1,3,0,0,0,0,1,0,0,0,2,1,0,2,0,0,0,0,0,0,0,0,2,2,0,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,1,1,12,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,2,0,0,0,0,0,0,0," ",65,43,0,26,10,3,27,6,0,4,2,0,6,0,0,0.8,0.8,0,0,0,0,0,0,0,0,0,22,0.8,15.3,0,1.3,0,1.1000000000000001,4.9000000000000004,0,0,12.4,12.4,0,0,0,0,0,0,0,0,0,28.5,12.5,15.3,0,1.3,0,17,9.1999999999999993,0,0,35.1,35.1,0,0,0,0,0,0,0,0,0,35,33.799999999999997,15.3,0,1.3,0,32.9,13.5,0,0,"","","","","","","","","","","","","","",6,"",6,4,1,0,2,1,54,3,18.5,42.3,4,2,1,5,3,0,"","","","","","","","","","","","","","","Medium","Low","Low","Low","Medium","Medium","Low","Low","Low","Medium","Low","low","low","low","low","low","low","low","low","medium","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The agency has made progress in identifying single-point failure positions and continues to work to mitigate. Employees in those positions are asked to develop detailed written processes and procedures, along with pertinent information for external contacts. While two individuals serve as administrators on one system, both are eligible for retirement in the next two years. An individual has been identified and crosstrainnig has started. \n\nAs a small agency, we may experience multiple single-point failures throughout.  The agency needs to identify an individual to crosstrain on one single-point-failure position.\n\nProfessional development has hit a brick wall in some regards due to COVID-19. Many instructor-based courses are not available. Finance staff requires foundation training, which is not currently available due to the pandemic.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","Crosstraining on the administration of the grant administration system is underway. Due to recent security upgrades, additional training time is needed. The agency needs to identify another indiviual to crosstrain for another single-point failure position. Formalized processes and procedures are being developed for crosstraining.","1-2 Years","Technology & Organizational inefficiencies","","While single-point failure positions have been identified, the employees in those positions are actively developing well-documented processes and procedures.","1-2 Years","Workforce Development","","Three employees have taken management level classes to assist in their professional development. Professional development is an ongoing process in growing our workforce.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","The finance department continued to experience issues and suffered a setback. Leadership is working to reorganize the division and be ready to hire when we can fill vacancies. In addition to one full-time employee, one temporary resource, one wage employee, and another staff member are meeting the finance needs of the agency.","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Aviation is a state transportation agency whose mission is to cultivate an advanced aviation system that is safe and secure; provides for economic development; promotes aviation awareness and education; and provides the most efficient flight services for the Governor, the Commonwealth’s leadership, and state agencies. Our primary vision is supporting Virginia in being an economic development leader and a gateway to the work by improving and growing Virginia's aviation system and embracing new technologies, including unmanned air systems. Our work is critical in supporting Virginia’s $23 billion in economic activity related to aviation and the 147,000 jobs in the aviation industry. \n\nThe Department has 37 full-time positions and seven wage positions. This staffing level ensures that the agency will be successful in its mission. Although the agency currently has six vacant full-time positions, we have continued to serve the Commonwealth and exceed the expectations of our customers which is attributable to our dedicated and well-rounded staff. During the hiring freeze, we are taking the opportunity to evaluate the vacancies and determine how these positions may be filled to ensure continuity of and enhance the programs and services we provide. \n\nNote: The statement \"% of leaders male or female\" does not reflect reality. For DOAV, 67% of leaders are male, 33% are female.\n",19,5,0,0,0,1,1,0,0,0,0,0,"The majority of those eligible for retimrement within five years are in one division-extensive institutional knowledge","Majority of turnovers have been in flight ops. Due to COVID-19, pilot shortages are not currently an issue.","Issue in flight ops previously. Competition for pilot positions is no longer an issue due to COVID-19.","Employees are being encouraged to develop work processes/procedures in addition to implementing cross-training opportunities.","The agency is beginning to cross-train individuals for single-point failure positions.","The agency had improved its time-to-fill times. However, COVID-19 has necessitated a hiring freeze, so we are not able to fill vacant positions.","Since competition for pilots has evaporated, this is not a concern for specialized positions.","Pilot positions had demanded higher salaries - no longer an issue.","No change","This is the result of personnel issues requiring time for resolution and the hiring freeze.","Pilot competition is no longer a concern due to COVID-19.","No change","No change","No change","No change","No change","No change","No change","No change","Training opportunities are not available due to COVID-19.","No change","This concern has been mitigated.","No change",31,2,1,0,1,0,0,1,27,5,7,3,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Started","Not Used","Started","Started","Continued","Started","Started","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Not Used","Continued","Not Used","Continued","Not Used","Not Used","No Change","No Change","Use of industry channels","No Change","Use of interview questions","N/A","Reviews info and forms w/new employees","Encourage employees to pursue prof. devel.","N/A","N/A","Is part of cross-training process","Need to establish database for divisions","Reviews information and forms required","N/A","No Change","No Change","No Change","No Change","No Change","Submitted by deadline","N/A","Employees participate in online training","N/A","No Change","N/A","No Change","N/A","N/A","no","no","yes","yes","no","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"Assessment methods have changed. Executive positions were not assessed for this area. Executive positions were erroneously assessed and included in last year's report.","The employees eligible to retire within the next five years may have a substantial impact on the agency due to their skill set. Specific certifications are required in their positions. If the aviation industry returns to pre-COVID 19 activity, these positions may be difficult to fill.",0,0,0,1,0,0,"No","One resignation reported was due to employee death.","The higher mean for FY Quarter 2 is due to the time allowed to the candidate to decide on whether or not to accept. The candidate lived out-of-state and had to determine if relocation would be workable for his family.",27,2,1,0,0,0,0,0,".",12.5,15.4,14.3,4.2,1.1000000000000001,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",1,0,5,0,0,0,1,0,0,0,"Executive team members participated in budget management training.","Vacancy Risk","Continuing",0.25,"Technology & Organizational inefficiencies","Continuing",0.25,"Workforce Development","Continuing",0.5,"Technology & Organizational inefficiencies","Continuing",0.2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,2,0,0,0,0,0,0]
["Department of Behavioral Health and Developmental Services",2020,"Health and Human Resources","Family & Health","Licenses",0,6289,5478,811,7936,6671,1265,6896.25,0,0,0,0,0,0,0,0,447,2457,647,278,2672,517,200,718,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Workforce Planning Committee in process. ","Data from agency HR & Training to identify skills gaps.","Partnerships with DVS, other agencies & colleges","SystemLEAD, VPSL Programs, VEI, CMI","Various internship programs in place.","Yes, one example-DSP Career Pathways Program.","No Change","No Change","No Change","Telework increase during COVID pandemic.","No Change","Off boarding includes exit interview opportunity.","No Change","No Change","No Change","No Change","No Change","Included in performance management cycle.","Online platforms used include COVLC, Elsevier, VCCS","Virtual options have been increased due to COVID-19","No Change","No Change","No Change","Stay Interviews decreased due to COVID-19 challenges","Virginia's behavioral health and developmental disabilities services system is comprised of 40 locally run community services boards, 12 state run facilities and nearly 1,100 private providers. The system serves children and adults who have or who are at risk of mental illness, serious emotional disturbance, developmental disability or substance use disorders. DBHDS has oversight of the community-based system and directly operates the state treatment facilities and a Central Office. DBHDS works to strengthen partnerships with state agencies, advocates, individuals, family members and others to raise awareness and to promote access to and continuity of needed services.  12 facilities and the Central Office in Richmond employ 6,289 people statewide. Of those, 5,478 are classified and 811 are wage. DBHDS employees are connected by the department's mission of \"supporting individuals by promoting recovery, self-determination and wellness in all aspects of life,\" and the vision of \"A life of possibilities for all Virginians.\"",3347,3347,219,1241,241,130,1273,42,81,120,0,0,0,0,0,0,0,0,0,0,5478,5478,298,1759,407,199,1791,401,116,507,0,0,0,0,0,0,0,0,0,0,259,259,25,72,13,3,98,16,4,28,0,0,0,0,0,0,0,0,0,0,515,312,55,150,30,9,128,69,19,55,0,0,675,595,51,227,47,17,178,47,22,86,0,0,919,919,0,0,0,0,0,0,0,0,22,195,86,36,457,29,4,90,0,0,818,818,2630,0,0,0,0,0,0,0,0,12,171,80,29,420,21,3,82,0,0,301,301,901,0,0,0,0,0,0,0,0,1,41,33,33,7,177,5,0,37,0,214,705,394,471,15,34,2,0,3,0,99.2,96.7,91.8,0,1716,4573,2810,2668,263,15,105,177,114,168,22,1,0,0,0,0,0,0,0,0,0,0,0,0.3,0,0,0,0,0,0,0,0,0,9.5,9.5,0,0,0,0,0,0,0,0,0,13.7,9,9.1,7.7,8.6,13.1,12.8,9.8000000000000007,0,0,48.3,48.3,0,0,0,0,0,0,0,0,0,42.8,48.3,45,39,46.5,46.9,41.6,44.6,0,0,"","","","","","","","","","","","","","",8,"",8,8,2,0,0,1,93.5,0.5,7.55,20.8,2,6,2,6,1,0,"","","","","","","","","","","","","","","High","High","Medium","Low","Medium","High","Medium","Medium","Medium","Medium","High","Medium","Medium","Medium","Medium","Medium","High","low","low","low","Medium","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Many of the programs are established such as the use of the MMAC program to increase the number of nursing staff by hiring military medics.  Two DBHDS facilities joined the program in FY20.  Stay interviews have been implemented at 85% of the DBHDS locations, refresher training is planned for FY21. While several of our action items are still ongoing including compensation toolbox, and “grow your own” LPN to RN programs, these have all seen positive outcomes even with the challenges of high census and COVID-19. Direct Support Professional Career Pathways Program, Virginia Public Sector Leader Program (VPSL), and SystemLEAD are all ongoing. The participants from all three of these programs are currently being tracked with increases reported annually.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","Currently tracking employees who have participated in the SystemLEAD program, improved method of tracking employees who transfer or leave employment is in development.","Ongoing (No specific time frame)","Workforce Development","","Currently tracking employees who have participated in the VPSL program, improved method of tracking employees who transfer or leave employment is in development with the goal of implementation in FY21.","Ongoing (No specific time frame)","Workforce Development","","The DSP Program aim is to increase the overall competency level of staff, leading to a more positive workplace environment and improving recruitment and retention of staff. Since the program began, 642 certificates have been awarded, 202 employees have completed two certificate programs.  Goal is to increase the number of completed levels.  Data will be gathered each July and progress reported in the agency report.\n\n","Ongoing (No specific time frame)","Talent Acquisition","","Compensation Toolbox continues to be monitored and modified as necessary given current staffing challenges.","Ongoing (No specific time frame)","Workforce Development","","No changes to the LPN to RN program on facility side. The school did transition to mostly virtual classes. They also have a new program director. They have returned to a hybrid model with some class time & some virtual time.  ","Ongoing (No specific time frame)","Workforce Development","","The agency continues to search for career pathways opportunities for positions. ","Ongoing (No specific time frame)","Employee Engagement","","The Stay Interview process was paused during the annual performance evaluations and resumed in January.  Completion rate was 85%.","Ongoing (No specific time frame)","Talent Acquisition","","Data gathered from the first 12 months of the program will be utilized as baseline data.  DBHDS had two facilities to join the Military Medics Program in FY20","Ongoing (No specific time frame)","Employee Engagement",0,"Increase the number of exit surveys completed by our exiting employees.  Data from the exit surveys will be analyzed to create additional tools that can be implemented to reduce voluntary resignations. ","6-12 Months","Other:","Diversity, Equity Inclusion","Develop a DBHDS equity council","6-12 Months","Virginia's behavioral health and developmental disabilities services system is comprised of 40 locally run community services boards, 12 state run facilities and nearly 1,100 private providers. The system serves children and adults who have or who are at risk of mental illness, serious emotional disturbance, developmental disability or substance use disorders. DBHDS has oversight of the community-based system and directly operates the state treatment facilities and a Central Office. DBHDS works to strengthen partnerships with state agencies, advocates, individuals, family members and others to raise awareness and to promote access to and continuity of needed services.  12 facilities and the Central Office in Richmond employ 6,289 people statewide. Of those, 5,478 are classified and 811 are wage. DBHDS employees are connected by the department's mission of \"supporting individuals by promoting recovery, self-determination and wellness in all aspects of life,\" and the vision of \"A life of possibilities for all Virginians.\"",545,6,103,110,136,163,163,0,0,1,0,0,"Loss of institutional knowledge and specialized experience due to voluntary tunover and retirements this year.","High turnover rates remain in certain employee populations, particularly for direct care roles, direct service roles, and clinical roles.","Salary rates are still a factor in losing talent to competitors.  Many facilities cannot compete with market salaries due to budget constraints.","This is being addressed via cross-training of staff.","Most of these positions are long-tenured employees.","Overall time to fill decreased in FY20 but still needs improvement and continues to be a focus.","Failed searches still an issue.  It is difficult to fill critical positions in rural areas.","Non-competitive salaries slightly improved but still a factor.  Budget constraints have limited the agency's ability to be competitive for all positions.","The agency follows DHRM Hiring Policy and SAPs which incorporate many exeptional recruitment and retention tools.  ","Facilities spend more time recruiting low level, high turnover positions that limits time spent recruiting more specialized positions, which contributes to this issue.","Competition for certain positions like psychiatrists and nurses due to national shortages in these roles contribute to this risk.","Hiring freeze due to COVID was a factor.","Areas of opportunity based on budget availability.","Employee productivity levels increased but high census and COVID have been a factor.","Clear strategic direction challenged with leadership changes.","Due to budget constraints, recognition or compensation strategies to reward top performers have been impacted.","COVID made it necessary to adapt all work environments to some degree.","Employee development programs are used as frequently as budget and time allow.  Employees appreciate the programs we have and would like to see more.","DBHDS utilizes SystemLEAD and the Virginia Public Sector programs, both have been well received.","DBHDS has a variety of development opportunities for employees at all levels.  SystemLEAD, VPSL, Career Pathways, CDS and CRCI are examples.","Some of our systems are outdated and antiquated, and the department has started the process to move to a paperless environment.","Some of our systems are redundant and require data entry in separate systems. This has been a focus area for FY20.","Time spent on data entry in outdated systems has been decreased in FY20 but still needs greater improvement.",3106,2745,105,296,17,2,17,1,141,1277,1193,145,"Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Quarterly metrics shared with leadership.","No Change","Job fairs, TV, radio and other channels.","No Change","No Change","No Change","No Change","No Change","No Change","No Change","Stretch assignments and special projects are utilized.","Tracks various training opportunities.","Adapted due to COVID-19 utilizing DHRM's online onboarding.","Agency forming Equity Council.","Fitness and other programs programs offered. ","Fitness and other programs programs offered. ","Provided COVID-19 incentives.","Events adapted due to COVID-19","No Change","Submitted plan by deadline.","Disability Etiquette training available online.","SystemLEAD & the Behavioral Health Equity Consultant ","Partnered with DBVI.","Various accessibility options available.","Hiring a DEI Officer. Have a BH Equity Consulant.","Ongoing. Plan to increase.","PEAC ","Using MS Teams, Google Meets and other technology.","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","No",0,0,"The number of Critical Positions increased in FY 20 in part, as a result of closer examination during the COVID crisis.","Unable to determine the true change from FY19 due to notification from DHRM that the retirement data may have been counted more than once.  ",0,0,0,164,99,24,"No","Voluntary resignations declined in FY20.","Overall time to fill decreased in FY20.",168,96,4,14,0,0,0,0," In FY20 our agency saw increases in the number of employees in leadership roles in the following areas:  minorities, females, veterans and employees with a disability.",9.65,9.5,9.75,9.8000000000000007,6.85,6.43,7.44,0.83,2.42,0,150,42,108,75,60,3,12,0,0,0,0,164,39,125,93,63,1,6,1,0,0,0,"Very Difficult",1,0,6,1,0,1,0,0,0,0,"In FY20 DBHDS saw increases in the percentages of minority and female members of the executive team.","Workforce Development","Continuing","Ongoing","Workforce Development","Continuing","Ongoing","Workforce Development","Modified","Ongoing","Workforce Development","Modified","On hold","Talent Acquisition","Modified","Ongoing","Workforce Development","Continuing","Ongoing","Workforce Development","Continuing","Ongoing","Employee Engagement","Continuing","85% complete","Talent Acquisition","Continuing","Complete","Talent Acquisition","Continuing","Complete",0,0,0,0,0,2,1,0,0,1,0,0,0,4,2,0,0,0,0,0,0,0,0,0]
["Department of Corrections",2020,"Public Safety and Homeland Security","Public Safety",0,0,11780,11368,412,13475,12742,733,12386.2,0,0,0,0,0,0,0,0,148,3253,439,7423,683,915,479,135,0,0,"Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Started","Established workforce planning committee including the Recruitment Mgr as Lead, Comp/Class Manager, HRIS Supervisor, Metrics Lead.",0,"Continued creating/maintaining partnerships with colleges/universities relative to trades, health services (nursing) positions. However, the current state of emergency, has limited our ability to maximize these partnerships","Strategic plans for health services have established pipelines for nursing recruitment. Researched, established, and recommended pipeline for LPNs based on partnership with Veteran's Admin (medic program).","Probation and Parole has decentralized internship programs available at various offices throughout the Commonwealth. Health services (mental health), research, and other functional areas have developed their own programs. ","Rank succession recruitment for internal candidates. As they progress through the ranks, certain promotional opportunities are exclusive for internal candidates. ","DOC has a library of Employee Work Profiles for like positions. ","Procedure requires HROs to review EWPs when positions become vacant and coordinate with HQ Comp/Class staff if changes are needed. ","Comp/class staff review positions proactively, as time and budget permits, to review and recommend changes based on internal and market alignment. ","The Department has exponentially increased telework opportunities for non-security staff as a result of the current state of emergency. Telework opportunities will continue in the Department's \"new normal.\"","This is done for Waste Water certification; however, due to budgetary constraints, the Department is not able to do this widespread.","The Department has an employee separation procedure, including separations checklist and requirement to have an exit interview.","The Department has an operating procedure -  102.1 Personnel Actions Relating to Positions, as well as desk procedures established.","Yes - however, use of this practice is limited due to budgetary constraints. ","The Department (HR) has encouraged Unit Heads and supervisors to cross train staff to alleviate gaps in services.","Agency requires new supervisor's training for all newly promoted supervisors.","Department has annual in-service and training requirements for supervisors. Additional training programs exist for further development of leaders.","Department's EWP contains a development plan section. However, additional work will be done to bolster efforts in this area to increase the impact of these plans.","Yes - especially in the wake of the current pandemic, the Department has increased virtual learning opportunities. ","Agency partners with outside agencies (e.g., VCU, dialogue, etc.) to provide training opportunities for staff. ","Yes - as the budget allows. ","Research Unit coordinates an annual DOC Voice survey for all employees, which assesses several areas of engagement. ","The Agency has an operating procedure relative to employee recognition. Recent changes have been made to recognize employees in a more timely/meaningful manner. Many units have employee recognition programs on site as well.","Yes - these efforts have just begun. ","The Virginia Department of Corrections (VADOC) is the largest state agency in the Commonwealth.  The VADOC has over 12,000 employees and operates 26 major institutions, 8 field units, 6 work centers, 43 Probation and Parole districts and 5 Community Corrections Alternative Program (CCAP) sites.  We are a learning organization dedicated to our public safety mission. Our key business practices of Oneness, Dialogue, and Evidence-Based Practices help us create and maintain a healing environment for employees and those under our care and supervision.  Our employees work hard to ensure we remain a leader among our corrections peers across the United States and the World.  For the fourth consecutive year, the VADOC has the lowest recidivism rate in the country at 23.1%, among the 42 states that report recidivism in this fashion.  \n\nOur diverse employee population works at the VADOC because they believe in our mission of \"helping people to be better\".  Our success as an agency is a result of the collaborative efforts and incredibly hard work of our dedicated staff. VADOC staff model that dedication and teamwork on a daily basis as we continually seek to identify and implement innovative and research-based methods for accomplishing long-term public safety. ",9652,9652,98,1453,156,7316,255,0,368,6,0,0,0,0,0,0,0,0,0,0,12742,12742,145,3033,368,7334,591,754,451,66,0,0,0,0,0,0,0,0,0,0,318,318,7,75,11,158,22,22,21,2,0,0,0,0,0,0,0,0,0,0,784,325,41,243,22,316,44,78,38,2,0,0,1302,990,63,474,62,341,98,170,86,8,0,0,1511,1511,0,0,0,0,0,0,0,0,0,186,35,1150,63,50,22,5,0,0,1281,1281,1281,0,0,0,0,0,0,0,0,0,130,28,1016,50,36,16,5,0,0,694,694,694,0,0,0,0,0,0,0,0,0,53,12,12,590,24,13,2,0,0,779,732,673,778,40,13,5,0,2,0,115,108,93,0,6102,5266,5151,6209,1115,26,1190,648,811,1027,301,4,0,0,0,0,0,0,0,0,0,0,0,1.1000000000000001,0,0,0,0,0,0,0.3,0,0,9.8000000000000007,9.8000000000000007,0,0,0,0,0,0,0,0,0,23.8,12.1,9.5,8.1999999999999993,10.6,12.4,11.6,9.1999999999999993,0,0,52.5,52.5,0,0,0,0,0,0,0,0,0,43.2,52.5,38.799999999999997,44.8,46.1,47.3,43,30.1,0,0,"","","","","","","","","","","","","","",8,"",8,8,0,0,7,38,0,7.8,22.8,39.4,4,4,1,7,0,0,"","","","","","","","","","","","","","","Medium","High","High","Low","Low","High","Medium","High","Low","Medium","High","Low","Medium","Low","Low","Medium","Low","Medium","low","low","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"During FY2020, the Department of Corrections has made progress towards completion of nearly all ambitious action items identified on last year reports. Due to other high-priority projects, such as the transition to Cardinal, creating a strategic plan for diversity and inclusion, identifying technological/automated solutions for outdated systems/processes, making significant changes to procedure and practice as result of changes in the law, rolling out a cutting edge, research-based female facilities systems model, focusing more on ways to bolster sustainability across the DOC, changing the mission and population of multiple facilities (CCAP, Work Center) implementing new training/onboarding requirements for administrative staff, and dedicating tremendous time and effort to minimizing the spread of COVID-19 in our offices and facilities, and identifying, recommending, and implementing \"new normal\" strategies across all functional areas within the Department. As time, funding, and staffing resources permitted, the DOC worked on the action items noted on last year's report including developing a workforce planning committee to better utilize data on these reports and create metrics (to be identified/pulled through the year); identifying other areas to develop a more structured career pathing model (counselors) and collaborated with stakeholders to make recommendations; research and develop a user-friendly performance evaluation tool, which will be piloted in upcoming weeks; and marketed wellness opportunities for staff. While more work on these actions will continue in the upcoming year (and more action items have been identified for FY2021), significant progress has been made in  completing these tasks in addition to the other important work the DOC has completed this past year.","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"Create a centralized internship program. ","1-2 Years","Employee Engagement",0,"Implementation of Diversity & Inclusion Strategic Plan","6-12 Months","Technology & Organizational Inefficiencies",0,"Replacing outdates HR systems (e.g., Access databases) and automating process. ","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Corrections (VADOC) is the largest state agency in the Commonwealth.  The VADOC has over 12,000 employees and operates 26 major institutions, 8 field units, 6 work centers, 43 Probation and Parole districts and 5 Community Corrections Alternative Program (CCAP) sites.  We are a learning organization dedicated to our public safety mission. Our key business practices of Oneness, Dialogue, and Evidence-Based Practices help us create and maintain a healing environment for employees and those under our care and supervision.  Our employees work hard to ensure we remain a leader among our corrections peers across the United States and the World.  For the fourth consecutive year, the VADOC has the lowest recidivism rate in the country at 23.1%, among the 42 states that report recidivism in this fashion.  \n\nOur diverse employee population works at the VADOC because they believe in our mission of \"helping people to be better\".  Our success as an agency is a result of the collaborative efforts and incredibly hard work of our dedicated staff. VADOC staff model that dedication and teamwork on a daily basis as we continually seek to identify and implement innovative and research-based methods for accomplishing long-term public safety. ",12649,8,531,146,156,221,248,7,7,8,8,8,"Technology and other strategies are needed to reduce risk of institutional knowledge loss due to retirements","Corrections Officers, health care, counselors, etc. continued to be high turnover, which is exacerbated by the pandemic and current economic conditions (including but not limited to the hiring freeze)","While recommendations/efforts have been made to ensure the VADOC's salaries are competitive, funding significantly limits are ability to be competitive. ","Low risk ","Low risk ","VADOC has put processes in place to reduce time to fill. However, closing out positions in a timely manner remains an issue. It is anticipated these changes will show improvement in time to fill within the next year.","Certain career groups (e.g., nursing, physicians, IT, Building and Grounds, and trades) continue to produce few, qualified candidates despite sourcing strategies employed. ","VADOC salaries often remain below state average (and significantly below market). There is no funding to broadly fix internal and market alignment issues identified. Therefore, changes are incremental as funding permits. ","In the last year, strategic plans were developed for key, high turnover positions (e.g., Corrections Officers, Nurses, etc.). However, funding for these strategies remains an issue.","This issue remains for certain career groups (e.g., trades and Corrections Officers)","Both public (including other state agencies) and private employers frequently provide better compensation for specialized functions (e.g., IT, healthcare, trades, etc.)","Low risk","Compensation continues to be a primary area identified, which funds do not exist to address. ","Low risk","Low risk","While we have these strategies available, budget limits our use of them.","Need more physical space and modifications to support hybrid (remote/office) employees and contractors. ","Employee development opportunities exist across the Department, but may be under-utilized. ","Low risk","Low risk","Identified risks in this section relate solely to HR systems. Projects are underway to implement new HR systems (e.g., Cardinal, time/attendance/leave, background database, and perf mgmt system).","This issue leads to duplicate entry, redundancies, and restraints on productivity within HR. ","Due to outdated HR technology with no integration between systems, our HR processes are largely manual, which creates more difficulties given the need for \"virtual\" processing. ",6216,4817,245,71,18,1,0,0,13475,1869,1685,0,"Not Used","Started","Continued","Continued","Started","Continued","Continued","Started","Started","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Started","Started","Continued","Continued","Continued","Started","Not Used","Started","HR produces workforce planning data to leadership on an ongoing basis. ","Yes - strategic hiring plans for health services and corrections officers have been developed/implemented--too critical areas with high turnover.","Agency uses multiple methods/modes of recruitment including partnerships with the veteran's administration, community network of influencers (word of mouth), job boards, billboards, radio ads, etc.. ","VADOC is focusing on these metrics more in depth than ever before. Operational processes have been implemented fully in the last fiscal year to comply with the Think50! Directive.","Ongoing - fit is considered in developing interview questions and selection final candidates. ",0,"Department is in the early stage of revamping the employee onboarding processes. To date, HR orientation has been made virtual and forms/processes have been developed to ensure initial formal and on-the-job training occurs. Efforts are currently underway to underscore the importance of onboarding and ensure consistency in this process to promote engagement. ","Recent exec leadership have been educated about this practice and efforts have begun to implement it. ","Department has career ladders for certain career groups (e.g., security, probation and parole, counselors, etc.).","Certain leadership development trainings offered by the Academy include mentorship components. ","No formal program exists. However, employees have often given stretch assignments (especially during the current pandemic).","Academy for Staff Development tracks these metrics.","Yes - the Department has operating procedures and requirements related to employee orientation and onboarding.",0,"Yes - the Department promotes the webinars/programs marketed by DHRM; CommonHealth, Virginia Credit Union, etc. ","Yes - the Department promotes the webinars/programs marketed by DHRM; CommonHealth, Virginia Credit Union, etc. ","Yes - this is an ongoing practice; However, due to the freeze, these requests are currently limited and require Secretary Approval. ","This is an ongoing practice at each unit; however, due to the current pandemic, these practices have largely come to a halt due to physical distancing and health concerns.","Workspaces are assessed to ensure ADA compliance and on an as needed basis (when the budget allows) to improve engagement and productivity. ","As mandated, we submit these plans.","Created an ADA training for all employees, which includes this elements.","Certain training offered for employees includes unconscious bias training. ","Share our vacancy list with DARS, DSS, VEC, and Goodwill.","ADA procedures in place.","We have a steering committee that reports to executive leadership, which is chaired by the HR Director. ","In the last FY, a strategic plan for D&I was created that includes these types of strategies. ",0,"Agency has begun work to incorporate certain metrics into reports within our data warehouse.","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","yes","No",0,0,"Note: We expanded our definition of \"critical positions\" from last year's report, which primarily identified security staff as critical.\nCurrent definition of \"critical\": career groups identified as \"designated staff\" under VADOC's Emergency Closings Procedure:\nSecurity Services; Nursing; Physician Svcs; Food Svcs; Equp Svc & Repair; Building Trades; Utility Plant Ops; Probation & Parole Svcs","No significant changes from the previous FY.",0,0,0,404,183,36,"No","High turnover remains for security staff, especially in light of the current pandemic and state of the economy. ","Time to fill for the last quarter of FY2020 is 77 days (average over FY of 98 days), which demonstrates a downward trend over the course of the last FY. Significant efforts were made by the Recruitment Unit and HR staff in the field (since recruitment is largely decentralized in DOC) to screen and close out positions in a timely manner.  The VADOC has made tremendous progress towards reducing our time to fill over the last FY (19% decrease; 24% decrease if you include Q4 of FY2020).",1027,765,31,11,4,0,0,0,"No significant changes from the previous FY. Resumed/bolstered collaborations with the Veteran's Admin and continued recruiting efforts of vets. The Department maintains it's ongoing commitment to Diversity & Inclusion and made significant progress over the last year in updating our model and strategies for embedding these in our organizational culture.",9.8000000000000007,10,9.9,10,5.8,7.1,7.5,1.8,0,0,436,241,195,238,181,15,1,1,0,0,0,206,90,116,92,106,8,0,0,0,0,0,"Easy",0,0,7,1,0,0,0,0,0,0,"Executive Staff have all the same access to training and leadership development as other employees. Additional, VEI offered by VCU/PMG is completed by all executive team members. These employees also attend corrections and industry specific conferences. ","Workforce Development","Continuing",0.5,"Workforce Development","Continuing",0.3,"Employee Engagement","Continuing",0.25,"Vacancy Risk","Continuing",0,"Vacancy Risk","Continuing",0.75,"Workforce Development","Continuing",0.1,"Technology & Organizational inefficiencies","Continuing",0.75,"Employee Engagement","Continuing",0.6,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,2,0,0,0,3,0,0,0,1,0,0,0,0,0,0]
["Department of Criminal Justice Services",2020,"Public Safety and Homeland Security","Public Safety",0,0,126,111,15,146,128,18,132,0,0,0,0,0,0,0,0,11,90,1,0,10,14,0,0,0,0,"Not Used","Continued","Not Used","Started","Started","Not Used","Continued","Not Used","Continued","Started","Not Used","Continued","Started","Started","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Started","Started","Continued",0,0,"Agency joined Handshake to partner with colleges and universities to expand for a more diverse applicant pool for recruitments",0,0,0,0,"No change","Compensation study was conducted and some employees salaries were adjusted","Yes",0,"Yes",0,"Yes, the agency will allow for dual incumbency when needed","This will need to evaluated","Agency provides resources for training for newly promoted supervisors","Agency provides opportunities for supervisors to attend external leadership development training",0,"Agency has offered online training for employes during COVID and utlizes courses in the Learning Center","No change","No change","In FY20 DCJS initiated a confidential culture survery to obtain on how employees feel about working at DCJS.","A DCJS Employee Recognition and Engagement policy has been drafted and is in the process of being finalized.","No change","The DCJS has a maximum employment level of 132 positions with an increase to 137 positions in FY21.  DCJS’s primary constituents are made up of local and state criminal justice agencies and practitioners; private agencies; businesses; federal, state, and local governments; and the public-at-large.  It is the primary criminal justice planning agency in Virginia. It is responsible for providing the data, planning and administration necessary for supporting policy and resource allocation across the criminal justice system. As with many other agencies across the Commonwealth, DCJS is comprised of a multi-generational workforce that possess specialized skills. DCJS has also experienced a growth in required personnel resources to support state legislation and the Governor’s strategic priorities as it relates to criminal justice efforts throughout the Commonwealth.    \n\nRisk factors to the agency include 10% of the agency's workforce is eligible to retire now, 10% is eligible to retire in the next five years, and 20% of eligible service retirements in the next five years are in critical positions.  The Division of Licensure and Regulatory Services is in a critical state as 54.5% of its workforce is eligible for retirement in the next 5 years, with 22% eligible to retire now which consists of two positions in key leadership roles. \n\nAction plan items have been formulated to address time to hire ratio, professional and leadership development, cross training, documentation of historical position knowledge, promoting employee engagement, and continuing with diversity and inclusion efforts. ",29,29,6,20,1,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,29,29,6,20,1,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,4,4,0,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,8,4,0,4,0,0,1,3,0,0,0,0,19,3,1,11,0,0,2,5,0,0,0,0,3,3,0,0,0,0,0,0,0,0,1,2,0,0,0,0,0,0,0,0,2,2,33,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,1,1,11,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,2,1,3,0,0,0,0,0,0,0,56,56,54,0,45,81,34,68,9,0,3,9,6,6,0,0,0.3,0.3,0,0,0,0,0,0,0,0,0,0.8,0.3,5.7,0,1.3,3.1,0,0,0,0,12.3,12.4,0,0,0,0,0,0,0,0,0,10.6,10.6,5.7,0,14.8,21.4,0,0,0,0,40.1,40.1,0,0,0,0,0,0,0,0,0,21.8,30.2,5.7,0,34.700000000000003,40.1,0,0,0,0,"","","","","","","","","","","","","","",10,"",11,11,0,1,3,0,55,1,14,31,5,6,5,6,2,0,"","","","","","","","","","","","","","","Medium","Low","Low","Medium","Low","Low","Low","Low","Medium","Low","Low","Medium","Low","Low","Low","Low","Low","Medium","Medium","Medium","Low","Low","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DCJS has started to make steps in aligning the agency's strategic mission, vision, goals, and objectives with areas of workforce development, operational development, diversity and inclusion, and creating a collaborative work environment.  The action plan consisted of DCJS time-to-hire rate being below or within the state's average; promoting employee career growth and development by providing opportunities to enhance skill acquisition through cross training and facilitate the transfer of historical knowledge through documentation of procedures; to improve on established relationship and partnerships with local colleges, universities, and outreach associations for the purpose of securing internship opportunities; create, lead, and promote supervisory workshops on leadership to enhance leadership effectiveness in the areas of succession planning, time management, and change management; enhancing employee engagement by developing an agency recognition policy and recognition program; and continue to review all employee compensation to ensure alignment with amrket and state data.  DCJS has made great progress in completing the FY20 action plan with three of the six goals achieved.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","DCJS is working to develop a transition or off boarding document that will allow all current employees to capture the historical knowledge, contact information, and functionality of positions within the agency.","1-2 Years","Talent Acquisition","","The agency has made progress towards this goal, but COVID has provided some challenges with recruiting.  The agency now has a practice in place for the recruitment process while handling interviews virtually.","Ongoing (No specific time frame)","Workforce Development","","DCJS is still in the process of working towards developing a workforce development and leadership program.","1-2 Years","Vacancy Risk","","The agency continues to review employee compensation to ensure alignment with market and state data.","Ongoing (No specific time frame)","Employee Engagement",0,"DCJS will continue an agency wide employee recognition celebration which recognized employee’s years of service, departmental achievement, program success, leadership, and team building.  DCJS will also continue to provide on the spot recognition by agency wide \"shout out\" by the agency head.  DCJS has improved its onboarding process and will continue with a book club and other resources for employees to have an opportunity to learn more about race, equity, diversity and inclusion in addition to training opportunities","Ongoing (No specific time frame)","Workforce Development",0,"The agency will continue with professional development opportunites and professional development days for all employees","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","The DCJS has a maximum employment level of 132 positions with an increase to 137 positions in FY21.  DCJS’s primary constituents are made up of local and state criminal justice agencies and practitioners; private agencies; businesses; federal, state, and local governments; and the public-at-large.  It is the primary criminal justice planning agency in Virginia. It is responsible for providing the data, planning and administration necessary for supporting policy and resource allocation across the criminal justice system. As with many other agencies across the Commonwealth, DCJS is comprised of a multi-generational workforce that possess specialized skills. DCJS has also experienced a growth in required personnel resources to support state legislation and the Governor’s strategic priorities as it relates to criminal justice efforts throughout the Commonwealth.    \n\nRisk factors to the agency include 10% of the agency's workforce is eligible to retire now, 10% is eligible to retire in the next five years, and 20% of eligible service retirements in the next five years are in critical positions.  The Division of Licensure and Regulatory Services is in a critical state as 54.5% of its workforce is eligible for retirement in the next 5 years, with 22% eligible to retire now which consists of two positions in key leadership roles. \n\nAction plan items have been formulated to address time to hire ratio, professional and leadership development, cross training, documentation of historical position knowledge, promoting employee engagement, and continuing with diversity and inclusion efforts. ",0,0,1,3,7,3,5,0,0,0,0,0,"10% of the agency's workforce is eligible to retire now, with an additional 10% eligible to retire in the next five years, and 20% of eligible service retirements in the next five years are in critical positions.","The agency's resignation rate is 2.7% with four separations being retirements.  ","DCJS regularly conducts compensation studys and makes in-band adjustments to utliers.","DCJS has an average employment of 10.3 years which indicates historical knowledge transfer is necessary due to specialization of jobs.","10% of the agency's workforce is eligible to retire now, with an additional 10% eligible to retire in the next five years, and 20% of eligible service retirements in the next five years are in critical positions.","DCJS's average time to fill is 55 days.  The agency's goal is to reduce the average time to 50 days as per the Think50! Initiative.","In some cases, due to specialized positions, the agency may need to cancel and repost certain recruitments or advertise as open until filled, which can lead to longer days to fill.","DCJS did not have to use retention or competitive offer incentives to retain workforce.","The agency follows DHRM's hiring policy,  but has no DCJS recruitment policy.  The agency is still working to develop and agency policy.  ","DCJS's average time to fill is 55 days.  The agency's goal is to reduce the average time to 50 days as per the Think50! Initiative.","In some cases, due to specialized positions, the agency may need to cancel and repost certain recruitments or advertise as open until filled, which can lead to longer days to fill.","Agency does not have identified career paths due to specialized positions.  DCJS is a small agency but offers team lead or supervisor positions when applicable to assist in promotional efforts.  ","In FY2020 DCJS initiated a confidential survery for employees to complete focused on agency culture to obtain their input on how employees feel about working at DCJS.","DCJS does not have issues with low productivity levels.","DCJS's strategic plan has been udpated and publicized for all employees.","A DCJS Employee Recognition and Engagement policy has been drafted and is in the process of being finalized.","DCJS has implemented some safety measures to minimize the threat of workplace violence.  No other work modifications have been identified.","The HR Department is in the process of developing and identifying internal and external professional development programs.  The agency does support employee's that wish to attend external development programs such as PMG and hosted an agency wide employee development day in FY2020.","The HR Department is in the process of developing and identifying internal and external professional development programs.  The agency does support employee's that wish to attend external development programs such as PMG and hosted an agency wide employee development day in FY2020.","The HR Department is in the process of developing and identifying internal and external professional development programs.  The agency does support employee's that wish to attend external development programs such as PMG and hosted an agency wide employee development day in FY2020.","DCJS uses PMIS, BES, HurMan, and TAL. ","DCJS uses PMIS, BES, HurMan, and TAL. ","HR policies and processes need to be housed on the intranet, manual process for record keeping, approval process for transactions and recruitment is manual.",87,37,1,1,0,0,0,0,146,13,20,14,"Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Continued","Started","Started","Started","Started","Started","Started","Not Used","Not Used","Not Used","Started","Not Used","Started","Started","Started","Started","Not Used","No change",0,"Agency joined Handshake to partner with colleges and universities to expand for a more diverse applicant pool for recruitments","No change",0,"Agency promotes internships and fellowship program","Agency developed a new employee orientation guide for managers/supervisors to follow for all new hires, agency hosts new employee welcome sessions to familiarize employees with the agency",0,0,0,0,0,"Agency conducts new employee orientation for all new employees and hosts new employee welcome sessions ","In FY20 DCJS initiated a confidential culture survery to obtain on how employees feel about working at DCJS.","Agency promotes CommonHealth and overall health and wellness of employees","Agency promotes CommonHealth and overall health and wellness of employees","A DCJS Employee Recognition and Engagement policy has been drafted and is in the process of being finalized. The agency does provide recognition leave and bonuses to employees","The agency hosted different employee engagement events throughout the FY year and a full day of employee celebration in FY20, the agency continued with online engagement events with COVID",0,0,0,"Agency hosted a training on erasing institutional bias and had another training scheduled that was cancelled due to COVID on implicit biases and behavior",0,"Yes","Agency head has lead the agency in sponsoring diversity & inclusion efforts; however, there is not a position designated solely for diversity & inclusion ","Yes","Yes",0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"One additional position (newly created position assessed as critical)","10% of the agency's workforce is eligible to retire now, with an additional 10% eligible to retire in the next five years, and 20% of eligible service retirements in the next five years are in critical positions.",0,0,0,5,5,0,"No","The agency's resignation rate is 2.7% with four separations being retirements.  ","DCJS's average time to fill is 55 days.  The agency's goal is to reduce the average time to 50 days as per the Think50! Initiative.",6,6,0,0,0,0,0,0,"The agency's data reflects an increase in female and minority leadership roles from FY19 to FY20.",11.03,12.81,11.22,14.46,11.33,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,0,3,2,0,0,0,0,0,0,"Very Difficult",0,0,6,3,0,2,0,0,0,0,"No comments to add","Vacancy Risk","Modified",0.1,"Talent Acquisition","Continuing",0.5,"Employee Engagement","Completed",1,"Employee Engagement","Completed",1,"Workforce Development","Modified",0.1,"Vacancy Risk","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,1,0,0,2,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0]
["Department of Education",2020,"Education","Education","Licenses",0,346,304,42,381,335,42,334.5,0,0,0,0,0,0,0,0,2,19,4,0,2,2,0,0,0,0,"Not Used","Not Used","Started","Not Used","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Not Used","Continued","Started","Continued","Not Used","Started","Continued","Continued","No Change",0,0,0,0,0,"No Change","No Change","We have begun looking at this.","No Change",0,"Has had for sometime.","We are working on this.",0,"No Change","No Change","Looking a ways to provide this.",0,"Continued going forward","Continued going forward","No Change","We are looking to start in FY 21","No Change","No Change","The Virginia Department of Education (VDOE) is a mid-size agency that has a MEL of 329.5 positions with a current employment of 290 full-time classified staff. The mission of VDOE is to lead and facilitate the development and implementation of a quality public education system that meets the needs of students and assist them in becoming educated, productive, responsible, and self-reliant citizens. The VDOE provides oversight and guidance to 132 school divisions with nearly 1.3 million students.\nVDOE continues to work on major overhaul of Virginia’s accreditation system that was introduced in spring of 2019. Reforms included: (1) Alignment to the Profile of Virginia Graduate; (2) Focusing on Equity Outcomes; (3) Including Student Growth; and (4) Measuring Student Engagement.\nIn the March, the COVID-19 Pandemic changed the way we do things and our thought process on how to achieve what is need to provide education for the students in the Commonwealth. The Department provided extensive guidance to local school division on how to move forward to complete the 2019-2020 school year.  The Department of Education in collaboration with the Governor’s Office and the Office of the Secretary of Education and the Board of Education created Recover Redesign and Restart 2020, a comprehensive plan that moves Virginia Learners and Educators Forward as we moved forward for the 2020-2021 school year.\nThe succession plan includes areas that VDOE sees as necessary to work strategically in pursuit of the agency goals. There are action plans that the agency intends to set forth to position the agency for optimal efficiency and continuity.\n",39,39,6,33,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,39,39,6,33,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,7,7,1,4,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,41,7,1,24,1,0,11,4,0,0,0,0,33,4,1,25,1,0,6,0,0,0,0,0,13,13,0,0,0,0,0,0,0,0,1,11,1,0,0,0,0,0,0,0,8,8,110,0,0,0,0,0,0,0,0,1,7,0,0,0,0,0,0,0,0,2,2,34,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,8,5,10,2,0,1,0,0,0,0,65,57,64,0,80,266,125,216,10,13,20,21,9,52,2,2,0,0,0,0,0,0,0,0,0,0,0,0.9,0,0,0,0.3,0.8,0,0,0,0,11.2,11.2,0,0,0,0,0,0,0,0,0,13.1,9.8000000000000007,9.3000000000000007,0,17.600000000000001,28.5,0,0,0,0,47.6,47.6,0,0,0,0,0,0,0,0,0,39.299999999999997,42.7,20.6,0,45.1,47.6,0,0,0,0,"","","","","","","","","","","","","","",8,"",8,6,2,0,1,2,64,1.4,8.0980000000000008,31.33,5,3,0,8,0,0,"","","","","","","","","","","","","","","Medium","N/A","Low","N/A","N/A","Low","N/A","Medium","N/A","N/A","N/A","Low","N/A","N/A","N/A","Medium","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"We continue to offer our agency meeting and incorporate professional development for all staff.  We begin on a small scale this year and will continue going forward to measure the engagement of  staff. We continues to look at  how we can address a more diverse and qualified workforce by posting job announcement on our social media post, using “Handshake” that sends our recruitments out to colleges and universities that have been selected to get the information out to a more diverse group than just the state recruitment system. We have also been sending to Veterans Services; send out notifications to all staff and ask that they forward to organization that participate in. We will continue to look at ways to develop the current and future workforce for advancement. Continuation within units to documents work processed and cross training so if positions become vacant the workflow continues. ","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","During agency meetings, we have continued to incorporate opportunities for professional development for all staff. We will continue to offer this networking opportunity to staff and develop other staff initiatives based on employee requests and/or needs. In an effort to improve employee engagement, we have identify a mechanism to measure the engagement of our staff.","Ongoing (No specific time frame)","Talent Acquisition","","We will continue to look for additional ways to reach out to a more diverse and qualiified population to fill position at the Department.","Ongoing (No specific time frame)","Workforce Development","","We will continue to look at ways to develp th current and future workforce  for advnancement .  We will continue to increae continuity within the units.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Education (VDOE) is a mid-size agency that has a MEL of 329.5 positions with a current employment of 290 full-time classified staff. The mission of VDOE is to lead and facilitate the development and implementation of a quality public education system that meets the needs of students and assist them in becoming educated, productive, responsible, and self-reliant citizens. The VDOE provides oversight and guidance to 132 school divisions with nearly 1.3 million students.\nVDOE continues to work on major overhaul of Virginia’s accreditation system that was introduced in spring of 2019. Reforms included: (1) Alignment to the Profile of Virginia Graduate; (2) Focusing on Equity Outcomes; (3) Including Student Growth; and (4) Measuring Student Engagement.\nIn the March, the COVID-19 Pandemic changed the way we do things and our thought process on how to achieve what is need to provide education for the students in the Commonwealth. The Department provided extensive guidance to local school division on how to move forward to complete the 2019-2020 school year.  The Department of Education in collaboration with the Governor’s Office and the Office of the Secretary of Education and the Board of Education created Recover Redesign and Restart 2020, a comprehensive plan that moves Virginia Learners and Educators Forward as we moved forward for the 2020-2021 school year.\nThe succession plan includes areas that VDOE sees as necessary to work strategically in pursuit of the agency goals. There are action plans that the agency intends to set forth to position the agency for optimal efficiency and continuity.\n",4,0,5,9,2,5,12,0,0,0,1,0,"With 41 employee, seven are critical positions; eligible to retire they will be a loss of institutional knowledge.",0,"With the flexabilty we have this is not as high of a risk factor.",0,0,"We continue to work to close the gap to reach the 50-day maximum.",0,"We the flexibility we have been able to adjust new hire salaries if we have the budget but is still difficult/challenging to align internal salaries with the budget constraints.",0,0,0,"There some opportunity for promotion of some roles and little for others.  This an area we need to look into as to how we can better provide those opportunities.   ",0,0,0,"In order to improve morale and employee satisfaction, VDOE needs to continue to develop a program to recognize our top performers.",0,0,0,0,0,0,0,221,100,6,18,1,0,0,0,29,293,304,9,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started",0,0,0,"No Change","No Change",0,"Due to Covid-19 we are doing this virutally",0,0,0,0,0,"No Change","No change","No Change","No Change","No Change",0,0,"No Change","No Change","No Change",0,"No Change","No Change","No Change","No Change","Has begin to look at this.","yes","no","no","yes","no","no","no","no","no","yes","yes","no","yes","no","no","yes","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","Yes",0,0,"The agency looks at positions held by directors and assistant superintendents as critical positions.  The agency continues to look at way to plan for sessions of these key staff.  During FY 20 an Assistant Superintendent for Budget and Finance was hired and come aboard in early July. It was evident that there was a need with the workload of the Deputy Superintendent that this new position would allow more concentration in the finance and budget area and it provided an opportunity for succession planning to gain an understanding of the critical job functions held within the Agency in the area of Budget, Finance and Operations. The agency continues to work with staff to ensure we have documented standing operating procedures for the critical positions we have identified.","Agency continues to look at the number of eligible retirement over all, especially in the area of the critical position and professional staff. We continue to look at ways to cross train staff and ensure that operations of the agency are not impacted when they leave.  ",16,16,0,5,4,0,"No","The number of voluntary separations and/or transfers are low concerning the total number of staff.  We receive notification we do look at options that we may have such as meeting a completive salary offer. Sometimes the employee is just ready for a new opportunity. ","The agency continues to work to shorten this number of days to hire with positions that have an actual close date and streamline the time it takes to fill our open to fill positons.  ",52,6,2,1,0,0,0,0,"This is very important to VDOE. This has been a topic of discussion for some time and during the FY20 year. We have set up committees by asking for staff  within the agency were interested to participate in diversity and inclusion to look at the topic that include representation form all levels of employees.  The work of the committee has already begun in the first quarter of FY21.",11.78,11.08,10.45,13.57,9.8000000000000007,8.4499999999999993,2.41,0,0,0,5,2,3,3,1,0,1,0,0,0,0,5,2,3,3,2,0,0,0,0,0,0,"Difficult",0,0,8,0,0,0,0,0,0,"o","The executive team continues to look at ways to increase employee satisfaction, to discuss those hard discussions around diversity and inclusion.   Looking for ways to improve our service to local school divisions. There have been many challenges during the COVID-19 Pandemic the execute team has done a great job in making sure staff understand we are in this together, providing more opportunities to meet with staff virtually. ","Employee Engagement","Continuing",0.5,"Talent Acquisition","Continuing",0.25,"Workforce Development","Continuing",0.1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Department of Elections",2020,"Administration","Government",0,0,48,43,5,56,48,8,49,0,0,0,0,0,0,0,0,2,33,1,0,8,4,0,0,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued",0,0,0,0,"Agency uses the Virginia Fellow's program and hires interns for possible future recruitment opportunities",0,"EWPs for all positions are on the HR drive","Each job position is reviewed prior to posting a vacancy","Managers evaluate salaries throughout the year to make sure they are competitive","Agency allows for telework and alternative work schedules","Agency provides bonuses for some certifications","Agency has a documented process for off boarding exiting employees","Agency positions have documented procedures","Agency has utilized dual incumbency in the past as needed","Supervisors are encouraged to provide cross training","Supervisors are encouraged to attend CMI training provided by PMG","Various training meetings and sessions are held throughout the year for supervisors",0,"Agency uses the Knowledge Center for some required trainings","All supervisors are encouraged to work with employees to seek outside training courses","Agency will pay for professional memberships and conferences for employees","A survey was sent this year asking employees about engagment, and our Brown Bag Chew & Chat meetings are a result of the surveys","Agency has a documented employee recognition policy","Agency is always looking to expand the employee recongition program","The Department of Elections (ELECT) promotes and supports accurate, fair, open and secure elections for the citizens of the Commonwealth.  ELECT continues to make substantial progress in making it easier for eligible Virginians to participate in elections.  ELECT is authorized to establish and maintain a statewide automated voter registration system to include procedures for ascertaining current addresses of registrants: to require cancellation of records for registrants no longer qualified: to provide electronic application for voter registration and absentee ballots; and to provide electronic delivery of absentee ballots to eligible military and overseas voters.",1,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,46,46,5,33,0,0,6,2,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,1,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,0,0,0,4,0,1,2,0,0,1,0,0,0,0,0,5,5,0,0,0,0,0,0,0,0,0,4,0,0,1,0,0,0,0,0,2,2,22,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,1,1,11,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,3,2,3,2,0,0,0,0,0,0,50,50,50,0,26,22,17,23,4,0,2,3,3,2,1,0,0.2,0.2,0,0,0,0,0,0,0,0,0,0,0.4,0,0,0.2,0.2,0,0,0,0,6.3,6.3,0,0,0,0,0,0,0,0,0,0,5.8,0,0,7.4,11.4,0,0,0,0,27.3,27.3,0,0,0,0,0,0,0,0,0,0,27.3,0,0,21.1,22.6,0,0,0,0,"","","","","","","","","","","","","","",8,"",8,2,0,0,0,4,84,0,9,28,6,2,3,5,1,0,"","","","","","","","","","","","","","","Medium","Low","Low","Medium","Medium","N/A","N/A","Low","N/A","N/A","Low","Low","N/A","Low","Low","Low","N/A","Low","Low","Low","N/A","N/A","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"ELECT has done a great job with continuing to cross train employees and acquiring new staff for redundancy in positions\nThe pandemic caused challenges for the agency with keeping employees engaged, but our Commissioner was very focused and dedicated to the safety, health and well-being of all employees.  During the times of social unrest in the area, he opened up the conversation of diversity and inclusion and welcomed employees to meet with him to share ideas.  As a result, ideas shared with employees were put into practice, and employee morale seemed to uptick.\nPrior to the pandemic the agency was very proactive with staffing needs, and worked to expedite the recruitment process.  After the hiring freeze, the agency still worked to prepare Hiring Requests as soon as possible and prioritized which position we would request permission to fill.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"Loss of institutional knowledge and specialized exerience due to voluntery turnover or retirement, single incumbent positions, or positions becoming vacant in 5 years due to retirement","6-12 Months","Vacancy Risk",0,"High percentage workforce in single incumbent position","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Elections (ELECT) promotes and supports accurate, fair, open and secure elections for the citizens of the Commonwealth.  ELECT continues to make substantial progress in making it easier for eligible Virginians to participate in elections.  ELECT is authorized to establish and maintain a statewide automated voter registration system to include procedures for ascertaining current addresses of registrants: to require cancellation of records for registrants no longer qualified: to provide electronic application for voter registration and absentee ballots; and to provide electronic delivery of absentee ballots to eligible military and overseas voters.",23,4,0,2,0,2,0,0,0,0,2,0,"Even with cross training and dual incumbency, you still risk losing institutional knowledge","Turnover is minimal for the agency","Agency reviews salaries and strives to keep salaries competitive","Agency has eliminated single incumbent positions where possible","Even though the agency is making progress to cross train, due to the size of the agency there is an inherent risk",0,0,"Agency continues to work to keep salaries competitive",0,0,"Agency utilizes whatever tools available to be more competitive for specialized functions (ex. tenure agreements for additional leave)","Being a small agency there isn't a lot of growth opportunities but we work to help employees grow professionally as much as possible in the position.",0,"Supervisors utilize the performance management system to work with employees to monitor productivity levels.","Supervisors work with the employees annually to review their EWP and evaluations to make sure their individual work is in alignment with the strategic direction of the agency","Agency works hard to reward top performers with in-band pay adjustments, or Extrodinary Contribution notices",0,"Agency encourages supervisors to use employee development plans","Agency encourages leadership training for all supervisors and managers to increase it's leadership bench strength and help develop leaders","Training is highly encouraged by the Agency Head, and employees are encouraged to seek whatever opportunities they find to develop themselves professionaly",0,0,"Agency strives to automate processes as much as possible",29,16,0,2,1,0,0,0,56,13,8,4,"Not Used","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Not Used","Started","Started","Started","Started","Not Used","Started","Started","Started","Started","Not Used","Not Used","Started","Started","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Information shared during Senior Management Meetings","Hiring process is documented for all managers/supervisors",0,"HR Liaison and hiring manager monitor vacancies that have been posted.","Agency considers \"fit\" for all candidates and positions",0,"Onboarding process is documented","Additional training is made available as needed for high potential employees",0,0,0,"Training courses each employee takes is tracked in a spreadsheet and kept on the HR drive",0,"Agency has a CVC committee to work on annual CVC events","Agency set up wellness check center in lobby in response to COVID.","Agency set up wellness check center in lobby in response to COVID.","Agency provided recognition bonuses for employees this year","Agency hosts several employee recognition lunches, and mailed care packages to employees during the pandemic",0,0,"Disablity etiquette discussed at staff meeting","Unconscious bias training provided at staff meeting",0,0,0,0,0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"There are no notable changes from last year in this area","There are no notable changes from last year",0,0,0,0,0,0,"No","The agency works hard to retain talent, however when individuals have better opportunities, we support their decision for voluntary separation","Every quarter the agency has averaged 50 days to fill positions.",2,3,0,0,0,0,0,0,"The agency has worked to improve it's diversity in hiring, and in pay equity.",6.2,6.51,5.19,8.01,0,8.2100000000000009,6.08,0,0,0,1,1,0,1,0,0,0,0,0,0,0,1,0,1,0,1,0,0,0,0,0,0,"Somewhat Difficult",0,0,5,2,0,1,0,0,0,0,"The executive team is always seeking ways to improve their professional managment skills to provide better leadership for the agency.","Workforce Development","Declined",0.9,"Employee Engagement","Continuing",0.5,"Workforce Development","Continuing",1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,1,0,0,0,0,0,0,0,0]
["Department of Emergency Management",2020,"Public Safety and Homeland Security","Public Safety",0,0,300,142,158,358,179,179,160,0,0,0,0,0,0,0,0,26,281,18,0,13,20,0,0,0,0,"Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Started","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","No Change",0,"Local Colleges and Universities",0,0,0,"No Change","No Change","Began a compensation study in May, 2020.","No Change",0,"Working to establish consistent off boarding practices",0,0,"No change","Completed supervisory training in January, 2020","No change",0,0,"Virginia Emergency Support Team (VEST) training is offerd weekly","Agency assists with Local and national memberships",0,"No change","No change","VDEM works works with governments and the private sector to lead Virginia’s all-hazards disaster preparedness, response, and recovery. VDEM is led by a State Coordinator and has 16 divisions organized into six bureaus: 911/Geospatial (Public Safety, Regionial Outreach, and VGIN Divisions); Policy and Communications Bureau (Communications and Project Management Divisions); Financial Management Bureau  (Fianance, Grants, and Procurement Divisions); Disaster Services (Planning, Response Programs, and Regional Support East and West Divisions); Mission Support (Facilities, Information Technology, Human Resources, and Training, Education and Exercises Divisions); and the VEST Bureau. Additionally, the agency staffs the Homeland Security Interoperability coordination functions located in the Secretary of Public Safety and Homeland Security’s office, provides analysts to the Virginia Fusion Center, and leads the Virginia Emergency Support Tea in the state Emergency Operations Center (EOC). Of the authorized 179 MEL, 77% are located in Richmond headquarters and EOC; 23% are strategically placed in 7 regions to improve customer service and speed disaster response.",52,142,15,24,5,0,3,5,0,0,0,0,0,0,0,0,0,0,0,0,142,142,15,111,7,0,4,5,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,6,3,1,2,0,0,1,2,0,0,0,0,18,3,2,13,0,0,1,2,0,0,0,0,15,15,0,0,0,0,0,0,0,0,4,8,3,0,0,0,0,0,0,0,14,14,74,0,0,0,0,0,0,0,0,3,8,3,0,0,0,0,0,0,0,0,0,22,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,10,5,14,0,1,0,0,0,0,0,104,0,0,0,195,105,51,249,50,0,22,16,5,33,7,0,0,0,0,0,0,0,0,0,0,0,0,0.8,0,0.1,0,4.5,0.1,0,0,0,0,7.9,7.9,0,0,0,0,0,0,0,0,0,5.6,5.0999999999999996,4.7,0,15.1,11.5,0,0,0,0,50.1,50.1,0,0,0,0,0,0,0,0,0,16.7,25.5,15.2,0,31.8,49.8,0,0,0,0,"","","","","","","","","","","","","","",1,"",1,1,0,0,0,0,0,2.1,2.1,2.1,1,0,1,0,0,0,"","","","","","","","","","","","","","","Low","Medium","Medium","Medium","Medium","Medium","Low","Medium","N/A","Medium","Low","low","Low","n/a","n/a","n/a","low","N/A","low","low","Low","Medium","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"1. Retention focus on New Employee Development:\na. Complete a new employee handbook to improve employee success: Status: 90 percent complete. New hand book along with new onboarding process is nearly fully developed.\nb. Establish professional standards course curricula to give employees a clear roadmap to learn technical aspects of their jobs. Status: The Agency has rolled out a new training development as part of onboarding so colleagues feel part of our team, understand out mission, and know that they can grow professionally within our organization. We are also creating an onboarding checklist that includes foundational training to help guide managers through the process of giving your new employee consistent information and feedback.\nc. Establish employee training program to complement the supervisor training program: Status: We are reviewing matrics and creating a list of manadated trainings for all employees.\n","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"The agency is commited to Diversity, Equity and Inclusion. Our goal is to increase our agency's  diverse makeup and increase our recruitment efforts by establishing affliations with Historically Black Colleges and Universities (HBCUs) and Hispanic Serving Institutions (HSIs).  ","Within 6 Months","Talent Acquisition",0,"Develop apprenticeship/internship oppoortunities for entry level positions to create a pipeline of new and diverse talent.","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","VDEM works works with governments and the private sector to lead Virginia’s all-hazards disaster preparedness, response, and recovery. VDEM is led by a State Coordinator and has 16 divisions organized into six bureaus: 911/Geospatial (Public Safety, Regionial Outreach, and VGIN Divisions); Policy and Communications Bureau (Communications and Project Management Divisions); Financial Management Bureau  (Fianance, Grants, and Procurement Divisions); Disaster Services (Planning, Response Programs, and Regional Support East and West Divisions); Mission Support (Facilities, Information Technology, Human Resources, and Training, Education and Exercises Divisions); and the VEST Bureau. Additionally, the agency staffs the Homeland Security Interoperability coordination functions located in the Secretary of Public Safety and Homeland Security’s office, provides analysts to the Virginia Fusion Center, and leads the Virginia Emergency Support Tea in the state Emergency Operations Center (EOC). Of the authorized 179 MEL, 77% are located in Richmond headquarters and EOC; 23% are strategically placed in 7 regions to improve customer service and speed disaster response.",142,0,4,2,4,5,3,0,0,0,0,0,"Agency has established a knowledge transfer procedure when an employee leaves. ","Exit interviews are conducted on outgoing employees to identigy reasons for leaving.","Agency has completed a slary study to ensure positions are classified appropriately and paid in-line with market rates.","Agency I is aware of those situations and working to minimize any adverse effects should an employee with unique duties leave.","While average tenure of employees at the agency is 7.9 years, the average tenure of employee in Administrator and professional categories is 4.9 to 5.6 years.","Positions are sometimes held vacant due to budgetary concerns.","Few positions required re-adverstising due to lack of talented candidates. ","A salary study has been completed and results are under review to ensure we are competitive.",0,"The agency has staffed at approximately 76% due to  budgetary concerns. Since May, 2020 we have increased hiring capacity.","Few positions required re-adverstising due to lack of talented candidates. ","Employees continue to have promotional opportunities.","Areas of opportunity have been identified by the agency and are being put into practice. ",0,0,0,"Any requests for modifications are reviewed and notifications are made as appropriate.",0,"Leadership bench strength is not lacking. However, we recently conducted an annual leadership training in January, 2020.","Employees have opportunities for internal or external development.","Agency is working to ensure that all equipment and programs are up-to-date.","Several components within IT are being addressed to transfer to the COV network.",0,249,34,6,6,0,0,0,5,0,131,57,1,"Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Not Used","Started","Started","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Started","Started","Not Used","Not Used","Started","Started","Started","Not Used","No Change","No Change","FEMA, Colleges and Universities, professional emergency management resources ","No Change","No Change",0,"Revised on boarding in progress","No change",0,0,0,0,"Creating a new on boarding process for all new hires","Minimal use during this past year due to agency relocation and COVID-19","Conducted through the Healt and Wellness benefits","Conducted through the Healt and Wellness benefits","No change","Limited due to COVID-19",0,"Completed for fy 2020","Training provide through Diversity, Equity and Inclusion training","Training provide through Diversity, Equity and Inclusion training",0,0,"State Coordinator is primary lead on all DEI initiatives","Working with local Colleges and Universities to recruit more diverse talent.","College and Universities",0,"yes","yes","yes","yes","no","no","no","no","yes","yes","yes","yes","no","yes","yes","yes","no","no","yes","no","yes","yes","yes","yes","no","yes","yes","yes","no","no","no","yes","no","no","no","yes","no","yes","no","no","no","yes","yes","yes","yes","no","yes","yes","no","no","yes","yes","No",0,0,"Noted SAU as a critical position due to daily manning requirements (2 staff per shift) and the continued/consistent turnover of this position. ","Noted increase in the number of professionals eligible to retire in 2020 increased by 62.5%. ",0,0,0,5,4,0,"No","Noted overall separations increased by 50% and separations in the first 5 years increased by 75%.","Due to COVID-19 Governor instituted hiring pause in the spring of 2020 as well as our practice of holding positions open for 30 days prior to posting. This increased the time to fill by seeking addtional approvals. ",249,34,6,6,0,0,0,5,"Diversity efforts have resulted in an overal increase of  117% for full time and wage employees as well as an increase in female leaders by 45%. Human Resources is developing relationships with HBCU's and VCCS to increase diversity efforts as well.",5.3,6.4,4.9000000000000004,6.2,3.2,0.5,0,0,0,0,10,4,6,10,0,0,0,0,0,0,0,5,4,1,5,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,0,1,0,0,0,0,0,0,"Unknow if any key trainings have occurred or been provided to the executive team. ","Talent Acquisition","Continuing",0.5,"Talent Acquisition","Continuing",0.95,"Workforce Development","Continuing",0.5,"Workforce Development","Continuing",0.25,"Employee Engagement","Continuing",0.95,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0]
["Department of Environmental Quality",2020,"Natural Resources","Environment & Natural Resources",0,0,797,779,18,964,919,45,978,0,0,0,0,0,0,0,0,97,621,27,0,14,38,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","No change.","Each year, the agency's Training Coordination Committee meets to identify skill gaps, and the committee uses that information to create the agency's Training Plan. Also, on a monthly basis, DEQ's Program Managers and agency leadership conduct an analysis of workforce needs to determine monthly recruitment priorities. ","DEQ has a paid internship program where we partner with two Virginia HBCUs. In addition to career fairs, we also attend other college/university events geared towards the environmental field. We partner with DVBI to fill temporary wage positions. We also sponsored a fellow as a part of the VA Tech VMF Program. ","We have successfully hired former interns for full-time, classified employment at DEQ. The agency also participated in the VMF Fellows Only recruitment event sponsored by DHRM. ","DEQ has a paid internship program where we partner with two Virginia HBCUs. In addition to career fairs, we attend other college/university events geared towards the environmental field. We also partner with DVBI to fill temporary wage positions. DEQ is in the final stages of development of a 2-year apprenticeship program.","DEQ actively recruits for agency only vacancies which almost always results in an internal promotion.","No change.","No change.","No change.","Through enhanced technology, during the COVID-19 pandemic, DEQ has expanded its teleworking capabilities to accommodate all positions that are telework eligible.",0,"DEQ supervisors are responsible for meeting with employees to discuss outstanding work load issues. The supervisor makes sure the separating employee turns in all state property, that all system(s) and building access is terminated, and that the final timecard has been submitted. The supevisor also submits a form to the Office of Information System to suspend all sign-ons and passwords as appropriate. Along with OIS, Fiscal Services and General Services are also notified that an employee has separated. Separating Employees are also highly encouraged to complete DHRM's Exit Survey.","No change.","No change.","No change.","No change.","No change.","Each year, employees are asked to complete an Employee Development Plan (EDP). All EDPs must be approved by the employee's supervisor. The Office of Training Services uses the completed EDPs  to create a Training Plan to meet the agency's training needs. ","At DEQ, the OTS utilizes GoTo Webinar and Articulate Storyline for employee development.","No change.","DEQ classified and wage employees with at least 12 months of state service may be reimbursed when they obtain or renew professional certifications or organizational memberships that are not required for the employee's job. The amount the agency pays is $250 per employee per fiscal year.  ","No change.","No change.","No change.","       The Department of Environmental Quality (DEQ) is the largest environmental agency in the Commonwealth of Virginia.  The DEQ Central Office is located in Richmond, and we have six regional offices across the Commonwealth. We coordinate staff and resources from the Agency's regional offices and divisions who administer state and federal environmental laws and regulations; issue environmental permits to businesses, localities and state/federal facilities; conduct inspections and monitor permitted facilities; address permit regulations when they are not met to ensure compliance.  Other programs cover a variety of environmental activities, such as improving the ability of businesses and local governments to protect the environment and offering technical and financial assistance for air and water quality improvements. \n       To ensure the continued mission of the DEQ, to protect and enhance Virginia’s environment, and promote the health and well-being of the citizens of the Commonwealth, we must sustain an outcome-oriented workforce and culture.   DEQ's leadership, including Agency Head, Executive Team members, and Regional and Division Directors are committed to the recruitment, development and subsequent retention of its workforce.  The commitment has been memorialized in the agency Strategic Plan which establishes agency priorities, focuses energy and resources, and ensures all outcomes support the agency's mission.  This includes identifying employees as one of the four Key Performance Areas (KPAs) of the plan.  The strategies include supporting a “One DEQ” collaboration culture; attracting, developing and retaining skilled professionals to meet agency priorities; and building a knowledge-retention and knowledge-sharing culture to support agency continuity.   Through its training and development opportunities, DEQ strives to achieve a workforce that is prepared for the future.\n       While key risk factors such as the loss of institutional knowledge due to retirements and non-competitive salaries in certain regions of the state are definitely of concern, the agency has continued to identify new opportunities to remain a leader in employing various best practices to address these concerns.  This includes a robust employee and management development programs, new employee agency orientation and mentoring, internship and agency partnering opportunities, and an engaged, committed Workforce Planning Committee.  \n       Due to COVID-19, as have many state agencies, DEQ has had to move many of its programs from face-to-face interaction to various virtual platforms.  This has had an impact on the agency leadership mentor/mentee interactions as well as having to find new ways to keep the synergy to the high level DEQ employees have become accustomed to.  While the intent is certainly to resume these interactions once it is deemed to be safe, we have worked tirelessly to ensure that all staff have the tools necessary to continue to be productive, develop their skills, and engage with agency leadership and one another.  DEQ continues to recruit for exceptional talent and potential, externally and internally, and develop and ready them for advancement.  As most of the programs and best practices are well-established and ongoing, we will continue to identify opportunities for recruiting, learning and developing and retaining the very best talent.\n",698,695,99,573,26,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,785,782,99,612,26,0,14,34,0,0,0,0,0,0,0,0,0,0,0,0,17,17,1,13,2,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,131,112,25,89,2,0,2,13,0,0,0,0,124,114,22,93,3,0,4,2,0,0,0,0,24,24,0,0,0,0,0,0,0,0,1,22,0,0,0,1,0,0,0,0,14,14,192,0,0,0,0,0,0,0,0,0,14,0,0,0,0,0,0,0,0,5,5,61,0,0,0,0,0,0,0,0,0,5,0,0,0,0,0,0,0,0,12,12,19,3,1,1,0,0,0,0,47,58,60,0,432,365,92,683,42,0,83,53,13,123,7,0,0,0,0,0,0,0,0,0,0,0,0,2.6,0,0.3,0,0.8,0.2,0,0,0,0,15.4,15.4,0,0,0,0,0,0,0,0,0,22.8,14.7,10.1,0,12.6,12.9,0,0,0,0,49.9,49.9,0,0,0,0,0,0,0,0,0,49.9,48.2,30.1,0,33.700000000000003,46.8,0,0,0,0,"","","","","","","","","","","","","","",10,"",10,10,0,0,2,4,0,2,19,44,6,4,1,9,0,0,"","","","","","","","","","","","","","","Medium","Low","Medium","Low","Low","Low","Low","Medium","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","low","low","Low","Low","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Workforce planning and employee development continues to be a key strategic initiatives for DEQ.  The majority of the development programs included in DEQ's Action Plan are successful, established, ongoing programs which have required little to no changes or updates.  The agency continues to build a knowledge-retention and knowledge-sharing culture to support agency continuity.  DEQ’s leadership including Agency Head, Executive Team members, Regional/Division Directors and program managers  continue to openly support and discuss workforce challenges, solutions and strategies in a variety of circles, and are actively engaged in developing and implementing strategies.  This open dialogue and visible support continues to drive recognition among employees that workforce planning is everyone's responsibility. \n\nDuring FY2020, the Workforce Planning Committee continued to focus on ways to enhance the agency’s leadership development, knowledge retention, University outreach and internship programs.  The Committee formed a subcommittee focused solely on the development of a strategic recruitment process.  DEQ’s annual training plan was also assessed and updated to provide unique opportunities for staff to gain new skills and knowledge and to strengthen existing abilities.  As with many of the agency's key initiatives, due to the impact of COVID-19, many the training and development opportunities have transitioned to a virtual platform.  However, they continue to be robust and provide for development of employee knowledge and skills, leadership talent and bench-strength for the future.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","Program Manager Development/Training & Cross Regional Program Manager Teams  - This is an established, ongoing DEQ program.","Ongoing (No specific time frame)","Workforce Development","","Agency Training Plan - This is an established, ongoing annual process.","Ongoing (No specific time frame)","Employee Engagement","","New Employee Orientation –  This is an established, ongoing process. The frequency of the NEO program is based on the total number of new hires needing agency orientation. ","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","Business Process Improvement (BPI) - An emerging leaders project is examining DEQ's continuous improvement process and structure and will be providing recommendations to the LT later in 2020.","Ongoing (No specific time frame)","Vacancy Risk","","Emerging Leaders Program - This is an established, ongoing program at DEQ.","Ongoing (No specific time frame)","Vacancy Risk","","Career Path -  This is an established, ongoing agency program. ","Ongoing (No specific time frame)","Technology & Organizational Inefficiencies",0,"Enterprise Content Management (ECM) System - All DEQ programs will be utilizing ECM for document storage. As a part of the IT strategic plan, DEQ's goal is to have all  information received and submitted electronically. This includes the conversion of seven paper forms to electronic  versions.","Ongoing (No specific time frame)","Vacancy Risk","","Onboarding Program (DEQ Guide Program) - This is a newly established, ongoing program at DEQ.","Ongoing (No specific time frame)","Talent Acquisition","","Apprenticeship Program - This program is still under development but has received tentative approval from the agency Leadership Team. Pending submission to DOLI for final review and approval.","6-12 Months","Talent Acquisition",0,"Develop Strategic Recruitment Plan.","6-12 Months","       The Department of Environmental Quality (DEQ) is the largest environmental agency in the Commonwealth of Virginia.  The DEQ Central Office is located in Richmond, and we have six regional offices across the Commonwealth. We coordinate staff and resources from the Agency's regional offices and divisions who administer state and federal environmental laws and regulations; issue environmental permits to businesses, localities and state/federal facilities; conduct inspections and monitor permitted facilities; address permit regulations when they are not met to ensure compliance.  Other programs cover a variety of environmental activities, such as improving the ability of businesses and local governments to protect the environment and offering technical and financial assistance for air and water quality improvements. \n       To ensure the continued mission of the DEQ, to protect and enhance Virginia’s environment, and promote the health and well-being of the citizens of the Commonwealth, we must sustain an outcome-oriented workforce and culture.   DEQ's leadership, including Agency Head, Executive Team members, and Regional and Division Directors are committed to the recruitment, development and subsequent retention of its workforce.  The commitment has been memorialized in the agency Strategic Plan which establishes agency priorities, focuses energy and resources, and ensures all outcomes support the agency's mission.  This includes identifying employees as one of the four Key Performance Areas (KPAs) of the plan.  The strategies include supporting a “One DEQ” collaboration culture; attracting, developing and retaining skilled professionals to meet agency priorities; and building a knowledge-retention and knowledge-sharing culture to support agency continuity.   Through its training and development opportunities, DEQ strives to achieve a workforce that is prepared for the future.\n       While key risk factors such as the loss of institutional knowledge due to retirements and non-competitive salaries in certain regions of the state are definitely of concern, the agency has continued to identify new opportunities to remain a leader in employing various best practices to address these concerns.  This includes a robust employee and management development programs, new employee agency orientation and mentoring, internship and agency partnering opportunities, and an engaged, committed Workforce Planning Committee.  \n       Due to COVID-19, as have many state agencies, DEQ has had to move many of its programs from face-to-face interaction to various virtual platforms.  This has had an impact on the agency leadership mentor/mentee interactions as well as having to find new ways to keep the synergy to the high level DEQ employees have become accustomed to.  While the intent is certainly to resume these interactions once it is deemed to be safe, we have worked tirelessly to ensure that all staff have the tools necessary to continue to be productive, develop their skills, and engage with agency leadership and one another.  DEQ continues to recruit for exceptional talent and potential, externally and internally, and develop and ready them for advancement.  As most of the programs and best practices are well-established and ongoing, we will continue to identify opportunities for recruiting, learning and developing and retaining the very best talent.\n",835,7,24,39,29,17,15,2,2,0,0,0,"While our voluntary separation rate remains low at 4%, our retirement eligibility within the next 5 years remains high and therefore poses a high risk for loss of institutional knowledge.","While, again, our voluntary separation rate remains low at 4%, it is primaily concentrated to our Professional staff.  While still relatively low totals, there was a 12% increase with voluntary separations for minorities.","While DEQ salaries are below private and federal sector markets in our Northern VA and Tidewater regions, we do review and when justified, approve competitive salary offers.","DEQ has a low number of single incumbent positions. Approximately 64% of our positions are in the Environmental Specialist II role. ","Based on current retirement eligibility data, the probability of our employees in single incumbent positions retiring within the next 5 years is still low. ","DEQ's time to fill is still well below the state's average, and improved for the agency in FY20.","DEQ seldom experiences failed searches and has a low risk of not being able to recruit for needed talent.","Salaries have historically been non-competitive with private and federal sectors in our Northern and Tidewater regions.","A formal recruitment strategy is currently being drafted.","DEQ rarely has to advertise positions as open until filled.","DEQ rarely experiences vacancies where positions are hard to fill. However, competition does create a challenge for retention.","DEQ actively recruits for agency only vacancies which almost always results in an internal promotion.","DEQ periodically conducts surveys to gauge employee engagement.","DEQ has not identified issues of low employee productivity. ","The agency has clear strategic goals related to employee engagement that are communicated by the agency head to new hires. ","DEQ annually rewards extraordinary contributors for their contributions to the agency. Employees are encouraged to recognize their co-workers with Instant Awards, Above & Beyond Awards, and ERP Awards. ","As a part of ongoing office renovations, the agency assesses physical workspaces to accommodate for team meetings and large group events. Individual cubicles and offices are also ergonomically designed to include standing desks and adequate workspace.","DEQ has a robust employee development program and requires each employee to complete an annual employee development plan.","DEQ has a robust leadership development program designed to develop bench strength for future leadership opportunities. ","DEQ updates its training and development opportunity plan each year, following input from employees, with development opportunities in various program areas.","DEQ stays up-to-date on software systems and updates hardware as scheduled.  Through LEAN assessments, DEQ frequently identifies ways for programs and systems to be more efficient.  ","DEQ has several integrated systems to include CEDS, ECM, GIS, etc. The challenge is keeping up-to-date with changes in technology. ","While DEQ manually keys data into various systems, automation is key to system integration. All DEQ programs are moving to electronic document storage in ECM, and paper forms are being converted to electronic versions.  ",703,50,10,31,3,0,0,0,46,148,136,12,"Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Started","Started","Continued","Not Used","No change.","No change.","The agency utilizes multiple recruitment channels to include Monster.com, Handshake, job/career fairs, and various environmental journals and periodicals.","No change.","No change.","No change.","No change.","No change.","No change.","No change.","DEQ has a Job Partnering Program, and employees mapped at the Senior II level in our Career Path Program are assigned special projects. ","The OTS utilizes VLC reporting and financial reporting to track training and development metrics.","All new employees attend a HR NEO on Day 1. There is also an agency-wide NEO hosted by OTS at least twice a year that new employees are required to attend. ","DEQ has an Employee Association designed to encourage employee engagement in various activities throughout the year. DEQ periodically conducts an employee engagement/culture survey. ","DEQ employees actively participates in CommonHealth activities both online and in-house. ","DEQ employees actively participates in CommonHealth activities both online and in-house. ","At DEQ, employees who receive an overall rating of ExtraOrdinary Contributor are awarded 16.0 hours of recognition leave. Employees also have an opportunity to select recognition leave as their award if they are selected for an Above and Beyond Award and/or an agency ERP Award. ","DEQ has an Employee Association designed to encourage employee engagement in various activities throughout the year. DEQ periodically conducts an employee engagement/culture survey. ","As a part of ongoing office renovations, the agency assesses physical workspaces to accommodate for team meetings and large group events. Individual cubicles and offices are also ergonomically designed to include standing desks and adequate workspace.","No change.",0,0,"DEQ continues to partner with DVBI to fill temporary wage positions.","The agency's external website was updated to ensure accessibility to all internal and external customers.","At DEQ, the Human Resources Director is a part of the Leadership Team.","DEQ is in the process of integrating diversity and inclusion strategies into its recruitment process.","onnecting and collaberating with resource groups and community outreach groups is very important to DEQ.",0,"no","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","yes","no","yes","No",0,0,"There were no changes to how we assessed critical positions in FY2020.","DEQ retirements and the number of employees who are eligible to retire remain relatively stable in FY2020.",0,0,0,8,2,0,"No","Overall, the total number of voluntary separations decreased. However, we did see a slight increase in the total number that voluntarily separated during their probationary period. 40% of the voluntary resignations where the employee had 1 year of service or less were due to a better job. The other employees left because they required sponsorship, were leaving the area, or had ill health. 16% percent of employee separations were Black and/or Hispanic, which is up 13% from FY19.","Our average number of days to fill a vacant position improved in FY2020.",123,5,1,6,1,0,0,0,"In FY2020, we increased our representation with Veterans and Total Minorities. ",16.37,14.25,15.5,17.100000000000001,12.8,13,9.6,0,0,0,7,1,6,7,0,0,0,0,0,0,0,28,14,14,26,0,0,2,0,0,0,0,"Difficult",0,0,9,1,0,0,0,0,0,0,"There were no significant changes in our Executive Team for FY2020.","Workforce Development","Continuing",0,"Workforce Development","Continuing",0,"Employee Engagement","Continuing",0,"Technology & Organizational inefficiencies","Continuing",0,"Vacancy Risk","Continuing",0,"Vacancy Risk","Continuing",0,"Employee Engagement","Continuing",0,"Vacancy Risk","Continuing",0,"Talent Acquisition","Continuing",90,"Talent Acquisition","Continuing",0,0,3,0,0,0,2,0,0,0,2,0,0,0,2,0,0,0,1,0,0,0,0,0,0]
["Department of Forensic Science",2020,"Public Safety and Homeland Security","Public Safety",0,0,331,310,21,350,329,21,329,0,0,0,0,0,0,0,0,12,249,3,17,25,15,10,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","Agency Director's Office and the Division of Technical Services, to include the Program Managers, conduct workforce needs assessments. ","Agency partners with the Forensic Science Departemnts of VCU, James Madison University, Old Dominion University, Marshall University and Virginia Tech for internship opportunities","The Agency works with university Forensic Science programs and professional organizations to recruit & select Forensic Scientist Trainees and qualified candidates.","Agency utilizes an internship program.","On a limited bases, the agency will advertise positions as ageny only where appropriate.","No Change","No Change","No Change","No Change","No Change","The Agency utilizes a Supervisor Exit Checklist that walks supervisors through an employee off boarding process.","No Change","No Change","No Change","No Change","No Change","The Agency utilizes individual development plans to help employees improve current job performance.","The Agency utilizes the Learning Center for Executive Branch Employee mandatory training.","No Change","The Agency provides financial assistance for professional memberships and/or conferences.","No Change","No Change","No Change","The Department of Forensic Science’s mission is to provide laboratory services in criminal matters in the Commonwealth of Virginia, support the criminal justice system with quality and timely services, and advance the understanding of forensic science in order to promote public safety.\n\nOne of the challenges in the field of Forensic Science is the acquisition of qualified staff in the required scientific disciplines.   In order to fill positions with limited qualified applicants, DFS has developed a process of hiring and training individuals with the necessary educational credentials, but without the practical experience. In order to retain trained scientists, DFS utilizes a compensation plan developed in conjunction with the Department of Human Resource Management, which rewards and encourages staff development. \n\nThe Department has also implemented mandatory annual training for all supervisors to help provide its managers with the knowledge and skills they need to effectively manage their employees. Legal training is provided annually to address changes in laws and/or results of legal cases that impact DFS. All staff are encouraged to remain abreast of current trends in their field and are expected to acquire between 4 and 8 hours of technical or position specific training beyond those described above. \n",12,12,10,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,350,329,15,266,12,16,18,15,8,0,0,0,0,0,0,0,0,0,0,0,6,6,0,2,0,1,0,3,0,0,0,0,0,0,0,0,0,0,0,0,23,2,2,13,0,2,1,3,2,0,0,0,25,6,4,13,0,1,2,3,2,0,0,0,27,23,0,0,0,0,0,0,0,0,0,10,0,7,3,5,2,0,0,0,17,13,128,0,0,0,0,0,0,0,0,0,6,0,5,3,1,2,0,0,0,8,5,25,0,0,0,0,0,0,0,0,0,1,0,0,4,2,1,0,0,0,8,19,21,4,1,1,0,0,0,0,106,187,79,0,107,224,36,269,15,1,26,29,3,56,1,1,0,0,0,0,0,0,0,0,0,0,0,9,0,0,0,0,0,0,0,0,0,10.6,10.6,2.5,0,0,0,0,0,0,0,0,20.09,6.75,6.6,1.5,9.75,13.3,4,0,0,0,33,33,8.8000000000000007,0,0,0,0,0,0,0,0,31,40,19,28,19,37,17,0,0,0,"","","","","","","","","","","","","","",5,"",5,3,0,0,1,1,"n/a",21,22,34,2,3,3,2,2,0,"","","","","","","","","","","","","","","High","Low","Medium","Medium","Medium","High","Medium","Medium","N/A","Medium","Medium","High","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DFS has implemented multiple strategies to include initial training of individuals with the necessary educational credentials, but without the practical experience; ongoing compensation plan development and cross training of staff.  \n\nMission critical positions are monitored in order to quickly identify potential vacancies and to take action to fill quickly.  Also when potential vacancies are identified, transitional training is provided to ensure a smooth transition to continue fluid operations and minimize loss of institutional knowledge.\n","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","n/a","1-2 Years","Talent Acquisition","","Through the COVID-19 pandemic, the Agency has recruited for and filled 29 classified positions.  Of the 329 positions held at DFS, 320 of those positions are filled.  An additional four positions have been accepted by candidates and a future start date for each has been established. ","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Forensic Science’s mission is to provide laboratory services in criminal matters in the Commonwealth of Virginia, support the criminal justice system with quality and timely services, and advance the understanding of forensic science in order to promote public safety.\n\nOne of the challenges in the field of Forensic Science is the acquisition of qualified staff in the required scientific disciplines.   In order to fill positions with limited qualified applicants, DFS has developed a process of hiring and training individuals with the necessary educational credentials, but without the practical experience. In order to retain trained scientists, DFS utilizes a compensation plan developed in conjunction with the Department of Human Resource Management, which rewards and encourages staff development. \n\nThe Department has also implemented mandatory annual training for all supervisors to help provide its managers with the knowledge and skills they need to effectively manage their employees. Legal training is provided annually to address changes in laws and/or results of legal cases that impact DFS. All staff are encouraged to remain abreast of current trends in their field and are expected to acquire between 4 and 8 hours of technical or position specific training beyond those described above. \n",331,0,5,5,4,5,6,0,0,0,1,0,"Higher level of tenured employees holding institutional knowledge and/or specialized skills are at or near full retirement eligibility.  The Agency has completed a succesion plan to assist in the transfer of business processes, institutional policies and practices, and historical knowledge to other staff members.","The majority of positions in the Agency are considered high skilled positions that hold specialized training and knowledge.  These positions have limited competition in the labor force. ","The Agency offers a competitive compensation package for Forensic Scientists that limits market pressure with exception to positions located NOVA. The Agency has noted challenges with the skilled trades statewide. In addition, the Agency has conducted a salary study for Evidence Receiving Specialists and the study is currently under review.","Critical administrative positions that perform unique duties are not replicated in the Agency.","Several incumbents in critical administrative positions are at or near full retirement eligibiity.  ","Recruitment & selection for the Agency's highly skilled positions inheritantly take longer (i.e., job posting timeframe, submission & review of applicant training & transcript documentation, two stage interview process).  In addition, if the position cannot be filled by a highly skilled applicant, the Agency will continue the recruitment & selection process for a  trainee applicant.","While recruitment & selection for qualified Forensic Scientists can be limited in certain disciplines, the applicant pool generally contains applicants that meet the trainee level. ","For positions within the Northern Virginia area, several employment offers were declined due to salary.",0,"Certain Forensic Science disciplines and skilled trades are subject to extended and/or open until filled recruitments and readvertisements.","The Agency has limited competition for specialized functions.","Due to Agency size, there is limited promotional opportunities.",0,0,0,0,0,0,0,0,"Outdated systems are currently used in specific administrative areas (i.e., HR - PMIS).","IT systems lack coordination across various platforms, both internal and external.","Administrative functions carry a heavy reliance on manual processes.",289,24,6,12,0,0,0,0,37,10,19,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","No Change","The Agency utilizes various on-line recruitment sites exclusive to Forensic Science and specific disciplines within.","No Change","No Change",0,"No Change","No Change","No Change",0,0,"The Agency utilizes Qualtrax Software & the Learning Center to assist with training & development tracking.","Human Resources conducts in-person and/or video orientation for all new hires.","Employee led committees plan lab engagement events.","The Agency schedules annual on-site flu shots and participates in CommonHealth and the on-site Weight Watchers program.","The Agency schedules annual on-site flu shots and participates in CommonHealth and the on-site Weight Watchers program.","The Agency provides recognition leave to acknowledge important contributions to the overall objectives of the Agency.","The Agency hosts events for National Forensic Science Week, Employee Appreciation Week, Service Awards and other employee social events.","The Agency engages in an interactive process with employees to determine accommodation(s) and other facility enhancements as needed.  The Agency is currently designing new laboratory facilities.  ","The Agency submitted plans as requested by DHRM.",0,"The Agency conducted unconscious bias training within the Agency.","Agency has engaged in partnerships in the past and will continue partnerships where applicable.","Requests are handled on a case-by-case basis with employees.","The Director of Human Resources provides recommendations for diversity & inclusion.","Agency is working with colleges/universities and the Forensic Science community.","Through Forensic Science professional organizations","The Agency utilizes data tools created in-house to assist with WF planning and development.","no","no","no","yes","no","no","no","no","no","no","no","no","no","yes","yes","no","yes","no","no","yes","yes","no","no","no","no","no","yes","no","no","no","yes","no","no","yes","yes","yes","yes","yes","yes","no","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",0,21,"n/a","n/a",4,4,3,3,0,0,"Yes","n/a","Adjustment to Covid-19 protocols negatively impacted 2nd Quarter's time to fill.",52,2,0,1,0,0,0,0,"n/a",45,41,42,45,37,40,0,0,0,0,5,0,5,3,1,1,0,0,0,0,0,8,4,4,7,1,0,0,0,0,0,0,"Somewhat Difficult",0,0,2,2,0,1,0,0,0,0,"n/a","Vacancy Risk","Continuing",0.4,"Talent Acquisition","Continuing",0.9,0,0,0,0,"Completed",1,0,"Completed",100,0,"Completed",100,0,"Completed",100,0,"Completed",100,0,"Completed",100,0,"Completed",100,0,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Department of Forestry",2020,"Agriculture and Forestry","Environment & Natural Resources",0,0,287,228,59,335,251,84,279,0,0,0,0,0,0,0,0,17,137,6,0,65,17,38,7,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Not Used","Continued","Started",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"\nThe Virginia Department of Forestry (VDOF) takes pride in a 100+ year history of protecting and developing healthy, sustainable forest resources for Virginians as well as being a national leader in program innovation. This workforce plan integrates the agency's history of employee development from within the organization augmented with innovation in apprenticeships, internships, fellowships and recruitment. The plan includes Talent Acquisitions and Talent Management approaches to equip our 230+ fulltime employees located in over forty sites and responding to emergencies statewide with developmental tools for their success. Today, VDOF has nearly 21% of its workforce eligible for retirement, and by 2022 this is expected to climb to above 34%. The greatest impact is found in our trades and automotive maintenance roles with at least one executive leader’s position affected. The Utilization/Marketing critical position remains an occupational role with no clear career path/progression. Because of the agency's significant fleet and facility inventory, the trades' occupational roles present the greatest risk. Field leadership retirements are typically mitigated by established VDOF hierarchy; and retirements from non-leader field occupations are diligently addressed through talent acquisitions strategies.\n",12,12,2,3,0,0,0,1,5,1,0,0,0,0,0,0,0,0,0,0,46,46,9,21,0,0,0,7,8,1,0,0,0,0,0,0,0,0,0,0,11,11,0,5,1,0,3,0,2,0,0,0,0,0,0,0,0,0,0,0,50,12,4,23,0,0,12,5,6,0,0,0,28,12,0,22,0,0,2,4,0,0,0,0,7,7,0,0,0,0,0,0,0,0,0,6,0,0,1,0,0,0,0,0,2,2,61,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,1,1,16,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,4,3,7,0,0,0,0,0,0,0,45,46,46,0,218,69,9,213,10,0,35,5,2,38,1,0,0,0,0,0,0,0,0,0,0,0,0,0.5,0,0.8,0,0,0.8,2.4,19.5,0,0,16.3,16.3,0,0,0,0,0,0,0,0,0,19.3,16.2,12.3,0,13.8,18.2,24.2,19.5,0,0,41.7,41.7,0,0,0,0,0,0,0,0,0,38.4,41.7,19.8,0,41.2,35.5,40.799999999999997,19.5,0,0,"","","","","","","","","","","","","","",7,"",7,0,0,1,1,1,"46 days",3.08,13.83,24.25,5,2,1,6,3,0,"","","","","","","","","","","","","","","Low","Low","Low","N/A","High","N/A","Low","Low","N/A","N/A","N/A","Low","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"In FY2020 we welcomed our third consecutive internship class and finalized/obtained general assembly funding to implement our Registered Apprentice program. Although COVID-19 prevented our approved funding allocation, we were able to identify existing vacancies that can be classified as apprentices within VDOF and support moving forward. Our goal remains to concentrate on recruiting high school graduates and veterans into apprenticeship roles. Likewise, our continuous leadership development program allowed us to identify and select internal talent to attend VEI, CMI, ESI, FFS and VNRLI programs - leading to talent development in alignment with future succession planning needs. Lastly, our concerted efforts to develop career models for Forester and Forest Technicians yielded the immediate implementation of a First Year Career Development Guide for new employees to complete within their probationary year and in direct alignment with ten career competencies’, which now serves as the foundation for a sound career model. Although most of our action items were successfully completed or are in a continuing status, some delays were the result of the abrupt change in priorities as a result of COVIF-19.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"Finalize the implementation of the Veterans Fellowship Program, which will assist in incorporating separating/transitioning talent from the armed forces into trade and forestry careers with VDOF.","6-12 Months","Workforce Development",0,"Implement new leadership educational tracks with University of Richmond  and the Chief of Police Leadership School.","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","\nThe Virginia Department of Forestry (VDOF) takes pride in a 100+ year history of protecting and developing healthy, sustainable forest resources for Virginians as well as being a national leader in program innovation. This workforce plan integrates the agency's history of employee development from within the organization augmented with innovation in apprenticeships, internships, fellowships and recruitment. The plan includes Talent Acquisitions and Talent Management approaches to equip our 230+ fulltime employees located in over forty sites and responding to emergencies statewide with developmental tools for their success. Today, VDOF has nearly 21% of its workforce eligible for retirement, and by 2022 this is expected to climb to above 34%. The greatest impact is found in our trades and automotive maintenance roles with at least one executive leader’s position affected. The Utilization/Marketing critical position remains an occupational role with no clear career path/progression. Because of the agency's significant fleet and facility inventory, the trades' occupational roles present the greatest risk. Field leadership retirements are typically mitigated by established VDOF hierarchy; and retirements from non-leader field occupations are diligently addressed through talent acquisitions strategies.\n",225,1,2,3,11,6,6,0,0,0,0,0,"A primary concern for trade and maintenance roles within the agency. The skill's drain will be temporary until a replacement is properly on boarded.","Affects our Forest Technician's population; the competitive market requires most applicants to possess a bachelor’s degree; yet the increases in salary cannot often parallel their continuous service time.\n","By not having a service step system that incentives increases in salary with years of service; seasoned employees are left only\nwith opportunities in the private sector.",0,"The biggest impact is in our trades and automotive maintenance career fields. It is here where our apprentice program may aid in filling the gap.\n",0,"Only when positons are specific to IT community or related to information systems professionals. Requires agency to conduct\nmultiple hiring windows.\n","Competition for seasoned foresters with industry; hinders recruitment at supervisory level.\n",0,0,0,"Most of our field-level employees benefit from customary promotion opportunities; yet administrative support personnel lacks direct path or avenues for promotion and growth.\n",0,0,0,0,0,0,0,0,0,0,0,262,21,2,2,0,0,0,0,335,45,48,1,"Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Started","Started","Continued","Not Used","Continued",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","yes","yes","yes","no","yes","no","No",0,0,"Central critical positional needs are highlighted by our building and grounds staff, Western Region administrative support, two automotive maintenance roles, a facility operations role, a senior executive and the directors of fire and forest resource programs. ","Our retirement projections continue in a steady state and the implementation of our “Intent to Retire” Form has allowed for better forecasting of critical needs and realignment of future opportunities.",0,0,0,1,1,0,"Yes","Leadership and mentorship efforts across the agency ensures low attrition rates for employees with 0-5 years of service and probationary year employees.","Our concerted efforts have successfully led to exceeding the Time to Fill days.",38,1,0,1,0,0,0,0,"Our goal is to increase the talent pool by developing internal talent into leadership roles. We have been able to increase veteran hiring and made sight improvements with minority hires in Headquarters-centered positions -- we need to create similar momentum for field roles.",17.32,12.57,16.16,25.14,15.08,1.67,0,0,0,0,4,4,0,4,0,0,0,0,0,0,0,7,4,3,7,0,0,0,0,0,0,0,"Somewhat Easy",0,0,6,0,1,0,0,0,0,0,"Executive team members are developed in accordance with personal/previous career development plans and recommended education seeks to fill gaps while ensuring educational opportunities complementary to the overall characteristics of the executive team.","Vacancy Risk","Continuing",0.25,"Vacancy Risk","Continuing",0,"Vacancy Risk","Completed",1,"Vacancy Risk","Continuing",1,"Talent Acquisition","Continuing",100,"Talent Acquisition","Continuing",50,"Employee Engagement","Continuing",50,0,0,0,0,0,0,0,0,0,1,3,0,0,0,2,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Department of General Services",2020,"Administration","Government",0,0,648,636,12,648,636,12,674,0,0,0,0,0,0,0,0,45,351,25,5,54,24,77,67,0,0,"Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Started","Continued","Continued","Agency Division/Staff Directors provide input to the agency plan.",0,"DGS partners with DVS, DARS","In some areas interns and contractors, but does not meet all talent needs","DCLS' internship program and the VMF program were impacted by the pandemic this year.","DGS rarely posts positions as agency only in order to maximize and diversify talent pools","Same as last year","Same as last year","Yes, limited within funding constraints","Significantly increased telework during pandemic. ","Currently developing an incentive program for Certified Lab Director.","Agency has off boarding process and encourages employees to respond to the exit interview.","Some positions have documented position procedures, work on this practice continues.","Yes, for critical positions","Yes, as appropriate","Same as last year","Continued use of VCU/PMG leadership development courses for supervisors. Have utilized virtual programs during the pandemic.","Same as last year","COV Learning Center, DPS ","Numerous internal and external training opportunities are provided.","Yes, for job related professional organizations, if funding available.","DCLS division-wide survey led to strategic implementation teams. Other areas of the agency  have confidential suggestion boxes.","No change, but recognition leave was not awarded during PSW this year.","Implemented service recognition for employees with one and three years of service.","The Department of General Services (DGS) is a service agency supporting the mission of governments by delivering quality, cost-effective, timely, safe and secure laboratory, engineering and architecture, procurement, real estate, vehicle management, and graphic design services, while also serving business and citizens.\n\nDGS offices are primarily located in the Capitol Complex. The Division of Consolidated Laboratory Services (DCLS) is located in the Virginia Biotechnology Research Park. The Virginia Distribution Center (VDC) is located in Sandston, and the Office of Surplus Property Management has locations in eastern Henrico County and Wytheville.\n\nDGS is committed to developing and administering an effective plan that anticipates staffing needs and determines action needed to maintain a well-qualified work force. This plan addresses significant challenges facing the agency that include an aging workforce, a large number of vacant positions, an increased number of employees eligible to retire immediately, and the loss of agency knowledge and expertise of experienced employees due to turnover.",133,133,28,89,3,0,4,2,5,2,0,0,0,0,0,0,0,0,0,0,636,636,45,347,25,5,54,21,74,65,0,0,0,0,0,0,0,0,0,0,24,24,3,16,1,0,1,1,1,1,0,0,0,0,0,0,0,0,0,0,98,27,9,37,2,5,17,7,12,9,0,0,85,17,5,43,4,0,5,2,14,12,0,0,21,21,0,0,0,0,0,0,0,0,1,13,0,0,2,1,0,4,0,0,18,18,198,0,0,0,0,0,0,0,0,0,11,0,0,2,1,0,4,0,0,7,7,49,0,0,0,0,0,0,0,0,0,5,0,0,0,0,0,0,2,0,9,12,9,9,0,3,0,0,0,0,81,89,115,0,302,346,248,371,46,12,66,50,27,89,11,2,0.1,0.1,0,0,0,0,0,0,0,0,0,3.2,0.1,0.3,16.3,0.3,0.6,0.2,0.3,0,0,12.6,12.6,0,0,0,0,0,0,0,0,0,18.7,11.4,12.8,30,17.2,13.7,11.8,10.9,0,0,52.3,52.3,0,0,0,0,0,0,0,0,0,39.299999999999997,45.9,40,40.200000000000003,47.9,52.3,40.4,39.9,0,0,"","","","","","","","","","","","","","",11,"",11,9,0,0,2,4,0,1.1000000000000001,16.75,30.6,7,4,2,9,4,0,"","","","","","","","","","","","","","","High","Medium","High","Medium","Medium","High","Medium","Medium","Low","Medium","High","Medium","Low","Low","Low","Medium","Low","Medium","Medium","Low","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The action plan for FY20 was significantly affected by the pandemic and DGS' responsibilities for COVID-19 response. Even so, the agency continued to make progress  on it's goals as described below. Action item number 7, filling critical Director level positions, under Talent Aquisition was completed. The other action items are ongoing, continuous best practices.                                                                                                                                                                                                                                                                                                                                                                                                                                                                     DGS was recognized in DHRM's Workforce Planning Best Practices Guide in 2020.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"To combate vacancy risk of the Laboratory Director position, DGS will  Implement an incentive plan for eligible  employees to obtain high complexity laboratory board certification and an incentive plan for hiring candidates who have board certification.  This item also falls into Talent Acquisition and Workforce Development categories.","Within 6 Months","Workforce Development","","Supervisory and leadership training continued in FY20, however some planned face to face training programs were cancelled due to COVID-19. The agency continued to use online resources. DCLS worked with APHL to identify a series of courses and other trainings. ","Ongoing (No specific time frame)","Vacancy Risk","","Continue to use COV retention tools as funding allows and monitor CoV Exit Survey data. DCLS began implementation of a START program (Square One, Training, Administration, Review, Transition of Duties) for onboarding new employees. Onboarding team checks in with new hires.","Ongoing (No specific time frame)","Talent Acquisition","","Continue to pursue funding for DCLS salary adjustments. Other initiatives completed. DCLS developed career recruitment flyers to be used at job fairs and DCLS events. Employee testimonials posted on the DGS website. EWPs were updated to facilitate the hiring process. DGS hired a recruiter dedicated to handling DCLS positions.  ","Ongoing (No specific time frame)","Vacancy Risk","","Knowledge transfer - this is an ongoing goal as procedures and guidelines must be continuoulsy updated. DPS has partially completed the DPS Bureau Operations Manual. DREFM documented job processes and cross-trained staff. ","Ongoing (No specific time frame)","Employee Engagement","","Implemented service recognition for employees with one and three years of service. Virtual events replaced face to face events due to COVID-19. Telework increased significantly during the pandemic, although many areas of DGS have essential positions. DCLS obtained a Kaizen Board.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","DGS ISS staff continue to support DGS divisions. SharePoint is used for sharing information and emphasizing group goals; utilization of technology for virtual meetings, training, orientation, onboarding. ","Ongoing (No specific time frame)","Talent Acquisition","6-12 Months","Complete recruitment and selection process in order to fill the Assistant Controller and Controller positions.","6-12 Months","","","","","","","","","The Department of General Services (DGS) is a service agency supporting the mission of governments by delivering quality, cost-effective, timely, safe and secure laboratory, engineering and architecture, procurement, real estate, vehicle management, and graphic design services, while also serving business and citizens.\n\nDGS offices are primarily located in the Capitol Complex. The Division of Consolidated Laboratory Services (DCLS) is located in the Virginia Biotechnology Research Park. The Virginia Distribution Center (VDC) is located in Sandston, and the Office of Surplus Property Management has locations in eastern Henrico County and Wytheville.\n\nDGS is committed to developing and administering an effective plan that anticipates staffing needs and determines action needed to maintain a well-qualified work force. This plan addresses significant challenges facing the agency that include an aging workforce, a large number of vacant positions, an increased number of employees eligible to retire immediately, and the loss of agency knowledge and expertise of experienced employees due to turnover.",587,10,12,17,12,26,18,2,2,0,1,1,"15.4% of non-executive employees are eligible to retire today. Another 14% will be eligible to retire within the next 5 years.","High turnover of certain occupational groups including scientists and housekeeping.","This is particularly an issue for the Division of Consolidated Laboratory Services.","DCLS Director must be a board certified CLIA High Complexity Laboratory Director. There are specialized positions throughout the agency (engineers, scientists, elevator).","This is particularly an issue for the Division of Engineering and Buildings. 25% of the division's staff is currently eligible for retirement.","Extended recruitment periods are usually needed to generate sufficient talent pools, which leads to higher time to fill.","Electrical engineers, certain specialist scientific positions.","It is not unusual for new hires to be offered a pay decrease or match to current salary because of internal alignment and funding issues."," ","Extended recruitment periods are usually needed to generate sufficient talent pools.","Engineers, scientists, trades, (HVAC and electricians). There is also competition amongst state agencies for experienced procuremnt and HR staff.","Some areas of the agency have limited promotional opportunities. State policies require employees to compete for new positions.","DCLS division-wide survey led to employee led strategic implementation teams who have proposed, designed, and completed projects.","Employee productivity levels have been constant to inreased during the pandemic. Many positions have key performance indicators, turn around times and productivity measures that are monitored.","DCLS has a strategic map that has been developed with employee input and intiatives led by employees with suprvisor support. OFM conducts semi-annual staff meetings focused on goals and mission.","Continued work on compensation strategies to attract and retain top performers. Budget constraints have limited compensation options. This is expected to continue during the current budget cycle.","Most work areas offer attractive and clean work environments. DCLS is expanding and needs more room to better place all people, equipment, supplies and storage.","Employee development programs and plans are used within funding availability.","Certain areas of the agency have a high risk of vacancy of a high percentage of leadership positions, relatively flat organizational structures or large management spans of control.","A central resource for common COV training needs such as supervisory, leadership, customer service would eliminate duplication of efforts.","Risk throughout DGS ranges from low to high. DCLS' technology infrastructure is outdated for reporting, more than one version of LIMS.","Risk varies from medium to low throughout the agency.","Risk varies from low to high throughout the agency.. DREFM and HR have heavy reliance on manual processes.",393,208,14,27,4,0,2,0,636,105,38,23,"Not Used","Started","Continued","Started","Started","Not Used","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Started","Started","Continued","Continued","Not Used","Continued","Continued","Not Used","Same as last year","Same as last year","Mutliple recruitment channels are used.","Same as last year","Same as last year","Planned participation in VMF program delayed until 2021 due to pandemic","Program is partially provided remotely due to pandemic","Same as last year","Same as last year","Plan to pilot mentorship in conjuction with VMF program - delayed until 2021","Same as last year","Each division tracks ","The HR orientation process quickly transitioned to primarily virtual due to COVID-19. DGS divisions have specialized onboarding and training programs for new hires.",0,"Agency provides flu shot clinics, Commonhealth, VACU, VRS and promotes EAP services.","Agency provides flu shot clinics, Commonhealth, VACU, VRS and promotes EAP services.","Same as last year","Some FY20 events affected by pandemic","Physical workspaces were assessed and modifications were made this year to reduce COVID-19 risks. ","EOP was submitted timely.","Implemented Jan 2020. Required training for all.","Some employees have completed. It was offered to DCLS employees through Blue Ocean Brain, other employees have completed courses from Linkedin or other providers. A Learning Center course on Unconscious Bias would be helpful.","Same as last year","Agency has Reasonable Accommodation policy and procedure",0," ","DGS partners with DARS, DVS, Association of Public Health Laboratories (APHL), and other professional organizations",0,"yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"Slight increase in the number of non-executive positions designated as critical positions.","98 employees (15.4% of the non-executives) are eligible to retire now. Another 85 employees (14%) will be eligible to retire within the next five years. In FY20, the agency had a 60% increase in retirements of non-executive employees. ",0,0,0,11,4,0,"No","The resignation rate did not change from last year, but the majority of resignations continue to be employees with less than 5 years of service.","The overall average time to fill was slightly improved in FY20. The length of time that it takes to recruit qualified candidates continues to affect the time to fill positions.",371,202,14,28,4,0,2,0,"Diversity stats are not significantly different from FY19, however total veterans, minorities, and employees with disabilities are slightly higher than last year.",12.46,12.7,13.06,12.83,5.54,8.41,13.47,0,1.33,0,15,3,12,11,2,1,1,0,0,0,0,11,4,7,7,4,0,0,0,0,0,0,"Difficult",0,0,9,1,0,1,0,0,0,0,"The DGS Deputy Director attended the two week Virginia Executive Institute in FY20. ","Workforce Development","Continuing",0.75,"Vacancy Risk","Continuing",0.75,"Talent Acquisition","Continuing",0.75,"Vacancy Risk","Continuing",0.75,"Employee Engagement","Continuing",75,"Technology & Organizational inefficiencies","Continuing",0.75,"Talent Acquisition","Completed",100,0,0,0,0,0,0,0,0,0,0,2,0,0,1,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Health Professions",2020,"Health and Human Resources","Employment","Family & Health","Licenses",237,235,63,246,244,63,246,0,0,0,0,0,0,0,0,10,142,0,0,47,38,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Started","Continued","Continued","n/a","We have completed survey analysis ","DARS and Gallaudet University have been contacted to establish a partnership to increase our hiring people with disabilities","We have established a pipeline resource for minority recruitment. ","We have recurited several interns for agency employment.  We have had our internship program for several years but had to cancel it this year due to COVID-19.",0,"n/a","n/a","n/a","n/a","n/a","DHP had its own individual offboarding process that has continued for wage employees. However, DHP now uses the Mercer for Exit surveys. ","n/a","n/a","n/a",0,"n/a",0,"Always used KC","n/a","DHP has always supported professional membership and funds the same.","At least once a year we conduct an employee engagment surveys","n/a","n/a","DHP realizes that our employees are our greatest asset and we strive to create a welcoming and inclusive workplace. For the past 2 years we have had numerous trainings related to diversity, equity, and inclusion (DEI).  Prior to COVID-19, we were holding monthly DHP Academy training and Lunch and Learns.  We also offer an annual training conference which has focused on DEI.  We have recently developed a DEI Resource Library which highlights recommended books, movies, documentaries.  We have just hired a consultant to assist us with standing up a Diversity Committee.  We feel that our timing is right for our agency and we are vested in its success. \n\nAlthough the agency's licensee population, complaints received and disciplinary matters have only grown, we continue to have a very low employee turnover rate which speaks to employee satisfaction.  We have been successful in receiving additional FTE's to address the increased workload and to decrease our reliance on temporary and wage employees.  We have made progress in this effort and will continue to do so.  \n\nDHP has always invested in its employees and we equip them with the necessary technological tools.  During COVID-19 was no exception. DHP quickly ordered 70 additional laptops, hotspots and other necessary equipment to support remote working.  This included our agency/board call centers and agency receptionist which are typically not eligible to telework but we enable them to work remotely to offer continuity of services.  The agency extended hours of building operation to include weekend hours which enabled our employees to come into the building if necessary when fewer employees might be present which supported social distancing.  The flexible hours allowed our employees to better manage child care or other related concerns, when day care or other care was not available.  We also offer our licensee population the ability to renew, apply and pay online.  We have the technology to allow someone to file a complaint against a health care practitioner online.  We have recently initiated efforts to go paperless with our investigative reports. This will enable our boards to receive completed investigative reports electronically which will allow the boards to conduct probable cause review remotely. \n",5,5,0,5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,16,16,0,16,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,5,0,4,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,24,2,0,16,0,0,4,4,0,0,0,0,43,0,0,25,0,0,8,10,0,0,0,0,9,8,0,0,0,0,0,0,0,0,0,5,1,0,1,2,0,0,0,0,5,4,71,0,0,0,0,0,0,0,0,0,3,0,0,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,7,4,5,0,0,0,0,0,0,73,72,55,0,44,193,83,141,12,0,9,38,10,37,4,0,1.4,1.4,0,0,0,0,0,0,0,0,0,0,0.3,0,0,1.1000000000000001,0,0,0,0,0,12,12,0,0,0,0,0,0,0,0,0,0,13,0,0,12.5,8.6,0,0,0,0,42.4,42.4,0,0,0,0,0,0,0,0,0,0,42.4,0,0,34,33.9,0,0,0,0,"","","","","","","","","","","","","","",12,"",12,2,0,0,5,5,0,2.25,18.5,35.799999999999997,3,9,0,12,2,0,"","","","","","","","","","","","","","","Low","Low","Low","Low","Medium","Low","Low","Low","Low","Low","Low","Medium","Low","Low","Low","Low","Low","low","Medium","Low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"See below","","","","","","","","","","","","","","","","","","","","","Talent Acquisition","","We have not had any turnover in the executive positions, however for the professional staff positions we have focused our recuritment efforts on increasing our diversity. We are also going to expand our diversity outreach recruitment efforts to include people with disabilities.  We have made contact with DARS and plan to form a partnership and engage them in our efforts.","1-2 Years","Talent Acquisition","","We spent time identifying colleges that we planned to participate in their college fairs but due to COVID-19 no spring fairs were offered. ","6-12 Months","Vacancy Risk",0,"To hire a wage employee to provide professional regulatory assistance to the Sr. Policy Analyst.  This is consistent with our succession plan.","Within 6 Months","Employee Engagement",0,"The agency is planning to stand up a Diversity Committee and we have recently hired an outside consultant to assist us with this devlopment. ","6-12 Months","Workforce Development",0,"Decrease the use of temporary contract staff by converting 3 temporary positions to 3 classified positions","1-2 Years","Employee Engagement",0,"Efforts have started at DHP to stand up a DEI resource library to include recommended books, videos, movies and documentaries.","Within 6 Months","","","","","","","","","","","","","","","","","DHP realizes that our employees are our greatest asset and we strive to create a welcoming and inclusive workplace. For the past 2 years we have had numerous trainings related to diversity, equity, and inclusion (DEI).  Prior to COVID-19, we were holding monthly DHP Academy training and Lunch and Learns.  We also offer an annual training conference which has focused on DEI.  We have recently developed a DEI Resource Library which highlights recommended books, movies, documentaries.  We have just hired a consultant to assist us with standing up a Diversity Committee.  We feel that our timing is right for our agency and we are vested in its success. \n\nAlthough the agency's licensee population, complaints received and disciplinary matters have only grown, we continue to have a very low employee turnover rate which speaks to employee satisfaction.  We have been successful in receiving additional FTE's to address the increased workload and to decrease our reliance on temporary and wage employees.  We have made progress in this effort and will continue to do so.  \n\nDHP has always invested in its employees and we equip them with the necessary technological tools.  During COVID-19 was no exception. DHP quickly ordered 70 additional laptops, hotspots and other necessary equipment to support remote working.  This included our agency/board call centers and agency receptionist which are typically not eligible to telework but we enable them to work remotely to offer continuity of services.  The agency extended hours of building operation to include weekend hours which enabled our employees to come into the building if necessary when fewer employees might be present which supported social distancing.  The flexible hours allowed our employees to better manage child care or other related concerns, when day care or other care was not available.  We also offer our licensee population the ability to renew, apply and pay online.  We have the technology to allow someone to file a complaint against a health care practitioner online.  We have recently initiated efforts to go paperless with our investigative reports. This will enable our boards to receive completed investigative reports electronically which will allow the boards to conduct probable cause review remotely. \n",272,0,9,11,8,8,7,0,0,2,1,0,"n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a",154,73,5,5,0,0,0,0,6,12,10,0,"Started","Started","Started","Started","Continued","Not Used","Continued","Not Used","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Started","Continued","Started","Continued","Continued","Continued","Not Used","Continued","n/a","n/a","We have used several minority websites, associations, and Univeristies - Handshake","n/a","n/a","n/a","n/a",0,"We have implemented the career ladder in APD","We have started an informal mentorship program for ELT/managers/sup who wish to mentor others.",0,"Training Coordinator has implemented a training tracking system for all employees ","DHP has always provided orientation for all types of employees","DHP has offered several types of engagment programs for example, knitting, bookclub, and diversity sessions. ","We have always participated in Commonhealth and VACU free seminars","We have always participated in Commonhealth and VACU free seminars","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a","n/a",0,"We are using the data from RMS & HurMan","no","no","yes","yes","no","no","yes","no","yes","yes","yes","no","no","no","no","no","yes","no","no","yes","no","yes","no","yes","yes","no","no","no","yes","no","no","no","no","no","no","no","yes","yes","yes","no","no","yes","no","yes","yes","no","no","no","no","yes","yes","no","Yes",0,0,"We assessed the entire ELT to ensure we had a back up or deputy position that could step in and fulfill the duties of the position. ","We have increased our cross trainng to lower the impact of these impending retirements and we will continue to provide cross training and SOP. ",0,0,0,1,1,0,"Yes","n/a","n/a",141,73,5,5,0,0,0,0,"We have increased our workforce diversity both in terms of gender and  race.  We have also hired more veterans.  The Retention data shows that our average years at the agency are very similiar as it breaks down for gender and race.",12,12.1,12.2,12.2,5.7,12.1,0,0,0,0,2,1,1,2,0,0,0,0,0,0,0,0,"o","o",0,0,0,0,0,0,0,0,"Easy",0,0,12,0,0,0,0,0,0,0,"No additional information","Workforce Development","Completed",1,"Talent Acquisition","Continuing",0.5,"Vacancy Risk","Completed",1,"Employee Engagement","Completed",1,"Employee Engagement","Completed",1,"Employee Engagement","Completed",1,"Talent Acquisition","Continuing",0.25,0,0,0,0,0,0,0,0,0,1,0,0,0,0,2,0,0,3,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0]
["Department of Historic Resources",2020,"Natural Resources","Environment & Natural Resources",0,0,56,40,16,67,43,24,46,0,0,0,0,0,0,0,0,6,58,0,0,0,3,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Started","Continued","Continued","No Change",0,"Handshake, VEC and HBCU's",0,0,"reorganizing divisions & creating additional layers","No Change","No Change","study completed; recommended salary increases ","revising policy to provide greater flexiblity for all ",0,"Employees meet with HR prior to departing","procedures completed for all up-coming retirees","No Change","No Change","No Change","Various trainng is provided throughtout the year.","Employees are given plans during Performance Mgt","COVLC and other outside sources are utilized","No Change","Agency supports funding for professional growth","Annually ","No Change","No Change","The Department of Historic Resources is Virginia's State Historic Preservation office with currently 42 Classified and 14 Wage employees.  Our mission is to foster, encourage, and support the stewardship and use of Virginia's significant architectural, archaeological, and historic resources as valuable assets for the economic, educational, social, and cultural benefit of citizens and communities. \n\nDHR serves as the primary coordinating agency for historic preservation in Virginia and administers a complex menu of programs that is managed by staff who are required under Federal law to meet certain prescribed professional qualifications and regulatory timeframes.  Heavy workloads, retirements within the next 5 years, challenges of identifying and retaining individuals who meet the National Park Service Secretary of Interior's Professional Qualifications Standards and competing with private sector salaries will all continue to be the biggest challenges facing the agency.",44,34,1,43,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,50,34,1,47,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,4,4,0,4,0,0,0,0,0,0,0,0,8,2,0,0,0,0,0,0,0,0,0,8,0,0,0,0,0,0,0,0,7,1,7,0,0,0,0,0,0,0,0,0,7,0,0,0,0,0,0,0,0,1,0,1,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,3,5,8,0,0,0,0,0,0,0,112,0,54,0,22,34,7,43,1,0,0,2,1,1,0,0,0.4,0.2,0.2,0,0,0,0,0,0,0,0,14.3,0.2,0,0,0,0.4,0,0,0,0,19.5,10.8,2.8,0,0,0,0,0,0,0,0,14.3,10.7,0,0,0,5.8,0,0,0,0,45.1,34.4,10.7,0,0,0,0,0,0,0,0,14.3,34.4,0,0,0,10.7,0,0,0,0,"","","","","","","","","","","","","","",8,"",8,7,0,0,1,4,83,5.75,16.84,34.909999999999997,3,5,0,8,0,0,"","","","","","","","","","","","","","","High","High","High","High","High","High","Medium","High","Medium","N/A","High","High","High","N/A","N/a","high","n/a","medium","high","N/A","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The agency continues to complete items on the FY 2019 action plans.   The agency wide classification study was completed early January 2020.  Based on the results, general salary levels for DHR were relatively lower than other positions within the Commonwealth and salary increases were recommended.  The study was well received by the Secretary of Natural Resources and approved by the Governor but due to the pandemic, funds were unalloted.  100% of those eligible for retirement have completed desk procedures. 10% of employees in positions deem critical are completed.  The Employee Recognition program continues to be utilized to reward those that participate in cross training.  The Director continues to advocate the importance of a permanent classified Deputy positon for continuity.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","The agency continues to struggle with developing leadership programs due to the departure of long-term staff and heavy workloads.  Due to the departure of senior staff, two manager positions will be developed to provide promotional opportunities from within.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","DHR made progress on several goals identified as part of the IT Roadmap, including partial automation of quarterly reporting through database queries, a significant amount backfile/paper data conversion, securing in-house IT support through VMFA, leveraging electronic forms instead of PDF or paper using the agency’s website, and shifting from paper to electronic workflows for several tasks.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Historic Resources is Virginia's State Historic Preservation office with currently 42 Classified and 14 Wage employees.  Our mission is to foster, encourage, and support the stewardship and use of Virginia's significant architectural, archaeological, and historic resources as valuable assets for the economic, educational, social, and cultural benefit of citizens and communities. \n\nDHR serves as the primary coordinating agency for historic preservation in Virginia and administers a complex menu of programs that is managed by staff who are required under Federal law to meet certain prescribed professional qualifications and regulatory timeframes.  Heavy workloads, retirements within the next 5 years, challenges of identifying and retaining individuals who meet the National Park Service Secretary of Interior's Professional Qualifications Standards and competing with private sector salaries will all continue to be the biggest challenges facing the agency.",34,8,0,2,0,0,2,1,1,0,0,1,"Certain prescribed professional qualifications are required for most positions.  Retirements/turnover contribute the loss of long term institutional knowledge.","14.28% is significantly high for an agency of 40 FTE and 16 Wage.  Heavy workloads, limited staff, and low salaries continuously contribute to the high turnover.","Many of our positions (excluding At-Will & Appointee) are under paid according to the State's salary median data and a recent classification study.","Due to the size of the agency, many employees serve as SME in their perspective role.  This is a challenging task, but the agency is working towards cross-training.","Competitive salaries, heavy work loads, and limited career progression within the agency.","Time to fill is above the state average rate.  HR created an on-boarding process flow chart to encourgage managers to stay within the 50 day target date.","Due to the specialization of program positions & the required level of education, the variety of specific sources to field qualified candidates is limited, and somes sources used will result in similar outcomes. ","Salaries remain below the state median which will continuously make it extremely difficult to be competitive and retain current staff.","HR created an on-boarding process flow chart to encourgage managers to stay within 50 day target goal.  Managers are continuing to work toward that goal.",0,"Positions such as Archeologist require specialized skills & lengthy educational requirements.  This is not a well populated career field with qualified individuals, thus making the competition extremely hard. ","Limited upward mobility, employees serve as SME that require strong depth of exp combined with specific degree.  Creation of two Pgm Mgr position will increase promotional opportunities.","Agency remains responsive to employee survey results & addresses those concerns that can immediately be addressed & strategizes to resolve concerns that require additional resources. ",0,0,"The agency has a robust recognition program.  Limited funding continues to stall opportunities to compensate  top performers.",0,"Employees do frequently attend outside conferences, workshops, seminars, etc., that further shapes their development.  However, there are no specific written plans.  ","Because there are not layers of employees at DHR, heavy workloads exist thus making it difficult to work on developing bench strength.",0,"Inaccurate data can result in agency decisions based on erroneous information. This can open the agency to legal challenges.","Without information integration, different program areas operating independently within the agency may make decisions that are precluded by the others. For instance, one division may choose to conduct survey on a property held under easement, which could cause a violation and legal issues.","The agency was (forced) to move activities to electronic format. An automated purchase requisition system was recently developed via Google forms.  ",49,5,1,0,1,0,0,0,67,16,11,5,"Not Used","Not Used","Continued","Not Used","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Started","Continued","Continued","Not Used","Started","Continued","Continued","No Change","No Change","online, ee referrals, colleges, passive applicants ","No Change","No Change",0,"No Change","No Change",0,0,"shadowing is used but minimally  ","HR & Procurement maintain training metrics","HR conducts NEO on day one",0,"Commonhealth, VACU Fin webinars, Provider Network","Commonhealth, VACU Fin webinars, Provider Network","No Change","No Change","Ergonomic Assessments completed by LCI",0,"Training assigned through COVLC","Those serving on interivew panels","VA Workforce Connection, VEC","Policies/Processes are posted on shared drive for all",0,"Recruitment policy and sources ","Within each employees respective career role","Streamline processes via Google Doc/Forms","no","no","yes","yes","no","no","no","yes","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","yes","yes","no","no","Yes",10,16,"Due to the size of the agency, all non-executive positions with the exception of two wage administrative positions are mission critical.  We are including wage positions this year that visually shows how imperative these positions are to the agency's overall success.  Over the years, the agency has been unsuccessful in our attempts to secure additional funding to support hiring additional full time staff.  As an alternative, we must continue to rely on retaining wage staff to ensure the agency continues to meet all required mandates and meet the needs of the public.","Retirements remain critical to the success of the agency.  The amount of non-executive staff eligible to retire within the next five years represents 11% which puts the agency in a vulnerable state.  The loss of institutional knowledge is critical.  Two of the four retirees are in positions that require advanced degrees due to federal grants awarded to the agency.  The job market is insufficient for experienced archeologist resulting in longer vacancies and/or hiring less experienced workforce. ",6,6,1,0,0,0,"Yes","No change","Recruiting for program positions such as archeologists and historians pose additional obstacles due to many candidates that live outside of Virginia.  Competing with other states for top talent is daunting due to low advertised salaries.  Coordinating recruitment efforts are  stalled due to factors such as, travel coordinating/reimbursement and lengthy salary/incentive negotiations.",1,1,0,0,0,0,0,0,"No change from last fiscal year. ",10.9,5.7,7.5,10.8,3.4,0,3.8,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,8,0,0,0,0,0,0,0,"n/a","Technology & Organizational inefficiencies","Continuing",1,"Workforce Development","Continuing",0.25,"Talent Acquisition","Continuing",1,"Vacancy Risk","Continuing",0.5,"Employee Engagement","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Housing & Community Development",2020,"Commerce and Trade","Business","Economy",0,107,103,4,134,124,10,113,0,0,0,0,0,0,0,0,17,82,4,0,12,9,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change",0,"No change","No change","The Department of Housing and Community Development (DHCD) is an agency with 110 FTEs. We are actively recruiting for additional positions. The agency has a central office located in Richmond and a field office in Abingdon. DHCD's mission is to work in partnership to make Virginia's communities safe, affordable, and prosperous places in which to live, work, and do business. DHCD's vision is to build better communities through collaboration, communication, and innovation. This Workforce Planning and Development Report recognizes the workforce planning critical positions in the agency. It also identifies any of those critical positions whereby incumbents are at or near retirement age. This report analyzes the workforce for the previous fiscal year and any risk factors which should be addressed. Action plans have been implemented by the agency which will continue to focus on eliminating those risks in order to maintain efficiency and eliminate gaps in productivity due to staff shortages. ",80,117,10,54,3,0,8,5,0,0,0,0,0,0,0,0,0,0,0,0,127,117,11,85,4,0,12,15,0,0,0,0,0,0,0,0,0,0,0,0,4,4,1,2,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,4,3,1,2,0,0,0,1,0,0,0,0,6,0,1,3,0,0,1,1,0,0,0,0,16,15,0,0,0,0,0,0,0,0,2,12,0,0,2,0,0,0,0,0,8,7,7,0,0,0,0,0,0,0,0,0,7,0,0,1,0,0,0,0,0,5,4,4,0,0,0,0,0,0,0,0,0,4,0,0,0,1,0,0,0,0,8,8,10,6,0,0,0,0,0,0,64,74,97,0,37,70,33,67,7,2,9,12,5,16,12,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,7.2,7.2,0,0,0,0,0,0,0,0,0,11.3,7.3,6.6,0,6.9,3.2,0,0,0,0,33.5,33.5,0,0,0,0,0,0,0,0,0,31.3,33.5,14.6,0,18.600000000000001,11.4,0,0,0,0,"","","","","","","","","","","","","","",9,"",7,7,0,0,0,1,0,2.2999999999999998,5.9,10.3,2,5,3,4,0,0,"","","","","","","","","","","","","","","Low","Low","Low","Low","Low","Low","Medium","Medium","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Cross training and knowledge sharing continue to be encouraged for all positions within the agency. DHCD continues to recruit the best candidates for all positions and encourage career development at all levels. The agency continues to promote equity and diversity through learning sessions available to all employees. ","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","No changes","Ongoing (No specific time frame)","Talent Acquisition","","No changes","Ongoing (No specific time frame)","Workforce Development","","No changes","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Housing and Community Development (DHCD) is an agency with 110 FTEs. We are actively recruiting for additional positions. The agency has a central office located in Richmond and a field office in Abingdon. DHCD's mission is to work in partnership to make Virginia's communities safe, affordable, and prosperous places in which to live, work, and do business. DHCD's vision is to build better communities through collaboration, communication, and innovation. This Workforce Planning and Development Report recognizes the workforce planning critical positions in the agency. It also identifies any of those critical positions whereby incumbents are at or near retirement age. This report analyzes the workforce for the previous fiscal year and any risk factors which should be addressed. Action plans have been implemented by the agency which will continue to focus on eliminating those risks in order to maintain efficiency and eliminate gaps in productivity due to staff shortages. ",100,7,1,2,2,0,1,0,0,0,1,0,"No change","No change","No change","No change","No change","The overall time to fill was reduced from the last fiscal year due to the decreased number of difficult to fill positions.","Recruiting was conducted aggressively to reduce failed searches however, a few hard to fill positions have yielded failed searches.","Salaries were reviewed to be competitive. Compensation policy changes allowed more flexibility in regard to making salaries more competitive.","Agency procedures are in place to process recruitments.","While positions were usually open for 2 calendar weeks, the agency shortened the open timeframe to accommodate the number of recruitments and urgency.","Specialized sources were used to attract candidates in hard to fill positions who have specific skills. ","Promotional opportunities were advertised internally.","All areas of opportunity were addressed.","Employee productivity levels were efficient.","Activities were performed to enhance employee engagement.","Agency utilized recognition and compensation practices.","Work environment continued to be beneficial.","Employee development plans were encouraged and utilized.","Executive team continued to be in place and composed of agency leadership.","Internal and development opportunities were encouraged.","All systems continued to be up to date with Cardinal testing in progress.","Systems interacted with each other for ease of use and flexibility.","Processes were automated whenever possible.",71,30,3,3,0,0,0,0,0,17,27,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","No change","No change","No change","No change","No change","No change","No change","No change","No change",0,0,0,"No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change",0,"No change","No change","No change","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",10,10,"The agency continued to assess its positions and the needs of the community. In an effort to ensure those needs were met, the number of critical positions increased.","Agency continued to review positions of employees who are at or near retirement and planned for the transfer of knowledge. ",1,1,1,0,0,0,"Yes","The agency utilized all retention tools available in attempts to retain staff.","The overall time to fill was reduced from the last fiscal year due to the decreased number of difficult to fill positions.",67,27,3,3,0,0,0,0,"The agency utilized all available resources in attempts to attract and retain a diverse workforce.",7.3,7.2,5.9,11.4,0.6,6.6,0,0,0,0,4,1,3,1,3,0,0,0,0,0,0,12,3,9,9,3,0,0,0,0,0,0,"Very Easy",1,1,4,3,0,0,0,0,0,0,"Agency continued to encourage professional development opportunities for executive staff.","Vacancy Risk","Continuing","Ongoing","Talent Acquisition","Continuing","Ongoing","Workforce Development","Continuing","Ongoing",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Department of Human Resources Management",2020,"Administration","Government","Employment",0,118,101,17,118,101,17,116,0,0,0,0,0,0,0,0,6,87,1,0,5,2,0,0,0,0,"Not Used","Continued","Continued","Continued","Started","Not Used","Continued","Continued","Not Used","Started","Continued","Continued","Not Used","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued",0,0,"Agency hosted career treks with UVA and VCU in FY20 to allow students to learn about employment in State Government.",0,0,0,"Exist in hard copy only. Could improve this by utilizing shared folders with employee access.","No change.","Actions are taken when funding is available.","Additional positions teleworking due to pandemic.","No change.","New process drafted and being tested.","No change.","No change.","Limited within Offices based on initiative of Office Director.",0,"Limited in nature based on positon/office area and Office Director.","Limited in nature based on positon/office area and Office Director.","Employees have access to COV Learning Center.","Varies by Office area.","Supported when funding is available.",0,"Modified due to pandemic.","DHRM Champions team formed to focus on DEI which will have a positive impact on employee engagement.","The Virginia Department of Human Resource Management (DHRM) is the central human resource agency for the Commonwealth of Virginia. We make people our business, strive to be a recognized leader, and trusted partner in bringing forth best practices to attract, develop and retain the Commonwealth's workforce.\n \nDHRM is responsible for the establishment of the Commonwealth's job classification structure; base and non-base compensation programs; a variety of benefits programs that cover current and retired state employees, as well as some local government employees; employee-management relations; performance management programs that include establishing standards for employee conduct grounded in civility in the workplace; talent acquisition and retention; and employee training and development. \n\nDHRM is responsible for introducing technology and system solutions for the management of people-related data and processes. Equal employment opportunity remains a top priority with an expanded focus on diversity, equity and inclusion within the workplace. \n\nIn FY20, DHRM continued to build a new leadership team with 3 Executive Leadership positions filled over large program areas in the Offices of Information Technology, Health Benefits and Workers Compensation Services and 1  Executive Leader taking on a new role within the organization over Information Security. Dual incumbency was utilized to promote knoweldge transfer from existing tenured staff and to enhance continunity of operations in each program areas. \n\nDHRM continued to develop a focus on internal operations and the workforce. A major shift to remote work for all staff occurred in March 2020 as a result of the COVID-19 pandemic. This brought unique challenges in ensuring staff had the technology needed to work remotely and also brought leadership challenges in supporting the Commonwealth Executive Branch agencies, while also focusing on internal staffing needs and challenges of shifting an entire operation to remote capababiclites.\n\n",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,12,0,0,10,0,0,2,0,0,0,0,0,14,0,0,13,0,0,1,0,0,0,0,0,2,2,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,28,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,1,1,0,0,0,0,0,0,81,68,53,0,47,71,47,62,9,0,2,5,4,3,1,0,0.3,0.3,0,0,0,0,0,0,0,0,0,3.6,0.3,8.3000000000000007,0,19,8.8000000000000007,0,0,0,0,13.4,13.4,0,0,0,0,0,0,0,0,0,3.8,12.6,8.3000000000000007,0,30.7,11.4,0,0,0,0,45.1,45.1,0,0,0,0,0,0,0,0,0,4.0999999999999996,38.299999999999997,8.3000000000000007,0,45.1,14,0,0,0,0,"","","","","","","","","","","","","","",9,"",9,8,0,2,1,2,67,0.57999999999999996,15.41,46,6,3,4,5,2,0,"","","","","","","","","","","","","","","High","N/A","Medium","High","Medium","Low","Low","Medium","Medium","N/A","N/A","High","High","N/A","Low","Medium","High","Medium","High","Medium","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The below is an update on the FY2019 action items identfiied on DHRM's plan.\n6-12 months.\nVacancy risk -some Office areas have began to document processes. Work continues on this need.\nEmployee engagement - survey work was deferred and will be reported on in the next FY as part of the DHRM Champions team work.\nWorkforce developoment - work continues on the development of a process to assess workforce development needs and funding associated with each. This item will carryforward to the next plan.\n1-2 years.\nTechnology and organization inefficiences where identifeid as improvements that would be completed in 1 to 2 years. DHRM will benefit from the Cardinal HCM in that several dated systems will be replaced. Additional focus and effort must continue on the need to replace the Recruitment Management System and the Learning Management System. DHRM also must continue to look for tools that allow for greater colloboration within the agency, across Office areas.","","","","","","","","","","","","","","","","","","","","","Technology & Organizational inefficiencies","","Cardinal HCM will be replacement for several dated systems and fully implemented in FY22.","Ongoing (No specific time frame)","Vacancy Risk","","Some Office areas have documented processes and procedures while other areas do not.","Ongoing (No specific time frame)","Employee Engagement","","Framework for DHRM Champion group was completed in FY2020. This group will take lead on conducting an all employee survey with actionable items identified therafter.","Within 6 Months","Employee Engagement","","DHRM Strategic Plan and Priorities has been drafted by the DHRM leadership team. Agency employees were given an opportunity to review, provide feedback and input. Changes were made based on comments received.","Within 6 Months","Workforce Development","","Agency lead for this action item needs to be identified.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Human Resource Management (DHRM) is the central human resource agency for the Commonwealth of Virginia. We make people our business, strive to be a recognized leader, and trusted partner in bringing forth best practices to attract, develop and retain the Commonwealth's workforce.\n \nDHRM is responsible for the establishment of the Commonwealth's job classification structure; base and non-base compensation programs; a variety of benefits programs that cover current and retired state employees, as well as some local government employees; employee-management relations; performance management programs that include establishing standards for employee conduct grounded in civility in the workplace; talent acquisition and retention; and employee training and development. \n\nDHRM is responsible for introducing technology and system solutions for the management of people-related data and processes. Equal employment opportunity remains a top priority with an expanded focus on diversity, equity and inclusion within the workplace. \n\nIn FY20, DHRM continued to build a new leadership team with 3 Executive Leadership positions filled over large program areas in the Offices of Information Technology, Health Benefits and Workers Compensation Services and 1  Executive Leader taking on a new role within the organization over Information Security. Dual incumbency was utilized to promote knoweldge transfer from existing tenured staff and to enhance continunity of operations in each program areas. \n\nDHRM continued to develop a focus on internal operations and the workforce. A major shift to remote work for all staff occurred in March 2020 as a result of the COVID-19 pandemic. This brought unique challenges in ensuring staff had the technology needed to work remotely and also brought leadership challenges in supporting the Commonwealth Executive Branch agencies, while also focusing on internal staffing needs and challenges of shifting an entire operation to remote capababiclites.\n\n",118,2,2,4,4,3,1,0,0,0,2,0,"Risk remains. DHRM must take action to have individual employees document processes, lesson learned, etc. specific to individual job functions.",0,"Turnover indicates both job growth opportunity and pay as issues. DHRM limited by general funds. Balance with other rewarding factors (flex schedule/leave, etc.).","Risk remains. DHRM must take action to have individual employees document processes, lesson learned, etc. specific to individual job functions.","Risk remains. DHRM must take action to have individual employees document processes, lesson learned, etc. specific to individual job functions.","Office Directors have been diligent in assessing needs and filling vacancies when necessary.","Varies by job. Overall, job pools result in multiple potential candidates.","Turnover indicates both job growth opportunity and pay as issues. DHRM limited by general funds. Balance with other rewarding factors (flex schedule/leave, etc.).","Varies by Office area working with HR Manager when vacancies occur and position is to be filled.",0,0,"Risk remains. Some DHRM positions are classified at highest level for career group. Growth focus must be horizontal and job expansion in new duties.","Employee surveys are not conducted. Employee survey may be conducted in FY21 as part of DHRM Champions work team focused on DEI.",0,"DHRM Leadership Team has continued work on strategic plan and some Office Directors have written plans to include the Office of Workforce Engagement.","Risk remains. DHRM is limited in ability to provde compensation increases where needed. Rewards are provided in other forms that include flex schedules/leave.","This will be addressed when agency moves in Winter 2021. Ongoing technology upgrades continue with laptops, mobile devices, etc.","Development plans vary by Office Director. Many focus on traditional modes of learning and on technical skills. This could be expanded to leadership skills and assignments.","Risk remains. No structured program exists around employee development in both technical and leadership skills.","Risk remains. Some training is occurring but the means to capture and report, as well as, access who and quality is limiting.","Risk remains. DHRM is on a path to replace many dated systems. Other improvements needed on core systems such as RMS, LMS, as well as internal collobaration tools.","Risk remains. Cardinal HCM will integrate payroll and HR data. All other systems / data sets remain separated.","Risk remains. Very few automated processes exist within DHRM. ",67,40,3,6,0,0,2,0,101,0,0,3,"Not Used","Not Used","Started","Not Used","Not Used","Not Used","Continued","Started","Started","Not Used","Continued","Continued","Started","Continued","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Started","Not Used","Need scheduled review/discussion of data.",0,"Agency posts positions on multiple job boards to cast a wide net for employment opportunitites at DHRM.","Quarter over quarter improvement in TTF for DHRM until the hiring freeze became into effect. ","No change.",0,"New process drafted and being tested.","Limited in nature based on positon/office area and Office Director.",0,0,"Limited in nature based on positon/office area and Office Director.",0,"Roadmap for Success is used to introduce employees to DHRM.","Framework for DHRM Champions established and being implemented in FY21.","CommonHealth and Financial Literacy programs available and communicated.","CommonHealth and Financial Literacy programs available and communicated.","Targeted based on funding availability.",0,"Focus is on new offices planned for Jan 2022.","Submitted annually.","DHRM receive communications sent to all state employees during Disability Awareness Month.","Provided for some Offices; needs to be provided agencywide.","Some staff have direct contacts due to job responsibilities.","Assessed as part of Employees Opportunities Plan.","As part of agency statewide responsibilities and creation of DHRM Champions team to focus on DHRM DEI.","DEI focus at Office Director level; DHRM Champions will have agencywide impact and plan.","As part of agency statewide responsibilities. ",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"No",0,0,0,"N/A",0,0,0,3,0,0,"No","Employees leave DHRM for opportunities in other state agencies that included the ability to experience new job responsibilities, expand knowledge and growth, as well as, to receive higher base pay. ","While time to fill is a measure that should be monitored, it is also critical to invest in sound selection procedures and processes that will result in the hiring of a great candidate.",3,4,0,0,0,0,0,0,"DHRM values diversity in both gender and race but also in a vareity of other diversity factors not measured or reported that include experience, knoweldge, educational backgrounds, culture, etc. ",10.86,14.83,12.7,15.61,12.91,7.58,0,0,0.25,0,3,1,2,1,2,0,0,0,0,0,0,3,0,3,1,2,0,0,0,0,0,0,"Very Difficult",0,0,5,2,1,0,0,0,1,0,"Activities  noted above included 360 Assessments for 2 Executives and 1 Executive participating in VCU's Commonwealth Management Institute.","Technology & Organizational inefficiencies","Continuing",0.25,"Vacancy Risk","Continuing",0.25,"Employee Engagement","Continuing",0.1,"Employee Engagement","Continuing",0.5,"Workforce Development","Continuing",15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Juvenile Justice",2020,"Public Safety and Homeland Security","Public Safety",0,0,1511,1443,68,1747,1661,68,1747,0,0,0,0,0,0,0,0,62,959,40,367,26,242,24,27,0,0,"Not Used","Started","Continued","Continued","Continued","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued",0,"This tool is used in some areas, not others.  We are working to think more strategically about vacancies and hiring needs","We are always interested in developing and strengthening relationships with other agencies and colleges for recruitment opportunities","No change","Our internship program is limited","Used sparingly","No change - they are reviewed annually","No change","Subscribed to Mercer benchmarking tool this year","Increased in FY20 to meet employee needs during COVID19 outbreak","No change","Updated HR policy for Separating Employees this FY.  Looking for ways to streamline process, improve role clarity","No change","No change","No change","No change - would like to make this training required.  Have also increased distance learning capabilities since COVID-19","Have increased distance learning capabilities since COVID-19","No change   ","Already in use before, through VLC and outide parties.  Has increased since COVID-19","No change   ","Many of our employees require specialized certifications or licenses","No change","Has been put on hold somewhat since spending freeze (our recognition program is tied to financial rewards).  We do acknowledge employee achievements in an agency-wide newsletter.","See above","The mission of DJJ is \"protecting the public by preparing court-involved youth to be successful citizens.\"  This mission is best accomplished by individually tailoring the right mix of accountability and rehablitation to meet the identified risk and need levels for every youth, making sure that we use data, research, and evidence-based practices to inform the interventions and services we provide.  \nDJJ emphasizes four cornerstones of development in our work with the youth we serve and with our staff:  safety, connection, fairness, and purpose.  DJJ operates with 1500 currently-filled positions, organized with Direct Care staff serving 32 Court Service Units located throughout the Commonwealth and the Bon Air Juvenile Correctional Center in Chesterfield.  Our agency also operates the Virginia Public Safety Training Center in Hanover and a Central Office in downtown Richmond. ",965,965,28,591,26,262,2,30,9,17,0,0,0,0,0,0,0,0,0,0,1435,1435,46,838,31,263,17,205,16,19,0,0,0,0,0,0,0,0,0,0,41,41,0,21,2,5,0,11,2,0,0,0,0,0,0,0,0,0,0,0,169,107,5,107,5,19,3,26,2,2,0,0,153,85,7,70,2,29,3,35,3,4,0,0,167,167,0,0,0,0,0,0,0,0,3,60,2,80,4,17,0,1,0,0,120,120,475,0,0,0,0,0,0,0,0,0,35,2,56,0,12,0,0,0,0,31,31,135,0,0,0,0,0,0,0,0,0,14,0,0,32,1,5,0,0,0,61,106,48,112,5,2,0,0,0,0,101,120,99,0,508,1003,876,635,118,13,111,192,146,152,5,1,0,0,0,0,0,0,0,0,0,0,0,2,0,0.3,0.1,0.3,0.3,1.7,0.6,0,0,12.7,12.7,0,0,0,0,0,0,0,0,0,16.8,13,9.6999999999999993,9.6999999999999993,15.6,13,13,10.7,0,0,52.4,52.4,0,0,0,0,0,0,0,0,0,50,46.8,36.200000000000003,30.9,33.6,52.4,29.5,32,0,0,"","","","","","","","","","","","","","",7,"",7,7,0,0,2,2,90,0,3,6,1,6,4,3,0,0,"","","","","","","","","","","","","","","Low","High","High","High","High","High","High","High","Medium","Medium","Medium","Low","Low","Low","Low","Medium","High","Low","Medium","high","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The new HR Director has settled into her role and has hired 2 key HR Managers - Employee Relations/EEO Managerand Classification & Compensation Manager.  This year, the HR Department went through a reorginization to better meet the needs of the agency.  Our goal is to provide a higher level of customer service and to ensure fairness and consistency in the daily execution of our HR practices.  Our reporting structure is now based on functional area of responsibility (rather than geographic location). In the coming FY, we intend to build and improve relationships throughout the agency, improve HR processes, and align HR priorities with agency strategies.  We will continue to look for opportunities to improve our RS-1 recruiting strategies (our biggest talent acquisition challenge) and develop success planning strategies as part of our workforce approaches retirement.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"Create succession plan to prepare for retirements.  Continue to develop strategies for establishing competitive pay (including our recent addition of the Mercer benchmarking tool) for recruitment and retention.  Develop effective recruitment strategies for difficult-to-fill positions, most notably the Resident Specialist I position.","1-2 Years","Talent Acquisition",0,"Continue to build relationships with clients to better understand their hiring needs.  Ensure that advertising and recruiting activities are effective to meet those needs and attract appropriate candidates.  Understand mission and strategic needs of the agency.  Streamlined process and reorganized HR team should allow focused and specialize attention in this area for improved customer service and better turnaround times.","Within 6 Months","Workforce Development",0,"We would like to partner with our colleagues at the Virginia Public Safety Training Center to develop skills development for future leaders and identify that benchmarks have been met before promotion into key leadership positions.  We would also like to require that HR Essentials training be required for all new supervisors, rather than recommended.","1-2 Years","Technology & Organizational Inefficiencies",0,"Antiquated HR systems that are not integrated, are limited in report generation, contain inaccurate or incomplete data, require multiple entries of the same data, and require manual processes","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","The mission of DJJ is \"protecting the public by preparing court-involved youth to be successful citizens.\"  This mission is best accomplished by individually tailoring the right mix of accountability and rehablitation to meet the identified risk and need levels for every youth, making sure that we use data, research, and evidence-based practices to inform the interventions and services we provide.  \nDJJ emphasizes four cornerstones of development in our work with the youth we serve and with our staff:  safety, connection, fairness, and purpose.  DJJ operates with 1500 currently-filled positions, organized with Direct Care staff serving 32 Court Service Units located throughout the Commonwealth and the Bon Air Juvenile Correctional Center in Chesterfield.  Our agency also operates the Virginia Public Safety Training Center in Hanover and a Central Office in downtown Richmond. ",1406,7,25,29,26,36,37,0,0,1,0,1,"Our agency thrives on collaboration and teamwork.  It is unlikely that we would lose instiuional knowledge as a result of turnover.  That said, I have noticed that some of our \"paper intensive\" staff have not left behind records, making it harder for their replacements to understand agency past practices.  That has proven challenging at times.  ","This is especially critical with our Residential Specialist staff (line staff in our Bon Air Juvenile Correctional Center) and our Probational Center.  These positions are essential to our agency mission and to the public safety, so this is a concern for our agency","Our agency is no different than others in trying to be competitive with the private sector and other state and local agencies for top talent, when state salaries are often well-below market value.","We have many staff who are considered \"subject matter experts\"","Several high-level staff are retirement-eligible","Though we are seeing some improvement in this area, positions are still sitting vacant longer than we would like to see","This happens frequently","Please see above.  Generally speaking, state salaries lag behind the private sector, making it difficult to recruit","We have made great progress in this area this year, though this area is still in progress","This is true for some positions, not all","I might argue that we are in competition with another state agency for comparable positions, but I know that they have similar challenges in filling their positions.","Many of our employees are promoted","The survey provides clear feedback that we are then able to address","DJJ is a productive agency with staff committed to its work and to serving the youth in its care","Engagement is good at DJJ","We could improve in this area.  While we have a Recognition policy that is widely used, it is not used equally by all managers","Not all of our Court Service Units are inviting in appearance and some have been reported to be unsafe (one underwent mold remediation this year, another reports that it is not accessible).  However, we rely on the localities to provide the space to us, so we do not control these locations.","We do a good job of developing staff","DJJ does have a great Leadership program in JTI.  However, employees are often promoted without the necessary tools to prepare them for management/leadership.  Being strong in your field does not necessarily mean you will be a strong leader - it's a different skillset, and that fact is often lost of those making the promotion decision.  The new leaders then struggle when confronted with difficult issues.","DJJ provides opportunities to grow and develop a career","Our HR systems often have data that don't even match.  Reports require manual manipulations.  Some requested reports aren't even able to be pulled.  We often have to do \"double entries\" of the same information into multiple systems because the systems don't communicate, which increases the risk of error.","Please see above","Please see above",635,808,47,13,4,1,3,0,271,185,216,22,"Started","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Started","Again, this is a sporadic process.  Typically, it is provided upon request.  We would like to provide something more regular as tools are put into place to track this data more regularly and accurately.","We recently realigned our HR Department to think more strategically about hiring practices and to better align recruitment with agency strategic goals.","No change","No change","No change",0,"We are working to make improvements to this program during this FY","No change   ","We are working on a career path program for our PO staff","Trying to build this program.  Hope to make it part of comprehensive Onboarding program (see above)","No change   ","Through our Virginia Public Safety Training Center","No change","Has been a topic of discussion - would like to implement","Has been a strong focus on this topic - will continue efforts in the coming year","Has been a strong focus on this topic - will continue efforts in the coming year","See above","See above","See above","No change",0,"Have discussed bringing this topic to our agency",0,"No change","Technically, this would fall to our Deputy Director of Finance and Administration, who oversees HR, though that is not her main focus","No change","No change","We have found the current tools available to be cumbersome and difficult.  We are hoping that the Cardinal implementation will make this easier.","no","no","no","yes","no","no","no","no","yes","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","yes","No",0,0,"n/a","NA",0,0,0,38,20,3,"Yes","NA","The Department of Juvenile Justice positions are unique to our agency and industry and time to fill dates are a little above average based on unique circumstances and sometimes the difficulty in filling positions in timely manners.  Because we are a mission-focused agency, hiring managers are typically focused on the day-to-day nature of their roles and jobs in the department and have to find a set time to fill vacancies in their department.  With a stronger focus on developing targeted hire dates and setting timelines, we anticipae our time to fill dates to be reduced in the next fiscal year.  The Think 50! campaign was introduced to the agency a year ago and managers and HR are learning the importance of mapping out recruitment efforts and developing defined processed in advance.  Additionally, HR staff are being held accountable for consistent communication with the hiring authorities and inputting consistent updates in the Recruitment Management System to accurately calculate our agency's time to fill metrics.",146,140,10,2,0,0,0,5,"NA",13,12.5,13,12,9,9,15,1,1,0,20,5,15,11,9,0,0,0,0,0,0,130,42,88,31,97,1,0,1,0,0,0,"Difficult",1,0,3,4,0,0,0,0,0,0,"NA","Talent Acquisition","Continuing","Ongoing","Technology & Organizational inefficiencies","Continuing",0.5,"Employee Engagement","Continuing",0.5,"Workforce Development","Continuing",0.75,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Labor and Industry",2020,"Commerce and Trade","Business","Employment","Economy",167,152,15,207,192,15,190,0,0,0,0,0,0,0,0,16,71,7,0,5,10,0,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Continued","Not Used","Not Used","Continued","Not Used",0,0,0,0,"Agency offers apprenticeships and monitors progress\nthroughout the progression of the apprentice.",0,"No Change","No Change",0,"No Change",0,0,"No Change",0,"No Change",0,0,0,"Agency utilizes the Knowledge Center\nand  other outside sources for employee development","No Change",0,0,"No Change",0,"The Virginia Department of Labor and Industry (DOLI) continues to have a high risk of the loss of institutional knowledge and job expertise due to the number of employees that are eligible to retire. With a staff of 152 classified employees, 31 (or 20%) are eligible to retire now.  At the executive level, three out of six critical employees could retire as well.  Each of these individuals hold a critical position with the agency.\n\nCurrent agency policy/practice supports the use of employee recognition awards as a tool for employee engagement. Also, DOLI encourages workforce development through the use of the COVA Knowledge Center and outside training programs.  However, due to the current compensation freeze as a result of state budget shortfalls caused by the COVID-19 pandemic, funding is unavailable for employee recognition programs and for many training and development opportunities. DOLI staff are teleworking and adapting to new ways to accomplish their jobs. Many are experiencing additional stress due to their balancing their work and family demands since many school systems have not re-opened and school is being conducted virtually.\n\nDOLI continues to champion the Registered Apprenticeship Program within the agency and with other state agencies as a tool for recruitment and retention. The Virginia Department of Transportation (VDOT) is currently utilizing Registered Apprenticeship and the Department of Environmental Quality (DEQ) is exploring the use of Registered Apprenticeship. DOLI has provided guidance/support to both agencies in this process. \n\nDOLI has emphasized the importance of the safety and health of its employees and the general public during the COVID-19 pandemic by issuing Safe WorkPlace Guidance and  providing PPE and training to all employees. In addition, agency resources are stressed to the maximum with the demands of protecting Virginia's workers from exposure to COVID-19 through the enforcement of the Emergency Temporary Standards. In summary, the increased work load demands on agency staff and the freeze on compensation and hiring as a result of the pandemic has negatively impacted the agency's ability to focus on important efforts such as Succession Planning.  \n",167,152,16,121,5,0,7,18,0,0,0,0,0,0,0,0,0,0,0,0,202,188,28,127,6,0,7,34,0,0,0,0,0,0,0,0,0,0,0,0,3,3,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,29,29,7,16,0,0,2,4,0,0,0,0,19,19,0,14,1,0,1,3,0,0,0,0,9,9,0,0,0,0,0,0,0,0,1,6,0,0,0,2,0,0,0,0,7,7,54,0,0,0,0,0,0,0,0,1,4,0,0,0,2,0,0,0,0,1,1,7,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,6,3,6,2,1,0,0,0,0,0,44,40,40,0,85,82,43,117,22,2,9,8,4,12,1,0,0.2,0.2,0,0,0,0,0,0,0,0,0,4.4000000000000004,0.2,3,0,0.8,0.3,0,0,0,0,12.6,12.6,0,0,0,0,0,0,0,0,0,23.9,11,7.3,0,13.8,15.1,0,0,0,0,45.8,45.8,0,0,0,0,0,0,0,0,0,35.1,41.8,13.3,0,36,45.8,0,0,0,0,"","","","","","","","","","","","","","",6,"",6,6,0,0,3,5,0,1.8,18,36.1,3,3,0,7,0,0,"","","","","","","","","","","","","","","High","Medium","High","Medium","Medium","Low","Low","High","Low","Low","Medium","Medium","N/A","Medium","Low","Medium","Low","Low","Medium","Medium","Medium","Medium","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The COVID-19 pandemic has significantly impacted DOLI since this agency is a primary state agency in the effort to protect Virginia's workforce. This new, critical agency effort has placed a huge strain on agency resources resulting in a negative impact on other important programs such as Workforce Planning.   ","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","No specific changes to report.","Ongoing (No specific time frame)","Vacancy Risk","","Agency request for 12 unfunded VOSH staff was initially approved by the Governor and Legislature and removed from budget due to budget shortfall caused by COVID-19 pandemic. ","6-12 Months","Workforce Development","","Staff receive training/development as funding and time to attend training are available.","Ongoing (No specific time frame)","Vacancy Risk","","Competitive offers and in-band adjustments are considered when appropriate and funding is available. Statewide compensation freeze has limited DOLI's ability to use these tools.","Ongoing (No specific time frame)","Workforce Development","","The agency continues to mentor staff and offer cross training as much as possible.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Labor and Industry (DOLI) continues to have a high risk of the loss of institutional knowledge and job expertise due to the number of employees that are eligible to retire. With a staff of 152 classified employees, 31 (or 20%) are eligible to retire now.  At the executive level, three out of six critical employees could retire as well.  Each of these individuals hold a critical position with the agency.\n\nCurrent agency policy/practice supports the use of employee recognition awards as a tool for employee engagement. Also, DOLI encourages workforce development through the use of the COVA Knowledge Center and outside training programs.  However, due to the current compensation freeze as a result of state budget shortfalls caused by the COVID-19 pandemic, funding is unavailable for employee recognition programs and for many training and development opportunities. DOLI staff are teleworking and adapting to new ways to accomplish their jobs. Many are experiencing additional stress due to their balancing their work and family demands since many school systems have not re-opened and school is being conducted virtually.\n\nDOLI continues to champion the Registered Apprenticeship Program within the agency and with other state agencies as a tool for recruitment and retention. The Virginia Department of Transportation (VDOT) is currently utilizing Registered Apprenticeship and the Department of Environmental Quality (DEQ) is exploring the use of Registered Apprenticeship. DOLI has provided guidance/support to both agencies in this process. \n\nDOLI has emphasized the importance of the safety and health of its employees and the general public during the COVID-19 pandemic by issuing Safe WorkPlace Guidance and  providing PPE and training to all employees. In addition, agency resources are stressed to the maximum with the demands of protecting Virginia's workers from exposure to COVID-19 through the enforcement of the Emergency Temporary Standards. In summary, the increased work load demands on agency staff and the freeze on compensation and hiring as a result of the pandemic has negatively impacted the agency's ability to focus on important efforts such as Succession Planning.  \n",167,6,3,3,7,3,3,3,3,0,0,1,"High risk of loss of institutional knowledge due to high number of potential  retirements","While the agency does not currently experience a high turnover rate, past experience shows that turnover risk will increase when the current COVID-19 pandemic is mitigated and the hiring freeze is lifted.","While most employees are comitted to the DOLI mission and wish to stay with the agency, relatively low compensation is a challenge.","While there is extensive cross training of staff, the relatively high number of single incumbent positions presents a potential  challenge.","There is a medium to high possiblity that single incumbent or specialized positions will become vacant due to the number of employees eligible to retire.","The time to fill positions has improved, but the agency is always seeking ways to fill vancies more quickly.","Currently  it is not difficult to find the talent needed due to the COVID-19 pandemic's negative impact on hiring opportunites in the public and private sectors.  ","If higher compensation options were available,  it would improve the agency's ability to attract and retain staff.","DOLI successfully utilizes the state Recruitment Management System (RMS) to recruit and fill its vacancies.","Positions are actively recruited as soon as the need to fill is evaluated and the funding for the position is verified.","DOLI trains a large number of apprentices.  To find individuals with specific abilities sometimes proves more of a challenge.","DOLI apprentices advance through the apprenticeship program with compensation increases until they achieve Journeyman status. Promotional opportunities are limited.",0,"The new demands on staff due to the COVID-19 pandemic has provided difficult challenges to productivity in non-COVID related efforts.  ","Employees understand the critical mission  of DOLI and are generally engaged in fulfilling the mission.","While strategies such as recognition awards are established, the current statewide freeze on these options have negatively impacted workforce morale.","DOLI provides necessary professional work environment although required COVID-19 modifications have resulted in reduced workforce engagement. ","if funding is available, employees are given the training needed to be successful.","The agency leadership has numerous years of experience and understands the strategic plans for the agency. Leadership participates in CMI and VEI. ","While DOLI supports the training and development of its employees, lack of funding for this strategy is negatively impacting the agency.","The agency will transition to the Cardinal System for Personnel/Payroll, which will improve services. Other system conversions are underway.","The lack of integration with Personnel and Payroll may be resolved with the implemention of Cardinal.","Most processes are automated.",124,27,11,5,0,0,0,0,109,54,40,5,"Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Not Used","Not Used","Started","Started","Not Used","Continued","Continued","Continued","Continued","Not Used","No Change","No Change",0,"No Change","No Change","No Change","Agency also uses Google Meet.",0,"No Change",0,0,"Agency tracks training for the apprentices","All new hires are provided with an orientation",0,"The Agency routinely notifies employees\n by e-mail of opportunities to learn about health, \nfinancial issues, physical activities, etc.","The Agency routinely notifies employees\n by e-mail of opportunities to learn about health, \nfinancial issues, physical activities, etc.","The Star Award is given to employees in recognition\nof outstanding effort and performance.","The Agency has a luncheon at least once a year\nto thank employees for their work efforts and success.",0,0,"The Agency utilizies the materials provided by DHRM","The Agency utilizies the materials provided by DHRM",0,"Agency follows-up\non any request relative to accessibility for all \nemployees","Interim HR Director provides instruction and \nlearning opportunities to all executive level employeeson diversity & inclusion","Agency's job postings encourage all qualified\napplicants to apply.  ","Agency has worked closely with other State Agencies,\ncommunity groups, etc. on COVID-19 guidance and standards. ",0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","Yes",15,14,"The Department of Labor and Industry (DOLI) has a specialized and extremely lean workforce that administers the programs for Virginia Occupational Safety and Health, Registered Apprenticeship, Boiler and Pressure Vessel Safety and Labor and Employment Law. Due to the challenges of the COVID-19 pandemic, the agency's primary focus has been and continues to be on the effort to protect Virginia's workers from exposure to COVID-19 while continuing to also protect workers from injury and death due to workplace accidents and illnesses.  ","DOLI was fortunate to have only three employees choose to retire this past fiscal year.  The agency is aware of the relatively high number of critical staff who could potentially retire. Because of limited staffing, there is extensive cross training to provide service coverage when employees are absent and to prepare for future turnover. ",0,0,0,0,0,0,"No","DOLI experieinced nine employee separations from the agency out of 167 total staff representing a 6% turnover rate. This low rate was probaly due to the state employment hiring freeze as well as the lower private sector hiring rate during the COVID-19 pandemic. Also, this national  health crisis has resulted in employees delaying their retirements/separations to focus on their comittment to the mission of the agency.   ","DOLI's relatively low turnover rate this year has resulted in a lower demand on managers and HR staff to fill positions resulting in a lower time to fill rate. Also, the Division of Human Resources has actively tracked the time to fill and focused on lowering this key metric and agency managers have been actively participating in the applicant screening process.",119,27,11,5,0,0,0,0,"In FY 2020, DOLI employee separations were proportional to the agency diversity rate with six white, two black, and one hispanic employee separation. ",11.31,13.92,12.65,15.51,5.87,11.85,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,3,0,3,3,0,0,0,0,0,0,0,"Very Difficult",0,0,6,0,0,0,0,0,0,0,"DOLI's Executive Leadership remained constant for FY2020. ","Employee Engagement","Continuing","unknown","Vacancy Risk","Continuing","unknown","Workforce Development","Continuing","unknown","Vacancy Risk","Continuing","unknown","Workforce Development","Continuing","Unknown",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0]
["Department of Medical Assistance Services",2020,"Health and Human Resources","Family & Health",0,0,607,486,121,713,535,178,535,0,0,0,0,0,0,0,0,63,142,0,0,0,14,0,0,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Constantly working with agency management to ensure review of workforce and ensure appropriate training.  Committee created for workforce planning to include Chief of Staff, Human Capital and Development Management and cross-section of staff.",0,"To continue recruitment of a diverse workforce, DMAS developed relationships with 16 higher education entities for recruitment of a diverse workforce","Continuing to engage partners and conduct recruitment outreach","Expanded utilization of internships, including governor's fellowships.",0,"Continue FY19 practice of HR Analyst dedicated to EWPs and Evaluations","Continue practice of reviewing open positions and added Talent Acquisition intake with hiring manager. Specifically, DMAS completes a full classification review of each position when it becomes open.","Phases 1 and 2 of compression study for classified and wage completed in FY20 with additional phases scheduled for FY21","DMAS continues to support telework and anticipates rise in telework utilization following COVID.  Prior to COVID-19, approximately 50% of eligible employees regularly teleworked, surpassing the Governor's threshold.","In addition to utilization of in-band adjustments for internal equity and retention, they are also utilized for attaining additional ceritifcation.","DMAS has an offboarding plan that has been somewhat amended by COVID-19. Exit interviews and directions for separation and returning all equipment are sent to each departing employee using an automated K2 process.","Continued FY19 documentation practices and included audit reports written to support all classification and compensation practices and training for writing effective EWPs ","Continue evaluating and utilizing dual incumbancy opportunities on a case-by-case basis","Continuing to encourage cross-training within Human Capital and Development and across all levels of the agency","Continuing regular supervisor training and adding new training to supervisor onboarding","DMAS engaged external contractors to provide mandatory supervisor training in performance management, conflict resolution and leading in a virtual environment (LIVE training)","DMAS encourages managers and supervisors to help employees complete and monitor individual development plans on their EWP.","Utilize the Virginia Learning Center (VLC) and contract with LinkedIn Learning to provide on-demand access to thousands of professional learning modules on a variety of business topics.","Talent Development continues to source and curate learning opportunities on a variety of topics in addition to the on-demand LinkedIn Learning options.","DMAS continues to use professional development dollars for conference attendance and professional memberships as appropriate.","DMAS continued impelementing strategies to address the survey results from FY19 and conducted smaller follow up surveys on topics such as COVID-19 and teleworking.","Continuing to educate managers and promote recognition opportunities.  ","The Employee Engagement Coordinator continues working through strategic plans identified from the FY19 engagement survey and advance diversity, equity and inclusion efforts.","Through this summary and subsequent report, the Department of Medical Assistance Services (DMAS) will highlight key accomplishments related to workforce planning efforts and important observations from workforce data.  Important DMAS updates that occured in FY20 that may impact portions of this workforce planning report include: transition to new agency director in Fall 2019 and the addition of several new staff in DMAS's Human Capital and Development (HCD) team. Specific to this report, a critical change to note is the inclusion of wage statistics for FY20.  DHRM provided agencies the option to include wage information in FY20, which DMAS chose to do because wage employees provide critical staff augmentation and make up a notable proportion of the agency's workforce.  The majority of new positions added in FY20 were wage positions, and including wage data allows DMAS to more accurately evaluate workforce statistics, especially diversity statistics.  It is important to consider the addition of wage statistics when making comparisons to FY19 data.\n\nKey takeaways from FY20 data\n-Classified voluntary resignations decreased significantly in FY20 - starting at 7.6% of total employees in FY19 and decreasing to 3.8% of total employees in FY20.  The total number of resignations for FY20 increased slightly (from 41 to 46 total resignations) due to the inclusion of wage employees in the FY20 report.  Wage employees provide critical staff augmentation to the classified workforce; however, it is more difficut to retain professional wage employees who resign in favor of full-time positions elsewhere. DMAS attributes reduction in classified voluntary resignations to retention efforts such as compensation studies with salary adjustments, increases in professional development opportunities, and increased focus on diversity, equity and inclusion (DEI).\n-DMAS significantly increased the amount of professional development opportunities, which also significantly increased the number of unique individuals that completed training: FY19 449 unique individuals, FY20 638 unique individuals representing a 42% increase.  DMAS also demonstrated a strong focus on manager and supervisor training in FY20.\n-DMAS experienced a decrease in time to fill averages each quarter from Q1 to Q3 in FY20; however, overall time to fill averages increased from FY19.  Two contributing factors include: 1. DMAS onboarded three new Talent Acquisition staff in FY20, including the Talent Acquisition Manager in Q1, and 2. The way positions were being reported as closed likely led to inflated fill times.  Having identified the procedural reporting solution, DMAS anticipates time to fill averages will continue to considerably decrease.  \n-The highest agency risk factors relate to DMAS's needed system updates and reliance on manual processes.  The virtual COVID-19 environment highlighted areas DMAS can improve system integration and decrease reliance on manual processes.\n\nLooking forward to FY21: Action plan items include several opportunities to enhance the use of technology and automation and DMAS will focus on DEI through efforts of the new DEI Officer and ongoing efforts of executive leadership and the Diversity Council.\n",290,259,84,203,0,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,715,535,97,563,0,0,4,51,0,0,0,0,0,0,0,0,0,0,0,0,9,9,2,7,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,161,57,31,120,0,0,0,10,0,0,0,0,75,26,13,56,0,0,0,6,0,0,0,0,46,23,0,0,0,0,0,0,0,0,6,29,0,0,2,9,0,0,0,0,38,17,281,0,0,0,0,0,0,0,0,3,26,0,0,0,9,0,0,0,0,18,5,89,0,0,0,0,0,0,0,0,0,11,0,0,0,0,7,0,0,0,16,30,22,14,3,7,0,0,0,0,117,103,99,0,154,453,306,301,23,5,53,80,57,76,6,0,0.1,0.1,0.1,0,0,0,0,0,0,0,0,0.2,0.1,0,0,0,0.3,0,0,0,0,7.1,8.3000000000000007,2.7,0,0,0,0,0,0,0,0,9.1999999999999993,6.7,0,0,0,8.9,0,0,0,0,35.6,35.6,20.3,0,0,0,0,0,0,0,0,28.5,35.6,0,0,0,33.5,0,0,0,0,"","","","","","","","","","","","","","",10,"",10,10,0,0,4,2,74,1.4,9.1999999999999993,26.1,2,8,3,7,0,0,"","","","","","","","","","","","","","","Medium","Low","Medium","Medium","Medium","Medium","Medium","Low","Low","Medium","Medium","Medium","Low","Low","Low","Low","Low","Low","Low","Low","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DMAS has successfully completed the action items identified for FY 2020 related to strategic talent acquisition, workforce development and employee engagement.  The successful introduction of a mentoring program and utilization of approved recruitment and retention tools such as student loan repayments and Virginia 529 incentives have been instrumental in boosting our internal opportunities to preserve institutional knowledge and have also improved our ability to hire the best, most viable candidates for employment.  We have experienced success with our Cross Training efforts and view that as an vital method to promote internal job opportunities and professional development opportunties for all staff.  We learned from our employee survey that employees want more communication, professional development opportunities and recognition and reward opportunities.  With the creation of a Talent Development Manager position, we have a professional devoted to identifying training and development needs across the Agency and developing relevant training to meet those needs and the mandatory training required by the state.   Hiring an Employee Engagement Coordinator has impacted our overall ability to affect change in our work environment through employee involvement programs, examining how our recognition programs are administered and finding new, more creative ways to acknowledge our employees (e.g. Director's Kudos).  Strategic talent acquisition, strong employee engagement and professional development for staff  are of the utmost importance to the Agency. ","","","","","","","","","","","","","","","","","","","","","Technology & Organizational Inefficiencies","Retention & Employee Engagement ","DMAS is making fundamental improvements to the employee on-boarding process and new employee orientation.  A thorough review of the process in FY20 found opportunities to streamline pre-hire paperwork and equipment planning procedures, and identified content enhancements to new employee orientation. In FY 21, DMAS will finalize and document new processes, train impacted team members, and implement new employee orientation along with enhanced pre-hire paperwork processes using DocuSign technology. ","6-12 Months","Talent Acquisition",0,"In FY19, DMAS built a public-facing HR Web Portal to support recruitment and new employee onboarding efforts. To keep the information fresh and informative for potential candidates, DMAS is refreshing content and functionality of the HR Web Portal in FY 21 ","6-12 Months","Technology & Organizational Inefficiencies","Development & Performance Management","As noted in the Key Risk Factors portion of this report, DMAS has an opportunity to improve use of technology and system integration. DMAS is working to develop and implement an automated system for Employee Work Profiles (EWP). DMAS will work with the DMAS Information Management Division or a private vendor to automate the Employee Work Profile/Performance Evaluation.  Conceptually, the system will allow managers to prepare and route for approval the Position Description and Evaluation portions of the EWP.\n","1-2 Years","Other:","Diversity, Equity, and Inclusion","In FY20, DMAS created a new executive-level role focused on Diversity, Equity and Inclusion (DEI). This role was under recruitment as of 6/30/20.  Once an incumbent is in place, FY21 goals include enhanced monitoring of workforce statistics and updates to policy and internal procedures to improve diversity of the DMAS workforce and equity for workforce members.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","Through this summary and subsequent report, the Department of Medical Assistance Services (DMAS) will highlight key accomplishments related to workforce planning efforts and important observations from workforce data.  Important DMAS updates that occured in FY20 that may impact portions of this workforce planning report include: transition to new agency director in Fall 2019 and the addition of several new staff in DMAS's Human Capital and Development (HCD) team. Specific to this report, a critical change to note is the inclusion of wage statistics for FY20.  DHRM provided agencies the option to include wage information in FY20, which DMAS chose to do because wage employees provide critical staff augmentation and make up a notable proportion of the agency's workforce.  The majority of new positions added in FY20 were wage positions, and including wage data allows DMAS to more accurately evaluate workforce statistics, especially diversity statistics.  It is important to consider the addition of wage statistics when making comparisons to FY19 data.\n\nKey takeaways from FY20 data\n-Classified voluntary resignations decreased significantly in FY20 - starting at 7.6% of total employees in FY19 and decreasing to 3.8% of total employees in FY20.  The total number of resignations for FY20 increased slightly (from 41 to 46 total resignations) due to the inclusion of wage employees in the FY20 report.  Wage employees provide critical staff augmentation to the classified workforce; however, it is more difficut to retain professional wage employees who resign in favor of full-time positions elsewhere. DMAS attributes reduction in classified voluntary resignations to retention efforts such as compensation studies with salary adjustments, increases in professional development opportunities, and increased focus on diversity, equity and inclusion (DEI).\n-DMAS significantly increased the amount of professional development opportunities, which also significantly increased the number of unique individuals that completed training: FY19 449 unique individuals, FY20 638 unique individuals representing a 42% increase.  DMAS also demonstrated a strong focus on manager and supervisor training in FY20.\n-DMAS experienced a decrease in time to fill averages each quarter from Q1 to Q3 in FY20; however, overall time to fill averages increased from FY19.  Two contributing factors include: 1. DMAS onboarded three new Talent Acquisition staff in FY20, including the Talent Acquisition Manager in Q1, and 2. The way positions were being reported as closed likely led to inflated fill times.  Having identified the procedural reporting solution, DMAS anticipates time to fill averages will continue to considerably decrease.  \n-The highest agency risk factors relate to DMAS's needed system updates and reliance on manual processes.  The virtual COVID-19 environment highlighted areas DMAS can improve system integration and decrease reliance on manual processes.\n\nLooking forward to FY21: Action plan items include several opportunities to enhance the use of technology and automation and DMAS will focus on DEI through efforts of the new DEI Officer and ongoing efforts of executive leadership and the Diversity Council.\n",638,1,10,21,11,15,18,1,1,0,0,1,"Classified turnover decreased in FY20, together with new knowledge transfer processes, risk was reduced from high to medium. ","Voluntary turnover of classified employees significantly decreased in FY20 compared to FY19. Agency compensation study and increased employee engagement likely factors.","DMAS-initiated compensation study identified salary compression and some disparities with market value. Addressed compression in FY20 and addressing market value in FY21.","DMAS has opportunity to increase cross-training within  Agency divisions.  Several divisions have begun strategic cross-training within their teams.","DMAS is working to address this risk through new knowledge transfer and cross-training processes to ensure institutional knowledge is preserved.","Longer than average time fo fill due to combination of new TA staff and data entry measures and understanding; risk level expected to decrease moving forward.","DMAS experiences positions which require a second posting; however, at a rate similar to other organizations. ","DMAS salaries are higher than state average and total compensation packages are competitive. Compression study adjustments improved this metric as well.","DMAS implemented a formal recruitment strategy which enables us to attract candidates from diverse backgrounds and fill positions quickly.","DMAS does not experience a large number of positions open for an extended period of time; Working to adjust data entry process to accurately reflect this experience. ","DMAS experiences moderate and expected competition, similar to comparable organizations, and successfully manages hard-to-fill positions.","DMAS began highlighting job opportunities in internal communications and continues working to build career ladder opportunities for professional roles.","Completed the latest engagement survey in FY19.  Since then, DMAS addressed several areas of opportunity to include: communication, professional development, and rewards and recognition.","DMAS productivity levels remain high even through the COVID-19 health crisis towards the end of FY20.","Based on employee feedback, DMAS implemented several engagement initiatives in FY20, especially related to employee wellness.","DMAS utilizes the Rewards and Recognition program extensively.  Top performers are routinely recognized in a variety of ways, both monetary and intrinsic.","The DMAS work environment has undergone a number of renovations and improvements to make the building a safer and productive environment for all staff. Equipment upgrades have also been made to ensure the workforce is properly supported to conduct agency business in a productive and efficient manner.","The agency promotes training opportunities for all employees, including ready access and self-service training through LinkedIn Learning.","DMAS offers development opportunites to employees at all levels with a particular focus in FY20 on middle manager and supervisor development.","DMAS uses a variety of formats to offer formal and informal training, including online, on-demand training through LinkedIn as well as schedule instructor-led learning.","Agency-wide, DMAS relies on or interacts with systems that are outdated, many of which are currently in the process of transition or updates.","As mentioned above, many systems are not integrated and require updates in order to coordinate among multiple systems.  In many cases, these processes are underway, but do take significant time to implement.","As highlighted during COVID-19, some DMAS teams rely heavily on manual processes.  All teams have successfully developed work-arounds, but more work is needed to make manual processes electronic or automated.",301,248,16,40,1,0,1,0,219,99,108,55,"Not Used","Started","Started","Continued","Continued","Not Used","Continued","Started","Continued","Started","Started","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Started","Continued","Continued","Started","Continue regular briefings for Senior Leadership through Chief of Staff Office","Continuing collaborations with higher education and veterans services","Continue regular practices of internal/external posting and recruitment outreach","Continue monitoring with Chief of Staff and improving data entry processes","Continue practices with interview panels as noted in FY19","Expanded utilization of internships, including governor's fellowships.","FY20 DMAS formally reviewed and enhanced onboarding, including virtual onboarding","DMAS continues offering optional development training for all employees","Continuing to use built in career paths and collaborating with divisions to identify additional career ladder opportunities","DMAS continued the Learning and Energizing for Aspiring Partners (LEAP) mentoring program in FY20 and planning another formal round in FY21","With the agency moving to 100% telecommuting through a large portion of 2020,  stretching assignments have been necessary for continued operations.","Track mandatory and professional training in VLC and LinkedIn Learning and monitor scheduled and individual professional development requests manually.","DMAS formally reviewed and made improvements to the New Employee Onboarding process.  Orientation was transitioned to virtual orientation due to COVID-19.","DMAS has an Employee Engagement Coordinator who is responsible for all areas of employee engagement, including engagement data, wellness, committees and specific events.","DMAS made significant improvements to wellness engagement by adding mindfulness and fitness class offerings in FY20","DMAS made significant improvements to wellness engagement by adding mindfulness and fitness class offerings in FY20","Per DMAS policy, the Agency continues to promote leave and other recognition options for employees.","Employee Engagement Coordinator manages several engagement events throughout the year, such as Agency-wide meetings and Public Service Week.","DMAS began significant workspace rennovations in FY20 to address space needs and to also provide flexible teleworking spaces to employees who need temporary workspace in the office.","DMAS will continue submitting Employee Opportunities Plan as requested by DHRM.","Continuing to provide and update diversity training to all employees, including related to disability.","DMAS promoted mandatory online training to address bias in the workplace","In response to EO 47, DMAS has developed partnerships with higher education organizations who participate in the Employer Assistance and Resource Network on Disability Inclusion through the Workforce Recruitment Program (WRP).","DMAS continues to work with individual employees and to seek feedback regarding accessibility.","In FY20, DMAS developed an executive level Diversity and Inclusion Officer that was under recruitment as of 6/30/20","DMAS continues advancing Diversity and Inclusion efforts for recruitment, development, and retention, such as engaging the workforce  Diversity Council for feedback.","DMAS continued several internal employee network efforts in FY20 such as the Diversity Council, Employee Association and external facing outreach groups like the Support Team for Application Resonse (STARS) program which is a volunteer effort of employees to increase Medicaid enrollment in the community.","DMAS has implemented several automated workflows to improve onboarding and offboarding processes.  DMAS has also increased access to on-demand professional development through the online contract with LinkedIn Learning.","no","no","yes","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","yes","no","yes","no","no","no","no","no","no","no","Yes",31,180,"Through Quarters 1 & 2 of FY20, DMAS engaged an external vendor to do emergency preparedness planning with Agency leadership.  This activity required DMAS to review and update documentation of mission essential functions and critical positions related to those functions.  These efforts proved critical to prepare the agency for successful transition to telework due to COVID-19 and resulted in an increase of  critical classified positions.","DMAS is fortunate to have a number of employees with many years of public service.  As such, the agency saw an increase in the number of employees eligible for retirement between FY19 and FY20, including the number of positions deemed \"critical.\" This is a key insight into future recruitment needs and reinforces DMAS's desire to preserve institutional knowledge.  DMAS introduced a new process for documenting knowledge transfer of critical positions prior to the incumbent's last day and this is used primarily for retirements and voluntary resignations.",23,21,13,5,1,1,"Yes","Classified voluntary resignations decreased significantly in FY20 - starting at 7.6% of total employees in FY19 and decreasing to 3.8% of total employees in FY20.  The total number of resignations for FY20 increased slightly (from 41 to 46 total resignations) due to the inclusion of wage employees in the FY20 report.  Wage employees provide critical staff augmentation to the classified workforce; however, it is more difficut to retain professional wage employees who resign in favor of full-time positions elsewhere.","DMAS experienced a decrease in time to fill each quarter from Q1 to Q3 in FY20; however, overall time to fill averages increased from FY19.  Two contributing factors include: 1. DMAS onboarded three new Talent Acquisition staff in FY20, including the Talent Acquisition Manager in Q1, and 2. The way positions were being reported as closed likely led to inflated fill times.  Having identified the procedural reporting solution, DMAS anticipates time to fill averages will continue to considerably decrease.  ",76,50,2,5,0,0,0,0,"DMAS is a diverse agency with statistics demonstrating a majority-minority workforce and a high percentage of women in leadership roles.  Workforce data indicate DMAS has an opportunity and a need to recruit more employees that represent the diversity of Virginia's Medicaid members, especially individuals with disabilities, individuals with Hispanic or Latinx background and employees with other backgrounds with low representation at present (Asian, American Indian, etc). It is critical for DMAS to also understand the implications of these diversity statistics, especially recognizing who has power in leadership and how that may impact all areas of the agency.  DMAS will seek key insight into Diversity experiences of the workforce in FY21 through employee surveys and Diversity Council discussions. ",6.7,7.4,7.2,8.1999999999999993,2.4,3.3,1.7,0,1.6,0,21,7,14,12,7,0,2,0,0,0,0,44,12,32,21,18,1,4,0,0,0,0,"Difficult",1,0,7,2,0,1,0,0,0,0,"All DMAS executives participated in professional development opportunities in FY20, both online and classroom instruction focused on general and leadership development topics.  Compared with the entire workforce, DMAS executives are more likely to be female and more likely to be white.  These diversity statistics are an important insight and have potential impact on the agency and opportunities for advancement.  This will be an area of observation for executive leadership and the Diversity Equity and Inclusion Officer to consider in FY21.","Talent Acquisition","Completed",1,"Workforce Development","Completed",1,"Talent Acquisition","Completed",1,"Workforce Development","Completed",1,"Employee Engagement","Completed",1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0]
["Department of Military Affairs",2020,"Veterans and Defense Affairs","Veterans and Military Affairs",0,0,409,295,114,409,295,114,361.5,0,0,0,0,0,0,0,0,10,112,14,59,14,43,76,81,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Improved this year due to Teams","Started but not a formal process","Established partnership late 2019 w/ Longwood/ SVCC","No Change","Program is successful",0,"No Change","No Change","Pay Action Board meets monthly","2020 Telework Policy/Forms revised per COVID lessons ","No Change","Exit interviews/surveys used","No Change","No Change","No Change","No Change","New Leadership Course scheduled to start in Jan 2021 ","No Change","No Change","No Change",0,"No Change","No Change","No Change","The Department of Military Affairs (DMA) is a unique agency with both federal and state responsibilities.  Our federal mission is to provide trained, manned, and equipped Army and Air Force National Guard units to support federal missions.  Our state mission is to provide trained units in support of the Governor as tasked to assist civil authorities in protecting life and property, and to preserve public safety.  DMA is comprised of the core agency staff, the Virginia Army and Air National Guard, and the Virginia Defense Force (VDF), and employs a combination of Soldiers, Airmen, and both federal and state civilian staff.  Over 16,000 Guardsmen have deployed overseas since 2001, and nearly 13,000 have responded to events in the homeland. In 2020 DMA supported significant deployments of Virginia Guardsmen here in the homeland in response to the COVID Pandemic, flooding, and also to assist in the response to Civil Unrest across the Commonwealth.  In 2020 DMA adjusted to the COVID pandemic environment, from increased safety measures to a robust teleworking plan, with no loss to mission effectiveness.  Additionally, the agency has implemented an aggressive program focused on diversity and inclusion, designed to assess how we are doing and how to address any gaps in this area. DMA employs approximately 1,600 full time staff in three different statuses:  Active Guard Reserve (AGR), uniformed and non-uniformed federal employees, and state employees.  Over 8,200 are employed as part time traditional Citizen-Soldiers and Airmen, and there are 400 VDF volunteer members. The employment revenue this brings to the state for all employee categories averages $250 million annually, and DMA is supported with federal and state equipment that totals $1.78 billion in value.  DMA stands ready to provide support to the Commonwealth at a moment’s notice from facilities across 40 communities in the state.  The two largest training sites include Fort Pickett (Nottoway) and State Military Reservation (VA Beach) which provide state of the art training facilities for the National Guard as well as all Department of Defense services; federal, state and local agencies; and foreign military partners. In 2019 these facilities supported over 585,687 (Fort Pickett) and 98,260 (SMR) usage days (“man-days”) for training.",91,91,5,26,5,20,3,5,25,2,0,0,0,0,0,0,0,0,0,0,409,292,8,105,10,53,14,19,68,18,0,114,0,0,0,0,0,0,0,0,4,4,0,1,0,1,0,0,2,0,0,0,0,0,0,0,0,0,0,0,31,12,1,7,1,1,3,3,12,3,0,0,44,28,4,17,3,2,2,3,11,2,0,0,25,25,0,0,0,0,0,0,0,0,1,7,0,16,0,0,0,1,0,0,21,21,107,0,0,0,0,0,0,0,0,1,7,0,12,0,0,0,1,0,0,10,10,32,0,0,0,0,0,0,0,0,0,2,0,0,8,0,0,0,0,0,17,8,17,7,1,0,0,0,0,0,45,53,70,0,186,109,74,218,94,0,48,23,14,57,31,0,0,0,0,0,0,0,0,0,0,0,0,0.2,0.1,0.6,0.2,0.6,1,0,0.8,0,0,9.9,9.9,5.3,0,0,0,0,0,0,0,0,10.199999999999999,10.6,5.9,7.1,12.8,10.199999999999999,11.3,7.7,0,0,38.6,38.6,15.6,0,0,0,0,0,0,0,0,22.7,35.200000000000003,14.9,30.8,37,22.7,38.6,22.4,0,0,"","","","","","","","","","","","","","",3,"",3,3,0,0,1,3,45,4,8,10,3,0,0,3,3,0,"","","","","","","","","","","","","","","Low","Medium","Medium","Medium","Medium","Medium","Low","Low","Low","Low","Low","High","N/A","n/a","n/a","n/a","low","n/a","low","Medium","High","High","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The Department of Military Affairs met with complete success in 3 of its 7 Action Plan Items planned for 2020, and partially met success for 2 others.  Unfortunately, 2 of our Action Plans were never able to be initiated, in large part due to staffing constraints and also the impacts of COVID on the staff.  \nDMA fully implemented our new Mentoring program in 2019-20 (Action Item 5) with good results.  We had more mentees than we had expected and most of our mentors are working with 2-3 mentees.  Despite the great success in our first year with this new initiative, COVID impacts resulted in a majority of the workforce teleworking, which impacted some key events (guest speakers, brown bag luncheons, office visits) and so kept the program from reaching its full potential.     Additionally, our Internship Policy was a huge success this year (Action Item 6) and we have had several superb interns working with the agency.  One of them was recently hired as a full time state employee for DMA, a real success story.  This program is expected to continue to grow and will help DMA to attract a new, young talent and to inform them about the great opportunities that exist in working with the state and specifically with the Department of Military Affairs.  Action Item 4 (Social and Teambuilding Events) was also very successful, and we held our first annual DMA “Fall Festival” with great results.  This event focused on a staff town hall meeting with leadership first, follow by fun games, fellowship, and very good food.  We had a corn hole tournament complete with trophies, and staff feedback was clearly favorable.  We did not rate this as a full success as we were not able to conduct a second event in the Tidewater area for staff in that region. Two of the remaining items (Action Items 1 and 2) were partially met (Leader Development Course and Use of GEARs software to assist in hiring actions) but not fully successful.  Staff work required to complete this in 2020 exceeded our capability for work and time available.  The DMA Trainer and COO have mapped out the course content and draft curriculum for the Leader Course (item 2) as of June 2020, and this will be a priority for 2021.  Additionally, we have established a GEARs working group and coordinated with the contractor for training support.  This will allow us to continue to work this item, or determine that it is not feasible during the 2020-21 timeframe.  The two remaining Action Items (3 and 7) were not met or even started.  We will continue to pursue number 7 this year with the HR Team in order to further recognize and engage our best staff, however number 3 (Knowledge Management rep in each section or department) has been determined to be unrealistic with staffing and time constraints and so will no longer be continued this year.  \n","","","","","","","","","","","","","","","","","","","","","Workforce Development",0,"LEADERSHIP COURSE:  Leadership Development Course: In 2021, DMA will create an advanced leadership course for mid and upper management.  This 3 Day Course will focus on providing  relevant leadership development training for  supervisors IOT improve leadership, communication, conflict management, organizational improvement, and overall leadership competency. ","6-12 Months","Workforce Development",0,"AGENCY DIVERSITY AND INCLUSION PLAN:  Agency Diversity and Inclusion Plan.  2021 Workforce Plan will include a deliberate effort to assess agency diversity and inclusion efforts and status, and then develop initiatives to address any gaps identified.","1-2 Years","Technology & Organizational Inefficiencies",0,"TELEWORK POLICY:  Revise Agency Telework Policy and Forms IOT reflect lessons learned from COVID impacts and increased teleworking emphasis in 2020. This will ensure that supervisors can leverage and manage teleworking better to promote efficiency and accountability while saving costs and enhancing morale. ","6-12 Months","Employee Engagement",0,"FIELD SOP:  Create and Publish a DMA Staff Field Guide for all staff.  Pocket sized guide with Mission/Vision/Values, key POCs, Org chart, etc ","Ongoing (No specific time frame)","Technology & Organizational Inefficiencies",0,"CAC PROCESS:  Agency 2021 Lean Six Sigma Focus Project for DMA is the background check and CAC Issue/Renewal Process Review.  This process is slow and inefficient now, and often causes new hires to not be able to fully complete duties for several months after hire date due to lack of access to DoD network and systems required by DMA","6-12 Months","Other:","Staff Development","The program started great, but due to a majority of the workfoce teleworking,  the key events (guest speakers, brown bag luncheons, office visits) has restricted the program from reaching its full potiental   ","Ongoing (No specific time frame)","Talent Acquisition","","Program complete and implemented.  Great success thus far. ","Ongoing (No specific time frame)","Employee Engagement","","Successfully held our first annual Ft. Pickett \"Fall Festival\" in fall of 2020.  Well received and combined with an agency Town Hall meeting.  Did not hold one this year due to COVID impacts.  Long term intent is to do this each year and add same event to SMR Va Beach as well.  Also, guest speakers focus for this or for annual Employee Recognition Events is a goal going forward too. ","Ongoing (No specific time frame)","Employee Engagement","","Not enough staff or time to accomplish this goal/plan this year.  Made worse with COVID impacts.  We will contnue to work toward this action plan in 2021","Ongoing (No specific time frame)","Workforce Development","","Staff work required to complete this in 2020 exceeded our capability for staff and time available.  DMA Trainer and COO have mapped out the course content and draft POI as of June 2020, and this will be a priority for 2021","1-2 Years","The Department of Military Affairs (DMA) is a unique agency with both federal and state responsibilities.  Our federal mission is to provide trained, manned, and equipped Army and Air Force National Guard units to support federal missions.  Our state mission is to provide trained units in support of the Governor as tasked to assist civil authorities in protecting life and property, and to preserve public safety.  DMA is comprised of the core agency staff, the Virginia Army and Air National Guard, and the Virginia Defense Force (VDF), and employs a combination of Soldiers, Airmen, and both federal and state civilian staff.  Over 16,000 Guardsmen have deployed overseas since 2001, and nearly 13,000 have responded to events in the homeland. In 2020 DMA supported significant deployments of Virginia Guardsmen here in the homeland in response to the COVID Pandemic, flooding, and also to assist in the response to Civil Unrest across the Commonwealth.  In 2020 DMA adjusted to the COVID pandemic environment, from increased safety measures to a robust teleworking plan, with no loss to mission effectiveness.  Additionally, the agency has implemented an aggressive program focused on diversity and inclusion, designed to assess how we are doing and how to address any gaps in this area. DMA employs approximately 1,600 full time staff in three different statuses:  Active Guard Reserve (AGR), uniformed and non-uniformed federal employees, and state employees.  Over 8,200 are employed as part time traditional Citizen-Soldiers and Airmen, and there are 400 VDF volunteer members. The employment revenue this brings to the state for all employee categories averages $250 million annually, and DMA is supported with federal and state equipment that totals $1.78 billion in value.  DMA stands ready to provide support to the Commonwealth at a moment’s notice from facilities across 40 communities in the state.  The two largest training sites include Fort Pickett (Nottoway) and State Military Reservation (VA Beach) which provide state of the art training facilities for the National Guard as well as all Department of Defense services; federal, state and local agencies; and foreign military partners. In 2019 these facilities supported over 585,687 (Fort Pickett) and 98,260 (SMR) usage days (“man-days”) for training.",420,3,6,8,5,12,13,1,1,1,0,0,"No Change","No Change","No Change","No Change","No Change","COVID impacts increased average fill from 45 to 56 days","Continue to work","Continue to work","No Change","No Change","Continue to work","Organizational structure creates challenges to promotion opportunities within some departments",0,0,0,0,"No Change",0,"Continue to work","Continue to work","No Change","Automate the State Active Duty programs to allow National Guard Service members to in process and out process during state emergencies   ","No Change",296,92,17,4,0,0,0,0,409,29,31,66,"Continued","Started","Started","Started","Continued","Not Used","Continued","Started","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Started","Continued","No Change","The new position of Recruiter will help this process","Increased use of social media","Additional training at the Supervisor Level required","No Change","No Change","Noted as Best Pratice","New Mentorship program Jan 20","No Change","Yes, COVID-19 has slowed the process","No Change","No Change","New Employee Orientation Best Practice 2019 ","No Change","No Change","No Change","No Change","No Change","No Change",0,"No Change","No Change","No Change","Challenging due to older military facilities","No Change","No Change","No Change","No Change","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","Yes",0,114,"For the 2020 Assessment of Critical Positions, the increase in numbers is due to Department Directors and Supervisors assessing their personnel within the context of lessons learned during the COVID crisis.  This analysis resulted in revised estimates of personnel requirements and resources that were Mission Essential during the last 6 months,  in the COVID environment. ","A possibility of 30% identified as Critical Positions could retire over the next 5 years.",20,20,15,5,3,1,"Yes","No issues.  Out-processing surveys are encouraged to identify concerns","The increase in Time to Fill is due to COVID-19 impacts on operations ",57,12,2,0,0,0,0,0,"Action Item #2  Agency Diversity and Inclusion Plan.  2021 Workforce Plan will include a deliberate effort to assess agency diversity and inclusion efforts and status, and then develop initiatives to address any gaps identified.",9.6,10.3,9.99,10.199999999999999,5.93,9.2100000000000009,0,0,0,0,3,2,1,2,1,0,0,0,0,0,0,5,1,4,2,3,0,0,0,0,0,0,"Somewhat Difficult",0,0,3,0,0,0,0,0,0,0,"With an approximately 100 years of Military Leadership experience, the 3 Executives are able to develop programs that key in on and build/train trust between the Supervisor and Employee.  Developing and maintaining good Leadership skills is what makes DMA a successful organization.   ","Technology & Organizational inefficiencies","Continuing",0.25,"Workforce Development","Continuing",0.05,"Technology & Organizational inefficiencies","Continuing",0.25,"Employee Engagement","Continuing",0.5,"Other:","Continuing",0.5,"Talent Acquisition","Continuing",1,"Employee Engagement","Continuing",0.05,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,2,0,0,0,1,0,0,0,2,0,0,0,1,0,0]
["Department of Mines, Minerals, and Energy",2020,"Commerce and Trade","Environment & Natural Resources",0,0,174,174,0,174,174,0,236,0,0,0,0,0,0,0,0,16,129,4,0,14,8,2,1,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Started","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","DMME conducted a needs assessment in 2019.","DMME has joined Handshake as one of our talent resources",0,"DMME sucesssfully hired a Fellow in 2019 ","DMME has an established mentoring program.","No Change","No Change","On hold due to compensation freeze","DMME has increased our telework schedules due to COVID","On hold due to compensation freeze","We continue to encourage exiting employees to fill out the Exit Survey","No Change","No Change","No CHange","Classroom training on hold due to COVID","No Change","DMME implemented a new apprpoach to performance evaluations this performance year.","DMME encourages the use of DMME University, Knowledge Center and SkillSets","On hold due to COVID","DMME encourages employees to apply for reimbursment of job related certifications","No Change","DMME has added more incentives to our program","No Change","The Virginia Department of Mines, Minerals and Energy (DMME) will focus on three critical areas: workforce development, those nearing retirement, and professional, diverse talent acquisition.   The agency’s Strategic Team conducted a staffing assessment that revealed vulnerable areas such as gaps of knowledge due to impending retirements, shifting business landscape, and a shortage of professional, diverse talent in the Southwest region.  DMME experiences difficulty in attracting a diverse applicant pool in the Southwest offices due to the demographics of the population.\n\nDMME’s Strategic Team has been developing several internal workforce programs to mitigate the identified risks.  We are actively engaged in identifying and developing innovative talent and retention strategies that will meet the agency's short and long term staffing needs.  We understand that effective workforce planning ensures that DMME fulfills our mission to deliver critical services to the citizens of Virginia.\n",21,21,3,16,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,21,21,3,16,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,4,4,0,3,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,50,5,4,36,1,0,3,5,0,1,0,0,23,7,5,14,0,0,2,1,1,0,0,0,3,3,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,0,0,0,3,3,39,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,0,0,0,1,1,6,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,3,0,3,0,0,0,0,0,0,0,48,49,68,0,125,49,4,162,16,3,25,5,2,28,1,1,0.1,0.1,0,0,0,0,0,0,0,0,0,1.9,0.1,3.4,0,0.9,12.1,3.9,35.1,0,0,16.2,16.2,0,0,0,0,0,0,0,0,0,17.8,15.3,12.1,0,18.7,22.5,15.2,35.1,0,0,44.5,44.5,0,0,0,0,0,0,0,0,0,31.8,42.8,31.5,0,44.5,39.6,26.6,35.1,0,0,"","","","","","","","","","","","","","",12,"",13,13,0,0,4,4,0,1.9,17.8,31.8,9,4,0,0,0,1,"","","","","","","","","","","","","","","High","Medium","High","Medium","Medium","Low","High","High","Medium","N/A","High","Medium","N/A","N/A","Medium","Medium","N/A","N/A","Low","Low","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DMME has completed three of the workforce action items that were identified last year. Additionally, the agency identified several that will take longer to complete.  DMME remains committed to workforce planning and will continue to make this part of our strategic planning effort. ","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"The agency will be setting up a new division within our organization.  We will be filling positions in the new Offshore Wind Division contingent upon  approved appropriation of funds.","6-12 Months","Workforce Development","","No change to previous description.  ","1-2 Years","Talent Acquisition","","DMME continues to research innovative recruitment strategies such as expanded telework options and relocation expenses for out of state applicants.   ","Ongoing (No specific time frame)","Workforce Development","","Due to the current pandemic DMME has insufficient resources to complete this action item.","2-5 Years","Workforce Development","","No change to current action item description.","Ongoing (No specific time frame)","Talent Acquisition","","DMME has partnered with Handshake and will be offering relocation expenses to out of state applicants.  DMME also uses the Minority Publication listing that DHRM has provided as a recruitment resource.","Ongoing (No specific time frame)","Talent Acquisition","","DMME has partnered with Handshake and will be offering relocation expenses to out of state applicants.  DMME also uses the Minority Publication listing that DHRM has provided as a recruitment resource.","Ongoing (No specific time frame)","","","","","","","","","","","","","The Virginia Department of Mines, Minerals and Energy (DMME) will focus on three critical areas: workforce development, those nearing retirement, and professional, diverse talent acquisition.   The agency’s Strategic Team conducted a staffing assessment that revealed vulnerable areas such as gaps of knowledge due to impending retirements, shifting business landscape, and a shortage of professional, diverse talent in the Southwest region.  DMME experiences difficulty in attracting a diverse applicant pool in the Southwest offices due to the demographics of the population.\n\nDMME’s Strategic Team has been developing several internal workforce programs to mitigate the identified risks.  We are actively engaged in identifying and developing innovative talent and retention strategies that will meet the agency's short and long term staffing needs.  We understand that effective workforce planning ensures that DMME fulfills our mission to deliver critical services to the citizens of Virginia.\n",174,2,2,4,8,7,2,2,2,1,0,0,"No change - DMME has a large portion of its workforce that is eligible for retirement.","We are still losing professionals to higher paying jobs in the private sector. However, due to the slowing of the mining industry, we are seeing a lower percentage.","DMME has been proactive in conducting internal salary alignments by classification.  However, we still cannot compete with the public sector salaries for professionals. ","DMME is striving to have all of our unique positions cross- trained by another individual in that department.  This also serves as a backup.  ","No change - DMME does have a large portion of its workforce that is eligible for retirement.","HR remains diligent to ensure that the time to fill position requirement is within the 50-day range.","DMME has encountered struggles to fill vacant professional positions in our Southwest locations.  (i.e., Arch/Engineer)","DMME has been proactive in conducting internal salary alignments by classification.  However, we still cannot compete with the public sector salaries for professionals. ","DMME continues to face talent acquisition risks in recruiting professionals, diverse applicants in the Southwest area due to the demographic makeup of that region.",0,"DMME cannot compete with current public sector salaries for our professional, specialized and hard to fill positions.","DMME has implemented a mentoring program for internal employees.  Additionally, the agency is considering career ladders for specific professional classifications.",0,0,"DMME encourages employee engagement at all levels of the organization.  However, we have four locations, which sometimes proves to be a challenge in this area.  ","DMME needs to improve in this area.  We do a wonderful job with employee recognition but not in the compensation of top performers.  This needs to be part of strategic planning this fiscal year.",0,"DMME does have bench strength for many of our leadership positions. We have implemented a \"Leadership Bootcamp\" training programs and encourage outside training opportunities.","DMME does have bench strength for many of our leadership positions. We have implemented \"Leadership Bootcamp\" training program and encourage outside training and professional development opportunities.","No change - DMME encourages its employees to attend professional development training  opportunities.",0,0,0,170,3,0,1,0,0,0,0,32,59,58,0,"Started","Started","Started","Not Used","Started","Started","Started","Not Used","Started","Not Used","Started","Started","Started","Started","Not Used","Started","Started","Started","Not Used","Started","Started","Started","Not Used","Started","Started","Started","Not Used","Not Used","No Change","No Change","DMME has implemented several new recruitment strategies","No Change","No Change",0,"Completed onboarding process (utilized DHRMs model)","On hold due to COVID",0,"No Change",0,0,"We are now using a blended electronic and in-person onboarding process",0,"DMME has an employee wellness committee","DMME has an employee wellness committee","No Change - On hold due to compensation freeze","DMME hosts at least two events each year.  However, on hold due to COVID",0,"DMME submitted the Employee Opportunity Plan ","DMME conducted Workplace Diversity and Inclusion Training","The Workplace Diversity and Inclusion Training is done on an annual basis",0,"DMME is open to any reasonable accomodation request","This responsibility is assigned to the HRD","No Change",0,0,"no","no","no","yes","no","no","no","no","yes","yes","no","no","yes","no","no","yes","no","no","no","no","no","yes","yes","no","yes","no","yes","yes","no","no","no","no","no","yes","yes","yes","no","no","no","no","no","yes","no","no","yes","no","yes","no","no","no","yes","yes","No",0,0,"These positions have been deemed critical to the agency's organization. However, all of the identified positions are occupied, and the agency has sufficient bench strength in the event one of these positions become vacant.  We have implemented cross training activities where applicable.","DMME could potentially have 23 retirements over the next 5 years, which is approximately 13.5% of the current workforce. This fact increases our risk of knowledge and skill transfer.",0,0,0,0,0,0,"Yes","This past planning year DMME had the same number of resignations.  We did not have any employees that transferred to other state agencies.","DMMEs HR department works diligently to keep the time to fill in the range of 50 days.  The data reflects that we have improved in this area.",170,3,0,1,0,0,0,0,"DMME is striving to explore ways to improve our ability to attract a diverse applicant pool.  However, we struggle in Southwest due to the demographics in that area.  ",15.96,16.71,15.95,32.22,0,3.66,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,13,0,0,0,0,0,0,0,"DMME encourages the strategic team to pursue internal and external training development opportunities.  ","Workforce Development","Continuing",0.3,"Talent Acquisition","Continuing",0.4,"Vacancy Risk","Completed",1,"Workforce Development","Continuing",0.15,"Workforce Development","Completed",100,"Workforce Development","Continuing",20,"Other:","Completed",100,"Talent Acquisition","Continuing",90,0,0,0,0,0,0,1,0,0,0,0,2,0,0,0,0,0,0,1,3,0,0,0,0,0,0,1,0,0,0]
["Department of Motor Vehicles",2020,"Transportation","Licenses","Transportation",0,2299,1960,339,2670,2132,538,2080,0,0,0,0,0,0,0,0,66,530,198,74,1331,61,34,5,0,0,"Started","Not Used","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Virginia's Department of Motor Vehicles (DMV) serves a customer base of approximately 6.2 million licensed drivers and ID card holders with over 7.8 million registered vehicles. DMV has more daily face-to-face contact with Virginia's citizens than any other state agency. DMV also serves a wide array of businesses, including dealers, fuels tax customers, rental companies, driving schools, other state agencies, local governments and non-profit organizations.\n\nIn addition to operations conducted in our headquarters in Richmond, VA; DMV operates 75 customer service centers, four mobile customer service centers (DMV2GO), 55 DMV Select offices, 13 permanent motor carrier service centers (weigh stations), 13 mobile weigh crews, a virtual customer contact center, automated telephone service, 10 DMV Connect teams, and a website that offers more than 40 transactions. Due to the COVID-19 pandemic, all in-person customer interfacing sites were closed to the public beginning mid-March and did not begin to reopen until mid-May. This closure forced DMV to look at how customer transactions were being processed. In-person transactions are now processed by appointment only and more transactions are being conducted online or via mail.\n\nDMV's maximum employment level for FY 2020 was 2,080 full time employees. As of June 30, 2020, 1,943 of those positions were filled, representing a vacancy rate of 6.6%. Of the 249 classified positions that DMV filled in FY 2020, only 12 were hired in the fourth quarter due to COVID-19 pandemic. During FY 2020, DMV also had 243 employees leave the agency, 26.7% of which were retirements.\n\nFor FY 2021, the agency will focus on several workforce initiatives to help mitigate identified risks. These include branding and advertising campaigns to attract new talent; launching a new employee orientation program; increasing diversity, equity and inclusion awareness and programs to assist with retention; and automating manual processes to increase productivity.",1268,1268,25,200,3,35,1005,0,0,0,0,0,0,0,0,0,0,0,0,0,2145,2145,65,554,196,83,1186,24,32,5,0,0,0,0,0,0,0,0,0,0,63,63,2,24,7,2,26,0,2,0,0,0,0,0,0,0,0,0,0,0,267,120,15,104,31,11,90,5,10,1,0,0,222,106,9,71,25,12,92,5,7,1,0,0,121,121,0,0,0,0,0,0,0,0,0,16,14,3,88,0,0,0,0,0,77,77,736,0,0,0,0,0,0,0,0,0,4,8,1,64,0,0,0,0,0,22,22,215,0,0,0,0,0,0,0,0,0,0,2,2,0,20,0,0,0,0,29,92,47,55,8,9,2,0,0,0,39,52,54,0,594,1705,985,948,72,26,119,251,157,213,26,8,0,0,0,0,0,0,0,0,0,0,0,0.3,0.6,0.2,0.7,0,2.2999999999999998,1.3,3.2,0,0,12.2,12.2,0,0,0,0,0,0,0,0,0,21.6,17.2,14.4,14.3,8.5,17.899999999999999,17.600000000000001,15.5,0,0,54.8,54.8,0,0,0,0,0,0,0,0,0,47,50,47.8,45.7,54.8,45.7,45.4,35.4,0,0,"","","","","","","","","","","","","","",8,"",10,5,0,1,7,0,54,10.58,26.66,36.6,6,4,1,9,2,1,"","","","","","","","","","","","","","","High","High","High","High","High","Low","Medium","High","Medium","Low","High","Medium","N/A","Medium","Medium","Low","Medium","Medium","Medium","Low","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"To begin addressing the loss of critical employee's and the knowledge they represent, DMV's FY 2020 Workforce Plan focused on three goals: development of advertising strategy; process automation; and focus of recruitment and retention. Each of these goals is an ongoing focus as they are workforce programs and not a simple task item to be completed. \n* DMV continues to offer leaders the opportunity to attend Executive Leadership Program (ELP) and/or Management Development Program (MDP). Both of the programs are continuously evaluated and improved based on the ever changing needs of the agency and its employees. NewLead, a three day course required for all new leaders, was added to assist leaders with the successful transition into their new role. \n* DMV's Workforce Efficiency Group continues to focus on process improvement and automation. For example, in FY 2020 an appointment system was implemented for our Customer Service Centers. Customers and employees no longer become frustrated with long wait times and management can better predict workload and therefore determine more accurate staffing levels. \n* In FY 2020, DMV continued to focus on recruitment efforts. The Human Resources and Communications departments partnered together to develop an advertising strategy. While this is an ongoing work in progress, DMV began utilizing social media platforms to promote job opportunities and developed small information cards to highlight DMV's mission, purpose and core values while also informing interested parties on how to follow DMV on social media and where to apply for open opportunities.","","","","","","","","","","","","","","","","","","","","","Workforce Development",0,"Create more virtual training opportunities.","6-12 Months","Talent Acquisition",0,"Develop mechanism in which to track recruitment metrics.","Within 6 Months","Employee Engagement","","Continue to research the feasibility and interest for full employee engagement survey.","Ongoing (No specific time frame)","Workforce Development",0,"WFP Committee - documented knowledge transfers (Terry?)",0,"Employee Engagement",0,"Increase awareness and understanding of diversity, equity and inclusion throughout the Agency.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","Virginia's Department of Motor Vehicles (DMV) serves a customer base of approximately 6.2 million licensed drivers and ID card holders with over 7.8 million registered vehicles. DMV has more daily face-to-face contact with Virginia's citizens than any other state agency. DMV also serves a wide array of businesses, including dealers, fuels tax customers, rental companies, driving schools, other state agencies, local governments and non-profit organizations.\n\nIn addition to operations conducted in our headquarters in Richmond, VA; DMV operates 75 customer service centers, four mobile customer service centers (DMV2GO), 55 DMV Select offices, 13 permanent motor carrier service centers (weigh stations), 13 mobile weigh crews, a virtual customer contact center, automated telephone service, 10 DMV Connect teams, and a website that offers more than 40 transactions. Due to the COVID-19 pandemic, all in-person customer interfacing sites were closed to the public beginning mid-March and did not begin to reopen until mid-May. This closure forced DMV to look at how customer transactions were being processed. In-person transactions are now processed by appointment only and more transactions are being conducted online or via mail.\n\nDMV's maximum employment level for FY 2020 was 2,080 full time employees. As of June 30, 2020, 1,943 of those positions were filled, representing a vacancy rate of 6.6%. Of the 249 classified positions that DMV filled in FY 2020, only 12 were hired in the fourth quarter due to COVID-19 pandemic. During FY 2020, DMV also had 243 employees leave the agency, 26.7% of which were retirements.\n\nFor FY 2021, the agency will focus on several workforce initiatives to help mitigate identified risks. These include branding and advertising campaigns to attract new talent; launching a new employee orientation program; increasing diversity, equity and inclusion awareness and programs to assist with retention; and automating manual processes to increase productivity.",2187,10,35,44,44,34,65,0,0,0,0,0,"Several critical positions that have had incumbents in them for many years are highly specialized and hard to fill.","While the agency has a relatively low turnover rate, we are experiencing an increase in turnover due to COVID-19.","Highly specialized positions become vulnerable to private sector companies with higher salaries. Customer Service positions also experience turnover due to salaries.","Due to legacy systems requiring a specific skill set, it is difficult to fill positions with external talent.","A number of specialized positions are currently filled by employees nearing retirement or by employees seeking career advancement. ","On average, DMV fills positions within 50 days. Hard to fill or specialized positions may take slightly longer.","DMV tends to experience failed searches with IT legacy positions, as the skill set is difficult to find. The Agency also has difficulty filling positions in remote locations.","Lower than average salaries within certain markets (ex. Customer Service and IT) inhibit recruitment activities.","Agency is more reactive to hiring for vacancies instead of following an established strategy.","DMV is able to fill most positions within a short period of time.","Difficult to fill specialized positions due to lower than market salaries and high level of competition.","The Agency promotes from within but due to a larger population of entry level positions versus mid-senior level positions available, not a lot of promotional opportunities exist.",0,"An appointement scheduling system was implemented at Customer Service Centers due to COVID-19. This helps control and monitor work levels. ","Mid to entry level positions lack a clear understanding of how their roles connect to the DMV mission and values. DMV leadership continues to reinforce goals to all staff.","DMV offers multiple recognition programs. Due to COVID-19 all inperson events were cancelled so the agency now recognizes employees virtually via daily Virtual High Fives.","Technology resources are perceived to be well behind private sector employers. Agency still has a lot of manual processes that could be automated. COVID-19 highlighted risks and needs.","COVID-19 brought challenges to the Agency in this area due to a high number of virtual workers. ","DMV has a robust leadership development program.","The Agency offers a multitude of development offerings for all levels of employees.","Multiple legacy and outdated technology systems still used within the Agency.","Statewide challenge, as many systems do not interact or integrate with each other.","While some departments have moved to an automated process, many departments have not. Manual processes increase the opportunity for more errors.",1111,932,85,160,11,0,0,0,2670,343,371,89,"Not Used","Not Used","Not Used","Not Used","Continued","Continued","Started","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Started","Continued","Not Used","Not Used","Started","Continued","Started","Started","Not Used","Started",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"no","no","yes","yes","no","no","no","yes","yes","yes","no","no","yes","no","no","no","yes","no","no","no","no","yes","no","yes","yes","no","no","no","no","no","no","no","no","yes","no","yes","no","yes","no","no","no","no","no","no","no","yes","yes","no","no","yes","yes","no","No",0,0,"Critical positions are deemed as those necessary to continue the key business operations within the Agency. Examples include Customer Service Generalist positions in the field and key personnel such as IT and work center staff in headquarters. Note that \"positions\" were deemed as critical not people. For instance, Customer Service Generalists are critical to business operations but the loss of a few employees in these positions does not pose a high risk. However, if DMV lost all employees in the Customer Service Generalist role the agency would be at risk. The large increase over FY 2019 is due to the way the template calculates the data. FY 2019 counted only the number of unique position titles while FY 2020 counts all positions with those titles deemed critical.","DMV's percentage of employees eligible to retire remains constant (around 10-11%). The majority of these indviduals are in the Paraprofessional and Professional EEO groups. The Paraprofessional individuals are mainly our Customer Service Generalists and our supporting work center staff. These positions often have a higher than average turnover rate as well. Most concerning are the individuals within the Professional group. A high percentage of these are in our IT department and are stand alone positions. These individuals have specific knowledge that has been gained with years of experience. IT continues to focus on knowledge transfer and succession planning.",0,0,0,92,39,10,"Yes","DMV consistently has a turnover rate that is lower than the state average. For FY 2020, DMV's turnover rate was 12.1% while the state average was 14.2%. While some turnover at all levels is good for any agency, DMV would like to reduce the turnover within our Customer Service Centers. These critical positions are often difficult to fill and it takes over a year to fully train an employee.","DHRM established the Think50! goal to ensure a more efficient & productive recruitment experience that would allow agencies to secure top talent while improving the Commonwealth's brand. In FY 2020, DMV was in the top 3 for number of classified hires of all Executive Branch Agencies (209 classified employees) behind VDH and VDOT. For Executive Branch agencies hiring over 50 classified employees during FY 2020, DMV had the fourth best Time to Fill rate with the agency taking on average 48 days to fill vacant positions (54 days when you incorporate 4th Quarter). The overall range for all Executive Branch agencies was 0 - 313 days.",213,133,8,16,0,0,0,0,"For FY 2020, DMV's percentage of women in the workforce increased by 15% but the percentage of minorities and veterans in the workforce decreased slightly. For FY 2021, DMV hired a Diversity, Equity and Inclusion Program Manager who will be working with the Talent Acquisition team to develop a proactive strategy to increase the number of women, minorities and persons with disabilities in applicant pools.",12.34,12.13,13.74,11.39,7.2,8.43,15,0,0,0,46,13,33,20,21,2,3,0,0,0,0,92,18,74,39,39,6,7,1,0,0,0,"Difficult",0,0,9,1,0,0,0,0,0,0,"Currently 70% of DMV's executive staff is eligible to retire. While DMV is not aware of any upcoming retirements within the executive staff, succession planning steps are being taken. Such steps include offering executive level coaching and training to the next level of leaders; providing acting roles to senior leadership when available; and promoting high potential candidates from within DMV. For instance, the entire executive team (not just the Commissioner's direct reports) have attended or are scheduled to attend VCU's Virginia Executive Institute (VEI), showcasing DMV's commitment to leadership development.","Talent Acquisition","Continuing",0,"Talent Acquisition","Continuing",0,"Employee Engagement","Continuing",0,"Technology & Organizational inefficiencies","Continuing",0,"Workforce Development","Modified",0,"Workforce Development","Continuing",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,1,1,0,0,1,0,0,0,0,0,0]
["Department of Planning and Budget",2020,"Finance","Finance",0,0,44,43,1,44,43,1,70,0,0,0,0,0,0,0,0,8,33,0,0,3,0,0,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued",0,0,"Agency works with several Virginia colleges to attract Junior Budget Analysts to create a pipeline for hiring.",0,0,0,"No Change","No Change","No Change","No Change",0,"Agency has off boarding process for employees","No Change",0,"No Change",0,"No Change",0,0,"No Change","As funding permits.",0,"No Change.  DPB postponed the 2020 recognition event due to COVID-19.","Office renovations are complete.","The Department of Planning and Budget (DPB) formulates the Executive Budget, oversees operating and capital budget executive activities for state agencies, issues fiscal impact statements on proposed legislation, and reviews proposed regulations and prepares economic impact analyses on proposed regulations.  DPB's work is divided between budget, legislative, regulatory, and administrative areas.  It has six budget divisions and also has a planning, evaluation, and regulation division and an administrative division.  DPB recognizes the importance of talent management and employee engagement and has established a program to mentor its new talent to ensure the transfer of institutional knowledge of agency policies and procedures as well as the Commonwealth's policies and procedures related to finance and the regulatory process.  DPB provides staff with technological tools so that work can be performed efficiently and effectively, both at DPB office and remotely.",10,10,0,9,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,35,35,0,32,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,2,0,3,0,0,2,0,0,0,0,0,2,0,0,2,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,1,1,8,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,1,0,0,0,0,0,0,0,0,0,0,18,26,8,27,1,1,1,0,0,0,0,0,1.1000000000000001,1.1000000000000001,0,0,0,0,0,0,0,0,0,0,1.1000000000000001,6.4,0,22.8,0,0,0,0,0,14.16,14.16,0,0,0,0,0,0,0,0,0,0,12.4,6.4,0,33.200000000000003,0,0,0,0,0,43.8,43.8,0,0,0,0,0,0,0,0,0,0,35.799999999999997,6.4,0,43.8,0,0,0,0,0,"","","","","","","","","","","","","","",7,"",7,7,0,0,2,3,60,0.5,23.1,35,4,3,2,5,1,0,"","","","","","","","","","","","","","","Medium","Low","Medium","Medium","Medium","N/A","N/A","Low","N/A","N/A","N/A","Medium","low","n/a","n/a","n/a","n/a","low","low","low","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The agency continues to make progress in enhancing the technological tools that are available to staff.  This has contributed the agency's efficiency and effectiveness, as demonstated by the fact that all staff, with the exception of managers, work remotely on full-time basis during the COVID-19 pandemic.  Managerial staff are able to telework four days per week on average because of DPB's strong technology platform.\n","","","","","","","","","","","","","","","","","","","","","Talent Acquisition","","No changes from prior fiscal year.","Ongoing (No specific time frame)","Employee Engagement","","No changes from prior fiscal year.","Ongoing (No specific time frame)","Other:","Transfer of Knowledge","The agency continues to utilize cross training and document processes where needed.","Ongoing (No specific time frame)","Employee Engagement","","No changes from prior fiscal year.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Planning and Budget (DPB) formulates the Executive Budget, oversees operating and capital budget executive activities for state agencies, issues fiscal impact statements on proposed legislation, and reviews proposed regulations and prepares economic impact analyses on proposed regulations.  DPB's work is divided between budget, legislative, regulatory, and administrative areas.  It has six budget divisions and also has a planning, evaluation, and regulation division and an administrative division.  DPB recognizes the importance of talent management and employee engagement and has established a program to mentor its new talent to ensure the transfer of institutional knowledge of agency policies and procedures as well as the Commonwealth's policies and procedures related to finance and the regulatory process.  DPB provides staff with technological tools so that work can be performed efficiently and effectively, both at DPB office and remotely.",2,2,0,1,0,1,0,2,2,1,0,0,"DPB is at moderate risk of losing institutional knowledge because several senior positions are eligible for retirement.  The agency undertakes onging efforts to transfer knoweldge and mentor staff.","Other than reitrements, the agency has not experienced significant turnover over the last few years.","The agency maintains a career progression path for new analysts and periodically examines its salary structure.","The agency continues to address mentoring and cross training.","The agency has several senior employees who either are or will become eligible for retirement in the next several years.  Cross-training and mentoring help to mitigate this risk.",0,0,"The agency works closely with DHRM to identify competitive salaries for recruitment as well as other incentives to attract workforce talent.",0,0,0,"The agency is small and management openings do not typcially occur very often.  For this reason, agency management identifies internal and external training opportunities for staff and look for ways in which staff can gain exposure to high level officials.","Given that DPB is a small agency, opportunities can be easliy identified without a survey but with formal and informal staff discussions.",0,0,0,0,"When financially feasible, training opportunites at the state and national level are provided to employees.","Individuals identified as leaders with the agency are often provided with opportunities for exposure both within and outside of the agency.","Employees are encouraged to pursue training opportunies both within the state and through outside organizations.",0,0,0,35,7,1,1,0,0,0,0,44,2,1,1,"Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Started","Continued","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Continued","No Change","No Change",0,"No Change","No Change",0,"No Change","No Change","No Change","No Change",0,0,"Provides agency orientation training to all new employees to DPB.",0,0,0,0,0,0,0,0,0,0,"Agency works to accommodate all employee needs.",0,"Interview panels reflect diversity and inclusion.",0,"Agency continues to evaluate and improve technology.  DPB has migrated to an electronic workflow process.","no","no","no","no","yes","no","no","no","no","yes","no","no","no","yes","no","no","yes","no","no","no","no","no","no","no","no","no","no","yes","no","no","yes","no","no","no","no","no","yes","no","yes","no","no","no","no","no","no","no","no","yes","no","no","no","no","No",0,0,"The original seven positions from FY 2019 are retained as critical and three additional positions are added.  They are a legislative coordinator and two budget operations employees.","DPB continually works to transfer institutional knowledge within the agency to ensure that future retirements do not have a detrimental impact on operations.",0,0,0,0,0,0,"No","One employee chose to leave state service to work for a large nonprofit organization in Washington, D.C.  The employee did not have five years of service with the Commonwealth.  Because DPB is a small agency, one staff departure can skew agency data when looking at the agency resignation rate.","DPB filled an position in fiscal year 2020 in approximately 60 days.  The position reports directly to the agency head and is not included in these statistics.",1,0,0,0,0,0,0,0,"Statistics do not reflect agency head direct reports who are veterans and minotirites in leadership roles.  DPB is a small agency and managers are direct reports to the agency head.",14.17,14.15,12.85,25.84,5.0999999999999996,1.2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Easy",0,0,5,2,0,0,0,0,0,0,"Managers are offered opportunities to attend conferences sponsored by the National Association of State Budget Officers (NASBO).  These are professional development opportunities where managers can network with officials of other states.  Two managers attended the NASBO national conference in August of 2019.","Talent Acquisition","Continuing","n/a","Employee Engagement","Continuing","n/a","Other:","Continuing","n/a","Employee Engagement","Continuing","n/a",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,1,0,0]
["Department of Professional and Occupational Regulation",2020,"Commerce and Trade","Business","Employment","Licenses",193,167,26,247,201,44,203,0,0,0,0,0,0,0,0,10,30,2,10,18,3,0,0,0,0,"Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Started","Continued",0,0,"Through the internship program opportunities,\nthe DPOR HR Office has established \nconnections with area colleges.",0,"At the conclusion of DPOR's 2019 Summer \nInternship Program, an intern was hired into an \nongoing wage position and remains employed.",0,"No change","No change","No change","No change","No change","DPOR currently has an exiting process for those\nleaving the agency, to include meeting with\nHR and an Exit Questionnaire for feedback. ",0,"No change","No change","No change","DPOR management follows through the VCU/PMG\nprograms for leadership development\nas funds allow.","DPOR management utilizes the Employee \nDevelopment section of the Employee Work\nProfile for their employees.","The agency supports employee learning which \nincludes online learning through webinars\nand other virtual learning mechanisms.","No change","DPOR supports professional memberships and\ncontinuing education needs related to \nemployees' position through funding.","No change","DPOR introduced the reinvigorated Employee\nRecognition & Engagement Program providing\noptions for monetary and non-monetary awards. \n","DPOR is anxious to resume activities such as  \nEEA social functions, service award celebrations  \nand in-person monthly agency meetings asap.","The Department of Professional and Occupational Regulation (DPOR) issues professional credentials (licenses, certificates and registrations) for more than 300,000 individuals and businesses subject to regulation as determined by the General Assembly.  DPOR currently oversees 18 regulatory boards and programs which determine the minimum standards necessary to enter a profession, and qualify applicants based on a combination of education, experience and examination.   Our policy boards - plus the Board for Professional and Occupational Regulation (BPOR) - are comprised of practitioners and citizens appointed by the governor, and are responsibile for regulating certain professions and occupations.   When there are reports of regulatory violations, the agency investigates and seeks to obtain compliance with the law or, when necessary, to discipline the licensee. \n\nDPOR strives to promote a positive business climate, ensure a competent workforce and provide exceptional customer service.  As an executive branch agency under the Office of the Chief Workforce Advisor, DPOR supports Virginia's economic vitality by helping qualified people start businesses and work in their chosen fields.  We protect the public by verifying minimum competence, investigating complaints and upholding professional compliance with state law and regulations. \n\nThe Maximum Employment Level (MEL) is 203 with over half of the agency performing essential daily operations in paraprofessional and protective service roles to fulfill our mission.\n",13,13,4,3,0,2,4,0,0,0,0,0,0,0,0,0,0,0,0,0,13,13,4,3,0,2,4,0,0,0,0,0,0,0,0,0,0,0,0,0,4,4,0,2,0,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,21,11,2,6,0,5,6,2,0,0,0,0,27,14,3,9,1,6,8,0,0,0,0,0,9,9,0,0,0,0,0,0,0,0,0,0,0,5,4,0,0,0,0,0,8,8,53,0,0,0,0,0,0,0,0,0,0,0,4,4,0,0,0,0,0,2,2,5,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,2,7,8,1,0,0,0,0,0,0,80,160,92,0,51,142,56,104,8,1,9,25,10,24,4,0,0.6,0.6,0,0,0,0,0,0,0,0,0,3.8,2.8,3.4,0.6,0.6,2.2999999999999998,0,0,0,0,13.2,13.2,0,0,0,0,0,0,0,0,0,17.8,16.5,15.8,13.5,9.5,16.399999999999999,0,0,0,0,47.5,47.5,0,0,0,0,0,0,0,0,0,47.5,34.1,28.2,35.9,32.700000000000003,31.5,0,0,0,0,"","","","","","","","","","","","","","",8,"",5,6,0,0,2,0,"n/a",11,26,44,0,5,1,4,0,0,"","","","","","","","","","","","","","","High","Low","Medium","Low","High","Low","Medium","Low","Medium","Medium","Medium","Medium","Low","Low","Low","Medium","Low","Low","high","Medium","High","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"For the Department of Professional and Occupational Regulation (DPOR), FY20 started off with major initiatives being implemented.  The reinvigorated Employee Recognition Program was introduced to the agency and the Employee Engagement Association was formed and started activities right away and currently has 63 members.  Regarding the much needed technology advancements, DPOR implemented online certification requests and began issuing digital licenses.  \n In spite of the end of FY20 involving a pandemic and the subsequent hiring and compensation freeze for agency actions, DPOR has fared relatively well .  Attributing a large portion of the agency perseverance to the dedicated, hard-working, and conscientious employees employed by DPOR.    The resilience of the staff at all levels allowed for the agency to continue to provide our customers with the service they expected.  It may not have been the preferred method of assistance but nonetheless DPOR responded never forgetting the purpose and role our agency plays in the state's workforce.  Meetings had to be altered and processes had to be changed to adapt to our rapidly changing work environment.  Even with all the changes, managers and supervisors identified creative ways to ensure the customer service continued and employees assisted other sections with their workload as the needs arose to meet the challenge.  ","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","While the reinvigorated Employee Recognition Program implemented the Instant Recognition Awards portion of the program, the agency will continue to move forward with designing further awards as part of the program i.e. management awards with bonues and leave awards.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","The agency has entered into a contract with Systems Automation for replacing the licensing IT system.","6-12 Months","Workforce Development","","Continue to communicate and faciliate the Educational Assistance Program to agency personnel and share with prospective employees and new hires to DPOR.","Ongoing (No specific time frame)","Talent Acquisition",0,"DPOR will deliniate the recruitment process procedures for hiring mangers to emphazie the intended target of filling positions within 50 days of posting the vacancy in RMS. ","Within 6 Months","","","","","","","","","","","","","","","","","","","","","","","","","The Department of Professional and Occupational Regulation (DPOR) issues professional credentials (licenses, certificates and registrations) for more than 300,000 individuals and businesses subject to regulation as determined by the General Assembly.  DPOR currently oversees 18 regulatory boards and programs which determine the minimum standards necessary to enter a profession, and qualify applicants based on a combination of education, experience and examination.   Our policy boards - plus the Board for Professional and Occupational Regulation (BPOR) - are comprised of practitioners and citizens appointed by the governor, and are responsibile for regulating certain professions and occupations.   When there are reports of regulatory violations, the agency investigates and seeks to obtain compliance with the law or, when necessary, to discipline the licensee. \n\nDPOR strives to promote a positive business climate, ensure a competent workforce and provide exceptional customer service.  As an executive branch agency under the Office of the Chief Workforce Advisor, DPOR supports Virginia's economic vitality by helping qualified people start businesses and work in their chosen fields.  We protect the public by verifying minimum competence, investigating complaints and upholding professional compliance with state law and regulations. \n\nThe Maximum Employment Level (MEL) is 203 with over half of the agency performing essential daily operations in paraprofessional and protective service roles to fulfill our mission.\n",99,3,5,6,9,3,4,0,0,0,0,0,"DPOR continues to experience institutional knowledge loss due to retirements. Agency efforts are in process of implmenting suggestions recommended by PMG.","While our turnover rate has increased, it is to be expected given the retirements, deaths, resignations due to relocation and favorable resignations.","DPOR offers salaries comparable to the skills presented in the recruitment process.  Perceptions of salary inequities, when persistent, will result in comp studies.","The majority of the agency is comprised of multiple positions with the same role title.  ","A few critical leadership positions as single incumbents in those roles are anticipated to become vacant within 5 years due to retirement.","DPOR continues to prioritize improvements in this area. A Recruitment Coordinator was hired and the HR Office is looking to hire an additional staff member to assist.","While this has improved for FY20, the pandemic and the hiring freeze has delayed our ability to capitalize on the positive response.","Before a posting in finalized, HR reassesses the hiring range based on current incumbents in the same role and increasing when appropriate.","Defining the agency's recruitment strategy was placed on hold at the start of the pandemic, but as we begin to receive exception approvals, it will resume. ","In an effort to not lose good talent, HR attempts to close postings in RMS within 2 weeks of it posting. If more time is requested, screening will need to be ongoing.","A few managers are extremely specific in their expectations from applicants, and HR encourages them to consider candidates that have something to offer.","This appears in most of the surveys and exit feedback.  With necessary positions at all levels to be filled, this will open opportunites for employees to be considered.","DPOR is committed to improving employee morale by listening to employees and implementing as much as possible that is reasonably suggested.","With the pandemic, employee productivity levels are adjusting in response to altered processes.","The implementation of the Employee Recognition and Engagement committee and resulting Employee Engagement Association has enhanced this area.","The next portion of the Employee Recognition Program will provide managers the means of recognizing/rewarding top performers other than through Performance Mangement.","DPOR provides work environment modifications, including increased telework and alternate schedules,  to assist employees in performing their work during this pandemic.","Most mangers work with their employees to arrange opportunities of development as outlined in the EWP.  HR encourages this portion of the EWP to be completed.","Our bench strength continues to develop to prepare them for the next step in career progression.  Offering more leadership development will assist in their advancement.","DPOR has been sending employees to training through VCU/PMG and will continue to increase the numbers of employees to attend to provide more growth opportunites.","While DPOR does not have the replacement system yet, the contract with System Automation is underway and moving forward at a positive momentum.","This is another area that System Automation will be accomplishing with the new system design for the agency to replace our existing systems.","DPOR has made process improvements streamlining during the pandemic to accommodate increased telework.",126,61,3,3,0,0,0,0,73,40,52,2,"Not Used","Not Used","Started","Not Used","Continued","Not Used","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Started","Started","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Not Used",0,"No change"," DPOR established contact with area colleges for\nthe Internship Program and intends on reaching \nout through this means for future vacancies.  ","No change","No change","No change","No change",0,0,0,0,0,"New hire orientations begin with the HR Office \nbefore moving to their individual work sections.\nto review information pertinent to their section.","DPOR established an Employee Engagement\nAssociation that has a committee formed\nby representatives from throughout the agency.","DPOR promotes wellness through providing \nCommonHealth literature on numerous topics\nand Financial contact information for assistance.","DPOR promotes wellness through providing \nCommonHealth literature on numerous topics\nand Financial contact information for assistance.","Employees are able to accummulate their awards\ntowards receiving monetary bonuses, and at this\nthe selection of leave awards is not an option. ","With the formation of the Employee Engagement\nAssociation this year, social functions took place\nuntil the pandemic, which halted such activities.",0,"DPOR submits the Equal Opportunities Plan to\nDHRM at the end of each fiscal year.",0,0,0,"DPOR encourages supervisors/managers to \ncontact HR, Administration and/or IT to assist\nin obtaining equipment as needed/requested. \nassistance in obtaining necessary equipment",0,"DPOR maintains the expectation of diverse\nrepresentative for each panel interview conducted.",0,0,"no","no","yes","yes","yes","no","no","no","no","yes","no","yes","no","no","no","yes","no","no","no","yes","yes","yes","yes","yes","yes","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","yes","yes","no","yes","no","yes","no","yes","No",0,0,"Primarily the identified critical positions are the front line Licensing Specialists, Fee Processing Specialists, Investigators, Investigative and Legal Analysts, along with the Executive Leadership positions to guide and direct the operational functions within the agency.  The most critical positions to DPOR to fulfill our mission are those that are in daily contact with the general public assisting them in obtaining a license to practice their profession or maintaining compliance with the regulations.","Almost 13% of DPOR's classified staff is eligible for unreduced service retirement at the end of FY20.  With more than half of those eligible (both now and over the next 5 years) being from the protective service workers and paraprofessional EEO categories, which are considered the majority of our front line critical positions to fulfill our licensing and investigation activities, focus should be on securing new talent to transfer that knowledge prior to their potential retirement.   ",0,0,0,7,5,0,"No","Although resignation from employment is generally not preferred, context matters and separations are not automatically a negative reflection.  For example, two DPOR separations noted in FY20 occurred while the employees were still on probation; other resignations were similarly considered to be in the best interest of the agency.","During FY20 Quarter 2, a few RMS postings were not finalized when the selection was made and caused the time to fill figure to spike.  Also there were lengthy recruitments that lingered and remained in the active recruitment status longer than the goal of 50 days.  With the hiring of a Recruitment Coordinator during this same time period, the agency anticipates for our numbers to improve going forward. ",29,10,1,1,0,0,0,0,"Over 73% of DPOR Leaders are female and factoring in those that are identified as Executives (that report to the Director), the percentage of females increases to more than 75% female.  Other notable percentages are almost 30% of our leaders are minorities and almost 12% are veterans.",11.8,13.74,11.81,16.010000000000002,11.03,16.96,0,0,0,0,3,1,2,3,0,0,0,0,0,0,0,1,0,1,0,1,0,0,0,0,0,0,"Difficult",0,0,4,1,0,0,0,0,0,0,"With almost half of the Executive Leaders eligible for unreduced retirement today and several vacant positions on the Exceutive Leadership team, DPOR will need to focus recruitment efforts on these important leadership positions in the next fiscal year.  Currently with the state operating under a hiring freeze due to the pandemic, filling these positions may remain secondary in priority to the front line critical positions issuing licenses and ensuring compliance. ","Employee Engagement","Continuing",0.7,"Employee Engagement","Completed",1,"Talent Acquisition","Completed",1,"Technology & Organizational inefficiencies","Continuing","ongoing","Vacancy Risk","Completed",100,"Workforce Development","Continuing","ongoing",0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Rail and Public Transportation",2020,"Transportation","Transportation",0,0,62,60,2,62,60,2,64,0,0,0,0,0,0,0,0,12,44,1,0,3,2,0,0,0,0,"Not Used","Continued","Continued","Not Used","Started","Continued","Started","Started","Continued","Started","Continued","Continued","Started","Started","Started","Started","Not Used","Continued","Continued","Continued","Started","Continued","Continued","Continued","Not used.","Not used.","We have worked with VDOT to utilize their Core Development Program in the past, which resulted in the hire of two employees.  We did not participate in the program this year.","The Agency has a very highly skilled workforce.  We utilize our relationships with professional organizations and associations to spread the word on positions that are in recruitment.  We also strategically advertise with professional organizations and in publications.","While the Agency does not have a formal internship program, we do offer internships to qualified candidates when a business need arises.  In 2020 a DRPT Intern was hired for a Full Time Position with the Agency.","The Agency does not limit recruitments to internal candidates only as we are a very small Agency.  The Agency often selects internal candidates after a competitive recruitment.","The Agency has a file for every position.","DRPT's scope of work is constanly evolving.  Positions are almost always re-evaluated before recruitment.","In FY20 the Agency evaluated internal alignment and determined that 6 DRPT employees were not properly aligned.  DRPT worked with DHRM to further analyze these inequities and made the recommended salary adjustments in FY21.","The Agency began offering Alternative Schedules in FY20.  Three staff members elected to sign up for these schedules.  The ability to telework was extended to all staff in March, due to COVID.  The Teleworking effort has been successful and DRPT will revise it's telework policy in FY21 to offer expanded opportunities for telework.","The Agency does not have a formal policy for this, but it is a factor that is weighed when an in band adjustment is considered for an employee.","The Agency is in the beginning steps of developing this process.","Each Department documents their procedures.","Not used.","Some departments with more staff have the ability to cross train.  The Agency still has functions that are single points of failure, due to our small size.","The Agency does not have a formal program for this.  ","The Agency does not have a formal program for this, but is supportive of staff initiated training.  The Agency was working with VCU's Perfomance Management Group to develop a formal program for staff prior to COVID.  That action is on hold for now.","The Agency utilizes the Performance Review Cycle to create plans for the employee for the next year.","Employees participate in knowledge center training and various industry webinars.","Managers work with their employees during the EWP cycle to identify training opportunities.","The Agency pays for memberships to organizations such as APA and sends employees to relevant conferences.  ","The Agency did not conduct it's formal survey this year due to COVID, but has sent COVID specific surveys.","The Agency revised it's engagement program this year to offer recognition leave for service milestones.","The agency is constantly thinking of new ideas for how to administer our survey, and public service week events."," In FY20, DRPT worked to strengthen and document Agency policies and procedures, and onboarding practices.  The Agency worked to provide better clarity to staff on what HR resources are available to them internally, and what resources DHRM provides to the Agency, as a client of the Shared Services Center.  The Agency successfully filled challenging recruitments with highly qualified candidates, and was able to utilize in band adjustments to retain and compensate existing staff members for taking on additional responsibility.  In FY21 DRPT will undergo an organizational change, as several of our rail programs are transitioned to the Virginia Passenger Rail Authority.  The Agency will evaluate and revise it's telework policy to adapt to the changing landscape of the workplace, which will in turn help us to attract new talent and retain our existing talent.  The Agency will create a Salary Administration Plan that documents the Agency's desire to attract the most highly qualified candidates for our very specialized positions.  The Agency will work to develop a leadership program for junior staff that will help prepare women and minoritites in the Agency for leadership opportunities.                                                     ",11,53,4,7,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,53,53,7,41,1,0,3,0,0,0,0,1,0,0,0,0,0,0,0,0,1,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,6,4,3,3,0,0,0,0,0,0,0,0,8,2,1,6,0,0,1,0,0,0,0,0,2,2,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,2,2,28,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,8,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,0,0,0,0,0,0,138,71,54,0,35,27,14,40,2,0,10,3,1,12,0,0,0.2,0.2,0,0,0,0,0,0,0,0,0,1.2,0.2,11.9,0,2.4,0,0,0,0,0,9.4,9.4,0,0,0,0,0,0,0,0,0,18.3,8.1999999999999993,11.9,0,6.6,0,0,0,0,0,41.8,41.8,0,0,0,0,0,0,0,0,0,41.8,37.299999999999997,11.9,0,17.8,0,0,0,0,0,"","","","","","","","","","","","","","",7,"",7,3,0,0,0,2,102,2.7,11.2,27.7,4,3,0,7,0,0,"","","","","","","","","","","","","","","High","Medium","Low","Medium","Medium","Medium","Medium","Low","Low","Low","Medium","Medium","low","Low","Low","Low","Low","Medium","Medium","Medium","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"In FY20 the Agency created three work groups to develop and implement new practices in the areas of policy and procedure creation, an internal onboarding process and better communication and collaboration across departments.The Agency has made significant strides in consolidating existing policies and procedures, identifying and creating missing ones, and consolidating them in a central location.  There are still several policies that the Agency needs to create.   The group developed recommendations for improving agency wide communication and collaboration across departments.  This is an ongoing effort.  The Agency has created a formal onboarding process, but has not been able to implement it to the degree that the Agency would have liked due to our staff working remotely for COVID.","","","","","","","","","","","","","","","","","","","","","Other:","Restructuring of the Organization","Legislation creating the Virginia Passenger Rail Authority was enacted on July 1, 2020.  As a result of the creation of this new entity, several of DRPT's Rail Programs will be moving to the newly created Authority.  DRPT is  is currently responsible for providing the Virginia Passenger Rail Authority (VPRA) with administrative support, until the VPRA is fully operational.   DRPT will be working to transition our Passenger Rail Program to the Authority, and working to restructure the Rail Department and our remaining rail programs, once the transition of the passenger rail program is complete.  ","1-2 Years","Technology & Organizational Inefficiencies",0,"In FY21 the Agency will work to revise it's telework policy.  The current telework policy is very limited.  At the encouragement of the Governor's office, DRPT will revise our policy to extend more flexible telework opportunities to staff.  ","6-12 Months","Talent Acquisition",0,"The Agency recently conducted a salary study of several positions throughout the Agency where salaries seemed improperly aligned in comparison to others in similar positions, and processed in band adjustments to correct these inequities.  The Agency needs to create a Salary Administration Plan, to use as a guideline for future recruitments and salary actions to ensure that equitable decisions are made moving forward.  ","6-12 Months","Workforce Development","","The Agency has made significant strides in consolidating existing policies and procedures, identifying and creating missing ones, and consolidating them in a central location.  There are still several policies that the Agency needs to create.  ","Within 6 Months","","","","","","","","","","","","","","","","","","","","","","","",""," In FY20, DRPT worked to strengthen and document Agency policies and procedures, and onboarding practices.  The Agency worked to provide better clarity to staff on what HR resources are available to them internally, and what resources DHRM provides to the Agency, as a client of the Shared Services Center.  The Agency successfully filled challenging recruitments with highly qualified candidates, and was able to utilize in band adjustments to retain and compensate existing staff members for taking on additional responsibility.  In FY21 DRPT will undergo an organizational change, as several of our rail programs are transitioned to the Virginia Passenger Rail Authority.  The Agency will evaluate and revise it's telework policy to adapt to the changing landscape of the workplace, which will in turn help us to attract new talent and retain our existing talent.  The Agency will create a Salary Administration Plan that documents the Agency's desire to attract the most highly qualified candidates for our very specialized positions.  The Agency will work to develop a leadership program for junior staff that will help prepare women and minoritites in the Agency for leadership opportunities.                                                     ",62,7,1,1,4,0,2,0,0,2,0,0,"DRPT currently has 6 employees who are eligible for retirement, with 8 other employees who will be eligible for retirement in the next 5 fiscal years.  ","The Agency's small size and flat structure continue to be a challenge in retaining talent.  ","Agency salaries are competitive and in band adjustments are utilized to retain talent.  ","Due to the Agency's small size, there are quite a few positions that are critical because they are performed by a single position and have unique duties.","This is a risk to the Agency, but efforts are being made to develop junior staff members.]","The Agency has made strides to move recruitments along faster, however due to the specialized nature of many of our positions, recruitments are going to take longer.  ","A more aggressive advertising strategy and more competitive salaries has yielded stronger applicant pools in FY20.","The Agency has been able to move through recruitments more quickly in FY20.","The Agency has developed a more consistent approach to recruitments.","This has improved significantly.  The Agency offers more competitive salaries in order to attract more qualified candidates, which accelerates our recruitments.","The Agency has to compete with the private sector for specialized positions.","The Agency is relatively flat and has a limited number of MEL which does not allow for many promotional opportunities.  The Agency utilizes In Band Adjustments, EWP changes, and sometimes even title changes to compensate employees who take on new responsibilites.  ","The  Agency created 3 dedicated workgroups to address feedback from the Employee Engagement Survey.","The Agency has very few performance issues.","The Employee Engagement Survey made our goals very clear.","The Agency utilizes bonuses and in band adjustments to compensate top performers.","Employees currently have what they need.  If the Agency continues to offer increased telework opportunities to staff, a policy will be developed to provide employee with additonal equipment that they made need at home.","Many managers implement development programs and plans, but a more consistent approach is needed across the Agency.","DRPT does not have a formal program, but Executive Leadership works to develop management in their departments as they are aware of impending retirements of many staff members at the Director/Administrator level.  ","Training is encouraged but a formal program has not been developed.","The Agency has automated most of it's processes and developed systems that support the work of the Agency.","The Agency has integrated our internal systems.  ","The Agency has made even greater strides with this effort during the pandemic.   ",48,11,1,1,1,0,0,0,22,6,3,1,"Not Used","Not Used","Not Used","Started","Started","Started","Continued","Not Used","Started","Not Used","Started","Continued","Started","Started","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Started","Not used.","The Agency utilizes professional organizations to advertise for difficult to fill positions.","Generally the Agency places Ads in different publications, gives notice to Associations and with Professional Organizations when recruiting for positions.  ","The Agency tries to fill recruitments quickly, however some of our positions are so specialized that they take longer to fill.  ","The Agency needs a formal process. ","The Agency had success utilizing a transit intern in FY20.  The intern was hired for a salaried position in January.","The Agency put together a new workgroup this year to establish a new onboarding procedure.  The Agency has not had an opportunity to utilize it yet due to COVID.","As part of the Performance Management Process, Managers are encouraged to identify training opportunities for their staff members.  ","Due to the small size of DRPT, it is hard to create ladders.  As employees are assigned new responsibilties, Supervisor's work with HR to revise that employee's EWP, job title, and offer in band adjustments to help create promotion opportunities within our organizational framework.  ","Not used.","Not used.","Not used.","The Agency created an Onboarding workgroup in FY20.  ","The Agency does not have a committee but creates many opportunitites for staff engagement.","Not used. ","Not used. ","The Agency revised it's recognition program in FY20 to establish a peer award program and began offering recognition leave as an option for service awards.","The Agency has an employee committee that routinely puts on events, and the agency hosts an annual picnic as part of public service week.","The agency remodeled our suite and incorporated a break room and additional conference room spaces to encourage engagement.","The Agency submitted a plan and will send out the self reporting form.","Not used.","Not used.","Not used.","The Agency has a system for receiving and addressing feedback from staff on accessibility.","Not used.","The agency incorporates these strategies into our recruitment.","The employee routinely engages with professional and industry groups.","The agency has automated many processes that allow for employees to work remotely.  ","no","yes","no","no","yes","no","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","no","no","no","yes","no","yes","no","yes","No",0,0,"The Agency took a more subjective approach to identifying critical positions this year.  Each Chief analyzed their department using the criteria provided by DHRM.  We have 6 staff members with a huge amount of institutional knowledge who are nearing retirement.  We have 5 positions that have a very specialized skill set, that are also hard to recruit for and for which the agency has little bench strength.","An additional 8 employees will be eligible for retirement over the next 5 years.  The agency currently has 6 employees who are eligible for retirement now, bringing the total of non executive employees who are eligible for retirement over the next 5 years to 14.  The agency needs to consider cross training existing employees and consider the administrative implications of these retirements and the recruitment of this number of vacancies.  ",0,0,0,1,0,0,"No","DRPT had two employees transfer to the private sector for career development opportunities.  DRPT had one employee transfer to a similar position at VDOT.  Overall DRPT utilized in band adjustments to retain staff and lower turnover.  ","In the Summer of 2020 DRPT recruited for two very specialized positions that took longer than average to fill.  Offering more competitive salaries for our highly specialized positions has yielded better application pools which have accelerated our recruitments.  ",12,1,0,0,0,0,0,0,"The Agency will create a leadership development program for junior staff that facilitates the development of women and minorities.  ",8.8800000000000008,10.11,10.38,6.55,15.16,2.75,2.66,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,7,0,0,0,0,0,0,0,"The Executive Team has two Executives that are eligible for retirement in FY23.  The Agency needs to begin preparing for these retirements.  ","Workforce Development","Continuing",0.75,"Workforce Development","Completed",1,"Employee Engagement","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,0,0,0,0,0,0,0,0,0,0]
["Department of Small Business and Supplier Diversity",2020,"Commerce and Trade","Business","Economy",0,39,39,0,44,44,0,50,0,0,0,0,0,0,0,0,2,38,0,0,0,4,0,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Started","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Started","Continued","Continued",0,"None",0,0,0,0,"No change","No change","No change","No change",0,"None","No change",0,"None","None","No change","None","None","No change","No change","None","No change","No change","The Virginia Department of Small Business and Supplier Diversity's (DSBSD) purpose is to foster economic growth in the Commonwealth by promoting both the use of small businesses in state and local government procurement through the certification of Small, Women-owned and Minority-owned (SWaM) businesses and Disadvantaged Business Enterprises (DBEs) and the creation and expansion of small businesses in Virginia through business outreach and development that offers educational opportunities and information to entrepreneurs who seek to start or grow their businesses in Virginia, as well as state-wide programs that provide businesses, not-for-profits, and economic development authorities with financing for economic growth and expansion.\n\nThe agency has a maximum employment level (MEL) of 50 full time equivalents (FTEs).  These employees are spread across four larger divisions within the agency; administration, certification, business development and outreach, and the Virginia Small Business Financing Authority (VSBFA).  The agency is headquartered in Richmond with eight regional offices supporting the entire Commonwealth.",30,30,1,25,2,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,44,44,2,38,0,0,0,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,8,5,0,7,0,0,0,1,0,0,0,0,7,7,0,7,0,0,0,0,0,0,0,0,4,0,0,0,0,0,0,0,0,0,0,3,0,0,0,1,0,0,0,0,3,0,17,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,0,2,2,3,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,3,1,2,1,0,1,0,0,0,0,"NA","NA","50 days",0,12,27,17,16,0,0,1,6,3,3,0,0,0.3,34,0,0,0,0,0,0,0,0,0,28.1,0.3,0,0,42.3,0.3,0,0,0,0,9.1999999999999993,34,0,0,0,0,0,0,0,0,0,29.3,7.4,0,0,42.3,1.5,0,0,0,0,42.3,34,0,0,0,0,0,0,0,0,0,30.5,29.1,0,0,42.3,2.2999999999999998,0,0,0,0,"","","","","","","","","","","","","","",5,"",5,3,1,0,1,2,"89 days",0.75,13.9,33,3,2,4,1,1,0,"","","","","","","","","","","","","","","Medium","Low","Low","Low","Low","Low","Low","Low","N/A","N/A","Low","Low","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The COVID-19 pandemic added new challenges to FY20.  Our agency continues to telework while meeting the needs of our customers.","","","","","","","","","","","","","","","","","","","","","Technology & Organizational inefficiencies","","The agency is continuing to update it's internal systems.","1-2 Years","Workforce Development","","The agency continues to support employee professional development.","Ongoing (No specific time frame)",0,"",0,0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Small Business and Supplier Diversity's (DSBSD) purpose is to foster economic growth in the Commonwealth by promoting both the use of small businesses in state and local government procurement through the certification of Small, Women-owned and Minority-owned (SWaM) businesses and Disadvantaged Business Enterprises (DBEs) and the creation and expansion of small businesses in Virginia through business outreach and development that offers educational opportunities and information to entrepreneurs who seek to start or grow their businesses in Virginia, as well as state-wide programs that provide businesses, not-for-profits, and economic development authorities with financing for economic growth and expansion.\n\nThe agency has a maximum employment level (MEL) of 50 full time equivalents (FTEs).  These employees are spread across four larger divisions within the agency; administration, certification, business development and outreach, and the Virginia Small Business Financing Authority (VSBFA).  The agency is headquartered in Richmond with eight regional offices supporting the entire Commonwealth.",34,5,3,2,1,0,1,0,0,0,0,2,"NA","NA","NA","NA","NA","NA","NA","NA",0,0,"NA","NA",0,0,0,0,0,0,0,0,0,0,0,3,3,1,0,0,0,0,32,44,0,0,0,"Started","Started","Not Used","Not Used","Not Used","Not Used","Started","Started","Started","Started","Started","Continued","Started","Started","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Started","No change","No change","None","No change","No change",0,"No change","No change",0,0,"None","None","None","No change","No change","No change","No change","No change","No change","No change",0,0,0,"No change",0,0,0,"None","yes","no","no","yes","no","yes","no","no","yes","yes","yes","yes","no","no","no","yes","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","yes","yes","yes","no","yes","yes","yes","yes","Yes",0,0,"No updates at this time.","There are no new updates.  Management is aware of the aging workforce.",0,0,0,1,1,1,"Yes","No updates at this time.","No updates at this time.",14,16,1,2,0,0,0,0,"No updates ",6.17,10.36,10.039999999999999,9.3800000000000008,1.83,5.69,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,1,0,0,0,0,0,0,"Somewhat Difficult",0,0,1,3,1,0,0,0,0,0,"No update at this time","Technology & Organizational inefficiencies","Continuing",0.75,"Workforce Development","Continuing","ongoing",0,0,0,0,0,0,"Workforce Development","Continuing","ongoing",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,0,0,0]
["Department of Social Services",2020,"Health and Human Resources","Family & Health",0,0,1767,1680,87,2034,1896,138,1851.5,0,0,0,0,0,0,0,0,126,1506,31,0,189,131,0,0,0,51,"Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Started","Continued","Started","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Started","Continued","Started",0,0,"VDSS is building partnerships with other agencies such as DARS and surrounding universities for recruitment.",0,"The agency has created a formal intership program.  Intern recruitment for Summer 2020 was stopped due to the hiring freeze caused by the pandamic.  \n","Each job is assessed to see if internal employees meet the minimum requirements for the position and have a particular skill set that would be beneficial to the position advertised.","As positions are posted, job descriptions are being saved in an electronic repository.   ","No change","No change","No change",0,0,0,"No change","The agency has programmatic cross training efforts throughout the agency and a talent share program.","The agency will develop a mandatory training class for current and new managers and supervisors.  ","EIL courses were offered.  VDSS is designing a competency-based development program, tailored to an employee's specific development.","The agency encourages all employees to take a part in their personal development by completing an IDP yearly and reviewing with their manager quarterly. ","The agency uses Zoom, WebEx, and Google Meets for online training.  The pandemic caused the agency to shift from in-person training to online.  ","The agency offers blended learning for professional development.  ",0,"VDSS conducted an employment engagement survey in 2019 and will develop and deploy an employee survey to baseline and measure engagement.","No change","The agency has introduced several practices, such as focus groups and employee listening sessions, to enhance engagement initiatives.","The objective of the FY2020 Workforce Planning and Development Report is to identify the top workforce issues that the Virginia Department of Social Services (VDSS) and the Office of Children’s Services (OCS) face and establish a plan to address the issues.  This report captures agency information from July 1, 2019 - June 30, 2020, and employee demographic information is captured as of June 30, 2020.  \n• Critical Positions - Sixty-five percent of positions, are identified as critical.  This is a significant increase from last year where 17% of positions were identified as critical.  The increase is due to the pandemic.  Divisions faced new and shifting priorities as a result of COVID-19 while maintaining business operations.                                                                                                                                                                                                                                                                                                                                                   •Retirements – Twelve percent (203) of employees are eligible for service retirement today.  Twelve percent (228) will meet eligibility for service retirement over the next five years.  Combined, this is almost 25% of the agency’s workforce.  Nearly half (47%) of positions held by employees eligible for retirement today are identified as critical.  These employees have a wealth of institutional knowledge.  If VDSS does not act to transfer their knowledge, turnover may have a negative impact on the agencies’ ability to serve the Commonwealth.                                                                                                                                                                                                                                                                                                                                                                                                                                                 \n• Workforce data - 5.6% of employees are veterans and 1.3% of employees are differently-abled.  The agency is creating a proactive sourcing strategy with a cross-functional team to focus efforts on building and increasing a diverse pipeline of talent.  \n• Time to fill - VDSS is actively working to reduce time to fill.  A project team has been formed and changes implemented by the team have reduced time to fill from 144 days in FY19 to 77 in FY20, a 53% decrease.  The agency is continuing to act to reduce time to fill and support the Commonwealth’s Think 50 initiative.  This will enhance VDSS’ ability to attract top candidates and improve the candidate experience.  \n•Employee engagement - The agency is establishing a cross-functional Diversity, Equity and Inclusion (DEI) Council to develop frameworks, promote activation, and monitor progress of employee and customer-driven DEI initiatives.  The DEI Council may include the establishment of Affinity Groups.   \n•HR Systems and applications - Current systems and applications are outdated.  The agency plans to implement a modern comprehensive HR system.                                                                                                                                                                                                                                                                                                                                                                                                                                                Based on the analysis, the VDSS FY21 action plan focuses on talent acquisition (time to fill and sourcing), employee engagement (DEI, telework, recognition, and employee survey), workforce development (training) and technology (HRIS).\n",1331,1251,100,1012,6,0,129,61,0,0,0,23,0,0,0,0,0,0,0,0,2034,1896,126,1506,31,0,189,131,0,0,0,51,0,0,0,0,0,0,0,0,55,55,7,42,0,0,2,4,0,0,0,0,0,0,0,0,0,0,0,0,210,99,14,149,3,0,26,18,0,0,0,0,228,131,25,159,0,0,28,16,0,0,0,0,96,96,0,0,0,0,0,0,0,0,4,82,0,0,3,7,0,0,0,0,59,59,574,0,0,0,0,0,0,0,0,1,54,0,0,1,3,0,0,0,0,24,24,178,0,0,0,0,0,0,0,0,0,22,0,0,0,1,1,0,0,0,18,78,33,59,0,4,0,0,0,0,79,76,75,0,283,1484,887,869,83,23,61,198,124,135,14,1,0.1,0.1,0.3,0,0,0,0,0,0,0,0,0.1,0.2,0.3,0,0.3,0.3,0,0,0,0,9.6999999999999993,10,3.7,0,0,0,0,0,0,0,0,10.8,9.5,9,0,10.4,10.7,0,0,0,0,45.2,45.2,12.3,0,0,0,0,0,0,0,0,31.7,45.1,31.5,0,42.6,42.8,0,0,0,0,"","","","","","","","","","","","","","",12,"",11,12,1,0,2,4,142.6,1,7,31,6,5,5,6,2,0,"","","","","","","","","","","","","","","High","Medium","Medium","Low","Low","Medium","Low","Medium","Medium","Low","Medium","High","low","N/A","low","medium","high","low","Medium","Medium","High","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"VDSS identified and worked on five (5) action items:  1) Reduce time to fill.  The time to fill project is 50% complete.  The project was placed on hold as a result of the hiring freeze and current initiatives have resulted in a 67 day decrease in time to fill compared to last year.  2) Pilot a college internship program.  The internship project is 100% complete; however, the pandemic halted the summer 2020 program.  3) Create a proactive sourcing strategy.  The sourcing strategy project is 100% complete.  The agency plans to continue this focus and create a cross-functional team that will focus efforts on building a diverse pipeline of talent.  4) Update the salary administration plan.  The salary administration plan is 100% complete.  The plan was updated to be consistent with state guidelines.  5) Develop a recognition program.  The recognition program project is 80% complete.  COVID-19 required the project team to pause while focus was diverted to unexpected pandemic-related work.  ","","","","","","","","","","","","","","","","","","","","","Talent Acquisition","","VDSS will identify and implement solutions to reduce time to fill vacant positions, in line with DHRM's goal of \"Think 50\" (i.e., target 50 days to fill vacancies).  Current progress has resulted in a decrease of 67 days in time-to-fill compared to last year.  ","1-2 Years","Talent Acquisition",0,"Develop and implement proactive sourcing initiatives to recruit employees with the intention of building a diverse pipeline of talent.  ","6-12 Months","Employee Engagement",0,"Research and deploy telework best practices for employees to help ensure seamless business continuity and service-delivery in remote environments.  ","2-5 Years","Employee Engagement","","Efforts to enhance the recognition program is 80% complete. This project has now changed to a larger agency-wide goal as part of the recently announced VDSS Strategic Framework. Recognition program will include…  (insert info from slide deck here)","6-12 Months","Employee Engagement",0,"Develop and deploy an employee survey designed to baseline and benchmark job satisfaction and employee engagement.\n","6-12 Months","Workforce Development",0,"Develop and deploy a comprehensive Employee Development Program focused on cross-agency learning, effective training, leadership, and professional growth opportunities.  Enhance existing leadership curriculum for managers, supervisors and executives.   ","1-2 Years","Technology & Organizational Inefficiencies",0,"Implement a modern comprehensive human resource management information system to streamline workflow and operational efficiencies for both state and local human resources processes.  ","2-5 Years","Employee Engagement",0,"The agency is establishing a cross-functional Diversity, Equity and Inclusion (DEI) Council to develop frameworks, promote activation, and monitor progress of employee and customer-driven DEI initiatives.  The DEI Council may include the establishment of Affinity Groups. ","6-12 Months","","","","","","","","","The objective of the FY2020 Workforce Planning and Development Report is to identify the top workforce issues that the Virginia Department of Social Services (VDSS) and the Office of Children’s Services (OCS) face and establish a plan to address the issues.  This report captures agency information from July 1, 2019 - June 30, 2020, and employee demographic information is captured as of June 30, 2020.  \n• Critical Positions - Sixty-five percent of positions, are identified as critical.  This is a significant increase from last year where 17% of positions were identified as critical.  The increase is due to the pandemic.  Divisions faced new and shifting priorities as a result of COVID-19 while maintaining business operations.                                                                                                                                                                                                                                                                                                                                                   •Retirements – Twelve percent (203) of employees are eligible for service retirement today.  Twelve percent (228) will meet eligibility for service retirement over the next five years.  Combined, this is almost 25% of the agency’s workforce.  Nearly half (47%) of positions held by employees eligible for retirement today are identified as critical.  These employees have a wealth of institutional knowledge.  If VDSS does not act to transfer their knowledge, turnover may have a negative impact on the agencies’ ability to serve the Commonwealth.                                                                                                                                                                                                                                                                                                                                                                                                                                                 \n• Workforce data - 5.6% of employees are veterans and 1.3% of employees are differently-abled.  The agency is creating a proactive sourcing strategy with a cross-functional team to focus efforts on building and increasing a diverse pipeline of talent.  \n• Time to fill - VDSS is actively working to reduce time to fill.  A project team has been formed and changes implemented by the team have reduced time to fill from 144 days in FY19 to 77 in FY20, a 53% decrease.  The agency is continuing to act to reduce time to fill and support the Commonwealth’s Think 50 initiative.  This will enhance VDSS’ ability to attract top candidates and improve the candidate experience.  \n•Employee engagement - The agency is establishing a cross-functional Diversity, Equity and Inclusion (DEI) Council to develop frameworks, promote activation, and monitor progress of employee and customer-driven DEI initiatives.  The DEI Council may include the establishment of Affinity Groups.   \n•HR Systems and applications - Current systems and applications are outdated.  The agency plans to implement a modern comprehensive HR system.                                                                                                                                                                                                                                                                                                                                                                                                                                                Based on the analysis, the VDSS FY21 action plan focuses on talent acquisition (time to fill and sourcing), employee engagement (DEI, telework, recognition, and employee survey), workforce development (training) and technology (HRIS).\n",1795,9,46,46,38,46,52,0,0,0,2,2,"The average response to the agency's 2019 employee survey question \"How likely are you to take a job outside of VDSS within the next year?\" was 3.3 on a 6 point scale.  ","Support Enforcement Specialist (SES) positions historically have high turnover due to nature of job and represent close to 50% of the agency's voluntary turnover.","To address high turnover for SES positions due to salary, an increase was issued in July 2019.    ","VDSS has a low percentage of employees in this category.  There is some risk which includes Family Services program-specific managers and a Legislative employee.","The single incumbent VDSS Legislative & Regulatory Affairs employee is  eligible for retirement in 2020. ","The agency created a project team to address lowering time to fill.  Changes were made to the recruitment processes resulting in lower time to fill metrics.  ","The agency utilizes multiple recruitment resources, including Indeed and professional organizations, which generates a larger pool of qualified applicants.    ","The agency finds qualified talent and occasionally the salary range will deter applicants from continuing in the hiring process. ","The agency developed a proactive sourcing strategy and will have a cross-functional team to focus efforts on building a diverse pipeline of talent.  ","A small percentage of positions that require certain qualifications have been deemed hard to fill may be posted for an extended period of time.  ","VDSS competes with other state agencies and the private sector for specialized functions.  ","Exit interview data from 2019 revealed more than 50% of separating employees rated opportunities for advancement as fair or poor.  ","An employee engagement survey was conducted in 2019 and the agency is currently taking steps to address the concerns raised.   ",0,"The agency 's strategic framework contains goals, objectives, and strategies for enhancing recognition, training, and communication to improve engagement.","Mullti-generational workforces require VDSS to develop and apply comprehensive recognition and compensation strategies to retain and engage top performers.","Technology improvements, such as integrated HR system, telework practices, and a plan to address space concerns have been identified in the agency's strategic framework.","The use of individual development plans (IDPs) is not widely used throughout the agency.  Leadership is encouraging the use of IDPs with all employees.    ","VDSS is enhancing the existing leadership program for managers and executives.  Specialized training for high potential employees will also be incorporated.","Agency has incorporated a strategic initiative to develop comprehensive training to enhance professional, foundational, and leadership skills for all employees.","Many applications and systems are outdated.  VDSS has identified necessary upgrades or replacements to critical applications based on available funding.    ","Current applications are standalone and siloed services.  Client data is maintained separately in each application.  ","HR transactions are manual and time-consuming, requiring multiple forms.  VDSS is assessing software needs for an electronic filing system.  ",875,767,46,73,3,0,2,1,65,304,267,28,"Not Used","Not Used","Started","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Started","Continued","Continued","Continued","Not Used","Continued","Not Used","Started","Started","Continued","Started","Started","Not Used","Not Used","Data will continue to be shared with Senior Leaders in 2020.","No Change","Multiple recruitment channels such as Indeed and professional organizations are used to advertise positions and increase the candidate pool.","No change    \n    \n    ","No change",0,"The agency has formed a project team to create an onboarding program and HR is enhancing the \"day one\" orientation program.",0,0,0,"VDSS offers Talent Share, a work exposure program that provides VDSS employees short-term learning opportunities and developmental experiences.  ","VDSS tracks training metrics which are available from COVLC.","VDSS conducts new hire orientation 2x month.  The agency is creating an onboarding program and enhancing our current orientation program.  ","In response to employee survey, formed an engagement focus group to identify root causes for low engagement and recommend actionable ideas. ","Employee wellness is supported through various events such as the Trail Challenge and access to financial and self-help resources.  ","Employee wellness is supported through various events such as the Trail Challenge and access to financial and self-help resources.  ","No change ","The agency hosts an annual holiday luncheon and employee engagement events during Virginia Public Service week.",0,"The agency submitted an Employees Opportunities Plan in FY 2020.  ",0,"The agency is developing content for an unconscious bias training.","VDSS is building a partnership with other agencies such as DARS","The agency provides ADA accommodations upon request, as appropriate.","The agency's cross-functional diversity, equity, and inclusion council is led by the Chief of Staff .","The agency is establishing a cross-functional Diversity, Equity, and Inclusion Council to monitor progress of DEI initiatives.",0,0,"no","no","yes","yes","no","no","no","yes","yes","yes","no","no","no","no","no","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","no","no","no","no","no","no","no","no","yes","yes","yes","yes","yes","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",80,138,"Critical positions have increased yearly since FY2018 using the same assessment method.   In FY2018 11.5% of positions were critical, FY2019 17% of positions were critical, and FY2020 65% of positions were critical.  FY20 brought a significant increase in critical positions as a result of the pandemic. The agency experienced new priorities and having to reallocate resources.  The agency will request assistance from DHRM to narrow down the definition of a critical position and educate the Divisions prior to completing next year's report.","Employees reach service retirement service eligibility at age 65 with 5 years of service, age 50 with 30 years of service, or age + years of service = 90.  The agency has 210 employees who could retire today and an additional 228 employees who could retire during FY21 - FY25, which is 25% of the agency's workforce.  Almost half of the employees eligible for retirement today hold a position identified as critical.  Pay grade 7 will have 45.16% eligible for service retirement over the next 5 years. ",0,0,0,25,3,0,"No","Resignation rates increased to 7%, a 2% increase from last year.  ","Time to fill decreased from 144 days to 77 days.                                                                                                                                                                          Data for 4th quarter is not included in calculation due to hiring freeze.  ",135,105,6,13,0,0,0,0,"Leader is defined as a Manager or a Supervisor who supervises 2 or more direct reports.                                                                                              Leader gender:  Male 24%, Female 76%                                                                                                                                                                                     Leader Race: White 52%, Black/African American 41%, Hispanic 2%, Asian 5%",10.1,9.6999999999999993,9.6999999999999993,10.1,9,7,14.9,0,0.7,0.5,57,9,48,31,25,1,0,0,0,0,0,89,10,79,35,50,2,2,0,0,0,0,"Somewhat Easy",1,0,6,2,1,2,0,0,0,0,"Executive team is defined as Agency Head and direct reports (includes administrative).                                                                                                                                         •2 or 18% of executives could retire today  •     4 or 36% of executives could retire within the next 5 years                                                                        •Combined, this is 54% of the workforce.                                                                                                                                                                            •Average years in executive position is 7.                                                                                                                                                                                       • Diversity:  White 55%, Black or African American 18%, Hispanic 9%, Asian 18%  ","Talent Acquisition","Continuing",0.5,"Talent Acquisition","Completed",1,"Talent Acquisition","Completed",1,"Talent Acquisition","Completed",1,"Employee Engagement","Continuing",0.8,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Department of State Police",2020,"Public Safety and Homeland Security","Public Safety",0,0,2815,2712,103,3336,3190,146,3035,0,0,0,0,0,0,0,0,63,256,137,2255,0,561,45,19,0,0,"Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","The VSP now has a Workforce Planning Committee consisting of the Human Resources Division to include the Benfits Unit; the Classification and Compensation Unit; the Employment Unit; and the Training Division ","The managers and supervisors of the VSP work closely with their subordinates analyzing, assessing and indentifying any skill gaps if need be.","The VSP works very hard and very closely with many entities, to include colleges and universities to recruit for both our civilian and sworn positions.","The VSP has been successful with certain talent (applicants) for agency only positions.","The VSP has a volunteer program that is utilized to recruit talent.","When appropriate, the VSP utilizes the \"agency only\" option when advertising positions.","No Change","No Change","No Change","No Change",0,"Division commanders of VSP meet with each exiting employee, and also provides them with information regarding DHRM's electronic exit interview process.","No Change","No Change","No Change","No Change","No Change","Managers and supervisors utilize the Employee Work Profile (EWP) and the Performance Evaluation to establish individual development plans.","The VSP goes to great efforts to utilize technology and online learning for employee development, and now even more so due to COVID-19.","No Change","The VSP ensures that its employees can maintain their memberships through training (conferences) and through funding reimbursements.","No Change","No Change","No Change","The Virginia State Police (VSP), established in 1932, provides exemplary service to the public with a highly qualified, diverse workforce.  The VSP provides high quality, statewide law enforcement services to the people of Virginia and our visitors.  It's headquarters is located in North Chesterfield, Virginia, and is comprised of seven (7) field divisions, and fifty-six (56) area offices covering a multitude of jurisdictions.  The VSP employs a divers  2,815 individuals, to include full-time civilian and sworn employees, and civilian wage employees.  The VSP aims to promote the safety and security of citizens and their property; to reduce criminal activity; to promote the safe and orderly flow of traffic on the highways; to reduce the manufacturing, use and distribution of illegal drugs; to enhance the safety and security of all department personnel; and to continually seek and implement ways to deliver the most cost-effective and efficient law enforcment services possible, with a civilian workforce to assist in this mission...(V)alor...(S)ervice...(P)ride!  ",2805,2701,60,218,118,1900,0,465,32,12,0,0,0,0,0,0,0,0,0,0,2805,2701,60,218,118,1900,0,465,32,12,0,0,0,0,0,0,0,0,0,0,76,76,3,4,6,45,3,11,3,1,0,0,0,0,0,0,0,0,0,0,291,291,22,11,29,161,17,47,4,0,0,0,253,253,14,28,19,131,19,34,6,2,0,0,109,90,0,0,0,0,0,0,0,0,1,7,2,44,0,48,5,2,0,0,68,68,681,0,0,0,0,0,0,0,0,0,4,2,29,5,23,3,2,0,0,30,30,229,0,0,0,0,0,0,0,0,0,0,0,0,17,1,11,1,0,0,65,44,81,22,4,2,0,0,0,0,72,82,84,0,2141,674,466,2348,569,3,48,12,7,43,11,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,17.61,17.61,0,0,0,0,0,0,0,0,0,21.35,10.6,17.43,12.16,0,12.68,12.17,10.38,0,0,50,50,0,0,0,0,0,0,0,0,0,39,44,47,50,0,47,32,23,0,0,"","","","","","","","","","","","","","",12,"",12,12,1,1,9,12,10,25,31,44,10,2,1,11,0,0,"","","","","","","","","","","","","","","Low","Medium","High","Low","Medium","Medium","Medium","High","N/A","Low","Medium","N/a","N/a","N/a","N/a","Low","N/A","N/a","N/a","N/a","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The FY 2020 actionable items and their overall progress have at one time been established and completed, or recently acted upon.  However, the action items listed by VSP are important today and everyday moving forward; therefore, showing a continuing/ongoing status.  These actions include to continue cross-training; dual incumbency; advocating for more positions and higher salaries; focusing on exit interviews and offboarding practices; filling positions as quickly as possible; advertising vacancies on other sites; having certain positions \"open until filled;\" maintaining a clear onboarding process; finding that best \"fit\"; denoting entry level positions on RMS; recruiting for civilian positions at sworn career fairs; utilizng engagement surveys; making available the Civilian Advisory Committee; utilization of the Trooper Recruitment Incentive Program (TRIP); offering alternative work schedules; telecommuting; casual days; special functions; and to continue to make technological advances and improvements to current systems all while obtaining and maintaining a diverse workforce.   ","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"Low, non-competitive salaries makes it difficult to be competitive when negotiating salaries and for retention purposes.","Ongoing (No specific time frame)","Talent Acquisition",0,"Communication, Dispatcher and IT positions are very difficult to fill.","Ongoing (No specific time frame)","Employee Engagement",0,"To continue to allow telecommuting and/or alternative work schedules for certain positions.  This has become a part of VSP's daily business process due to COVID-19.  ","Ongoing (No specific time frame)","Technology & Organizational Inefficiencies",0,"To have access to necessary programs, software and equipment needed to perform job.  Printers are no longer able to be aquired, and an out dated telephone system exists.","Ongoing (No specific time frame)","Employee Engagement",0,"alternativ work schedules and telecommuting after COVID-19","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","The Virginia State Police (VSP), established in 1932, provides exemplary service to the public with a highly qualified, diverse workforce.  The VSP provides high quality, statewide law enforcement services to the people of Virginia and our visitors.  It's headquarters is located in North Chesterfield, Virginia, and is comprised of seven (7) field divisions, and fifty-six (56) area offices covering a multitude of jurisdictions.  The VSP employs a divers  2,815 individuals, to include full-time civilian and sworn employees, and civilian wage employees.  The VSP aims to promote the safety and security of citizens and their property; to reduce criminal activity; to promote the safe and orderly flow of traffic on the highways; to reduce the manufacturing, use and distribution of illegal drugs; to enhance the safety and security of all department personnel; and to continually seek and implement ways to deliver the most cost-effective and efficient law enforcment services possible, with a civilian workforce to assist in this mission...(V)alor...(S)ervice...(P)ride!  ",2937,12,38,48,45,51,71,9,9,1,1,0,"The loss of institutional knowledge and specialized experience is always a conern due to retirements.  However, the VSP is extremely diligent as it relates to cross-training to ease this burden, and to have current qualified employees available with this specialized experience.","The VSP tends to have higher turnover rates in our clerical positions and our Trooper position.","Below average salaries for VSP civilian and sworn positions makes it difficult to be competitive and to retain employees.","A percentage of the VSP workforce does have single incumbent positions; however, cross-training is inevitable due to turnover and vacancies, which in turn assists with the knowledge transfer to these single incumbent positions when they become vacant.","Eleven out of the twelve VSP executive staff members who are in specialized positions are able to retire immediately.  Some will be vacant within 5 years.","The VSP's time to fill is about average.  Most internal and external postions are filled very quickly; however, there are some positions that increase the average time to fill due to various reasons.","The VSP experiences failed serarches for our dispatcher; communications;  and IT positions which are very difficult, hard to fill positions.","Non-competitive salaries is an isue with most of VSP's civilian positions, and the entry level salary for sworn Trooper positions.",0,"VSP's IT positions tend to be the only positions that are open until filled. ","Competition is actually weak for specialized functions such as IT, communications and dispatcher positions; therefore, making them difficult to fill.",0," ",0,0,"The VSP maintains recognition strategies, such as recognition leave for high performers, but none directly related to compensation.",0,0,0,0,"The VSP is currently working on installing and updating new systems and programs, such as OEBS and Perseptive Content.","The VSP is currently working on integrating current systems with systems and programs such as OEBS and Perceptive Content.","While in the process of updating; installing; integrating; and migrating programs and systems, the VSP is still somewhat reliant on manual processess, but are quickly moving away from this.",2350,351,62,39,8,1,2,2,3336,646,502,24,"Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","Started","No Change","No Change","The VSP utilizes DICE.com for our IT positions and JS Firm for our aviation positions.","No Change","No Change","No Change","No Change","No Change","No Change","No Change","The VSP utilizes shadowing and cross-training to develop employees.","The Property and Finance Division and the Training Division track training and development metrics.","The VSP conducts new employee orientation twice a month.","The VSP has a Civilian Advisory Committee.","The VSP supports the overall wellness of its employees through multiple engagement activites; recognition programs; financial awareness seminars; and through CommonHealth.","The VSP supports the overall wellness of its employees through multiple engagement activites; recognition programs; financial awareness seminars; and through CommonHealth.","The VSP provides twenty (20) hours of leave for Major Contributors; and forty (40) hours of leave for Extraordinary Contributors.","The VSP hosts many social events such as cook-offs; door decorating contests; volunteer opportunities for other organizations; food drives; and Toys for Tots to promote employee engagement.","The VSP employs a Workplace Safety Coordinator who address workspaces and other areas, and makes recommendations regarding modifications.","The VSP Submits an Employees Opportunities Plan each year to DHRM.","The VSP provides training on Civility In The Workplace, but not specifically disability eitquette.  However, with COVID-19 this year, there has been a significant increase in ADA requests, in turn requiring training.","The VSP Training Division provides unconscious bias training to our sworn employees.","The VSP has a partnership with Virginia Values Veterans (V3) to be involved with this workforce and their possible disabiities.","The VSP abides by the Americans with Disabilities Act of 1990, as amended to ensure accessibility to all applicants and employees.","The VSP is currently working on creating an executive level Diversity & Inclusion position to lead and sponsor diversity and inclusion.  This position will report directly to the Superintendent of VSP. ","The sworn recruitment unit places great emphasis on diversity & inclusion to recruit, develop and retain both VSP civilian and sworn employees.","The VSP networks with V3 for both civilian and sworn positions, while the sworn recruitment unit networks with many groups; communities; and career fairs to assist in recruiting for VSP's Trooper position.","The VSP has integrated a new OEBS system and a new Perceptive Content software system in the Human Resources Division which has ulitmately improved the Workforce Planning and Develoment process.","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"N/A","N/A",0,0,0,8,10,4,"Yes","N/A","N/A",2348,352,62,39,8,1,2,2,"N/A",13.51,10.82,13.34,11.48,8.17,5.56,15.86,0.5,1,0,84,60,24,67,14,3,0,0,0,0,0,101,60,41,81,16,1,1,2,0,0,0,"Very Difficult",0,0,11,1,0,0,0,0,0,0,"N/A","Vacancy Risk","Continuing",1,"Talent Acquisition","Continuing",1,"Employee Engagement","Continuing",1,"Workforce Development","Continuing",1,"Technology & Organizational inefficiencies","Continuing",1,0,"Continuing","**",0,"Continuing","*",0,"Continuing","*",0,"Continuing","*",0,"Continuing","*",0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Department of Taxation",2020,"Finance","Government","Business","Finance",836,787,49,1030,935,95,950,0,0,0,0,0,0,0,0,70,738,3,0,150,68,0,1,0,0,"Continued","Continued","Started","Continued","Continued","Continued","Continued","Started","Continued","Continued","Started","Continued","Continued","Continued","Started","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","We hired a Chief Administrative Officer in March 2020, who will now be involved in the review and submittal of the report.","This practice has been used to identify leadership development needs agency-wide, and also for technical skills gaps identification in various offices.","In the past we have had partnerships with local universities and have participated in career fairs at colleges, but we were not able to do those this year due to the pandemic.",0,"We have utilized college and high school interns in the past, but we could not do it this year due to the pandemic.","Approximately a quarter of agency postings are agency or state employee only postings.","We are currently in the process of updating job descriptions across the agency. ","No change. ","We continued to realign salaries when warranted, such as when employees received competitive offers, or when a review by managers or Human Resources revealed outliers within certain job groups. It should be noted that fewer pay actions were able to be processed compared to FY2019 due to the compensation freeze.","We were well-positioned to expand our teleworking and alternative work schedules when the pandemic forced organizations to increase their remote work practices. ","We were able to process a few of these pay actions.","We try to keep valued employees by making competitive counter offers. When employees separate, we have a formal documented offboarding process which includes exit interviews.","Most Tax positions have documented procedures, especially the core Tax positions. Handbooks, reference guides and other performance support tools have been developed.   ","When possible, Tax follows the DHRM dual incumbency procedures, especially for management positions. ","Cross training is provided, formally and informally, across the agency. Our Office of Technology is a big proponent of cross-training and includes it in the EWP.","Virginia Tax has a LinkedIn Learning license subscription available to all employees. New supervisors are also required to complete the Managing Virginia Program (MVP) provided thorough DHRM.","Agency participates in all PMG programs (VEI, CMI, ESI, FFS). Planned training initiatives for agency team leaders were impacted by COVID and budgetary restrictions. LinkedIn Learing courses are available to employees.","EWPs require the annual completion of a development plan.","The agency has a 500 user subscription to LinkedIn Learning and designs/develops online learning courses for the VLC as needed.  In addition, webinars are also conducted to deliver live online learning.  ","The agency regularly participates in PMG@VCU programs and provides access to LinkedIn Learning.  Employees participate in external training to meet technical training needs (IT, IRS, etc.)","The agency has a policy that provides employees funding and time for professional membership and certifications along with conference funding according to budgetary restrictions.","Tax engaged an external consulting firm to conduct several surveys, and the input was used to help develop parts of our Strategic Plan. Also, several departments regularly conduct pulse surveys.","No change. ","We are continuing the work as part of our strategic plan.","While FY2019 saw a drop in the number of retirements, in FY2020 we had a significant increase from 19 to 36. This was somewhat anticipated as we noted last year the trend of employees currently eligible delaying their retirments. We suspect that the pandemic likely contributed to the increase, as the trend has continued into FY2021. Due in part to the increase in retirements and also our inability to hire for vacant positions in the last several months of FY2020, our total employee count dropped from 882 at the end of FY2019 to 836 at the end of FY2020. Our voluntary separations dropped from 31 in FY2019 to 23 in FY2020. \nWe can report many positive workforce developments for FY2020, including: a robust new Strategic Plan, developed with input from Virginia Tax employees and stakeholders; a new market pay database and job pricing tool, to be used to support current state workforce data provided by DHRM; initiation of the procurement process for a new Human Resources Information System in FY2021; numerous physical workplace improvments in Virginia Tax offices; and a tremendous team response across departments to the seemingly endless challenges that arose during the pandemic.  ",176,176,50,120,0,0,4,2,0,0,0,0,0,0,0,0,0,0,0,0,775,775,52,606,3,0,73,40,0,1,0,0,0,0,0,0,0,0,0,0,34,34,3,28,0,0,1,2,0,0,0,0,0,0,0,0,0,0,0,0,141,46,16,99,1,0,7,18,0,0,0,0,111,40,17,80,0,0,8,6,0,0,0,0,23,23,0,0,0,0,0,0,0,0,0,21,0,0,2,0,0,0,0,0,16,16,212,0,0,0,0,0,0,0,0,0,14,0,0,2,0,0,0,0,0,2,2,28,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,8,15,9,6,2,5,0,0,1,0,49,47,51,0,306,530,396,428,34,2,56,50,35,71,6,0,0.1,0.1,0,0,0,0,0,0,0,0,0,0.3,0.1,3.5,0,0.8,0.3,0,2.7,0,0,13.8,13.8,0,0,0,0,0,0,0,0,0,19.5,13.3,16.5,0,9.1,22.5,0,2.7,0,0,45.8,45.8,0,0,0,0,0,0,0,0,0,38.6,45.8,31.8,0,41.3,43.1,0,2.7,0,0,"","","","","","","","","","","","","","",12,"",12,12,0,0,6,2,82,0.3,22.6,39.6,7,5,4,8,1,0,"","","","","","","","","","","","","","","High","Medium","Medium","Medium","Medium","Medium","Medium","Medium","Low","Low","Medium","Medium","low","low","Medium","Low","N/A","Medium","Medium","Medium","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"We started off Fiscal Year 2020 with ambitious plans and strong momentum for many of our workforce planning and development initiatives. Employee surveys and focus group sessions were conducted by an external consuting company, and a great deal of the feedback helped form the base for our 2020-2024 Strategic Plan.  The Plan starts off with the #1 strategy to Strengthen Our Workforce. We purchased a market pay tool, and started the process for identifying a new Human Resources Information System to modernize our HR documents and processes.  A great deal of work has been done in prepration for transitioning from our heavily paper-dependent process to more electronic processes. We also completed physical improvements to our offices, which was a recommendation coming out of employee survey feedback and focus group sessions. In March 2020, when the pandemic started to heavily impact everything, we needed to shift our focus to more immediate needs, such as transitioning to remote working, responding to COVID-19 issues & questions, developing new COVID-19 policies & procedures, and handling COVID-19 related leave requests. While a lot of the pandemic-related work continues into FY2021, we hope to return to our delayed initiatives in the new calendar year. ","","","","","","","","","","","","","","","","","","","","","Workforce Development","","The pandemic and current staff separations/retirements prompted us to hold off on hiring an Organizational Development Manager. We instead focused on recruiting to replace departed employees.","6-12 Months","Technology & Organizational inefficiencies","","Strategy 3 (of 3 Initiatives) of the 2020 - 2024 Virginia Tax Strategic Plan is to Optimize and Re-Engineer Technology. There are four main tactics defined to achieve the goal, including to safeguard business processes & ensure security and compliance of services; modernize agency systems;  and optimize technology to enable digital business & services. As of the writing of this report, the Strategic Plan is in its final draft state and awaiting senior leadership approval. Several sub-tactics of the strategy have already been underway in 2020. ","Within 6 Months","Vacancy Risk","","Our Human Resources department is leading this effort, and while progress was made with some departments, we faced challenges being understaffed and responding to pandemic issues and challenges.","Ongoing (No specific time frame)","Workforce Development","","The new Organizational Development Manager was going to be the point person in this effort, and we were not able to hire for this position.","Ongoing (No specific time frame)","Employee Engagement","","The agency completed a variety of the recommendations from the workgroup, with new paint and carpet installed in parts of the facilities. Focus shifted to responding to preparing the workplace for working during the pandemic. We plan to resume activities at a later date, once we aren't dealing with the pandemic . ","1-2 Years","Talent Acquisition","","We purchased a subscription to Payscale, a market pay database and pricing tool. We processed several dozen pay adjustments in FY2020, and the tool helped us when pricing jobs for recruitments, and to justify pay actions for current and incoming employees. ","Ongoing (No specific time frame)","Workforce Development","","Progress has been halted on this as we shifted our focus to working within a pandemic. With the implementation of a new HRIS system, this should get back on track. ","1-2 Years","Other:","Performance Management","We are waiting for final approvals to procure and kick off the HRIS project which will include an automated performance management process. ","2-5 Years","Other:","Strategic Planning","No real change in the timeline. ","2-5 Years","","","","","While FY2019 saw a drop in the number of retirements, in FY2020 we had a significant increase from 19 to 36. This was somewhat anticipated as we noted last year the trend of employees currently eligible delaying their retirments. We suspect that the pandemic likely contributed to the increase, as the trend has continued into FY2021. Due in part to the increase in retirements and also our inability to hire for vacant positions in the last several months of FY2020, our total employee count dropped from 882 at the end of FY2019 to 836 at the end of FY2020. Our voluntary separations dropped from 31 in FY2019 to 23 in FY2020. \nWe can report many positive workforce developments for FY2020, including: a robust new Strategic Plan, developed with input from Virginia Tax employees and stakeholders; a new market pay database and job pricing tool, to be used to support current state workforce data provided by DHRM; initiation of the procurement process for a new Human Resources Information System in FY2021; numerous physical workplace improvments in Virginia Tax offices; and a tremendous team response across departments to the seemingly endless challenges that arose during the pandemic.  ",613,4,17,27,26,14,27,0,0,0,0,2,"Rate of retirement increased in FY20.","Before the shutdown we did experience high turnover in certain positions, mainly due to the strong economy.","Numerous employees received salary adjustments to bring them closer to market pay rates. We still have more work to do in this area.","Cross-training has occurred and needs to continue.","We do have single incumbent & specialized positions where incumbents are eligible to retire now, and we are cross-training as much as possible to retain institutional knowledge.","While improvements were made in some areas, in others such as for executive level positions the metric was higher than we would have liked.","This applies to certain technical and tax industry specialized positions.","Mainly for certain compliance and customer service positions.","Recruitment strategy in place, and processes were further documented.","This only applies to a small percentage of our positions.","No real change from last year.","Our biggest challenge remains the fact that so many of our employees stay with us in their current positions for many years.","Leadership is very supportive of addressing areas of opportunity that are identified via an employee engagement survey.","Productivity levels are measured in different ways across the agency and have not indicated issues. In many cases productivity has increased during the pandemic, e.g. our work on COVID-19 response projects. ","Strategy # 1 of our 2020-2024 Strategic Plan is Strengthen Our Workforce. From this strategy, we have cascading tactics, sub-tactics and action items that will help us in achieving our employee engagement & development goals. ","Several departments have individual recognition award programs and regularly use them, but it is not universal across the agency.",0,"We have many managers who regularly complete employee development plans with their employees. We plan to utilize these programs more consistently across the agency once we have implemented our new HR Information System.","The agency sends leaders and aspiring leaders to VCU/PMG programs and has brought in trainers for leadership programs. Our goal is to develop an agency-specific leadership development program and we hope to make progress on that in the near future. ","While development opportunities exist for our employees, finding the time for them has been very challenging this year. ","Some departments have been investing recently in more modern systems, but some of our core Tax systems are outdated.","Again, some departments have been investing recently in newer & more integrated systems, but some of our core Tax systems are outdated and are not as integrated as we would like with other systems. ","While progress has been made across the agency in automating processes, this is a multi-year effort. ",436,311,22,61,1,0,5,0,250,274,194,8,"Started","Started","Started","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Started","Started","Continued","Continued","Started","Not Used","Continued","Not Used","Started","No change, although we were unable to have many meetings as we had in FY2020 due to pandemic response activities.","No change. ","Tax uses RMS, Indeed, LinkedIn, Handshake, Dice, Twitter, Facebook, Career Fairs.","No change. ","We use values and behavioral-based citeria during the hiring process to determine \"fit\".","COVID-19 impacted the program this year.","No change. ","This is done informally on a case-by case basis. We hope to establish a more formal program in the future. ","No change.",0,"The agency offers half day job shadow programs for most operational areas of the agency to employees.","The Virginia Learning Center and LinkedIn Learning reports are used to track formal learning particpation/hours.  For FY20, employees completed an average of 12 hours of training per employee (10,324 hours of training/859.9 avg # of employees).","We conduct New Employee Orientation full-day sessions one or two times per month, depending on the pace of hiring.","The agency has an engagement committee that promotes various activities throughout the year. ","We have hosted blood drives, supplemental insurance and financial & health education programs, and participate in CommonHealth activities and communications. Our Commissioner also stresses employee wellness in his monthly messages to all employees.","We have hosted blood drives, supplemental insurance and financial & health education programs, and participate in CommonHealth activities and communications. Our Commissioner also stresses employee wellness in his monthly messages to all employees.","No change. ","Numerous events are regularly held throughout the year, including bingo, food socials & other fund-raising events, departmental and holiday celebrations. ","The agency convened a committee focused on improving the physical environment resulting in fresh paint, new carpet, furniture and signage in various areas of the facilities.  ","The 2020 agency Employment Opportunities Plan was submitted to DHRM.","This is done informally on a situational basis. ","We conducted civility training, which included unconscious bias training. ","We currently partner with DARS and VRCBVI to facilitate workplace accomodations or modificationsVIB in our Court Debt Unit. ","We currently partner with DARS and VRCBVI to facilitate workplace accommodations or modifications as necessary.  We ensure all our training courses are accessible.",0,"We ensure that we have diverse interview panels, and job postings and interview questions are reviewed to ensure we are not excluding any audiences.",0,"We have implemented a new salary/market survey program, and we are in the process of implementing a new HRIS to help in employee development and career progression.",0,0,0,"yes",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"yes",0,"yes",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"yes",0,0,0,"yes",0,"yes","yes","No",0,0,"The COVID-19 pandemic impacted the time and attention that was spent on this activity this fiscal year. One key takeaway is to conduct a critical position assessment whenever a new position is created/established and/or role changed to ensure it gets on our radar early. "," A big percentage of retirements in FY19 were in the Professional EEO code, especially in the operations side of the agency, and particularly Compliance. The main trend that we are seeing is the increasing number of Officials/Administrators eligible for retirement. This means we may want to evaluate our bench strength for those leadership positions and explore ways to develop that bench. ",0,0,0,1,1,0,"No","The agency has a relatively low voluntary turnover rate. We will continue to monitor the data for trends. ","The agency has been focused on filling positions in a timely manner and as a result, our average time to fill has dropped significantly since last FY.",71,25,1,9,0,0,0,0,"The data for employees with disabilities is not complete or accurate. We need to develop a better process to capture this data on new and existing employees. ",13.8,13.8,14.7,14,7.9,9.8000000000000007,5.9,0,6.8,0,9,3,6,5,4,0,0,0,0,0,0,6,0,6,3,1,0,1,0,0,1,0,"Difficult",0,0,8,3,0,1,0,0,0,0," Executive FY 2020 data differs from FY2019 data, as it includes Leadership Team members that are not direct reports of the Commissioner, but influence the strategic direction of our agency. We are aware and monitoring the Leadership Teams retirement eligibility and have begun the succession planning process by identifying potentials and offering developmental opportunities. \n","Workforce Development","Continuing","n/a","Technology & Organizational inefficiencies","Continuing",0.9,"Vacancy Risk","Continuing","n/a","Workforce Development","Continuing","n/a","Employee Engagement","Continuing",0.4,"Talent Acquisition","Continuing","n/a","Workforce Development","Continuing",0.1,"Other:","Modified",0,"Other:","Continuing",0.15,"Other:","Continuing",0.15,0,1,0,0,0,1,0,0,0,1,0,0,0,3,0,0,0,1,0,0,0,2,1,0]
["Department of the Treasury",2020,"Finance","Finance",0,0,116,113,3,123,122,3,123,0,0,0,0,0,0,0,0,11,46,8,0,54,4,0,0,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued",0,"The agency conducts needs analysis to identify skill gaps.",0,0,0,"The agency provides opportunities exclusive to internal applicants when feasable.  ","No Change ","No Change ","No Change","No Change",0,"The agency has an off boarding process for existing employees.","No Change","No Change","No Change","No Change","No Change","The agency utilizes individual development plans.","The agency utilizes technology for employee development.","No Change","The agency assists with professional memberships and conference funding.",0,"No Change","No Change","As steward of the Commonwealth's financial resources, the mission of the Department of the Treasury (Treasury) is to ensure excellence in the management of its banking, investing, and financing services and the administration of unclaimed property and insurance programs.\n\nTreasury has reviewed several of its internal processes and policies and have identifed necessary improvements to our employee engagement policy.  Engaged employees are invested in the organization, and typically are more productve.  Improving employee engagement will aid in acknoloweding employee contributions and link the contributions to the agency goals and objectinve.  Engagned employees feel valued by their organization and in turn, employers with robust employee recognition/engagement programs retain valuable employees. Additionally, the agency will continue to cross-train employees on critical processes.  ",46,46,6,22,4,0,14,0,0,0,0,0,0,0,0,0,0,0,0,0,117,116,6,49,8,0,51,3,0,0,0,0,0,0,0,0,0,0,0,0,3,3,0,1,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,17,7,3,6,1,0,6,1,0,0,0,0,12,4,0,5,2,0,5,0,0,0,0,0,7,7,0,0,0,0,0,0,0,0,1,1,0,0,5,0,0,0,0,0,2,2,2,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,4,3,4,0,0,0,0,0,0,44,62,41,0,40,76,52,57,1,0,2,3,1,4,0,0,0.5,0.5,0,0,0,0,0,0,0,0,0,0.69,0.54,0.92,0,0.52,20.7,0,0,0,0,10.6,10.6,0,0,0,0,0,0,0,0,0,12.9,9.8699999999999992,11.78,0,10.52,20.7,0,0,0,0,38.25,38.25,0,0,0,0,0,0,0,0,0,37.96,38.26,21.6,0,35.42,20.7,0,0,0,0,"","","","","","","","","","","","","","",7,"",7,6,0,0,1,2,0,2.9,5.08,11.7,3,4,2,5,0,0,"","","","","","","","","","","","","","","Low","N/A","Medium","Low","Low","Low","Low","Medium","N/A","N/A","Medium","Medium","N/a","n/a","n/a","low","n/a","N/A","N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","","Employee Engagement","",0,0,"Vacancy Risk",0,"Continue to require managers and supervisors to cross-train employees, review processes for efficiencies and improvements, and document processes.  ","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","As steward of the Commonwealth's financial resources, the mission of the Department of the Treasury (Treasury) is to ensure excellence in the management of its banking, investing, and financing services and the administration of unclaimed property and insurance programs.\n\nTreasury has reviewed several of its internal processes and policies and have identifed necessary improvements to our employee engagement policy.  Engaged employees are invested in the organization, and typically are more productve.  Improving employee engagement will aid in acknoloweding employee contributions and link the contributions to the agency goals and objectinve.  Engagned employees feel valued by their organization and in turn, employers with robust employee recognition/engagement programs retain valuable employees. Additionally, the agency will continue to cross-train employees on critical processes.  ",24,6,0,2,2,4,4,1,1,0,0,0,"While this is a risk, the agency has worked across divisions to ensure cross training of critical functions.",0,"As many of our positions compete with line agencies and the financial sector, the Treasury could see turnover due to salary competition. ","In many cases, critical functions are performed by a single position, however, the agency has worked with staff to crosstrain individuals for critical roles","As many of our positions are single incumbent we have a risk they could become vacant within 5 years. However, agency management is focusing on cross-training.","The agency time to fill position is below the state average, however, it exceeds the desired 50 day goal.","We have recently experienced a failed search when attempting to fill a high-level position within our Cash Management and Investments Division.","Since we compete with the private financial sector and line agencies, our budget does not increase at the same pace.  Also, internal salaries for employees with long tenures in the same position are suppressed which makes it difficult to offer competitive salaries to new hires. ",0,0,"The agency has competition from line agencies as well as the financial sector.","As a small agency, with five very different and disparate porgrams, promotional opportunities are scarce.  However, the agency works to groom staff for pomotions.",0,0,0,"Although the agency has a recognition policy, due to budget restrictions it is not often used.  ",0,0,0,0,0,0,0,61,48,2,5,0,0,0,0,123,10,10,1,"Continued","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Started","Continued","Not Used","Started","Not Used","Not Used","No Change ","No Change ","The agency utilizes multiple recruitment channels.","No Change ","No Change ",0,"No Change ","No Change","No Change",0,"When possible, the agency uses stretch assignments, job rotation, and shadowing to develop employees","The agency tracks training and development costs","No Change",0,"The agency supports employee wellness.","The agency supports employee wellness.","The agency provides recognition leave and bonuses to employees.","The agency hosts employee social events for employee engagement. ","The agency assesses physical workspaces and makes modifications for engagement.  ","The agency has submitted Employment Opportunities Plan to DHRM",0,0,"The agency is developing a relationship with other agencies to increace our recuitment of empoyees with disabilties.","As needed, the agency reviews workspaces to ensure accessability. ",0,"The agency is developing additional stragegies into recruitment, development, and retention. ",0,0,"yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"The change in number of critical positions was due to error calcultation in prevous year.  Last year the executive team was included in this count.",0,0,0,0,0,0,0,"Yes",0,"By streamlining our recruitment process have been able to improve our time to fill during FY20.",4,1,0,0,0,0,0,0,0,7.4,12.23,11.51,10.64,4.5599999999999996,7.13,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,4,1,3,0,4,0,0,0,0,0,0,"Difficult",0,0,5,1,0,1,0,0,0,0,0,"Vacancy Risk",0,0,"Talent Acquisition",0,0,"Employee Engagement",0,0,"Employee Engagement",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Department of Transportation",2020,"Transportation","Business","Public Safety","Transportation",7890,7329,561,8553,7810,743,7735,0,0,0,0,0,0,0,0,2249,1212,450,37,0,557,3931,117,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Started","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Started","Continued","Continued","No change","VDOT of Tomorrow strategic initiative ","VDOT has an active presence with  various Virginia colleges/univerities in conjunction with our Scholar and EDGE programs.","VDOT has both technical pipeline/apprenticeship  programs (Maintenance, Construction, Survey) as well as an Engineeering Scholar and Engineering  Development and Growth Experience Program (EDGE)","VDOT has both technical pipeline/apprenticeship  programs (Maintenance, Construction, Survey) as well as an Engineeering Scholar and Engineering  Development and Growth Experience Program (EDGE)","Over 50% of VDOT's vacancies have been filled from internal candidates.","No change","No change","No change","No change","No change","VDOT utilizes a structured separation checklist process.","No change","No change","In FY21, VDOT began an employee mentoring program and will be piloting a job rotation program in the Spring.","VDOT piloted our \"People Management Fundamentals\" program in Spring of 2020 and is working to complete various online modules for delivery in FY21.","No change","No change","No change","No change","No change","VDOT has filled a position dedicated to Employee Engagement and development of an Agency program is underway.","No change","VDOT has filled a position dedicated to Employee Engagement and development of an Agency program is underway.","The Virginia Department of Transportation (VDOT) is responsible for building, maintaining and operating the Commonwealth of Virginia's roads, bridges and tunnels and has a current budget of $6.4 billion.  It's mission is to plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.\n\nVDOT's maximum employment level is 7,735 full time employees. As of July 1, 7,321 of those positions were filled, representing a vacancy rate of 5.4%.  Over the last year, the agency experienced a turnover rate of 8% and filled over 800 classified positions (this is a reduction from normal activity level due to constraints of Hiring and Compensation Freeze mandate effective April 2, 2020).  Currently, 17.8% of the classified workforce is retirement eligible (accounting for eligibility criteria specific to each plan type) and another 14.9% will become eligible within the next five years. \n\nCurrently VDOT is well-underway with a future of work project (VDOT of Tomorrow) to prepare the organziation and people for the future, considering the areas of work, workforce and workplace. Project initiatives as well as business plan strategies within these areas are detailed throughout this report.",798,798,147,17,0,0,0,0,634,0,0,0,0,0,0,0,0,0,0,0,7810,7810,2139,1128,376,37,0,417,3617,96,0,0,0,0,0,0,0,0,0,0,276,276,64,36,14,3,0,20,135,4,0,0,0,0,0,0,0,0,0,0,1304,160,387,203,90,7,0,73,529,15,0,0,1091,125,318,128,60,11,0,74,479,21,0,0,557,557,0,0,0,0,0,0,0,0,133,79,24,3,0,31,275,12,0,0,183,183,2108,0,0,0,0,0,0,0,0,40,29,6,0,0,4,97,7,0,0,59,59,444,0,0,0,0,0,0,0,0,11,6,4,4,0,0,0,36,2,0,453,104,429,99,7,20,2,0,0,0,70,64,65,0,6291,1599,1513,6377,664,21,1312,320,237,1395,155,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0.3,0,0,0.1,0,0.1,0,0,14.7,14.7,0,0,0,0,0,0,0,0,0,16,13.3,18.399999999999999,18,0,17,13.6,14,0,0,57.7,57.7,0,0,0,0,0,0,0,0,0,53.2,57.7,49.7,42.9,0,46.6,47.2,41.4,0,0,"","","","","","","","","","","","","","",17,"",17,17,1,1,4,5,88,2.2000000000000002,22.51,42.75,12,5,2,15,1,0,"","","","","","","","","","","","","","","Low","Low","Medium","Low","Low","Medium","Low","Medium","Low","Low","Medium","low","N/A","N/A","low","n/a","low","low","medium","n/a","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"VDOT continues to implement strategies to meet upcoming employment demands that will help create a diverse, skilled workforce for the transportation industry. As part of the development of this succession plan,VDOT identified critical positions in executive leadership, as well as,in core functions related to maintenance and construction.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"Development of an Employee Engagement Strategy to promote retention.","6-12 Months","Vacancy Risk",0,"Development of a Diversity strategy to attract more diverse workforce/talent.","1-2 Years","Vacancy Risk",0,"Create bandwidth in consulting services offered to hiring managers by removing transactional activities to promote focus on best hiring practices","1-2 Years","Talent Acquisition",0,"Identifying and building an Employer Brand to attract top talent.","Within 6 Months","Talent Acquisition",0,"Rework of VDOT's recruitment process through VDOT of Tomorrow initiative, allowing hiring managers to a better assesment of \"fit\", inclusive of human skills","1-2 Years","Talent Acquisition",0,"Establish regional recruiting/talent acquisition process manager function","1-2 Years","Employee Engagement",0,"Measure current levels of employee engagement through custom survey tools to establish baseline and action plan","1-2 Years","Employee Engagement",0,"Develop employee engagement strategy to include digitalization/technology opportunities, electronic onboarding, mentoring, employee resource groups, inclusion awareness, opportunities and communications to help employees connect to their jobs, colleagues, work units and VDOT. ","1-2 Years","Workforce Development",0,"Developing future leadership through formalized job rotations, leadership mentoring, skill development curriculum for leadership postions, integration of new leadership competency models - ensures VDOT leadership is strong the agency is preeparing the leaders of the future- required to sustain current success","6-12 Months","Workforce Development",0,"VDOT of Tomorrow, building future skills in conjunction with digital learning assessment which promotes investment in people, allows VDOT to be successful (needed talent and skills) and prioritizes and builds future skills in adaptiveness required for current environment- also efficient and appealing to workforce","1-2 Years","The Virginia Department of Transportation (VDOT) is responsible for building, maintaining and operating the Commonwealth of Virginia's roads, bridges and tunnels and has a current budget of $6.4 billion.  It's mission is to plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.\n\nVDOT's maximum employment level is 7,735 full time employees. As of July 1, 7,321 of those positions were filled, representing a vacancy rate of 5.4%.  Over the last year, the agency experienced a turnover rate of 8% and filled over 800 classified positions (this is a reduction from normal activity level due to constraints of Hiring and Compensation Freeze mandate effective April 2, 2020).  Currently, 17.8% of the classified workforce is retirement eligible (accounting for eligibility criteria specific to each plan type) and another 14.9% will become eligible within the next five years. \n\nCurrently VDOT is well-underway with a future of work project (VDOT of Tomorrow) to prepare the organziation and people for the future, considering the areas of work, workforce and workplace. Project initiatives as well as business plan strategies within these areas are detailed throughout this report.",8305,17,173,167,242,294,215,0,0,2,2,0,"While the percentage of employees eligible to retire is of concern, the positions at risk are primarily entry-level and do not present a signicant risk to the loss of institutional knowledge.  ","The Agency's turnover rate is not excessively high in comparison to similar industry comparators (public or private sector).","Less restrictive changes to DHRM pay policies in early FY20 contribute to VDOT being able to pay more competitively. However, this does not sufficiently address certain high demand and hard to fill positions. Geographic influences are also a factor.","Agency has >400 single incumbent positions.  However due to large workforce size and access to external resources, losses in this area can be mitigated using internal or external resources.","High risk of occurance but low risk of significant adverse impact to agency.","Varies by function, position type, geographic area and influenced by the overall economy and various internal and external factors.    ","Varies by function, position type, geographic area and influenced by the overall economy and other various internal and external factors. ","Competition from the private sector is emphasized to a greater degree is some geographic areas and job classifications.","Strategy is currently under review and in process of being updated.","A relatively small number of positions are considered difficult to recruit in our markets.  Talent Acquisition strategies are in place or are being deployed to mitigate any risk.","Varies by function, position type, geographic area and influenced by the overall economy and various internal and external factors. ","Approx 50% of positions are filled via internal movement.",0,0,"There is a focus on this area, but execution of goals is important to avoid/minimize risk.","VDOT is currently implementing a 5-level performance rating scale which should allow us to better differentiate performance and allow for building out of strategies to support those going forward.","VDOT has aging infrastructure due to capital outlay constraints which hinder speed of remediation.","Ongoing education around these resources as well as build out of program is ongoing which should further reduce risk.","VDOT has identified some challenges in building bench strength at the first-line and middle management levels and currently developing people manager skills building content to support them going forward.",0,"Some mandated systems (i.e. PMIS) adversely impact agency's operations to a minimal level.  However, with the conversion to Cardinal in Spring 2021, some of these issues may be alleviated.","This presents a potential risk to attraction and retention of technology-savvy candidates who have high expectations of using their skills in the workplace. ","Low risk is based on the assumption that focus is on technology",6377,1103,86,282,30,1,2,9,930,545,663,24,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Started","Continued","Continued","Continued","Continued","Continued","Continued","Various report are provided to Agency leadership at various intervals (monthly, quarterly, etc.)","No change","VDOT partners with Indeed and LinkedIn for job postings as well as traditional onlline media sourcing when necessary.","No change","No change","VDOT has both technical pipeline/apprenticeship  programs (Maintenance, Construction, Survey) as well as an Engineeering Scholar and Engineering  Development and Growth Experience Program (EDGE)","Noted that this program is under review and redesign to offer virutal \"pre-boarding\" as well as for remote workforce.",0,"No change","VDOT launched employee mentoring program in Summer of 2020 with over 150 participants in first cohort statewide.","No change","No change","No change","VDOT has filled a position dedicated to Employee Engagement and development of an Agency program is underway.","No change","No change","No change","No change","No change","VDOT has begun work to expand our Diversity, Equity and Inclusion program","VDOT has begun work to expand our Diversity, Equity and Inclusion program","VDOT has begun work to expand our Diversity, Equity and Inclusion program","No change","No change","No change","No change","No change","No change","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"No changes in assesment from last years review.  Given COVID 19 learning a new analysis is recommended during the current year.","Current eligible of 1304 included in the total with the additional in FY2021-FY2025 in order to get a veiw of potential impacts for current and next 5 years combined creates a total risk on 6/30 of 33%.  Impact of Hybrid plan versus older plans on calculations as different calculations are not truly accounted for - Number eligible has mainly been stable and numbers look that way going forward ",0,0,0,29,12,1,"Yes","VDOT has defined Executives differently than Commissioner and direct reports due to our organizational structure.  We include Commissioner, Deputy Commissioner, Chiefs, DA/DE, and 2 special organization heads.  Division Administrators/Office Directors and administative direct reports are not included in Executive numbers.  This was continued in this year's plan.  No notable changes.","3rd quarter time-to-fill impacted by hiring freeze. ",1395,154,11,64,8,68,0,0,"Though the numbers went down; as a percent of population the Agency saw a slight shift in leader diversity and genral diversity over the last year both in Female and minority areas.  Veteran populations also saw a slight increase.  People with disabilities is difficult to assess this year due to cahnges in data capture not fully recognized at this time.",14.54,15.38,14.94,15.29,8.19,9.32,13.66,0.25,0.57999999999999996,0,237,189,48,198,29,1,9,0,0,0,0,355,294,61,299,36,3,17,0,0,0,0,"Somewhat Difficult",4,2,15,1,0,0,0,0,1,0,"VDOT defines Executive slightly differently than the generic DHRM uses (direct reports to the Commissioner) and incudes Chiefs and District Engineer/Administrators.  Division Admininistrator direct reports are not incuded in this category nor are administrative positions or Deputy positions Other than the Chief Deputy Commissioner","Vacancy Risk","Continuing",0.3,"Talent Acquisition","Continuing",0.5,"Employee Engagement","Continuing",0.2,"Workforce Development","Continuing",0.7,"Technology & Organizational Inefficiences","Continuing",0.5,"Workforce Development","Continuing",0.2,"Vacancy Risk","Continuing",0.8,"Other:","Continuing",0.5,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,1,0,0]
["Department of Veterans Services",2020,"Veterans and Defense Affairs","Government","Education","Family & Health",256,232,24,279,243,36,497,0,0,0,0,0,0,0,0,13,198,1,0,0,48,0,19,0,0,"Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Started","Continued","Started","Continued","Not Used","Committee in place","No Change","DARS","No Change","Workstudy Students","No Change","No Change","No Change","Budget Restraints ","Hybrid Telework Posture (due to COVID)","No Change","Continue with out-processing procedures","No Change","No Change","Service Area Specific","Service Area Specific","Service Area Specific","Only EWPs ","COVLC","Seminars, Workshops, Conferences","CMI, VEI, SHRM","Survey has been implemented ","No Change","Policy Created","The Virginia Department of Veterans Services (VDVS) was established in 2004 and proudly serves Virginia veterans, members of the Virginia National Guard, Virginia residents in the Armed Forces Reserves, and their family members, by ensuring they receive timely tranisition, employment and education assistance, benefits, health care and long-term care, and the recognition they have earned through service to our community and Commonwealth. VDVS is organized into six service delivery sections, five operational offices, and three citizens boards. ",259,235,5,186,1,0,0,48,0,19,0,0,0,0,0,0,0,0,0,0,259,235,5,186,1,0,0,48,0,19,0,0,0,0,0,0,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,0,3,3,1,2,0,0,0,0,0,0,0,0,19,14,0,0,0,0,0,0,0,0,2,12,0,0,0,5,0,0,0,0,17,14,256,0,0,0,0,0,0,0,0,0,13,0,0,0,4,0,0,0,0,7,5,256,0,0,0,0,0,0,0,0,0,4,0,0,0,0,3,0,0,0,8,11,12,5,2,0,0,0,0,0,38,35,46,0,99,157,79,138,85,6,15,22,8,29,14,0,0,0,0,0,0,0,0,0,0,0,0,2.2999999999999998,0,16.399999999999999,0,0,0.7,0,0.3,0,0,6.2,6.2,0,0,0,0,0,0,0,0,0,6.2,6.4,16.399999999999999,0,0,4.0999999999999996,0,5.7,0,0,34.5,0,0,0,0,0,0,0,0,0,0,12.4,34.5,16.399999999999999,0,0,14.9,0,15.5,0,0,"","","","","","","","","","","","","","",13,"",13,0,0,1,0,6,45,3,12,30,5,8,4,9,8,1,"","","","","","","","","","","","","","","Medium","Medium","Medium","Medium","Medium","Low","Low","Low","N/A","N/A","N/A","medium","n/a","low","low","medium","n/a","low","low","medium","Low","Medium","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Due to change in leadership with a new Commissioner and COVID, the Workforce Planning and Development Report will undergo a complete revision and updated to address issues or potential impact items. The revisions will be reflected in the next WP FY21 Report.  ","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","Creation of policy ","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Veterans Services (VDVS) was established in 2004 and proudly serves Virginia veterans, members of the Virginia National Guard, Virginia residents in the Armed Forces Reserves, and their family members, by ensuring they receive timely tranisition, employment and education assistance, benefits, health care and long-term care, and the recognition they have earned through service to our community and Commonwealth. VDVS is organized into six service delivery sections, five operational offices, and three citizens boards. ",0,0,1,2,0,0,0,2,2,0,0,0,"Recent Retirements","No Change","No Change","No Change","Lack of funds to be competitive with Private Sector","No Change","No Change","No Change",0,0,0,"No Change",0,"No Change","Additional layers of management ","Budget Constraints",0,"No Change","Creating a Leadership Development Program through Leadership Team","Issues with COVLC","No Change","Issues should be resolved once Cardinal is implemented",0,161,83,6,6,0,0,0,0,279,14,21,13,"Not Used","Not Used","Started","Not Used","Continued","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Started","Continued","Continued","Continued","No Change","No Change","Advertising positions in multiple locations","No Change","No Change","Workstudy Students","No Change","Accredidation - Service Area Specific",0,"No Change",0,"Service Area Specific and agencywide transcripts","For all new hires/rehires to VDVS","EDI Committee","CommonHealth E-News Notifications","CommonHealth E-News Notifications","Process in place ","Process in place ","ADA Accommodations if requested ","No Change",0,0,"DARS - posting of vacancies","No Change","EDI Committee","No change","No change","No Change ","no","no","yes","yes","no","no","yes","no","yes","yes","no","yes","yes","no","no","no","no","no","no","no","no","no","yes","no","yes","no","no","no","no","no","no","yes","no","no","no","yes","no","yes","no","no","no","no","no","no","yes","yes","no","no","no","no","no","yes","Yes",24,24,"Budget Constraints","Retirement Eligibility ",5,3,2,16,12,2,"No","Better Opportunities","Average to fill impacted by COVID.",29,7,1,0,0,0,0,0,"Note: Resignations, Retention, and Promotions by Gender and Race appear in this section of the report. ",4.34,7.44,6.37,6.36,2.15,5.33,0,0,0,0,3,0,3,3,0,0,0,0,0,0,0,16,5,11,10,4,2,0,0,0,0,0,"Somewhat Easy",0,0,9,4,0,0,0,0,0,0,"Four additional Director positions added to the Executive Leadership Team; 2-3 ELT Retirement Eligibilities. ","Employee Engagement","Continuing",0.9,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Foundation for Healthy Youth",2020,"Health and Human Resources",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Frontier Culture Museum of Virginia",2020,"Education","Education","Recreation & Culture",0,57,35,22,57,35,22,38,0,0,0,0,0,0,0,0,6,18,5,1,4,6,14,3,0,0,"Not Used","Started","Continued","Not Used","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Started","Started",0,0,0,"No change","No change","No change","No change","No change","No change","No change",0,"No change","No change",0,"No change","No change","No change","No change","No change","No change","No change",0,"No change","No change","The Museum is a small agency with limited staffing and budget resources. We have made a commitment to focus on employee engagement over the next one-two years as a means to keep our employees happy and engaged during some difficut times. Looking ahead, the coronavirus situation will likely continue to affect our agency in a number of ways well into FY21, so agency management will work to devise simple yet meaningful ways to let the employees know they are valued and that their work is appreciated.\nThe agency continues to struggle with not only the cost of keeping up with technology needs but with our lack of staffing to focus on this issue, IT is currently being handled - heroically - by our Education Director, who has more technical expertise than most on staff. \nThe Museum does have a large new capital building project to look forward to - a new gallery and program space with areas for indoor programming and other needs has been hoped-for for a number of years. A staff team has been participating with state level staff and architects and engineers to plan the initial, schematic phase of the building. While exciting and engaging, this process has and will continue to take up some staff time and attention, so we will plan carefully and transfer some tasks to ther employees as needed. However, due to our overall short-staffing and the layoffs of all but two of our wage staff in April, there is a limited amount of \"bandwidth\" among remaining staff to take on extra work. A word about the template; while an improvement over last year, it is still graphically cluttered and the final report is sometimes unclear as to which part relates to which data we entered; we know some of the data issues may be our own from last year's report but the form could be redesigned and made clearer and better organized and still capture the data needed.\n",2,35,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,0,35,35,6,5,4,1,3,6,7,3,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,3,1,0,0,0,0,0,0,2,1,0,0,5,2,2,0,0,0,0,0,2,1,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,3,0,3,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0,0,0,0,1,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,3,3,0,0,0,0,0,0,0,21,21,21,0,23,34,2,55,1,1,2,2,0,4,0,0,0.4,0.4,0,0,0,0,0,0,0,0,0,5.8,0.4,1.9,0,0.7,0,1.9,0.4,0,0,0,"9.86 years",0,0,0,0,0,0,0,0,0,18.7,10.7,11.6,0,3.7,0,16.899999999999999,15.6,0,0,30.7,30.7,0,0,0,0,0,0,0,0,0,25.8,20.9,21.3,0,6.6,0,31.8,30.7,0,0,"","","","","","","","","","","","","","",9,"",9,9,0,0,0,3,"3 months",1,13,25,6,3,0,0,0,0,"","","","","","","","","","","","","","","Medium","Medium","High","High","High","Low","Low","High","Low","Low","Low","medium","medium","low","low","high","low","low","medium","low","High","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The Frontier Culture Museum continued to work on employee engagement plans, but was stymied by the Covid situation. The Museum was closed for three months from March to June 2020 at the end of FY 2020 and has reopened with safety and health restrictions. For the time being we are focused on the health and safety of our remaining staff (we have had some layoffs) and guests. We sincerely hope to return to a focus on employee engagement strategies once this pandemic is over. \nWe are currently working with VITA and state staff to improve our technological capacilities and received help in the form of a grant from the American Frontier Culture Foundation to purchase audio-visual equipment for recording and transmitting virtual museum programs for teachers and students. \nThe building projects mentioned in our previous report are coming to the forefront of our attention and we have a staff team meeting with state representatives and architects and engineers on the first phase, schematic planning process. The largest project will continue to consume time and attention from already stretched staff, so as the months pass we will be especially careful to manage their time efficiently. However, we are delighted to be entering the process for a new gallery and programs building so are happy to make any needed adjustments to our time and tasks! We have also worked to submit information as it relates to our small agency within the constraints of this form. ","","","","","","","","","","","","","","","","","","","","","--","--","We will continue working to devise strategies for employee engagement.","1-2 years","--","--","We will continue to work with VITA and other vendors to acquire needed technologies while keeping within our budget.","1-2 Years","--","--","We will continue to work with stafte planners and others as our building project proceeds","2-5 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Museum is a small agency with limited staffing and budget resources. We have made a commitment to focus on employee engagement over the next one-two years as a means to keep our employees happy and engaged during some difficut times. Looking ahead, the coronavirus situation will likely continue to affect our agency in a number of ways well into FY21, so agency management will work to devise simple yet meaningful ways to let the employees know they are valued and that their work is appreciated.\nThe agency continues to struggle with not only the cost of keeping up with technology needs but with our lack of staffing to focus on this issue, IT is currently being handled - heroically - by our Education Director, who has more technical expertise than most on staff. \nThe Museum does have a large new capital building project to look forward to - a new gallery and program space with areas for indoor programming and other needs has been hoped-for for a number of years. A staff team has been participating with state level staff and architects and engineers to plan the initial, schematic phase of the building. While exciting and engaging, this process has and will continue to take up some staff time and attention, so we will plan carefully and transfer some tasks to ther employees as needed. However, due to our overall short-staffing and the layoffs of all but two of our wage staff in April, there is a limited amount of \"bandwidth\" among remaining staff to take on extra work. A word about the template; while an improvement over last year, it is still graphically cluttered and the final report is sometimes unclear as to which part relates to which data we entered; we know some of the data issues may be our own from last year's report but the form could be redesigned and made clearer and better organized and still capture the data needed.\n",57,0,4,0,0,1,0,0,0,1,2,0,"A few \"old timers\" may retire within the next few years.","Mostly due to lower salaries in entry level position","Some may take other jobs when they really would rather be working here due to higher salaries","We do not have redundant help in many areas.","This is a possibility and we need to plan for transfer of duties","For us time to fill is acceptable given the positions we usually recruit for.","Not recently","This is a significant issue, coupled with uncertainty of cost of living raises","We do have a recruitment strategy but examine each opening on a case by case basis","Not usually","We generally know how to reach those who have the skill sets we need","As a small agency we do not have many open positions","Some areas are affected by a tight budget, some by being very short-staffed with working managers","Our staff works hard and take pride in their efforts!","We have an agency strategic plan as well as utilize performance management for each persons annual work plan, and tie these into the agency mission","Again, budget constraints don’t allow up to use pay or bonuses at this time but we do use leave awards.","Not generally an issue - we do the best we can!","We use our overall agency mission and strategic plan and build employee work profiles based on this and prepare each persons work plan for the year. ",0,"Some limitations are funding based","Despite heroic efforts from staff tasked with IT work even though its not their actual job","Issues with funding and obtaining needed equipment","Not usually, just struggles with funding and management of our IT program - it is handled by someone with another fulltime set of tasks and we don’t have funding for another position.",55,2,0,0,0,0,0,0,57,0,3,0,"Not Used","Not Used","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Not Used",0,"Continued","Continued","Continued","Not Used","Started","Continued","Continued","Not Used","Not Used","Started","Not Used","Started","Continued","Not Used","Not Used","Started","Started","No change","No change","No change",0,"No change",0,"No change","No change",0,0,"No change",0,"No change",0,"No change","No change","No change","No change",0,0,"No change",0,"No change","No change",0,0,"No change","No change","no","no","no","no","no","no","no","no","yes","no","yes","no","no","no","no","yes","no","no","no","yes","yes","yes","no","yes","no","no","no","yes","no","no","no","no","yes","no","yes","no","yes","yes","yes","no","no","no","yes","no","yes","yes","no","no","no","no","no","no","no",0,0,"This question is odd for us as a very small agency as it instructs not to include Executive and Direct reports, which eliminates most of our critical positions","Note that just because a staffer is eligible to retire, does not mean that they will, and may choose to keep working.",0,0,0,1,1,0,"Yes","One transfer to another state agency, one left for other employment and one separated before end of probationary year.","Three weeks is an average - one took two weeks and one took four weeks and most took three. ",55,2,0,0,0,0,0,0,"As a small agency, when excluding the Executive and her direct reports, that does not leave many in leadership roles to list.",12.4,7.8,10,4.2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,9,0,0,0,0,0,0,0,"As a small agency we have an Executive Director and eight senior staff who report to her.","--","Continuing",0.5,"--","Continuing",0.5,"--","Continuing",0.2,"--","Declined",0,"--","Declined",0,"--","Declined",0,"--","Declined",0,"--","Declined",0,"--","Declined",0,"--","Declined",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["George Mason University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Gunston Hall",2020,"Education","Education","Recreation & Culture",0,10,3,7,14,4,10,11,"NA",0,0,0,0,0,0,0,1,1,0,0,0,2,0,1,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Started","Not Used","Not Used","Continued","Continued","Started","Not Used","Started","Continued","Continued",0,"No change.",0,"No change.","No change.",0,"No change.","No change.","No change.","NA",0,"No change.","No change.",0,"No change.","No change.",0,"No change.","No change.","No change.","no change.","Begun during pandemic and  will continue.","No change.","No change.","In the 18th century, Gunston Hall was a thriving 5,500-acre plantation located along the Potomac River in Fairfax County, VA.  Its owner, George Mason IV, was a fourth generation Virginian, senior statesman, and author of seminal documents including the 1774 Fairfax Resolves and the 1776 Virginia Declaration of Rights.  In writing the Virginia Declaration of Rights, Mason was among the first to artculate and call for fundamental American liberties was as religious tolerance and freedome of the press.\n \nIn accordance with a 1932 Deed of Gift form its private owners, Gunston Hall was donated to the Commonwealth of Virginia with management and supervision of the property vested in the private Board of Regents of Gunston Hall (BRGHI).  The BRGHI is a private 501(c)3 organization composed of members of The National Society of the Colonial Dames of America.  Opening to the public in 1952, today Gunston Hall is a 554-acre National Historic Landmark passionately fulfilling its mission of stimulating the exploration and understanding of principles expressed by George Mason in the 1776 Virginia Declaration of Rights. Accredited by the American Alliance of Museums, Gunston Hall is open to the public over 350 days annually and implements its educational mission through tours, exhibits, special events, and school based curriculums both virtually and on its extensive campus.\n\nAs a small Agency with limited Commonwealth classified and funded positions, but as an organization with a complex, diverse, and extensive operational footprint, Gunston Hall faces workforce challenges associated with recruiting and retaining top talent in a highly competitive marketplace, ensuring adequate numbers of staff positions are assigned to the Agency and filled in the face of high turnover and limited resources, classifying positions in alignment with the Agency's distinctive mission and business model, and instituting efficient and effective processes and operational protocols with outdated and insufficient IT infrastructure.  Gunston Hall is strategic and creative in overcoming these challenges, but as the Agency continues to grow and trasnform, and as the work of the Agency increases in impact and relevance, these challenges pose ever increasing risks.  \n\nThese risks are heightened by the past, current, and ongoing fiscal and operational impacts of COVID-19.  \n\nThat said, the Agency's greatest strength is its high functioning staff team and all at Gunston Hall look forward to the possibility of continuing to strengthen, support, and augment our current compliment of exceptional employees and public servants.",10,4,1,1,0,0,0,2,0,0,0,6,0,0,0,0,0,0,0,0,10,4,2,1,0,0,0,0,0,1,0,6,0,0,0,0,0,0,0,0,1,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,1,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,0,0,0,0,0,0,"2 months","2 months","NA",0,2,8,1,9,0,0,1,1,0,2,0,0,1,1,1,0,0,0,0,0,0,0,0,7,1,0,0,0,0,0,15,0,1,9.1,7.6,9.6999999999999993,0,0,0,0,0,0,0,0,7,1,0,0,0,0,0,15,0,9.6999999999999993,29,15,29,0,0,0,0,0,0,0,0,7,1,0,0,0,0,0,15,0,29,"","","","","","","","","","","","","","",3,"",2,2,0,1,0,1,"Hiring freeze",1,8,15,1,1,1,1,0,0,"","","","","","","","","","","","","","","Medium","High","Medium","High","Medium","Low","Low","Medium","N/A","Low","High","High","n/a","low","low","low","medium","low","low","medium","Medium","High","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"All of the action items from the prior year are ongoing and all have been impacted by COVID-19. ","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","The employee eligible for retirement did so effective February 28, 2020.  This position required reclassification given that the employee had served in this role for 34+ years and her functional responsibilties, and role at the Agency, had evolved signficantly since her hire without any corresponding change in the classification of her position. This work was underway when a hiring freeze was implemented in response to COVID-19. ","Within 6 Months","Vacancy Risk","","The employee eligible for retirement did so effective February 28, 2020.  This position required reclassification given that the employee had served in this role for 34+ years and her functional responsibilties, and role at the Agency, had evolved signficantly since her hire without any corresponding change in the classification of her position. This work was underway when a hiring freeze was implemented in response to COVID-19. ","Within 6 Months","Technology & Organizational Inefficiencies",0,"We will continue to pursue the necessary enhancements and improvements to our IT infrastructure.","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","In the 18th century, Gunston Hall was a thriving 5,500-acre plantation located along the Potomac River in Fairfax County, VA.  Its owner, George Mason IV, was a fourth generation Virginian, senior statesman, and author of seminal documents including the 1774 Fairfax Resolves and the 1776 Virginia Declaration of Rights.  In writing the Virginia Declaration of Rights, Mason was among the first to artculate and call for fundamental American liberties was as religious tolerance and freedome of the press.\n \nIn accordance with a 1932 Deed of Gift form its private owners, Gunston Hall was donated to the Commonwealth of Virginia with management and supervision of the property vested in the private Board of Regents of Gunston Hall (BRGHI).  The BRGHI is a private 501(c)3 organization composed of members of The National Society of the Colonial Dames of America.  Opening to the public in 1952, today Gunston Hall is a 554-acre National Historic Landmark passionately fulfilling its mission of stimulating the exploration and understanding of principles expressed by George Mason in the 1776 Virginia Declaration of Rights. Accredited by the American Alliance of Museums, Gunston Hall is open to the public over 350 days annually and implements its educational mission through tours, exhibits, special events, and school based curriculums both virtually and on its extensive campus.\n\nAs a small Agency with limited Commonwealth classified and funded positions, but as an organization with a complex, diverse, and extensive operational footprint, Gunston Hall faces workforce challenges associated with recruiting and retaining top talent in a highly competitive marketplace, ensuring adequate numbers of staff positions are assigned to the Agency and filled in the face of high turnover and limited resources, classifying positions in alignment with the Agency's distinctive mission and business model, and instituting efficient and effective processes and operational protocols with outdated and insufficient IT infrastructure.  Gunston Hall is strategic and creative in overcoming these challenges, but as the Agency continues to grow and trasnform, and as the work of the Agency increases in impact and relevance, these challenges pose ever increasing risks.  \n\nThese risks are heightened by the past, current, and ongoing fiscal and operational impacts of COVID-19.  \n\nThat said, the Agency's greatest strength is its high functioning staff team and all at Gunston Hall look forward to the possibility of continuing to strengthen, support, and augment our current compliment of exceptional employees and public servants.",1,0,0,0,0,0,1,0,0,0,0,1,"Gunston Hall's Administrative Specialist, who served as our Chief Finance Officer and HR Director, retired in FY20.  She served Gunston Hall for over 34 years.  ","Reflects high turnover rates associated with our Wage Positons, who serve a mission critical role as Educators.","This is particularly true for professional and leadership positions, and for our Wage Positions.","As a small agency, this risk is associated with all our positions.","One individual in a FT classified position is nearing retirement eligibility and one other is a \"high turnover\" position given market conditions in NOVA.","NA","NA","NA",0,"NA","Several positions are highly competitive  and increasingly compensation levels offered by the Agency are not enough to attract top talent.","NA",0,"NA","NA","NA","Despite recent improvements, our IT infrastructure remains outdated and inefficient.  This reality presents recuitment, retetenion, and engagement challenges.","NA","NA","NA","We lack acess to current and necessary IT infrastructure and support from VITA is lacking.","We lack acess to current and necessary IT infrastructure and support from VITA is lacking.","NA",9,0,1,0,0,0,0,0,5,4,3,0,"Continued","Continued","Not Used","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Continued","Not Used","No change.","No change.","No change.","No change.","No change.",0,"No change.","NA",0,0,0,"No change.","No change.",0,"No change.","No change.","No change.","No change.","No change.",0,0,0,0,"No change.",0,"No change.","No change.",0,"yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",6,6,"Gunston Hall is a small agency and as such, one could make the case that all our positions are critical, including our Wage Positions. For example, at Gunston Hall Wage Employees serve as educators and guest services representatives, roles that are essential and critical to the fulfillment of our educational mission as a museum/historic site.  Equally important, with only 4 classified positions, including the Agency Head, any vacancy creates challenges in fulfilling our mission not matter the purpose of that particular position.Ideally, funding would be made available for these mission critical positions to be full-time, classified positions.","NA",2,2,0,0,0,0,"No","There is frequent turnover among our Wage Employees, who are educators and guest services representatives.  This turnover is because these positions are mostly filled by students, recent graduates, and retired professionals. In the case of students and recent graduates, these indivduals are looking for full-time work which we don't have the budget to provide for offer. This turnover hinders mission fuflillment and creates inefficiencies given the time expended to recruit and train individuals who only serve for a relatively brief period of time. Ideally, funding would be made available for these mission critical positions to be full-time, classified positions.","NA",9,0,1,0,0,0,0,0,"NA",11,8.6,8.4,0,15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Very Easy",0,0,1,0,1,0,0,0,0,0,"NA","Vacancy Risk","Continuing",0.5,"Workforce Development","Continuing",1,"Employee Engagement","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Institute for Advanced Learning and Research",2020,"Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["James Madison University",2020,"Higher Education","Higher Education",0,0,3775,1439,504,3154,1439,0,3775,1439,504,1105,0,610,0,72,45,213,761,0,0,281,321,203,300,1073,2,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","No change",0,0,0,0,0,"No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change",0,0,"No change","No change",0,"No change","No change","Amongst job applicants, James Madison University maintains a positive reputation. JMU is a place where people want to work. In addition, the university’s culture, quality of work-life, facilities, wellness programs, total compensation, professional development opportunities, and academic standards influence low employee turnover. The data contained in this report support these observations. \nWhile retirements continue to represent a challenge, JMU has demonstrated the ability to meet the challenge through a successful record of planning, professional development, retention, identification of internal candidates, and the transitioning of faculty, staff, and executives.",80,6,43,27,0,0,0,0,0,1,9,0,6,0,9,0,65,0,0,0,3143,1438,204,759,0,0,281,321,203,300,1073,2,1438,0,1105,0,600,0,0,0,61,31,6,12,0,0,1,7,6,10,19,0,31,0,19,0,11,0,0,0,303,17,28,52,0,0,19,32,16,26,130,0,352,15,28,66,0,0,39,32,29,36,122,0,307,78,78,172,11,0,46,0,0,0,12,105,0,0,38,60,12,70,10,0,220,48,1732,47,137,6,0,30,0,0,0,9,72,0,0,32,40,6,55,6,0,80,18,818,18,55,1,0,6,0,0,0,1,21,0,0,0,9,19,4,25,1,125,182,218,21,17,7,1,0,28,15,52,47,46,0,1655,2120,608,3156,44,73,307,323,74,556,11,5,0.1,0.1,"n/a",0.1,"n/a",0.1,"n/a",0.1,"n/a","n/a","n/a",0.1,0.1,"n/a","n/a",0.1,0.3,0.3,0.1,0.1,"n/a",11.64,11.14,"n/a",11.14,"n/a",12.92,"n/a",10.49,"n/a","n/a","n/a",13.76,10.69,"n/a","n/a",11.12,10.99,11.37,9.3000000000000007,12.96,"n/a",51.9,46,"n/a",46,"n/a",51.9,"n/a",44.5,"n/a","n/a","n/a",44.5,45,"n/a","n/a",46,41.8,42.7,40.299999999999997,51.9,"n/a","","","","","","","","","","","","","","",11,"",11,9,0,1,4,2,64,3.1,22.57,42.1,7,4,1,10,0,0,"","","","","","","","","","","","","","","Low","Low","Low","N/A","N/A","Low","Low","Low","Low","Low","Medium","medium","medium","low","low","low","low","low","low","low","Medium","Medium","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Action items developed in 2019 were primarily “on going”.   We continue ways to expand programs to increase diversity and inclusion at JMU in addition to improving our efficiencies and effectiveness while providing for greater work life integration.","","","","","","","","","","","","","","","","","","","","","Talent Acquisition","","We will expand the number of departments benefitting from partnerships with  the Virginia Department of Aging and Rehabilitative Services (DARS) and the Wilson Workforce and Rehabilitative Center to offer unpaid work experiences, internships and employment opportunities to individuals with disabilities.","6-12 Months","Workforce Development","","Faculty Short Term Disability Plan and the Instructional faculty phased retirement program were both successfully implemented in 2020.  The pilot of electronic performance appraisals was delayed to a technical issue related to extracting data from our position description application.   ","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","Amongst job applicants, James Madison University maintains a positive reputation. JMU is a place where people want to work. In addition, the university’s culture, quality of work-life, facilities, wellness programs, total compensation, professional development opportunities, and academic standards influence low employee turnover. The data contained in this report support these observations. \nWhile retirements continue to represent a challenge, JMU has demonstrated the ability to meet the challenge through a successful record of planning, professional development, retention, identification of internal candidates, and the transitioning of faculty, staff, and executives.",3049,9,60,63,58,84,87,0,0,0,1,1,"Institutional knowledge is freely shared in our collaborative culture. We utilize dual incumbency's when necessary to mitigate loss of institutional knowledge.","JMU turnover is below state average.","With support from the Commonwealth, JMU has made progress improving wages for employees in a variety of classifications.  JMU is sensitive to market forces.",0,0,"Average time to fill classified and wage positions for FY '20 across the entire university is 48 days.","Failed searches only accounted for 3% of the total number of classified searches.  JMU failed searches represent instances when qualified candidates did not apply.","We consider market salary data in all compensation decisions, and would consider our salaries competitive.  We also work with outside consultants to review salaries.","Recruitment Services in HR partners with the hiring manager to ensure sufficient applicants to yield highly qualified candidates.  ","Average time to fill classified and wage positions for FY '19 across the entire university is 48 days.","We experience significant competition in IT and Public Safety positions.","Due to low turnover, employees tend to stay in their positions, lowering promotional opportunities.  However, JMU's growth has enhanced promotional opportunities.","JMU does not currently conduct an employee engagement survey, but does conduct departmental program reviews, with employee feedback, as part of the SACSCOC accreditation.","Employees are productive and recognized for providing exceptional customer service. JMU is often recognized for its institutional effectiveness and popularity.","JMU’s strategic plan - The Madison Plan - has been updated and enhanced to guide our next six years, 2020-2026.","Customer service and individual impact bonus awards are available in amounts as high as $5000.   We also administer a peer recognition program.","Facilities are clean, well maintained, and equipped with necessary items to achieve work goals.","All full-time classified employees are required to have an annual professional development plan, an individualized document with an employee's current training needs/desires and short and long-term career goals. AP Faculty performance evaluations are required to identify professional development goals reviewed and approved by supervisor.","Departments have sufficient staffing levels, upper leadership support, and financial resources to develop bench strength. Leadership development programs are available for classified staff and faculty.","Tuition waiver program to pursue Bachelors, Masters, or PhD programs.  Many opportunities to develop are offered through Talent Development, Center for Faculty Innovation, IT training & Innovation Services.","JMU replaced our digital  HR file storage to another more efficient platform,  and evaluating DocuSign for faculty contacts.","HR will collaborate with Information Systems to explore a faster and more flexible reporting tool, enabling functional users to view data and quickly gain knowledge about business operations, performance indicators & workforce planning.","JMU is currently using existing Information Systems tools to efficiently group, view, and apply spreadsheet data to business processes and workforce planning.",3166,129,75,114,6,1,122,162,143,234,232,52,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","No change","No change",0,"No change","No change","No change","No change","No change",0,"No change",0,0,0,0,0,0,"No change","No change","No change",0,0,0,0,0,0,0,0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","Yes",0,0,"With less than 3% of positions identified as critical, JMU continues to focus on retention, knowledge transfer, and long-range planning.","While retirements continue to represent a challenge, JMU has demonstrated the ability to meet the challenge through a successful record of planning, professional development, retention, identification of internal candidates, and the transitioning of faculty, staff, and executives.",172,137,55,8,6,0,"Yes","JMU has maintained relatively low first-year and five-year resignation rates when compared to the target provided by the Commonwealth.","The benchmark developed by the Commonwealth is informed by the experience of all state agencies. The shared governance concept, prevalent only in higher education and has led to a hiring model that is decentralized across diverse work units and promotes widespread use of search committees. This model helps ensure the hiring of high-quality candidates that tend to remain at JMU for many years, however, the model presents challenges that elongate JMU’s overall time-to-fill by a few days. \n",556,20,3,6,1,1,19,24,"Diversity and Inclusion are critical to JMU's mission and vision and ultimately our success.   Through the new Presidential Task Force on Racial Equality we will continue to promote and achieve greater diversity and inclusion.",12.03,11.33,12.18,8.7799999999999994,6.85,9.5,14.15,9.9,6.16,10.66,36,18,18,30,3,0,1,0,0,1,1,207,75,132,162,10,9,7,0,0,10,9,"Very Difficult",1,0,10,0,0,0,0,0,0,1,"This section refers to the people who report directly to the president as the agency head.  \nMore diverse voices than are evident in this report are at the table during critical decision-making through the senior leadership team and cabinet structures.","Talent Acquisition","Continuing",0.75,"Technology & Organizational inefficiencies","Completed",1,"Talent Acquisition","Completed",1,"Workforce Development","Continuing",0.75,"Employee Engagement","Continuing",0.25,"Vacancy Risk","Continuing",1,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,0,0,0,1,0,0,0,1,0,0,1,0,0,0,0,0,0,0]
["Jamestown-Yorktown Foundation",2020,"Education","Education",0,0,350,137,213,350,137,213,173,0,0,0,0,0,0,0,0,14,49,72,2,99,73,20,21,0,0,"Not Used","Continued","Not Used","Not Used","Not Used","Started","Continued","Started","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Started","No change","No change","Agency is working to increase diversity.","No change","No funding available for paid internships \nand agency non-paid internships are limited in scope.","Most recruitments are available to all applicants,\nparticularly with an emphasis of increasing diversity.","No change","No change","No change","No change","No change","No change","No change","No change","No change","Agency is developing training programs \nfor new supervisors","No change","An emphasis on development is in each \nannual evaluation","No change","No change","No change","The agency's new Executive Director has been much more actively \nengaged with the staff than her predecessor.","No change","The agency's new Executive Director has been much more actively \nengaged with the staff than her predecessor.","The Jamestown-Yorktown Foundation, an education institution of the Commonwealth of Virginia, shall foster through its living-history museums – Jamestown Settlement and the American Revolution Museum at Yorktown – an awareness and understanding of the early history, settlement, and development of the United States through the convergence of American India, European, and African cultures and the enduring legacies bequeathed to the nation.\n \nFiscal Year 20 brought significant challenges to the agency as it worked to respond to the evolving COVID-19 pandemic. With approximately 45% of the agency budget being funded by self-generated non-general funds, the majority of which comes from paid visitation, the agency was forced to adopt significant cost reduction strategies when it closed to the public in March. \n\nThe cost savings strategies have had a significant impact on agency personnel. In April, 221 wage personnel were placed on furlough. At the time of this report, 75 of those employees have been allowed to return to active employment. The agency also implemented a TWFR of up to thirty days in an effort to reduce costs associated with full time classified personnel. \n\nAlthough agency museums have reopened, visitation is at less than 50% of the pre-COVID level. With reduced visitation and reduced non-general fund revenue, additional personnel actions may be necessary in 2021 to allow the agency to operate within its limited resources.\n\nKey highlights from 2020 include the successful recruitment and hiring of a new agency director. During 2021, the agency will focus on managing its workforce through the impacts of COVID, retaining highly trained and qualified personnel, and implementing additional efforts to promote diversity and inclusion. \n",40,40,14,15,0,1,1,3,6,0,0,0,0,0,0,0,0,0,0,0,137,137,14,35,21,1,18,20,14,14,0,0,0,0,0,0,0,0,0,0,4,4,2,0,0,0,1,1,0,0,0,0,0,0,0,0,0,0,0,0,13,4,1,6,3,0,0,1,2,0,0,0,31,12,2,9,6,1,4,5,2,2,0,0,87,23,0,0,0,0,0,0,0,0,4,5,17,0,30,25,1,5,0,0,69,18,173,0,0,0,0,0,0,0,0,3,2,13,0,26,20,1,4,0,0,24,3,32,0,0,0,0,0,0,0,0,0,0,3,3,0,12,7,0,2,0,22,65,74,6,1,1,1,0,0,4,61,54,0,0,131,219,43,307,34,3,17,23,4,36,6,1,0.27,0.27,0.37,0,0,0,0,0,0,0,0,1.1399999999999999,0.35,0.31,7.41,0.37,0.27,2.42,0.35,0,0,8.85,12.23,6.52,0,0,0,0,0,0,0,0,17.2,11.61,7.44,12.84,7.4,8.5,13.26,5.08,0,0,36.96,36.96,26.75,0,0,0,0,0,0,0,0,33.79,36.24,36.96,18.27,18.5,27.38,31.92,15.74,0,0,"","","","","","","","","","","","","","",5,"",5,5,1,1,1,0,180,0.4,11,25,2,3,1,4,0,0,"","","","","","","","","","","","","","","Medium","Low","Medium","High","Medium","Low","Low","High","N/A","N/A","Medium","medium","low","n/a","n/a","medium","n/a","medium","high","medium","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Advances were made in the areas of retention and talent acquisition due to increased wages in several key areas.  However, FY20 has created some significant challenges for the organization. The effects of COVID-19 continue in reduced visitation, reduced revenue, classified temporary workforce reduction (TWFR), and permanent furlough of over 70% of the agency's wage staff. As a result, areas of staff development, cross-training, and career ladder progression have stagnated. ","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","High turnover was experienced in our groundskeeping and onsite education staff.  Groundskeepers were increased to $12 per hour, and Onsite Education to $10.80 per hour. As a result, both areas have stabilized.","Ongoing (No specific time frame)","Vacancy Risk","","Agency struggles with budget constraints do not allow for dual incumbency of most positions. However, a full review and possible restructuring will occur in FY21. Some positions may continue as single incumbency due to budget constraints.","Ongoing (No specific time frame)","Talent Acquisition","","Increases in pay rate for onsite education and groundskeeping have greatly enhanced agency's ability to attract and retain employees in these areas.","Ongoing (No specific time frame)","Workforce Development","","An overall review of the agency's structure will take place during FY21.  However, the agency is working with reduced staffing levels due to COVID-19's impact on visitation and revenue. Cross-training and development of staff has been reduced as a result of this challenge.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","Agency is continuing to implement efficiencies in areas such as ticketing and Human Resources. An increase in staff working from home has encouraged staff to utilize cloud based applications, Google Meets, electronic polling through Doodle polls, and other electronic communications reducing the need for interoffice correspondence, in-person meetings, and emailing of sensitive items. ","1-2 Years","","","","","","","","","","","","","","","","","","","","","The Jamestown-Yorktown Foundation, an education institution of the Commonwealth of Virginia, shall foster through its living-history museums – Jamestown Settlement and the American Revolution Museum at Yorktown – an awareness and understanding of the early history, settlement, and development of the United States through the convergence of American India, European, and African cultures and the enduring legacies bequeathed to the nation.\n \nFiscal Year 20 brought significant challenges to the agency as it worked to respond to the evolving COVID-19 pandemic. With approximately 45% of the agency budget being funded by self-generated non-general funds, the majority of which comes from paid visitation, the agency was forced to adopt significant cost reduction strategies when it closed to the public in March. \n\nThe cost savings strategies have had a significant impact on agency personnel. In April, 221 wage personnel were placed on furlough. At the time of this report, 75 of those employees have been allowed to return to active employment. The agency also implemented a TWFR of up to thirty days in an effort to reduce costs associated with full time classified personnel. \n\nAlthough agency museums have reopened, visitation is at less than 50% of the pre-COVID level. With reduced visitation and reduced non-general fund revenue, additional personnel actions may be necessary in 2021 to allow the agency to operate within its limited resources.\n\nKey highlights from 2020 include the successful recruitment and hiring of a new agency director. During 2021, the agency will focus on managing its workforce through the impacts of COVID, retaining highly trained and qualified personnel, and implementing additional efforts to promote diversity and inclusion. \n",250,5,2,5,7,7,10,0,0,0,0,0,"Long tenured staff combined with lack of funding to create dual incumbencies continue to be an issue. ","Turnover in groundskeeping and onsite education has leveled out due to increased wages.","Agency is working to improve wages for front line staff members as competition from non-museum organizations increases and overall hourly rates increase as well.","Continued lack of funding for dual incumbency positions restricts agency from creating a bench or cross-training for various positions.","Continued lack of funding for dual incumbency positions restricts agency from creating a bench or cross-training for various positions.","Agency average in time to fill is now within DHRM guidelines for nearly all positions. Niche market recruitments are the exception.","Digital education positions remain difficult to fill due to limited funding. ","Candidates for interpretive, customer service, and education positions remain low due to limited funding.",0,0,"Digital education positions remain difficult to fill due to limited availability of candidates with this particular skill set.","Promotions to higher level management or executive positions is limited due to long tenured incumbents and lack of dual incumbency opportunities.","The new Executive Director is taking a much more active role in engaging with employees through regular interaction and strategic planning sessions. ",0,0,"Top performers were in all areas of agency during recent crisis. Funding limitations prohibit proper recognition of these extraordinary efforts. ",0,"Employees are encouraged to seek development programs and managers create development goals during annual evaluation cycle.","Lack of funding prohibits dual incumbency positions and limits available time to cross-train in leadership roles.","Lack of funding prohibits dual incumbency positions and limits available time to cross-train in leadership roles.","HRIS systems are improving through Cardinal. Agency website and marketing tools is pending major transformation in FY21.","Cardinal platform will eliminate much of these issues in integration for HR.  Digital ticketing and website enhancements will streamline revenue generation.","Digital ticketing and interactive website will remove the manual process for ticket sales.",307,28,4,3,5,0,0,3,130,0,2,0,"Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Not Used","Started","Started","Continued","Continued","Started","Continued","Not Used","Not Used","No change","No change","Agency is actively sending all job postings to \nvarious outside organizations.","No change","Agency culture is evolving and we are working to \nincrease diversity in our corporate culture","Agency utilizes acting roles to fill vacant \npositions to allow for promotions from within.","No change","No change","No change","No change","No change","No change","Quarterly employee orientation.","No change","No change","No change","No change","No change","No change","No change","The agency is working on several training\ninitiatives including hiring and training for diversity and disability.","The agency is working on several training\ninitiatives including hiring and training for diversity and disablity.","All job postings are sent to an outside organization\n for disabled persons.","Any accommodation requests are quickly resolved.","Deputy Director and Executive Director are both leads \non diversity and inclusion.","Agency utilizes diverse panels, and is developing\n training on diversity and inclusion","No change","No change","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",0,0,"One \"official or administrator\" retired in FY20.  Several non-critical positions also retired and were absorbed by the critical position supervising it. Demographics of critical positions remain constant.","JYF continues to closely monitor employees who are eligible for or approaching retirement. The agency works with employees to provide cross training, job sharing, and knowledge transfer opportunities to ensure smooth transitions between personnel and to maintain critical business functions. ",64,51,21,2,1,1,"Yes","Race and gender employment statistics remain consistent across fiscal years. The agency continues to lose employees to other state agencies that offer increased pay, and the agency continues to see high turnover in frontline workers. ","JYF struggled with recruitment of several positions in FY20 due to rate of pay issues and the quality of candidate pool. To mitigate these challenges, starting pay rates were adjusted in key areas including housekeeping, landscaping, and onsite education.  ",307,28,4,3,5,0,0,3,"JYF is actively working to increase diversity and inclusion. Various tactics, including expanding the marketing of open positions and working with area HBCUs, are being implemented. ",5.66,8.2200000000000006,13.49,7.11,10.18,20.77,9.0500000000000007,0,0,0,2,0,2,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Very Difficult",0,0,4,1,0,0,0,0,0,0,"The executive team continues to proactively seek new opportunities for self-development in a wide variety of areas. In addition, all are in compliance with all mandatory training programs for both the Commonwealth and internal controls.","Vacancy Risk","Continuing",0.6,"Vacancy Risk","Continuing",0.1,"Talent Acquisition","Continuing",0.3,"Workforce Development","Modified",0,"Technology & Organizational inefficiencies","Continuing",0.3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,1,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,0]
["Library of Virginia",2020,"Education","Education",0,0,138,118,20,138,118,20,198,0,0,0,0,0,0,0,0,0,79,3,0,26,14,1,15,0,0,"Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","No change","No change","No change","No change","No change","No change","Maintain current and old job descriptions","Hiring manager and HR review EWP","Use market data and budge to determine salary","Eligibility determined by review of EWP","Use SAP and Compensation outlined by DHRM","No Change","Currently working on ARMICS procedure","Not used. Knowledge of Practice","Yes","VCU Supervisors & Managers Prof. Development","Opportunities through various training resources","No Change","No Change","Yes, training that will benefit the employee/LVA","No Change","Yes, through Monkey Survey","LVA and the State Recognition Program","Identified in Strategic Plan","The Library of Virginia's mission is to remain a trusted educational institution, acquire, preserve, and promote access to unique collections of Virginia's history and culture and advance the development of library records management services statewide. The vision of the Library is to inspire learning, ignite imagination, create possibilities, encourage understanding, engage Virginia's past to empower its future. To meet these objectives, the Library employs professional librarians, archivists, and historians with advanced degrees and specialized training, as well as paraprofessionals, who provide expertise and services to multiple divisions.",138,118,0,79,3,0,26,14,1,15,0,0,0,0,0,0,0,0,0,0,138,118,0,79,3,0,26,14,1,15,0,0,0,0,0,0,0,0,0,0,6,6,0,4,1,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,21,21,0,12,1,0,4,4,0,0,0,0,15,15,2,7,1,0,3,1,0,1,0,0,14,1,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,13,0,0,5,1,32,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,4,0,0,7,1,12,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,6,0,3,11,2,12,0,0,0,0,0,0,47,79,61,0,44,94,26,92,4,0,12,12,5,19,2,0,0.1,0.1,0.3,0,0,0,0,0,0,0,0,2.7,0.1,4.5,0,0.8,0.4,21.2,2.5,0,0,14.9,14.9,8.42,0,0,0,0,0,0,0,0,17.2,15,14,0,14.4,15.3,21.2,11.1,0,0,41.8,41.8,24,0,0,0,0,0,0,0,0,24.3,41.8,23.7,0,39.299999999999997,37.799999999999997,21.2,19.8,0,0,"","","","","","","","","","","","","","",8,"",8,8,0,0,2,2,90,1.3,19.79,44.6,4,4,0,8,1,0,"","","","","","","","","","","","","","","High","High","High","High","High","High","High","High","Low","Low","High","High","low","medium","low","high","low","low","low","low","Medium","Medium","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"In FY20 the Library of Virginia had six key staff members to separate under the Unreduced Service Retirement option. Four of the key positions are in the EEO category - Professionals, one position is in the Technical category and the other position is in the Administrative Support category. Three of the positions were in the Public Services & Outreach division, two of the positions were in Government Records Services, and one position was in Administrative Services. The hiring managers reviewed the EWPs to ensure the core responsibilities identified the requirements of the the job opportunities. HR and the hiring managers continue to work together by identifying various recruitment options to attract the best candidates. In the interim of the recruitment process managers continue to distribute core responsibilities amongst other team members until the recruitment efforts are successful.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","LVA provides internal & external training opportunities related to current job or upward movement. The agency has a \"Tuition Assistance Program\" in place and will continue this program as long as budget permits.","Ongoing (No specific time frame)","Vacancy Risk","","LVA is currently experiencing job vacancies through attrition. Most recent vacancies are due to staff finding a better job opportunity and an aging workforce.  COVID-19 created a hiring freeze in State Government and increased budget issues.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Library of Virginia's mission is to remain a trusted educational institution, acquire, preserve, and promote access to unique collections of Virginia's history and culture and advance the development of library records management services statewide. The vision of the Library is to inspire learning, ignite imagination, create possibilities, encourage understanding, engage Virginia's past to empower its future. To meet these objectives, the Library employs professional librarians, archivists, and historians with advanced degrees and specialized training, as well as paraprofessionals, who provide expertise and services to multiple divisions.",122,3,3,4,1,2,5,1,1,1,0,0,"This risk is specific to Government Records, Public Services & Outreach - Archives & Library Reference Services, Access Services/Stacks/Circulation, Administrative Services-IT.","This risk is agency wide due to the aging workforce.","This risk applies to all of the divisions/departmeents within the agency.","Applies to Government Records Services, Public Services & Outreach-Archives & Library Reference Services, Access Services/Stacks/Circulation, Administrative Services - IT.","This risk is specific to Government Records, Public Services & Outreach - Archives & Library Reference Services, Access Services/Stacks/Circulation, Administrative Services-IT.","Qualified applicants with skill set related to Library Services and salary continues to be a big issue.","Related to specific skills needed and salary.","The agency tries to offer the best salary that meet market standards as long as budget supports it.","Yes, the agency does have a formal recruitment strategy in place.","The hiring manager with HR identify the hard to fill positions & post under the \"Open to Until Filled\" recruitment option. Nationwide search are also used.","Nationwide search would apply and salary may present a risk even with using market salary data.","Low turnover due to longevitiy.","An annual survey was distributed to staff based on a stragetic plan initiative. ","Major layoffs of key positons and the work load being redistributed has created a backlog.","Strategic Plan has identified direction and goals for employee engagment.","Due to budget restrictions.","Overall the library work environment is efficient and inviting.","The library uses a comprehensive documentation process, cross-training and training opportunities through various resources.","The library uses the VCU Supervisor and Manager Bootcamp to develop new and current managers in addition to on the job training.","Development opportunities are open to all staff and each fiscalyear the budget is reviewed to identify what options can be supported.","LVA continues to work with VITA within-scope systems and have limited options with approved out-of-scope systems.","LVA continues to work with VITA within-scope systems and have limited options with approved out-of-scope systems.","Manual processes are used primarily as a back-up option.",97,40,0,1,0,0,0,0,138,29,25,5,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No change","Continue to craft targeted and engaging jobs ads. ","No Change","Yes, HR continues to apply the Think 50 Rule","Sample writings, presentations related to job","Internship option available. Apprentice not in use","Orientation, collections and State Records tour","LVA provides training for the next level","Training is provided to assist with advancement","Program implemented in Public Services","No Change","No Change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","No change","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","Yes",20,20,"Continue to assess strategic direction of the organization and the effects of operations. Identify key projects, activities and commitment underway in highest priority areas in most of attention. Classify staffing capabiities, competencies needed to succeed and connect budget implications.","The Library has fifteen (15) employees eligible for unreduced retirement at any time.  The 15 employees eligible for retirement are 12% of the current staff of 126 full-time employees. ",13,4,6,1,0,0,"Yes","LVA is starting to see imminent separations due to an aging workforce. Generally, the staff turnover is low, however the impending retirements of a large segment of the staff will present a great challenge to replace the talent and expertise of seasoned professionals in a multitude of roles.","LVA will continue to post hard to fill positions through listervs, agency website, professional organization websites, state and local government websites, and national job search websites. Using a broad net of venues has allowed the agency to recruit experienced and seasoned employees. LVA will access job fair opportunities when the hiring freeze has been lifted.",19,5,0,0,0,0,0,0,"LVA will initiate the opportunity to promote diversity from within by grooming minorities. LVA will also seek opportunities through future recruitments to target minorities to key positions.",14.36,15.25,13.41,21.07,0,2.25,0,0,0,0,1,0,1,0,1,0,0,0,0,0,0,1,0,1,1,0,0,0,0,0,0,0,"Easy",1,0,8,0,0,0,0,0,0,0,"The executive management team has committed to the ongoing & never ending professional development requirements to continue  developing their abilities to manage.","Talent Acquisition","Continuing",1,"Employee Engagement","Continuing",1,"Workforce Development","Continuing",1,"Technology & Organizational inefficiencies","Continuing",1,"Vacancy Risk","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Longwood University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Marine Resources Commission",2020,"Natural Resources",null,0,0,149,149,0,160,160,0,163.5,0,0,0,0,0,0,0,0,10,33,16,74,3,12,1,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued",0,0,0,0,0,0,"No Change","No Change","No Change","No Change","No Change",0,"No Change",0,"No Change","No Change","No Change",0,0,"No Change",0,0,"No Change","No Change","The Marine Resources Commission (MRC) is a small agency that provides service of a regualtory nature for the protection of the natural resources.  The agency has an approximate total headcount of 149 employees. There are four main divisions within the agency, which are (1) Fisheries Management, (2) Habitat Management, (3) Administrations and Finance and (4) Law Enforcement, which is our largest division. This agency is highly accountable for providing quality services at all times, with a high standard of integrity.  The workforce plan for Marine Resources Commission for the year of 2020 identified several action items for establishing best practices in various areas of operations for the agency.  Action Items such as creating better recruitment and retention strategies, implementing and executing a diversity and inclusion strategy, identifying areas where technology can be utilized to be more efficient in workflow processes and creating a training module to address various training needs of the employees, were identified.  Marine Resources Commission began working towards accomplishing the action plans to address the issues; however, due to the Covid-19 Pandemic, some actions plans are being accomplished in a modified way. Marine Resources Commission will improvise and continue work towards completing all action points that are identified for FY2021.",6,6,1,5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,14,14,1,8,1,3,0,0,1,0,0,0,0,0,0,0,0,0,0,0,2,2,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,16,8,2,5,1,3,4,1,0,0,0,0,19,3,4,5,1,6,1,1,1,0,0,0,7,7,0,0,0,0,0,0,0,0,0,3,0,3,1,0,0,0,0,0,7,7,47,0,0,0,0,0,0,0,0,0,3,0,3,1,0,0,0,0,0,0,0,15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,4,3,5,1,0,0,1,0,0,0,59,56,146,0,107,42,9,140,24,0,7,2,1,8,2,0,0,0,0,0,0,0,0,0,0,0,0,8,0,0.9,0,4.2,0.4,11.5,0,0,0,11.6,11.6,0,0,0,0,0,0,0,0,0,25.6,14.1,8.3000000000000007,9.6999999999999993,15.8,11,11.5,0,0,0,47.2,47.2,0,0,0,0,0,0,0,0,0,47.2,41,38.700000000000003,32.299999999999997,29.8,34.6,11.5,0,0,0,"","","","","","","","","","","","","","",6,"",6,6,0,0,6,0,87,1,18,35,4,2,0,6,0,0,"","","","","","","","","","","","","","","Medium","Medium","Medium","Medium","High","Medium","Low","Medium","N/A","Low","Medium",0,"Medium","N/A","N/A","Low","Low",0,0,0,"Low","N/A","Low","","","","","","","","","","","","","","","","","","","","","Marine Resources Commission will continue to move forward with implementing previous initiatives to address the identified risks areas within the agency.  Marine Resources Commission will continue the cross-training and development of standard operating procedures (SOPs) via desk and procedure manuals.  Fundig continues to be a challenge for maintaining competitive salaries for the agency.  Processes will continue to be completed through division collaboration and commitment to best practices methods to fulfill the actions that are needed.  This is a work-in-progress; therefore, results will be in gradual.  ","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","This action item has the same status as action items #1 and #2.  Efforts to initiate an effective employee engagement program is in process.","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Marine Resources Commission (MRC) is a small agency that provides service of a regualtory nature for the protection of the natural resources.  The agency has an approximate total headcount of 149 employees. There are four main divisions within the agency, which are (1) Fisheries Management, (2) Habitat Management, (3) Administrations and Finance and (4) Law Enforcement, which is our largest division. This agency is highly accountable for providing quality services at all times, with a high standard of integrity.  The workforce plan for Marine Resources Commission for the year of 2020 identified several action items for establishing best practices in various areas of operations for the agency.  Action Items such as creating better recruitment and retention strategies, implementing and executing a diversity and inclusion strategy, identifying areas where technology can be utilized to be more efficient in workflow processes and creating a training module to address various training needs of the employees, were identified.  Marine Resources Commission began working towards accomplishing the action plans to address the issues; however, due to the Covid-19 Pandemic, some actions plans are being accomplished in a modified way. Marine Resources Commission will improvise and continue work towards completing all action points that are identified for FY2021.",0,0,3,1,8,5,2,0,0,0,0,0,"There's a medium risk of loss in this category due to projected retirements.","There's a medium risk of loss in this category due to previous turnover trends.","There's a medium risk in this category due to competitive workforce trends.","Average risk for single incubent positions.","Due to projected retirements, there's na high risk of possibility of vacancies within next 5 years.","Recruitment processes will be reviewed to determine better and more quicker way to fill vacancies.","Will expand recruitment sources and initiatives to address the previous methodologies for recruiting searches.","Will conduct a compensation survey to research specifics.","N/A","Will continue to recruit and fill asap.","Will seek ways to be more competitive in the workforce.","Will initiate a succession plan for all employees;",0,0,"Will determine if an employee engagement plan is needed.","Currently recognize and compensate top performers.",0,"Will utilize DHRM resources to offer to current employees, as needed.","Will strategize to provide Leadership Trainings ","Will research development strategies to offer to employees for continued growth.","Will create a better systematic way of maintaining current processes",0,"Will become more automated to ensure that processes are not out-dated and less efficient.",140,5,3,1,0,0,0,0,160,17,11,0,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","No Change","No Change",0,"No Change","No Change","No Change","No Change","No Change","No Change",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"yes","yes","yes","yes","no","no","no","yes","yes","yes","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","yes","no","yes","no","yes","no","yes","no","no","no","yes","yes","yes","yes","yes","yes","no","no","no","yes","yes","no","yes","yes","no","yes","yes","yes","yes","No",0,0,"There were no notable changes from the previous fiscal year.","There are no notable changes from the previous year.",0,0,0,0,1,0,"Yes","There were no notable changes from the previous year.","There is no notable changes to the previous fiscal year regarding time to fill and hiring trends.",140,5,3,1,0,0,0,0,"There is no notable changes from the previous fiscal year.",20,11,11.77,18.850000000000001,4.4400000000000004,0.83,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,"Somewhat Easy",0,0,6,0,0,0,0,0,0,0,"There are no notable changes from the previous fiscal year.","Workforce Development","Continuing","TBD","Vacancy Risk","Continuing",0,"Employee Engagement","Continuing",0,"Technology & Organizational Inefficiences","Continuing",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Motor Vehicle Dealer Board",2020,"Transportation",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["New College Institute",2020,"Education","Higher Education",0,0,22,12,10,35,16,19,23,13,10,0,0,0,0,0,0,1,10,2,0,0,8,0,1,0,0,"Not Used","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Started","Continued",0,0,"HR utilize other local state agencies for recruitment",0,"Offer employment to previous interns in previous internship role","Review internal employees for vacancies","HR continues to use the HR share drive for archived job descriptions","HR continues to use national trends and BOL stats for position evaluations.","NCI continues to use national salary trends and BOL stats.","NCI continues to asses teleworking options as needed.",0,"HR created SOP offboarding process","NCI continues to use DHRM guidelines.",0,"NCI conitues to afford the opportunity for current employees willing and capable of cross training for multi positions as needed.","HR seeks out to provide training opportunites for supervisor when possible.",0,0,"Professional development through the Knowledge Center ","NCI continues to provide any otuside professiona development opportunities befitting to employees position.","Various organizational memberships, conference and other training opportunities available annually as the budget allows.","NCI continues to request feedback from employees.","Recognition program facilitated from the HR dept.","NCI continues to develop and implement an employee recoginition plan.","New College Institute (NCI) was established in 2006 as a state agency in response to the lack of public higher education options in rural Southern Virginia.  NCI is a premier center of learning that provides programs access to academic degrees, credentials and professional learning experience in high quality learning environments to prepare students for regional and statewide career opportunities and participation in collaborative, positive community change, promoting regional economic prosperity and community transformation.                                                                                                                                                                        NCI is located in Martinsville-Henry County which is on the Southern border of Virginia along the North Carolina state line with a total population of 67,705 (as of 2019).  Of the total population of Martinsville-Henry County, only 21% has an Associate Degree or Bachelor’s Degree.",14,13,10,2,1,0,0,0,0,1,0,0,13,1,0,0,0,0,0,0,14,13,10,2,1,0,0,0,0,1,0,0,13,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,65,0,60,0,13,9,2,5,0,0,3,0,1,2,0,0,0.8,0.8,0,0.8,0,0,0,0,0,0,0,0,1.6,0.8,0,0,4.0999999999999996,0,0,0,0,6,6,0,6,0,0,0,0,0,0,0,0,7.8,0.8,0,0,5,0,0,0,0,13.9,13.9,0,13.9,0,0,0,0,0,0,0,0,13.9,0.8,0,0,6,0,0,0,0,"","","","","","","","","","","","","","",1,"",1,1,0,0,0,0,"N/A",0,1,5,0,1,0,0,0,0,"","","","","","","","","","","","","","","Low","Low","Low","Low","Low","Low","Medium","Low","Low","Low","Low","medium","n/a","n/a","low","low","n/a","n/a","n/a","n/a","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"NCI continues to adhere and or, make changes to its workplace assessment towards agency human per capita needs. Workforce planning and needs are adjudicated according to Interim Director, Director of Finance & Operations, as well as the Human Resourece Manager.","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","Continue to cross train employees with similar job duties and opportunities to learn new KSA's.","1-2 Years","Talent Acquisition","","Continue to follow DHRM policy and procedures for employee recegnition.","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","New College Institute (NCI) was established in 2006 as a state agency in response to the lack of public higher education options in rural Southern Virginia.  NCI is a premier center of learning that provides programs access to academic degrees, credentials and professional learning experience in high quality learning environments to prepare students for regional and statewide career opportunities and participation in collaborative, positive community change, promoting regional economic prosperity and community transformation.                                                                                                                                                                        NCI is located in Martinsville-Henry County which is on the Southern border of Virginia along the North Carolina state line with a total population of 67,705 (as of 2019).  Of the total population of Martinsville-Henry County, only 21% has an Associate Degree or Bachelor’s Degree.",0,0,0,0,0,0,0,0,0,0,0,0,"NCI currently does not have any employees exiting NCI.","NCI currently cross training an employee to fufill admin vacancy.","N/A","N/A","N/A","Due to multiple media outlets, there is no issue with filling a position.","Can still received unqualified applicants.","N/A","Multiple social media outlets and well as state RMS system to recruit. ","N/A","N/A","Do to specified job duties and the scope of NCI, there is little opportunity for advancement.",0,0,"N/A","NcI recognize employees whenever possible.",0,0,0,0,0,0,0,15,5,0,2,0,0,0,0,35,12,13,5,"Not Used","Not Used","Started","Not Used","Started","Started","Started","Not Used","Not Used","Not Used","Continued","Continued","Started","Started","Not Used","Continued","Started","Continued","Continued","Not Used","Not Used","Started","Not Used","Not Used","Started","Not Used","Not Used","Not Used","NCI through the HR Dept continue to update and modify changes/additions as needed.",0,"Social media plateforms and agency websites","Continue to utilize RMS","Continue to use a serious of situational questions during interviewing process",0,"HR created an SOP for onboarding",0,0,0,0,0,"HR continues to use new employee orientation",0,"NCI continues to utlize Commonhealth wellness opportunities provided.","NCI continues to utlize Commonhealth wellness opportunities provided.","Only directred by the governor or executive director.","NCI will continue to host employee engagement activities.","NCI continues to work with all employees current and new to make necessary workspace modifications as needed.",0,0,"HR in the process of putting together a training session for current and new employees.",0,0,"New HR Manager role to develop",0,0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","yes","no","no","no","no","yes","no","yes","no","no","yes","yes","no","no","Yes",1,1,"NCI continues to assess the needs of vacant wage position in order to fulfill the mission and vision of NCI.","N/A",0,0,0,0,0,0,"No","N/A","N/A",2,0,0,1,0,0,0,0,"One African American female seperated. ",4.45,9.9600000000000009,5.21,0,0,8.0399999999999991,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,1,0,0,0,0,0,0,0,"N/A","Vacancy Risk","Continuing"," ","Other:","Continuing"," ","Employee Engagement","Continuing"," ","Employee Engagement","Continuing"," ","Talent Acquisition","Continuing"," ","Other:","Completed","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0,1,1,0,0]
["Norfolk State University",2020,"Higher Education","Education",0,0,952,471,481,1368,608,760,1115.83,0,0,0,0,0,0,0,0,16,147,61,62,91,412,41,94,28,0,"Not Used","Not Used","Continued","Started","Started","Not Used","Started","Continued","Continued","Continued","Started","Started","Started","Started","Started","Continued","Not Used","Continued","Started","Started","Started","Not Used","Continued","Continued",0,0,"NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","LinkedIN Learning","NO CHANGE","NO CHANGE",0,"NO CHANGE","NO CHANGE","The Human Resources department is seeking newer ways to adapt to the complexities of changing scenarios in the university environment.    Talent acquisition, engagement, and retention are extremely important. Human Resources must be proactive & strategic regarding workforce planning which is the essential ingredient to the sustainability of the university. Creating a pipeline of qualified faculty is critical to the institution's continued success without interruption. The university's workforce is an aging demogrpahic.  Failure to create and employ succession planning to replace these positions will adversely impact the university's ability to achieve its mission. Supplementing the workforce with non-minority and additional male faculty/staff may bring a more innovative approach to problem solving in various areas of the university community. Faculty and Staff retention rates are excellent.  However, such high retention rates does not allow for the addition of new faculty and staff without the added budgetary payroll expense. Internal promotion and transfer rates show men are promoted 2X as much as women within the university community. Technological   developments   have   made  other human resources (HR) department an highly effective business partner. These various tech developments are being reviewed for implementation.  The HR department is looking forward to moving from manual processes to more efficent technological processes. ",12,"data unavailable",12,12,"data unavailable","data unavailable","data unavailable","data unavailable","data unavailable","data unavailable","data unavailable","data unavailable",0,0,0,0,0,0,0,0,952,471,16,147,61,62,91,412,41,94,28,0,0,0,0,0,0,0,0,0,16,7,3,2,0,1,1,2,0,1,6,0,0,0,0,0,0,0,0,0,148,12,19,13,3,0,14,16,7,6,70,0,146,0,21,20,6,6,5,21,6,22,39,0,49,32,0,0,0,0,0,0,0,0,2,11,5,5,1,0,2,4,12,0,35,22,323,0,0,0,0,0,0,0,0,2,9,3,5,1,0,1,4,6,0,6,5,64,0,0,0,0,0,0,0,0,0,0,1,1,2,0,0,1,0,1,22,27,14,35,0,0,0,0,0,0,191,163,137,0,366,586,753,104,47,4,350,507,753,104,47,4,0,0.3,0,0,0,0,0,0,0,0,0,0,0.3,0.3,0.3,0.3,0.3,1.1000000000000001,0.3,0.3,0,12.1,11.7,0,0,0,0,0,0,0,0,0,13.7,11,9.3000000000000007,9.4,13.1,0,16.899999999999999,8.3000000000000007,12.8,0,54.8,44.9,0,0,0,0,0,0,0,0,0,51.8,37.299999999999997,31.5,24.7,39.299999999999997,44.9,42.6,33.799999999999997,54.8,0,"","","","","","","","","","","","","","",18,"",18,5,1,1,3,7,"164 DAYS",0,0,0,12,6,15,3,2,0,"","","","","","","","","","","","","","","Medium","High","High","Low","Low","Medium","Low","Medium","Medium","Low","Low","Medium","N/A","low","low","low","low","High","High","High","Medium","High","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"None submitted","","","","","","","","","","","","","","","","","","","","","Technology & Organizational Inefficiencies",0,"The human resource department operates on a majority manual process.  The lack of technology for full applicant tracking and processing of documentation associated with human resource related functions adversely impacts the department's ability to be a full service HR department. ","2-5 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Human Resources department is seeking newer ways to adapt to the complexities of changing scenarios in the university environment.    Talent acquisition, engagement, and retention are extremely important. Human Resources must be proactive & strategic regarding workforce planning which is the essential ingredient to the sustainability of the university. Creating a pipeline of qualified faculty is critical to the institution's continued success without interruption. The university's workforce is an aging demogrpahic.  Failure to create and employ succession planning to replace these positions will adversely impact the university's ability to achieve its mission. Supplementing the workforce with non-minority and additional male faculty/staff may bring a more innovative approach to problem solving in various areas of the university community. Faculty and Staff retention rates are excellent.  However, such high retention rates does not allow for the addition of new faculty and staff without the added budgetary payroll expense. Internal promotion and transfer rates show men are promoted 2X as much as women within the university community. Technological   developments   have   made  other human resources (HR) department an highly effective business partner. These various tech developments are being reviewed for implementation.  The HR department is looking forward to moving from manual processes to more efficent technological processes. ",0,0,27,27,39,24,29,0,0,3,2,2,"NA","facilities","some salaries are not competitive to external market ","NA","NA","NA","NA","NA","NA","NA","NA","NA","NA","NA","NA","NA","NA","Recently implemented a self-paced online training program for supervisors","No in-house trainer/Posiions was eliminated ",".","a lot of manual systems are still active","converting to hybrid systems of using .pdf and email as a stop gap until new system is budgetted","most of human resource systems as manual",99,810,15,21,3,1,4,0,1368,157,416,149,"Not Used","Not Used","Started","Started","Continued","Continued","Continued","Started","Started","Not Used","Started","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Continued","Not Used",0,0,"NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE",0,"NO CHANGE",0,"NO CHANGE",0,"NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE",0,"NO CHANGE","NO CHANGE","NO CHANGE","NO CHANGE","Office of Institutional Equity","NO CHANGE","NO CHANGE",0,"yes","yes","yes","yes","no","no","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","yes","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","yes","no","no","no","no","no","yes","NO",0,0,"There is no running listing of critical positions (outside of Executive Positions) within the university.  This is an area of improvement for the university. ","The most vulnerable demographic are faculty members. Seventy (70) faculty members are currently eligible for retirement today.  This is a significant nummber of faculty that will, not may, impact the university's ability to provide instruction to the student population.",0,0,0,5,1,0,"Yes","Turnover is high among classified employees with this group accounting fr 65.30% of the 49 faculty ans staff who separated from the university in 2020. Black or African Americans account for 71.42% of the separated staff. ","An outstanding open position can have a negative impact on the entire university, from the individual employees to the university’s bottom line. To avoid ongoing issues associated with unfilled positions, leadership must make the search for qualified candidates a top priority.  The time to fill needs to be reduced drastically. ",1,10,0,0,0,0,0,0,"There is a need for increased numbers for non-minority faculty and staff. The need for a diverse and well-educated workforce will meet the needs of an increasingly diverse marketplace.  There is a business belief that diversity fosters innovation and creativity.",11.38,12.61,10.039999999999999,12.25,11.32,15.25,10.48,0,0,0,49,15,34,6,43,1,0,0,0,0,0,4,3,2,0,4,0,0,0,0,0,0,"Difficult",0,0,3,13,1,1,0,0,0,0,"Four members of the executive team started July 1, 2020 (VP Academic Affairs/Provost, VP Student Affairs, VP Advancement, as well as the Athletic Director. Observaton: ","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA","--","Declined","NA",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Northern Virginia Mental Health Institute",2020,"Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Office of Children's Services",2020,"Health and Human Resources",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Office of Public-Private Partnerships",2020,"Transportation",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Office of the State Inspector General",2020,"Governor",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Old Dominion University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Radford University",2020,"Higher Education","Higher Education",0,0,1960,580,42,1641,599,45,1520.49,580,42,526,0,350,0,462,0,69,486,0,0,218,48,72,126,560,62,"Not Used","Started","Continued","Continued","Continued","Started","Not Used","Continued","Not Used","Continued","Continued","Continued","Started","Started","Not Used","Not Used","Started","Continued","Started","Continued","Started","Continued","Continued","Continued","no change",0,"We have built a partnership with VT, V3, and DoD to build a DEI partnership. ","With the hiring of a dedicated talent acquisition manager this strategy is underway","We have started to build out a strategic internship program","Positions are posted internally for 5 days before we post externally","With the hiring of a dedicated talent acquisition manager this strategy is underway","With the hiring of a dedicated talent acquisition manager this strategy is highlighted in partnership with the departments and units across campus","Purchase of CUPA salary survey and partnership with Institutional Research to ensure compensation data aligns with market data.","Yes, position and employee based. Additional flexibility and updates based on COVID-19","Based on specific approvals from leadership to support from a budget perspective","Utilization of our DHRM Partners ","Embedded in our policies and procedures","Embedded in our policies and procedures","Continued within departments and encouraged to be innovative during these unprecidented times","Our Learning and Development  Coordinator is in the development process. ","Our Learning and Development  Coordinator is in the development process. ","Agency utilize the performance management cycle and trains managers on the effectivness of developmental place","Utilization of the VLC currently. ","As needed and when funds support the initative. ","Departmental costs and highly encouraged by leadership","Our Staff and A/P Senate conduct enagement surveys yearly","Each department leadership has been encouraged to develop a recognition program for their respective areas. The AVP for HR approves each plan","Department leaders are highly encouraged to create an engagement strategy for their divisons and unit to impact morale and retention","Fiscal year 2020 lead to various opportunites and positive impacts at Radford University. Within the workforce plan, the most significant highlight that has impacts throughout the report is the merger between Radford University and Jefferson College of Health Sciences, now Radford University Carilion (RUC). The impacts resulted in new academic programming, new admission processing, acquiring new employees and space in Roanoke, Virginia. Several early retirements within our faculty ranks at Radford University resulted in loss of institutional knowledge as well as voids in the departments. This concern was mitigated by effective communication and prepardness as well as cross training in the departments effected. FY 2020 also resulted in a global pandemic that had impacts across the country and the University. Radford University worked tirelessly to ensure the brick and mortar institution was upheld and students would be welcomed back for Fall 2020. The employees also returned to work and ensured social distancing and other guidelines were adhered to along with our students. Radford University also ensured financial responsibilities and placed a hiring & compensation freeze on the campus. Radford University is prepared for FY2021 and our committment to our students, faculty, staff and community as we affirm our real, responsive, and resilent leadership.  \n\n                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          *Total Employees include: Staff, A/P, T&R, 1500 Hour Wage, Adjunct (appointments). ",9,0,9,0,0,0,0,0,0,0,0,0,0,0,0,0,9,0,0,0,1632,599,60,486,0,0,218,48,72,126,560,62,599,45,559,0,366,0,63,0,49,17,2,9,1,0,5,3,2,6,21,0,17,0,21,0,11,0,0,0,129,1,8,19,4,0,12,6,5,12,63,0,158,2,11,33,2,0,10,19,8,14,61,0,150,89,89,0,26,0,33,0,2,0,2,52,0,0,23,2,5,36,27,3,112,70,1005,70,0,18,0,22,0,2,0,2,34,0,0,18,0,5,31,19,3,66,48,572,48,0,11,0,7,0,0,0,1,15,0,0,0,8,0,2,27,11,55,95,135,11,0,0,0,0,1,3,67,69,62,0,830,1130,224,1725,36,8,119,98,21,196,12,2,0.1,0.1,0,0.1,0,0,0,0,0,0.1,0,0.3,0.1,0.7,0.6,0.2,0.3,0.3,0.3,0.3,0,10.1,9.9,3.2,9.9,0,10.3,0,8.1999999999999993,0,10.199999999999999,0,17.600000000000001,7.2,10.1,11.1,12.7,11.5,9.3000000000000007,10.4,10.9,0,42.8,42.8,0,42.8,0,0,0,0,0,42.8,0,40,40.799999999999997,32.9,21.4,39.1,42.6,42.8,42.7,42.8,0,"","","","","","","","","","","","","","",11,"",11,11,0,0,1,1,0,0.57999999999999996,8,14,6,5,3,8,0,0,"","","","","","","","","","","","","","","Low","Low","Medium","Medium","Low","Low","Low","Medium","Low","Medium","Medium","low","medium","low","low","medium","low","low","low","low","High","Medium","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"FY2020 lead to some positive disruption across campus in a few ways. For starters there was the call for application for an early retirement opportunity for our Teaching and Research faculty members. That increased our retirement numbers and percentages across campus. We also hired a few new leadership positions which can adjust and cahnge some of the previous action plans put in place by prior leaders. The 2020 COVID-19 global pandemic was a disruptor which we were minially prepared for but overall feel we are processing and changing to the landscape as best we could which we are proud of. ","","","","","","","","","","","","","","","","","","","","","Workforce Development","","Being a lean university the benchmarked bench strength presents its challenges, however, we get creative to overcome. We recently adjusted our talent in Human Resources in efforts to identify, train, and prepare our workforce for specific success plans to ensure coverage in the event of turnover rather retirement or leaving the university. ","Ongoing (No specific time frame)","Talent Acquisition",0,"With a new strategic focus around effective talent acquisition and employee experience we are committed to enhanced hiring practices and onboarding of our employees. We are also prepared to ensure managers and supervisiors are aware of their responsbility to continued conversations to maintain engaged workforce ","1-2 Years","Technology & Organizational Inefficiencies",0,"Established payroll functionality at Radford through Banner system. Replacement of current HRIS State Systems with Cardinal HCM.","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","Fiscal year 2020 lead to various opportunites and positive impacts at Radford University. Within the workforce plan, the most significant highlight that has impacts throughout the report is the merger between Radford University and Jefferson College of Health Sciences, now Radford University Carilion (RUC). The impacts resulted in new academic programming, new admission processing, acquiring new employees and space in Roanoke, Virginia. Several early retirements within our faculty ranks at Radford University resulted in loss of institutional knowledge as well as voids in the departments. This concern was mitigated by effective communication and prepardness as well as cross training in the departments effected. FY 2020 also resulted in a global pandemic that had impacts across the country and the University. Radford University worked tirelessly to ensure the brick and mortar institution was upheld and students would be welcomed back for Fall 2020. The employees also returned to work and ensured social distancing and other guidelines were adhered to along with our students. Radford University also ensured financial responsibilities and placed a hiring & compensation freeze on the campus. Radford University is prepared for FY2021 and our committment to our students, faculty, staff and community as we affirm our real, responsive, and resilent leadership.  \n\n                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          *Total Employees include: Staff, A/P, T&R, 1500 Hour Wage, Adjunct (appointments). ",210,0,25,22,30,24,57,1,1,0,0,0,"Radford University has had very few retirements thus the loss of KSAs or specialized experience poses low risk.","Radford University has experienced an average resignation rate of 10%. This percentage is standard in the industry and thus the risk is low.","Radford University has a low turnover/resignation ratio which is a good indicator that salaries are relatively competitive although there is an opportunity to address some skilled craft and safety positions that often cite salary as a leading factor for departure. ","Radford University employment models are conservative i.e. lean which establishes some risk.","While we cross train and maximize efforts, some positions remain very specialized yet the overall risk is low. ","The risk level associated with the time to fill a vacancy is low mainly due to cross functionally trained staff that is able to carry on workloads while the University is searching for the best qualified individual that is also a good fit for the job and culture. ","Human Resources has began to partner with departments, leveraging local networks and outreaching inititatives to ensure our search efforts are positively impacted. ","Some risk may exist depending on role specialization and associated specialized skills.","The department of human resources is transforming to a business partner model, partnering with Budget Office to develop staffing plans and the addition of a dedicated Manager of Talent Acquisition and Employee Experience, the team will further enhance our talent acquisition strategy. ","The department of human resources is leveraging local networks to ensure our search efforts are positively impacted. The average recruitment life cycle for a T&R faculty role is upward of a few months due to the specialized nature of positions.","Market competitivness to attract top talent exists everywhere and provides unique challenges for the University in some areas of specialization.","The University provides many opportunities for employees to compete for vacant positions creating promotional opportunities for those interested and qualified.","Areas of opportunities that are fiscially driven is a challenge to ensure we can meet the needs of those requests. However, those that are not fiscially driven have positive impacts from the employees experiences. ","Employees are very prodcutive and job embedded, therefore the risk level is very low.","Employees are given clear goals and direction as it relates to performance expectations thus contributing to high levels of employee engagement.","There are dependencies on the state to support continous merit adjustment. There are non-compensated related perks that departments are creating to ensure recognition for those employees.","Employees have the tools and resources to perform job functions. Facilities in partnership with ADA within HR ensure workplace is ergonomically sound. ","The University utilizes PeopleAdmin Select Suit for the performance management and evaluation process. Supervisors and employees are encouraged to participated in training opportunities recognizing the importance of performance management as well as employee development plans. ","Radford Univeristy has identified the critical need to introduce manager training course(s) that would then lead to a leadership development program. While we agree it is critical there are timing challenges currently. Future roll out date Spring 2021","Employee have a varitey of development opportunites at their finger tips. Radford University provides each employee with $5,250 in free tuition each semester. Each employee has the ability to utlize the VLC for many developmental opportunities for a vast array of learning series. The University also developed a MyTurn learning opportuinity for all employees to learn from other areas on campus that interest them. ","Outdated state systems and lack of interfaces between PMIS, BES, etc. result in duplicate efforts to key critical information which can then result in data integrity related issues. This duplication also impacts the teams efficiencies. However, the University is in the process of implementing Banner Payroll and Cardinal HCM which will mitigate any future inefficiencies. ","The University utilizes Banner as a system of record with a two-way integration with HR's applicant tracking system, PeopleAdmin. Some data integration is still lacking that will be addressed in the upcoming FY. ","As a result of the limitations of system integrations there are a lot of manual processes including utilization of paper forms and duplicative data entry in Banner and PMIS. ",1725,105,8,59,6,0,13,44,1641,50,103,90,"Not Used","Not Used","Started","Started","Started","Continued","Continued","Started","Started","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Started","Continued","Continued","Not Used","Started","Not Used","Not Used","With new HR Leadership in place, data is being provided to leadership on a quarterly basis or as needed.","With the hiring of a dedicated talent acquisition manager this strategy is underway","Our focus is around diversity, equity and inclusion with a wide range of external job posting websites.","We are engaged to have this process more applicable in the event we can transition our technology platform","Agency is currently developing a intentional training that will focus on effective hiring practices to include hiring for fit","We have started to build out a strategic internship program","With the hiring of a dedicated talent acquisition manager this strategy is underway","no change","no change","Our Manager of Talent Acquisition and Employee Experience has started the development of this program","Agency reguarly utilizes this practice as needed for project based needs. ","While it has been done within specific departments, there isn't a holistic approach for those elements","Yes, regulary on a bi-monthly basis. Prepared to proceed virtual when needed.","interested in best practices.","On campus facilities to help support wellness and financial institutions to support financial wellness","On campus facilities to help support wellness and financial institutions to support financial wellness","Same as above","Our FY 2020 service awards was postponed due to COVID-19. We plan to capture 2020 and 2021 in FY 2021","FY2020 resulted in postponed annual service awards due to social distancing guidelines.","No change","No change","Partnership with CDI to prepare a training for all employees","We have built a partnership with VT, V3, and DoD to build a DEI partnership. ","We have built a partnership with VT, V3, and DoD to build a DEI partnership. ","Acting as, CHRO . ","Campus realizes the critical need and is affirming their commitment for this key impact.","We have built a partnership with VT, V3, and DoD to build a DEI partnership. ","No change","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes",0,"yes",0,0,0,0,0,0,0,0,0,"yes",0,0,"yes","yes","yes",0,"No",0,45,"Radford University's Critical Positions are inclusive of the Leadership Council less the Executive Positions as required by this submission. Leadership Council members increase slightly with the addition of the Special Advisor to the President for Partnership and Chief Innovation Officer.\n *Critical Positions include members of Leadership Council less Executive Positions (Executive Positions = Agency Head + Direct Reports to Agency Head, 11=1+10). Total Assessed Positions include all Staff, A/P, T&R, Adjunct, 1500 Hr. Wage, less Executive Positions.","Service retirements for faculty are up slightly from last year as part of a strategic initiative for the University.",0,0,0,14,8,5,"Yes","Adjustments to resignation rates from FY2019 to FY2020 are related to the true up of the base level data.\n\n*First Year Separations include all Staff, A/P, T&R, 1500 Hr. Wage, and Adjunct employees with 0-1 Year of Service.\n  Five Year Separations include all Staff, A/P, T&R, 1500 Hr. Wage, and Adjunct employees with 1-5 Years of Service.\n  All Seprations include all Staff, A/P, T&R, 1500 Hr. Wage, and Adjunct employees.","Higher education institutions, like Radford University, recruitment is cyclical for teaching faculty and other contract employees which is illustrative in the time to fill markers.",196,14,1,2,1,0,3,0,"FY2020 data was updated to match the definition of Leader to include employees with two or more direct reports. FY 2021, Human Resources will provide intentional training and education around unconsicous bias in the hiring practices. ",11.1,9.35,10.26,8.27,8.7200000000000006,11.13,7.79,1.91,0.69,0,11,6,5,10,0,0,1,0,0,0,0,21,13,8,18,2,0,0,0,0,1,0,"Somewhat Easy",0,0,8,2,0,0,1,0,0,0,"Data for time to fill of our executive team can not be inputted due the utilization of search firms. \n\n* Executive Team consists of the members of the Leadership Council to include the Agency Head and direct reports to Agency Head only. \n","Vacancy Risk","Completed",1,"Vacancy Risk","Continuing",0.6,0,"Continuing",0,"Workforce Development","Continuing",0.15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Richard Bland College",2020,"Higher Education","Higher Education",0,0,187,114,73,225,46,105,230,42,39,39,0,33,0,34,0,49,3,2,14,12,14,5,17,71,0,"Not Used","Not Used","Continued","Not Used","Not Used","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Started","Started","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Continued",0,0,0,0,0,"No Change","No Change","No Change","No Change","No Change",0,"College has off boarding process that is closely monitired by HR.","No Change",0,0,"HRD provides Essential Skills training for supervisors","HRD provides Essential Skills training for supervisors",0,"No Change","No Change","No Change","No Change","No Change","No Change","Richard Bland College continues to increase the hiring, growth and performance of faculty and staff.  There are challenges and opportunities to develop structure and strategies to improve business processes. RBC will continue to improve in its operational structure, culture (employee engagement), diversity and resources to manage employees effectively and run operations efficiently. Focus will be in the areas of professional development, recruitment and hiring of diverse employees, and meeting overall workforce goals that contributes to the College strategic plan. ",38,11,8,2,2,2,6,6,2,5,5,0,8,0,5,0,25,0,0,0,38,0,8,2,2,2,6,6,2,5,5,0,8,0,5,0,25,0,0,0,1,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,14,12,0,1,0,0,0,2,1,1,9,0,7,2,2,0,0,0,0,0,5,0,5,0,1,0,0,0,0,1,0,0,7,2,0,2,0,0,0,0,0,5,0,5,0,1,0,0,0,0,1,0,0,1,0,0,0,0,0,0,0,0,1,0,7,0,0,0,0,0,0,0,0,0,3,4,2,4,1,0,0,0,0,0,0,0,0,0,87,100,53,134,4,0,10,12,11,14,0,0,0.3,3,0,0.3,0,0,0,0,0,3,0,0.3,12.1,15,11.3,0.3,0.9,3.4,1.1000000000000001,0.8,0,8.9,10.7,0,10.7,0,0,0,0,0,7.8,0,5.9,14.9,18.600000000000001,13.7,10.7,4.7,10.7,13.5,9.6999999999999993,0,32.200000000000003,30.8,0,30.8,0,0,0,0,0,30.2,0,20.5,19.8,22.2,15.8,30.8,20,19.899999999999999,28.9,32.200000000000003,0,"","","","","","","","","","","","","","",12,"",12,0,0,0,1,0,0,1.33,12.885,20.91,4,8,2,10,0,0,"","","","","","","","","","","","","","","Medium","Medium","Low","Medium","Low","Low","Medium","Low","Low","High","Medium","Medium","n/a","n/a","medium","n/a","medium","medium","medium","medium","N/A","N/A","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"RBC HR continues to support professional development for employees. HR will continue to seek best training opportunities for employees of the College. ","","","","","","","","","","","","","","","","","","","","","Workforce Development","","Employee development is a ongoing process. New opportunities will be identified and considered on an annual basis. ","Ongoing (No specific time frame)","Talent Acquisition","","The HR department continues to seek ways attract and retain talent. The HR department will devlop processes to increase diversity in our recruitment of talent for the College. ","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","Richard Bland College continues to increase the hiring, growth and performance of faculty and staff.  There are challenges and opportunities to develop structure and strategies to improve business processes. RBC will continue to improve in its operational structure, culture (employee engagement), diversity and resources to manage employees effectively and run operations efficiently. Focus will be in the areas of professional development, recruitment and hiring of diverse employees, and meeting overall workforce goals that contributes to the College strategic plan. ",0,0,6,3,3,2,0,0,0,0,0,0,"The College loss institutional knowledge as a result of COVID-19. There was no plan in place to replace that knowledge.","High turnover with minority employees.","The College salaries are competitive","Shared duties and responsibilities should be considered for specialized positions. ","Employees in specialized positions are long term incumbents and are likely to stay with the College.","College will seek strategies to fill vacancies timely. ","College will focus on targeted recruitement strategies.","College offers compeptive salaries","Current recruitment strategies are under review.","Current recruitment strategies are under review.","Police jobs are very competitive in the area. College has to offer significantly higher competitive offers to fill vacancies. ","Employees are not aware of promotional opportunities or do not specifically meet the criteria for promotion.",0,0,"The college will place focus of employee engagement.","Budget restrictions limits the College ability to reward top performers. College will seek non monetary rewards to recognize employees. ",0,"College seeking additional employee development opportunities and trainings. ","College seeking additional leadership trainings. ","College seeking additional employee development opportunities and trainings. ",0,0,"The college needs to focus on developing written processes.",134,45,4,4,0,0,0,0,4,0,38,6,"Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Not Used","Not Used","Not Used","Started","Not Used","Continued","Started","Started","Not Used","Started",0,"HR is improving ways to attract talent.","No Change","No Change","No Change",0,"No Change",0,0,0,0,0,"No Change","No Change",0,0,"No Change",0,0,0,0,"College as a new Equity and Diversity taskforce to address bias issues.",0,"No Change","College has Equity and Diversity taskforce to address equity in the workplace.","HR is actively seeking ways to incorporate strategies to hire a diverse workforce. ",0,"HR is actively capturing relevant data that will assist with employee development and  Workforce Planning","yes","yes","yes","yes","no","no","no","yes","no","no","no","no","no","no","no","no","yes","no","no","yes","yes","no","no","no","yes","yes","yes","yes","no","no","no","no","yes","no","yes","yes","yes","no","yes","no","yes","no","yes","yes","yes","yes","yes","no","no","no","yes","yes","No",0,0,"Additional discussion is needed with management to discuss and review job descriptions of critical positions. ","There needs to be discussion with management surrounding recruitment strategies for replacing critical positions.  ",0,0,0,0,0,0,"Yes","Employees that separates from the College may seek employment opportunities outside of State Government (Higher Education).","Hiring Managers continue to make efforts to fill positions within established timeframes. Positions are often left open for extended periods of time in an effort to attract highly qualified applicants. There should be more focus on recruitment strategies to specifically target applicants with more specific knowledge, skills, and demonstrated abilities to perform the job duties. Considerations should include advertising in publications to attract specific talent.",134,45,4,4,0,0,0,0,"The College has established a racial and justice task force that is comprosed of campus and community leaders to address equity and fairness in the workplace. The HR Department will focus on strategies to increase hirings and promotions of minorities on campus.  ",8.11,9.48,9.52,7.33,7.33,1.33,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,10,2,0,0,0,0,0,0,"Executive team members continues to work cohesively to accomplish college strategic goals and initiatives. Learning occurs during team meetings, retreats and with high level tasks and assignments. ","Workforce Development","Continuing",0.5,"Talent Acquisition","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Sitter-Barfoot Veterans Care Center",2020,"Veterans and Defense Affairs","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Southwest Virginia Higher Education Center",2020,"Education","Higher Education",0,0,36,20,16,48,23,25,35,20,16,0,0,0,0,0,1,0,3,1,0,6,11,3,12,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Continued","Continued","Started","Continued","Not Used","Continued","Continued",0,0,0,0,"Agency has offered internship program to college students.",0,"No Change","No Change","The Agency uses competitive salary practices","The COVID-19 pandemic has caused driven the need to create a telework program.  Most positions are eligible for telework and have been utilizing telework under agreements.","No Change","Agency has a process.","The Agency is part of the SSC through DHRM and utilizes procedures for establishing, recruiting  positions ",0,"The Agency is continuing to cross-train employees","No Change",0,0,"No Change","No Change","No Change",0,"No Change","No Change","The Southwest Virginia Higher Education Center (SWHEC-948), located in Abingdon, was the first multi-college and university higher education center in the Commonwealth.  Established as a state agency in 1991, the Center partners with public and private colleges and universities to provide degree programs, certificates, and professional development courses. A variety of learning options and class times are available ranging from face-to-face instruction to online study.  The Center also operates a Conference Services operation to provide conferencing opportunities to the region.\n\nA 23 member Board of Trustees supervises the Center and appoints an Executive Director to administer the Center's activities and serve as Agency Head. The Center is under the Education Secretariat.  The Center is organized into several key work areas: Executive Director's Office, Finance, Grants Management, Operations (Building & Grounds, Information Technology, and Conference Event Operations), and HR/Payroll/Administration.\n\nHighlights:\n---Each salaried position was assessed to determine criticality to business functions and operations.  The review resulted in 4 executive and 5 non-executive positions being identified as critical.\n---Voluntary separation remains very low among the agency classified staff.\n---Normally, the agency is able to fill salaried positions in an expeditious manner.\n---The agency has employees who have engaged in developmental opportunities and support employee development.  Additionally, the agency has an educational assistance program to support employees in pursuing for credit learning opportunities at colleges/universities.\n---The agency utilizes strategies for employee engagement.\n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n",5,5,0,0,0,0,1,1,2,1,0,0,5,0,0,0,0,0,0,0,14,14,0,1,0,0,4,2,3,4,0,0,14,0,0,0,0,0,0,0,1,1,0,0,0,0,0,1,0,0,0,0,1,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,0,0,0,1,0,0,1,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,5,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,1,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,0,0,0,0,0,0,0,0,0,115,0,14,22,1,13,0,0,0,0,0,0,0,0,0.3,0.3,0,0.3,0,0,0,0,0,0,0,0,12.5,0,0,4.9000000000000004,4.7,2.6,0.3,0,0,7.4,7.4,0,7.4,0,0,0,0,0,0,0,0,12.5,0,0,10.6,5.0999999999999996,6.9,4.4000000000000004,0,0,21.8,21.8,0,21.8,0,0,0,0,0,0,0,0,12.5,0,0,21.8,5.6,11.8,6.3,0,0,"","","","","","","","","","","","","","",8,"",8,4,0,0,0,6,115,6.83,17.11,28.41,4,4,0,8,1,0,"","","","","","","","","","","","","","","Low","Low","Low","High","Medium","Low","Low","Low","Low","Low","Low","high","n/a","low","low","low","low","low","medium","low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Progress has been made toward completing all action items from the prior report.  Ongoing work continues to meet all of the action plan items within current work processes.  All are still on schedule.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","An annual training program has been instituted that requires all supervisors to complete DHRM provided training on supervisory topics.  Additional opportunities with outside service providers are being explored.","1-2 Years","Other:","Documentation of work processes","Telework positions have been assigned, necessitated by the COVID-19 pandemic ahead of the planned implementation, employees have been advised to create desk and office procedures and the importance of doing such.  Salary administration plan and wage employee handbook are continuing projects.","1-2 Years","Employee Engagement","","Center has an employee engagement committee that develops and plans activities to enhance employee engagement.  A survey has not yet been developed or administered, but the committee is made up of employees from all major work areas who provide their personal input and suggestions.","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Southwest Virginia Higher Education Center (SWHEC-948), located in Abingdon, was the first multi-college and university higher education center in the Commonwealth.  Established as a state agency in 1991, the Center partners with public and private colleges and universities to provide degree programs, certificates, and professional development courses. A variety of learning options and class times are available ranging from face-to-face instruction to online study.  The Center also operates a Conference Services operation to provide conferencing opportunities to the region.\n\nA 23 member Board of Trustees supervises the Center and appoints an Executive Director to administer the Center's activities and serve as Agency Head. The Center is under the Education Secretariat.  The Center is organized into several key work areas: Executive Director's Office, Finance, Grants Management, Operations (Building & Grounds, Information Technology, and Conference Event Operations), and HR/Payroll/Administration.\n\nHighlights:\n---Each salaried position was assessed to determine criticality to business functions and operations.  The review resulted in 4 executive and 5 non-executive positions being identified as critical.\n---Voluntary separation remains very low among the agency classified staff.\n---Normally, the agency is able to fill salaried positions in an expeditious manner.\n---The agency has employees who have engaged in developmental opportunities and support employee development.  Additionally, the agency has an educational assistance program to support employees in pursuing for credit learning opportunities at colleges/universities.\n---The agency utilizes strategies for employee engagement.\n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n                \n",3,0,0,0,1,0,0,0,0,2,0,0,"Voluntary turnover is infrequent.","High turnover rates are not an issue for the Center.","The Center offers competitive salaries, therefore, the risk of losing talent to competitors is low.","As a small agency, the Center does have several single incumbent positions with duties performed only by one position. ","Over the next 5 years, 3 employees are eligible for unreduced retirement benefits.","Recruitment efforts  have not resulted in extended periods of time to fill a position.  ","Failed recruitment efforts have not been an issue. ","The Center offers competitive salaries in relation to similar agencies.","The Center is part of the Shared Services Center (SSC) at DHRM. ","Positions are not open for extended periods of time.  A few positions have been recruited as Open Until Filled, but applicant pools are reviewed in a timely manner. ","There has not been significant competition for the positions at the  Center.  ","Due to the small size of the agency, promotional opportunities are limited. ",0,"Employees at the Center are productive. ","The Center has a strategic plan and mission which is fully understood by the staff. ","The Center provides recognition/bonuses for employees. ","The Center has state-of-the-art techology and the building, offices, workspaces are clean and inviting.  ","The Center utilizes employee recognition on a regular basis. ","There is a lack of bench strength and a formal leadership development program.  This will be part of the Action Plan for the upcoming fiscal year.   ","The Center has budgeted funds for employee development, training, and certification.  These funds are available to all employees with supervisor approval.","Internally, the Center has state-of-the-art technology available.   ","Risk is low with the full implementation of Cardinal and integration between multiple state systems. ","The Center does not heavily rely upon manual processes. ",35,0,0,1,0,0,0,0,48,4,12,2,"Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Not Used","No Change","No Change","Agency uses the DHRM RMS and also publicizes job openings via social media and an email update list.","No Change","No Change","No Change","No Change",0,0,0,"No Change",0,"No Change","No Change","No Change","No Change","No Change","No Change",0,"No Change",0,0,0,"No Change",0,0,0,0,"yes","no","yes","yes","no","yes","no","no","yes","yes","no","yes","no","no","no","no","no","no","no","yes","yes","yes","yes","yes","no","yes","yes","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","yes","no","no","yes","yes","yes","no","yes","yes","yes","yes","No",0,0,"The agency head and HR liasion assessed each position to determine criticality to business functions and operations.  Only classified staff positions were analyzed.","The voluntary separation in FY20 was through retirement and the end of the program being managed by the employee.  Currently, 1 non-executive employee is eligible for service retirement.  Through FY25, only 1 non-executive employee is eligible for service retirement (in FY23).",0,0,0,0,0,0,"No","The voluntary separation in FY20 was through retirement and the end of the program being managed by the employee.  Voluntary separation remains very low among the agency classified staff.","Normally, the agency is able to fill salaried positions in an expeditious manner.",0,0,0,0,0,0,0,0,"The agency is dedicated to recruiting, supporting, and maintaining a diverse and inclusive work force.",9.61,6.17,7.49,0,0,6.25,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Difficult",0,0,8,0,0,0,0,0,0,0,"The agency has employees who have engaged in developmental opportunities, but does not centrally track those other than requests submitted for educational assistance toward for credit college/university courses.  In FY 2020, 1 executuve employee was pursuing a certificate or degree with a college or university through the program.","Workforce Development","Continuing",0.5,"Other:","Continuing",0.25,"Employee Engagement","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,1,0,0]
["State Council for Higher Education for Virginia",2020,"Education","Education",0,0,65,53,12,67,54,13,67,0,0,0,0,0,0,0,0,1,52,0,0,7,7,0,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued",0,"No change",0,0,0,0,"No change","No change","No change","No change","No change","No change","no change",0,"no change","no change","no change",0,0,"no change",0,0,"Annual service awards",0,"The State Council of Higher Education for Virginia (SCHEV) is the Commonwealth's coordinating body for higher education. SCHEV was established by the Governor and General Assembly in 1956. Then as now, our mission, which is outlined in the Code of Virginia, is \"to advocate and promote the development and operation of an educationally and economically sound, vigorous, progressive, and coordinated system of higher education in the Commonwealth of Virginia and to lead state-level strategic planning and policy development and implementation based on research and analysis …. The Council shall also seek to facilitate collaboration among institutions of higher education that will enhance quality and create operational efficiencies and shall work with institutions of higher education and their boards on board development.”  ",1,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,60,47,0,45,0,0,6,9,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,4,2,1,2,0,0,0,1,0,0,0,0,6,2,0,5,0,0,1,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,0,0,0,0,0,"n/a","n/a","n/a",0,15,38,20,26,3,0,1,4,1,2,0,0,1.3,1.6,0,0,0,0,0,0,0,0,0,12.2,0.3,0,0,1.3,0.6,0,0,0,0,11.3,10.8,0,0,0,0,0,0,0,0,0,12.2,11.3,0,0,7.3,5.3,0,0,0,0,28.1,26.3,0,0,0,0,0,0,0,0,0,12.2,27.1,0,0,14.4,18.399999999999999,0,0,0,0,"","","","","","","","","","","","","","",8,"",8,7,0,0,2,4,"n/a",13,20,34,4,4,1,7,0,0,"","","","","","","","","","","","","","","Low","Low","Low","Medium","Low","Low","Low","Low","Low","Low","Low","Medium","low","low","low","low","low","n/a","medium","high","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","","Workforce Development","","Covid-19 has continued to make teamwork, professional development, and all other aspects of leadership development challenging.   SCHEV will continue to work toward our workforce development goals, but realizes that these obstacles much be overcome before these goals are revisited.","Ongoing (No specific time frame)","Workforce Development","","Covid-19 has continued to make teamwork, professional development, and all other aspects of leadership development challenging.   SCHEV will continue to work toward our workforce development goals, but realizes that these obstacles much be overcome before these goals are revisited.","Ongoing (No specific time frame)","Technology & Organizational Inefficiencies",0,"Continue to realize and address workforce inefficiencies due to technology, brought about by our immediate need to telework because of the pandemic","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The State Council of Higher Education for Virginia (SCHEV) is the Commonwealth's coordinating body for higher education. SCHEV was established by the Governor and General Assembly in 1956. Then as now, our mission, which is outlined in the Code of Virginia, is \"to advocate and promote the development and operation of an educationally and economically sound, vigorous, progressive, and coordinated system of higher education in the Commonwealth of Virginia and to lead state-level strategic planning and policy development and implementation based on research and analysis …. The Council shall also seek to facilitate collaboration among institutions of higher education that will enhance quality and create operational efficiencies and shall work with institutions of higher education and their boards on board development.”  ",5,0,2,1,1,1,1,2,2,1,1,0,"no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change","no change",0,"no change","no change","no change","no change","no change",27,21,2,3,0,0,0,0,67,2,4,0,"Continued","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Started","Not Used","Started","Continued","Continued","Started","Not Used","Continued","Started","Continued","Not Used","Started","Not Used","Started","Not Used","Continued","Started","Started","Started","Started","No change","No change",0,"No change","No change","No change","No change",0,0,0,0,0,0,0,"Agency conducts frequent surveys","Agency conducts frequent surveys","Government employees recognition week","SCHEV book club",0,0,0,0,0,0,"Diversity and Inclusion Officer, Robinson",0,0,0,"no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no",0,"no","no","no","yes","no","no","no","no","no","no","no","no","no","yes","yes","yes","yes","yes","yes","yes","yes","no","No",0,0,"PPE Director is the critical position that is not included as a member of the Executive Staff leadership team.  Even though the person filling the position retired, the position itself is still considered critical","Sylvia Rosa-Casanova retired June 2020.   She filled a critical position.   It has been temporarily filled, as of this report.",0,0,0,0,0,0,"Yes","Sylvia Rosa-Casanova voluntarily, retired 6/30/2020.    ","this is not information that we have.   This information should come from DHRM shared services.  ",26,17,1,3,0,0,0,0,"n/a",11.3,12.5,11.3,11.3,4,15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,7,1,0,0,0,0,0,0,"Paula Robinson was promoted to Diversity and Inclusion officer, adding one additional position to the Executive Staff team.  Not all members of the ES team are Peter Blake's direct deposits.","Workforce Development","Continuing",0.2,"Workforce Development","Modified",0.2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0]
["The College of William and Mary",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["The Science Museum of Virginia",2020,"Education","Education","Recreation & Culture",0,105,50,55,163,50,55,93,0,0,0,0,0,0,0,0,9,15,3,1,34,10,3,5,0,0,"Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","No change",0,"VCU and other colleges via handshake, and DARS/Commonwealth Workforce Network ",0,"We have an internship Program ","Very rarely. Generally not a viable option.","No change","No change","No change","Telework has expanded significantly.","No change","Conduct classified exit interviews, wage exit surveys, Supervisor checklists","Initiated and managed on the Department level",0,"No change","No change",0,"On the employee's EWP","Where available, applicable and cost effective","No longer any budget dollars available","No change","Conducted an engagement survey this year through DecisionWise as well as a DEAI survey through participation in CCLI","No change","Yes, based on survey feedback","The Science Museum of Virginia is the state's flagship institution for informal science learning, with a mission to \"inspire Virginians to enrich their lives through science.\"  Opened in 1977, the Museum welcomes over 500,000 annual guests, including over 100,000 school-aged field trip guests, from across the Commonwealth to our historic site in Richmond.  The Museum employs a broad range of experiences to inspire and engage guests of all ages. The Museum has one primary location in Richmond with a small satellite location in Danville, VA. \nBecause of COVID-19, the Museum has been closed since March, with no re-opening date scheduled.  The closure caused a total loss of revenue and significant budgetary implications that resulted in unavoidable layoffs and furloughs, leaving the museum with less than half the staff we had prior to closure.  An additional impact is the risk of negatively affecting staff morale and retention because of the extended closure.\nWhen we reopen, we will be a significantly smaller Museum in size of staff and budget. How will that change what we do and how we do it?   We will need to rebuild attendance and re-staff accordingly.  Our guest experiences are interactive and hands on - will our programming and content delivery need to change?  During the closure, we have transitioned to developing and delivering significant on-line programing.  To what extent will on-line content delivery continue?  What different skill sets will we require as we re-staff?   \ngiven our size, we will continue to have the challenges of single incumbency positions and a lack of career paths, as well as our dependence on wage employees with the corresponding high turnover rates.  As we re-staff, we will continue to work to increase our diversity and hiring of the disabled.\n\n",12,12,1,4,0,0,5,0,2,0,0,0,0,0,0,0,0,0,0,0,22,22,1,9,0,0,10,0,2,0,0,0,0,0,0,0,0,0,0,0,5,5,0,1,0,2,2,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,1,0,0,0,0,1,0,0,0,7,4,0,1,2,0,2,0,1,1,0,0,3,3,0,0,0,0,0,0,0,0,0,1,0,0,2,0,0,0,0,0,1,1,20,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,1,1,5,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,1,2,2,1,0,0,0,0,0,0,50,25,39,0,51,54,23,74,3,0,9,4,1,12,1,0,0.2,0.2,0,0,0,0,0,0,0,0,0,18,0.2,1.4,0,3.8,0,15,3.8,0,0,9.5,9.5,0,0,0,0,0,0,0,0,0,18,15.2,12.1,0,5.25,0,25.9,3.8,0,0,36.799999999999997,36.799999999999997,0,0,0,0,0,0,0,0,0,18,28,20.7,0,29.8,0,36.799999999999997,3.8,0,0,"","","","","","","","","","","","","","",10,"",8,9,0,0,0,2,0,1.8,8.6999999999999993,24.7,4,4,1,7,2,0,"","","","","","","","","","","","","","","Low","Low","Medium","High","Medium","N/A","Low","Medium","N/A","Low","Medium","High","Low","low","low","low","low","medium","high","medium","High","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"We successfully identified and conducted an employee engagement survey through DecisionWise, which identified several opportunities for improvement that we are pursuing.  We also applied for and were accepted as one of six Museums nationwide to participate in the Cultural Competence Learning Institute’s 2020 training cohort, which will conclude in spring 2021.  The program began with a DEAI focused employee survey.  Our survey results and the opportunities identified are guiding our work and DEAI initiatives going forward.  It will be an ongoing effort of continuous improvement, which will not end with the conclusion of the CCLI program.\nThe Museum has been closed since March 14 and we do not have a re-opening date scheduled, but once the Museum can safely reopen and we return to normal levels of attendance and revenue generation, and a corresponding need to increase our staffing levels, we will extend these efforts to increasing diversity hiring and hiring of the disabled.\nOur current staff is less than half the size it was prior to closing the Museum, so while there are no discretionary dollars available for professional development training, a significantly reduced staff and a pandemic provide opportunities for new responsibilities and special projects, which provide new knowledge and skills.\nWe continue to digitize our processes, documentation and records to reduce the use of paper, which will be an ongoing process.\n","","","","","","","","","","","","","","","","","","","","","Other:","Re-open the Museum","Our top priority in workforce planning is to re-open the Museum.","6-12 Months","Talent Acquisition","","Once the Museum reopens and hiring can resume we will continue with our efforts, enhanced by our participation in the Cultural Competency Learning Institute and the formation of our agency Center for IDEAs team, to increase our diversity recruitment and hiring of the disabled.","Ongoing (No specific time frame)","Workforce Development","","We added a training component to our monthly All Staff meetings this year, which continue.  But, given the 5 month and continuing closure of the Museum and the resulting loss of revenue, there are no discretionary funds available for training and development.  However, we also have a significantly reduced staff which will mean new responsibilities, special projects and assignments for remaining staff.","Ongoing (No specific time frame)","Employee Engagement","","Employee engagement and DEAI initiatives are on-going continuous imrpovement efforts.  We conducted an employee engagement survey through Decisionwise in January 2020, which we are now following up on to address the opportunities identified.  We also applied to and were accepted as one of 6 Museums nationwide to participate in the 2020 Cultural Competence Learning Institute cohort training.  The year began with conducting a DEAI focused employee survey, the results of which are now directing our efforts and initiatives going forward.","Ongoing (No specific time frame)","Technology & Organizational inefficiencies","","We continue to increase our use of Google Drive and Google Docs, and to transition our agency files to Google Drive. ","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","The Science Museum of Virginia is the state's flagship institution for informal science learning, with a mission to \"inspire Virginians to enrich their lives through science.\"  Opened in 1977, the Museum welcomes over 500,000 annual guests, including over 100,000 school-aged field trip guests, from across the Commonwealth to our historic site in Richmond.  The Museum employs a broad range of experiences to inspire and engage guests of all ages. The Museum has one primary location in Richmond with a small satellite location in Danville, VA. \nBecause of COVID-19, the Museum has been closed since March, with no re-opening date scheduled.  The closure caused a total loss of revenue and significant budgetary implications that resulted in unavoidable layoffs and furloughs, leaving the museum with less than half the staff we had prior to closure.  An additional impact is the risk of negatively affecting staff morale and retention because of the extended closure.\nWhen we reopen, we will be a significantly smaller Museum in size of staff and budget. How will that change what we do and how we do it?   We will need to rebuild attendance and re-staff accordingly.  Our guest experiences are interactive and hands on - will our programming and content delivery need to change?  During the closure, we have transitioned to developing and delivering significant on-line programing.  To what extent will on-line content delivery continue?  What different skill sets will we require as we re-staff?   \ngiven our size, we will continue to have the challenges of single incumbency positions and a lack of career paths, as well as our dependence on wage employees with the corresponding high turnover rates.  As we re-staff, we will continue to work to increase our diversity and hiring of the disabled.\n\n",38,7,1,5,0,1,0,0,0,0,0,1,"Low pending retirements and generally low levels of turnover among classified staff.","Lower levels of turnover among classified employee population.  High turnover among wage staff.","Ongoing state government issue.","Given our agency size, our classified positions are  almost exclusively single incumbency.","Given that our classified positions are almost exclusively single incumbency, there is little opportunity for advancement, which may increase the risk of vacancy.",0,"We have experienced this with Executive level positions and a few hard to fill positions.","State Government employment issue, as well as budget constraints.  Salary compression is a related and significant compensation issue for the agency and statewide. ",0,"Not generally","We have a few particularly specialized functions which can be hard to fill, such as Astronomy Educator. And we have struggled to fill finance positions.","We are a smaller state agency with an even smaller staff post-COVID, so we have very few career path opportunites, and many single incumbent positions.","We did two engagement surveys this FY; a general engagement survey and a DEAI focused survey, and have begun the process of addressing areas of opportunity.","Not an issue","Not an issue","We have an established strategy","A number of work environment changes were made in FY20 that involved office moves and upgrades.","We have had a limited travel/training budget for employee development and post COVID with a budget cut by almost half, there are no discretionary funds.  We do use the employee development plan on our EWPs.","The majority of our positions are unique and single incumbency which limits the opportunity to develop bench strength.","Limited training budget for external opportunites, and a  lean staff who were extremely busy with steadily increasing program delivery and guest  attendance left limited time for internal opportunities. Hoever, a smaller agency and staff allows for broad responsibilities and numerous special projects.  ","State systems which will be replaced by Cardinal","State systems which will be replaced by Cardinal","Primarily related to lack of integration between multiple state systems. Continual internal agency efforts to digitize our processes.  ",81,18,3,3,0,0,0,0,80,44,48,2,"Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Started","Not Used","Not Used","No change","No change","Whenever appropriate and cost effective","No change","No change",0,"No change","No change","Agency does have a tiered pay increase program tied to skills attainment for wage gallery educators and guest services associates, that can result in an upward role change.",0,"Special projects, additional assignments and duties",0,"NEO on first day, New Hire meeting with the Department Directors and specific department training within their department.","New DEAI committee","No change","No change","No change","No change","Made many office moves and office upgrades this year","No change","have provided autism training","Through our DEAI efforts, we have begun to share digital educational resources related to unconscious bias.","DARS","No change","Has a position, but it is not executive level","increased attention this year with application to and acceptance into the Cultural Competency Learning Institute 2020 cohort",0,0,"no","no","no","yes","yes","no","yes","no","no","no","no","no","yes","no","no","no","yes","no","no","yes","yes","yes","no","no","no","no","yes","yes","no","no","yes","no","no","yes","yes","yes","yes","no","no","no","no","no","yes","yes","yes","yes","yes","yes","no","yes","yes","yes","No",0,0,"No notable changes.","Counted those eligible for a full unreduced retirement.  Of the five eligible in FY22, three are 30 years with 50 yoa, so less likely to retire at that time given the cost of healthcare and living expenses prior to age 65.",0,0,0,1,0,0,"No","The employee transfer to another state agency had less than 5 years of service with our agency, but 6 current years of service with the state.  This employee was a transfer into our agency when hired.","Our time to fill is consistently under 50.",74,17,3,3,0,0,0,0,"Wage staff were not included in the Diversity and Inclusion Data in the 2019 report.  Minorities were 22.4% of our non-executive classified staff in 2019, and 23.7% of our total classified and wage non-executive staff, and 21.4% of our non-executive classified staff in 2020.  Leaders include those with wage direct reports as half our staff is wage.  However, all but a handful of our wage staff have worked no hours since the Museum closed in March.",9.4,9.6,9.6999999999999993,10.4,0,2.2000000000000002,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,1,1,0,0,0,0,0,0,0,"Very Difficult",0,0,7,1,0,0,0,0,0,0,"Vacant Director of Finance and Director of Guest Ops included in the position count as well as one additional Agecny Director direct report. No significant changes.","Vacancy Risk","Continuing","N/A","Talent Acquisition","Modified","N/A","Workforce Development","Continuing","N/A","Employee Engagement","Continuing","N/A","Technology & Organizational inefficiencies","Continuing","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,1,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["University of Mary Washington",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["University of Virginia",2020,"Higher Education","Higher Education",0,0,11654,876,681,13340,876,690,13340,876,681,2942,1358,263,4500,848,186,1427,4571,835,26,1237,2,751,783,3448,260,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","Beginning stages of skill identification strategy ",0,"We are at the beginning stages of this strategy",0,"In some cases, positions are only posted internally","No Change","No Change","No Change","No Change","No Change","Checklists for employee and manager ","No Change","No Change","No Change","Added \"Tools to Lead\" in 2020","No Change","Used in some programs and coaching","New LMS and remote work created opportunities","No Change","No Change","Delayed due to Covid-19 operational priorities","No Change","No Change","The University of Virginia's strategic Human Resources transformation is in its stabilization period. Workday has been live for 18 months and we were beginning to tap into deeper levels of data analysis trends when Covid-19 hit. Operational priorities took precedence over long-term talent assessment and planning, though the insights we're gaining through this experience have led us to further our focus on the future of work (i.e. remote work, flexible scheduling, additional manager training, expansion of talent recruiting for remote work, etc.). The hiring freeze has allowed us to focus on our internal talent and we're taking this opportunity to look at our career services offerings and determine where we have gaps to close. We're also focusing on our overall leadership development framework to better articulate the first 2 - 3 years of a manager's employee experience at UVA.\n\nUVA's 2030 strategic plan focuses on furthering our core mission of teaching, research, and patient care as well as community partnership. HR then developed its own strategic plan, focusing on work, workforce, and workplace which aligns to several goals in UVA's overall plan. As stated in this report, Covid-19 has provided a unique opportunity to look at our internal talent and operations; opportunities abound for us in terms of how we work, where we work, and what's working better (in some cases) that we'll want to continue even after Covid is under control.  \n\nUVA launched our Inclusive Excellence strategic framework via the Vice President's Office for Diversity, Equity, and Inclusion. The framework provides a structured approach to DEI across the organization, and it's accessibility and action orientation allows more participation and accountability, thereby helping to ensure that the whole organization is focused on tangible outcomes. All schools and units will develop their individual plans, which they will align to their own strategic plans. This framework was also accepted at the state level, speaking to its scalability and opportunity for organizational change in post secondary education.  \n\nIn short, UVA has always been a leader in higher education in the state and in the country. Our goal is to be the best public university in the nation by 2030, and that clarity of mission is what drives us every day. ",8347,215,380,2167,622,0,177,2,679,699,3448,173,215,195,3447,1738,272,1317,854,309,13340,876,1427,4571,835,26,1237,2,751,783,3448,260,876,690,3447,1956,272,4500,854,745,231,73,38,48,6,0,35,0,21,4,65,14,73,1,65,0,15,71,1,5,1061,631,127,191,26,2,180,0,66,36,414,19,1007,1297,243,454,62,5,289,1,127,87,764,36,1084,75,75,133,188,0,21,469,64,134,106,417,119,1,105,0,42,75,188,31,634,0,5781,0,123,66,0,0,296,50,99,28,292,103,1,52,0,14,54,66,24,196,0,2573,0,74,3,0,0,71,18,30,2,100,38,38,0,11,0,6,24,3,511,573,763,115,39,103,0,1,14,49,84,79,57,0,5819,5835,2528,9126,331,84,2100,1858,698,3233,117,9,0,14,0,14,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,9.5,24.7,2.9,24.7,2.9,12,5,20.100000000000001,7.5,5.5,7.4,11.1,6.8,6.8,11.2,12.3,2,11.1,7.8,12.1,7,55,53,50,53,50,55,44,50,50,52,37,50,52,43,40,53,4,47,50,55,50,"","","","","","","","","","","","","","",28,"",28,28,5,1,6,10,120,1,8.9,40,15,13,5,23,0,0,"","","","","","","","","","","","","","","Medium","Low","Low","Low","Low","Medium","Low","Low","Low","Medium","Low","Low","Medium","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"UVA's 2019 implementation of Workday has provided us with reams of data about our workforce, which we have used to inform decision-making and provide clarity of focus in terms of priorities and action plans. Progress will always be ongoing as we continue to collect data trends and move toward full maturation of the system over time. Action plans will grow accordingly as we eventually move into predictive analytics.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","We launched \"Tools to Lead\" for all newly hired or newly promoted managers at UVA. Initial launch has been for the UVA Health division; the academic division will launch in 2021","6-12 Months","Employee Engagement","","The financial impact of Covid-19 resulted in mitigations and operational priorities which necessitated putting this work on hold","1-2 Years","Employee Engagement",0,"Reimagine performance management across UVA","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The University of Virginia's strategic Human Resources transformation is in its stabilization period. Workday has been live for 18 months and we were beginning to tap into deeper levels of data analysis trends when Covid-19 hit. Operational priorities took precedence over long-term talent assessment and planning, though the insights we're gaining through this experience have led us to further our focus on the future of work (i.e. remote work, flexible scheduling, additional manager training, expansion of talent recruiting for remote work, etc.). The hiring freeze has allowed us to focus on our internal talent and we're taking this opportunity to look at our career services offerings and determine where we have gaps to close. We're also focusing on our overall leadership development framework to better articulate the first 2 - 3 years of a manager's employee experience at UVA.\n\nUVA's 2030 strategic plan focuses on furthering our core mission of teaching, research, and patient care as well as community partnership. HR then developed its own strategic plan, focusing on work, workforce, and workplace which aligns to several goals in UVA's overall plan. As stated in this report, Covid-19 has provided a unique opportunity to look at our internal talent and operations; opportunities abound for us in terms of how we work, where we work, and what's working better (in some cases) that we'll want to continue even after Covid is under control.  \n\nUVA launched our Inclusive Excellence strategic framework via the Vice President's Office for Diversity, Equity, and Inclusion. The framework provides a structured approach to DEI across the organization, and it's accessibility and action orientation allows more participation and accountability, thereby helping to ensure that the whole organization is focused on tangible outcomes. All schools and units will develop their individual plans, which they will align to their own strategic plans. This framework was also accepted at the state level, speaking to its scalability and opportunity for organizational change in post secondary education.  \n\nIn short, UVA has always been a leader in higher education in the state and in the country. Our goal is to be the best public university in the nation by 2030, and that clarity of mission is what drives us every day. ",3963,28,158,180,226,240,203,0,0,1,2,0,"Due to the average length of service for UVA employees, loss of institutional knowledge will always be a potential risk","UVA has historically had a low to acceptable rate of turnover; the current economic conditions have lowered that rate even more","UVA reviews salary equity regularly. Some very specific roles (eg Data Architect) can be competitive; however, remote work has provided additional opportunities","UVA encourages job function redundancy so there isn't a single point of failure","HR keeps leaders aware of pending retirement eligibility data in their schools and units to support their workforce planning efforts","We've made significant strides in this area, though we continue to aim for even more efficiencies as part of our continuous improvement efforts","UVA has a low rate of failed searches, overall","UVA reviews salary equity regularly","UVA has a formal recruitment strategy","Obviously, the hiring freeze siginifcantly impacted the number of open positions at UVA; however, we are focused on those that turn over more frequently than is desirable","UVA's reputation as a best-in-class employer helps in this area. In addition, our Executive Search Group also recruits for hard to fill/specialized positions","Because of our size, UVA offers significant promotional opportunities for its employees","While the Academic division hasn't conducted a formal employee engagement survey in a while, leaders of several schools and units use pulse and climate surveys to measure engagement ","The move to remote work for those eligible has increased our focus on productivity measures, which continue to meet expectations","The employee experience is the central misison of our HR Talent Management team, and our strategic priorities reflect that","UVA has numerous opportunities to recognize and reward employees for top performance, including compensation and awards","UVA provides the latest equipment and workspace opportunities in order for employees to do their best work","Everyone participating in one of our leadership development programs utilizes an individual development plan","UVA offers four tracks of internal leadership development programming","UVA is a leader in this space, offering robust professional development opportunities and encouraging career growth and advancement","UVA strives to have the latest versions of technology; our Workday implementation last year is one example","The Workday implementation eliminated 70 separate systems. UVA Finance will be implementing Workday Finance next year","Because of our size, it's impossible to categorize every process; however, our focus on process improvement and Lean methodology help reduce manual processes",8739,1034,321,1010,14,9,140,387,13340,1686,1139,547,"Started","Started","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued",0,"Not Used","Continued","Started","Not Used","Continued","Continued","Continued","Continued","Continued","No Change","No Change","We've expanded our recruitment channels this year","No Change","No Change","No Change","No Change","No Change","Some work delayed due to Covid-19 priorities","No Change","Occurs in pockets across the organization","Expanded to include evaluation metrics as well","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change",0,0,"EOCR - part of all new employees' requirements","Added to all leadership development programs",0,"Renewed focus here ","Role has expanded to include Equity Task Force","Strategies assessed regularly","Robust ERGs and other affinity groups","Workday launched in 2019; Visier launched in 2020","yes","yes","yes","yes","no","no","yes","no","yes","yes","yes","no","yes","no","no","yes","yes","no","no","yes","yes","yes","yes","yes","yes","no","yes","no","no","no","no","yes","yes","yes","no","yes","no","no","yes","no","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",195,690,"We made some job family changes last year, which changed some of our critical position counts. In addition, last year's report was derived from two separate systems (Workday was implemented in January 2019), which accounts for some inconsistent data in this area. The conditional formatting within this template is flagging percentages that UVA is aware of; instruction, research, faculty, and staff account for the largest percentages of critical roles in a teaching and research institution.","The difference in the \"eligible to retire today\" data reflects a concern we raised with last year's template formula, which allowed for duplication and therefore skewed the number higher. Data from last year therefore misrepresents the total number of retirement eligible employees.  Per our independent calculations:\nTotal Critical who will be eligible for retirement in 5 years: 1297\nTotal who will be eligible for retirement in 5 years: 2068 (1061+1007)\n% Critical: 62.7%\n",133,123,74,"N/A","N/A","N/A","Yes","Transfers to another state agency data is not available, resulting in #Value errors. Significant variances in separations are due to the hiring freeze that UVA implemented as a result of Covid-19's impact, as well as the results of our own data audit that removed an audience of terminated employees from being counted as active. ","Overall, we've experienced an improvement in time to fill by identifying efficiencies within our business processes. Quarter Four shows zero due to the template automatic default of zero due to the state-wide hiring freeze.  ",3158,226,85,334,3,3,47,75,"Since diversity metrics are self-reported, we can reasonably assume that our numbers are higher than reported. Nevertheless, UVA has made significant strides in this area. Since the template does not show the total population counts for each demographic area, we are not seeing the resignations or promotions in context.",9.8000000000000007,9.1999999999999993,10.4,10.199999999999999,5.7,6.6,7,3.9,5,1.3,682,287,395,544,50,17,47,1,0,9,14,1847,744,1103,1265,186,65,213,4,1,35,78,"Somewhat Difficult",2,"N/A",23,3,1,1,0,0,0,0,"Executives at UVA are expected and encouraged to develop professionally. Their participation in internal opportunities is rolled up into our total numbers. UVA does not track executive development outside of UVA. All executives participated in dev opportunities (100%) but the total number of execs went down by 2.","Workforce Development","Continuing",0.5,"Workforce Development","Completed",1,"Employee Engagement","Continuing",0.1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,1,1,0,0,0,0,0,0,0,0,0,0]
["University of Virginia Medical Center",2020,"Higher Education","Family & Health",0,0,9301,0,619,10871,0,917,10871,0,0,0,0,0,0,0,0,391,6205,193,0,2431,1139,5,0,0,507,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","Beginning stages of skill identification strategy ","Partnership with PVCC","We are at the beginning stages of this strategy","Used in pockets across the organization","In some cases, positions are only posted internally","No Change","No Change","No Change","No Change","No Change","Misalignment of format. Checklists for employee and manager ","No Change","No Change","No Change","Tools to Lead became mandatory in the Medical Center in 2020","No Change","Used in some programs and coaching","No Change","No Change","No Change","Delayed due to Covid-19 operational priorities","No Change","No Change","The UVA Medical Center (MC) has been named the #1 hospital in the state of Virginia for the fifth consecutive year by U.S. News & World Report and remains committed to our core missions of unparalleled patient care and cutting edge research. The leadership changes in the overall UVA Health organization this last year provides a fresh perspective and deep expertise to continue meeting today's challenges while creating tomorrow's opportunities. \n\nOur new leadership dove right in, arriving just as Covid-19 hit. The financial mitigation workforce actions we were forced to take in response to the pandemic may continue to have an impact on the organization, even though those actions have now ended. The resiliency of our workforce is demonstrated every day and has proven to be a vital lesson in leadership. While operational priorities had to change to address the immediate situation, we remained focused on employee engagement and appreciation specifically. Diversity, Equity and Inclusion efforts remained underway, though timelines shifted. Nursing retention efforts also continued and a planned Magnet site visit for our re-designation this year shifted to the fall. Leadership changes that might normally have disrupted the status quo turned in to demonstrations of flexibility and personal connection as well as lessons in change management and transparency.        \n\nWhile UVA's strategic Human Resources transformation is still in its stabilization period, every operational action related to the pandemic offered the opportunity to demonstrate the coordinated HR service delivery model across the organization. Operational priorities took precedence over long-term talent assessment and planning that was on deck to begin, though the insights we're gaining through this experience have led us to further our focus on the future of work (i.e. remote work, flexible scheduling, additional manager training, expansion of talent recruiting for remote work, etc.). The hiring freeze has allowed us to focus on our internal talent and we're taking this opportunity to look at our career services offerings and determine where we have gaps to close. \n\nThe MC remains an employer of choice in a highly competitive environment where every minute counts. We could not be more proud of our team members for how they've answered the call, brought new discoveries to light, and continued to represent the Commonwealth nationally and globally. \n\n\n\n\n",10079,0,339,5643,193,0,2410,1001,3,0,0,490,0,0,0,0,0,0,0,0,10871,0,391,6205,193,0,2431,1139,5,0,0,507,0,0,0,0,0,0,0,0,131,0,8,70,0,0,24,19,0,10,0,0,0,0,0,0,0,0,0,0,471,400,49,241,0,0,83,66,3,0,0,29,648,984,96,602,1,0,202,150,4,0,0,64,1350,0,0,0,0,0,0,0,0,0,28,795,19,0,305,130,1,0,0,72,992,0,5812,0,0,0,0,0,0,0,0,8,589,14,0,230,91,1,0,0,59,281,0,2792,0,0,0,0,0,0,0,0,2,94,6,6,0,112,39,0,0,0,352,998,965,160,46,98,4,1,31,45,108,138,77,0,2326,6975,2305,6996,147,85,182,383,93,464,18,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,14,0,0,0,7,0,4.8,0,0,0,0,0,0,0,0,13.2,6.7,3.9,0,6.6,7.5,32.4,0,0,6.3,51,0,45,0,0,0,0,0,0,0,0,43,48,23,0,51,45,45,0,0,48,"","","","","","","","","","","","","","",8,"",8,8,2,0,0,3,120,2,3.4,5,4,4,0,8,0,0,"","","","","","","","","","","","","","","Low","Medium","Low","Low","Medium","Low","Low","Low","Low","Medium","Medium","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"UVA's 2019 implementation of Workday has provided us with reams of data about our workforce, which we have used to inform decision-making and provide clarity of focus in terms of priorities and action plans. Progress will always be ongoing as we continue to collect data trends and move toward full maturation of the system over time. Action plans will grow accordingly as we eventually move into predictive analytics.","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","We envision that we will always have employee engagement and resulting measurements as an annual action item, hence the \"continuing\" status despite being 90% completed. Due to Covid-19's financial impacts, we postponed our annual engagement survey until at least spring 2021","Ongoing (No specific time frame)","Workforce Development","","We will always focus on reducing turnover, especially for clinicians. With the national talent shortage continuing indefinitely, and our financial mitigation workforce actions implemented due to Covid-19, we are monitoring our workforce trends very closely; for example, we compare onboarding survey results for differentiating trends between remote and in-person to measure and monitor the optimal employee experience","Ongoing (No specific time frame)","Workforce Development","","The UVA MC is committed to furthering work in the area of diversity, equity, and inclusion, a pillar of our 2030 strategic plan. We launched the Inclusive Excellence framework this year, which is designed to help leaders and units formulate their own plan and metrics to measure impact. And we have posted for a Chief of Diversity, Equity, and Inclusion position which will bring focus, structure, and accountability to our DEI priorities","Ongoing (No specific time frame)","Talent Acquisition",0,"Recruit and hire a diverse and highly skilled workforce to staff the new 84-bed tower at the Medical Center","Within 6 Months","","","","","","","","","","","","","","","","","","","","","","","","","The UVA Medical Center (MC) has been named the #1 hospital in the state of Virginia for the fifth consecutive year by U.S. News & World Report and remains committed to our core missions of unparalleled patient care and cutting edge research. The leadership changes in the overall UVA Health organization this last year provides a fresh perspective and deep expertise to continue meeting today's challenges while creating tomorrow's opportunities. \n\nOur new leadership dove right in, arriving just as Covid-19 hit. The financial mitigation workforce actions we were forced to take in response to the pandemic may continue to have an impact on the organization, even though those actions have now ended. The resiliency of our workforce is demonstrated every day and has proven to be a vital lesson in leadership. While operational priorities had to change to address the immediate situation, we remained focused on employee engagement and appreciation specifically. Diversity, Equity and Inclusion efforts remained underway, though timelines shifted. Nursing retention efforts also continued and a planned Magnet site visit for our re-designation this year shifted to the fall. Leadership changes that might normally have disrupted the status quo turned in to demonstrations of flexibility and personal connection as well as lessons in change management and transparency.        \n\nWhile UVA's strategic Human Resources transformation is still in its stabilization period, every operational action related to the pandemic offered the opportunity to demonstrate the coordinated HR service delivery model across the organization. Operational priorities took precedence over long-term talent assessment and planning that was on deck to begin, though the insights we're gaining through this experience have led us to further our focus on the future of work (i.e. remote work, flexible scheduling, additional manager training, expansion of talent recruiting for remote work, etc.). The hiring freeze has allowed us to focus on our internal talent and we're taking this opportunity to look at our career services offerings and determine where we have gaps to close. \n\nThe MC remains an employer of choice in a highly competitive environment where every minute counts. We could not be more proud of our team members for how they've answered the call, brought new discoveries to light, and continued to represent the Commonwealth nationally and globally. \n\n\n\n\n",3963,8,113,136,146,243,10,2,2,0,0,0,"Due to the average length of service for UVA employees, loss of institutional knowledge will always be a potential risk","The medical field continues to have a national shortage in clinical roles, especially in nursing","UVA reviews salary equity regularly as competition for clinical roles remains robust, both locally and nationally","The nature of 24/7 work in an academic medical center necessitates job skill redundancy to prevent single points of failure","Due to the national clinician shortage, competitive offers can lure our team members to other organizations","We recently audited our open job requisitions which were artificially inflating our time to fill metrics","UVA has a low rate of failed searches, overall","UVA reviews salary equity regularly","UVA has a formal recruitment strategy","Obviously, the hiring freeze siginifcantly impacted the number of open positions at UVA; however, we are focused on those that turn over more frequently than is desirable","Due to the national clinician shortage, competitive offers can lure our team members to other organizations","Because of our size, UVA offers significant promotional opportunities for its employees","UVA HR leverages our Organizational Development team to work with leaders who have opportunities for improvement identified via the annual employee engagement survey","Our patient care and research missions necessitate and reflect high levels of employee productivity","Employee engagement is the central misison of our HR Talent Management team, and our strategic priorities reflect that","UVA has numerous opportunities to recognize and reward employees for top performance, including compensation and awards","UVA provides the latest equipment and workspace opportunities in order for employees to do their best work","Everyone participating in one of our leadership development or succession planning/mentoring programs utilizes an individual development plan","UVA offers four tracks of internal leadership development programming","UVA is a leader in this space, offering robust professional development opportunities and encouraging career growth and advancement","UVA strives to have the latest versions of technology; our Workday implementation last year is one example","Patients deserve and receive the best care at UVA, in part because we use the latest technology available. Integration of systems and processes are one reflection that mission","Because of our size, it's impossible to categorize every process; however, our focus on process improvement and Lean methodology help reduce manual processes",6669,1267,249,469,26,11,283,327,10871,1570,1426,144,"Started","Started","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Started","Not Used","Continued","Continued","Continued","Continued","Continued","No Change","No Change","We've expanded our recruitment channels this year","No Change","No Change","Used in pockets across the organization","No Change","No Change","Some work delayed due to Covid-19 priorities","No Change","Occurs in pockets across the organization","Expanded to include evaluation metrics as well","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change","Misalignment of format; No Change",0,0,"Part of all new employees' requirements","Added to all leadership development programs",0,"Renewed focus here ","Role has expanded to include Equity Task Force","Strategies assessed regularly","Robust ERGs and other affinity groups","Workday launched in 2019; Visier launched in 2020","no","no","yes","yes","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",906,917,"We made some job family changes last year, which changed some of our critical position counts. In addition, last year's report was derived from two separate systems (Workday was implemented in January 2019), which accounts for some inconsistent data in this area. No major changes from last year's definition. The conditional formatting within this template is flagging percentages that UVA is aware of; professional and paraprofessional  account for the largest percentages of critical roles in a healthcare institution.","The difference in the \"eligible to retire today\" data reflects a concern we raised with last year's template formula, which allowed for duplication and therefore skewed the number higher; therefore, data from last year misrepresents the total number of retirement eligible employees. Per our independent calculations:\nTotal Critical who will be eligible for retirement in 5 years: 984\nTotal who will be eligible for retirement in 5 years: 1119 (471+648)\n% Critical: 87.9%",177,133,50,"N/A","N/A","N/A","Yes","Transfers to another state agency data is not available. Significant variances in separations are due to the hiring freeze that UVA implemented as a result of Covid-19's impact, as well as the results of our own data audit that removed an audience of terminated employees from being counted as active. Employees eligible for retirement from last year were incorrectly added together - data from this year is more accurate.","Increase in time to fill is the result of increased competition for talent, especially in clinical/nursing roles, and an internal audit that allowed us to \"clean up\" open positions that were duplicated in Workday. Quarter Four shows zero due to the template automatic default of zero due to the state-wide hiring freeze. ",457,59,4,9,0,0,21,7,"Since diversity metrics are self-reported, we can reasonably assume that our numbers are higher than reported. Nevertheless, UVA has made significant strides in this area. Since the template does not show the total population counts for each demographic area, we are not seeing the resignations or promotions in context.",6.5,7.1,7.3,7.9,4,4.0999999999999996,2.5,6.4,10.7,1.1000000000000001,1371,424,947,941,137,38,107,4,2,27,115,912,177,735,662,133,23,40,3,4,25,22,"Somewhat Difficult",1,"N/A",8,0,0,0,0,0,0,0,"Executives at UVA are expected and encouraged to develop professionally. Their participation in internal opportunities is rolled up into our total numbers. UVA does not track executive development outside of UVA.","Employee Engagement","Continuing",0.9,"Workforce Development","Continuing",0.25,"Workforce Development","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,2,0,0,0,0,0,0,0,0,0,0]
["University of Virginia at Wise",2020,"Higher Education","Higher Education",0,0,541,30,26,572,30,27,572,30,26,107,1,25,159,183,10,41,268,6,2,80,0,19,28,117,11,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used",0,0,0,0,0,0,"No Change","No Change","No Change","No Change","No Change","Human Resources has a process by which exiting employees discuss benefits, payroll, etc. with a Benefit Counselor; College property is turned in; and opportunity for providing feedback on employment with the College is given.","No Change","No Change","No Change",0,0,0,"The College encourages continued education and professional development for its employees.  Whenever possible, online training and development is utilized.","No Change","The College frequently provides funds for professional memberships and/or conferences for its employees.",0,"No Change",0,"The University of Virginia's College at Wise, a public liberal arts institution located in the mountains of southwestern Virginia, provides students with learning experiences that offer opportunities to develop the insight, competence, sensitivity, and integrity necessary for living enriched lives and for enriching the lives of others.  Established in 1954 and proud of its Appalachian heritage, the College continues to honor its commitment of service to Southwest Virginia, the Commonwealth, the nation, and the world.  The College is guided by a legacy of teaching and scholarly excellence and by a dedication to quality in both the arts and sciences and professional programs.  Above all, UVA Wise is a diverse community of people who believe that information can be transformed into knowledge and that teaching and learning create a foundation for wisdom.  The College is a COPLAC member institution and is nationally-accredited.",384,9,28,185,1,0,8,0,18,21,117,6,9,8,117,0,25,27,183,15,572,30,41,268,6,2,80,0,19,28,117,11,30,27,117,1,25,159,183,30,7,5,0,1,0,0,3,0,1,0,2,0,5,0,2,0,0,0,0,0,25,16,1,1,0,0,6,0,6,2,9,0,58,60,7,21,0,0,12,0,9,6,28,0,39,5,5,7,7,0,0,16,2,2,1,10,1,0,11,0,1,6,7,2,25,0,260,7,1,0,0,14,2,1,0,1,7,1,0,8,0,0,5,1,2,7,0,140,0,0,0,0,7,0,0,0,1,2,0,0,0,2,0,0,2,0,21,18,34,4,0,1,0,0,0,0,81,233,50,0,238,303,36,505,9,1,63,91,9,144,5,1,0,14,0,14,0,0,5,6,0,0,0,0,0,0,5,0,0,0,0,0,0,8.6,25.3,3.7,25.3,3.7,11.9,5,19.3,6.8,4.8,7,16,5.6,5.3,6.5,7.9,0,20.100000000000001,10.5,11.9,5.8,51,41,28,41,28,51,5,32,35,23,28,32,37,14,8,41,0,39,28,51,16,"","","","","","","","","","","","","","",1,"",1,1,0,0,0,0,"N/A",7,7,7,0,1,0,1,0,0,"","","","","","","","","","","","","","","High","Low","Medium","High","High","Medium","Medium","Medium","Low","Medium","High","high","n/a","low","low","medium","medium","medium","medium","medium","Low","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"UVA Wise initiated five action plans for FY 20 that will allow the institution to increase its effectiveness and efficiency in the coming years. \n\nAs the College remains at risk of losing long-term employees to retirement, it is vital to capture as much institutional knowledge as possible.  Cross training within departments is one way by which this knowledge can be captured and passed along to others.  Additionally, it ensures that services can continue without interruption in the event of absences.  Maintaining detailed files is also vital as it allows employees to access the information they need, regardles of who is available in the department.  The College recognizes the importance of these steps and continues to make progress toward this action item. \n\nIn order to provide optimal services, the College works toward data sharing and standard operating procedures across disciplines.  This is necessary to provide consistency, allowing our students, parents, and the community to receive efficient results from all areas.\n\nFinally, it is vital as a division of the University of Virginia that the College develop and nurture a close working relationship with the University.  As there are many shared systems between the two schools, good communication and strong working relationshipis help thsoe systems run smoothly for both institutions.  The College has a very strong relationship with the University, with companion offices at both institutions depending on each other for information and assistance, and valuing those ties.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk",0,"UVA Wise will re-evaluate positions as openings occur to determine if the position needs to be filled or modified before filling.","Ongoing (No specific time frame)","Talent Acquisition",0,"The College will develop a strategic hiring process to evaluate the need for filling vacant positions.","Ongoing (No specific time frame)","Employee Engagement",0,"UVA Wise will utilize technology and/or online learning for employee development.  The College will encourage employees to pursue professional development and educational opportunities through online methods.","Ongoing (No specific time frame)","Workforce Development",0,"UVA Wise will create a more robust onboarding program, focused on all aspects of the employee experience rather than primarily on benefits.","Ongoing (No specific time frame)","Workforce Development",0,"The College will create a more effective offboarding process for exiting employees to streamline the process and evaluate the reason(s) for turnover. ","Ongoing (No specific time frame)","Vacancy Risk","",0,"Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","The University of Virginia's College at Wise, a public liberal arts institution located in the mountains of southwestern Virginia, provides students with learning experiences that offer opportunities to develop the insight, competence, sensitivity, and integrity necessary for living enriched lives and for enriching the lives of others.  Established in 1954 and proud of its Appalachian heritage, the College continues to honor its commitment of service to Southwest Virginia, the Commonwealth, the nation, and the world.  The College is guided by a legacy of teaching and scholarly excellence and by a dedication to quality in both the arts and sciences and professional programs.  Above all, UVA Wise is a diverse community of people who believe that information can be transformed into knowledge and that teaching and learning create a foundation for wisdom.  The College is a COPLAC member institution and is nationally-accredited.",3,1,8,11,13,11,15,0,0,0,0,0,"The College employs a number of long term employees who possess a vast amount of institutional knowledge that cannot be easily passed along to newer employees. ","As the College is one of the most attractive employers in the region, it is fortunate to have a low turnover rate.","Most salary rates at the College are  higher than that of other employers in the region.  There are, however, some specialized positions (housekeeping, campus police, athletics) that are at risk due to the salaries of competitors.","As the College has a relatively small workforce, many duties are performed by a single position.","A number of the College's employees are nearing retirement age.  That, coupled with the Early Retirement Incentive Program the College is offering, raises the possibility that several single incumbant and specialized positions will become vacant within the near future.","As the College is located in a rural area, it is more difficult to attract a good pool of candidates for positions, resulting in the necessity of positions being posted longer than average.","Due to the College's location, as well as other factors, searches for needed talent sometimes fail--particularly teaching faculty positions.","The College strives to maintain competitive salaries and most are comparable to similar positions in the region.","The College has a formal recruitment strategy.","A number of the College's positions are open for an extended period due in part to the difficulty of recruiting in this region.","Due to the composition of the rregional workforce, it is often difficult to fill positions that have specialized duties.","Due to the organizational structure of the College and the low turnover rate, there are limited promotional opportunities for employees.",0,"The College as a whole does not experience an isue with low productivity from employees.","Employees are given the direction they need to be productive and engaged.","Due to budgetary constraints, it is difficult to reward employees.","Most areas of the College have adequate and inviting workspaces.  There are, however, areas that could benefit from new and/or additional equipment. ","Some employees take advantage of development opportunities, but it is not consistent across the board.","While the College does not have a formal leadership development program, employees have access to various development opportunities offered by the University","While development opportunities have been limited in the past, this is changing due to technological advances. ","The College's technological systems are updated regularly.","Progress has been made to allow systems to be better integrated.","As systems are better integrated, the reliance on manual processes has decreased. ",498,19,3,12,1,0,1,7,572,31,29,2,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","No Change","No Change","No Change","No Change","No Change",0,"No Change",0,"No Change",0,0,0,"Human Resources conducts orientation for all new employees.  This orientation offers information concerning benefits, general information about the College, etc.",0,"The College utilizes the Faculty & Employee Assistance Program (FEAP) at the University of Virginia.  This program offers a variety or programming and counseling to support employee wellness (emotional, financial, physical, etc.).","The College utilizes the Faculty & Employee Assistance Program (FEAP) at the University of Virginia.  This program offers a variety or programming and counseling to support employee wellness (emotional, financial, physical, etc.).","Recognition leave and bonuses are rewarded to employees when deemed appropriate.","The College hosts a picnic for employees at the beginning of the acacemic year, a holiday dinner in December, and other luncheons/social events throughout the year.","The College makes modifications as necessary to encourage engagement and productivity.","Submitted.",0,0,0,"No change.","The College's Vice Chancellor for Student Affairs oversees the College's Offie of Compliance & Inclusion. ","The College uses various tools for recruitment that focus on diversity and inclusion.  ",0,"The College utilizes the HR system learning module to improve opportunities and tracking abilities for employee development.  Reports from this system are used to assist with workforce planning.","no","no","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","yes","no","no","no","no","no","no","no","no","yes","yes","no","no","no","no","no","no","Yes",8,27," ","Data from last year misrepresents the total number of retirement eligible employees.\nError Message showing here seems to be incorrect",7,7,0,"N/A","N/A","N/A","Yes","Transfers to another state agency data is not available"," ",142,5,1,2,0,0,1,2," ",8.6999999999999993,8.5,8.9,7.1,2.2999999999999998,5.3,4,0,3,1.9,14,6,8,13,0,0,1,0,0,0,0,27,6,21,25,0,1,0,0,0,0,1,"Somewhat Difficult",0,"N/A",1,0,0,0,0,0,0,0," ","Vacancy Risk","Continuing",0,"Vacancy Risk","Continuing",0,"Other:","Continuing",0,"Other:","Continuing",0,"Other:","Continuing",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0]
["Virginia Board for People with Disabilities",2020,"Health and Human Resources",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Commercial Space Flight Authority",2020,"Transportation",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Commission for the Arts",2020,"Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Commonwealth University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Commonwealth University Health Systems Authority",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Community College System",2020,"Higher Education","Higher Education",0,0,6268,3284,0,363,129,120,7103.9,3284,0,2033,0,936,0,0,0,87,102,39,10,42,32,22,14,15,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Senior Leadership team periodically reviews workforce planning data and other information to provide input as needed.",0,0,0,0,"Job opportunities are provided exclusively for internal applicants as appropriate. Diversity continues to be a focus","Job descriptions are updated by management and maintained in the Human Resources department","Positions are consistently evaluated as openings occur","Each year salaries are reviewed. Changes are dependent on budgetary constraints","Telework is utilized much more frequently due to COVID-19","Policies are in place to reward employees for attaining degrees and certifications","An offboarding process is continuously  utilized","Documentation is maintained pertaining to position procedures","Dual incumbency practices are utilized when possible to ensure the effective transition of knowledge and information","Cross training is provided to employees through informal methods","In-house developed supervisor training is provided to new supervisors","Leadership development is provided to supervisors through various internal and external programs","Individual development plans are utilized as part of the performance management process","The Commonwealth of Virginia Learning Center as well as other VCCS training programs are utilized for online training for employees at all levels.","Internal training (e.g., convocations and professional development days) are provided","Professional development funds are budgeted for each employee to pursue memberships or conferences","Participates in the Great Colleges to Work for survey regularly. Internal surveys are used periodically too","Employee recognition programs are in place to provide faculty and staff awards and recognize years of service","Engagement initiatives are evalutated and enhanced on an ongoing basis","Chief Human Resources Officers, in partnership with his or her leadership team within each VCCS sub-agency, spearheaded the development of a workforce plan that identified risks and corresponding action plans that span up to a five-year planning period.  Aggregated sub-agency information was used to finalize the system’s Fiscal Year 2020 Workforce Planning Template.  Metric data excludes comprehensive information about hourly workers, adjunct employees, and federal student workers.\n\nOur twenty-five VCCS sub-agencies have many recommended workforce practices and strategies already in place.  There is a need to further strengthen the system’s focus on ensuring that institutional knowledge and specialized experience are maintained through cross training, and to continue to refine recruitment efforts that promote employee diversity and inclusion. Additionally, the majority of VCCS sub-agencies lack practices to develop leadership and supervisory bench strength by providing specialized training.  \n\nSpecific action plans for the year will focus on ensuring diversity and inclusion through the use of search advocacy in recruitment and unconscious bias education, upgrading outdated technology solutions through the implementation of Cardinal, the delivery of leadership, supervisory and professional development solutions, continuing the work to increase salary competitiveness, and promoting employee engagement at all levels. \n",190,81,83,94,4,4,1,2,0,2,0,0,81,2,2,0,101,4,0,0,2067,763,354,313,75,19,142,168,35,49,912,0,765,145,345,0,311,26,475,0,204,110,25,39,7,4,29,21,8,10,61,0,135,0,61,0,0,0,0,8,721,24,74,92,34,3,100,50,29,30,309,0,894,34,131,147,52,12,114,77,30,40,291,0,305,213,213,0,0,0,0,0,91,1,27,94,30,12,54,22,2,13,51,0,163,122,1855,122,0,0,0,0,0,40,1,14,57,12,8,31,14,0,7,20,0,44,35,496,35,0,0,0,0,0,8,1,4,16,5,5,1,9,5,0,1,3,110,195,201,69,17,12,4,0,2,0,73.7,83,159.4,0,2395,3873,1731,4420,258,340,95,134,69,160,19,12,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0.3,0,0.2,0.3,0.2,0.1,0,11.1,10.199999999999999,0,10.199999999999999,0,0,0,0,0,12.1,0,13.4,9.6999999999999993,11,8.1,10.7,10,14.8,10.3,11.7,0,51.8,48.4,0,48.4,0,0,0,0,0,51.8,0,48.7,46.8,48.4,38.700000000000003,46.8,46.4,42.4,38.299999999999997,51.8,0,"","","","","","","","","","","","","","",30,"",30,4,2,2,14,14,95,0.08,13.33,31.33,19,11,5,25,1,0,"","","","","","","","","","","","","","","High","Low","Medium","Low","Medium","Medium","Low","Medium","Low","Low","Medium","Medium","Medium","Low","Low","Medium","Low","Low","Medium","Medium","High","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"We are continuing to make progress in all of the areas that we identified as foci for the past year. As with everyone, the sudden shift to remote work and learning with COVID-19 disrupted our typical processes and anticipated end-of-year activites. A majority of the VCCS entities in FY 2020 highlighted a key area of risk related to the loss of extensive institutional knowledge due to the possibility of retirement-eligible employees exiting the workplace over the next five years.  Agency action plans focused on developing leadership through formal programs, refining recruiting efforts to ensure appropriate diversity at every step of the process, and the need to update and integrate technology-based systems.  Adequate funding for human resource programs continues to be a risk.","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"Improve diversity and inclusion through the use of search advocacy in recruitment and unconscious bias education","1-2 Years","Technology & Organizational inefficiencies","","The Cardinal project continues and if focused on upgrading outdated technology solutions.  As part of that plan, internal VCCS systems are evaluated to uncover efficiencies due to lack of integration","2-5 Years","Workforce Development",0,"Develop and deliver leadership, supervisory and professional development solutions","1-2 Years","Talent Acquisition","","Alignment studies are conducted as needed and feasible using system, state and market salary averages and other information","Ongoing (No specific time frame)","Employee Engagement",0,"Promote employee engagement at all levels of the organization to support hiring and retention","2-5 Years","Workforce Development",0,"Ensure proper staff development and cross training to counter the loss of extensive institutional knowledge due to the possibility of retirement-eligible employees exiting the workplace over the next five years.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","Chief Human Resources Officers, in partnership with his or her leadership team within each VCCS sub-agency, spearheaded the development of a workforce plan that identified risks and corresponding action plans that span up to a five-year planning period.  Aggregated sub-agency information was used to finalize the system’s Fiscal Year 2020 Workforce Planning Template.  Metric data excludes comprehensive information about hourly workers, adjunct employees, and federal student workers.\n\nOur twenty-five VCCS sub-agencies have many recommended workforce practices and strategies already in place.  There is a need to further strengthen the system’s focus on ensuring that institutional knowledge and specialized experience are maintained through cross training, and to continue to refine recruitment efforts that promote employee diversity and inclusion. Additionally, the majority of VCCS sub-agencies lack practices to develop leadership and supervisory bench strength by providing specialized training.  \n\nSpecific action plans for the year will focus on ensuring diversity and inclusion through the use of search advocacy in recruitment and unconscious bias education, upgrading outdated technology solutions through the implementation of Cardinal, the delivery of leadership, supervisory and professional development solutions, continuing the work to increase salary competitiveness, and promoting employee engagement at all levels. \n",3924,12,135,157,196,195,211,3,3,0,2,7,"Voluntary turnover is relatively low. Loss of institutional knowledge and specialized experience is a risk due to high number of eligible retirees.","Turnover is relatively low with the exception of specific disciplines, such as nursing","Low salary rates have been risk factors to retaining qualified employees","Some, but minimal single incumbent positions exist","Minimal single incumbent positions exist","Some recruiting challenges exist for some positions. Time to fill overall is improving and is below the state average","The number of failed searches is relatively low and related to specialized functions","It is challenging to compete with the private sector salaries of most positions, meaning we lose some talent.","A defined recruitment strategy and process is in place","A small percentage of positions are open for an extended period of time to ensure a robust and diverse applicant pool","Specialized areas, such as nursing and trades are often hard to fill","There are some opportunities for internal promotions, but due to low turnover, COVID-19, layoffs, etc., opportunities can be limited","Opportunities exist to address areas of improvement on engagement surveys","True measures of employee productivity are not used, but there is little evidence that productivity levels are low","Strategic direction and goals for engagement are in place","Employee Recognition and Rewards policies and programs are in place to reward top performers; budget constraints hinder the success of these programs","Space needs with plans for new buildings and renovations of existing buildings across all campuses are addressed ","Employees utilize the professional development opportunities that are available","A formal leadership development program needs to be created and implemented","COVID-19  limitations, time and funding constraints are barriers to employee participation in professional development opportunities","Many of our systems (state and system) are not integrated or up to date","Many systems do not integrate or interface.  This lack of integrated solutions results in organizational inefficiencies","Many processes are still manually tracked",4469,1222,183,339,22,6,0,27,363,300,294,505,"Not Used","Started","Not Used","Not Used","Not Used","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Not Used","Workforce data is provided to senior leadership by the Director of Human Resources","All positions are reviewed by senior leadership prior to posting.  Hiring policies and practices are in place. There is a focus on diversity of pools.","HR ensures that multiple recruitment channels are used to communicate open positions","HR monitors time to hire and time to fill metrics","The selection committee, through select interview questions, determines applicants' commitment to our mission, vision and values",0,"An online onboarding process is in place, including new employee orientation",0,0,0,0,0,"Comprehensive orientations for new employees are provided, both online and in-person","Engagement and culture committees are in place","Many activities to support employee wellness though Commonhealth and other internal events are in place","Many activities to support employee wellness though Commonhealth and other internal events are in place","Recognition leave and bonuses are practiced within the Reward and Recogntion program.","Social events for employee engagement are in place","Many workspaces have been transformed into ideal settings for student and employee engagement","Employees Opportunities Plans submitted annually to DHRM",0,"Unconscious bias training is provided to employees by various means, including search committees and professional development",0,"Processes and strategies are in place to ensure items are accessible and employees are accomodated","This role is in place at a senior leadership level","Strategic recruitment, development & retention activities are ongoing.  Search advocacy strategy is in place","Employee constituency groups have been established for faculty and staff",0,"no","no","yes","yes","no","no","no","no","no","yes","yes","no","no","no","no","yes","no","no","no","yes","yes","yes","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","yes","yes","no","no","no","yes","yes","Yes",0,0,"It is a challenge to produce a standardized method of identifying critical positions across 25 VCCS entities.  There exist notable changes from the previous fiscal year in regard to the number of critical positions identified by the sub-agencies. This may reflect a greater understanding of the definition of critical positions.","Faculty represent the great majority of those eligible to retire. Total eligible service retirement data remains stable as compared to last fiscal year. No significant increases are expected.",0,0,0,61,39,5,"Yes","Females continue to separate at a higher rate than males, but females also represent a larger percentage of the employee population. Resignations within the first year have increased.","This year's data compared to last year appears significantly improved.  However we transitioned from Interview Exchange to PeopleAdmin for our applicant tracking system application. There exists a lack of information regarding the difference year over year. Next year's data comparison should be more reliable.",160,51,8,10,0,0,0,0,"Total females in leader roles have increased. Total minorities in leader roles have made little to no progress.",11.4,11,11.2,11.7,8,9.5,13.3,1,4.4000000000000004,0,172,63,109,121,27,8,16,0,0,0,0,88,30,58,61,15,5,6,0,0,0,0,"Somewhat Difficult",0,0,25,4,1,0,0,0,0,0,"83% of executives are white and 13% are black/African American. 63% are male and 37% are female.  A large proportion (47%) of executives are eligible to retire and will be eligible to retire within 5 years.","Vacancy Risk","Continuing",0.8,"Vacancy Risk","Continuing",0.5,"Talent Acquisition","Continuing",0.8,"Workforce Development","Continuing",0.25,"Technology & Organizational inefficiencies","Continuing",0.25,"Talent Acquisition","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,2,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,0,0,0]
["Virginia Department of Agriculture and Consumer Services",2020,"Agriculture and Forestry","Economy","Environment & Natural Resources","Licenses",550,456,94,724,541,183,544,0,0,0,0,0,0,0,0,38,363,35,0,9,83,3,193,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Started","Started","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued",0,"Practice ongoing across the agency","Routinely partners w/relevant agencies/colleges",0,"Division of Commodity Services/Grain Services","Dependent on position and available applicant pool",0,"Practice continued but is not always widely embraced","Practice ongoing","Greatly enhanced due to COVID-19","Defined processes documented","Structured process in place and managed by BA","Need improvement but ongoing","Practice continued","Continued but could be enhanced","Training developed but delayed due to COVID-19","Training developed but delayed due to COVID-19",0,"Numerous certifications include webbased courses","Training dependent on position requirements","Agency funds membership dues and conferences",0,"SPOT funds frozen but Merit Award program in place","Practice continued","The Virginia Department of Agriculture and Consumer Services (VDACS) promotes the economic growth and development of Virginia agriculture, provides consumer protection and encourages environmental stewardship.  This diverse mission creates unique staffing needs in a wide range of disciplines to include animal health and welfare, food and meat inspection, plant protection, pesticides, consumer protection, marketing, economic development,  and administrative functions to support the Agency.  \nThe Agency is organized into four operational divisions and administrative offices that have different core responsibilities and staffing needs.  The Agency experienced a significant loss of institutional knowledge in critical positions during FY20.  Several key positions were vacated due to either retirement or death. The potential loss of institutional knowledge was a known risk due to approximately 30% of the workforce being retirement eligible within the next five years. To date some of these vacated positions are still vacant with recruitment efforts in progress.  \nVDACS is experiencing challenges in filling critical level positions and training successors for their roles.  In many instances, the Agency has to hire an individual with leadership experience or technical experience and rarely finds an applicant who can fulfill both areas. The current focus is to proactively plan for upcoming vacancies and continue efforts to develop current staff to fulfill these voids by targeting recruitment efforts to attract individuals with needed skills sets.  \nVDACS expects employee retention to continue to be a major concern. The issue of job satisfaction involves many factors; however, VDACS’ ability to attract, recruit, and retain a qualified workforce is adversely impacted by salaries that are not always competitive. In most areas, VDACS salaries are not market competitive when compared to the private sector and in some cases, with other local and state agencies. The lack of stable funding for the performance management system has an adverse impact on employee morale as well as affecting our ability to retain newer employees. \nIn order for the Agency to successfully plan, budgets need to provide sufficient funding to prepare for projected increases in staff turnover.  Financial constraints prohibit effective planning and preparation for transferring Agency-institutional/organizational knowledge and subject matter expertise.  Without adequate funding, the Agency may not be in a position to address attrition as it occurs. ",48,48,27,21,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,444,443,29,303,21,0,5,41,0,45,0,0,0,0,0,0,0,0,0,0,11,11,2,7,0,0,0,1,0,1,0,0,0,0,0,0,0,0,0,0,87,14,8,59,3,0,2,11,0,4,0,0,50,4,2,37,2,0,1,5,0,3,0,0,34,34,0,0,0,0,0,0,0,0,2,19,2,0,0,3,0,8,0,0,24,24,24,0,0,0,0,0,0,0,0,1,12,2,0,0,3,0,6,0,0,4,4,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,4,0,17,17,27,5,2,0,0,0,0,0,41,44,41,0,225,231,81,363,33,2,51,41,9,83,1,0,0,0,0,0,0,0,0,0,0,0,0,0.3,0,0.3,0,7.6,0.3,0,0.1,0,0,13.5,13.6,0,0,0,0,0,0,0,0,0,18.7,13.9,9.6,0,16.399999999999999,16.3,0,6.4,0,0,50.2,50.2,0,0,0,0,0,0,0,0,0,41.4,45.8,37.6,0,26.9,50.2,0,35.4,0,0,"","","","","","","","","","","","","","",9,"",9,8,0,0,2,1,42,0.9,13.74,28.6,4,5,3,6,1,0,"","","","","","","","","","","","","","","High","Medium","Medium","High","High","Low","Low","Low","Low","Low","Medium","Medium","N/A","Low","N/A","High","Low","N/A","Medium","Low","High","Medium","High",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"FY20 was an extremely challenging year.  Unanticipated vacancies were experienced due to COVID-19 as it prompted unplanned retirements.  We also experienced the loss of one key critical employee due to death.  While the agency had made progress in various areas to hire deputy or assistant manager positions, it was still a challenge in some instances to fill the voids left by those who had so much institutional knowledge.  Historically the Agency has focused on ensuring outward services are provided and regulatory duties met but this has left some of the administrative areas of the agency under staffed which became evident during the turnover we experienced.  There is also a great need to develop technology to improve processes in the Agency.   Several action plans were not completed due to limitations of resources or social distancing requirements. These include developing a supervisor/leadership training program for non-supervisory roles and advanced level manager training for current supervisors.  Cross training was implemented in some areas but due to stretched resources this is a challenging task. The Agency continues to review positions prior to initiating recruitment to determine if the classification is still appropriate.  The Agency also continued to review the base location of positions to determine if additional flexibility can be offered on where the position is based in an effort to expand applicant pools.  This practice resulted in several position bases being revised.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","Action Item remains the same","Ongoing (No specific time frame)","Talent Acquisition","","Action item remains the same","Ongoing (No specific time frame)","Employee Engagement",0,"FY20 presented many challenges and included many changes to the way employees function.  Presently it appears this new \"normal\" will continue for the foreseeable future. The agency needs to find new ways of connecting with employees and staying engaged.  This may include periodic agencywide staff meetings, brown bag lunches or coffee chats in virtual settings.","1-2 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Department of Agriculture and Consumer Services (VDACS) promotes the economic growth and development of Virginia agriculture, provides consumer protection and encourages environmental stewardship.  This diverse mission creates unique staffing needs in a wide range of disciplines to include animal health and welfare, food and meat inspection, plant protection, pesticides, consumer protection, marketing, economic development,  and administrative functions to support the Agency.  \nThe Agency is organized into four operational divisions and administrative offices that have different core responsibilities and staffing needs.  The Agency experienced a significant loss of institutional knowledge in critical positions during FY20.  Several key positions were vacated due to either retirement or death. The potential loss of institutional knowledge was a known risk due to approximately 30% of the workforce being retirement eligible within the next five years. To date some of these vacated positions are still vacant with recruitment efforts in progress.  \nVDACS is experiencing challenges in filling critical level positions and training successors for their roles.  In many instances, the Agency has to hire an individual with leadership experience or technical experience and rarely finds an applicant who can fulfill both areas. The current focus is to proactively plan for upcoming vacancies and continue efforts to develop current staff to fulfill these voids by targeting recruitment efforts to attract individuals with needed skills sets.  \nVDACS expects employee retention to continue to be a major concern. The issue of job satisfaction involves many factors; however, VDACS’ ability to attract, recruit, and retain a qualified workforce is adversely impacted by salaries that are not always competitive. In most areas, VDACS salaries are not market competitive when compared to the private sector and in some cases, with other local and state agencies. The lack of stable funding for the performance management system has an adverse impact on employee morale as well as affecting our ability to retain newer employees. \nIn order for the Agency to successfully plan, budgets need to provide sufficient funding to prepare for projected increases in staff turnover.  Financial constraints prohibit effective planning and preparation for transferring Agency-institutional/organizational knowledge and subject matter expertise.  Without adequate funding, the Agency may not be in a position to address attrition as it occurs. ",456,9,8,7,7,14,14,0,0,1,0,0,"VDACS lost a number of key employees during this FY and while some succession plans were in place, the loss of institutional knowledge has been significant and challenging.","The agency continued to have high turnover in some programs such as Grain and Meat and Poultry. Both program areas require specialized credentials with significant training periods.","Based on internal equity within state government salaries are competitive but we are losing employees to the Federal government and private industry due to salary.","This category changed to High due to the turnover experienced during the past FY, which really highlighted some of these unique areas that have been challenging to sustain.","Based on retirement eligibility in many areas this is very probable. ","The FY20 average days to fill was 42.  ","The majority of recruitments are resulting in a qualified applicant being seleced and hired.  This may have improved due to the downturn in economy. ","For most positions, salaries are somewhat competitive.  Salary compression within the agency presents some challenges in being competitive.","VDACS has a defined strategy and process for all recruitments. ","Most positions are posted for a 2 week period.  Only specialized positions, such as Veteranarians, are open for longer periods.","Recruitments can be a challenge for lower level positions that require specialized certifications.  VDACS often has to hire and train employees instead of hiring a fully qualified employee.","Approximately 20% of filled positions during FY20, were filled by current employees and represented promotions or career enhancements.   ",0,"This is difficult to evaluate for FY20 due to COVID-19 and the impacts on workloads. ",0,"No incentive for top performers.  Policies allow pay adjustments but the lack of funding and consistent pay increases create morale and internal equity issues. ","Work environment is adequate. Enhanced telework this FY resulted in the need for many modifications.",0,"Overall the agency has a qualified leadership team but experienced turnover this FY in several critical areas. The loss of institional knowledge had an impact.","The availability of opportunities varies by work unit but the Agency encourages training and development opportunities as budget and workloads allow.","Improvement needed in this area and was evident when COVID-19 and enhanced telework began.  Current technology is lacking.","Improvement needed in this area. Duplicate efforts are often required as a result of this deficiency.","Manual and labor intensive processes are used that should be automated.  This became evident during this FY due to the broad telework.",450,80,11,8,0,0,0,1,724,268,174,14,"Continued","Not Used","Continued","Not Used","Started","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Not Used","Staffing changes within senior leadership this FY","Diverse positions which results in various strategies","Various methods to include associations, listserv, etc.","Process ongoing but COVID-19 took precedence","Questions include behavioral and technical","Continued in budget/finance","Practice continued w/social distance practiced",0,0,0,0,0,"Defined onboarding process",0,"Actively publicizes options","Actively publicizes options",0,0,0,"Plan submitted prior to deadline",0,"Part of supervisory/management training","JAN, EARN and VABLN",0,0,0,"JAN, EARN and VABLN",0,"no","no","no","yes","no","no","no","no","yes","yes","no","yes","yes","no","no","no","no","no","no","yes","yes","no","yes","yes","no","no","no","no","no","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","yes","No",0,0,"FY20 presented many staffing challenges as numerous critical positions were vacated. The pandemic resulted in some employees making life choices to retire earlier than planned.  Within Finance, the long term Director and Accounts Receivable Manager unexpectedly retired and another key position within that office resigned without notice.  Within Information Systems, the long term Director retired as did the IT Development Team Manager.  Numerous other program level management positions were vacated, one due to death. ","This FY presented many challenges as a result of the pandemic.  The unknown nature and duration of this event resulted in some employees retiring during the FY or providing notification of retirement in early FY21.  Due to the long tenure of many of these individuals, and the difficulty in attracting talent during the pandemic, the agency has encountered some difficulty in hiring replacements for these positions.  It is very challenging to lose institutional  knowledge. ",0,0,0,14,3,0,"Yes","As a result of the historically low unemployment rate at the beginning of the FY, employees left for better opportunities.  Even when the pandemic changed that, employees still found better opportunities that offered higher salaries.  Employees are interested in employment opportunities that offer consistent salary increases and that does not occur in state government. ","Agency management is committed to the Think 50 goal.  There is a defined process to keep hiring managers on track through the entire recruitment process.  ",360,69,8,7,0,0,0,0,0,13.97,13.09,14.53,10.19,3.56,3.39,0,0,0,0,6,3,3,5,1,0,0,0,0,0,0,14,8,6,11,1,1,1,0,0,0,0,"Very Difficult",0,0,6,2,1,0,0,0,0,0,"The Communications Director retired at the beginning of FY21.  This is a critical position in the agency and it was fortunate that an Assistant Director of Communications position had been established as part of succession planning.  This individual was able to assume the duties of this position during the transition.  He also applied for the promotional opportunity and was selected.  The transition due to this retirement was seamless due to planning for this anticipated vacancy.","Vacancy Risk","Continuing","Unknown","Talent Acquisition","Continuing","Unknown","Employee Engagement","Continuing","Unknown","Workforce Development","Continuing","Unknown",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Virginia Department of Conservation and Recreation",2020,"Natural Resources","Environment & Natural Resources","Recreation & Culture",0,1219,428,790,1996,465,1568,465,0,0,0,0,0,0,0,0,24,165,70,70,75,310,115,264,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Started","Started","Continued",0,"The agency has started efforts to migrate to competency-based EWPs. As a critical component to that work, competency assessments will be implemented with incumbents after position models are more solidified.","Under the auspices of the agency's Diversity, Equity, and Inclusion (DEI) Committee, and its associated sub-committee on Attraction & Recruitment, efforts to document and/or establish parternships and pipelines is underway. Primary approach for this line item is currently the Handshake application for colleges and universities, but this will be expanded within the coming year.  ","Under the auspices of the agency's DEI Committee, and its associated sub-committee on Attraction & Recruitment, efforts to document and/or establish parternships and pipelines is underway. This will include identifying the different entry points to the organization where roles might net the most candidates for vacant positions. ","No change","Important note on this item...because of prior concerns within the agency relative to pre-selection, we have opted to remove the option for internal recruitments at this time. ","No change","No change","No change","No change","No change","This is a process that has been established mechanically for the past few years, but we are in the process of updating to be more reflective pf best practices. ","No change","No change","No change","There is not an ability to do this currently, but within the year it is expected that the agency will be creating an OD position to be able to handle these specific development opportunities.","There is not an ability to do this currently, but within the year it is expected that the agency will be creating an OD position to be able to handle these specific development opportunities.\t\t\t\t\n\t\t\t\t\n\t\t\t\t","As a standard element of the EWP and performance management process, the agency continues to utilize IDPs annually. ","The agency has continued to utilize available tools and technology to deliver needed training content to staff. In several areas of the agency, 2020 has seen an uptick in the use of these technologies.","No change","Though funding is limited, the agency is supportive of these professional development opportunities and fosters their use.","Under the auspices of the agency DEI Committee, and its subsequent subcommittee on Retention & Inclusion, the agency will be undertaking greater efforts for enagement (including surveys, newsletters, monthly emails, etc.). Small affinity groups have also been started organizally within the agency and will continue to be fostered. ","Agency has launched recognition program; however, 2020's statewide austerity measures curbed options and enthusiasm.","2019 description is still apt for 2020's efforts that are underway.","It is no secret that COVID-19 has dominated the landscape of everyone's attention and activities for the majority of this year. While we have managed to continue some strategic work, the unfortunate reality is that during 2020 we have been forced into emergency mode from both a safety as well as budgetary perspective. In-person gatherings were halted, certain facilities were closed, wage staff were furloughed, and revenue generation was cast into uncertain territory. Planned trainings were moved abrutly to online formatting, staff were required to maintain distancing, and then there's the immeasureable costs of stress and uncertainty which continue to take a massive toll on all DCR staff. Those with aging or ailing relatives continue to struggle with an often untold emotional weight. Staff with school-age children continue to suffer from rapidly changing guidance and ever-present concern for how to balance what is best on multiple fronts; including the terrible decision of which parent's career comes first. And everyone rightfully remains acutely concerned with remaining healthy and safe. In short, 2020 has been an exercise in triaging and what we have all been through over the course of this emergency will be with us long after this pandemic ends. \n\nAnd so it is within the context of this continuing emergency that we endeavor to look forward and see the work we need to get to, when we're able so that the current and future workforce of the agency is equipped to handle what tomorrow has in store. To that end, we re-state our committments that we cast in the prior year's workforce planning process--to attract, recruit, hire, and retain an effective workforce to carry out our agency’s mission —building a work environment that is performance-driven, diverse, engaging, and reflective of the needs of DCR’s employees. We will continue to seek to ensure that HR policies and procedures are developed, documented, communicated, and implemented in an efficient, consistent, and compliant manner. We will continue to seek to improve HR-related business processes and communication, the quality of organizational design and structure activities, and the mechanisms of position management. And we will contineu to seek to develop a comprehensive and coherent workforce training and development program that supports current and emerging goals which reflect the diversity of learning needs throughout DCR. \n\nIt is our belief that these items, which we identified through the prior planning process, remain relevant and should remain as the central focus for our strategic workforce efforts moving forward into 2021. Adding to these existing priorities, it is also expected that January 2021 will also see two additional guiding documents to help with these efforts: DCR's first DEI Strategic Plan and HR's updated 2021-2024 Strategic Plan.   ",198,422,17,141,30,1,9,0,0,0,0,0,0,0,0,0,0,0,0,0,420,420,17,156,64,50,16,56,61,0,0,0,0,0,0,0,0,0,0,0,16,16,2,8,0,0,0,5,1,0,0,0,0,0,0,0,0,0,0,0,54,33,3,32,6,0,1,7,5,0,0,0,49,23,3,17,4,2,2,9,12,0,0,0,15,15,0,0,0,0,0,0,0,0,0,4,4,2,0,2,2,1,0,0,8,8,151,0,0,0,0,0,0,0,0,0,3,2,1,0,1,1,0,0,0,1,1,36,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,9,6,14,0,1,0,0,0,0,0,72,118,92,0,627,591,108,1116,31,4,115,49,7,157,11,1,0,0,0,0,1,2,3,4,5,6,7,"0.4","0.1","0.7","0.1","0.6","0.2","0.2","0.9","0.0","0.0",12.3,12.3,0,0,1,2,3,4,5,6,7,"20.2","15.7","11.5","6.0","10.8","11.8","9.2","0.9","0.0","0.0",48,48,1,0,1,2,3,4,5,6,7,"36.8","48.0","40.8","26.2","39.1","44.8","43.7","0.9","0.0","0.0","","","","","","","","","","","","","","",6,"",6,6,1,0,4,2,0,2,18,32,5,1,1,5,0,0,"","","","","","","","","","","","","","","High","Low","High","Medium","High","Medium","Medium","High","Medium","N/A","High","Medium","High","Low","Low","High","High","High","High","High","High","High","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Overall, while many of the efforts listed out in the previous plan are still in progress, a large amount have been folded into the agency's reinvigorated efforts around diversity, equity, and inclusion. Along with the completion of the 3-year HR Strategic Plan, it is expected that a complementary strategic DEI plan will allow for greater gains across many of the areas listed.    ","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","This is an ongoing initiative that will not be completed within the forseeable future. Greater efforts are needed though in order to institutionalize the KT framework and methodology. ","Ongoing (No specific time frame)","Talent Acquisition","","These efforts have been rolled into the overall strategic and tactical work of the agency DEI Committee and its subsequent subcommittees. ","6-12 Months","Employee Engagement","","DEI Subcommittee on Retention and Inclusion has modified survey instrument to be more impactful and insightful and this survey will be launched in early 2021.","Within 6 Months","Technology & Organizational inefficiencies","","Development work with internal IT group was stalled due to necessary emeergency changes needed relative to COVID-19. ","Within 6 Months","Workforce Development","","Again, COVID-19 sidelined many of these strateigc initiatives that were under way during this year. ","1-2 Years","","","","","","","","","","","","","","","","","","","","","It is no secret that COVID-19 has dominated the landscape of everyone's attention and activities for the majority of this year. While we have managed to continue some strategic work, the unfortunate reality is that during 2020 we have been forced into emergency mode from both a safety as well as budgetary perspective. In-person gatherings were halted, certain facilities were closed, wage staff were furloughed, and revenue generation was cast into uncertain territory. Planned trainings were moved abrutly to online formatting, staff were required to maintain distancing, and then there's the immeasureable costs of stress and uncertainty which continue to take a massive toll on all DCR staff. Those with aging or ailing relatives continue to struggle with an often untold emotional weight. Staff with school-age children continue to suffer from rapidly changing guidance and ever-present concern for how to balance what is best on multiple fronts; including the terrible decision of which parent's career comes first. And everyone rightfully remains acutely concerned with remaining healthy and safe. In short, 2020 has been an exercise in triaging and what we have all been through over the course of this emergency will be with us long after this pandemic ends. \n\nAnd so it is within the context of this continuing emergency that we endeavor to look forward and see the work we need to get to, when we're able so that the current and future workforce of the agency is equipped to handle what tomorrow has in store. To that end, we re-state our committments that we cast in the prior year's workforce planning process--to attract, recruit, hire, and retain an effective workforce to carry out our agency’s mission —building a work environment that is performance-driven, diverse, engaging, and reflective of the needs of DCR’s employees. We will continue to seek to ensure that HR policies and procedures are developed, documented, communicated, and implemented in an efficient, consistent, and compliant manner. We will continue to seek to improve HR-related business processes and communication, the quality of organizational design and structure activities, and the mechanisms of position management. And we will contineu to seek to develop a comprehensive and coherent workforce training and development program that supports current and emerging goals which reflect the diversity of learning needs throughout DCR. \n\nIt is our belief that these items, which we identified through the prior planning process, remain relevant and should remain as the central focus for our strategic workforce efforts moving forward into 2021. Adding to these existing priorities, it is also expected that January 2021 will also see two additional guiding documents to help with these efforts: DCR's first DEI Strategic Plan and HR's updated 2021-2024 Strategic Plan.   ",800,5,5,13,11,7,13,0,0,0,0,2,"There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. ","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. ","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. ","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t\n\t\t\t\t\t\nThere have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t",0,"There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t","There have been no substantive changes to the agency's risk factors since completeing this exercise in FY19. \t\t\t\t\t",0,1118,85,9,4,0,1,0,4,1093,327,778,61,"Started","Started","Started","Started","Continued","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Started","Not Used","Not Used","Continued","Started","Continued","Not Used","Continued","Continued","Continued","Started","Not Used","No change","No change","Under the auspices of the agency's Diversity, Equity, and Inclusion Committee, a strategic audit is underway to evaluate the different methods and approaches of recruitment (including channel assessment). These results are then used case-by-case to adapt individual recruitments to improve applicant pools.  ","No change","No change","No change","No change","For the past two performance management cycles, the agency has attempted to correct multiple deficiencies in employees' and managers' engagement with the PM process. This continues to be the focus and the foundation which needs to be built before we can shift attention to high-potential employees.\t\t\t\t\n\t\t\t\t\n\t\t\t\t","The agency has started efforts to migrate to competency-based EWPs. As a critical component to that work, competency models are being established that will showcase the varying types and levels of competencies needed across different roles. That information will then be used to highlight potential pathing for employees. ","This work is underway within the Division of State Parks and it is anticipated it will be expanded over the coming year to greater parts of the agency.","There is not an ability to do this currently, but within the year it is expected that the agency will be creating an OD position to be able to handle these specific development opportunities.","Although this is done in a fragmented way through internal mechanisms, these efforts are taking place. ","One major HR initiative for the agency over the coming year is to retool the orientation and on-boarding process to be more effective and to generate more data about effective practices.","Under the auspices of the agency DEI Committee, and its subsequent subcommittee on Retention & Inclusion, the agency will be undertaking greater efforts for enagement (including surveys, newsletters, monthly emails, etc.). Small affinity groups have also been started organizally within the agency and will continue to be fostered. ","This is an ongoing initiative that is addressed on multiple fronts across multiple work units and is not centralized outsie of CommonHealth initiatives.","This is an ongoing initiative that is addressed on multiple fronts across multiple work units and is not centralized outsie of CommonHealth initiatives.","Agency has launched recognition program; however, 2020's statewide austerity measures curbed options and enthusiasm.","Of note...this had been the agency's approach in prior years but field staff have indicated that they are not interested in this as an engagement initiative. This is likely due to our demographic makeup.","Although this may be identified as a best practice, COVID-19 has not allowed us to consider any workspace accomodation relative to engagement as the entirety of focus has been given to safety.","We have submitted an EOP each year since 2017 ","Under the auspices of our agency's DEI Committee, and subsequent subcommittee on Education & Training, we are pushing out learning opportunities each month that focuses on a different apsect of DEI. Although we have not covered this topic in depth to date, we will be dedicating time and effort in 2021 to heightening employee awareness.","We continue to train staff on bias and a specfic areas of DEI awareness through internal training as well as external work with the Virginia Center for Inclusive Communities (VCIC). In January of 2021, another agency-wide training will be launched to address microaggressions and upstander culture.  ","We have not leveraged these resources yet, but it is something we intend to look into more deeply over the coming year.","This is ongoing and is most readily seen through compliance-based efforts towards accomodations. ","The agency's 40+ DEI Committee is co-chaired by the agency's Deputy Director for Administration and the Deputy Director for Community and Government Relations. ","This is done through the work of the overall agency DEI Committee which is divided into 5 subcommittees (1-Attraction & Recruitment; 2- Education & Training; 3-Retention & inclusion; 4-Equity Program Reviews; 5-Partnerships & Pipeline Development). ","This is done through the work of the overall agency DEI Committee which is divided into 5 subcommittees (1-Attraction & Recruitment; 2- Education & Training; 3-Retention & inclusion; 4-Equity Program Reviews; 5-Partnerships & Pipeline Development). ",0,"no","no","no","yes","no","no","yes","no","yes","yes","yes","no","yes","no","no","yes","yes","no","no","yes","yes","yes","yes","yes","yes","no","yes","yes","yes","no","yes","yes","yes","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",0,0,"No substantive changes in critical position assessment from prior year. Changes in position counts are more reflective of turnover and/or vacancies rather than position criticality shifting.","It is notable that the largest impact with respect to retirement eligibility will remain with our professional staff. These positions are generally not entry-level and may require longer lead times for recruitment. ",0,0,0,16,11,1,"No","Although turnover remains relatively low for the agency as a whole, compensation concerns do remain high on the list of reasons for separations of Professionals and Protective Service Workers. ","The time-to-fill metric is nuanced and cannot be taken as single data point. While the agency does make efforts to run its recruitments as efficiently as possible, there are often unforeseen issues which arise that impact timelines. Sometimes those issues can be as simple as RMS not being updated as quickly as it needs to be. Other times, it can be a result of the need to extend postings or re-recruit due to applicant pool problems. The recruitment process as a whole remains a primary point of discussion and improvement within the HR team's strategic plan and a key focus area for FY21.  ",1116,86,10,4,0,1,0,4,"Note: Workforce Diversity Data now includes information from wage emplopyees which was not previously reported. Data is of 6-15-20. ","12.25","12.31","12.15","14.87","3.75","11.86","0","0","0","0",4,2,2,3,0,1,0,0,0,0,0,16,7,9,15,1,0,0,0,0,0,0,"Somewhat Difficult",0,0,5,1,0,0,0,0,0,0,"Main development opportunities this year focused on continued improvements to the performance management process as well as training surrounding the nuances of the agency response to COVID-19. One executive also participated in executive coaching as a continuance from a prior year's engagement.   ","Vacancy Risk","Continuing",0.25,"Talent Acquisition","Modified",0.25,"Employee Engagement","Modified",0.5,"Technology & Organizational inefficiencies","Continuing",0.75,"Workforce Development","Completed",100,"Workforce Development","Continuing",25,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,1,0,0,0,1,0,1,1,0,0,0,1,0,0,0,0,0,0]
["Virginia Department of Fire Programs",2020,"Public Safety and Homeland Security","Public Safety",0,0,72,72,0,79,79,0,79,0,0,0,0,0,0,0,0,10,44,11,0,2,12,0,0,0,0,"Not Used","Not Used","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Not Used","Continued","Not Used",0,0,"N/A",0,"N/A","N/A","N/A","N/A",0,"N/A",0,"N/A",0,"N/A","N/A","N/A","N/A","N/A","N/A","N/A","N/A",0,"N/A",0,"The VDFP Agency Best Practices tab highlights many of the agency's successes throughout the last year. The agency's internship program has included interns with Training and Operations, Human Resources and Marketing and Communications. The internship program allows DFP to expand our workforce while providing on-the-job training for prospective new staff members. DFP posts vacancies for FTEs, P-14s and intern positions with VCU, VUU, VSU and Randolph Macon College.\n\nVDFP HR staff maintains a position vacancy tracking spreadsheet to monitor time to hire and time to fill vacancies for all FTE and P-14 positions. The position vacancy tracking spreadsheet is provided to senior staff on a weekly basis to allow HR staff and senior agency staff the ability to constantly monitor position vacancies, agency need to fill vacancies and timeliness of all aspects of the recruitment and hiring process as part of the Client Shared Services program with DHRM.\n\nVDFP will continue to cross train employees to ensure institutional knowledge and specialized experience or knowledge is retained.  VDFP will continue to evaluate any areas identified as high risk in the araes of Vacancy Risk, Talent Acquisition Risk and Employee Engagement to address these concerns and reduce our risk level.\n\n",6,6,5,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,10,10,9,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,2,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,3,0,0,3,0,0,0,0,0,0,0,0,15,0,0,3,0,0,0,0,0,0,0,0,8,8,0,0,0,0,0,0,0,0,0,6,1,0,0,1,0,0,0,0,1,1,1,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,2,2,2,0,0,0,0,0,0,0,0,0,1,1,1,0,0,0,0,0,0,5,3,7,1,0,0,0,0,0,0,83,95,64,0,45,27,21,51,8,2,13,6,8,11,2,1,0.1,0.1,0,0,0,0,0,0,0,0,0,1,0.1,0.3,0,3,0.4,0,0,0,0,9.3000000000000007,9.5,0,0,0,0,0,0,0,0,0,8.3000000000000007,10.4,10,0,6.4,9.6,0,0,0,0,28.8,28.8,0,0,0,0,0,0,0,0,0,16.5,28.8,23.3,0,9.8000000000000007,21.6,0,0,0,0,"","","","","","","","","","","","","","",2,"",2,2,1,0,0,1,85,1,8,15,2,1,0,2,1,0,"","","","","","","","","","","","","","","Medium","High","High","Medium","High","High","Medium","High","Medium","Medium","Medium","High","Low","low","low","high","low","low","medium","medium","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The agency is continuing to evaluate each position to ensure the duties and responsibilities performed are accurately captured in the EWP. The annual Performance Evaluation cycle includes an annual review of each staff member's EWP to ensure it aligns with current duties and responsibilities. Additionally, every recruitment process involves the hiring manager reviewing the EWP to update the content and ensure accuracy. VDFP was granted an additional Fiscal Director position to aid in fiscal oversight and management. ","","","","","","","","","","","","","","","","","","","","","Other:","Redundancy ","The annual Performance Evaluation cycle includes an annual review of each staff member's EWP to ensure it aligns with current duties and responsibilities. Additionally, every recruitment process involves the hiring manager reviewing the EWP to update the content and ensure accuracy.","Ongoing (No specific time frame)","Vacancy Risk","","VDFP was granted an additional Fiscal Director position to aid in fiscal oversight and management. ","Completed","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The VDFP Agency Best Practices tab highlights many of the agency's successes throughout the last year. The agency's internship program has included interns with Training and Operations, Human Resources and Marketing and Communications. The internship program allows DFP to expand our workforce while providing on-the-job training for prospective new staff members. DFP posts vacancies for FTEs, P-14s and intern positions with VCU, VUU, VSU and Randolph Macon College.\n\nVDFP HR staff maintains a position vacancy tracking spreadsheet to monitor time to hire and time to fill vacancies for all FTE and P-14 positions. The position vacancy tracking spreadsheet is provided to senior staff on a weekly basis to allow HR staff and senior agency staff the ability to constantly monitor position vacancies, agency need to fill vacancies and timeliness of all aspects of the recruitment and hiring process as part of the Client Shared Services program with DHRM.\n\nVDFP will continue to cross train employees to ensure institutional knowledge and specialized experience or knowledge is retained.  VDFP will continue to evaluate any areas identified as high risk in the araes of Vacancy Risk, Talent Acquisition Risk and Employee Engagement to address these concerns and reduce our risk level.\n\n","N/A",0,2,1,2,4,6,0,0,1,0,0,"There has been a high turnover rate in fiscal staff over the last 12 months. All fiscal positions are currently filled and operations are improving.","There has been a high turnover rate in fiscal staff over the last 12 months. All fiscal positions are currently filled and operations are improving.","There has been a high turnover rate in fiscal staff over the last 12 months. All fiscal positions are currently filled and operations are improving.","There has been a high turnover rate in fiscal staff over the last 12 months. All fiscal positions are currently filled and operations are improving.","There has been a high turnover rate in fiscal staff over the last 12 months. All fiscal positions are currently filled and operations are improving.","We have had 3 Client Services Managers at DHRM over the last 26 months. We are working closely with DHRM Client Shared Services to reduce the number of days it takes to fill a position.","Infrequent","Salaries vary across agency functions. There is some variance due to salary compressions issues comparing veteran staff to new staff.","N/A","N/A","N/A","We are a small agency with a MEL of 79. There are several internal promotional opportunities within the SFMO.","N/A","N/A","N/A","We do not have a recognition program.","N/A","N/A","N/A","N/A","IT staff is working with Procurement staff to ensure compatibility and compliance.","IT staff is working with Procurement staff to ensure compatibility and compliance.","IT staff is working with Procurement staff to ensure compatibility and compliance.",51,21,0,0,0,0,0,0,27,17,7,1,"Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Started","Not Used","Not Used","Continued","Not Used","Continued","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Not Used","Not Used",0,0,"N/A","N/A","N/A","N/A","N/A",0,0,0,0,0,"N/A","N/A",0,0,0,"N/A",0,"We submit the Employment Opportunities Plan to DHRM annually.",0,0,"We partner with DHRM.",0,0,0,0,0,"no","no","no","no","yes","yes","yes","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"Added the Assistant Chief of Administration and Risk Management position to the Officials and Administrators.","N/A",0,0,0,2,0,0,"No","N/A","N/A",10,8,1,0,0,0,0,0,"n/a",8.4,8.1999999999999993,10.1,8.1999999999999993,0,0,0,0,0,0,4,3,1,4,0,0,0,0,0,0,0,11,5,6,5,6,0,0,0,0,0,0,"Difficult",0,0,3,0,0,0,0,0,0,0,"From July 1, 2019 through June 30, 2020, VDFP Executive staff consisted of one white male and one white female. As of January 10, 2020, VDFP Executive staff consists of 2 white males and 1 white female.  The female Deputy Director became a classified employee Deputy Director as of January 10, 2020. The current Deputy Director participates in an ORP retirement program, with no designated retirement date.","Other:","Continuing",0.8,"Vacancy Risk","Completed",1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0]
["Virginia Department of Health",2020,"Health and Human Resources","Family & Health","Public Safety",0,3477,3176,301,4221,3652,569,3702.5,0,0,0,0,0,0,0,0,33,188,30,1,28,25,2,4,0,0,"Not Used","Not Used","Not Used","Continued","Continued","Started","Continued","Started","Started","Started","Started","Started","Started","Continued","Not Used","Started","Not Used","Continued","Started","Continued","Not Used","Continued","Continued","Not Used",0,0,"A uniform, internship program has been in development since late 2019. Program pilots were put on hold due to COVID-19; however, many universities are pursuing regular internship rotations with the agency.",0,"Several offices are reviewing the utility of apprenticeship programs to fill their entry/mid level positions","This feature is not widely used throughout the agency.","The agency recently began standardizing EWPs across career groups and occupational families. The updated EWPs are kept on the agency's intranet. ","This needs to be routinized and better tracked throughout the agency, but it is a standard practice. ","annual plan developed for review in Nov or as needed","currently uses to max allow",0,0,0,"Infrequent use; primarily budget related","Used in limited situations.  Could be used more.","Developed a Curriculum; not currently able to implement due to COVID","Currently On HOLD due to COVID","The agency recently acquired a new performance management system (Cornerstone), which automates and regulates evaluation and employee development processes.","TRAIN and Youtube","as requested and approved by committee",0,"Yes, with third party provider","Same as FY2019",0,"The Virginia Department of Health was established in 1908 with a mission to protect the health and promote the well-being of all people in Virginia.  The agency consists of 35 health districts and over 25 offices comprising of over 3200 employees.  The VDH Strategic Plan continues to identify as a number one strategic goal:  Maintaining a competent and valued workforce.  To achieve this goal several continued initiatives are underway inlcuding:  annual internal alignment reviews, employee and management engagement surveys, implementation of an improved and system based performance management platform, focused talent acquistion function, and training needs assessment for employee development.",1080,1044,32,957,89,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,3466,3165,59,2010,268,7,513,581,2,26,0,0,0,0,0,0,0,0,0,0,108,108,3,59,7,0,15,24,0,0,0,0,0,0,0,0,0,0,0,0,398,138,10,212,20,1,60,93,2,0,0,0,459,86,15,262,36,0,67,79,0,0,0,0,428,314,0,0,0,0,0,0,0,0,5,235,34,5,78,67,4,0,0,0,189,142,1673,0,0,0,0,0,0,0,0,1,87,19,4,46,30,0,2,0,0,54,36,465,0,0,0,0,0,0,0,0,0,20,4,4,2,17,11,0,0,0,337,91,273,112,26,8,0,3,6,0,182,201,206,0,709,2768,1246,2232,222,55,223,526,237,517,64,15,0.02,0.02,0.02,0,0,0,0,0,0,0,0,0.06,0.02,0.06,0.14000000000000001,0.02,0.1,38.61,0.69,0,0,8.99,8.65,2.14,0,0,0,0,0,0,0,0,9.4,9.4499999999999993,9.31,5.4,9.4,9.51,40.74,9.1300000000000008,0,0,50.37,50.37,39.36,0,0,0,0,0,0,0,0,"43,82",50.37,42.03,16.78,45.03,48.74,42.69,32.22,0,0,"","","","","","","","","","","","","","",10,"",10,3,1,0,6,3,57,1.1599999999999999,21.728000000000002,48,5,5,2,8,0,0,"","","","","","","","","","","","","","","Medium","High","High","Low","Medium","High","Medium","High","High","Medium","High","medium","medium","medium","medium","high","medium","high","medium","high","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"While traction began in key areas from the prior year of a Workforce Training & Development function and related deliverable programs, along with an effort to standardize many processes across the agency, and improvements in the time to fill metrics and overall recruitment function; the pandemic impact to VDH quickly halted the path forward.  The current goal is to review former progress and decide critical business needs to shift paths to the existing state with goals to return to pre-Covid state.","","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","Pandemic Impact","1-2 Years","Vacancy Risk","","As the workforce is able to return to normal with training and meetings, the plan will move forward with the completed training.  The metrics continue to be tracked.","1-2 Years","Employee Engagement","","Data Collection occurred and in review for next steps","6-12 Months","Talent Acquisition","","Refocus on plans as pandemic activities are settling","1-2 Years","Vacancy Risk","","Will continue as time allows","2-5 Years","Technology & Organizational inefficiencies","","On track evaluating and conducting data scrub","1-2 Years","","","","","","","","","","","","","","","","","The Virginia Department of Health was established in 1908 with a mission to protect the health and promote the well-being of all people in Virginia.  The agency consists of 35 health districts and over 25 offices comprising of over 3200 employees.  The VDH Strategic Plan continues to identify as a number one strategic goal:  Maintaining a competent and valued workforce.  To achieve this goal several continued initiatives are underway inlcuding:  annual internal alignment reviews, employee and management engagement surveys, implementation of an improved and system based performance management platform, focused talent acquistion function, and training needs assessment for employee development.",2000,0,71,86,107,86,109,2,2,1,0,0,"A significant amount of mid-manager/leadership roles, specifically those in health districts (nurses, directors, etc) are eligible for retirement. ","Certain career groups have noticeable high turnover in functions that are essential to agency operations. ","VDH is not competitive with other healthcare opportunities in market pay. State benefits are no longer as attractive to applicants. ","Few positions as only provider of services - could be covered by others or contract ","Many leadership positions are, or will be eligilbe for retirement soon, with no plan for succession or knowledge retenion. Dual incumbency has been used sparingly throughout the agency.","HR staff is focused on recruitment in addition to many other areas. There is no intentional focus on timely recruitment processes unless led by the hiring managers. ","Many positions are reposted, job descriptions are often re-written due to unclear/outdated position descriptions. ","Funding ","Agency is working on development and improvements with a formalized internship and partnerships","Trending towards having closed dates for all recruitments; however, the screening and interviewing timeframes are still slow.","Competitive market in healthcare, niche market in public health, and salaries/compensation packages that are significantly below market. ","Agency focus too stringent on hiring practices of the past to allow promotional opportunities.","Data gathered, requires leadership supported initiatives to address identified areas","situational areas need \"business\" mentality vs. this is the way we always do","leadership embraced messaged needed","VDH needs comprehensive and consistent.","currently in assessment; lack technology ","Historically, have not been used. The agency has new performance management system should change this trend drastically. ","The agency's flagship \"Leadership Essentials\" course focuses mainly on soft and interpersonal skills. Enhancements are being made to include emerging leaders, and other training programs are in development to enhance instutional knowledge. ","Employees have little knowledge of operations outside of their work unit/office. ","PMIS, F & A, Training Platforms, Equipment needed within agency","Need full blown HRIS","Structure and policy to support electronic data and forms management",2233,940,174,110,8,2,10,0,311,675,1012,93,"Not Used","Not Used","Started","Not Used","Started","Started","Started","Not Used","Started","Continued","Continued","Not Used","Not Used","Continued","Started","Started","Continued","Not Used","Started","Started","Not Used","Not Used","Started","Started","Not Used","Started","Not Used","Not Used",0,"The agency started developing an Employment Opportunities Plan in 2020 ","Recently and limited; LinkedIN and some journals","Time to fill is calculated and input using a self-reporting tool in Sharepoint. ","Introduced Behavorial Interviewing 2018 and 2019","Currently working with medical schools and MPH programs to increase student involvement in COVID-19 response. This will continue and evolve into public health elective opportunities being built into medical school curriculum. ","Onboarding is now conducted in two parts on or around the 10th and 25th of each month: (1) An overview of the agnecy, attended by all new employees (wage and classified) (2) A benefits overview, attended by classified employees ",0,"Some offices and districts have developed, well-defined career paths/ladders. The focus now is pushing these agency-wide. ",0,0,"currently limited as training is on hold for the most part","new programs released 2020","Agency is partnering with several outside sources for survey on engagment","Benefits Manager CommonHealth Communications and COVID WELLNESS","Benefits Manager CommonHealth Communications and COVID WELLNESS","Same as FY2019",0,"The Madison building has recently undergone several renovations. A survey is currently being conducted to determine future renovations to the space. ","approved 9/16",0,0,"VDH works closeley with DVS, specifically the Military Medics and Corpsmen program. We also have one formal veteran fellowship opportunity in place with our state Anatomical Program in the Medical Examiner's office. ","The Office of Communications ensures accessibility of VDH materials internally and externally. ",0,"awareness exists, VDH needs work here with formal program",0,0,"yes","yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","yes","yes","no","no","no","yes","yes","no","Yes",36,301,"Staffing and funding to effectively and strategically focus on workforce planning continues to be at the forefront of VDH leadership.  The COVID pandemic has impacted the Agency's abilitity to focus on planning efforts.  The goal is to bring workforce planning to the forefront as pandemic norms and activities settle.","Need to evaluate ",114,47,18,187,61,3,"Yes","no comment","COVID Hiring Freeze impact ",2226,939,174,110,8,2,10,0,"None",9.4600000000000009,9.44,9.4499999999999993,9.3800000000000008,8.94,8.41,6.5,0.72,1.87,0,100,18,82,65,29,5,1,0,0,0,0,105,2,1,74,24,5,2,0,0,0,0,"Somewhat Difficult",1,0,8,2,0,0,0,0,0,0,"No notable changes","Vacancy Risk","Continuing",0.15,"Vacancy Risk","Modified",0.5,"Technology & Organizational inefficiencies","Completed",1,"Employee Engagement","Continuing",0.8,"Talent Acquisition","Continuing",10,"Vacancy Risk","Continuing",15,"Technology & Organizational inefficiencies","Continuing",75,0,0,0,0,0,0,0,0,0,0,2,1,0,0,1,0,0,0,1,0,0,0,0,0,0,1,1,0,0,0,0,0,0]
["Virginia Department of Wildlife Resources",2020,"Natural Resources","Environment & Natural Resources",0,0,477,415,62,577,476,101,496,0,0,0,0,0,0,0,0,39,137,86,146,15,49,5,0,0,0,"Not Used","Not Used","Continued","Continued","Continued","Not Used","Continued","Not Used","Not Used","Started","Continued","Continued","Started","Continued","Continued","Started","Not Used","Continued","Continued","Continued","Not Used","Started","Continued","Started",0,0,"Agency has partnered with ODU, VCU and VT ","None",0,"Law Enforcement Positions Only","None","None","None","None",0,"None","None","None","None","None","None","None","None","None","Conference Funding Only","None","None","None","The Executive Director, along with input from the Board of Directors, Senior Leadership and the Human Resources Division, have continued to actively work on Succession Planning for the agency.  The agency's recruitment goals have been to continue recruiting individuals who will bring in the skillsets of the future, so we have the right people, with the right skills, at the right time.  Through planning, the agency has been able to recruit more proactively than reactively in FY20, despite the rapidly changing recruitment landscape due to the COVID-19 pamendemic.  In FY20, the agency was successful in recruiting several key leadership positions such as Diversity & Inclusion Chief, Public Information Officer and Assistant Human Resources Director.  The agency will continue to seek out the most innovative methods for recruiting, hiring and retaining employees of highly sought after skillsets.  ",405,405,27,100,55,181,15,22,5,0,0,0,0,0,0,0,0,0,0,0,480,480,44,139,55,181,17,39,5,0,0,0,0,0,0,0,0,0,0,0,20,20,4,7,3,4,0,2,0,0,0,0,0,0,0,0,0,0,0,0,54,52,7,18,8,11,3,7,0,0,0,0,45,37,5,19,7,7,1,4,2,0,0,0,12,12,0,0,0,0,0,0,0,0,0,3,1,7,1,0,0,0,0,0,7,7,101,0,0,0,0,0,0,0,0,0,0,1,6,0,0,0,0,0,0,0,0,16,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,9,3,9,3,0,0,0,0,0,0,104,116,85,0,313,100,38,369,47,0,76,13,5,84,7,0,0.02,0.02,0,0,0,0,0,0,0,0,0,0.2,0.6,0.3,2.2999999999999998,2.2999999999999998,0.2,15.4,0,0,0,14.2,14.2,0,0,0,0,0,0,0,0,0,17.100000000000001,16.100000000000001,14.2,12.5,17.3,9.9,22.8,0,0,0,45.8,45.8,0,0,0,0,0,0,0,0,0,32.799999999999997,40.6,45.8,38.1,41.3,32.799999999999997,29.4,0,0,0,"","","","","","","","","","","","","","",8,"",7,6,0,0,3,3,116,1.3,12,46.6,4,3,1,6,1,0,"","","","","","","","","","","","","","","Low","Medium","Low","Medium","Low","Medium","Low","Low","Low","Medium","Low","medium","low","low","low","medium","low","medium","low","low","Medium","Medium","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"DWR has been able to work on all of the FY19 action plan items from the previous report.  Due to the complexity of the remaining three action plan items, DWR will have to review, update and revise the items on a ongoing basis.","","","","","","","","","","","","","","","","","","","","","Workforce Development","","Continue to update the recruitment plan for the agency that will focus on filling positions within 59 days.","Ongoing (No specific time frame)","Talent Acquisition","","Continue to revise and update DWRs stragity to recruit, fill and retain employees in specialized hard-to-fill positions.","Ongoing (No specific time frame)","Talent Acquisition","","DWR has focused on developing a leadership development program for Law Enforcement due to the difficulty to retain sworn law enforcement positions due to being a current highly sought after field.  Once that program is complete, DWR will begin developing a employee development program for all agency employees.","2-5 Years","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Executive Director, along with input from the Board of Directors, Senior Leadership and the Human Resources Division, have continued to actively work on Succession Planning for the agency.  The agency's recruitment goals have been to continue recruiting individuals who will bring in the skillsets of the future, so we have the right people, with the right skills, at the right time.  Through planning, the agency has been able to recruit more proactively than reactively in FY20, despite the rapidly changing recruitment landscape due to the COVID-19 pamendemic.  In FY20, the agency was successful in recruiting several key leadership positions such as Diversity & Inclusion Chief, Public Information Officer and Assistant Human Resources Director.  The agency will continue to seek out the most innovative methods for recruiting, hiring and retaining employees of highly sought after skillsets.  ",153,4,4,7,11,14,9,3,3,0,0,0,"The agency has planned ahead to cross train employees and prepare for anticipated retirements.","Sworn Law Enforcement positions continue to be in high demand and are highly competative across federal, state and localitaties.  ","The agency has conducted a Class/Comp study for every position within the agency over the last three years and will continue to evaluate regularly.","Due to the agency size and budget, many highly specialized positions are preformed by a single position.","Due to the number of retirements over the last 5 years, specialized positions becoming vacant has significantly decreased, with the exception of Sworn Law Enforcement.","Agency is still working towards the goal of filling positions in <60 days.  We were able to reduce the time to fill positions from last year and will continue the trend. ","Agency only had to repost one classified position In FY20 due to not receiving enough qualified applicants.","With the changes in DHRM Policy 3.05 Compensation, our ability to be competative in FY20 was significant.","The agency is currently in the process of reevaluating the recruitment process for the next Law Enforcement Academy.","Due to the recruitment of several specialized positions in FY20, the agency was unable to fill on average within <60 days.","The agency did not hold a Law Enforcement Academy in FY20, which reduced the competition for hard to fill positions.  Dispatach continues to be highly competative.","Due to the size of the agency and specialization of several positions, promotional opportunities will always be limited within the agency.","Employee engagement survey was conducted and many of the recommendations have been incorporated into the agency's processes.","The majority of our employees are in specialized fields that they are passionate about and are continously looking for positive ways to improve the agency's services.","Employees are provided a clear strategic direction, whether it be through agency wide communications, regional/division meetings or team projects/groups.","More training needs to be provided to surpervisors regarding the available means to recognize employees in a mostly telework environment.","A significant number of employees who have never had the opportunity to telework in their current position are now teleworking, which has been received positively by employees.","Senior Leadership, Human Resources and Law Enforcement have been working collaboratively to develop a new Leadership Development Program for FY21.","All senior leadership members have attended various leadership training(s) and position specific trainings to remain current in their areas of responsibilities.","DWR does an excellent job of providing training to all employees who wish to remain current or expand their knowledge in their related fields.","The Commonwealth is still in the process of updating inaccurate systems, such as migrating from CIPPS/PMIS to Cardinal.","Several systems lack the capibility of being integrated with new solutions, however the Commonwealth/VITA continues to work towards providing workable solutions.","Majority of our processes are not manual.",374,29,6,3,1,0,0,1,477,152,100,27,"Not Used","Not Used","Continued","Started","Not Used","Started","Continued","Not Used","Continued","Started","Continued","Started","Started","Continued","Started","Continued","Continued","Not Used","Not Used","Continued","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Started",0,0,"None","None",0,0,"None","None","None",0,0,"None","None","None","None","None","None",0,0,"None",0,"None",0,"None","None","None","None","None","no","no","yes","yes","no","no","no","no","yes","yes","no","no","yes","no","no","no","no","no","no","yes","no","no","yes","no","no","no","yes","no","no","yes","yes","no","no","yes","no","yes","yes","yes","yes","no","no","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"Beginning a medium size agency, the majority of our positions are critical.","Our total number of employees eligible for service retirement is less than last years numbers.",0,0,0,7,1,0,"Yes","Retaining Protective Service Workers continues to be a challenge for the agency due to the high demand for sworn law enforcement personnel across federal, state and local law enforcement agencies.","While the agency still needs to improve our time to fill to meet the under 60 days goal, our total number of days has significantly dropped from FY19.",369,29,5,3,1,0,0,0,"The agency continues to work towards hiring a more diverse workforce.  In December 2019, the agency hired our first Diversity & Inclusion Chief to assist us with this goal.",14.72,12.76,14.42,13.57,7.22,7.77,32.409999999999997,0,0,0,5,2,3,5,0,0,0,0,0,0,0,7,3,4,7,0,0,0,0,0,0,0,"Difficult",0,0,6,1,0,0,0,0,0,0,"Due to COVID-19 meeting and travel restrictions during the last quarter of FY20, many scheduled programs were postponed or canceled.  ","Workforce Development","Continuing",0.6,"Talent Acquisition","Continuing",0.7,"Talent Acquisition","Continuing",0.5,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0]
["Virginia Employment Commission",2020,"Commerce and Trade","Business"," Employment",0,870,711,159,1372,1029,343,865,0,0,0,0,0,0,0,0,66,375,9,0,313,99,2,6,0,0,"Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Meetings limited due to agency move and COVID-19 affect on the agency.","Tools have been identified for use.",0,0,0,"Some opportunities are posted for agency employees only based on business needs.","No change.","No change.","No change.","Telework has increased with the COVID-19 outbreak.",0,"Statewide exit interview program and an agency exit interview program that includes retirees are used.",0,"No change.","No change.","No change.",0,"Use of individual development plans is encouraged but not required.","No change.","No change.","Conference funding is provided based on availability of funds and management discretion.",0,"No change.","No change.","The mission of the Virginia Employment Commission (VEC) is to promote economic growth and stability through our unemployment insurance (UI) and workforce services programs.  The agency determines unemployment insurance benefits and compensation; ensures UI taxes are reported and collected from employers; provides labor market information; and assists Virginia employers in hiring qualified job seekers. The VEC has a Central Office, Customer Contact Centers and over 25 Virginia Career Works Centers.  As of June 30, 2020, staffing consisted of 723 classified, 3 at-will, and 171 wage positions.  During the past year, the agency was greatly impacted by the unprecedented number of UI claims filed due to the pandemic.  Additionally, the following risk factors continue to be relevant:  lack of or inconsistent funding, an aging workforce that is eligible for retirement,  lack of formalized program-specific training and difficulty recruiting and retaining staff.  Within this report, the focus is on classified staff.    ",220,220,62,147,3,0,4,3,1,0,0,0,0,0,0,0,0,0,0,0,681,681,68,356,7,0,186,61,2,1,0,0,0,0,0,0,0,0,0,0,28,28,4,9,0,0,7,7,0,1,0,0,0,0,0,0,0,0,0,0,148,49,19,65,1,0,38,23,2,0,0,0,155,45,19,81,3,0,37,15,0,0,0,0,24,24,0,0,0,0,0,0,0,0,1,14,0,0,9,0,0,0,0,0,21,21,249,0,0,0,0,0,0,0,0,1,13,0,0,7,0,0,0,0,0,7,7,100,0,0,0,0,0,0,0,0,0,6,0,0,0,1,0,0,0,0,8,16,12,12,0,0,0,0,0,0,48,53,45,0,247,623,291,427,115,38,54,69,44,79,35,14,0,0,0,0,0,0,0,0,0,0,0,0.8,0,2,0,0,0,6.5,13.4,0,0,13.2,13.2,0,0,0,0,0,0,0,0,0,20.3,13.3,15.1,0,8.9,20.5,6.5,13.4,0,0,54.5,54.5,0,0,0,0,0,0,0,0,0,54.3,48.9,42.3,0,54.5,46.4,6.6,13.4,0,0,"","","","","","","","","","","","","","",8,"",8,4,0,0,3,2,46,7,22,37,4,4,3,5,2,2,"","","","","","","","","","","","","","","High","Medium","Medium","Medium","High","Low","High","Medium","N/A","Low","High","medium","N/A","medium","high","medium","low","medium","high","medium","High","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"We began the year with high hopes for continued progress in our succession planning efforts.  However, the phased agency move (from October 2019 to March 2020) first limited our ability to continue our initiatives.  Subsequently, the unanticipated affect on the pandemic on the filing of unemployment insurance claims has delayed our progress.  As the unprecedented number of claims subsides, we plan to continue work on our succession planning initiatives.  We anticipate hiring technical training staff and using their services to continue our workforce development efforts.","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","Succession planning efforts were hampered by a phased agency move (over 6 months)  and COVID-19.","2-5 Years","Workforce Development","","The agency hired a Deputy Director for Workforce this year.  With new leadership in place, we anticipate moving forward with a technical training program.  The relocation of the agency's Central Office was a phased approach.  It was completed over six months. When the pandemic increased the filing of UI claims, the agency's high profile UI Mod project was put on hold.","2-5 Years","Technology & Organizational inefficiencies","","COVID-19 impact on the agency has delayed implementation.","2-5 Years","Workforce Development","","Agency phased move and the impact of COVID-19 on the agency limited progress this year.","Ongoing (No specific time frame)","Employee Engagement",0,"During the next reporting period, the agency plans to designate a Diversity Committee.  We anticipate providing training to staff on various topics.","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","The mission of the Virginia Employment Commission (VEC) is to promote economic growth and stability through our unemployment insurance (UI) and workforce services programs.  The agency determines unemployment insurance benefits and compensation; ensures UI taxes are reported and collected from employers; provides labor market information; and assists Virginia employers in hiring qualified job seekers. The VEC has a Central Office, Customer Contact Centers and over 25 Virginia Career Works Centers.  As of June 30, 2020, staffing consisted of 723 classified, 3 at-will, and 171 wage positions.  During the past year, the agency was greatly impacted by the unprecedented number of UI claims filed due to the pandemic.  Additionally, the following risk factors continue to be relevant:  lack of or inconsistent funding, an aging workforce that is eligible for retirement,  lack of formalized program-specific training and difficulty recruiting and retaining staff.  Within this report, the focus is on classified staff.    ",436,0,28,29,30,27,41,0,0,1,0,1,"The number of employees eligible for retirement continues to be high.","Turnover cotninues to be high for Hearing Officer positions.","Several candidates have received counteroffers.","High level management positions are those most affected.","Many executive level management position incumbents are eligible to retire within the next 5 years.","Time to fill positions is typically below the statewide average.","This continues to be a problem for the agency in some areas.","This problem is frequently seen in IT.",0,"This happen most frequently with IT positions.","IT positions requiring specialized skills are hard to fill.","Internal posting of vacancies is done when appropriate pools exist.","No employee engagement surveys have been done.","This is not a problem for most areas.","This continues to be high since there is no employee engagement program.","Lack of funding sometimes affects the agency's ability to make compensation changes.","This is not a problem for most offices.","The use of employee development plans is encourgaged but not required.","There is no formal leadership development program.","Funding has limited development opportunities.","The UI Moderanization project has bben place on hold due to the increased number of unemployment claims from COVID-19.","Statewide human resource and finance systems will not be integrated until Cardinal is deployed.","This will improve when our UI system is replaced and when Cardinal is deployed.",525,309,24,8,0,2,0,2,1372,210,502,494,"Started","Not Used","Not Used","Not Used","Not Used","Started","Continued","Not Used","Started","Not Used","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Not Used","Continued","Continued","Started","Not Used","Continued","Started","Not Used","Not Used","Not Used",0,"No change.","No change.","No change.","No change.",0,"No change.",0,"Use of career ladders is increasing.",0,0,0,"No change.","A Diversity Committee was established this year.","Opportunities were limited due to COVID-19.","Opportunities were limited due to COVID-19.","No change.","All large social gatherings are on hold due to COVID-19.",0,"VEC submits an Employee Opportunities Plan to DHRM as requested.","Reasonable accommodation training is conducted.","Planned for next year.",0,"No change.","A Diversity Committee was established this year.  The Committee is supported by the Commissioner and other executive leadership positions.",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"No",0,0,"No changes from previous year.","The number of service retirements throughout the agency was up slightly this year.  We expect to continue to have the same number of retirements (or slightly higher) next year.  Historicallyy, many employees do not retire when they first become eligible.  Based on a review of the data, it appears FY2025 will show an increase in service retirements. ",0,0,0,37,17,2,"No","Separations continue to be high in the first five years of employment.","For the first three quarters of the reporting period, the time to fill positions improved from last year.  ",79,41,2,1,0,0,0,0,"Overall, there were not significant changes in the diversity and inclusion data reported for this year.",12.19,13.6,13.13,13.82,9.1,7.19,0,0.25,0,0,17,7,10,12,4,1,0,0,0,0,0,37,11,26,25,12,0,0,0,0,0,0,"Very Difficult",0,0,5,3,0,0,0,0,0,0,"We continue to have a high number of employees eligible for retirement now and within the next 5 years.  In addition, progress on various initiatives over the past year was limited due to the affects of COVID-19 on the agency and a phased agency move.  Offices will continue to relocate in the coming year and the number of unemployment claims is still high.  We expect the unemployment claims will remain higher for the forseeable future.","Employee Engagement","Modified","Test group only","Workforce Development","Continuing","Limited by COVID-19","Technology & Organizational inefficiencies","Continuing","Limited by COVID-19","Workforce Development","Continuing","Limited by COVID-19",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,2,0,0,0,1,0,0,0,0,0,0]
["Virginia Information Technologies Agency",2020,"Administration","Government",0,0,206,204,2,256,240,16,242.4,0,0,0,0,0,0,0,0,11,169,6,0,14,6,0,0,0,0,"Not Used","Continued","Continued","Not Used","Continued","Not Used","Started","Not Used","Not Used","Started","Not Used","Started","Not Used","Not Used","Not Used","Not Used","Not Used","Continued",0,"Continued",0,"Continued","Continued","Continued","VITA has brought HR back In house to lead workforce planning","VITA has requested funds for as skills assessment and a gap assessment","no updates","no updates","VITA has successfully used an internship prorgram for many years.","all positions are posted","no updates","yes","no updates","altered to respond to pandemic; VITA operates on a 100% telework as a standard for all qualifed positions until Feb 2021","under review","no updates","this is managed at the department level",0,"Cross training is managed by the manager and department leader",0,0,"This is currently part of VITA's annual review process",0,0,0,0,0,"VITA has just completed a culture survey and has defined action items to enhance engagement","The Virginia IT Agency (VITA) was created by 2003 legislation to oversee the Commonwealth’s information technology (IT) infrastructure. VITA’s vision is to be Virginia's most customer-focused technology partner, empowering the Commonwealth to achieve more through innovative, efficient and secure technology. VITA’s mission is to deliver sustainable and effective results to our customers through innovative, efficient and secure services.\nVITA has transitioned to a multi-supplier environment and has undergone an organizational restructure to align to the multi-sourcing service delivery model. VITA is focused on aligning talent and filling vacant positions with the needed skills and staffing levels to support the new model and organizational structure.\nKey Information at the time of reporting: \n• 242 - Maximum employment level (MEL)  \n• 206 - Total employees. 204 classified and 2 wage\n• 59 - Contract Resources\n• 90% - Employees are in managerial, professional or technical positions \n• 26.2% - Employees eligible for retirement within the next five years\n• 33.2% - Employees who identify as a minority \n• 51.9- average age\n• 12.5- average years of state service\n• 25 -  Number of critical roles\nPriority VITA workforce challenges: \n• Resource Planning- Skills assessment and gap assessment to align resource needs in addition to business continuity; key employees leaving voluntarily or involuntarily\n• Employee Development – Align VITA’s training and employee development to business needs\n• Recruitment - Attract and retain employees with key skills to support agency objectives; VITA’s workforce not reflective of community we serve\n• Recognition -  Improve impact of recognition as identified by the staff survey\n\nPriority VITA actions:\n• Resource Planning- A formal skills assessment and gap assessment; develop effective succession planning programs\n• Employee Development – Enhance reporting and development programs; link training opportunities to business needs; develop effective knowledge transfer process\n• Recruitment – Develop a recruiting strategy, talent pipelines and metrics\n• Recognition - Evaluate and redesign the recognition programs\n",21,21,4,17,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,206,204,11,169,6,0,14,6,0,0,0,0,0,0,0,0,0,0,0,0,4,4,1,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,29,3,2,22,2,0,0,3,0,0,0,0,33,2,1,26,0,0,0,3,3,0,0,0,4,4,0,0,0,0,0,0,0,0,0,4,0,0,0,0,0,0,0,0,1,1,42,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,18,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,3,2,2,0,0,0,0,0,0,70,103,98,0,106,100,62,122,22,0,17,16,8,25,5,0,0,0,0,0,0,0,0,0,0,0,0,11.5,0,4,0,0.6,13.2,0,0,0,0,14.1,14.1,0,0,0,0,0,0,0,0,0,19.600000000000001,13.3,21.8,0,16.2,20.5,0,0,0,0,40.799999999999997,40.799999999999997,0,0,0,0,0,0,0,0,0,38.799999999999997,40.799999999999997,40.299999999999997,0,39.799999999999997,28.1,0,0,0,0,"","","","","","","","","","","","","","",4,"",4,4,1,2,0,1,90,"0.83","8.06","13.91",4,0,0,4,2,0,"","","","","","","","","","","","","","","Medium","Low","Low","Medium","Medium","Medium","Medium","Low","Low","Medium","Medium","Medium","N/A","Low","Low","Low","Low","Low","Low","Low","N/A","N/A","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"VITA has transitioned to a multi-supplier environment and has undergone an organizational restructure to align to the multi-sourcing service delivery model. VITA is focused on aligning talent and filling vacant positions with the needed skills and staffing levels to support the new model and organizational structure. VITA has documented progress on our FY2020 action items. For FY2021, VITA will merge the actions in to for key objectives been able to make progress on our action items.","","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"o Develop strategic and proactive recruitment processes to decrease vacancy rate and plan for future needs o Develop recruitment strategies to ensure that VITA’s workforce is more diverse and is reflective of the community at large\no Improve Internship Program to provide a talent pipeline for future needs\no Reduce time to hire\no Create a structured way to monitor key performance indicators in the recruitment process\n","1-2 Years","Workforce Development",0,"• Resource Planning\no Complete an agency Skill Level Assessment and Gap Assessment to identify needs and areas of focus\no Identify succession or backup resources for critical positions\no Assess the knowledge transfer process. Standardize to ensure effectiveness and efficiency","2-5 Years","Workforce Development",0,"• Employee Development\no Evaluate agency training needs and develop a plan for targeted training. VITA will modify current training practices to better align with business needs and impact\no Implement development programs and career paths for specific agency needs\no VITA will develop a mechanism to record professional development and development goals\n","1-2 Years","Employee Engagement",0,"• Employee Recognition \no Use the staff survey information to establish programs to support recognition and culture improvements\no Review and redesign the employee recognition program for better impact\n",0,"","","","","","","","","","","","","","","","","","","","","","","","","The Virginia IT Agency (VITA) was created by 2003 legislation to oversee the Commonwealth’s information technology (IT) infrastructure. VITA’s vision is to be Virginia's most customer-focused technology partner, empowering the Commonwealth to achieve more through innovative, efficient and secure technology. VITA’s mission is to deliver sustainable and effective results to our customers through innovative, efficient and secure services.\nVITA has transitioned to a multi-supplier environment and has undergone an organizational restructure to align to the multi-sourcing service delivery model. VITA is focused on aligning talent and filling vacant positions with the needed skills and staffing levels to support the new model and organizational structure.\nKey Information at the time of reporting: \n• 242 - Maximum employment level (MEL)  \n• 206 - Total employees. 204 classified and 2 wage\n• 59 - Contract Resources\n• 90% - Employees are in managerial, professional or technical positions \n• 26.2% - Employees eligible for retirement within the next five years\n• 33.2% - Employees who identify as a minority \n• 51.9- average age\n• 12.5- average years of state service\n• 25 -  Number of critical roles\nPriority VITA workforce challenges: \n• Resource Planning- Skills assessment and gap assessment to align resource needs in addition to business continuity; key employees leaving voluntarily or involuntarily\n• Employee Development – Align VITA’s training and employee development to business needs\n• Recruitment - Attract and retain employees with key skills to support agency objectives; VITA’s workforce not reflective of community we serve\n• Recognition -  Improve impact of recognition as identified by the staff survey\n\nPriority VITA actions:\n• Resource Planning- A formal skills assessment and gap assessment; develop effective succession planning programs\n• Employee Development – Enhance reporting and development programs; link training opportunities to business needs; develop effective knowledge transfer process\n• Recruitment – Develop a recruiting strategy, talent pipelines and metrics\n• Recognition - Evaluate and redesign the recognition programs\n",0,0,6,6,6,12,3,0,0,0,1,0,"VITA is taking action to formalize information sharing and documenation","VITA has not experienced significant turnover","Technology is a very competative market for Talent. VITA continues to focus actions to mitigate the risk.","VITA will continue to monitor and take action.","VITA will continue to monitor and take action.","VITA is taking action to mitigate this risk","VITA has experienced some difficulty in filling some very highly technical roles.  VITA has started to utlize souring plans to mitigate this risk.","no change","VITA has identified this as a risk to take action on in FY2021","VITA leadership has reviewed all roles and prioritized the hiring of critical roles.  We will continue to take action. ","VITA has experienced some difficulty in filling some very highly technical roles.  VITA has started to utlize souring plans to mitigate this risk.","VITA is focused on Employee Development as one of its FY2021 goals",0,"VITA has seen an increase in employee productivity","VITA leadership is building a 5 year strategic plan for the agency","The hiring freeze is impacting our ability to take action.","This is a low risk area for VITA","VITA has identified this as an area of focus for our FY2021 action plan","VITA will continue to review this option as it connects to the Strategic plan ","This risk area will also be connected to the FY2021 action plan",0,0,"VITA has taken action to reduce manual processes in the agency and to set up a formal program. ",139,53,4,8,2,0,0,0,256,80,50,18,"Started","Not Used","Not Used","Not Used","Continued","Not Used","Started","Not Used","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started",0,"Not Used","Started","Not Used","Continued","Started","Started","Not Used","Not Used","A report is provided to senior leaders","no updates","Yes, we utilize sourcing plans for difficult to fill or key roles","We review time to file and time to hire","VITA uses behavioral based interviews to assess candidates against documented qualifications","no updates","we have adapted current processes and enhanced them to better serve manager and new employee needs",0,0,0,0,"This is a key area of improvement for VITA","VITA Human Resources provides orientiation for new employees on their first day","VITA has a committee to support engagement. ",0,0,0,"VITA has continued to host virtual events during the pandemic.","VITA has established a committee to solicit input for our next location when we move in 2022.","I will need to Confirm",0,"VITA provides training at the same time as training on Civility in the Workplace",0,"virginia.gov redesign was lead by VITA","Dan Wolf, VITA's CAO is the executive sponsor","VITA has integrated diversity and inclusion strategies into its employee training and interview panel expectations",0,0,"yes","yes","yes","yes","no","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","yes","no","yes","yes","no","yes","yes","yes","no","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","Yes",0,2,"In FY 2020, we aligned our process to the Business Continuity Operations process.  VITA also went through an agency wide reourganization to better align to our model.  We will continue to re-evaluate as part of our skills assessment. ","VITA has identified the percentage of employees eligible to retire as a key risk.  Our action plans provide programs to mitigate this risk. ",0,0,0,5,2,0,"No","While not represented in the data, the ISP team transferred from VITA to VDEM at the end of FY 2020.  Because the entire department moved, it is not in the tranfer data. ","VITA worked closely with DHRM shared services to identify areas to improved.  While we expect to the hiring freeze may impact our time to fill, highly technical or specialized positons also impact this information. ",25,7,1,0,0,0,0,0,"VITA is continuing to look for ways to improve diversity within our Agency. ",13.03,15.21,13.75,15.62,14.48,12.11,8.4600000000000009,0,0,0,0,0,0,0,0,0,0,0,0,0,0,5,4,1,5,0,0,0,0,0,0,0,"Very Difficult",0,0,4,0,0,0,0,0,0,0,"The VITA executive team is leading the agency to by establishing a new mission, vision and values.  The VITA executive team is leading the agency in creating a strategic 5 year plan.  While no additional training information is provided here based on limited reporting availabity, the VITA executive team leading educational opportunities for the commonwealth in Innovation, Security and Program Managment. ","Vacancy Risk","Continuing","na","Talent Acquisition","Modified","na","Talent Acquisition","Modified","na","Employee Engagement","Completed","na","Talent Acquisition","Continuing","na","Workforce Development","Continuing","na","Workforce Development","Modified","NA","Workforce Development","Modified","na","Employee Engagement","Modified","na","Employee Engagement","Declined","na",0,1,0,0,0,1,2,0,1,0,1,1,0,1,2,0,0,0,0,0,0,0,0,0]
["Virginia Military Institute",2020,"Higher Education","Higher Education",0,0,462,293,169,462,293,169,470,293,169,144,0,144,0,69,0,15,40,21,16,23,63,60,76,0,0,"Not Used","Continued","Continued","Not Used","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Not Used","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used",0,0,0,0,0,0,"No Change","No change","No Change","No Change","No Change",0,"No Change",0,"No Change",0,0,0,"Skillsets Modules available to all employees","No Change",0,"No Change","No Change",0,"Talent Acquisition:\nIn FY20 VMI concentrated on increasing wages for all employees.  The hourly rate was increased for all existing and newly hired Classified and Hourly/Wage employees, and targeted raises were given to the Tailor Shop employees, an essential department in support of Cadet services.  VMI added additional VMI funds to the state allotted pay raises, in order to reward its employees and improve retention. While the resignation rate did increase slightly overall in FY20, resignations during the first year of employment drastically declined in FY20 (25% to 5%).  The resignation rate in the first five years of employment was cut in half in FY20 (16% to 8%).  Focus on retention in the first five years of employment has been a concerted effort. There were a number of existing employees who resigned due to medical reasons.  \n\nAverage Number of Days to Fill Vacant positions:\nIn FY20 VMI took action to reduce the average numbers of days taken to fill vacant  positions.  This resulted in a decrease from on average 66 days to 59 days from FY19 to FY20.  The Human Resources Office will monitor and fill vacancies in a timely and efficient manner with continued focus on managing the vacancy period.  It is, however, expected that due to desired vacancy savings as a result of the pandemic scenario budget planning that FY 21 results may be impacted.\n\nDiversity & Inclusion hiring initiatives: (women, minorities, veterans and disability hiring): \nVMI increased its hiring statistics in all hiring of women, minorities, veterans and disable employees for FY20. Hiring of women increased 14%, minority hiring increased 2.1%, veteran hiring increased 6%, and hiring of employees with disabilities increased by 1.5%. Diversity and inclusion hiring initiatives will continue to be a key component of all hiring processes consistent with VMI's Strategic Plan on Diversity, Equity and Inclusion.\n\nWorkforce Development:  \nOver the next five years, 25% of current employess will be eligible for retirement.  Special attention will be focused on professional and leadership development opportunities for employees filling key roles with increased management and leadership potential.",67,49,17,18,4,12,6,4,4,2,0,0,49,0,0,0,18,0,0,0,570,281,93,83,22,18,24,62,59,70,139,0,281,0,144,0,145,0,0,0,16,11,5,1,0,0,0,1,5,3,1,0,11,0,1,0,4,0,0,0,76,10,9,6,3,1,4,13,8,11,21,0,70,15,15,13,0,0,7,6,8,9,12,0,27,8,8,0,0,0,0,0,19,0,7,7,0,1,0,2,3,2,5,0,19,6,234,6,0,0,0,0,0,13,0,4,7,0,1,0,2,1,2,2,0,3,0,60,0,0,0,0,3,0,0,0,0,2,0,0,0,0,0,0,0,1,13,14,26,1,0,0,0,0,0,0,89,48,40,0,244,218,32,430,70,8,80,30,3,107,32,1,0,0.3,0,0.3,"N/A",0,"N/A","0.0","N/A","N/A","N/A",0.2,0,0.9,0.6,0.3,0.9,0.3,0.3,0.8,"N/A",10.9,11.5,0,11.5,"N/A",0,"N/A",0,"N/A","N/A","N/A",10.6,8.6,12.6,"8.0",16.5,14.6,10.1,7.4,12.4,"N/A",58.8,58.8,0,58.8,"N/A",0,"N/A",0,"N/A","N/A","N/A",41.2,48.8,46.2,37.4,44.2,58.8,38.799999999999997,39.299999999999997,40.799999999999997,"N/A","","","","","","","","","","","","","","",8,"",8,8,0,0,2,5,45,2,10,39,8,0,0,8,4,1,"","","","","","","","","","","","","","","Medium","Low","Low","Low","Medium","Low","Low","Medium","Low","Low","High","Medium","low","low","medium","low","low","low","low","low","Low","Low","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"There were seven action items addressed in FY20.  Of those seven, one was fully completed, one was modified, and five are continuing in nature.\n\nTalent Acquisition:  VMI will continue to monitor the long term effects of Fall 2019 compensation actions.The Human Resources will also continue to monitor the completion of Hiring Manager Recruitment Training modules to ensure that all hiring activities comply with VMI, State, and Federal employment law.  Recruitment activities are expected to slowdown due to the state \"hiring freeze\" and other pandemic related circumstances.\n\nWorkforce Development: The Performance Management Process will be re-examined  and revised in order to provide more accurate performance, feedback, and clearer career path/growth opportunities for employees.  \n\n","","","","","","","","","","","","","","","","","","","","","Technology & Organizational Inefficiencies",0,"VMI will be implementing the Statewide CARDINAL Human Capital Management system.  The HR Director has been preparing monthly assigned projects in order to meet an October 2021 \"go-live\" date.  This system will greatly improve coordination of human resources records and office processes.","1-2 Years","Workforce Development",0,"Continue to provide cross-training opportunities and varied leadership training to Supervisors and Managers to promote career growth","Ongoing (No specific time frame)",0,0,0,0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","Talent Acquisition:\nIn FY20 VMI concentrated on increasing wages for all employees.  The hourly rate was increased for all existing and newly hired Classified and Hourly/Wage employees, and targeted raises were given to the Tailor Shop employees, an essential department in support of Cadet services.  VMI added additional VMI funds to the state allotted pay raises, in order to reward its employees and improve retention. While the resignation rate did increase slightly overall in FY20, resignations during the first year of employment drastically declined in FY20 (25% to 5%).  The resignation rate in the first five years of employment was cut in half in FY20 (16% to 8%).  Focus on retention in the first five years of employment has been a concerted effort. There were a number of existing employees who resigned due to medical reasons.  \n\nAverage Number of Days to Fill Vacant positions:\nIn FY20 VMI took action to reduce the average numbers of days taken to fill vacant  positions.  This resulted in a decrease from on average 66 days to 59 days from FY19 to FY20.  The Human Resources Office will monitor and fill vacancies in a timely and efficient manner with continued focus on managing the vacancy period.  It is, however, expected that due to desired vacancy savings as a result of the pandemic scenario budget planning that FY 21 results may be impacted.\n\nDiversity & Inclusion hiring initiatives: (women, minorities, veterans and disability hiring): \nVMI increased its hiring statistics in all hiring of women, minorities, veterans and disable employees for FY20. Hiring of women increased 14%, minority hiring increased 2.1%, veteran hiring increased 6%, and hiring of employees with disabilities increased by 1.5%. Diversity and inclusion hiring initiatives will continue to be a key component of all hiring processes consistent with VMI's Strategic Plan on Diversity, Equity and Inclusion.\n\nWorkforce Development:  \nOver the next five years, 25% of current employess will be eligible for retirement.  Special attention will be focused on professional and leadership development opportunities for employees filling key roles with increased management and leadership potential.",45,0,70,0,0,0,0,2,2,1,1,1,"All Senior Executives are critical employees.  As a result, any turnover (either voluntary or through retirement) has the potential to result in a loss of instituional knowledge and specialized experience.","VMI maintains a low turnover rate with its critical postions.  As a result, operations are unlikely to be affected.","VMI's salaries are competitive for the local area.","Most positions have a dedicated \"backup\" capable of assuming the duties of the incumbent.","Due to VMI's size, certain specialized positions have single incumbency.  With 25% of employees retirement eligible in the next 5 years, there is a risk that these positions could become vacant.","VMI's time to fill is improving, decreasing by 29 days from FY19 and improved again in FY20.   Certain positions take longer to fill based on fluctuating labor markets, and academic recruitment timelines.","Employee offers were accepted over 90% of the time in FY20.","VMI implemented a raise in the hourly wages to $11/hr. in FY20, which has improved recruitment/retention","VMI's recruitment policy outlines the strategy for the recruitment of various employee classifications.","VMI has a low vacancy rate.","Certain positions are difficult to fill based on specialized function and starting salary offered.  Recruiting high-demand specialties is geographically difficult and requires development of internal talent.","Due to the size of VMI there are limited promotional opportunities for employees.  As a result, high potential employees may leave due to issues with professional growth.","Employee engagement survey is used to develop departmental goals for the following fiscal year.","VMI maintains compliance with federal, state, and local laws, policies and prcedures with a smaller workforce than that of other universities.","VMI works to develop opportunities for high potential employees to professionally develop beyond their assigned responsibilities.","VMI has both a Salary Administration Plan and Award Policy with guidelines to provide rewards to top performers.","VMI's workspaces are sufficient.","VMI has an Emerging Leaders professional development program, and has been widely praised by participants.","VMI uses its Leadership training programs to identify high potential employees early in their tenure and provide themwith the appropriate training to assume roles of higher leadership/responsibilities.","VMI offers a number of development opportunities, including an educational assistance program, to help employees develop professionally.  VMI also requires certification for certain roles.","VMI's processes are audited by the state on an annual basis.","VMI's systems are integrated, with a centralized enterprise system for all departments.","The Human Resources will transition to a statewide CARDINAL Human Capital Management system by Oct. 2021, which will improve efficiency and minimize paperwork. Many processes have been improved due to COVID-19.",450,9,1,2,0,0,0,0,314,54,21,7,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Started","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","No Change",0,0,"No Change","No Change",0,"No Change","No Change",0,0,0,0,0,0,"Weight Watchers Group Formed at VMI.","Weight Watchers Group Formed at VMI.",0,0,0,"Submitting EOP Plan for FY 2020",0,0,0,0,0,0,0,0,"no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"Due to the pandemic, classified positions in the custodial area became a \"critical\" position.","There are a number of employees in the Administrative and Professional Faculty who are eligible for Service Retirement for the next several years. VMI continues to invest in the next generation of leaders through active professional development programs sponsored by VMI's CEnter for Leadership and Ethics as well as external opportunities.  These measures will strengthen continuity of operations and succession.\n",0,0,0,6,1,0,"Yes","The Athletic Department accounts for many of the employee separations due to the turnover that traditionally occurs within the coaching ranks.  A small percentage of turnover for other departments is due to a poor fit to VMI's culture.  VMI strives to address culture fit in the hiring process. Other turnover is reportedly due to resignations due to family circumstances, a better job offer, and other personal matters.","The Human Resources Office focused efforts to better track all vacancies from advertising to hire by working proactively with hiring managers.  This was very successful, and helps to achieve our goal of improving time to hire statistics. Continued progress and improvement is anticipated.",430,9,1,2,0,0,0,0,"Efforts are made throughout the hiring process to attract a diverse group of applicants. Hiring managers receive comprehensive required training on recruiting practices, policies, and state and federal legal requirements, prior to engaging in the recruitment process.",11.31,10.49,11.06,9.77,0.41,9.6199999999999992,6.83,0,0,0,4,2,2,4,0,0,0,0,0,0,0,6,2,4,6,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,8,0,0,0,0,0,0,0,"In the next five years a majority of the senior leadership of the of the Institute will be eligible for federal retirement benefits.  Planning for these changes continues to be proactivly reviewed to ensure adequate time between retirements resutlts in continuity of institutional knowledge and operational integrity.","Talent Acquisition","Modified","N/A","Workforce Development","Completed",1,"Talent Acquisition","Continuing","N/A","Workforce Development","Continuing","N/A","Technology & Organizational inefficiencies","Continuing","N/A","Vacancy Risk","Continuing","N/A","Employee Engagement","Continuing","N/A",0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,1,0,0,1,0,0,1,1,0,0,0,1,0,0,0,0,0,0]
["Virginia Museum of Fine Arts",2020,"Education","Recreation & Culture",0,0,558,167,391,558,167,391,353.5,0,0,0,0,0,0,0,0,12,46,14,131,38,72,22,223,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Our leadership teams and employee shared governance organizations also participate in our planning; VMFA Engaged! ",0,0,0,0,0,"no change","Agency re-evaluates as positons vacate and once a year during perf mgmt time.","no change","no change","no change",0,"no change","In 2021 & 2022 we will have very high profile retirements. Planning to utilize dual incumbency.","no change","VMFA will be developing training in FY23","no change","VMFA has developed Goal Agreements over the last 3 years. Utilizing for individual development plans. ",0,"no change",0,"Agency had to postpone cultural survey due to COVID. Issued COVID 19 survey and departmental surveys. ","no change","no change","The Virginia Museum of Fine Arts, VMFA, is a state-supported, privately endowed educational institution created for the benefit of the citizens of the Commonwealth of Virginia. Its purpose is to collect, preserve, exhibit, and interpret art, to encourage the study of the arts, and thus to enrich the lives of all. VMFA is located in Richmond, Virginia, with approximately 622 total staff members; 64 A/P Faculty, 167 classified full-time, and 391 temporary P-14 workforce employees.\nThe Virginia Museum of Fine Arts strategic plan, growth evolution in the future, business continuity, identifying future leaders and activities which strengthen our brand and commitment to citizens of the commonwealth who are at the core of our mission. VMFA has a track record of consistent growth and excellence as a cultural arts icon in Virginia. Creating a flexible and specific succession plan will promote system-wide transparency and awareness to how we develop, recruit and retain leaders more intentionally and effectively within our agency.\nVMFA executive and frontline leadership has continue to embrace and engage in active and thoughtful succession planning, along with mission critical professional development and training for our colleagues. Below are a series of paths forward as we develop and create a succession plan that is unique to our cultural institution.\nSpecifically, we will; \n1. Engage executive and senior departmental leaders: It's essential to have consensus among the executive and front-line leadership teams about the importance of proactive leadership development and succession planning. This group will set expectations, put processes in place, and hold the museum/organization accountable for making it happen.\n2. Map out a vision of the future leadership team: understand the leadership capabilities required to achieve VMFA’s strategic plan and goals. With this understanding, the museum can assess the potential of current staff to become future leaders to meet emerging needs. \n3. Develop future leaders within museum: Identify potential future leaders, then diagnose their developmental needs and build in systematic processes to cultivate this development. Invest in state and industry expertise leadership and developmental programs to increase knowledge, skills and networks which will support and help mentor these future leaders. \n4. Seek new talent to fill the gaps. There will be instances where future leadership capabilities cannot be fulfilled by current museum staff, so we should have effective hiring and ongoing on-boarding practices to integrate new leaders into the VMFA organization.\n\n",67,43,11,12,6,10,2,6,4,5,11,0,0,0,0,0,0,0,0,0,243,219,52,55,11,37,8,32,12,22,14,0,0,0,0,0,0,0,0,0,3,2,0,2,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,29,11,2,11,1,2,2,3,2,6,0,0,35,11,6,11,2,4,2,2,3,5,0,0,19,14,0,0,0,0,0,0,0,0,1,8,2,3,0,3,1,1,0,0,12,8,99,0,0,0,0,0,0,0,0,0,5,2,2,0,2,0,1,0,0,2,2,19,0,0,0,0,0,0,0,0,0,1,0,0,0,0,1,0,0,0,7,12,15,2,1,1,0,0,0,0,47,59,55,0,254,304,60,166,7,3,17,15,13,27,1,1,0.01,0.01,0,0,0,0,0,0,0,0,0,0.8,0.3,2.8,0.8,0.8,0.1,0.3,0.6,1.7,0,10.1,10.199999999999999,0,0,0,0,0,0,0,0,0,12.3,10.5,9,4.8,12.3,6.9,11.5,12.1,1.7,0,37.799999999999997,37.799999999999997,0,0,0,0,0,0,0,0,0,36,35.799999999999997,28.6,14.6,36.299999999999997,26.7,29.1,37.799999999999997,1.7,0,"","","","","","","","","","","","","","",7,"",7,7,0,0,4,3,0,3,7,14,4,3,4,3,0,0,"","","","","","","","","","","","","","","Medium","Low","Low","Low","Low","Low","Low","Low","Low","Low","Low","low","low","low","low","low","low","low","low","low","Medium","Medium","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","","Talent Acquisition",0,"Our commitment to DEIA is anchored in the premise that no one person or position is solely responsible for it. Our commitment requires a unified approach. From the perspective of organizational structure, we will recruit and onboard a Director of Diversity and Inclusion in FY21, who will report directly to the Chief Operating Officer and Deputy Director for Human Resource Services, Museum Operations and Volunteers. Additionally, each member of the senior leadership team will lead DEIA within their respective divisions to ensure that this strategic priority is integrated across the organization with intentionality, focus and resources. ","Within 6 Months","Workforce Development",0,"DEI Trainings throughout FY 21 to include: Unconscious Bias Trainings-Manager and Frontline Employee Wide                                                                Cross Cultural Compentency Trainings (Leveraging Our Differences) - Employee Wide ","6-12 Months","Employee Engagement","",0,0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Museum of Fine Arts, VMFA, is a state-supported, privately endowed educational institution created for the benefit of the citizens of the Commonwealth of Virginia. Its purpose is to collect, preserve, exhibit, and interpret art, to encourage the study of the arts, and thus to enrich the lives of all. VMFA is located in Richmond, Virginia, with approximately 622 total staff members; 64 A/P Faculty, 167 classified full-time, and 391 temporary P-14 workforce employees.\nThe Virginia Museum of Fine Arts strategic plan, growth evolution in the future, business continuity, identifying future leaders and activities which strengthen our brand and commitment to citizens of the commonwealth who are at the core of our mission. VMFA has a track record of consistent growth and excellence as a cultural arts icon in Virginia. Creating a flexible and specific succession plan will promote system-wide transparency and awareness to how we develop, recruit and retain leaders more intentionally and effectively within our agency.\nVMFA executive and frontline leadership has continue to embrace and engage in active and thoughtful succession planning, along with mission critical professional development and training for our colleagues. Below are a series of paths forward as we develop and create a succession plan that is unique to our cultural institution.\nSpecifically, we will; \n1. Engage executive and senior departmental leaders: It's essential to have consensus among the executive and front-line leadership teams about the importance of proactive leadership development and succession planning. This group will set expectations, put processes in place, and hold the museum/organization accountable for making it happen.\n2. Map out a vision of the future leadership team: understand the leadership capabilities required to achieve VMFA’s strategic plan and goals. With this understanding, the museum can assess the potential of current staff to become future leaders to meet emerging needs. \n3. Develop future leaders within museum: Identify potential future leaders, then diagnose their developmental needs and build in systematic processes to cultivate this development. Invest in state and industry expertise leadership and developmental programs to increase knowledge, skills and networks which will support and help mentor these future leaders. \n4. Seek new talent to fill the gaps. There will be instances where future leadership capabilities cannot be fulfilled by current museum staff, so we should have effective hiring and ongoing on-boarding practices to integrate new leaders into the VMFA organization.\n\n",37,2,6,13,2,8,6,2,2,1,0,0,0,0,0,0,0,"VMFA fills jobs pretty quickly, this past cycle at avg 53 days time to fill","VMFA did not experience any failed searches this cycle. We delayed a couple of positions due to job freeze and pandemic (no travel for interviews in final round)","Not an issue at VMFA","VMFA has a formal strategy that is captured on our website.","We never have more than a few positions open at one time. We fill our jobs very quickly.","Not an issue at VMFA","We have longevity in many of professional level positions but this has not been a challenge","Not an issue at VMFA due to many different opportunities and types of work.","VMFA is a fast paced environment.","Our employee engagement is well defined and part of our culture. We have a vibrant staff association, VMFA Engaged! that keeps employees up to date on museum goals and strategic planning.  ","VMFA distributes recognition in all formats; leave, retention, and bonus ","VMFA has great office space and wonderful grounds. Our employees state that there is much variety of spaces to work.","VMFA has moved the needle on expanding our employee development programs and increased our shadowing, leadership project offerings for those looking for a challenge. ","VMFA has very talented staff, due to increased opportunities and career development, it has increased our bench strength.","Expanded roles and increased \"stretch\" job opportunities so that high potent staff are able to get an idea of accountabilities and responsibilities of leadership.","VMFA realigned its divisions and moved IT to oversight under COO/CHRO. Technology improved with POS, museum shop online experience and integration of usable timekeeping system, KRONOs. ","Not much change since last cycle, working on better integration of enterprise systems and website accessibility issues (currently at 65% rating-70% goal)","This has improved slightly, will take another 18 months to see this move to a lower level of risk. KRONOS system will help with all the manual timekeeping/payroll elements. ",375,127,33,18,1,0,0,4,558,272,181,91,"Not Used","Started","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Started","Not Used","Not Used","Not Used","Not Used","Started","Started","Not Used","Continued","Started","Not Used","Continued","Not Used","Started","Not Used","Started","Continued","Continued","Continued","Started","VMFA continues to report out data metrics ","VMFA continues to focus on hiring passionate and experienced staff. ",0,"no change","no change","no change","VMFA has enhanced its onboarding program to include DEAI training and COVID protocols. ","no change","no change","no change","VMFA just started utilizing \"stretch\" positions and interim appointments in Enterprise division.",0,"Agency and Departments have developed orientation for new employees","Agency has developed staff engagement committees and affinty groups. ",0,0,"Agency participates in recognition bonuses and leave on a regular basis. Also engages in retention bonuses as well.","Delayed due to COVID-19",0,"Submitted plans since 2017",0,"VMFA has just started training in Unconscious Bias, Emotional Intelligence and Cultural Competency training",0,"Working on web certification-70% rating","no change","no change","VMFA has BIPOC and DEARgroup (Disability Employee Awareness Group)","Continue to expand HRIS and data metric collection","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","yes","no","no","no","no","no","no","no",0,24,24,"In the past, VMFA viewed critical positions as those having a security and continuity of operations essential focus. However, due to the pandemic, more positions have been identified to be critically essential due to the level of continued business and operational focus and critical need to have individual working through closure to the public. More administrative and academically focused positions were reassessed for critical operational needs: curatorial, conservation, exhibitions planning, marketing/communications and business finance/procurement areas. ","FY19 we had many eligible for retirement in key areas to include, professional faculty/administrative positions and key security/Watch Commander individiuals. Our concern was with the level of knowledge held by these key individuals in critical positions. We continue to work on our succession planning and professional development. We have utilized the dual occupacy and interim designations to help with mentorship and learning development opportunities so that it is a seamless retirement and onboarding strategy that has been working well. We will have this challenge within our Executive Leadership positions up to FY24.",30,30,15,1,1,0,"Yes","This FY with the pandemic we issured 221 furloughs April 2020, all were reinstated with the exception of 30 gallery associates (due to limited visitor levels). These individuals were staff with less than 2 years of experience at VMFA. ",0,27,9,1,3,0,0,0,0,"Before the pandemic, VMFA was on track for a great year of increased diversity within our leadership (mid and upper-level) managerial/departmental director level positions. Both in gender and race diversity, areas of increased focus was demonstrated throughout the museum from security services, facilities, curatorial, education, conservation, procurement, and human resources. ",11.79,8.5500000000000007,9.74,11.81,11.93,7.22,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,"Somewhat Easy",1,0,3,3,0,1,0,0,0,0,"VMFA Executive Leadership participates in 360s, Executive Coaching (Burton Fuller Mgmt), and online development executive leadership trainings via SHRM, Johns Hopkins University, University of Richmond, VCU, AAMC, AAMD Leadership sessions and webinars. Additinally, VMFA Executive leadership are noted by museum, higher ed and nonprofit organizartions as noted experts and industry leaders. ","Vacancy Risk",0,0,"Workforce Development",0,0,"Talent Acquisition",0,0,"Employee Engagement",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Museum of Natural History",2020,"Education","Recreation & Culture","Environment & Natural Resources",0,44,27,17,44,29,15,47.5,0,0,0,0,0,0,0,0,5,13,6,4,3,10,0,3,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","No change","No change","No change","No change",0,0,"No change","No change","No change","No change",0,"No change","No change","No change","No change","No change","No change","No change","No change","No change","No change",0,"No change","No change","The mission of the Virginia Museum of Natural History (VMNH) is to interpret Virginia’s natural heritage within a global context in ways that are relevant to all citizens of the Commonwealth. As the state’s museum of natural history, the Virginia Museum of Natural History has award-winning exhibits, ground-breaking scientific research and collections, and innovative educational programs for all ages. With its outreach education and distance learning programs, online resources, and traveling exhibits and displays, the Virginia Museum of Natural History is truly a museum without walls.The Virginia Museum of Natural History, an agency of the Secretariat of Education, depends on the employees it hires to fulfill its mission to interpret Virginia’s natural heritage within a global context in ways that are relevant to all the citizens of the Commonwealth. \nVMNH is a member of the Virginia Association of Museums, the Southeastern Museum Conference, the Association of Science-Technology Centers, and is accredited by the American Alliance of Museums, a distinction shared by fewer than 5 percent of US museums.\nResearch at VMNH, led by its doctoral curators, focuses on studies of invertebrate paleontology, vertebrate paleontology, recent invertebrates, archaeology, mammalogy, and geology. While the museum's primary geographic strengths are in Virginia and the Southeastern United States, its collections and research programs span the globe.\nThe museum's innovative education programs reach students, teachers, and general public statewide and throughout the region. From \"at the museum\" programs to outreach education and distance learning programs that bring the museum to locations across the Commonwealth, the museum's education programs are correlated directly to state and national learning standards. VMNH educators are leaders in the field of informal science education throughout the state, providing a vital link between the museum's important research and collections programs and all citizens of Virginia and beyond. In addition to its important programs in research, collections, and education, the museum also features award-winning permanent and special exhibits both at the museum and through remote sites.\nThe Virginia Museum of Natural History is a tremendous driver of economic growth locally, regionally, and statewide. In addition to the museum's measurable economic benefits, VMNH also improves the quality of life in the region, providing residents with exhibits, prorams, and events normally found in larger metropolitan areas.\n",19,28,1,4,5,1,2,3,0,3,0,0,0,0,0,0,0,0,0,0,19,28,1,4,5,1,2,3,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,4,4,1,2,0,0,0,1,0,0,0,0,4,4,1,2,0,0,0,1,0,0,0,0,3,3,0,0,0,0,0,0,0,0,0,0,1,0,0,2,0,0,0,0,1,1,10,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,3,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,2,3,0,0,0,0,0,0,0,0,0,0,0,20,24,7,37,5,0,0,0,0,0,0,0,1,1,0,0,0,0,0,0,0,0,0,14,13,3,2,2,2,0,1,0,0,12,12,0,0,0,0,0,0,0,0,0,14,20,12,2,2,12,0,11,0,0,38,38,0,0,0,0,0,0,0,0,0,14,38,21,1,2,18,0,19,0,0,"","","","","","","","","","","","","","",10,"",10,10,1,1,1,1,121,1,10.9,31.7,8,2,1,9,2,0,"","","","","","","","","","","","","","","Medium","Low","Medium","Medium","Medium","Low","Low","Medium","Low","Low","Low","medium","medium","low","low","low","low","medium","low","medium","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"The museum has made progress in addressing its FY 2020 Action Plan; however, some items are ongoing. The first action item was \"Vacancy Risk\". The agency had two key positions vacated last year, both of which were recruited and filled. The second action item was \"Talent Acquisition\". The agency had no problem recruiting and hiring top talent when vacancies occurred. The third action item was \"Employee Engagement\". The agency hosted socials and other events for employees as budget allowed. The fourth item was \"Workforce Development\". The agency offered employees the opportunity to participate in professional development activities; however, most were cancelled this year but were shifted to online events. The fifth item was \"Technology and Organizational Inefficiencies\". The agency is working to address technology issues.","","","","","","","","","","","","","","","","","","","","","--","--","Two key positions were vacated this past year. One was evaluated, redefined, and filled; the other was repurposed as to agency business need and filled.",0,"--","--","The agency has been able to hire and retain employees of high value to the museum.",0,"--","--","The museum has continued to host activities and events for employees.",0,"--","--","The agency offers opportunities, when the budget allows, to attend conferences, seminars, meetings, and classes for professional development. Of course, this year due to COVID-19 many of these were cancelled; however, online training was still available.",0,"--","--","The agency is working to address technology issues.",0,"","","","","","","","","","","","","","","","","","","","","The mission of the Virginia Museum of Natural History (VMNH) is to interpret Virginia’s natural heritage within a global context in ways that are relevant to all citizens of the Commonwealth. As the state’s museum of natural history, the Virginia Museum of Natural History has award-winning exhibits, ground-breaking scientific research and collections, and innovative educational programs for all ages. With its outreach education and distance learning programs, online resources, and traveling exhibits and displays, the Virginia Museum of Natural History is truly a museum without walls.The Virginia Museum of Natural History, an agency of the Secretariat of Education, depends on the employees it hires to fulfill its mission to interpret Virginia’s natural heritage within a global context in ways that are relevant to all the citizens of the Commonwealth. \nVMNH is a member of the Virginia Association of Museums, the Southeastern Museum Conference, the Association of Science-Technology Centers, and is accredited by the American Alliance of Museums, a distinction shared by fewer than 5 percent of US museums.\nResearch at VMNH, led by its doctoral curators, focuses on studies of invertebrate paleontology, vertebrate paleontology, recent invertebrates, archaeology, mammalogy, and geology. While the museum's primary geographic strengths are in Virginia and the Southeastern United States, its collections and research programs span the globe.\nThe museum's innovative education programs reach students, teachers, and general public statewide and throughout the region. From \"at the museum\" programs to outreach education and distance learning programs that bring the museum to locations across the Commonwealth, the museum's education programs are correlated directly to state and national learning standards. VMNH educators are leaders in the field of informal science education throughout the state, providing a vital link between the museum's important research and collections programs and all citizens of Virginia and beyond. In addition to its important programs in research, collections, and education, the museum also features award-winning permanent and special exhibits both at the museum and through remote sites.\nThe Virginia Museum of Natural History is a tremendous driver of economic growth locally, regionally, and statewide. In addition to the museum's measurable economic benefits, VMNH also improves the quality of life in the region, providing residents with exhibits, prorams, and events normally found in larger metropolitan areas.\n",19,10,2,1,1,0,0,1,1,0,0,0,"Cross-training and mentoring are used when appropriate to prevent loss of institutional knowledge.","The agency has been able to retain the majority of its workforce over the past year with low turnover.","The agency considers salary increases to prevent losing employees to competitors.","The agency recognizes that some positions are single incumbent with unique duties. The agency will consider dual incumbency when a position is to be vacated.","Some positions that are single incumbent may become vacant in the next few years, but the agency will use cross-training and dual incumbency when needed.","The agency uses the academic year when recruiting for academic positions, such as curators. The recruitment period exceeds the normal time frame.","The agency has been able to attract top talent in our recruitment efforts.","Salaries are evaluated and adjusted as the budget allows.","The agency has a successful recruitment strategy.","In general, the agency is able to fill  positions without an extended period of reruitment.","The agency is not affected by significant competition for specialized functions.","Due to the small size of our staff, there is a lack of promotional opportunities.","Employee engagement is addressed.","Employees are productive and engaged in their jobs.","The agency has a clear direction and goals for employee engagement.","Top performers are recognized and rewarded.","Work environment modifications are made when appropriate.","Employee development plans are part of the Employee Work Profile. ","When available and budget allows, leaders attend professional development programs.","When available and budget allows, employees attend and participate in professional development programs.","PMIS/CIPPS/CARS is being replaced by Cardinal.","PMIS/CIPPS/CARS is being replaced by Cardinal.","The use of manual processes is limited.",37,7,0,0,0,0,0,0,44,0,0,0,"Started","Started","Started","Started","Not Used","Not Used","Started","Started","Started","Not Used","Started","Started","Started","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Continued","No change","No change","No change","No change","No change",0,"No change","No change","No change","No change","No change",0,"No change",0,"No change","No change","No change","No change","No change","No change","No change",0,"No change","No change",0,"No change","No change","No change",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"no","no","no","no","no","yes","yes","yes","yes","no","yes",0,0,0,0,"no","yes","no","yes","no","no","no","no","no","no","no","yes","no","no","yes","no","no","no","No",0,0,"The agency considers all positions to be critical and essential to achieving the museum's mission and purpose.","Within the next 5 years, the museum can expect to have 4 employees becoming eligible for service retirement.",0,0,0,0,0,0,"No","Turnover is 10%.","Only executive level positions were recruited this year so that data is not recorded here.",37,7,0,0,0,0,0,0,"The agency has been successful in retaining most of its staff over the past year. When vacated, positions have attracted a diverse pool of candidates.",9.3000000000000007,13.7,11.8,11.6,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,1,1,0,0,0,0,0,0,0,"Difficult",0,0,9,1,0,0,0,0,0,0,"Most professional development this year has been virtual rather than in-person. Meetings, conferences, seminars, and classes have been cancelled due to COVID-19 and shifted to an online format.","--","Continuing",0,"--","Continuing",0,"--","Continuing",0,"--","Continuing",0,"--","Continuing",0,"--",0,0,"--",0,0,"--",0,0,"--",0,0,"--",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Parole Board",2020,"Public Safety and Homeland Security",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Polytechnic Institute and State University",2020,"Higher Education","Higher Education",0,0,11499,712,4369,0,0,0,0,712,4369,1832,584,1795,2829,106,0,0,0,0,0,0,0,0,0,0,0,"Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Not Used","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,113,20,4,33,30,0,0,3,4,32,"",0,20,0,32,0,23,38,0,0,1776,0,83,501,0,0,251,73,72,79,707,10,0,0,0,0,0,0,0,0,0,0,0,0,319,35,35,31,68,0,79,141,0,0,8,111,49,0,0,11,8,29,65,38,170,0,3043,0,25,38,0,44,67,0,0,4,58,20,0,0,6,3,17,37,24,20,0,814,0,0,0,0,0,14,0,0,1,1,1,1,0,0,0,1,9,0,150,169,257,21,16,28,0,2,5,6,4,38,76,0,5515,6041,2660,8908,213,0,145,72,18,217,11,0,0.02,16.79,0,16.79,0,0,0,0,0,0,0,1.6E-2,1.6E-2,5.7000000000000002E-2,0,0,0.1,0.27,1.6E-2,1.6E-2,0,10.3,24.5,0,24.5,3.5,10.89,0,8.5,6.29,1.8,0,15.1,9.2200000000000006,9.9700000000000006,0,0,11.55,11.22,7.22,10.6,3.19,57.5,57.5,0,57.5,45,51.5,0,50.9,43.2,40,0,45,50.9,57.8,0,0,46.04,48.8,43,51.5,45.6,"","","","","","","","","","","","","","",17,"",17,0,0,0,0,0,0,0,0,0,10,7,4,13,0,0,"","","","","","","","","","","","","","","Medium","Low","Medium","Medium","Medium","Medium","Medium","Medium","Medium","Medium","High","Medium","Medium","Low","Low","High","Low","Medium","Medium","Medium","Medium","High","Medium",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Significant milestones were achieved and many goals were completed. Several goals were impacted by the Covid-19 pandemic as noted below.  ","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,8908,667,528,1109,23,13,254,66,0,0,0,0,"Not Used","Started","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Continued","Started","Continued","Continued","Started","Continued","Continued","Continued","Continued","Continued","Continued",0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"yes","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no",0,0,0,0,0,0,0,0,0,11,3,0,"yes",0,"First quarter FY20 we went live with a new applicant tracking system.  There was a a job posting freeze from 7/1 through 7/15\\",8908,667,528,1109,23,13,254,66,0,10.96,9.57,10.83,8.35,6.06,7.39,15.22,7.31,6.43,0,139,70,60,112,10,3,14,1,0,2,0,228,91,137,215,9,3,1,1,0,3,1,"Very Difficult",0,0,13,2,1,1,0,0,0,0,0,"Workforce Development","Continuing",0.75,"Talent Acquisition","Continuing",0.85,"Technology & Organizational inefficiencies","Continuing",0.5,"Employee Engagement",0,0.75,"Workforce Development","Continuing",25,"Employee Engagement","Modified",0,"Workforce Development","Continuing",50,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,1,0,0,3,0,0,0,1,0,0,0,0,0,0]
["Virginia Port Authority",2020,"Transportation",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Racing Commission",2020,"Agriculture and Forestry","Recreation & Culture","Licenses",0,4,3,0,4,4,0,5,0,0,0,0,0,0,0,0,0,2,0,0,2,0,0,0,0,0,"Not Used","Not Used","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Not Used","Not Used","Not Used","Not Used","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued",0,0,0,0,0,0,"VRC utilizes the Recruitment Management System (RMS) for the repositiory of job descriptions.","VRC in collaboration with the HR Client Manager, assists in re-evaluating positions as openings occur whether they are new or vacant.",0,"VRC currently allows telework and alternative work schedules.","VRC has a practice of granting additional compensation for the completion of certifications work related.",0,"VRC follows State Hiring Policy 2.1",0,"VRC cross train where deemed necessary for Business need.","VRC offers training for all staff as deemed necessary.",0,0,0,"VRC allows for training outside of state required training for job related and of interest professional evelopment of the employee.","VRC allows for training outside of state required training for job related and of interest professional evelopment of the employee.",0,"VRC follows the state Compensation Policy 3.5 on Rewards and Recognition","VRC follows the state initiatives for Employee Engagement.","The Virginia Racing Commission (VRC) works to promote, sustain, grow, and control a native hrose racing industry with pari-mutuel wagering by prescribing regulations and conditions that command and promote excellence and complete honesty and integrity in racing and wagering.  The commisison has the power to issue or deny licenses to owners and operators of horse racetracks or facilities where race meetings are held and pari-mutuel wagering is permitted, and may suspend or revoke the licenses.  VRC provides many important services related to horse racing with pari-mutuel wagering in Virginia.  They are responsible for the issuance of licenses to own and operate a racetrack or satellite wagering facilities and conducts public hearings, facility inspections, and background investigations to all applicants.  They monitor deposits to the Breeders Fund and the license tax to the Commonwealth and certain localities to assure compliance with the Code of Virginia. ",4,3,0,2,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,4,3,0,2,0,0,2,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,50,0,0,0,1,3,2,1,0,0,0,1,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,2,0,0,17.8,0,0,0,0,0,0,10,0,0,0,0,0,0,0,0,0,0,0,0,0,17.8,0,0,0,0,0,0,17.8,0,0,0,0,0,0,0,0,0,0,2,0,0,17.8,0,0,0,0,0,"","","","","","","","","","","","","","",1,"",1,1,0,0,0,1,"50 days",0,0,0,0,1,0,0,0,0,"","","","","","","","","","","","","","","Medium","N/A","Low","High","Medium","N/A","N/A","Low","Low","N/A","Low","high","high","n/a","n/a","n/a","n/a","n/a","medium","medium","N/A","N/A","N/A",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Virginia Racing Commission will continue to operate with General and Administrative staff even though Virginia Racing is cancelled and on hold due to COVID-19.","","","","","","","","","","","","","","","","","","","","","Other:","Natural Health Risks due to COVID-19.","If the pandemic doesn't change, the Racing Commission will need to Reengineer or change operations to a :new Norm\"","6-12 Months","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","The Virginia Racing Commission (VRC) works to promote, sustain, grow, and control a native hrose racing industry with pari-mutuel wagering by prescribing regulations and conditions that command and promote excellence and complete honesty and integrity in racing and wagering.  The commisison has the power to issue or deny licenses to owners and operators of horse racetracks or facilities where race meetings are held and pari-mutuel wagering is permitted, and may suspend or revoke the licenses.  VRC provides many important services related to horse racing with pari-mutuel wagering in Virginia.  They are responsible for the issuance of licenses to own and operate a racetrack or satellite wagering facilities and conducts public hearings, facility inspections, and background investigations to all applicants.  They monitor deposits to the Breeders Fund and the license tax to the Commonwealth and certain localities to assure compliance with the Code of Virginia. ",0,0,0,0,0,0,1,0,0,0,0,1,"Difficulty training someone ",0,"Knowledge of Agency","No one to train for Succession Planning","Experience would be problematic.",0,0,"private versus public sector","Agency follows DHRM",0,"Private versus public sector","There are very limited promotional opportunities","Only have a staff of 4 ",0,0,0,0,0,"Limited staff","Limited staff",0,0,0,3,1,0,0,0,0,0,0,0,0,0,0,"Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Not Used","Started","Not Used","Continued","Not Used","Not Used","Started","Not Used","Not Used","Continued","Not Used","Not Used","Not Used","Started","Not Used","Continued","Not Used","Continued",0,"VRC is a Shared Service Client under the direction of DHRM Hiring Process.",0,"VRC monitor's this practice through the assistance of HurMan and the Workforce Planning Tools.","VRC addresses this during the Recruitment & Selection process.",0,"VRC utilizes the Shared Services process in On-Boarding.",0,0,0,0,0,"VRC utilizes the Shared Services process in On-Boarding.",0,0,0,"VRC follows the state Compensation Policy 3.5 on Rewards and Recognition",0,0,"Required to submit annually in June",0,0,0,"The strategy is to advertise in all recruitments and if applicants require accomodations, the agency is open tp accommodate as best we can.",0,"Diversity and Inclusion is being communicated in all advertisements,",0,"The agecny utilizes the Workforce Planning tools and resources on DHRM's website.","yes","yes","yes","yes","yes","yes","yes","yes","no","no","no","no","no","yes","yes","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","no","no","yes","yes","yes","yes","yes","yes","yes","yes","yes","yes","No",0,0,"The agency hired a new Professional position (Veterinarian) effective April 2020.","The Veterinarian is eligible to retire in 2025",0,0,0,0,0,0,"Yes","There were no separations for FY20.","The reruitment for the Veterinarian was advertised and filled within 50 days.",2,1,0,0,0,0,0,0,"No significant changes from previous year. ",0,17.8,2,17.8,0,0,0,0,0,0,1,0,1,1,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,"Somewhat Difficult",0,0,1,0,0,0,0,0,0,0,"The Veterinarian position is classified as an executive position that reports to the agency head.","Other:","Continuing",0.25,"Technology & Organizational inefficiencies","Continuing",0.25,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,1,0,0]
["Virginia School for the Deaf and the Blind",2020,"Education","Education",0,0,179,151,28,232,185,47,186,0,0,0,0,0,0,0,0,6,16,1,4,5,1,2,7,0,0,"Not Used","Started","Continued","Continued","Continued","Not Used","Continued","Continued","Not Used","Started","Continued","Continued","Continued","Started","Continued","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued",0,0,"Have partnerships with colleges/universities","Colleges/universities- teacher training programs","Good source of faculty candidates","Done periodically when applicable","No change","No change","No change","Telework is allowed in some circumstances","Raises are given when applicable","No change","No change","No change","No change","No change","Developed in recent years",0,"No change","No change","No change","Annual Employee Satisfaction Survey","Service recognition agency-wide","No change","The VSDB is the only state school in Virginia serving students through age 21 years old who experience vision loss/blindness, hearing loss/deafness, and deafness or blindness with additional disabilities.  VSDB serves approximately 70 students, with almost 80% of the student population being served for more than one disability.  Teachers must be endorsed in content as well as certified in the disability areas they serve.  VSDB's educational and residential staff must be fluent in American Sign Language (ASL) as well as knowledgeable regarding Deaf Culture an/or must be fluent in Braille and possess functional knowledge of applicable technology, and of the complex needs of the student population.  The agency is challenged to recruit and maintain specialized staff due to a national shortage of candidates with this expertise.  VSDB continues to explore strategies to maintain a highly-desirable work environment.  ",116,116,0,49,1,7,48,3,3,5,0,0,0,0,0,0,0,0,0,0,139,139,0,52,1,7,50,7,4,18,0,0,0,0,0,0,0,0,0,0,3,3,0,1,0,0,0,0,2,0,0,0,0,0,0,0,0,0,0,0,15,13,0,6,0,0,6,1,1,1,0,0,24,21,0,6,0,0,10,2,2,4,0,0,9,9,0,0,0,0,0,0,0,0,0,3,0,1,2,1,0,2,0,0,6,6,57,0,0,0,0,0,0,0,0,0,2,0,1,2,0,0,1,0,0,2,2,15,0,0,0,0,0,0,0,0,0,0,0,0,1,1,0,0,0,0,3,6,8,1,0,0,0,0,0,0,52,85,59,0,49,130,18,133,6,27,1,5,0,6,1,0,0.1,0.1,0,0,0,0,0,0,0,0,0,2.2000000000000002,0.8,4.0999999999999996,1.3,0.2,0.2,0.1,0.4,0,0,11.2,11.2,0,0,0,0,0,0,0,0,0,11.5,11.8,4.0999999999999996,6.6,12.5,13.7,10.7,7.2,0,0,41.8,41.8,0,0,0,0,0,0,0,0,0,23.3,41.8,4.0999999999999996,23.3,33.799999999999997,36.799999999999997,34.4,23.3,0,0,"","","","","","","","","","","","","","",11,"",11,11,1,1,2,3,35,2,9,20,4,7,0,11,2,2,"","","","","","","","","","","","","","","High","Medium","Medium","Medium","High","High","High","Medium","Low","Medium","Medium","Medium","low","n/a","low","medium","n/a","medium","medium","low","Low","Low","Low",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","","Vacancy Risk","","VSDB continues to utilize this practice successfully to provide additional sharing of knowledge from departing employees to new hires, as conditions allow.  The availability of departing employees is extremely helpful during this time.","Ongoing (No specific time frame)","Employee Engagement","","Employee Satisfaction Survey was done in early 2020.  Agency plans to continue this on an annual basis.  Leadership is working on ways to improve based on results of first recent survey.","Completed","Employee Engagement","","Discussions witin leadership team and with supervisors about how to enhance onboarding process continue.  Ongoing process within departments exists.",0,"Employee Engagement","","Communication, appreciation and engagement efforts continue across the agency. Administrators use more collaborative model (ex: Administrative Support Teams).  More use of employee surveys, virtual suggestion box.","Ongoing (No specific time frame)","Vacancy Risk","","Annual teacher salary reviews continue when budget allows.",0,"Workforce Development","","Federal grant funding continues to be requested",0,"Workforce Development","","Cross-training and process documentation continue wherever possible.  Also integration of systems.",0,0,"",0,0,"","","","","","","","","The VSDB is the only state school in Virginia serving students through age 21 years old who experience vision loss/blindness, hearing loss/deafness, and deafness or blindness with additional disabilities.  VSDB serves approximately 70 students, with almost 80% of the student population being served for more than one disability.  Teachers must be endorsed in content as well as certified in the disability areas they serve.  VSDB's educational and residential staff must be fluent in American Sign Language (ASL) as well as knowledgeable regarding Deaf Culture an/or must be fluent in Braille and possess functional knowledge of applicable technology, and of the complex needs of the student population.  The agency is challenged to recruit and maintain specialized staff due to a national shortage of candidates with this expertise.  VSDB continues to explore strategies to maintain a highly-desirable work environment.  ",61,7,8,5,3,5,3,2,2,0,1,0,"Key staff members in various departments with specialized skills and institutional knowledge may now retire.","Turnover was lower for FY20 by approximately 5%.  This was an improvement over the prior year.","Specific skill set of fluency in American Sign Language is very sought after.  This includes direct service providers.","Several positions possess a unique skill set and as a small agency, they are held by only one individual.","Various positions will likely become vacant in the coming years.  Dual encumbancy will be used to reducethe impact on the agency.","Need for individuals with specialized skill sets, high external salaries, and competitive national recruitment market increase time to fill.","National teacher shortages and need for highly specialized endorsements create barriers to filling positions.","Agency follows state guidelines for salary increases and budget constraints exist, causing barriers to filling positions.","Changing student census directly affects strategies implemented","Education, transportation and security positions are difficult to recruit for due to unique skills set and low availability of qualified candides in available workforce.","National competition for educational staff with expertise in serving students who have vision loss and/or deaf and hard of hearing as well as fluency in American Sign Language.","As in public schools, VSDB is a fairly flat organization, leading to limited career advancement opportunities.","Employee Satisfaction Survey was done in early 2020. Opprotunities for improvement are being considered currently.",0,"Strategic plan is in place along with strategies for engagement and improved communication.","Identifying top performers in a small agency where employees fill multiple roles can impact moral.  Agency uses agency-wide recognition instead.",0,"Federal tuition reimbursement resources are limited outside of specific positions.  Flat organizational structure also limits career progression opportunities.","VSDB supports leadership development training through VDOE and VASS","Training opportunities are made available as requested by departments","Various legacy systems related to Human Resource functions are outdated but Cardinal HMS is scheduled to start for this agency in October 2021","VSDB is moving toward integrated systems for Security, Education, and Business Operations as well as enhanced communication and instruction","Time and attendance processes are still manual at this time",158,14,4,3,0,0,0,0,42,26,24,2,"Not Used","Not Used","Started","Started","Continued","Continued","Continued","Not Used","Not Used","Not Used","Continued","Continued","Continued","Continued","Not Used","Continued","Continued","Continued","Not Used","Continued","Continued","Not Used","Continued","Continued","Not Used","Started","Not Used","Continued","Provided to Executive Team",0,"Online advertising, school internship programs","No change","No change",0,"No change","Opportunities are made available and funded","Opportunities vary by department",0,0,0,"No change",0,"State wellness efforts","State wellness efforts","No change","Goodwill Sunshine Committee agency-wide",0,"No change","Orientation & Mobility training",0,"No change","No change",0,"Build into agency mission",0,"More reliance on online training during pandemic","yes","no","yes","yes","no","no","no","no","no","yes","no","no","no","no","no","no","yes","no","no","no","yes","no","yes","no","no","no","no","no","no","no","yes","no","no","yes","no","no","no","yes","yes","no","no","no","no","no","no","yes","no","no","yes","yes","yes","no","No",0,0,"Numerous positions at this agency are considered critical due to the special needs of our students and the small size of our agency.  Assessments have not been done for every position within the agency but the assessment questions have been used to determine the level of criticality.","The number of individuals eligible to retire remains high.  Leadership will continue to discuss strategies to prepare for these departures, including sharing institutional knowledge, building bench strength, etc.",0,0,0,0,0,0,"Yes","Turnover was lower for FY20 than FY19.","VSDB struggles to fill positions due to the specialized qualifications required for many positions.",133,12,4,2,0,0,0,0,"Agency diversity remains much the same.",9.83,11.68,11.5,11.2,7.2,1.8,0,0,0,0,4,0,4,4,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"Somewhat Easy",0,0,11,0,0,0,0,0,0,0,"None cited","Vacancy Risk","Continuing","Ongoing","Employee Engagement","Completed",1,"Employee Engagement","Continuing","Ongoing","Employee Engagement","Continuing","Ongoing","Vacancy Risk","Continuing","Ongoing","Workforce Development","Continuing","Ongoing","Workforce Development","Continuing","Ongoing",0,0,0,0,0,0,0,0,0,0,2,0,0,0,0,0,0,1,2,0,0,0,2,0,0,0,0,0,0,0,0,0,0]
["Virginia State University",2020,"Higher Education",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Tobacco Region Revitalization Commission",2020,"Commerce and Trade",null,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,"",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,"","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Tourism Corporation",2020,"Commerce and Trade","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Workforce Connection",2020,"Independent Agencies","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia529 College Savings Plan",2020,"Independent Agencies","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Virginia Veteran's Care Center",2020,"Veterans and Defense Affairs","Veterans and Military Affairs",0,0,304,247,57,304,262,57,262,0,0,0,0,0,0,0,0,15,22,36,1,114,23,6,87,0,0,"Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","Utilizing more online training","No Change","No Change","No Change","No Change","No Change",0,15,15,0,15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,15,15,0,15,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,7,7,0,2,0,0,0,2,0,3,0,0,0,0,0,0,0,0,0,0,9,0,0,1,1,0,2,1,2,2,0,0,37,3,3,4,3,0,9,3,2,13,0,0,29,29,0,0,0,0,0,0,0,0,0,1,8,1,8,1,0,10,0,0,20,20,149,0,0,0,0,0,0,0,0,0,1,3,1,8,0,0,7,0,0,10,10,79,0,0,0,0,0,0,0,0,0,0,2,2,0,5,0,0,3,0,8,21,12,15,0,1,1,0,0,0,17,0,294,0,60,244,134,115,13,0,4,23,5,22,3,0,0,0,0,0,0,0,0,0,0,0,0,1.1000000000000001,0.2,0.2,0,0,0.3,2.2999999999999998,0,0,0,6.1,6.1,0,0,0,0,0,0,0,0,0,7.7,5.9,5.0999999999999996,0,5.0999999999999996,10.3,7.2,6,0,0,27.2,27.2,0,0,0,0,0,0,0,0,0,27.2,21.2,17.100000000000001,0,17.100000000000001,17.100000000000001,14.8,17.100000000000001,0,0,"","","","","","","","","","","","","","",1,"",1,1,0,0,0,0,"n/a",1.5,0,0,1,0,0,1,0,0,"","","","","","","","","","","","","","","Medium","Medium","Medium","Medium","Medium","Medium","Low","Low","N/A","Low","N/A","Medium","N/A","low","low","low","N/A","Low","Medium","Medium","Low","Low","N/A","","","","","","","","","","","","","","","","","","","","","Our 2020 action item has not been completed.  We will continue to work towards its completion in 2021.","","","","","","","","","","","","","","","","","","","","","Employee Engagement","","N/A","Ongoing (No specific time frame)","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,262,0,5,7,2,9,14,0,0,0,0,0,"Based on Department","Based on Department","Based on Department","Based on Department","Based on Department.  Ie Payroll, Finance, HR","Occassionally we will have a position that takes extra time to fill, most of the time we are within the set guidelines.","Most of the time the pool is sufficient.","Our salaries meet or exceed those of surrounding businesses like ours.",0,"Risk not applicable to the Agency.",0,"Lack of promotional opportunities for employees.",0,"Attendance is an issue.","Planning goals and guidelines not in place.","We reward our employees as a group.  As it take all of the employees to run the Facility",0,"Facility needs to utilize Learning Center more.","There is no formal program at the Facility.","There is no formal program at the Facility.","Pending Cardinal update 10/2021","Pending Cardinal update 10/2021",0,146,141,7,9,1,0,0,0,0,0,15,0,"Continued","Continued","Continued","Continued","Continued","Continued","Started","Continued","Continued","Continued","Started","Continued","Not Used","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","Continued","No Change","No Change","We are using 2 methods of recruitment.","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","No Change","yes","no","yes","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","yes","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","no","No",0,0,"No comment(s)","No comment(s)",0,0,0,5,5,0,"Yes","No comment(s)","No comment(s)",22,4,0,1,0,0,0,0,"No comment(s)",6.36,6.04,6.68,5.7,2.5499999999999998,0,0,0,0,0,2,1,1,2,0,0,0,0,0,0,0,5,3,2,3,1,0,1,0,0,0,0,"Very Difficult",0,0,1,0,0,0,0,0,0,0,"No comment(s)","Employee Engagement","Continuing",0.1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,1,0,0,0,0,0,0,0,0,0,0,0,0,0,0]
["Wilson Workforce Rehabilitation Center",2020,"Health and Human Resources","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",null,"","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","","",0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0,0]

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[null,null,null,null,null,null,"Workforce Planning & Development Report Guide",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Version Notes"]
[]
[]
[null,null,null,null,null,null,"DHRM File Maintenance Instructions"]
[]
[]
[null,"Update Fiscal Year",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Version 2021.1"]
[null,"To update or change the fiscal year, change the fiscal year in the boxes below. This will impact the title headings in section 6, section 7, and on the full report. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Updated Dates to reflect new reporting year",null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"RIGHT(L10,2)","v":"20"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Added Time to Fill buttons for each quarter",null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"RIGHT(G12,2)","v":"21"}]
[null,null,null,null,null,null,null,"Prior Fiscal Year",null,null,null,2020,null,null,null,null,null,null,null,null,null,null,null,null,"Adjusted formulas to automatically update with changes in FY",null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"RIGHT(P12,2)","v":"22"}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"CONCATENATE(\"Data should reflect full 2020 Fiscal Year (July 1,\",'FILE MAINTENANCE'!L10,\" -  June 30, \")","v":"Data should reflect full 2020 Fiscal Year (July 1,2020 -  June 30, "}]
[null,null,"Current Fiscal Year",null,null,null,2021,null,null,null,null,"Next Fiscal Year (Action Plan Year)",null,null,null,2022,null,null,null,null,null,null,null,"Version 2021.2"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Updated Q4 PY lookup formula to reference correct collumn"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Correect an issue with the PY retirement to correctly account for PY Executive Team"]
[null,"Include Q4 in Time to Fill",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Updated Workforce and Leadership Demographics visuals on final report"]
[null,"The past few years, for various reasons, quarter 4 has not been included in the time to fill data collection. Please indicate whether the time to fill should be included in the data collection. If no, the data entry box will be grayed out. If the cell is blank it will not impact the calculations. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Updated Leadership demographic formulas on central analysis tab to use total leaders as denominator"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Version 2021.3"]
[null,null,null,null,null,null,null,"Include Q1 in Time to Fill",null,null,null,"Yes",null,null,null,null,"Selecting No for any quarter will also remove the prior year time to fill for the respective quarter from the time to fill average for the prior year. ",null,null,null,null,null,null,null,"Updated formulas to properly  display \"N/A' when \"N/A\" is entered into number of transfers and to not impact other calculations"]
[null,null,null,null,null,null,null,"Include Q2 in Time to Fill",null,null,null,"Yes",null,null,null,null,null,null,null,null,null,null,null,null,"Fixed an incorrect cell reference for directional arrow for classified and wage section of full report separation section"]
[null,null,null,null,null,null,null,"Include Q3 in Time to Fill",null,null,null,"Yes"]
[null,null,null,null,null,null,null,"Include Q4 in Time to Fill",null,null,null,"Yes",null,null,null,null,null,null,null,null,null,null,null,"Version 2021.3.1"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Updated FY indicators under current retirements to correctly reflect the current and prior fiscal years"]
[null,"Logo Change or Update (size, location on report, etc.) "]
[null,"To update or change a logo, go to the \"Central Data\" tab (hidden). Locate the agency to be updated (in alphabetical order). Delete the current photo. Add the new logo photo to the Agency Logo column. NOTE: All edges of the photo must be placed within the cell for the entire logo to appear on the report. Also, be sure to keep the logo slightly to the right side of the cell (as it will impact the location on the Full Report.) ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Version 2021.3.2"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Unlocked the Q$ Time to Fill cell to correctly allow agencies to enter data. "]
[]
[]
[]
[null,"Agency Type Update"]
[null,"To update or change the agency type, go to the \"Central Data\" tab (hidden). Locate the agency to be updated (in alphabetical order). Change or remove the respective agency type. Agency types are ordered from left to right (up to 3 options available). Note: Do not leave blanks in the order (example: agency type in column 1 and column 3).  "]
[]
[]
[]
[]
[null,"Update Passcodes"]
[null,"To update the 4 digit passcode to show the prior year data, go to the \"Central Data\" tab (hidden). Locate the agency that needs the passcode to be updated. In column 6, the passcode column, enter the passcode for the agency. The passcode should contain at least one letter. It does not matter where the letter appears of the 4 digits, the passcode just has to have at least one letter. If a letter is not included, the look up formula will not function properly. "]
[]
[]
[]
[]
[]
[null,"Update to  Risk Areas, Action Status, and Action Timeline"]
[null,"To update or change any of the risk areas, status, or timeline, go to the \"Central Data\" tab (hidden). To add an item, right click on the second to last row in the table and go to insert rows below (Note: the row should be inserted before the last row). Enter the new information to be added and apply the filter (A-Z) to organize the table alphabetically. To remove an item from the list, right click on the cell to be removed, go to Delete, and click table row. "]
[]
[]
[]
[]
[]
[null,"Updating Level Thresholds (Aware, Medium, Action) for Full Report Key Metrics Section"]
[null,"Below are the current values set for each of the thresholds for the key metrics section of the full report. To adjust the thresholds, please update the numbers for each category below. This will update the conditional formatting to the new values. "]
[]
[]
[]
[null,null,"Critical Position Threshold (%)",null,null,null,null,null,null,"Retirement in 5 Years Threshold (%)",null,null,null,null,null,null,"Turnover Threshold (%)"]
[null,null,"Action",null,"Greater or Equal",null,0.5,null,null,"Action",null,"Greater or Equal",null,0.5,null,null,"Action",null,"Greater or Equal",null,0.15]
[null,null,"Medium High End",null,"Between",null,0.49,null,null,"Medium High End",null,"Between",null,0.49,null,null,"Medium High End",null,"Between",null,0.14899999999999999]
[null,null,"Medium Low End",null,null,null,0.15,null,null,"Medium Low End",null,null,null,0.15,null,null,"Medium Low End",null,null,null,0.1]
[null,null,"Aware",null,"Less Than",null,0.15,null,null,"Aware",null,"Less Than",null,0.15,null,null,"Aware",null,"Less Than",null,0.1]
[]
[null,null,null,null,null,"Time to Fill Threshold (Days)",null,null,null,null,null,null,null,"Retention Threshold (Years - Reversed Scale)"]
[null,null,null,null,null,"Action",null,"Greater or Equal",null,51,null,null,null,"Aware",null,"Greater or Equal",null,5]
[null,null,null,null,null,"Medium High End",null,"Between",null,50,null,null,null,"Medium High End",null,"Between",null,4.9000000000000004]
[null,null,null,null,null,"Medium Low End",null,null,null,40,null,null,null,"Medium Low End",null,null,null,1]
[null,null,null,null,null,"Aware",null,"Less Than",null,40,null,null,null,"Action",null,"Less Than",null,1]
[]
[]
[]
[null,"Exporting Data for Dashboard"]
[null,"To export data for the dashboard file, first unlock the workbook by using the assigned password. Unhide the \"DHRM Data Export\" tab. Click the \"copy data\" button to copy the data. The data can then be pasted into the dashboard file. See the dashboard file for instructions on pasting the data into the data table. "]

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[null,null,"Workforce Planning & Development Report Guide"]
[]
[]
[null,null,"Central Data Analysis for Full Report"]
[]
[]
["                     This tab houses the data analysis for the Full Report. Data is taken from the \"Key Data Input\" tab. Any changes to the data should be made on the input tab and not here. Changes to this data will impact formulas to calculate the metrics and impact the visual indicators in the Key Metrics section of the full report. "]
[]
[]
[]
[]
[]
[]
["Critical Positions",null,"Percentage","Prior Fiscal Year","Difference","Arrow","ABS Value",null,"Critical Positions Piror Year Difference",null,null,null,null,"Difference","Arrow","ABS VALUE"]
[{"$f":"'2. Key Data Input'!G26","v":"Total Number of Critical Positions"},{"$f":"'2. Key Data Input'!L26","v":0},{"$f":"IF(B15=\"n/a\",\"N/A\",B15/IF('2. Key Data Input'!P17=\"no\",'2. Key Data Input'!S26-'2. Key Data Input'!S28,'2. Key Data Input'!S26))","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!J26","v":"--"},{"$f":"IF(B15=\"n/a\",\"N/A\",C15-(D15/M15))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B15=\"n/a\",\"\",IF(E15>0,\"p\",IF(E15=0,\"tu\",IF(E15<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B15=\"n/a\",\"N/A\",ABS(E15))","v":{"$error":"#DIV/0!"}},null,"Critical Positions Assessed Prior Year",null,null,null,{"$f":"'2. Key Data Input'!Q26","v":"--"},{"$f":"'2. Key Data Input'!S26-M15","v":{"$error":"#VALUE!"}},{"$f":"IF(N15>0,\"p\",IF(N15=0,\"tu\",IF(N15<0,\"q\")))","v":{"$error":"#VALUE!"}},{"$f":"ABS(N15)","v":{"$error":"#VALUE!"}}]
[{"$f":"'2. Key Data Input'!G32","v":"Officials and Administrators"},{"$f":"'2. Key Data Input'!L32","v":0},{"$f":"IF(B16=\"n/a\",\"N/A\",B16/$B$15)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!J32","v":"--"},{"$f":"IF(B16=\"n/a\",\"N/A\",C16-(D16/$M$16))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B16=\"n/a\",\"\",IF(E16>0,\"p\",IF(E16=0,\"tu\",IF(E16<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B16=\"n/a\",\"N/A\",ABS(E16))","v":{"$error":"#DIV/0!"}},null,"Critical Positions Identified Prior Year",null,null,null,{"$f":"'2. Key Data Input'!J26","v":"--"},{"$f":"'2. Key Data Input'!L26-M16","v":{"$error":"#VALUE!"}},{"$f":"IF(N16>0,\"p\",IF(N16=0,\"tu\",IF(N16<0,\"q\")))","v":{"$error":"#VALUE!"}},{"$f":"ABS(N16)","v":{"$error":"#VALUE!"}}]
[{"$f":"'2. Key Data Input'!G33","v":"Professionals"},{"$f":"'2. Key Data Input'!L33","v":0},{"$f":"IF(B17=\"n/a\",\"N/A\",B17/$B$15)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!J33","v":"--"},{"$f":"IF(B17=\"n/a\",\"N/A\",C17-(D17/$M$16))","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},null,"Overall Percentage Change",null,null,null,null,{"$f":"C15-(M16/M15)","v":{"$error":"#DIV/0!"}},{"$f":"IF(N17>0,\"p\",IF(N17=0,\"tu\",IF(N17<0,\"q\")))","v":{"$error":"#DIV/0!"}},{"$f":"ABS(N17)","v":{"$error":"#DIV/0!"}}]
[{"$f":"'2. Key Data Input'!G34","v":"Technicians"},{"$f":"'2. Key Data Input'!L34","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J34","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G35","v":"Protective Service Workers"},{"$f":"'2. Key Data Input'!L35","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J35","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G36","v":"Paraprofessionals"},{"$f":"'2. Key Data Input'!L36","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J36","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G37","v":"Admin. Support"},{"$f":"'2. Key Data Input'!L37","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J37","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G38","v":"Skilled Craft Workers"},{"$f":"'2. Key Data Input'!L38","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J38","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G39","v":"Service/Maintenance"},{"$f":"'2. Key Data Input'!L39","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J39","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G40","v":"Faculty"},{"$f":"'2. Key Data Input'!L40","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J40","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Other (EEO Code)",{"$f":"'2. Key Data Input'!L41","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J41","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Salaried Critical Positions",{"$f":"'2. Key Data Input'!L27","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J27","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Wage Critical Positions",{"$f":"'2. Key Data Input'!L28","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J28","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G47","v":"Total Classified"},{"$f":"'2. Key Data Input'!L47","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J47","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G48","v":"Total Hourly"},{"$f":"'2. Key Data Input'!L48","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J48","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G49","v":"Total Instructional"},{"$f":"'2. Key Data Input'!L49","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J49","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G50","v":"Total Research"},{"$f":"'2. Key Data Input'!L50","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J50","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G51","v":"Total A/P"},{"$f":"'2. Key Data Input'!L51","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J51","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G52","v":"Total University Staff"},{"$f":"'2. Key Data Input'!L52","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J52","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G53","v":"Total Adjunct Faculty"},{"$f":"'2. Key Data Input'!L53","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J53","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[{"$f":"'2. Key Data Input'!G54","v":"Total Other"},{"$f":"'2. Key Data Input'!L54","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J54","v":"--"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[]
[]
[]
["Retirement Eligible",null,"Critical Positions","Percentage","Percent Critical",null,"Prior Fiscal Year","Prior Year %","Difference","Arrow","ABS Value",null,"Retirement Piror Year Difference","Arrow","ABS Value","% of Criticla Roles"]
[{"$f":"'2. Key Data Input'!G90","v":"Total Number of Employees Eligible to Retire Today"},{"$f":"'2. Key Data Input'!P90","v":0},{"$f":"'2. Key Data Input'!U90","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B40/('1. Agency Profile'!$I$24-$B$201)),(B40/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"SUM(C40)/B40","v":{"$error":"#DIV/0!"}},null,{"$f":"'2. Key Data Input'!N90","v":"--"},{"$f":"G40/('1. Agency Profile'!$G$24-'2. Key Data Input'!$R$415)","v":{"$error":"#VALUE!"}},{"$f":"IF(B40=\"n/a\",\"N/A\",D40-H40)","v":{"$error":"#DIV/0!"}},{"$f":"IF(B40=\"n/a\",\"\",IF(I40>0,\"p\",IF(I40=0,\"tu\",IF(I40<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B40=\"n/a\",\"N/A\",ABS(I40))","v":{"$error":"#DIV/0!"}},null,{"$f":"IF(B40=\"n/a\",\"N/A\",B40-G40)","v":{"$error":"#VALUE!"}},{"$f":"IF(B40=\"n/a\",\"\",IF(M40>0,\"p\",IF(M40=0,\"tu\",IF(M40<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"ABS(M40)","v":{"$error":"#VALUE!"}},{"$f":"C40/B15","v":{"$error":"#DIV/0!"}}]
["Officials and Administrators",{"$f":"'2. Key Data Input'!F96","v":0},null,{"$f":"IF(B41=\"n/a\",\"N/A\",B41/($B$40))","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'2. Key Data Input'!F$95","v":"--"},{"$f":"G41/$G$40","v":{"$error":"#VALUE!"}},{"$f":"IF(B41=\"n/a\",\"N/A\",D41-H41)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},{"$f":"IF(B41=\"n/a\",\"N/A\",ABS(I41))","v":{"$error":"#DIV/0!"}}]
["Professionals",{"$f":"'2. Key Data Input'!H96","v":0},null,{"$f":"IF(B42=\"n/a\",\"N/A\",B42/($B$40))","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'2. Key Data Input'!H$95","v":"--"},{"$f":"G42/$G$40","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Technicians",{"$f":"'2. Key Data Input'!J96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!J$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Protective Service Workers",{"$f":"'2. Key Data Input'!K96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!K$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Paraprofessionals",{"$f":"'2. Key Data Input'!M96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!M$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Admin. Support",{"$f":"'2. Key Data Input'!O96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!O$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Skilled Craft Workers",{"$f":"'2. Key Data Input'!Q96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!Q$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Service/Maintenance",{"$f":"'2. Key Data Input'!S96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!S$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Faculty",{"$f":"'2. Key Data Input'!U96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!U$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Other (EEO Code)",{"$f":"'2. Key Data Input'!V96","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!V$95","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[]
[]
["Retirement Eligible in 5 years",null,"Critical Positions","Percentage","Percent Critical",null,"Prior Fiscal Year","Prior Year %","Difference","Arrow","ABS Value",null,"Retirement Piror Year Difference","Arrow","ABS Value","% of Criticla Roles"]
["Total Number of Employees Eligible to Retire in 5 Years",{"$f":"SUM('2. Key Data Input'!M103:Q103)","v":0},{"$f":"'2. Key Data Input'!S103","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B54/('1. Agency Profile'!$I$24-$B$201)),(B54/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"SUM(C54)/B54","v":{"$error":"#DIV/0!"}},null,{"$f":"'2. Key Data Input'!R102","v":"--"},{"$f":"G54/('1. Agency Profile'!$G$24-'2. Key Data Input'!$R$415)","v":{"$error":"#VALUE!"}},{"$f":"IF(B54=\"N/A\",\"N/A\",D54-H54)","v":{"$error":"#DIV/0!"}},{"$f":"IF(B54=\"n/a\",\"\",IF(I54>0,\"p\",IF(I54=0,\"tu\",IF(I54<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B54=\"n/a\",\"N/A\",ABS(I54))","v":{"$error":"#DIV/0!"}},null,{"$f":"IF(B54=\"n/a\",\"N/A\",B54-G54)","v":{"$error":"#VALUE!"}},{"$f":"IF(B54=\"n/a\",\"\",IF(M54>0,\"p\",IF(M54=0,\"tu\",IF(M54<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"ABS(M54)","v":{"$error":"#VALUE!"}},{"$f":"C54/B15","v":{"$error":"#DIV/0!"}}]
["Officials and Administrators",{"$f":"'2. Key Data Input'!F109","v":0},null,{"$f":"IF(B55=\"N/A\",\"N/A\",B55/$B$54)","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'2. Key Data Input'!F$108","v":"--"},{"$f":"G55/$G$54","v":{"$error":"#VALUE!"}},{"$f":"IF(B55=\"N/A\",\"N/A\",D55-H55)","v":{"$error":"#DIV/0!"}},{"$f":"IF(B55=\"n/a\",\"\",IF(I55>0,\"p\",IF(I55=0,\"tu\",IF(I55<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B55=\"n/a\",\"N/A\",ABS(I55))","v":{"$error":"#DIV/0!"}}]
["Professionals",{"$f":"'2. Key Data Input'!H109","v":0},null,{"$f":"IF(B56=\"N/A\",\"N/A\",B56/$B$54)","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'2. Key Data Input'!H$108","v":"--"},{"$f":"G56/$G$54","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Technicians",{"$f":"'2. Key Data Input'!J109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!J$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Protective Service Workers",{"$f":"'2. Key Data Input'!K109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!K$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Paraprofessionals",{"$f":"'2. Key Data Input'!M109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!M$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Admin. Support",{"$f":"'2. Key Data Input'!O109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!O$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Skilled Craft Workers",{"$f":"'2. Key Data Input'!Q109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!Q$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Service/Maintenance",{"$f":"'2. Key Data Input'!S109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!S$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Faculty",{"$f":"'2. Key Data Input'!U109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!U$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Other (EEO Code)",{"$f":"'2. Key Data Input'!V109","v":0},null,{"$error":"#DIV/0!"},null,null,{"$f":"'2. Key Data Input'!V$108","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[]
["Resignations",null,"Average","Prior Year Employees","PY Separations","PY Avg","Difference","Arrow","ABS Value","Total Critical Role Resigned","RR of Critical (5 Year)",null,null,"RR of Critical (5 Year)"]
["Total Employees (Minus Executives) ",{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",'1. Agency Profile'!$I$24-$B$201,'1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)","v":0},{"$f":"B70/($B$67)","v":{"$error":"#DIV/0!"}},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",'1. Agency Profile'!$G$24-$B$201,'1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)","v":{"$error":"#VALUE!"}},null,null,null,null,null,{"$f":"'2. Key Data Input'!I133","v":0},{"$f":"'2. Key Data Input'!O133","v":0},null,null,{"$f":"'2. Key Data Input'!U259","v":0}]
["Total Employees in 0-5 YOS",{"$f":"'2. Key Data Input'!O132","v":0},null,{"$f":"'2. Key Data Input'!N132","v":"--"},{"$f":"'2. Key Data Input'!N129","v":"--"},{"$f":"E68/D68","v":{"$error":"#VALUE!"}},{"$f":"IF(B68=\"N/A\",\"N/A\",C74-F68)","v":{"$error":"#DIV/0!"}},{"$f":"IF(B68=\"n/a\",\"\",IF(G68>0,\"p\",IF(G68=0,\"tu\",IF(G68<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B68=\"n/a\",\"N/A\",ABS(G68))","v":{"$error":"#DIV/0!"}}]
["Total Employees in First Year",{"$f":"'2. Key Data Input'!U132","v":0},null,{"$f":"'2. Key Data Input'!T132","v":"--"},{"$f":"'2. Key Data Input'!T129","v":"--"},{"$f":"E69/D69","v":{"$error":"#VALUE!"}},{"$f":"IF(B69=\"N/A\",\"N/A\",C75-F69)","v":{"$error":"#DIV/0!"}},{"$f":"IF(B69=\"n/a\",\"\",IF(G69>0,\"p\",IF(G69=0,\"tu\",IF(G69<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B69=\"n/a\",\"N/A\",ABS(G69))","v":{"$error":"#DIV/0!"}}]
["Total Separations",{"$f":"IF(OR('2. Key Data Input'!$O$180<>\"no\",'2. Key Data Input'!I178=\"N/A\"),'2. Key Data Input'!$I$129,'2. Key Data Input'!$I$129+'2. Key Data Input'!$I$178)","v":0},null,{"$f":"'2. Key Data Input'!H129","v":"--"},{"$f":"'2. Key Data Input'!H129","v":"--"},{"$f":"E70/D67","v":{"$error":"#VALUE!"}},{"$f":"IF(B67=\"N/A\",\"N/A\",F70-C67)","v":{"$error":"#VALUE!"}},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Transfers to Other Agencies",{"$f":"'2. Key Data Input'!I178","v":0},{"$f":"IF(B71=\"N/A\",\"N/A\",B71/$B$70)","v":{"$error":"#DIV/0!"}}]
["Total Transfers to Other Agencies 0-5 Years",{"$f":"'2. Key Data Input'!O178","v":0},{"$f":"IF(B72=\"N/A\",\"N/A\",B72/$B$70)","v":{"$error":"#DIV/0!"}}]
["Total Transfers to Other Agencies within 1st Year",{"$f":"'2. Key Data Input'!U178","v":0},{"$f":"IF(B73=\"N/A\",\"N/A\",B73/$B$70)","v":{"$error":"#DIV/0!"}}]
["Turnover within 5 Years",{"$f":"IF(OR('2. Key Data Input'!$O$180<>\"no\",'2. Key Data Input'!O178=\"N/A\"),'2. Key Data Input'!$O$129,'2. Key Data Input'!$O$129-'2. Key Data Input'!$O$178)","v":0},{"$f":"B74/$B$68","v":{"$error":"#DIV/0!"}}]
["Tunover within 1 Year",{"$f":"IF(OR('2. Key Data Input'!$O$180<>\"no\",'2. Key Data Input'!U178=\"N/A\"),'2. Key Data Input'!$U$129,'2. Key Data Input'!$U$129-'2. Key Data Input'!$U$178)","v":0},{"$f":"B75/$B$69","v":{"$error":"#DIV/0!"}}]
[{"$f":"'2. Key Data Input'!E151","v":"Officials and Administrators"},{"$f":"'2. Key Data Input'!I151","v":0},{"$f":"IF(B76=\"N/A\",\"N/A\",B76/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!H151","v":"--"},{"$f":"D76","v":"--"},{"$f":"E76/$D$70","v":{"$error":"#VALUE!"}},{"$f":"IF(B76=\"N/A\",\"N/A\",F76-C76)","v":{"$error":"#VALUE!"}},{"$f":"IF(B76=\"n/a\",\"\",IF(G76>0,\"p\",IF(G76=0,\"tu\",IF(G76<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"IF(B76=\"n/a\",\"N/A\",ABS(G76))","v":{"$error":"#VALUE!"}}]
[{"$f":"'2. Key Data Input'!E152","v":"Professionals"},{"$f":"'2. Key Data Input'!I152","v":0},{"$f":"IF(B77=\"N/A\",\"N/A\",B77/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!H152","v":"--"},{"$f":"D77","v":"--"},{"$f":"E77/$D$70","v":{"$error":"#VALUE!"}},{"$f":"IF(B77=\"N/A\",\"N/A\",F77-C77)","v":{"$error":"#VALUE!"}},{"$f":"IF(B77=\"n/a\",\"\",IF(G77>0,\"p\",IF(G77=0,\"tu\",IF(G77<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"IF(B77=\"n/a\",\"N/A\",ABS(G77))","v":{"$error":"#VALUE!"}}]
[{"$f":"'2. Key Data Input'!E153","v":"Technicians"},{"$f":"'2. Key Data Input'!I153","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H153","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!E154","v":"Protective Service Workers"},{"$f":"'2. Key Data Input'!I154","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H154","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!E155","v":"Paraprofessionals"},{"$f":"'2. Key Data Input'!I155","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H155","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!E156","v":"Admin. Support"},{"$f":"'2. Key Data Input'!I156","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H156","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!E157","v":"Skilled Craft Workers"},{"$f":"'2. Key Data Input'!I157","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H157","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Service/Maintenance",{"$f":"'2. Key Data Input'!I158","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H158","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Faculty",{"$f":"'2. Key Data Input'!I159","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H159","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Other (EEO Code)",{"$f":"'2. Key Data Input'!I160","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H160","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!I166","v":"Total Male"},{"$f":"'2. Key Data Input'!L166","v":0},{"$f":"B86/$B$70","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!K166","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!I167","v":"Total Female"},{"$f":"'2. Key Data Input'!L167","v":0},{"$f":"B87/$B$70","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!K167","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Non-Binary/Third",{"$f":"'2. Key Data Input'!L168","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K168","v":0},0,{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Self Described",{"$f":"'2. Key Data Input'!L169","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K169","v":0},0,{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P166","v":"White"},{"$f":"'2. Key Data Input'!R166","v":0},{"$f":"IF(B90=\"N/A\",\"N/A\",B90/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!Q166","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P167","v":"Black or African American"},{"$f":"'2. Key Data Input'!R167","v":0},{"$f":"IF(B91=\"N/A\",\"N/A\",B91/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!Q167","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P168","v":"Hispanic or Latino"},{"$f":"'2. Key Data Input'!R168","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q168","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P169","v":"Asian"},{"$f":"'2. Key Data Input'!R169","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q169","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P170","v":"American Indian or Alaskan Native"},{"$f":"'2. Key Data Input'!R170","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q170","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P171","v":" Hawaiian or Other Pacific Islander"},{"$f":"'2. Key Data Input'!R171","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q171","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P172","v":"Two or More Races"},{"$f":"'2. Key Data Input'!R172","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q172","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!P173","v":"Unknown or not Entered"},{"$f":"'2. Key Data Input'!R173","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q173","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Classified (Non-Higher Ed)",{"$f":"'2. Key Data Input'!I130","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H130","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Wage",{"$f":"'2. Key Data Input'!I131","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H131","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F138","v":"Total Classified"},{"$f":"'2. Key Data Input'!I138","v":0},{"$f":"IF(B100=\"n/a\",\"N/A\",B100/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!H138","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F139","v":"Total Hourly"},{"$f":"'2. Key Data Input'!I139","v":0},{"$f":"IF(B101=\"n/a\",\"N/A\",B101/$B$70)","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!H139","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F140","v":"Total Instructional"},{"$f":"'2. Key Data Input'!I140","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H140","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F141","v":"Total Research"},{"$f":"'2. Key Data Input'!I141","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H141","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F142","v":"Total A/P"},{"$f":"'2. Key Data Input'!I142","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H142","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F143","v":"Total University Staff"},{"$f":"'2. Key Data Input'!I143","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H143","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F144","v":"Total Adjunct Faculty"},{"$f":"'2. Key Data Input'!I144","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H144","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[{"$f":"'2. Key Data Input'!F145","v":"Total Other"},{"$f":"'2. Key Data Input'!I145","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!H145","v":"--"},"--",{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
[]
["Average Time to Fill ",null,null,"Prior Year Average","Difference","Arrow","Absolute Value",null,null,"% of Criticla Roles",null,"Average Days of Critical Roles"]
["Average Time To Fill",null,{"$f":"AVERAGE('2. Key Data Input'!H196,'2. Key Data Input'!L196,'2. Key Data Input'!P196,'2. Key Data Input'!T196)","v":{"$error":"#DIV/0!"}},{"$f":"AVERAGE(D111:D114)","v":{"$error":"#DIV/0!"}},{"$f":"C110-D110","v":{"$error":"#DIV/0!"}},{"$f":"IF(C110=\"n/a\",\"\",IF(E110>0,\"p\",IF(E110=0,\"tu\",IF(E110<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(C110=\"N/A\",\"N/A\",ABS(E110))","v":{"$error":"#DIV/0!"}},null,null,{"$f":"SUM(C115:C118)/B15","v":{"$error":"#DIV/0!"}},null,{"$f":"AVERAGE(C119:C122)","v":0}]
[null,"Quarter 1",{"$f":"'2. Key Data Input'!H196","v":0},{"$f":"IF('FILE MAINTENANCE'!L19=\"yes\",'2. Key Data Input'!G196,\"\")","v":"--"}]
[null,"Quarter 2",{"$f":"'2. Key Data Input'!L196","v":0},{"$f":"IF('FILE MAINTENANCE'!L20=\"yes\",'2. Key Data Input'!K196,\"\")","v":"--"}]
[null,"Quarter 3",{"$f":"'2. Key Data Input'!P196","v":0},{"$f":"IF('FILE MAINTENANCE'!L21=\"yes\",'2. Key Data Input'!O196,\"\")","v":"--"}]
[null,"Quarter 4",{"$f":"'2. Key Data Input'!T196","v":0},{"$f":"IF('FILE MAINTENANCE'!L22=\"yes\",'2. Key Data Input'!S196,\"\")","v":"--"}]
[null,"Q1 Critical Positions Hired",{"$f":"'2. Key Data Input'!H199","v":0},{"$f":"'2. Key Data Input'!G199","v":0}]
[null,"Q2 Critical Positions Hired",{"$f":"'2. Key Data Input'!L199","v":0},{"$f":"'2. Key Data Input'!K199","v":0}]
[null,"Q3 Critical Positions Hired",{"$f":"'2. Key Data Input'!P199","v":0},{"$f":"'2. Key Data Input'!O199","v":0}]
[null,"Q4 Critical Positinos Hired",{"$f":"'2. Key Data Input'!T199","v":0},{"$f":"'2. Key Data Input'!S199","v":0}]
[null,"Q1 Critical Positons Time to Fill",{"$f":"'2. Key Data Input'!H200","v":0},{"$f":"'2. Key Data Input'!G200","v":0}]
[null,"Q2 Critical Positons Time to Fill",{"$f":"'2. Key Data Input'!L200","v":0},{"$f":"'2. Key Data Input'!K200","v":0}]
[null,"Q3 Critical Positons Time to Fill",{"$f":"'2. Key Data Input'!P200","v":0},{"$f":"'2. Key Data Input'!O200","v":0}]
[null,"Q4 Critical Positons Time to Fill",{"$f":"'2. Key Data Input'!T200","v":0},{"$f":"'2. Key Data Input'!S200","v":0}]
[]
["Average Retention",null,null,"Prior Year Average","Difference","Arrow","Absolute Value",null,null,"Critical Role Average"]
["Average Years",{"$f":"'2. Key Data Input'!O256","v":0},null,{"$f":"'2. Key Data Input'!N256","v":"--"},{"$f":"IF(B125=\"N/A\",\"N/A\",B125-D125)","v":{"$error":"#VALUE!"}},{"$f":"IF(B125=\"n/a\",\"\",IF(E125>0,\"p\",IF(E125=0,\"tu\",IF(E125<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"IF(B125=\"N/A\",\"N/A\",ABS(E125))","v":{"$error":"#VALUE!"}},null,null,{"$f":"'2. Key Data Input'!O259","v":0}]
["Average Classfied Years",{"$f":"'2. Key Data Input'!O257","v":0},null,{"$f":"'2. Key Data Input'!N257","v":"--"},{"$f":"IF(B126=\"N/A\",\"N/A\",B126-D126)","v":{"$error":"#VALUE!"}},{"$f":"IF(B126=\"n/a\",\"\",IF(E126>0,\"p\",IF(E126=0,\"tu\",IF(E126<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"IF(B126=\"N/A\",\"N/A\",ABS(E126))","v":{"$error":"#VALUE!"}}]
["Average Wage Years",{"$f":"'2. Key Data Input'!O258","v":0},null,{"$f":"'2. Key Data Input'!N258","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Classified Years(Higher Edu)",{"$f":"'2. Key Data Input'!O264","v":0},null,{"$f":"'2. Key Data Input'!N264","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Hourly Years",{"$f":"'2. Key Data Input'!O265","v":0},null,{"$f":"'2. Key Data Input'!N265","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Instruction Years",{"$f":"'2. Key Data Input'!O266","v":0},null,{"$f":"'2. Key Data Input'!N266","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Reserach Years",{"$f":"'2. Key Data Input'!O267","v":0},null,{"$f":"'2. Key Data Input'!N267","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average A/P Faculty Years",{"$f":"'2. Key Data Input'!O268","v":0},null,{"$f":"'2. Key Data Input'!N268","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average University Staff Years",{"$f":"'2. Key Data Input'!O269","v":0},null,{"$f":"'2. Key Data Input'!N269","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Adjunct Years",{"$f":"'2. Key Data Input'!O270","v":0},null,{"$f":"'2. Key Data Input'!N270","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Other Years (Higher Ed)",{"$f":"'2. Key Data Input'!O271","v":0},null,{"$f":"'2. Key Data Input'!N271","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Officials / Administrators Years",{"$f":"'2. Key Data Input'!O277","v":0},null,{"$f":"'2. Key Data Input'!N277","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Professional Years",{"$f":"'2. Key Data Input'!O278","v":0},null,{"$f":"'2. Key Data Input'!N278","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Technician Years",{"$f":"'2. Key Data Input'!O279","v":0},null,{"$f":"'2. Key Data Input'!N279","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Protective Service Years",{"$f":"'2. Key Data Input'!O280","v":0},null,{"$f":"'2. Key Data Input'!N280","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Paraprofessional Years",{"$f":"'2. Key Data Input'!O281","v":0},null,{"$f":"'2. Key Data Input'!N281","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Administrative Support Years",{"$f":"'2. Key Data Input'!O282","v":0},null,{"$f":"'2. Key Data Input'!N282","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Skill / Craft Workers Years",{"$f":"'2. Key Data Input'!O283","v":0},null,{"$f":"'2. Key Data Input'!N283","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Service / Maintenance Years",{"$f":"'2. Key Data Input'!O284","v":0},null,{"$f":"'2. Key Data Input'!N284","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Faculty Years",{"$f":"'2. Key Data Input'!O285","v":0},null,{"$f":"'2. Key Data Input'!N285","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Other Years (EEO Code)",{"$f":"'2. Key Data Input'!O286","v":0},null,{"$f":"'2. Key Data Input'!N286","v":"--"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Male Years",{"$f":"'2. Key Data Input'!L292","v":0}]
["Average Female Years",{"$f":"'2. Key Data Input'!L293","v":0}]
["Average Third / Non Binary Years",{"$f":"'2. Key Data Input'!L294","v":0}]
["Average Self Described Years",{"$f":"'2. Key Data Input'!L295","v":0}]
["Average White Years",{"$f":"'2. Key Data Input'!R292","v":0}]
["Average Black or African American Years",{"$f":"'2. Key Data Input'!R293","v":0}]
["Average Hispanic or Latino Years",{"$f":"'2. Key Data Input'!R294","v":0}]
["Average Asain Years",{"$f":"'2. Key Data Input'!R295","v":0}]
["Average American Indian or Alaskan Navtive Years",{"$f":"'2. Key Data Input'!R296","v":0}]
["Average Native Hawaiian or Pacific Islander Years",{"$f":"'2. Key Data Input'!R297","v":0}]
["Average Two or More Races Years",{"$f":"'2. Key Data Input'!R298","v":0}]
["Average Unknown or Not Entered Years",{"$f":"'2. Key Data Input'!R299","v":0}]
["Total Promotions",{"$f":"'2. Key Data Input'!L320","v":0}]
["Total Internal Transfers",{"$f":"'2. Key Data Input'!L308","v":0}]
["Male Promotions",{"$f":"'2. Key Data Input'!L324","v":0}]
["Female Promotions",{"$f":"'2. Key Data Input'!L325","v":0}]
["Third / Non Binary Promotions",{"$f":"'2. Key Data Input'!J314","v":0}]
["Self Described Promotions",{"$f":"'2. Key Data Input'!J315","v":0}]
["White Promotions",{"$f":"'2. Key Data Input'!S320","v":0}]
["Black or African American Promotions",{"$f":"'2. Key Data Input'!S321","v":0}]
["Hispanic or Latino Promotions",{"$f":"'2. Key Data Input'!S322","v":0}]
["Asain Promotions",{"$f":"'2. Key Data Input'!S323","v":0}]
["American Indian or Alaskan Navtive Promotions",{"$f":"'2. Key Data Input'!S324","v":0}]
["Native Hawaiian or Pacific Islander Promotions",{"$f":"'2. Key Data Input'!S325","v":0}]
["Two or More Races Promotions",{"$f":"'2. Key Data Input'!S326","v":0}]
["Unknown or Not Entered Promotions",{"$f":"'2. Key Data Input'!S327","v":0}]
[]
["Diversity and Inclustion Metrics",null,"Percent","Prior Year","Prior Year Percent","Difference","Arrow","Absolute Value"]
["Total Males",{"$f":"'1. Agency Profile'!Q35","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B174/('1. Agency Profile'!$I$24-$B$201)),(B174/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'1. Agency Profile'!O35","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D174/('1. Agency Profile'!$G$24-$B$201)),(D174/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$f":"C174-E174","v":{"$error":"#DIV/0!"}},{"$f":"IF(B174=\"n/a\",\"\",IF(F174>0,\"p\",IF(F174=0,\"tu\",IF(F174<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"IF(B174=\"N/A\",\"N/A\",ABS(F174))","v":{"$error":"#DIV/0!"}}]
["Total Females",{"$f":"'1. Agency Profile'!Q36","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B175/('1. Agency Profile'!$I$24-$B$201)),(B175/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'1. Agency Profile'!O36","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D175/('1. Agency Profile'!$G$24-$B$201)),(D175/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$f":"C175-E175","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Non Binary / Third",{"$f":"'1. Agency Profile'!Q37","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B176/('1. Agency Profile'!$I$24-$B$201)),(B176/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'1. Agency Profile'!O37","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D176/('1. Agency Profile'!$G$24-$B$201)),(D176/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Self Described",{"$f":"'1. Agency Profile'!Q38","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B177/('1. Agency Profile'!$I$24-$B$201)),(B177/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'1. Agency Profile'!O38","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D177/('1. Agency Profile'!$G$24-$B$201)),(D177/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Minorities",{"$f":"'2. Key Data Input'!K224","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B178/('1. Agency Profile'!$I$24-$B$201)),(B178/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!I224","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D178/('1. Agency Profile'!$G$24-$B$201)),(D178/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Non-Minorities",{"$f":"'2. Key Data Input'!K225","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B179/('1. Agency Profile'!$I$24-$B$201)),(B179/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!I225","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D179/('1. Agency Profile'!$G$24-$B$201)),(D179/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Veterans",{"$f":"'2. Key Data Input'!K222","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B180/('1. Agency Profile'!$I$24-$B$201)),(B180/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!I222","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D180/('1. Agency Profile'!$G$24-$B$201)),(D180/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Employees with Disabilities",{"$f":"'2. Key Data Input'!K223","v":0},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(B181/('1. Agency Profile'!$I$24-$B$201)),(B181/('1. Agency Profile'!$I$24-$B$201-'1. Agency Profile'!$I$26)))","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!I223","v":"--"},{"$f":"IF('2. Key Data Input'!$P$17<>\"no\",(D181/('1. Agency Profile'!$G$24-$B$201)),(D181/('1. Agency Profile'!$G$24-$B$201-'1. Agency Profile'!$G$26)))","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
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["Executive Team","Number","Percent","Prior Year Number","Prior Year Percent","Difference","Arrow","ABS Value"]
["Total Number of Executive Positions",{"$f":"'2. Key Data Input'!K415","v":0},{"$f":"B200/'1. Agency Profile'!Y24","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!J415","v":"--"},{"$f":"D200/'1. Agency Profile'!W24","v":{"$error":"#VALUE!"}},{"$f":"C200-E200","v":{"$error":"#DIV/0!"}},{"$f":"IF(B200=\"n/a\",\"\",IF(F200>0,\"p\",IF(F200=0,\"tu\",IF(F200<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$f":"ABS(F200)","v":{"$error":"#DIV/0!"}}]
["Total Number of Executive Employees",{"$f":"'2. Key Data Input'!S415","v":0},null,{"$f":"'2. Key Data Input'!R415","v":"--"},null,0,"tu",{"$f":"ABS(F201)","v":0}]
["Total Number of Executive Positions Identified as Critical",{"$f":"'2. Key Data Input'!S416","v":0},{"$f":"B202/B200","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!R416","v":"--"},{"$f":"D202/D200","v":{"$error":"#VALUE!"}},{"$f":"B202-D202","v":{"$error":"#VALUE!"}},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Executives Hired",{"$f":"'2. Key Data Input'!S417","v":0},{"$f":"B203/$B$201","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!R417","v":0},null,{"$f":"C203-E203","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Executives Eligible for Retirement Today",{"$f":"'2. Key Data Input'!K425","v":0},{"$f":"B204/$B$201","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!J425","v":"--"},{"$f":"D204/$D$201","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Executives Eligible for Retirement in 5 Years",{"$f":"SUM('2. Key Data Input'!O431:S431)","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!J425","v":"--"},{"$f":"D205/$D$201","v":{"$error":"#VALUE!"}},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Average Day to Fill Executive Positions",{"$f":"'2. Key Data Input'!S419","v":0},null,{"$f":"'2. Key Data Input'!R419","v":"--"},null,{"$f":"B206-D206","v":{"$error":"#VALUE!"}},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Average Retention in Executive Positions ",{"$f":"'2. Key Data Input'!S424","v":0},null,{"$f":"'2. Key Data Input'!S423","v":"--"},null,{"$f":"B207-D207","v":{"$error":"#VALUE!"}},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Male",{"$f":"'2. Key Data Input'!L435","v":0},{"$f":"B208/$B$201","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!K435","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Female",{"$f":"'2. Key Data Input'!L436","v":0},{"$f":"B209/$B$201","v":{"$error":"#DIV/0!"}},{"$f":"'2. Key Data Input'!K436","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Non-Binary/ Third",{"$f":"'2. Key Data Input'!L437","v":0},{"$f":"B210+B211/$B$201","v":{"$error":"#VALUE!"}},{"$f":"'2. Key Data Input'!K437+'2. Key Data Input'!K438","v":{"$error":"#VALUE!"}},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Self-Described",{"$f":"'2. Key Data Input'!L438","v":"FY21"},null,null,{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"},{"$error":"#VALUE!"}]
["Total Minority",{"$f":"'2. Key Data Input'!L439","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K439","v":"--"},{"$error":"#VALUE!"},{"$f":"C212-E212","v":{"$error":"#DIV/0!"}},{"$f":"IF(B212=\"n/a\",\"\",IF(F212>0,\"p\",IF(F212=0,\"tu\",IF(F212<0,\"q\"))))","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Non-Minority",{"$f":"'2. Key Data Input'!L440","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K440","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Veterans",{"$f":"'2. Key Data Input'!L441","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K441","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Executives with Disabilities",{"$f":"'2. Key Data Input'!L442","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!K442","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total White",{"$f":"'2. Key Data Input'!R435","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q435","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Black or African American",{"$f":"'2. Key Data Input'!R436","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q436","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Hispanic or Latino",{"$f":"'2. Key Data Input'!R437","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q437","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Asian",{"$f":"'2. Key Data Input'!R438","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q438","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["American Indian or Alaskan Native",{"$f":"'2. Key Data Input'!R439","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q439","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
[" Hawaiian or Other Pac. Islander",{"$f":"'2. Key Data Input'!R440","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q440","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Two or More Races",{"$f":"'2. Key Data Input'!R441","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q441","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Unknown or not Entered",{"$f":"'2. Key Data Input'!R442","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!Q442","v":"--"},{"$error":"#VALUE!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Participated in Training and Development",{"$f":"'2. Key Data Input'!Q447","v":0},{"$error":"#DIV/0!"},{"$f":"'2. Key Data Input'!O447","v":"--"},{"$error":"#VALUE!"},{"$f":"B224-D224","v":{"$error":"#VALUE!"}},{"$f":"IF(B224=\"n/a\",\"\",IF(F224>0,\"p\",IF(F224=0,\"tu\",IF(F224<0,\"q\"))))","v":{"$error":"#VALUE!"}},{"$f":"ABS(F224)","v":{"$error":"#VALUE!"}}]
[]
[]
["Circle Graph Standard","Percent"]
[1,1]
[2,1]
[3,1]
[4,1]
[5,1]
[6,1]
[7,1]
[8,1]
[9,1]
[10,1]
[11,1]
[12,1]
[13,1]
[14,1]
[15,1]
[16,1]
[17,1]
[18,1]
[19,1]
[20,1]
[]
[]
["Person Graph Data","Total Employees","Percentages","1-Percent"]
["Total Employees",{"$f":"'1. Agency Profile'!I24","v":0},null,1]
["Total Classified (Non-Higher Ed)",{"$f":"'1. Agency Profile'!I25","v":0},{"$f":"B252/$B$251","v":{"$error":"#DIV/0!"}},{"$f":"$D$251-C252","v":{"$error":"#DIV/0!"}}]
["Total Wage",{"$f":"'1. Agency Profile'!I26","v":0},{"$f":"B253/$B$251","v":{"$error":"#DIV/0!"}},{"$f":"$D$251-C253","v":{"$error":"#DIV/0!"}}]
["Total Classified",{"$f":"'1. Agency Profile'!I30","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Hourly",{"$f":"'1. Agency Profile'!I31","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Instruction",{"$f":"'1. Agency Profile'!I32","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Research",{"$f":"'1. Agency Profile'!I33","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["A/P Faculty",{"$f":"'1. Agency Profile'!I34","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Univ. Staff",{"$f":"'1. Agency Profile'!I35","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Adjunct",{"$f":"'1. Agency Profile'!I36","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Other",{"$f":"'1. Agency Profile'!I37","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"},null,"Gender %","Leader %","Other Gender","Other Gender"]
["Total Males",{"$f":"'1. Agency Profile'!Q35","v":0},{"$f":"B262/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C262","v":{"$error":"#DIV/0!"}},{"$f":"C263","v":{"$error":"#DIV/0!"}},{"$f":"1-(F262)","v":{"$error":"#DIV/0!"}},{"$f":"1-(G262)","v":{"$error":"#DIV/0!"}}]
["Total Male Leaders",{"$f":"'2. Key Data Input'!S222+'2. Key Data Input'!L435","v":0},{"$f":"B263/B294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Female",{"$f":"'1. Agency Profile'!Q36","v":0},{"$f":"B264/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C264","v":{"$error":"#DIV/0!"}},{"$f":"C265","v":{"$error":"#DIV/0!"}},{"$f":"1-(F264)","v":{"$error":"#DIV/0!"}},{"$f":"1-(G264)","v":{"$error":"#DIV/0!"}}]
["Total Female Leaders",{"$f":"'2. Key Data Input'!S223+'2. Key Data Input'!L436","v":0},{"$f":"B265/B294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Non-Binary",{"$f":"'1. Agency Profile'!Q37","v":0},{"$f":"B266/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Non-Binary Leaders",{"$f":"'2. Key Data Input'!S224+'2. Key Data Input'!L437","v":0},{"$f":"B267/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Self Described",{"$f":"'1. Agency Profile'!Q38","v":0},{"$f":"B268/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Self Described Leaders",null,null,null,null,"Race %",null,"Other %",null,"Leader %","Other %"]
["Total White",{"$f":"'1. Agency Profile'!Q24","v":0},{"$f":"B270/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C270-G270","v":{"$error":"#DIV/0!"}},null,{"$f":"1-(F270)","v":{"$error":"#DIV/0!"}},null,{"$f":"C286","v":{"$error":"#DIV/0!"}},{"$f":"1-(I270+J270)","v":{"$error":"#DIV/0!"}}]
["Total Black or African American",{"$f":"'1. Agency Profile'!Q25","v":0},{"$f":"B271/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$f":"1-(F271)","v":{"$error":"#DIV/0!"}},null,{"$f":"C287","v":{"$error":"#DIV/0!"}},{"$f":"1-(I271+J271)","v":{"$error":"#DIV/0!"}}]
["Total Hispanic or Latino",{"$f":"'1. Agency Profile'!Q26","v":0},{"$f":"B272/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Asian",{"$f":"'1. Agency Profile'!Q27","v":0},{"$f":"B273/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total American Indian or Alaskan Native",{"$f":"'1. Agency Profile'!Q28","v":0},{"$f":"B274/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Native Hawaiian or Other Pac. Islander",{"$f":"'1. Agency Profile'!Q29","v":0},{"$f":"B275/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Two or More Races",{"$f":"'1. Agency Profile'!Q30","v":0},{"$f":"B276/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Unknown or not Entered",{"$f":"'1. Agency Profile'!Q31","v":0},{"$f":"B277/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Veterans",{"$f":"'2. Key Data Input'!K222+'2. Key Data Input'!L441","v":0},{"$f":"B278/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$error":"#DIV/0!"},null,{"$f":"C279","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Veteran Leaders",{"$f":"'2. Key Data Input'!S228+'2. Key Data Input'!L441","v":0},{"$f":"B279/B294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Employees with Disabiliites",{"$f":"'2. Key Data Input'!K223+'2. Key Data Input'!L442","v":0},{"$f":"B280/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C280-G280","v":{"$error":"#DIV/0!"}},null,{"$f":"1-(F280)","v":{"$error":"#DIV/0!"}},null,{"$f":"C281","v":{"$error":"#DIV/0!"}},{"$f":"1-(I280+J280)","v":{"$error":"#DIV/0!"}}]
["Total Leaders with Disabilities",{"$f":"'2. Key Data Input'!S229+'2. Key Data Input'!L442","v":0},{"$f":"B281/B294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Minorities",{"$f":"'2. Key Data Input'!K224+'2. Key Data Input'!L439","v":0},{"$f":"B282/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C282-G282","v":{"$error":"#DIV/0!"}},null,{"$f":"1-(F282)","v":{"$error":"#DIV/0!"}},null,{"$f":"C283","v":{"$error":"#DIV/0!"}},{"$f":"1-(I282+J282)","v":{"$error":"#DIV/0!"}}]
["Total Minoritiy Leaders",{"$f":"'2. Key Data Input'!S226+'2. Key Data Input'!L439","v":0},{"$f":"B283/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Non Minorities",{"$f":"'2. Key Data Input'!K225+'2. Key Data Input'!L440","v":0},{"$f":"B284/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"},null,{"$f":"C284-G284","v":{"$error":"#DIV/0!"}},null,{"$f":"1-(F284)","v":{"$error":"#DIV/0!"}},null,{"$f":"C285","v":{"$error":"#DIV/0!"}},{"$f":"1-(I284+J284)","v":{"$error":"#DIV/0!"}}]
["Total Non Minorities Leaders",{"$f":"'2. Key Data Input'!S227+'2. Key Data Input'!L440","v":0},{"$f":"B285/IF('2. Key Data Input'!$BW$217=0,'CENTRAL ANALYSIS'!$B$252,$B$251)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total White Leaders",{"$f":"'2. Key Data Input'!S232+'2. Key Data Input'!R435","v":0},{"$f":"B286/$B$294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Black or African American Leaders",{"$f":"'2. Key Data Input'!S233+'2. Key Data Input'!R436","v":0},{"$f":"B287/$B$294","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
["Total Hispanic or Latino Leaders",{"$f":"'2. Key Data Input'!S234+'2. Key Data Input'!R437","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Asian Leaders",{"$f":"'2. Key Data Input'!S235+'2. Key Data Input'!R438","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total American Indian or Alaskan Native Leaders",{"$f":"'2. Key Data Input'!S236+'2. Key Data Input'!R439","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Native Hawaiian or Other Pac. Islander Leaders",{"$f":"'2. Key Data Input'!S237+'2. Key Data Input'!R440","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Two or More Races Leaders",{"$f":"'2. Key Data Input'!S238+'2. Key Data Input'!R441","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Unknown or not Entered Leaders",{"$f":"'2. Key Data Input'!S239+'2. Key Data Input'!R442","v":0},{"$error":"#DIV/0!"},{"$error":"#DIV/0!"}]
["Total Leaders with Disabilities",{"$f":"SUM(B263,B265)","v":0},{"$f":"B294/($B$251+B201)","v":{"$error":"#DIV/0!"}},{"$error":"#DIV/0!"}]
[]
[]
["PY Action Item ","Risk Area","Status","Graph Type","Number of Action Items from PY","Completed","Continuing","Modified","Declined"]
[1,{"$f":"'6. Prior FY Review'!H28","v":"--"},{"$f":"'6. Prior FY Review'!H36","v":0},"Vacancy Risk",{"$f":"COUNTIF($B$298:$B$307,D298)","v":0},{"$f":"COUNTIFS($B$298:$B$307,$D298,$C$298:$C$307,F$297)","v":0},{"$f":"COUNTIFS($B$298:$B$307,$D298,$C$298:$C$307,G$297)","v":0},0,0]
[2,{"$f":"'6. Prior FY Review'!H48","v":"--"},{"$f":"'6. Prior FY Review'!H56","v":0},"Talent Acquisition",{"$f":"COUNTIF($B$298:$B$307,D299)","v":0},{"$f":"COUNTIFS($B$298:$B$307,$D299,$C$298:$C$307,F$297)","v":0},0,0,0]
[3,{"$f":"'6. Prior FY Review'!H68","v":"--"},{"$f":"'6. Prior FY Review'!H76","v":0},"Employee Engagement",0,0,0,0,0]
[4,{"$f":"'6. Prior FY Review'!H88","v":"--"},{"$f":"'6. Prior FY Review'!H96","v":0},"Workforce Development",0,0,0,0,0]
[5,{"$f":"'6. Prior FY Review'!H108","v":"--"},{"$f":"'6. Prior FY Review'!H116","v":0},"Technology & Organizational Inefficiencies",0,0,0,0,0]
[6,{"$f":"'6. Prior FY Review'!H128","v":"--"},{"$f":"'6. Prior FY Review'!H136","v":0},"Other",0,0,0,0,0]
[7,{"$f":"'6. Prior FY Review'!H148","v":"--"},{"$f":"'6. Prior FY Review'!H156","v":0}]
[8,{"$f":"'6. Prior FY Review'!H168","v":"--"},{"$f":"'6. Prior FY Review'!H176","v":0}]
[9,{"$f":"'6. Prior FY Review'!H188","v":"--"},{"$f":"'6. Prior FY Review'!H196","v":0}]
[10,{"$f":"'6. Prior FY Review'!H208","v":"--"},{"$f":"'6. Prior FY Review'!H216","v":0}]
[]
[]
["Current Year Action Item","Risk Area",null,"Graph Type","Number of Action Items"]
[1,{"$f":"IF('7. Next FY Action Plan'!$H$20=\"New\",'7. Next FY Action Plan'!$H$22,IF('7. Next FY Action Plan'!$H$20=\"previous\",'7. Next FY Action Plan'!$Q$22,\"\"))","v":""},null,"Vacancy Risk",{"$f":"COUNTIF($B$311:$B$320,D311)","v":0}]
[2,{"$f":"IF('7. Next FY Action Plan'!$H$56=\"New\",'7. Next FY Action Plan'!$H$58,IF('7. Next FY Action Plan'!$H$56=\"previous\",'7. Next FY Action Plan'!$Q$58,\"\"))","v":""},null,"Talent Acquisition",{"$f":"COUNTIF($B$311:$B$320,D312)","v":0}]
[3,{"$f":"IF('7. Next FY Action Plan'!$H$92=\"New\",'7. Next FY Action Plan'!$H$94,IF('7. Next FY Action Plan'!$H$92=\"previous\",'7. Next FY Action Plan'!$Q$94,\"\"))","v":""},null,"Employee Engagement",0]
[4,{"$f":"IF('7. Next FY Action Plan'!$H$128=\"New\",'7. Next FY Action Plan'!$H$130,IF('7. Next FY Action Plan'!$H$128=\"previous\",'7. Next FY Action Plan'!$Q$130,\"\"))","v":""},null,"Workforce Development",0]
[5,{"$f":"IF('7. Next FY Action Plan'!$H$164=\"New\",'7. Next FY Action Plan'!$H$166,IF('7. Next FY Action Plan'!$H$164=\"previous\",'7. Next FY Action Plan'!$Q$166,\"\"))","v":""},null,"Technology & Organizational Inefficiencies",0]
[6,{"$f":"IF('7. Next FY Action Plan'!$H$200=\"New\",'7. Next FY Action Plan'!$H$202,IF('7. Next FY Action Plan'!$H$200=\"previous\",'7. Next FY Action Plan'!$Q$202,\"\"))","v":""},null,"Other:",0]
[7,{"$f":"IF('7. Next FY Action Plan'!$H$236=\"New\",'7. Next FY Action Plan'!$H$238,IF('7. Next FY Action Plan'!$H$236=\"previous\",'7. Next FY Action Plan'!$Q$238,\"\"))","v":""}]
[8,{"$f":"IF('7. Next FY Action Plan'!$H$272=\"New\",'7. Next FY Action Plan'!$H$274,IF('7. Next FY Action Plan'!$H$272=\"previous\",'7. Next FY Action Plan'!$Q$274,\"\"))","v":""}]
[9,{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H$310,IF('7. Next FY Action Plan'!$H$308=\"previous\",'7. Next FY Action Plan'!$Q$310,\"\"))","v":""}]
[10,{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H$346,IF('7. Next FY Action Plan'!$H$344=\"previous\",'7. Next FY Action Plan'!$Q$346,\"\"))","v":""}]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
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[null,null,null,null,null,null,null,null,null,null,null,null,"Resignations  By EEO Code in Fiscal Year",null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!C86","v":{"$error":"#DIV/0!"}},null,null,"Resignations By Race",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!C74","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,null,null,null,null,null,"SCALE",null,"BRIEF EXPLANATION OF WHY THE RESPECTIVE SCALE WAS CHOSEN"]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!C67","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,"Officials/Admin.",{"$f":"'CENTRAL ANALYSIS'!C76","v":{"$error":"#DIV/0!"}},null,"Admin. Support",{"$f":"'CENTRAL ANALYSIS'!C81","v":{"$error":"#DIV/0!"}},null,null,null,null,"White",{"$f":"'CENTRAL ANALYSIS'!C90","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,null,"White"]
[null,null,null,null,null,null,null,null,null,null,null,null,"Professionals",{"$f":"'CENTRAL ANALYSIS'!C77","v":{"$error":"#DIV/0!"}},null,"Skilled Craft Workers",{"$f":"'CENTRAL ANALYSIS'!C82","v":{"$error":"#DIV/0!"}},"   Turnover was Male",null,null,null,"Black or African American",{"$f":"'CENTRAL ANALYSIS'!C91","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,null,"Black or African American"]
[null,null,null,null,null,null,null,null,"Resignations in 5 Years",null,null,null,"Technicians",{"$f":"'CENTRAL ANALYSIS'!C78","v":{"$error":"#DIV/0!"}},null,"Service/Maintenance",{"$f":"'CENTRAL ANALYSIS'!C83","v":{"$error":"#DIV/0!"}},null,null,null,null,"Hispanic or Latino",{"$f":"'CENTRAL ANALYSIS'!C92","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,null,"Hispanic or Latino"]
[null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!C75","v":{"$error":"#DIV/0!"}},null,null,null,"Protective Service ",{"$f":"'CENTRAL ANALYSIS'!C79","v":{"$error":"#DIV/0!"}},null,"Faculty",{"$f":"'CENTRAL ANALYSIS'!C84","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C87","v":{"$error":"#DIV/0!"}},null,null,null,"Asian",{"$f":"'CENTRAL ANALYSIS'!C93","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,null,"Asian"]
[null,null,null,null,null,null,null,null,null,null,null,null,"Paraprofessionals",{"$f":"'CENTRAL ANALYSIS'!C80","v":{"$error":"#DIV/0!"}},null,"Other",{"$f":"'CENTRAL ANALYSIS'!C85","v":{"$error":"#DIV/0!"}},null,null,null,"American Indian or Alaskan Native",null,{"$f":"'CENTRAL ANALYSIS'!C94","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,"American Indian or Alaskan Native"]
[null,null,null,"Resignation Rate \n(Resignations / Number of                   Employees for Fiscal Year)",null,null,null,null,null,null,null,null,null,null,null,null,null,"Turnover was Female",null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,"Resignations in 1st Year",null,null,null,null,null,null,null,null,null,null,null,"Native Hawaiian or Other Pacific Islander",null,{"$f":"'CENTRAL ANALYSIS'!C95","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,"Native Hawaiian or Other Pacific Islander"]
[null,null,null,null,null,null,null,null,"Resignations by Employee Type",null,null,null,"Resignations by Employee Type (Higher Ed. Only)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Salaried",null,null,"Classified","Hourly","Instruction","Research","A/P Faculty","Univ. Staff","Adjunct","Other","Two Or More Races",null,{"$f":"'CENTRAL ANALYSIS'!C96","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,"Two Or More Races"]
[null,null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!C98","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!C100","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C101","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C102","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C103","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C104","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C105","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C106","v":{"$error":"#DIV/0!"}},{"$f":"'CENTRAL ANALYSIS'!C107","v":{"$error":"#DIV/0!"}},"Unknown or Not Entered",null,{"$f":"'CENTRAL ANALYSIS'!C97","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,1,null,null,null,"Unknown or Not Entered"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!C110","v":{"$error":"#DIV/0!"}},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null," Average Number of Days",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null," to Fill Vacant                          Positions ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!B125","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,"Retention by Type (In Years)",null,null,null,"Retention by Employee Type (Higher Ed. Only) in Years",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,"Salaried",null,null,"Classified","Hourly","Instruction","Research","A/P Faculty","Univ. Staff","Adjunct","Other",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!B126","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B$138","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$139","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$140","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$141","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$142","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$143","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$144","v":0},{"$f":"'CENTRAL ANALYSIS'!$B$145","v":0},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Years at the Agency ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Average Employee Retention",null,null,null,null,null,"Retention By EEO Code (In Years)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,"Officials/Admin.",null,"Professional","Technician","Protective Service",null,"Paraprofessional",null,"Admin. Support",null,"Skill/Craft","Service/Maintenance",null,"Faculty","Other",null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!B128","v":0},null,{"$f":"'CENTRAL ANALYSIS'!B129","v":0},{"$f":"'CENTRAL ANALYSIS'!B130","v":0},{"$f":"'CENTRAL ANALYSIS'!B131","v":0},null,{"$f":"'CENTRAL ANALYSIS'!B132","v":0},null,{"$f":"'CENTRAL ANALYSIS'!B133","v":0},null,{"$f":"'CENTRAL ANALYSIS'!B134","v":0},{"$f":"'CENTRAL ANALYSIS'!B135","v":0},null,{"$f":"'CENTRAL ANALYSIS'!B136","v":0},{"$f":"'CENTRAL ANALYSIS'!B137","v":0},null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!L189","v":0},null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!D198","v":0},null,null,"Participated in Internal Training",null,null,{"$f":"'CENTRAL ANALYSIS'!E198","v":0},null,null,"Participated in External Training",null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Employees Participated in",null,null,null,null,null,"Participation by Program Type",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Training & Development Opportunities",null,null,null,null,null,"Leadership Dev. ",null,"Professional Dev.",null,"Supervisor Training",null,"Online Training",null,"Workshop/Course",null,"Tuition Assistance Provided",null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!I190","v":0},null,{"$f":"'CENTRAL ANALYSIS'!I193","v":0},null,{"$f":"'CENTRAL ANALYSIS'!I195","v":0},null,{"$f":"'CENTRAL ANALYSIS'!I192","v":0},null,{"$f":"'CENTRAL ANALYSIS'!I194","v":0},null,{"$f":"'CENTRAL ANALYSIS'!I191","v":0},null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Executive Team Metrics",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!$B$200","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$202","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!$C$205","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!$B$206","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!$B$207","v":0},null,null,{"$f":"'CENTRAL ANALYSIS'!F211","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"CONCATENATE(\"Of all\",\" \",'1. Agency Profile'!G30,\" \",\"Positions\")","v":"Of all -- Positions"},null,null,null,"Executive Roles                       Identified as Critical ",null,null,null,"Executives Eligible to Retire in 5 Years",null,null,"Average Days to Fill Executive Positions",null,null,"Average Years in                         Executive Positions",null,null,"Executives Participated in Training",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Are Executives ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Diversity & Inclusion Metrics",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,{"$f":"'CENTRAL ANALYSIS'!C180","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!C175","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!C178","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!C181","v":{"$error":"#DIV/0!"}},null,null,null,{"$f":"'CENTRAL ANALYSIS'!C209","v":{"$error":"#DIV/0!"}},null,null,{"$f":"'CENTRAL ANALYSIS'!C210","v":{"$error":"#VALUE!"}},null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"Of the Workforce                 Are Veterans",null,null,"Of the Workforce                are Women",null,null,null,"Of the Workforce                 are Minorities",null,null,"Of the Workforce Are Employees with Disabilities",null,null,null,"Of the Executives                 are Women",null,null,"Of the Executives                  are Minorities",null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,"         Key Risk Factors & Observations",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Vacancy Risk",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"Risk/Observation",null,null,null,null,null,null,"Agency Description",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"R/O Level","N/A Select",null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F16","v":"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements"},null,null,null,null,null,null,{"$f":"IF(AB118=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U16)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$19=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$17=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$18=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F19","v":"High turnover rates (overall or unique to certain employee populations)"},null,null,null,null,null,null,{"$f":"IF(AB121=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U19)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$19=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$17=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$18=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F22","v":"Below average salary rates prompts risk of losing talent to competitors"},null,null,null,null,null,null,{"$f":"IF(AB124=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U22)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$19=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$17=TRUE,1,0)","v":0},null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F25","v":"High percentage of workforce as single incumbent positions, with unique duties performed only by single position. "},null,null,null,null,null,null,{"$f":"IF(AB127=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U25)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F28","v":"Significant likelihood single incumbent or specialized positions will become vacant within 5 years. "},null,null,null,null,null,null,{"$f":"IF(AB130=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U28)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$16=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$19=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Talent Acquisition",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F39","v":"Experiencing failed searches when seeking needed talent"},null,null,null,null,null,null,{"$f":"IF(AB139=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U39)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F42","v":"Non-competitive salaries"},null,null,null,null,null,null,{"$f":"IF(AB142=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U42)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$38=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F45","v":"Agency does not have a formal recruitment strategy"},null,null,null,null,null,null,{"$f":"IF(AB145=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U45)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$39=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$37=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$38=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F48","v":"Large percentage of agency's positions are open for an extended period of time"},null,null,null,null,null,null,{"$f":"IF(AB148=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U48)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$38=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F51","v":"Significant competition for specialized functions that are often hard to fill"},null,null,null,null,null,null,{"$f":"IF(AB151=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U51)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AM$36=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AM$39=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Employee Engagement",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F59","v":"Lack of promotional opportunities for current employees"},null,null,null,null,null,null,{"$f":"IF(AB157=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U59)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F62","v":"Unable to address areas of opportunity identified via an employee engagement survey"},null,null,null,null,null,null,{"$f":"IF(AB160=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U62)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$62=TRUE,1,0)","v":0},null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$60=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$61=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F65","v":"Employee productivity levels are low"},null,null,null,null,null,null,{"$f":"IF(AB163=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U65)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$61=TRUE,1,0)","v":0},null,null,null,null,1]
[null,null,null,null,{"$f":"'4. Key Risk Factors'!F68","v":"Lack of clear strategic direction and/or goals for employee engagement"},null,null,null,null,null,null,{"$f":"IF(AB166=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U68)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AK$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AK$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F71","v":"Lack of recognition or compensation strategies to reward top performers"},null,null,null,null,null,null,{"$f":"IF(AB169=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U71)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AL$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AL$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F74","v":"Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)"},null,null,null,null,null,null,{"$f":"IF(AB172=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U74)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AM$59=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AM$62=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Workforce Development",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F82","v":"Employee development programs and plans are not used "},null,null,null,null,null,null,{"$f":"IF(AB178=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U82)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F85","v":"Lack of Leadership bench strength or a formal leadership development program"},null,null,null,null,null,null,{"$f":"IF(AB181=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U85)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F88","v":"Limited variety of development opportunities or limited availability of differing opportunities for employees"},null,null,null,null,null,null,{"$f":"IF(AB184=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U88)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AJ$82=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AJ$85=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,"Technology & Organizational Inefficiencies",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F96","v":"Outdated or inaccurate systems used "},null,null,null,null,null,null,{"$f":"IF(AB190=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U96)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AH$96=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AH$99=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,null,{"$f":"'4. Key Risk Factors'!F99","v":"Lack of integrated solutions or integration between multiple systems"},null,null,null,null,null,null,{"$f":"IF(AB193=1,\"Risk/Observation not applicable to Agency.\",'4. Key Risk Factors'!U99)","v":0},null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('4. Key Risk Factors'!AI$96=TRUE,1,0)","v":0},{"$f":"IF('4. Key Risk Factors'!AI$99=TRUE,1,0)","v":0},null,null,null,1]
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[null,null,null,"         Appendix",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(OR($AG$464>0,$AG$465>0,$AG$466>0),1,0)","v":1}]
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[null,null,null,null,"The Agency has provided additional information in the Appendix Section of this Report. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1,{"$f":"COUNTA('9. Appendix'!F14:V85)","v":0}]
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[null,null,null,"         Signatures",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"2.2-1209. Policy of the Commonwealth regarding workforce planning issues with a submission of a succession plan for agency/institution in alignment our annual strategic planning cycle. \n\nTo ensure that workforce planning is occurring in tandem with agency strategic planning, and to support the acquisition and sustainment of a resilient workforce, agencies and institutions of higher education must execute, continuously evaluate, and submit an annual workforce planning and development report to executive leadership. The plan template was designed by the Department of Human Resources Management and vetted by a state human resources advisory committee. As directed by the legislative mandate, the plan has a threefold focus: mission critical positions, employees nearing retirement, and executive positions. \n\nThis Workforce Planning and Development plan serves as a continual assessment of workforce risks and accomplishments, and will enable informed executive-level workforce decisions. Plans must be submitted to an agency's Cabinet Secretary or Board of Visitors annually, no later than September 30th of each year. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,"Statement of Commitment",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,null,null,null,{"$f":"'1. Agency Profile'!G12","v":0},null,null,null,null,null,null,null,"is committed to the Commonwealth's policy and its efforts to submit a workforce planning and ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
[null,null,null,null,"development report annually to ensure adequate workforce planning alignment with the agency's or institution's strategic plans. ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,1]
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[null,"Agency Name","Fiscal Year","Agency Type 1","Agency Type 2","Agency Type 3","Total Employees","Total Classified Employees","Total Wage Employees","Total Classified Employees (Higher ED)","Total Hourly Employees (Higher Ed)","Total Instructional Employees (Higher Ed)","Total Research Employees (Higher Ed)","Total A/P Employees (Higher Ed)","Total University Staff Employees (Higher Ed)","Total Adjunct Faculty Employees (Higher Ed)","Total Other Employees** (Higher Ed)","Total White","Total Black or African American","Total Hispanic or Latino","Total Asian","Total American Indian or Alaskan Native","Total Native Hawaiian or Other Pac. Islander","Total Two or More Races","Total Unknown or not Entered","Total Male","Total Female","MEL","Total Positions","Classified Positions","Wage Positions","Total Unique Positions","Vacant Positions 7/1/19","Vacant Positions 6/30/20","New Positions created","Officials and Administrators","Professionals","Technicians","Protective Service Workers","Paraprofessionals","Admin. Support","Skilled Craft Workers","Service/Maintenance","Faculty","Other","Agency has established Workforce Planning Committee.","Workforce Analysis Data is provided to Senior Leadership.","Agency conducts needs analysis or workforce assessments to identify skill gaps. ","Uses analytics to create succession plans and diverse candidate pools for positions. ","Agency has documentation of position procedures.","Agency has dual incumbency practices.","Agency provides cross training to employees.","Agency has strategic hiring process.","Agency has partnerships with other agencies / colleges for recruitment.","Agency has an established talent pipeline for recruitment. ","Agency utilizes an apprenticeship or internship program to recruit talent.","Agency provides opportunities exclusive for internal applicants.","Agency utilizes multiple recruitment channels.","Agency monitors time to hire & time to fill for vacancies.","Agency also addresses \"fit\" during hiring process.","Agency has internship/apprentice program for employees.","Agency has an established onboarding program.","Agency has a repository of job descriptions.","Agency re-evaluates positions as openings occur.","Agency provides Supervisor Training for newly promoted Supervisors.","Agency provides ongoing  Leadership Development for all Supervisors.","Agency identifies high potential employees and provides specialized training.","Agency has career ladders or career paths. ","Agency has a mentorship program for development.","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees.","Agency utilizes individual development plans. ","Tracks Training and Development Metrics (participants, costs, hours, etc.)","Agency utilizes technology or online learning for employee development. ","Agency provides employee training (outside of  any state required training).","Agency assists with professional memberships or conference funding. ","Agency realigns salaries to be more competitive.","Agency allows for telework and alternative work schedules.","Utilize raises for obtaining additional certifications.","Agency has an off boarding process for exiting employees. ","Agency conducts orientation for new employees. ","Agency has an engagement or culture committee. ","Agency supports employee wellness (financial, physical, etc.). ","Agency conducts regular employee engagement surveys.","Agency has employee recognition programs.","Agency provides recognition leave or bonuses for employees. ","Agency hosts employee social events for employee engagement.","Agency assesses physical workspaces and makes modifications for engagement. ","Agency has plans to enhance engagement initiatives.","Submitted an Employees Opportunities Plan to DHRM.","Provides disability etiquette training for employees.","Agency provides unconscious bias training to employees. ","Has partnerships (with other agencies) to recruit and employ employees with disabilities.","Agency applies strategies to ensure items are accessible to all employees. (Accessibility)","Agency has an executive level position for leading and sponsoring diversity & inclusion.","Integrates diversity & inclusion strategies into recruitment, development, & retention. ","Agency has employee networks (resource groups, community outreach groups, etc.) ","Agency has utilized technology to improve processes relating to WF planning or development.  ","Agency has established Workforce Planning Committee. (description)","Agency conducts needs analysis or workforce assessments to identify skill gaps. (description)","Workforce Analysis Data is provided to Senior Leadership. (decription)","Uses analytics to create succession plans and diverse candidate pools for positions. (description) ","Agency has documentation of position procedures. (description)","Agency has dual incumbency practices. (description)","Agency provides cross training to employees. (description)","Agency has strategic hiring process. (description)","Agency has partnerships with other agencies / colleges for recruitment. (description)","Agency has an established talent pipeline for recruitment.  (description)","Agency utilizes an apprenticeship or internship program to recruit talent. (description)","Agency provides opportunities exclusive for internal applicants. (description)","Agency utilizes multiple recruitment channels. (description)","Agency monitors time to hire & time to fill for vacancies. (description)","Agency also addresses \"fit\" during hiring process. (description)","Agency has internship/apprentice program for employees. (description)","Agency has an established onboarding program. (description)","Agency has a repository of job descriptions. (descriptino)","Agency re-evaluates positions as openings occur. (description)","Agency provides Supervisor Training for newly promoted Supervisors. (description)","Agency provides ongoing  Leadership Development for all Supervisors. (description)","Agency identifies high potential employees and provides specialized training. (description)","Agency has career ladders or career paths. (description)","Agency has a mentorship program for development. (description)","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees. (description)","Agency utilizes individual development plans.  (description)","Tracks Training and Development Metrics (participants, costs, hours, etc.) (description)","Agency utilizes technology or online learning for employee development. (description)","Agency provides employee training (outside of  any state required training). (description)","Agency assists with professional memberships or conference funding.  (description)","Agency realigns salaries to be more competitive. (Description)","Agency allows for telework and alternative work schedules. (desription)","Utilize raises for obtaining additional certifications. (description)","Agency has an off boarding process for exiting employees. (description)","Agency conducts orientation for new employees. (description)","Agency has an engagement or culture committee. (description)","Agency supports employee wellness (financial, physical, etc.).  (description)","Agency conducts regular employee engagement surveys. (description)","Agency has employee recognition programs. (description)","Agency provides recognition leave or bonuses for employees. (description)","Agency hosts employee social events for employee engagement. (description)","Agency assesses physical workspaces and makes modifications for engagement. (Description)","Agency has plans to enhance engagement initiatives. (description)","Submitted an Employees Opportunities Plan to DHRM. (description)","Provides disability etiquette training for employees. (description)","Agency provides unconscious bias training to employees. (description)","Has partnerships (with other agencies) to recruit and employ employees with disabilities.(description)","Agency applies strategies to ensure items are accessible to all employees. (Accessibility) (description)","Agency has an executive level position for leading and sponsoring diversity & inclusion. (description)","Integrates diversity & inclusion strategies into recruitment, development, & retention.  (description)","Agency has employee networks (resource groups, community outreach groups, etc.) (description)","Agency has utilized technology to improve processes relating to WF planning or development.  (description)","Agency has established Workforce Planning Committee. (learn more)","Workforce Analysis Data is provided to Senior Leadership. (learn more)","Agency conducts needs analysis or workforce assessments to identify skill gaps. (learn more)","Uses analytics to create succession plans and diverse candidate pools for positions. (learn more)","Agency has documentation of position procedures. (learn more)","Agency has dual incumbency practices. (learn more)","Agency provides cross training to employees. (learn more)","Agency has strategic hiring process. (learn more)","Agency has partnerships with other agencies / colleges for recruitment. (learn more)","Agency has an established talent pipeline for recruitment.  (learn more)","Agency utilizes an apprenticeship or internship program to recruit talent. (learn more)","Agency provides opportunities exclusive for internal applicants. (learn more)","Agency utilizes multiple recruitment channels. (learn more)","Agency monitors time to hire & time to fill for vacancies. (learn more)","Agency also addresses \"fit\" during hiring process. (learn more)","Agency has internship/apprentice program for employees. (learn more)","Agency has an established onboarding program. (learn more)","Agency has a repository of job descriptions. (learn more)","Agency re-evaluates positions as openings occur. (learn more)","Agency provides Supervisor Training for newly promoted Supervisors. (learn more)","Agency provides ongoing  Leadership Development for all Supervisors. (learn more)","Agency identifies high potential employees and provides specialized training. (learn more)","Agency has career ladders or career paths. (learn more)","Agency has a mentorship program for development. (learn more)","Agency utilizes job rotation, stretch assignments, or shadowing to develop employees. (learn more)","Agency utilizes individual development plans. (learn more)","Tracks Training and Development Metrics (participants, costs, hours, etc.) (learn more)","Agency utilizes technology or online learning for employee development. (learn more)","Agency provides employee training (outside of  any state required training). (learn more)","Agency assists with professional memberships or conference funding. (learn more)","Agency realigns salaries to be more competitive. (learn more)","Agency allows for telework and alternative work schedules. (learn more)","Utilize raises for obtaining additional certifications. (learn more)","Agency has an off boarding process for exiting employees. (learn more)","Agency conducts orientation for new employees.  (learn more)","Agency has an engagement or culture committee. (learn more)","Agency supports employee wellness (financial, physical, etc.). (learn more)","Agency conducts regular employee engagement surveys. (learn more)","Agency has employee recognition programs. (learn more)","Agency provides recognition leave or bonuses for employees. (learn more)","Agency hosts employee social events for employee engagement. (learn more)","Agency assesses physical workspaces and makes modifications for engagement. (learn more)","Agency has plans to enhance engagement initiatives. (learn more)","Submitted an Employees Opportunities Plan to DHRM. (learn more)","Provides disability etiquette training for employees. (learn more)","Agency provides unconscious bias training to employees. (learn more)","Has partnerships (with other agencies) to recruit and employ employees with disabilities. (learn more)","Agency applies strategies to ensure items are accessible to all employees. (Accessibility) (learn more)","Agency has an executive level position for leading and sponsoring diversity & inclusion. (learn more)","Integrates diversity & inclusion strategies into recruitment, development, & retention. (learn more)","Agency has employee networks (resource groups, community outreach groups, etc.) (learn more)","Agency has utilized technology to improve processes relating to WF planning or development.  (learn more)","Include Wage Data?","Total Critical Positions","Total Salaried Critial Positions","Total Wage Critical ","Officials and Administrators Critical Positions","Professionals Critical Positions","Technicians Critial Positions","Protectie Service Workers Critical Positions","Paraprofessionals Critical Positions","Admin. Support Critical Positions","Skilled Craft Workers Critical Positions","Service/Maintenance Critical Positions","Facutly Critical Positions","Other Critical Positions","Total Classified Critical Positions (Higher ed)","Total Hourly Critical Positions (higher ed)","Total Instructional Critical Positions (Higher Ed)","Total Research Critical Positions (Higher Ed)","Total A/P Critical Positions (Higher Ed)","Total University Staff Critical Positions (Higher Ed)","Total Adjunct Faculty Critical Positions (Higher Ed)","Total Other Critical Positions (Higher Ed)","Total Critical Positions Assessed","Total Salaried Critial Positions Assessed","Total Wage Positions Assessed","Officials and Administrators Critical Positions Assessed","Professionals Critical Positions Assessed","Technicians Critial Positions Assessed","Protectie Service Workers Critical Positions Assessed","Paraprofessionals Critical Positions Assessed","Admin. Support Critical Positions Assessed","Skilled Craft Workers Critical Positions Assessed","Service/Maintenance Critical Positions Assessed","Faculty Critical Positions Assessed","Other Critical Positions Assessed","Total Classified Critical Positions Assessed","Total Hourly Critical Positions Assessed","Total Instructional Critical Positions Assessed","Total Research Critical Positions Assessed","Total A/P Critical Positions Assessed","Total University Staff Critical Positions Assessed","Total Adjunct Faculty Critical Positions Assessed","Total Other Critical Positions Assessed","Critical Position Narrative","Total Number of Retirements","Total Classified Retirements","Officials and Administrators Retirements","Professionals Retirements","Technicians Retirements","Protectie Service Workers Retirements","Paraprofessionals Retirements","Admin. Support Retirements","Skilled Craft Workers Retirements","Service/Maintenance Retirements","Facutly Retirements","Other Retirements","Total Classified Retirements (higher ed)","Total Hourly Retirements (higher ed)","Total Instructional Retirements (higher ed)","Total Research Retirements (higher ed)","Total A/P Retirements (higher ed)","Total University Staff Retirements (higher ed)","Total Adjunct Faculty Retirements (higher ed)","Total Other Retirements (higher ed)","Total Number of Retirements Eligible","Critical Positions Retirements Eligible","Officials and Administrators Retirements Eligible","Professionals Retirements Eligible","Technicians Retirements Eligible","Protectie Service Workers Retirements Eligible","Paraprofessionals Retirements Eligible","Admin. Support Retirements Eligible","Skilled Craft Workers Retirements Eligible","Service/Maintenance Retirements Eligible","Faculty Retirements Eligible","Other Retirements Eligible","Total Number of Retirements Year 1","Total Number of Retirements Year 2","Total Number of Retirements Year 3","Total Number of Retirements Year 4","Total Number of Retirements Year 5","Critical Positions Retiring in 5 Years","Officials and Administrators Retirements in 5 Years","Professionals Retirements in 5 Years","Technicians Retirements in 5 Years","Protectie Service Workers Retirements in 5 Years","Paraprofessionals Retirements in 5 Years","Admin. Support Retirements in 5 Years","Skilled Craft Workers Retirements in 5 Years","Service/Maintenance Retirements in 5 Years","Faculty Retirements in 5 Years","Other Retirements in 5 Years","Retirement Narrative","Total Separations","Total Classified Separations","Total Wage Separatinos","Total Classified Employee Separations (higher ed)","Total Hourly Separations (higher ed)","Total Instructional Employee Separations (higher ed)","Total Research Employee Separations (higher ed)","Total A/P Employee Separations (higher ed)","Total University Staff Employee Separations (higher ed)","Total Adjunct Faculty Employee Separations (higher ed)","Total Other Employee Separations (higher ed)","Officials and Administrators Separations","Professionals Separations","Technicians Separations","Protectie Service Workers Separations","Paraprofessionals Separations","Admin. Support Separations","Skilled Craft Workers Separations","Service/Maintenance Separations","Faculty Separations","Other Separations","Total Employee Separations in first 5 years","Total Classified Separations in first 5 years","Total Wage Separations in first 5 years","Total Employees with 0-5 YOS","Total Classified Employee Separations in first 5 years (higher ed)","Total Hourly Employee Separations in First 5 Years (higher ed)","Total Instructional Employee Separations in first 5 years (higher ed)","Total Research Employee Separations in first 5 years (higher ed)","Total A/P Employee Separations in first 5 years (higher ed)","Total University Staff Employee Separations in first 5 years (higher ed)","Total Adjunct Faculty Employee Separations in first 5 years (higher ed)","Total Other Employee Separations in first 5 years (higher ed)","Officials and Administrators Separations in first 5 years","Professionals Separations in first 5 years","Technicians Separations in first 5 years","Protectie Service Workers Separations in first 5 years","Paraprofessionals Separations in first 5 years","Admin. Support Separations in first 5 years","Skilled Craft Workers Separations in first 5 years","Service/Maintenance Separations in first 5 years","Faculty Separations in first 5 years","Other Separations in first 5 years","Total Employee Separations in first year","Total Classified Separations in first year","Total Wage Separations in first year","Total Employees in First Year","Total Classified Employee Separations in first year (higher ed)","Total Hourly Employee Separations in First year (higher ed)","Total Instructional Employee Separations in first year (higher ed)","Total Research Employee Separations in first year (higher ed)","Total A/P Employee Separations in first year (higher ed)","Total University Staff Employee Separations in first year (higher ed)","Total Adjunct Faculty Employee Separations in first year (higher ed)","Total Other Employee Separations in first year (higher ed)","Officials and Administrators Separations in frist year","Professionals Separations in frist year","Technicians Separations in frist year","Protectie Service Workers Separations in first year ","Paraprofessionals Separations in first year","Admin. Support Separations in frist year","Skilled Craft Workers Separations in frist year","Service/Maintenance Separations in frist year","Faculty Separations in frist year","Other Separations in frist year","Total Male Separations","Total Female Separations",null,"White separations","Black or African American separations","Hispanic or Latino separations"," Asian separations"," separationsAmerican Indian or Alaskan Native"," Hawaiian or Other Pacific Islander separations","Two or More Races separations","Unknown or not Entered separations","total Transfers","Total Transfers in firrst 5 years","Total Transfers is first year","Included In Total Separations","Separations and Transfer Narrative","Quarter 1 Average Time to Fill","Quarter 2 Average Time to fill","Quarter 3 Average Time to fill","Quarter 4 Average Time to fill","Time to Fill Narrative","Total Minority","Total Non-Minority","Total Veterans","Total Employees with Disabilities","Total Males in Leader Role","Total Females in Leader Role","Total Minorities in Leader Role","Total Non-Minorities in Leader Role","Total Veterans in Leader Role","Total Leaders with Disabilities","White leaders","Black or African American leaders","Hispanic or Latino leaders"," Asian Leaders","American Indian or Alaskan Native Leaders"," Hawaiian or Other Pacific Islander leaders","Two or More Races leaders","Unknown or not Entered leaders","D&I Narrative","All Employee Retention Min","All Salary Retention Min","All Wage Retention Min","Total Classified Min (higher ed)","Total Hourly Min (higher ed)","Total Instructional Min (higher ed)","Total Research Min (higher ed)","Total A/P Min (higher ed)","Total University Staff Min (higher ed)","Total Adjunct Faculty Min (higher ed)","Total Other** Min (higher ed)","Officials and Administrators Min","Professionals Min","Technicians Min","Protective Service Workers Min","Paraprofessionals Min","Admin. Support Min","Skilled Craft Workers Min","Service/Maintenance Min","Faculty Min","Other Min","All Employee Retention Avg","All Salary Retention Avg","All Wage Retention Avg","Total Classified Avg (higher ed)","Total Hourly Avg (higher ed)","Total Instructional Avg (higher ed)","Total Research Avg (higher ed)","Total A/P Avg (higher ed)","Total University Staff Avg (higher ed)","Total Adjunct Faculty Avg (higher ed)","Total Other** Avg (higher ed)","Officials and Administrators Avg","Professionals Avg","Technicians Avg","Protective Service Workers Avg","Paraprofessionals Avg","Admin. Support Avg","Skilled Craft Workers Avg","Service/Maintenance Avg","Faculty Avg","Other Avg","All Employee Retention Max","All Salary Retention Max","All Wage Retention Max","Total Classified Max (higher ed)","Total Hourly Max (higher ed)","Total Instructional Max (higher ed)","Total Research Max (higher ed)","Total A/P Max (higher ed)","Total University Staff Max (higher ed)","Total Adjunct Faculty Max (higher ed)","Total Other** Max (higher ed)","Officials and Administrators Max","Professionals Max","Technicians Max","Protective Service Workers Max","Paraprofessionals Max","Admin. Support Max","Skilled Craft Workers Max","Service/Maintenance Max","Faculty Max","Other Max","Male Avg.","Female Avg.","White Avg. Years","Black or African American Avg. Years","Hispanic or Latino Avg. Years","Asian Avg. Years","American Indian or Alaskan Native Avg. years"," Hawaiian or Other Pacific Islander Avg. Years","Two or More Races Avg. Years","Unknown or not Entered Avg. Years","Total Internal Promotions","Total Male Promotions","Total Female Promotions","White Promotions","Black or African American Promotions","Hispanic or Latino Promotions","Asian Promotions","American Indian or Alaskan Native Promotions"," Hawaiian or Other Pacific Islander Promotions","Two or More Races Promotions","Unknown or not Entered Promotions","Total Internal transfers","Total Male Transfers","Total Female transfers","White Transfers","Black or African American Transfers","Hispanic or Latino Transfers","Asian Transfers","American Indian or Alaskan Native Transfers"," Hawaiian or Other Pacific Islander Transfers","Two or More Races Transfers","Unknown or not Entered Transfers","Total Training Participation","Burden to report training data","Total Unique Participants in Online Courses","Total Unique Participants in Classroom Courses","Average Lengths of Online Courses","Average Length of Classroom Courses","Total Number of Different Programs","Training Content 1","Trianing I/E 1","Trainign Type 1","Training Participants 1","Training Content 2","Trianing I/E 2","Trainign Type 2","Training Participants 2","Training Content 3","Trianing I/E 3","Trainign Type 3","Training Participants 3","Training Content 4","Trianing I/E 4","Trainign Type 4","Training Participants 4","Training Content 5","Trianing I/E 5","Trainign Type 5","Training Participants 5","Training Content 6","Trianing I/E 6","Trainign Type 6","Training Participants 6","Training Content 7","Trianing I/E 7","Trainign Type 7","Training Participants 7","Training Content 8","Trianing I/E 8","Trainign Type 8","Training Participants 8","Training Content 9","Trianing I/E 9","Trainign Type 9","Training Participants 9","Training Content 10","Trianing I/E 10","Trainign Type 10","Training Participants 10","Training Content 11","Trianing I/E 11","Trainign Type 11","Training Participants 11","Training Content 12","Trianing I/E 12","Trainign Type 12","Training Participants 12","Training Content 13","Trianing I/E 13","Trainign Type 13","Training Participants 13","Training Content 14","Trianing I/E 14","Trainign Type 14","Training Participants 14","Training Content 15","Trianing I/E 15","Trainign Type 15","Training Participants 15","Training Content 16","Trianing I/E 16","Trainign Type 16","Training Participants 16","Training Content 17","Trianing I/E 17","Trainign Type 17","Training Participants 17","Training Content 18","Trianing I/E 18","Trainign Type 18","Training Participants 18","Training Content 19","Trianing I/E 19","Trainign Type 19","Training Participants 19","Training Content 20","Trianing I/E 20","Trainign Type 20","Training Participants 20","Training Content 21","Trianing I/E 21","Trainign Type 21","Training Participants 21","Training Content 22","Trianing I/E 22","Trainign Type 22","Training Participants 22","Training Content 23","Trianing I/E 23","Trainign Type 23","Training Participants 23","Training Content 24","Trianing I/E 24","Trainign Type 24","Training Participants 24","Training Content 25","Trianing I/E 25","Trainign Type 25","Training Participants 25","total different learning opporutnities","Differentt Learning Content 1","Trianing Content I/E 1","Trianing Learning Type 1","Trianing Learning Participants Type 1","Differentt Learning Content 2","Trianing Content I/E 2","Trianing Learning Type 2","Trianing Learning Participants Type 2","Differentt Learning Content 3","Trianing Content I/E 3","Trianing Learning Type 3","Trianing Learning Participants Type 3","Differentt Learning Content 4","Trianing Content I/E 4","Trianing Learning Type 4","Trianing Learning Participants Type 4","Differentt Learning Content 5","Trianing Content I/E 5","Trianing Learning Type 5","Trianing Learning Participants Type 5","Trainign and Development Narrative","Total Number of Executive Positions","Total Executive Employees","Total Number of Executive Positions Identified as Critical","Total Executive Separations","Executives promoted or transferred","Executives Transferred to other state agency","Actual Executive Retirements","Executives Eligible to Retire Today","Excutives eligible to retire 1 yr","Excutives eligible to retire 2 yr","Excutives eligible to retire 3 yr","Excutives eligible to retire 4 yr","Excutives eligible to retire 5 yr","Executive Time to Fill","Executive Min Years","Executive Avg. Years","Executive Max Years","Total Male","Total Female","Total Minority","Total Non-Minority","Total Veterans","Total Executives with Disabilities","White executives","Black or African American executives","Hispanic or Latino executives","executivesLeaders","American Indian or Alaskan Native Executives"," Hawaiian or Other Pacific Islander executives","Two or More Races executives","Unknown or not Entered executives","Executive Training Participation","Total unique executives in online courses","total executives in classroom courses","average length of online courses for executives","average length of classroom courses for executives","total different programs executives participated in","Exectutive Training Content 1","Executive I/E Training 1","Exectutive Training Type 1","Executive Training Participants 1","Exectutive Training Content 2","Executive I/E Training 2","Exectutive Training Type 2","Executive Training Participants 2","Exectutive Training Content 3","Executive I/E Training 3","Exectutive Training Type 3","Executive Training Participants 3","Exectutive Training Content 4","Executive I/E Training 4","Exectutive Training Type 4","Executive Training Participants 4","Exectutive Training Content 5","Executive I/E Training 5","Exectutive Training Type 5","Executive Training Participants 5","Exectutive Training Content 6","Executive I/E Training 6","Exectutive Training Type 6","Executive Training Participants 6","Exectutive Training Content 7","Executive I/E Training 7","Exectutive Training Type 7","Executive Training Participants 7","Exectutive Training Content 8","Executive I/E Training 8","Exectutive Training Type 8","Executive Training Participants 8","Exectutive Training Content 9","Executive I/E Training 9","Exectutive Training Type 9","Executive Training Participants 9","Exectutive Training Content 10","Executive I/E Training 10","Exectutive Training Type 10","Executive Training Participants 10","total Different Learning Activities for Eecutives","Alternative Training Content Exectuives 1","I/E Alternative Trianing Executive 1","Alternative Training Executive Type 1","Alternative Training Participant Executive 1","Alternative Training Content Exectuives 2","I/E Alternative Trianing Executive 2","Alternative Training Executive Type 2","Alternative Training Participant Executive 2","Alternative Training Content Exectuives 3","I/E Alternative Trianing Executive 3","Alternative Training Executive Type 3","Alternative Training Participant Executive 3","Alternative Training Content Exectuives 4","I/E Alternative Trianing Executive 4","Alternative Training Executive Type 4","Alternative Training Participant Executive 4","Alternative Training Content Exectuives 5","I/E Alternative Trianing Executive 5","Alternative Training Executive Type 5","Alternative Training Participant Executive 5","Executive Narrative",{"$f":"'4. Key Risk Factors'!F16","v":"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements"},{"$f":"'4. Key Risk Factors'!F19","v":"High turnover rates (overall or unique to certain employee populations)"},{"$f":"'4. Key Risk Factors'!F22","v":"Below average salary rates prompts risk of losing talent to competitors"},{"$f":"'4. Key Risk Factors'!F25","v":"High percentage of workforce as single incumbent positions, with unique duties performed only by single position. "},{"$f":"'4. Key Risk Factors'!F28","v":"Significant likelihood single incumbent or specialized positions will become vacant within 5 years. "},"Loss of institutional knowledge and specialized experience due to voluntary turnover and/or retirements description","High turnover rates (overall or unique to certain employee populations) description","Below average salary rates prompts risk of losing talent to competitors description","High percentage of workforce as single incumbent positions, with unique duties performed only by single position.  Description","Significant likelihood single incumbent or specialized positions will become vacant within 5 years. Description",{"$f":"'4. Key Risk Factors'!AH35","v":"Time to fill positions is longer than average "},{"$f":"'4. Key Risk Factors'!AI35","v":"Experiencing failed searches when seeking needed talent"},{"$f":"'4. Key Risk Factors'!AJ35","v":"Non-competitive salaries"},{"$f":"'4. Key Risk Factors'!AK35","v":"Agency does not have a formal recruitment strategy"},{"$f":"'4. Key Risk Factors'!AL35","v":"Large percentage of agency's positions are open for an extended period of time"},{"$f":"'4. Key Risk Factors'!AM35","v":"Significant competition for specialized functions that are often hard to fill"},"Time to fill positions is longer than average description","Experiencing failed searches when seeking needed talent description","Non-competitive salaries decription","Agency does not have a formal recruitment strategy description","Large percentage of agency's positions are open for an extended period of time description","Significant competition for specialized functions that are often hard to fill descripition",{"$f":"'4. Key Risk Factors'!F59","v":"Lack of promotional opportunities for current employees"},{"$f":"'4. Key Risk Factors'!F62","v":"Unable to address areas of opportunity identified via an employee engagement survey"},{"$f":"'4. Key Risk Factors'!F65","v":"Employee productivity levels are low"},{"$f":"'4. Key Risk Factors'!F68","v":"Lack of clear strategic direction and/or goals for employee engagement"},{"$f":"'4. Key Risk Factors'!F71","v":"Lack of recognition or compensation strategies to reward top performers"},{"$f":"'4. Key Risk Factors'!F74","v":"Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)"},"Lack of promotional opportunities for current employees","Unable to address areas of opportunity identified via an employee engagement survey","Employee productivity levels are low","Lack of clear strategic direction and/or goals for employee engagement","Lack of recognition or compensation strategies to reward top performers","Work environment modifications needed (lacking necessary equipment, uninviting workspace, etc.)",{"$f":"'4. Key Risk Factors'!F82","v":"Employee development programs and plans are not used "},{"$f":"'4. Key Risk Factors'!F85","v":"Lack of Leadership bench strength or a formal leadership development program"},{"$f":"'4. Key Risk Factors'!F88","v":"Limited variety of development opportunities or limited availability of differing opportunities for employees"},"Employee development programs and plans are not used ","Lack of Leadership bench strength or a formal leadership development program","Limited variety of development opportunities or limited availability of differing opportunities for employees",{"$f":"'4. Key Risk Factors'!F96","v":"Outdated or inaccurate systems used "},{"$f":"'4. Key Risk Factors'!F99","v":"Lack of integrated solutions or integration between multiple systems"},{"$f":"'4. Key Risk Factors'!F102","v":"Heavy reliance on manual processes "},"Outdated or inaccurate systems used description","Lack of integrated solutions or integration between multiple systems description","Heavy reliance on manual processes description","PY Additional Risk Factor 1","PY Additional Risk Factor 1 Other Description","PY Additional Risk Factor 1 Observation","PY Additoinal Risk Factor 1 PY Risk Level","PY Additoianl Risk Factor 1 New Risk Level","PY Additional Action Plan 1 Desccription","PY Additional Risk Factor 2","PY Additional Risk Factor 2 Other Description","PY Additional Risk Factor 2 Observation","PY Additoinal Risk Factor 2 PY Risk Level","PY Additoianl Risk Factor 2 New Risk Level","PY Additional Action Plan 2 Desccription","PY Additional Risk Factor 3","PY Additional Risk Factor 3 Other Description","PY Additional Risk Factor 3 Observation","PY Additoinal Risk Factor 3 PY Risk Level","PY Additoianl Risk Factor 3 New Risk Level","PY Additional Action Plan 3 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Plan Review & Update","Action Item Category 1","Action Item Other Description 1","Action Item Description 1","Action Item Prior Timeline 1","Action Item progress 1","Percent Complete 1","Revised Timeline 1","Revised Description 1","Challenges for Action 1","Action Item Category 2","Action Item Other Description 2","Action Item Description 2","Action Item Prior Timeline 2","Action Item progress 2","Percent Complete 2","Revised Timeline 2","Revised Description 2","Challenges for Action 2","Action Item Category 3","Action Item Other Description 3","Action Item Description 3","Action Item Prior Timeline 3","Action Item progress 3","Percent Complete 3","Revised Timeline 3","Revised Description 3","Challenges for Action 3","Action Item Category 4","Action Item Other Description 4","Action Item Description 4","Action Item Prior Timeline 4","Action Item progress 4","Percent Complete 4","Revised Timeline 4","Revised Description 4","Challenges for Action 4","Action Item Category 5","Action Item Other Description 5","Action Item Description 5","Action Item Prior Timeline 5","Action Item progress 5","Percent Complete 5","Revised Timeline 5","Revised Description 5","Challenges for Action 5","Action Item Category 6","Action Item Other Description 6","Action Item Description 6","Action Item Prior Timeline 6","Action Item progress 6","Percent Complete 6","Revised Timeline 6","Revised Description 6","Challenges for Action 6","Action Item Category 7","Action Item Other Description 7","Action Item Description 7","Action Item Prior Timeline 7","Action Item progress 7","Percent Complete 7","Revised Timeline 7","Revised Description 7","Challenges for Action 7","Action Item Category 8","Action Item Other Description 8","Action Item Description 8","Action Item Prior Timeline 8","Action Item progress 8","Percent Complete 8","Revised Timeline 8","Revised Description 8","Challenges for Action 8","Action Item Category 9","Action Item Other Description 9","Action Item Description 9","Action Item Prior Timeline 9","Action Item progress 9","Percent Complete 9","Revised Timeline 9","Revised Description 9","Challenges for Action 9","Action Item Category 10","Action Item Other Description 10","Action Item Description 10","Action Item Prior Timeline 10","Action Item progress 10","Percent Complete 10","Revised Timeline 10","Revised Description 10","Challenges for Action 10","Total Number of Next Year Action Items","New or Previous Action 1","Action Category 1","Action Category Other 1","Action Description 1","Action Timeline 1","Action Barriers 1","Action Overcome Obstables 1","New or Previous Action 2","Action Category 2","Action Category Other 2","Action Description 2","Action Timeline 2","Action Barriers 2","Action Overcome Obstables 2","New or Previous Action 3","Action Category 3","Action Category Other 3","Action Description 3","Action Timeline 3","Action Barriers 3","Action Overcome Obstables 3","New or Previous Action 4","Action Category 4","Action Category Other 4","Action Description 4","Action Timeline 4","Action Barriers 4","Action Overcome Obstables 4","New or Previous Action 5","Action Category 5","Action Category Other 5","Action Description 5","Action Timeline 5","Action Barriers 5","Action Overcome Obstables 5","New or Previous Action 6","Action Category 6","Action Category Other 6","Action Description 6","Action Timeline 6","Action Barriers 6","Action Overcome Obstables 6","New or Previous Action 7","Action Category 7","Action Category Other 7","Action Description 7","Action Timeline 7","Action Barriers 7","Action Overcome Obstables 7","New or Previous Action 8","Action Category 8","Action Category Other 8","Action Description 8","Action Timeline 8","Action Barriers 8","Action Overcome Obstables 8","New or Previous Action 9","Action Category 9","Action Category Other 9","Action Description 9","Action Timeline 9","Action Barriers 9","Action Overcome Obstables 9","New or Previous Action 10","Action Category 10","Action Category Other 10","Action Description 10","Action Timeline 10","Action Barriers 10","Action Overcome Obstables 10","Exeutive Summary","Appendix","Did your agency employee interns in FY21?","How many individuals were in internship roles at your agency?","How many individuals participated in paid-interships supported by agency funds?","How many individuals participated in paid-internships supported by outside resources?","How many individuals were in unpaid internships?","Does your agency have an internship program?","Program Deails"]
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Next FY Action Plan'!$H288,'7. Next FY Action Plan'!$Q288)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$272=\"New\",'7. Next FY Action Plan'!$H296,'7. Next FY Action Plan'!$Q296)","v":0},{"$f":"'7. Next FY Action Plan'!$H308","v":0},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H310,'7. Next FY Action Plan'!$Q310)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H312,'7. Next FY Action Plan'!$Q312)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H314,'7. Next FY Action Plan'!$Q314)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H322,'7. Next FY Action Plan'!$Q322)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H324,'7. Next FY Action Plan'!$Q324)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$308=\"New\",'7. Next FY Action Plan'!$H332,'7. Next FY Action Plan'!$Q332)","v":0},{"$f":"'7. Next FY Action Plan'!$H344","v":0},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H346,'7. Next FY Action Plan'!$Q346)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H348,'7. Next FY Action Plan'!$Q348)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H350,'7. Next FY Action Plan'!$Q350)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H358,'7. Next FY Action Plan'!$Q358)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H360,'7. Next FY Action Plan'!$Q360)","v":""},{"$f":"IF('7. Next FY Action Plan'!$H$344=\"New\",'7. Next FY Action Plan'!$H368,'7. Next FY Action Plan'!$Q368)","v":0},{"$f":"'8. Executive Summary'!F15","v":0},{"$f":"'9. Appendix'!F14","v":0},{"$f":"'3. Internships'!P38","v":0},{"$f":"'3. Internships'!T41","v":0},{"$f":"'3. Internships'!T42","v":0},{"$f":"'3. Internships'!T43","v":0},{"$f":"'3. Internships'!T44","v":0},{"$f":"'3. Internships'!P47","v":0},{"$f":"'3. Internships'!H50","v":0}]
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[null,null,"Workforce Planning & Development Report Guide"]
[]
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[null,null,"Central Data"]
[]
[]
["Agency Name","Agency Logo","Secretariat","Agency Type 2","Agency Type 3","FY19 Passcode (Must contain at least 1 letter)",null,"Commonwealth Regions",null,"Risk Factor Areas",null,"Action Status List",null,"Action Plan Timeline",null,"Yes/No List",null,"Training  Types (V1)",null,"Internal or External Training",null,"Report Color Code",null,"New or Previous Action Item",null,"Action Item Lists",null,"Training Content",null,"Online or Classroom",null,"Online or Classroom",null,"Vacancy Risk Practices",null,"Talent Acquisition Practices",null,"Workforce Development Practices",null,"Employee Engagement Practices",null,"Technology & Organizational Efficiency Best Practice",null,"Full or Partial Data for Race/Gender"]
["Board of Accountancy",null,"Commerce and Trade",null,null,"S6UU",null,"All of Commonwealth",null,"Vacancy Risk",null,"Completed",null,"Within 6 Months",null,"Yes",null,"Leadership Development Program",null,"Internal",null,"Aware",null,"New",null,"Prior Year Action Item 1",null,"Basic Skills (to meet minimum requirements) ",null,"Online ",null,"Apprenticeship",null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. "," ","Agency also addresses \"fit\" during hiring process.",null,"Agency assists with professional memberships or conference funding. ",null,"Agency allows for telework and alternative work schedules.",null,"Agency utilizes technology or online learning for employee development. ",null,"All Employees (Classified and Wage)"]
["Christopher Newport University",null,"Higher Education",null,null,"49LE",null,"Central Virginia",null,"Talent Acquisition",null,"Continuing",null,"6-12 Months",null,"No",null,"Online Training",null,"External",null,"Monitor",null,"Previous",null,"Prior Year Action Item 2",null,"Customer Service",null,"Classroom",null,"Individual Coaching",null,"Agency has a repository of job descriptions.",null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",null,"Agency applies strategies to ensure items are accessible to all employees. (Accessibility)",null,"None",null,"Only Classified Employees"]
["Compensation Board",null,"Administration",null,null,"6O08",null,"Northern Neck",null,"Employee Engagement",null,"Modified",null,"1-2 Years",null,null,null,"Other",null,null,null,"Action",null,null,null,"Prior Year Action Item 3",null,"Executive Development",null,"Both",null,"Internship",null,"Agency has an established talent pipeline for recruitment. ",null,"Agency conducts needs analysis or workforce assessments to identify skill gaps. ",null,"Agency has a mentorship program for development.",null,"Agency assesses physical workspaces and makes modifications for engagement. ",null,"Other"]
["Department for the Blind and Vision Impaired",null,"Health and Human Resources",null,null,"GVNP",null,"Northern Virginia",null,"Workforce Development",null,"Declined",null,"2-5 Years",null,null,null,"Professional Development Program",null,null,null,null,null,null,null,"Prior Year Action Item 4",null,"Information Technology / Systems",null,null,null,"Job Rotation",null,"Agency has documentation of position procedures.",null,"Agency has an established talent pipeline for recruitment. ",null,"Agency has an established talent pipeline for recruitment. ",null,"Agency assists with professional memberships or conference funding. "]
["Department for the Deaf and Hard of Hearing",null,"Health and Human Resources",null,null,"GI49",null,"Southside",null,"Technology & Organizational Inefficiencies",null,null,null,"Completed",null,null,null,"Standalone Workshop/Course",null,null,null,null,null,null,null,"Prior Year Action Item 5",null,"Interpersonal Skills",null,null,null,"Job Shadowing",null,"Agency has dual incumbency practices.",null,"Agency has documentation of position procedures.",null,"Agency has career ladders or career paths. ",null,"Agency conducts orientation for new employees. "]
["Department of Accounts",null,"Finance",null,null,"EPI5",null,"Southwest ",null,"Other:",null,null,null,"Ongoing (No specific time frame)",null,null,null,"Supervisor Training",null,null,null,null,null,null,null,"Prior Year Action Item 6",null,"Leadership",null,null,null,"Stretch Assignment",null,"Agency has partnerships with other agencies / colleges for recruitment.",null,"Agency has dual incumbency practices.",null,"Agency has established Workforce Planning Committee.",null,"Agency conducts regular employee engagement surveys."]
["Department of Aging and Rehabilitative Services",null,"Health and Human Resources",null,null,"AQW8",null,"Tidewater",null,null,null,null,null,null,null,null,null,"Tuition Assistance Provided",null,null,null,null,null,null,null,"Prior Year Action Item 7",null,"Mandatory and Compliance",null,null,null,null,null,"Agency has strategic hiring process.",null,"Agency has partnerships with other agencies / colleges for recruitment.",null,"Agency has internship/apprentice program for employees.",null,"Agency has an engagement or culture committee. "]
["Department of Aviation",null,"Transportation",null,null,"28C7",null,"Valley",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Prior Year Action Item 8",null,"Managerial / Supervisory",null,null,null,null,null,"Agency realigns salaries to be more competitive.",null,"Agency has strategic hiring process.",null,"Agency identifies high potential employees and provides specialized training.",null,"Agency has an established onboarding program."]
["Department of Behavioral Health and Developmental Services",null,"Health and Human Resources",null,null,"OKMJ",null,"Western Virginia",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Prior Year Action Item 9",null,"New Employee Orientation",null,null,null,null,null,"Agency re-evaluates positions as openings occur.",null,"Agency identifies high potential employees and provides specialized training.",null,"Agency provides cross training to employees.",null,"Agency has an executive level position for leading and sponsoring diversity & inclusion."]
["Department of Corrections",null,"Public Safety and Homeland Security",null,null,"D61B",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Prior Year Action Item 10",null,"Other",null,null,null,null,null,"Agency utilizes an apprenticeship or internship program to recruit talent.",null,"Agency monitors time to hire & time to fill for vacancies.",null,"Agency provides employee training (outside of  any state required training).",null,"Agency has an offboarding process for exiting employees. "]
["Department of Criminal Justice Services",null,"Public Safety and Homeland Security",null,null,"XACU",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Process, Procedure, or Business Practice",null,null,null,null,null,"None",null,"Agency provides opportunities exclusive for internal applicants.",null,"Agency provides ongoing  Leadership Development for all Supervisors.",null,"Agency has employee recognition programs."]
["Department of Education",null,"Education",null,null,"B437",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Product Knowledge",null,null,null,null,null,"Other",null,"Agency provides unconscious bias training to employees. ",null,"Agency provides Supervisor Training for newly promoted Supervisors.",null,"Agency has plans to enhance engagement initiatives."]
["Department of Elections",null,"Administration",null,null,"G6HC",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Professional / Industry Specific",null,null,null,null,null,"Uses analytics to create succession plans and diverse candidate pools for positions. ",null,"Agency realigns salaries to be more competitive.",null,"Agency provides unconscious bias training to employees. ",null,"Agency hosts employee social events for employee engagement."]
["Department of Emergency Management",null,"Public Safety and Homeland Security",null,null,"L3T1",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Sales (Not Industry or Product Knowledge)",null,null,null,null,null,"Utilize raises for obtaining additional certifications.",null,"Agency re-evaluates positions as openings occur.",null,"Agency utilizes individual development plans. ",null,"Agency provides unconscious bias training to employees. "]
["Department of Environmental Quality",null,"Natural and Historic Resources",null,null,"Y82Y",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Workforce Analysis Data is provided to Senior Leadership.",null,"Agency utilizes an apprenticeship or internship program to recruit talent.",null,"Agency utilizes job rotation, stretch assignments, or shadowing to develop employees.",null,"Agency supports employee wellness (financial, physical, etc.). "]
["Department of Forensic Science",null,"Public Safety and Homeland Security",null,null,"GGMT",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Agency utilizes multiple recruitment channels.",null,"Agency utilizes technology or online learning for employee development. ",null,"Agency provides recognition leave or bonuses for employees. "]
["Department of Forestry",null,"Agriculture and Forestry",null,null,"VMO3",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Has partnerships (with other agencies) to recruit and employ employees with disabilities.",null,"None",null,"None"]
["Department of General Services",null,"Administration",null,null,"PGSK",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"None",null,"Other",null,"Other"]
["Department of Health Professions",null,"Health and Human Resources",null,null,"KRB6",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Other",null,"Provides disability etiquette training for employees.",null,"Provides disability etiquette training for employees."]
["Department of Historic Resources",null,"Natural and Historic Resources",null,null,"B78Q",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Submitted an Employees Opportunities Plan to DHRM.",null,"Tracks Training and Development Metrics (participants, costs, hours, etc.)",null,"Utilize raises for obtaining additional certifications."]
["Department of Housing & Community Development",null,"Commerce and Trade",null,null,"JJLM",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Uses analytics to create succession plans and diverse candidate pools for positions. ",null,"Uses analytics to create succession plans and diverse candidate pools for positions. "]
["Department of Human Resources Management",null,"Administration",null,null,"47CJ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Utilize raises for obtaining additional certifications.",null,"Utilize raises for obtaining additional certifications."]
["Department of Juvenile Justice",null,"Public Safety and Homeland Security",null,null,"S1NX",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Workforce Analysis Data is provided to Senior Leadership."]
["Department of Labor and Industry",null,"Labor",null,null,"NO0G"]
["Department of Medical Assistance Services",null,"Health and Human Resources",null,null,"CTE5"]
["Department of Military Affairs",null,"Veterans and Defense Affairs",null,null,"BWXW"]
["Department of Motor Vehicles",null,"Transportation",null,null,"SB0Y"]
["Department of Planning and Budget",null,"Finance",null,null,"9VDF"]
["Department of Professional and Occupational Regulation",null,"Labor",null,null,"AAPH"]
["Department of Rail and Public Transportation",null,"Transportation",null,null,"7RVO"]
["Department of Small Business and Supplier Diversity",null,"Commerce and Trade",null,null,"8GAL"]
["Department of Social Services",null,"Health and Human Resources",null,null,"5Q4A"]
["Department of State Police",null,"Public Safety and Homeland Security",null,null,"7C8D"]
["Department of Taxation",null,"Finance",null,null,"TG0X"]
["Department of the Treasury",null,"Finance",null,null,"FU7E"]
["Department of Transportation",null,"Transportation",null,null,"F0JY"]
["Department of Veterans Services",null,"Veterans and Defense Affairs",null,null,"03C4"]
["Dpartment of Energy",null,"Commerce and Trade",null,null,"58KJ"]
["Foundation for Healthy Youth",null,"Health and Human Resources",null,null,"U1DP"]
["Frontier Culture Museum of Virginia",null,"Education",null,null,"A0VF"]
["George Mason University",null,"Higher Education",null,null,"JCLA"]
["Gunston Hall",null,"Education",null,null,"XP05"]
["James Madison University",null,"Higher Education",null,null,"UAGF"]
["Jamestown-Yorktown Foundation",null,"Education",null,null,"KFPS"]
["Library of Virginia",null,"Education",null,null,"8FR9"]
["Longwood University",null,"Higher Education",null,null,"HE8R"]
["Marine Resources Commission",null,"Natural and Historic Resources",null,null,"PTUG"]
["New College Institute",null,"Education",null,null,"2HY9"]
["Norfolk State University",null,"Higher Education",null,null,"70WX"]
["Office of the State Inspector General",null,"Governor",null,null,"6EBG"]
["Old Dominion University",null,"Higher Education",null,null,"RZQO"]
["Radford University",null,"Higher Education",null,null,"V0QB"]
["Richard Bland College",null,"Higher Education",null,null,"MWFJ"]
["Sitter-Barfoot Veterans Care Center",null,"Veterans and Defense Affairs",null,null,"LBAE"]
["Southern Virginia Higher Education Center",null,"Education",null,null,"9CVH"]
["Southwest Virginia Higher Education Center",null,"Education",null,null,"26LT"]
["State Council for Higher Education for Virginia",null,"Education",null,null,"MHIN"]
["TEST AGENCY",null,"Test",null,null,"TE$T"]
["The College of William and Mary",null,"Higher Education",null,null,"KV8V"]
["The Science Museum of Virginia",null,"Education",null,null,"BMYZ"]
["University of Mary Washington",null,"Higher Education",null,null,"LOVB"]
["University of Virginia",null,"Higher Education",null,null,"1Y9F"]
["University of Virginia at Wise",null,"Higher Education",null,null,"R89B"]
["University of Virginia Medical Center",null,"Higher Education",null,null,"ZLOS"]
["Virginia Board for People with Disabilities",null,"Health and Human Resources",null,null,"L0YR"]
["Virginia Commercial Space Flight Authority",null,"Transportation",null,null,"BIFT"]
["Virginia Commission for the Arts",null,"Education",null,null,"7IFB"]
["Virginia Commonwealth University",null,"Higher Education",null,null,"JG9G"]
["Virginia Community College System",null,"Higher Education",null,null,"2BKF"]
["Virginia Department of Agriculture and Consumer Services",null,"Agriculture and Forestry",null,null,"T9P9"]
["Virginia Department of Conservation and Recreation",null,"Natural and Historic Resources",null,null,"8DK1"]
["Virginia Department of Fire Programs",null,"Public Safety and Homeland Security",null,null,"J82I"]
["Virginia Department of Health",null,"Health and Human Resources",null,null,"VTPT"]
["Virginia Department of Wildlife Resources",null,"Natural and Historic Resources",null,null,"ZX5T"]
["Virginia Employment Commission",null,"Labor",null,null,"ROUH"]
["Virginia Information Technologies Agency",null,"Administration",null,null,"M1LR"]
["Virginia Military Institute",null,"Higher Education",null,null,"4MTO"]
["Virginia Museum of Fine Arts",null,"Education",null,null,"H5LF"]
["Virginia Museum of Natural History",null,"Education",null,null,"PPI2"]
["Virginia Polytechnic Institute and State University",null,"Higher Education",null,null,"B8RL"]
["Virginia Port Authority",null,"Transportation",null,null,"QZXF"]
["Virginia Racing Commission",null,"Agriculture and Forestry",null,null,"IH79"]
["Virginia School for the Deaf and the Blind",null,"Education",null,null,"G0DC"]
["Virginia State University",null,"Higher Education",null,null,"UYFJ"]
["Virginia Veteran's Care Center",null,"Veterans and Defense Affairs",null,null,"XED6"]