There are five reasons we believe diversity is essential to the overall success of the US Army Corps of Engineers, New Orleans District.

1. Diversity expands the talent pool. As our Commander says, “People are the foundation of the Corps: our effectiveness, our value, our reputation.” By attracting the best talent from a diverse labor force we stay competitive.
2. Diversity helps us communicate effectively. Our workforce must reflect the diversity of our missions and our new field of practice. The people we serve are multicultural. The district needs multicultural capabilities to serve these markets.
3. Diversity increases the bottom line. By treating all employees with respect, we reduce costs related to high turnover and lost productivity and deliver more profitable solutions to our customers and cost-sharing partners.
4. Diversity fosters good management practices. Managing diversity well leads to an inclusive work environment where employees can be productive and successful.
5. Diversity helps build strong teams. Studies show that in the long-term, diverse groups outperform homogenous groups through more creative solutions. Our goal is to be recognized for the technical and professional excellence of our world-class workforce, functioning as teams, delivering projects and services.

When you work at—or with —the US Army Corps of Engineers, New Orleans District, you see that diversity works.

The Committee members will serve as organizational liaisons to provide information about the concerns and needs of Asian individuals in their respective organizations and initiate programs to enhance the career development of Asian employees.  The committee’s goals are to:

 

• Strive toward achieving a civilian work force in which Asians are employed at all levels, in all occupations, and in all segments of the organization commensurate with their representation in the relevant labor force.
• Establish and implement procedures that will enable the district to identify and resolve actual and perceived system inequities which adversely affect Asian employees.
• Provide means for Asians to obtain equal opportunity in all aspects of employment through creation and maintenance of organizational processes and programs that foster and respond to Asians in their pursuit of employment, development, and career progression.

The Black Employment Program (BEP) was designed to work within the framework of the Equal Employment Opportunity (EEO) Program. The BEP has a functioning committee, known as the BEPC, that serves as an organizational liaison to address the concerns and needs of black employees, pertaining to equal opportunity at MVN. The committee observes the climate and conducts surveys, when deemed necessary, and sets goals accordingly. The BEPC has sponsored programs, training, and activities that aid in professional and personal growth, increase employee morale, and improve communication.

One of the committees' most challenging goals is to foster change in negative, superior type attitudes that promote inequality at the district. The BEPC participates in numerous recruitment efforts, providing information on how to apply for federal jobs and encouraging blacks to apply for positions at the district, especially non-traditional jobs. The BEPC continues to brainstorm for new, proactive ideas on how to improve conditions and positioning of blacks at the district. As always, the BEPC welcomes suggestions.

The BEPC sets out each year to identify or accomplish the following:

• Forthcoming Programs and/or Training
• Action Items/Accomplishments
• Quarterly Report(s)

The Federal Women’s Program was established under Executive Order 11375, 13 October 1967 within the framework of the Equal Employment Opportunity (EEO) Program. The overall goal of the Federal Women’s Program is to strive toward achieving a civilian workforce in which women are employed at all levels, in all occupations, and in all segments of the organization commensurate with their rep-resentation in the relevant labor force. The mission of the FWP is to establish and implement procedures that will enable Army commands and installations to identify and resolve actual and perceived system inequities that adversely affect women employees.

The FWP strives to provide means for women to obtain equal opportunity in all aspects of employment through creation and maintenance of organizational proc-esses and programs which foster and respond to women in their pursuit of employment, development and career progression.

a. Programs and Training (Lunch and Learn)
b. Quarterly Reports
c. Statistical Data on Women in Government
d. On-going guidance for women in the application of personnel procedures and practices

The Hispanic Employment Program began as the 16-Point Program in 1973. It was then renamed the Spanish Speaking Program in 1974. It became the Hispanic Employment Program in FPM Letter 713-41 on 28 February 1977. The overall goal of the Hispanic Employment Program is to advise the Commander and the EEO Office on the employment concerns of Hispanics—both those in the workforce, and those applying for employment. Members serve as organizational liaisons to provide information about the concerns and needs in their respective organizations, and assist in initiating programs to enhance the career development of Hispanics. The committee’s goals are to:

• Strive toward achieving a civilian work force in which Hispanics are employed at all levels, in all occupations, and in all segments of the organization commensurate with their rep-resentation in the relevant labor force.
• Establish and implement procedures that will enable the district to identify and resolve actual and perceived system inequities, which adversely affect Hispanic employees.
• Provide means for Hispanics to obtain equal opportunity in all aspects of employment through creation and maintenance of organizational processes and programs that foster and respond to Hispanics in their pursuit of employment, development, and career progression.