Publicly Released: October 4, 2022
Objective
The objective of this evaluation was to determine the extent to which the DoD implemented the objectives, strategic actions, and initiatives from the Military Leadership Diversity Commission’s 2011 Final Report, “From Representation to Inclusion: Diversity Leadership for the 21st Century Military,” and the “Department of Defense Diversity and Inclusion Strategic Plan (2012‑2017).”
Background
The National Defense Authorization Act (NDAA) for FY 2009 mandated the creation of the Military Leadership Diversity Commission (MLDC). In the FY 2009 NDAA, Congress requested that the MLDC evaluate and assess the policies and practices related to diversity among military leaders and make recommendations for improvement. The MLDC published the results of their evaluation in the 2011 Final Report, “From Representation to Inclusion: Diversity Leadership for the 21st Century Military.” The report contained 20 recommendations; 18 of the recommendations were directed to the DoD and the Services.
The 2012‑2017 DoD Diversity and Inclusion Strategic Plan outlined the DoD’s implementation of Executive Order (EO) 13583, “Establishing a Coordinated Government‑Wide Initiative to Promote Diversity and Inclusion in the Federal Workforce.” The Strategic Plan identified three goals for structuring diversity and inclusion efforts:
- Ensure Leadership Commitment;
- Employ an Aligned Strategic Outreach Effort; and
- Develop, Mentor, and Retain Top Talent.
The plan included objectives, strategic actions, and initiatives to implement the three goals.
Findings
We found that the DoD and the Services implemented 6 of the 18 recommendations identified in the 2011 MLDC report. We also found that the Office of the Under Secretary of Defense for Personnel and Readiness (OUSD[P&R]) and the Service‑level diversity and inclusion offices took some actions but did not fully implement the remaining 12 recommendations.
This occurred because the OUSD(P&R) and Service‑level diversity and inclusion offices did not oversee implementation of the recommendations. However, DoD policy does not require implementation oversight of the MLDC recommendations. Additionally, Office for Diversity, Equity, and Inclusion (ODEI) officials, aligned under the OUSD(P&R), stated that they have no programs or requirements to track this progress. As a result of a lack of defined policy, roles and responsibilities, and data collection, the DoD cannot determine what progress has been made and what still needs to be accomplished.
We also found that the DoD and the Services have not fully addressed the three goals identified in the 2012‑2017 Diversity and Inclusion Strategic Plan. While we found that each of the Service‑level diversity and inclusion offices made changes to policies and practices, the three goals outlined in the strategic plan have not been fully addressed. This occurred because the DoD did not establish policies, programs, or data requirements or provide oversight for tracking the goals and did not hold the ODEI and the Service‑level diversity and inclusion offices accountable for implementing the three goals.
As a result of not fully addressing the Strategic Plan’s three goals, the DoD may not be meeting the intent of the Strategic Plan, which is to encourage commitment and incorporate diversity and inclusion initiatives unique to each Service.
Recommendations
We recommend that the Director of the OUSD(P&R) and the Directors of the diversity and inclusion offices for the Army, Navy, Marine Corps, Air Force, and National Guard Bureau take actions to fully implement the 12 recommendations not fully addressed from the 2011 MLDC report. Additionally, we recommend that the Director of the OUSD(P&R) establish a framework to track implementation of the MLDC recommendations.
We also recommend that the Director of the ODEI establish a framework to track the actions taken to implement the goals outlined in the Diversity and Inclusion Strategic Plan.
Management Comments and Our Response
The Under Secretary of Defense for Personnel and Readiness mostly agreed with the report recommendations. The Under Secretary provided supporting documentation for several recommendations, resulting in resolved or closed recommendations. However, the Under Secretary only partially addressed the recommendation to review personnel and finance systems to determine and address the gaps. We request that the Office of the Under Secretary of Defense for Personnel and Readiness provide comments on the final report.
The Director of the Air Force diversity and inclusion office mostly agreed with the report recommendations. The Director provided additional supporting documentation for several recommendations, resulting in resolved or closed recommendations. However, the Director only partially addressed the recommendation to establish a method for tracking regional and cultural expertise among Air Force members. We request that the Air Force provide comments on the final report.
The Director of the Navy diversity and inclusion office mostly agreed with the report recommendations. The Director provided comments and supporting documentation that addressed some of the recommendations in the report, resulting in resolved or closed recommendations. However, the Director only partially addressed the recommendation that the Navy work with the parties responsible for elements in the Diversity and Inclusion Strategic Plan Goal 2 to implement a plan to address the Goal. We request that the Navy provide comments on the final report. The Director of the National Guard Bureau diversity and inclusion office did not agree with the recommendations in the report. The Director stated that enlisted National Guard members have access to Army and Air Force policies, procedures, and training, as applicable. While we agree that enlisted National Guard members do have this access, this does not relieve the National Guard Bureau from its responsibility to educate and counsel its members on the knowledge, skills, abilities, and potential necessary for promotion; therefore, we consider this recommendation unresolved. Additionally, although the National Guard Bureau issued a Diversity and Inclusion Strategic Plan that aligns with the goals in the 2012‑2017 DoD Diversity and Inclusion Plan, the National Guard did not provide documentation to demonstrate that the strategies and metrics in its plan are being used. Therefore, this recommendation is resolved. We request that the National Guard Bureau provide comments on the final report.
The Directors of the Army and Marine Corps diversity and inclusion offices did not respond to the recommendations in the report. Therefore, these recommendations are unresolved. We request that the Army and Marine Corps diversity and inclusion office Directors provide comments on the final report.
This report is the result of Project No. D2021-DEV0PA-0005.000.