Department of Education

OFFICE FOR CIVIL RIGHTS

Fiscal Year 2017 Budget Request

CONTENTS

Page

Appropriations Language ........................................................................................................Z-1

Amounts Available for Obligation ............................................................................................Z-2

Obligations by Object Classification ........................................................................................Z-3

Summary of Changes .............................................................................................................Z-4

Authorizing Legislation............................................................................................................Z-6

Appropriations History.............................................................................................................Z-7

Activity:

Office for Civil Rights .......................................................................................................... Z-8
OFFICE FOR CIVIL RIGHTS

Appropriations Language

For expenses necessary for the Office for Civil Rights, as authorized by section 203 of 

the Department of Education Organization Act, [$107,000,000] $137,708,000. (Department of 

Education Appropriations Act, 2016.)

Z-1
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Amounts Available for Obligation

(dollars in thousands)

Appropriation and Adjustments 2015 2016 2017

Discretionary budget authority:

Discretionar y budget authority:Appropriation............................................................ $100,000 $107,000 $137,708

Discretionar y budget authority: Subtotal, appropriation........................................... 100,000 107,000 137,708

Discretionar y budget authority:Unobligated balance, expiring .................................. -61 0 0

Total, direct obligations............................................ 99,939 107,000 137,708

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Obligations by Object Classification

(dollars in thousands)

Obj ect class number Object Class 2015 2016 2017 

CHANGE 

FROM 2016 

to 2017

11.10 Full-time permanent $55,585 $62,067 $76,238 $14,171 

11.31 Full-time temporary 962 977 932 (45)

11.32 Part-time 1,478 868 829 (39)

11.33 Consultants 0 0 0 0 

11.51 Overtime 16 17 71 54 

11.52 Awards 686 330 500 170 

11.80 Other Compensation 21 0 0 0 

Subtotal R ow

 Compensation subtotal 58,748 64,259 78,570 14,311 

12.00 Benefits 17,835 19,918 24,599 4,681 

Subtotal R ow

 Comp/benefits subtotal 76,583 84,177 103,169 18,992 

21.00 Travel 766 800 1,273 473 

22.00 Transportation of things 3 0 0 0 

23.10 Rental Payments to GSA 7,906 8,243 10,147 1,904 

23.31 Communications 106 114 202 88 

23.32 Postage/fees 28 23 24 1 

Subtotal R ow

 Subtotal 23 8,040 8,380 10,373 1,993 

24.00 Printing & Reproduction 11 12 26 14 

25.21 Other Services 1,263 947 1,500 553 

25.22 Training/Tuition/Contracts 109 347 546 199 

25.30 Goods/Services from Gov't 2,176 2,056 2,825 769 

25.40 Operations/Maint of Facilities 0 1 1 0 

25.71 Operations/Maint of Equipment 11 15 15 0 

25.72 IT Services/Contracts 10,738 10,000 17,618 7,618 

Subtotal R ow

 Subtotal 25 14,297 13,366 22,505 9,139 

26.00 Supplies 122 115 117 2 

31.10 IT Equipment/Software 116 150 170 20 

31.30 Other Equipment 1 0 75 75 

Subtotal R ow

 Subtotal 31 117 150 245 95 

32.00 Building Alterations 0 0 0 0 

Total Row

Total, obligations 99,939 107,000 137,708 30,708 

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Summary of Changes

(dollars in thousands)

2016.................................................................................................. $107,000

2017.................................................................................................. 137,708

Net change ................................................................ +30,708

Increases: 2016 base Change from base

Built in:

Built in Increase in salaries and benefits, primarily for a 

proposed 1.6 percent Governmentwide pay raise, 

and increased benefits. $83,328 +$1,355

Built in Increase in rent. 8,243 +1,904

Program:

Program Increase in salaries and benefits for 164 additional 

FTE. 83,328 +17,306

Program Increase in awards and overtime. 347 +224

Program Increase in transit benefits for additional FTE. 297 +107

Program Increase in travel for additional FTE. 800 +473

Program Increase in communications and postage. 137 +89

Program Increase in printing for pamphlets and letterhead. 12 +14

Program Increase in training for staff. 347 +199

Program Increase in other services for electronic records 

management, student privacy, translation 

services, and security services. 947 +553

Program Increase in goods and services from Government 

for background investigations, physical security, 

and payroll processing. 2,056 +769

Program Increase in information technology services/

contracts for the Civil Rights Data Collection, 

Online Discrimination complaint form, and IT 

Security. 10,000 +7,618

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Summary of Changes

(dollars in thousands)

Increases: 2016 base Change from base

Program:

Program Increase in supplies. $115 +$2

Program Increase in IT equipment and software. 150 +20

Program Increase in other equipment. 0 +75

Subtotal, increases +30,708

Net Change +30,708

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Authorizing Legislation

(dollars in thousands)

Activity

2016

Authorized

footnoteF ootnotes

2016

Estimate

footnote

2017

Authorized

footnote

2017

Request

footnote

Civil Rights (DEOA) Indefinite $107,000 Indefinite $137,708

Total appropriation 107,000 137,708

Z-6

B

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Appropriations History

(dollars in thousands)

Year

Budget 

Estimate 

to Congress

House 

Allowance Foot

-

note

Senate 

Allowance Foot

-

note AppropriationFootnote

2008 $93,771 $93,771 $93,771 $89,612

2009 96,826 96,0401 89,6121 96,826

2009 Transfer 0 0 0 -60

2010 103,024 103,024 103,0242 103,024

2011 105,700 103,0243 105,7002 102,8184

2012 107,772 102,8185 102,8185 102,624

2013 102,624 102,6246 102,6246 98,356

2014 98,356 N/A7 98,3562 98,356

2015 102,000 N/A7 102,0008 100,000

2016 130,691 100,0009 100,0009 107,000

2017 137,708

1 The levels for the House and Senate allowances reflect action on the regular annual 2009 appropriations bill, 

which proceeded in the 110th Congress only through the House Subcommittee and the Senate Committee. 2 The level for the Senate allowance reflects Committee action only. 3 The level for the House allowance reflects the House-passed full-year continuing resolution. 4 The level for appropriation reflects the Department of Defense and Full-Year Continuing Appropriations Act, 

2011 (P.L. 112-10). 5 The level for the House allowance reflects an introduced bill and the level for the Senate allowance reflects 

Senate Committee action only. 6 The levels for the House and Senate allowances reflect action on the regular annual 2013 appropriations bill, 

which proceeded in the 112th Congress only through the House subcommittee and the Senate Committee. 7 The House allowance is shown as N/A because there was no Subcommittee action.

8 The level for the Senate allowance reflects Senate Subcommittee action only. 9 The levels for House and Senate allowances reflect action on the regular annual 2016 appropriations bill, which 

proceeded in the 114th Congress only through the House Committee and Senate Committee.

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OFFICE FOR CIVIL RIGHTS

Office for Civil Rights

(DEOA, section 203)

(dollars in thousands)

FY 2017 Authorization: Indefinite

Budget Authority:

Annual Fund 2016 2017

Change

from 2016

Personnel costs $84,177 $103,169 +$18,992

Non-personnel costs 22,823 34,539 +11,716

Total 107,000 137,708 +30,708

FTE 589 753 +164

PROGRAM DESCRIPTION

The mission of the Office for Civil Rights (OCR) is to ensure equal access to education and to 

promote educational excellence throughout the Nation through vigorous enforcement of civil 

rights laws. This is in alignment with the Department’s mission to promote student achievement 

and preparation for global competitiveness by fostering educational excellence and ensuring 

equal access.

OCR ensures equal access to education by enforcing Federal civil rights laws and implementing 

regulations that prohibit discrimination on the basis of race, color, national origin, sex, disability, 

and age in all programs and institutions that receive financial assistance from the Department. 

These laws are:

• Title VI of the Civil Rights Act of 1964 (prohibiting race, color, and national origin 

discrimination);

• Title IX of the Education Amendments of 1972 (prohibiting sex discrimination);

• Section 504 of the Rehabilitation Act of 1973 (prohibiting disability discrimination);

• Age Discrimination Act of 1975 (prohibiting age discrimination); 

• Title II of the Americans with Disabilities Act of 1990 (prohibiting disability discrimination in 

State and local government services __ whether or not programs receive Federal financial 

assistance); and

• Boy Scouts of America Equal Access Act of 2002 (prohibiting public elementary and 

secondary schools, local educational agencies, and State educational agencies from 

denying equal access or a fair opportunity to meet, or discriminating against, any group 

officially affiliated with the Boy Scouts of America or any other youth group listed as a 

patriotic society in Title 36 of the United States Code).

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These and other civil rights laws extend to a wide range of Federal recipients, including: all 

State educational agencies; approximately 18,200 local educational agencies; approximately 

7,200 postsecondary institutions, including proprietary schools and community colleges; 

80 State vocational rehabilitation agencies and their sub-recipients; as well as other institutions 

that receive U.S. Department of Education financial assistance, such as libraries, museums, 

and correctional institutions. More than 79 million individuals are beneficiaries of the financial 

assistance these institutions and agencies receive on behalf of the Department.

OCR PROGRAM INFORMATION

Organizational Structure and Staffing

For fiscal year 2017, the Office for Civil Rights is requesting a staffing level of 753 full-time 

equivalents to support its mission. Of the 753 requested, approximately 90 percent will be 

located in 12 enforcement offices throughout the country, with the remaining 10 percent located 

in OCR’s headquarters office. The Headquarters and DC Metro Enforcement offices are 

located in Washington, DC, and the remaining 11 Enforcement offices are located throughout 

the Nation in 10 regional centers and 1 field office: Boston, New York, Philadelphia, Atlanta, 

Dallas, Chicago, Kansas City, Denver, San Francisco, Seattle, and the Cleveland field office.

OCR is headed by an Assistant Secretary. The staff supporting the Assistant Secretary 

includes a Principal Deputy Assistant Secretary, a Deputy Assistant Secretary for Enforcement, 

a Deputy Assistant Secretary for Policy, a Deputy Assistant Secretary for Strategic Operations 

and Outreach, and a Deputy Assistant Secretary for Management and Operations.

The Principal Deputy Assistant Secretary is responsible for assisting and advising the Assistant 

Secretary in the overall direction and management of the agency.

The Deputy Assistant Secretary for Enforcement manages the overall operations of the

12 Enforcement offices that are responsible for ensuring compliance with the Federal civil rights 

laws prohibiting discrimination on the basis of race, color, national origin, sex, disability, and 

age. The Enforcement Offices’ primary responsibilities are investigating complaints and 

determining the compliance status of recipients; developing an annual proactive enforcement 

agenda; conducting proactive investigations and compliance reviews; monitoring recipients’ 

compliance with settlement agreements, and developing technical assistance materials and 

delivering technical assistance.

The Deputy Assistant Secretary for Policy oversees the Headquarters’ Program Legal Group 

that provides a range of legal services including: developing policy guidance, developing 

technical assistance materials, consulting on novel cases from the enforcement offices, 

regulation development, and helping to ensure that civil rights issues are appropriately 

addressed within the Department’s programs and initiatives and among Federal Agencies.

The Deputy Assistant Secretary for Strategic Operations and Outreach has responsibility for 

overseeing OCR’s strategic and operational planning, establishing and maintaining effective 

collaboration with other components of the Department, and ensuring effective outreach and 

communication between OCR and external stakeholders and the public.

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The Deputy Assistant Secretary for Management and Operations has the responsibility for 

overseeing and directing all areas involving OCR’s budget, human resources, general 

operations, administration and management coordination.

Boston

New York City

Philadelphia

Washington, D.C.

(Headquarters and 

field office)

Regional Offices

Field Offices

OFFICE FOR CIVIL RIGHTS

2017 Headquarters & Regional Staff

Seattle

San

Francisco Denver

Kansas

City

Chicago

Atlanta

Dallas

Cleveland

Promoting Efficient Spending to Maximize Civil Rights Enforcement Capacity

Level funding and decreased staffing levels have forced OCR to pare back and streamline some 

processes in order to address an increasing workload. Additionally, in recent years OCR has 

taken aggressive measures to improve efficiency in operations: 

• OCR developed a Pre-Complaint Online Screening Process to help potential complainants 

understand the scope of OCR’s authority and reduce the number of complaints filed that do 

not fall under OCR’s authority.

• OCR streamlined the resolution of a portion of its disability complaints, which comprise the

majority of complaints filed with OCR, by resolving single-issue complaints using expedited 

case review procedures. This process has reduced staff travel time and costs.

• OCR expanded the use of online communication and surveys to obtain information in 

investigations, saving time and resources needed for travel and conducting individual 

interviews.

• OCR analyzed work distribution patterns to ensure all current staff are being fully and 

equitably utilized.

Regional & Field Offices: 677 FTE

Headquarters: 76 FTE

Total Staff Level: 753 FTE

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• OCR has switched from live training and meetings to more cost-efficient online training and 

videoconferencing.

• OCR enhanced the Civil Rights Data Collection (CRDC) online data collection tool, reducing

data reporting errors and staff time needed to follow up on those errors.

Funding levels for the past 5 fiscal years were:

Fiscal Year (dollars in thousands)

Footnotes

2012.................................................................................. $102,624

2013...................................................................................... 98,356

2014...................................................................................... 98,356

2015.................................................................................... 100,000

2016.................................................................................... 107,000

FY 2017 BUDGET REQUEST

• The total fiscal year (FY) 2017 request for the Office for Civil Rights (OCR) is $137.7 million, 

supporting a full-time equivalent (FTE) level of 753. This request is a $30.7 million, or 

29 percent, increase above the FY 2016 level. The majority of the increase is for an 

additional 164 FTE, which the Department believes is essential for OCR to deliver on its 

mission of fulfilling the promise of the civil rights laws by ensuring all students equal access 

to educational opportunities. The FY 2017 increase in FTE is a critical first step to provide 

OCR the capacity to address current workload. In fact, current data projections and 

enforcement trends indicate that even more staff may be needed to effectively address 

anticipated future workload. The Personnel Compensation and Benefits (PC&B) request of 

$103.2 million is an increase of $19.0 million over the FY 2016 level to support an FTE level 

of 753, a proposed January 2017 pay raise of 1.6 percent, other associated benefit 

increases, including transit benefits.

• Non-Personnel costs, excluding centralized services, will be $7.4 million, an increase of 

$5.2 million over the FY 2016 level. The majority of non-personnel funds is for the Civil 

Rights Data Collection (CRDC) ($4.7 million), software support to operate OCR’s Case and 

Activity Management System (CAMS) ($255,000), Online Discrimination Complaint Form 

Enhancement ($182,000), and travel ($1.3 million).

• OCR’s FY 2017 share of the Department’s centralized services (overhead) amount of 

$27.2 million reflects an increase of $6.1 million above the FY 2016 level, due to increases 

in rent, Information Technology (IT) security, the Education Department Utility for 

Communications, Applications and Technical Environment (EDUCATE) follow-on contract, 

background investigations, and physical security.

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OFFICE FOR CIVIL RIGHTS

FY 2017 Budget

(dollars in millions)

Total: $137.7

FTE: 753

Personnel Costs

OCR accomplishes its mission through responding to complaints and initiating proactive 

investigations, both of which require significant investments in human capital. Therefore, 

personnel, compensation, and benefits (PC&B) costs historically have been the biggest 

component of OCR’s budget as well as the key factor in OCR being able to accomplish its 

mission. In 2015, OCR resolved over 9,200 complaints.

For FY 2017, PC&B costs are 75 percent of the request or $103.2 million, $19 million over the 

FY 2016 level. The request includes 164 additional FTE. This significant increase is needed to 

address staffing shortages caused by increased caseload, as reflected in the nearly 90 percent 

increase in the number of complaints between FY 2005 and FY 2015. In addition, as OCR has 

been proactive in providing guidance on schools’ responsibilities to comply with Federal civil 

rights laws, OCR has recently seen an increase in high-profile investigations, including those 

addressing sexual violence on college campuses. OCR must not fall short in resolving these 

cases due to budgetary constraints. A staffing level of 753 FTE level would begin to provide 

adequate resources to address the anticipated caseload, as well as close the increasing gap of 

unresolved cases.

*Non-Personnel:

Travel

Trans. of things

Printing

Training

Communications

Copier rentals

Supplies

Non-IT equip./

furniture

Technology

Building 

alterations

Personnel

$103.2 M

75%

(includes 

Overtime & 

Awards)

Centralized 

Services

$27.1 M

20%

*NonPersonnel

$7.4 M

5%

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The chart above shows trends in OCR FTE and caseload. OCR’s cases include complaints of 

sexual assault, discriminatory disciplinary practices, and inequitable access to such educational 

resources as effective educators, rigorous coursework, and safe and healthy facilities. This 

work is crucial to the larger equity agenda of the Department. While much of the decline in FTE 

from the 1980s through 2015 may be attributed to technological advances that improved 

efficiency, the declines in 2012 to 2015 also resulted from level or decreased funding. Despite

the increase in complaints and decrease in staffing, OCR has managed to meet its performance 

goals for percentage of complaints resolved within 180 days. However, because of the 

increased complaint volume in the last 6 years, the number of cases that have been pending 

more than 180 days has increased from 315 at the end of FY 2009 to 1,311 at the end of 2015. 

The level of unresolved cases has been growing at an increasingly fast pace. Many of these 

cases, such as those addressing sexual violence and school discipline, are both more complex 

and more high profile. Unfortunately, because of inadequate staffing, the length of time these 

cases go without resolution has increased. In order to meet its performance goals, OCR has

also been forced to limit the number of discretionary enforcement activities it undertakes. For 

example, the number of compliance reviews initiated by OCR has decreased 80 percent since 

1995, or from 96 to 19 in 2015. Absent a significant commitment to expanding OCR’s staff 

capacity, these negative trends will continue. The requested budget will allow OCR to bolster its 

FTE so that it can continue its vital law enforcement role in such high profile areas as sexual 

assault on college campuses (more detail on these efforts is provided on pages Z-25–Z-26).

OCR’s continued momentum depends on the resolution of the following issues:

1. Overly burdensome caseload. OCR has too many cases per staff. Table A on 

page Z-15 depicts that the workload for each investigative staff member has increased 

significantly from 2006 to 2015. Combining the complaints received and proactive 

investigations (compliance reviews and directed inquiries) launched, the number of 

1980 1990 2000 2005 2009 2010 2014 2015 2016* 2017*

FTE 1148 815 712 640 582 585 544 540 589 753

Complaints Received 3497 3384 4897 5533 6364 6933 9989 10392 10900 11500

1148

815

712

640

582 585 544 540

589

753

3497 3384

4897 5533

6364 6933

9989

10392

10900 11500

1500

3500

5500

7500

9500

11500

13500

200

300

400

500

600

700

800

900

1000

1100

1200

Complaints Received

FTE Usage

FTE Usage vs Complaints Received

(Fiscal Years 1980-2017)

*estimate

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cases per investigative staff has almost doubled since FY 2006. For cases that move 

beyond the dismissal stage, the number of investigated cases per staff has increased by 

20 percent over the same period. Pending complaints have also increased steadily over 

recent years, from 2,198 in 2009 to 3,848 in 2015, an increase of over 75 percent. While 

some increase in the number of cases per staff reflects a positive increase in staff 

efficiency, current staffing levels are inadequate to stem the rising tide of pending 

complaints, especially the number of pending complaints open for more than 180 days, 

which has quadrupled from 315 to 1,311 over the last 5 years. Unless new FTE are 

added, the backlog of unresolved cases will grow, frustrating students and, in many 

cases, jeopardizing their access to education. To manage the workload, OCR needs to 

add enough staff to reduce the average caseload per staff from 26 to 19 cases per year.

2. OCR’s cases are becoming more complex. Among the aforementioned cases are an 

increasing number of multi-jurisdiction cases that involve more than one statute under 

OCR’s jurisdiction (e.g., Title VI and Title IX complaints involving allegations of both race 

and sex discrimination). While single-jurisdiction cases may be as or more complex than 

multi-jurisdiction cases, in general, multi-jurisdiction cases tend to be among the most 

complex and time-consuming. The number of multi-jurisdiction cases has increased by 

83 percent from FY 2006 to FY 2015.

3. Complex and time-consuming monitoring activities. OCR has too many monitoring 

cases per staff. When an investigation results in a resolution agreement outlining a 

number of corrective steps the institution must take, the case remains open and OCR 

enters into a period of monitoring to ensure the institution faithfully adheres to the terms 

of the resolution agreement. This can include review of progress reports and 

documents, additional site visits and interviews, and other negotiations. The number of 

cases in monitoring has increased by 128 percent in the past 10 years. On average, 

each investigator works on 6.0 monitoring cases currently, compared to just 2.7 in 

FY 2006.

4. Increasing complexity of OCR’s cases result in longer case-resolution times. OCR has 

experienced a surge in investigations in key issue areas in recent years, particularly 

those in the areas of sexual violence, harassment, and discipline. The complexity of 

these cases has contributed to the increase in average processing times for these 

cases. Since 2010, the average processing times for these cases increased from 

289 days to 963 days for sexual violence investigations, 200 days to 287 days for 

harassment, and 198 days to 451 days for Title VI discipline. These average resolution 

times are increasing and require additional staffing to be reversed.

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Table A: Caseload per Staff in FY 2006, FY 2014, and FY 2015

Caseload per Staff FY 2006 FY 2014 FY 2015

Number of Attorneys/Equal Opportunity 

Specialists (excluding managers) 391 354 397

Complaints Received & Proactive Investigations 

Launched 5,816 10,027 10,411

# of cases per staff 15 28 26

# of multi-jurisdiction cases 766 1,591 1,400

Monitoring Caseload 1,054 2,318 2,399

# of monitoring cases per staff 2.7 6.5 6.0

Investigated Cases1 4,803 5,087 5,756

# of investigated cases per staff 12 14 14

1 Criteria: The selection of investigated cases is based on cases either still pending or cases that progressed 

beyond dismissal and were resolved with administrative closure, no violation, Early Complaint Resolution, or change 

with or without a resolution agreement.

The requested increase in FTE will address these issues by:

1. Reducing the number of cases per staff to a manageable level. Of the total increase of 

164 FTE, OCR plans to add 157 staff to work on investigations, which would reduce the 

anticipated case level per staff from 26 to 19, as shown in Table B on page Z-16. This 

caseload burden is expected to result in a significant reduction in pending complaints 

(including those pending for more than 180 days) and also allow OCR staff to initiate 

more proactive investigations and provide greater levels of technical assistance.

2. Reducing the number of cases in monitoring per staff. The requested increase of 

192 investigators would reduce the level of monitored cases from 6.0 in FY 2015 to 

4.3 in FY 2017. This lower caseload level will ensure a more robust monitoring effort in 

each case and a more rapid closure.

3. Reducing the time it takes to resolve cases. The requested FTE would reduce the time 

needed to resolve cases in key issue areas. While it is impossible to project the impact 

of each FTE on the reduction of days needed to resolve these cases, OCR reasonably 

estimates that each additional FTE could reduce case processing time in complex cases 

by 10 percent.

In addition to 157 additional staff to work on investigations, OCR is requesting 8 noninvestigative staff to address other OCR workload areas that have been increasing, including 

customer service and FOIA requests. For example, from 2014 to 2015, FOIA requests have 

increased 4 percent and hotline calls have increased 11 percent.

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Table B: Impact of Additional FTEs per Staff Based on 10,411 Cases & 2,399 Monitoring 

Cases Projected in FY 2017

Staff Level 2017 

Request

Current number of Attorneys/Equal Opportunity Specialists (excluding 

managers) 397

Increased number of Attorneys/Equal Opportunity Specialists +157

Total 554

# of cases per staff 19

# of monitoring cases per staff (at increased staff level) 4.3

Awards & Overtime

OCR is requesting $500,000 for awards and $71,000 for overtime for a total of $571,000, an 

increase of $224,000 above the 2016 level. This increase corresponds with the requested 

increase in staff. OCR rewards staff based upon performance. The requested amount will 

enable OCR to provide appropriate recognition for high performance and will compensate those 

employees who work additional hours to complete critical projects within constricted timeframes, 

consistent with departmental policy. The requested increase in overtime would help existing 

staff to stay on schedule in processing their cases within the 180-day timeframe as they help

train the new staff. 

Non-Personnel Costs

The total request for non-personnel activities in FY 2017, excluding departmental centralized 

services, is $7.4 million, an increase of $5.2 million above the 2016 level. The requested nonpersonnel funds would provide program support to resolve complaints of discrimination filed by 

the public and ensure that institutions receiving Federal financial assistance are in compliance 

with the civil rights laws enforced by OCR. Of the requested increase, $644,000 would support 

costs for an additional 164 FTE in the areas of: travel ($473,000), training ($82,000), printing 

($14,000), and other equipment/furniture ($75,000). The remaining amount would be used to 

support increases in the Civil Rights Data Collection ($4.3 million); Online Discrimination 

Complaint form ($87,000); and to restore cuts made in FY 2016 to communications ($88,000), 

EDpubs ($11,000); and other services ($118,000).

Detailed information on OCR’s non-personnel projects are provided below.

Information Technology Services/Civil Rights Data Collection (CRDC) — OCR is requesting 

$4.7 million for the CRDC, an increase of $4.3 million above the 2016 level. This request will 

complete the funding needed for the 2015-16 and 2017-18 CRDC data collections. Because of 

OCR’s funding constraints in FY 2015, the Department continues to work with OCR to complete 

the 2013-14 collection, with a release anticipated in FY 2016. The requested funds will support 

the completion of phases III, IV, and data analysis of the 2015-16 CRDC data collection, and it 

will also support the 2017-18 CRDC data collection efforts for phases I - IV. In addition, CRDC 

(Reporting) Web Site Operations and Maintenance will be funded using FY 2017 funds. All 

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OFFICE FOR CIVIL RIGHTS

phases and reporting costs are listed in details on the CRDC chart on page Z-18. OCR 

anticipates phase V to be funded in FY 2018.

The CRDC provides data on leading civil rights indicators related to access and barriers to 

educational opportunity at the pre-K through 12th grade school levels. Although OCR has 

conducted the CRDC since 1968, the last few years have seen substantial improvements both 

in the quality and usability of the data. In FY 2013, for example, OCR collaborated with internal 

and external experts in completing the first part of a multi-phase plan to improve the data tool 

utilized in school-level information collection, an effort that will both increase data quality and 

reduce burden on school districts. In addition, OCR is in the process of developing presubmission analytic reports to assist districts in reducing errors, and this effort is complemented 

by new tip sheets, FAQs, and guidance documents posted to the CRDC Web site.

With respect to improved usability, OCR has worked to make the CRDC more accessible and 

understandable both for the general public and for researchers and policymakers. In March 

2014, for example, OCR released data from the 2011-12 CRDC, which was the first universal 

collection since 2000 that included data from all schools and districts nationwide. This massive 

undertaking produced a comprehensive snapshot of Civil Rights data from 97,000 public 

schools and 16,500 school districts, representing 49 million students. For the first time, State-, 

district- and school-level information of nearly every public school is accessible to the public in a 

searchable online database at crdc.ed.gov. 

These efforts have produced tangible results. Data from the 2011-12 CRDC, for example, 

formed the foundation for OCR’s guidance on and related investigations into the inequitable and 

discriminatory administration of school discipline. These data have spurred educators to initiate

systemic changes in discipline policies, and several States and districts have begun to focus 

more on alternative measures to suspension and expulsion. In addition to progress on school 

discipline, the 2011-12 data has provided important information about the access to high quality 

preschool and other early education options, allowing the Department to make fully-informed, 

data-based policy decisions in an area that is an Administration priority.

The following table provides a detailed account of the CRDC budget for fiscal years 2015-2017.

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School Year Major Activity Fiscal Year 

2015

Fiscal Year 

2016

Fiscal Year 

2017

CRDC

2013-14

Phase V – Data Upload: Applying CRDC 2013–2014 data to the 

CRDC (Reporting) Web site; hosting and releasing the new data 

to the general public. (This Phase is now separate from 

Phase IV.) $251,000

CRDC

2015-16

Phase I – Notification, Submission Guidance, Data 

Preparation and Q&A Guidance: Notification to school districts, 

identifying primary point of contact, guidance (Q&A) activity 

associated with the school/districts students and financial data. $328,285

CRDC

2015-16

Phase II - Preparing for data submissions: Technical 

assistance to prepare districts to collect and submit data and 

confirmation of school directory. (Complete defining of file 

specification, and pre-collection tools deployment). 472,615

CRDC

2015-16

Phase III - Survey Submission Window: Begin data collection 

from LEAs, Partner Support Center for technical support for 

school districts' data submissions. 30,000 $785,081

2015-16 

CRDC Data 

Analysis

Data Analysis Q&A, updating and special tabulations for public 

use of the 2015-16 CRDC data. Publications, design and editing 

of CRDC issue briefs for the 2015-16 CRDC data. 200,000

CRDC

2015-16

Phase IV - Finalizing Data Files: Data quality review and 

editing, time series, privacy protection. (Web collection tool 

development and data editing funded through NCES contract). 279,000

CRDC

2015-16

Phase V – Data Upload: Applying CRDC 2015–2016 data to the 

CRDC (Reporting) Web site; hosting and releasing the new data 

to the general public. (This Phase is now separate from 

Phase IV.)

CRDC

2017-18

Phase I - Notification and Guidance: Notification to school 

districts, identifying primary point of contact, guidance (Q&A). 538,285

CRDC

2017-18

Phase II - Preparing for data submissions: File specifications, 

pre-collection tools, confirmation of school directory, technical 

assistance to prepare districts to collect and submit data. 1,418,891

CRDC

2017-18

Phase III - Survey Submission Window: Begin data collection 

from LEAs, Partner Support Center for technical support for 

school districts' data submissions. 1,038,379

CRDC

2017-18

Phase IV - Finalizing Data Files: Data quality review and 

editing, time series, privacy protection. (Web collection tool 

development and data editing funded through NCES contract). 279,000

CRDC

2017-18

Phase V – Data Upload: Applying CRDC 2015–2016 data to the 

CRDC (Reporting) Web site; hosting and releasing the new data 

to the general public. (This Phase is now separate from

Phase IV.)

CRDC 

Reporting 

Web Site

Fund the “Base Year” and 4 option years for the CRDC 

(Reporting) Web site’s operation and maintenance. 175,000 86,244 88,831

Web Hosting Web hosting under the EDUCATE contract. 83,784 83,784 88,899

Total CRDC

Expenses

$1,059,684 $451,028 $4,716,366

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Information Technology Services/Case Activity Management System (CAMS) — OCR is 

requesting $255,000 for CAMS, level with 2016. OCR’s CAMS is an electronic tracking system 

used to record OCR’s case status and store the documents associated with each case. It uses 

a combination of three software applications: Case Management System, Activity Management 

System, and Open Text Document Management System. The funding for this project provides 

for: (a) enhancements to apply business process changes and to improve the usage of these 

core systems, (b) compliance with up-to-date departmental IT environment, and (c) software 

subscription services to maintain version upgrades and technical phone support on the Open 

Text products. OCR’s current contract was recompeted in 2015. OCR is currently conducting a 

needs assessment to determine the extent of and requirements for critical unmet needs that 

have been identified by CAMS’ core users.

Information Technology Services Support for Operations and Maintenance (O&M) and Online 

Discrimination Complaint Form Enhancement — OCR is requesting $182,000, an increase of 

$87,000 above the 2016 level. The $182,000 covers three subtasks in support of the 

contracting task: (a) General O&M to support OCR’s publically accessible Web site 

(http://www2.ed.gov/about/offices/list/ocr/index.html) at a cost of $25,411 (for the upkeep of precomplaint screening process and the database management tools), (b) OCR Web Based 

Collection System document upload project that allows the public to search for and access OCR 

enforcement resolution letters and agreements entered into on or after October 1, 2013, at a 

continuing estimated cost of $71,007, and (c) Conversion of the online discrimination complaint 

form process into a Spanish version at a cost of $85,582.

The pre-complaint screening process tool is an online instrument that walks potential 

complainants through a number of considerations prior to their submission of a discrimination 

complaint to OCR. The online complaint database is a management tool that enables OCR 

staff to access information and data from the online complaints necessary to evaluate the 

complaints for potential investigation. The document upload project involves uploading OCR 

resolution letters and agreements between OCR, educational institutions, and Title IX religious 

exemption documents to the OCR Web site in order to provide transparency to the public about 

OCR enforcement and compliance activities.

Transparency Enhancements — In an effort to further increase transparency and provide easily 

accessible information to the public about its enforcement activities, OCR is exploring ways to 

provide the public with up-to-date data about pending and resolved investigations (such as

information that is sortable by date, name of institution, and issue). Currently, OCR does not 

have the capacity or funds to develop and maintain a searchable public online database of 

thousands of OCR investigations and resolutions, as has been requested by White House 

officials, members of Congress, and the public. OCR will gather information and explore the 

possibility of developing such an online database supported capability in FY 2017.

Travel — OCR requests a travel budget of $1.3 million, which is $473,000 above the 2016 level. 

The increase would be used for the additional 164 FTEs needed to handle OCR’s increasing 

and pending complaints. The overwhelming majority of OCR’s travel funds are used to 

investigate complex complaints, conduct proactive investigations, provide technical assistance, 

and monitor corrective action plans. In addition, OCR must ensure that staff and leadership in 

the enforcement offices are able to meet regularly to receive critical training, civil rights updates, 

and management skills necessary to improve OCR operations. OCR has greatly expanded its

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use of video teleconference technology to enable optimal video communications and 

conferencing between the enforcement offices and headquarters to reduce the need for costly 

travel. However, face-to-face communication is sometimes essential for communicating 

organizational priorities, supporting professional networks and learning, and providing critical 

information and training for OCR’s managers and staff spread among 12 locations around the 

country. If funds are not provided at the requested level, OCR’s enforcement staff will be limited 

in conducting onsite investigations and monitoring, and OCR’s ability to achieve greater 

coordination and communication regarding core activities will be greatly diminished.

Printing — OCR requests $26,000 for printing, an increase of $14,000 above the 2016 level, to 

cover necessary items such as pamphlets highlighting OCR activities in various languages, 

reports, fact sheets, business cards, and letterhead.

Training — OCR is requesting a training budget of $182,000, an increase of $82,000 above the 

2016 level. The increase will support the training needs of the additional staff. OCR’s 

leadership recognizes that the success of its work depends on the quality of its staff across all 

levels of the organization, and is taking steps to increase the Agency’s investment in improving 

staff training and development, particularly for new staff. Staff need opportunities to participate 

in leadership programs, supervisory training, policy conferences, and continuing legal education 

around key civil rights priority areas. OCR has also identified a need to provide training 

opportunities to employees to improve efficiency and effective internal and external 

communications. In addition, staff must receive training on investigation, mediation, and 

negotiation techniques, and on OCR’s case management process generally, to promote 

excellence and consistency in OCR’s enforcement activities.

Communication/Copier Rentals and Operations and Maintenance of Facilities — OCR requests

$203,000, an increase of $88,000 above the 2016 level. The funds are needed for existing 

copier rental and maintenance agreements and to replace expired agreements in 2017

($162,000), overnight shipping costs ($40,000), and maintenance of facilities ($1,000).

Other Services— OCR is requesting $326,000, an increase of $118,000 above the 2016 level. 

The request includes: 

• Legal Research Services ($117,000) — This level funded request reflects the needs of the 

additional attorneys. The contract provides an automated full-text legal information system 

that offers online access to Federal and State case law, statutes of all 50 States, legal 

publications, and law reports. If this project is not funded, it would eliminate the ability of 

attorneys to conduct desktop legal research and would require staff to have to leave the 

office to perform legal research.

• Miscellaneous services ($209,000) — This is an increase of $118,000 over the 2016 level. 

Services include attorneys’ bar dues ($152,000), required by the collective bargaining 

agreement, as well as other professional development services for new legal staff; 

translation and interpretation services (translating documents and pamphlets into several 

languages) ($45,000); and miscellaneous services for advertisement and short-term

contractual services ($12,000).

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Goods and Services — OCR is requesting $48,000, an increase of $11,000 above the 2016

level. This supports ED Pubs ($25,000), and General Services Administration leased vehicles 

and equipment ($23,000).

Supplies — OCR is requesting $110,000, the same as the 2016 level. The funds are needed 

for supplies for FTEs, to renew periodical subscriptions relating to law, disabilities, and general 

news; support case files maintenance; purchase copier paper; and purchase expired items in 

each employees’ “emergency kit,” such as batteries. OCR has depleted its available supplies, 

which hampers staff in preparing presentations and briefing materials. 

Other Equipment/Furniture — OCR is requesting $75,000. No funds were requested in 

FY 2016. These funds are needed to purchase limited furniture and equipment for the 

additional FTEs, even while OCR is committed to increasing teleworking and hoteling to reduce 

the need for additional office and cubicle space, furniture, and equipment are needed for new 

staff in FY 2017.

Departmental Centralized Support

Approximately 79 percent of the total non-personnel budget request is to cover OCR’s share of 

the Department’s centralized services. The FY 2017 request is $27.1 million, an increase of 

$6.5 million above the 2016 level. The request will cover the cost of services such as rent; 

departmental training; personal security; records information management support services; 

interagency agreements for administrative services provided by other Federal Agencies, such 

as payroll processing, overtime utilities, training coordination and career counseling; IT security; 

telecommunications; computers and related hardware; smartphones; IT processing services;

and network support. About a third of the requested increase is needed to transition from the 

current network services and IT infrastructure contract EDUCATE, which expires in November 

2017, to a new contract. 

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PROGRAM OUTPUT MEASURES

The following chart shows the number of OCR’s complaint receipts and resolutions since 

FY 2007. Actual data are shown for fiscal years 2007-2015 and estimates are shown for fiscal 

years 2016-2017.

Complaint Receipts and Resolutions

FY 2007 – FY 2017

FY 2015 total complaint receipts had a 4 percent increase compared to the previous year, 

whereas the number of complaint resolutions slightly decreased. For FY 2017, OCR is 

projecting 600 more complaints receipts over FY 2016. Note: The 10,450 projection for case 

resolutions is based on OCR receiving additional staff.

The following chart reflects complaint caseload by jurisdiction for FY 2015. OCR disability 

discrimination complaints were 39 percent of the total number of filed complaints and the sex 

discrimination complaints were 23 percent, due mainly to many (1,703) complaints filed by two 

individuals.

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Resolutions 5,737 5,943 6,150 6,830 7,434 8,163 10,128 9,407 9,235 9,500 10,450

Receipts 5,894 6,194 6,364 6,933 7,841 7,833 9,950 9,989 10,392 10,900 11,500

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

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FY 2015 Complaint Caseload by Jurisdiction

(October 1, 2014 – September 30, 2015)

The following table provides the number of cases received by jurisdiction during the past 

9 years, FY 2007 through July 31, 2015. OCR’s caseload involving multi-jurisdiction complaints 

increased by 65 percent since FY 2007 (1,399 compared to 848).

Complaint Caseload by Jurisdiction

(Fiscal Years 2007 – 2015)

Jurisdiction FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015

Race 934 993 1,103 1,056 1,104 1,267 1,192 1,203 1,143

Sex 327 328 336 391 1,096 686 2,242 2,354 2,390

Disability 3,013 3,165 2,997 3,405 3,507 3,683 4,272 3,909 4,052

Age 97 96 132 131 146 134 125 122 147

Multiple 848 917 944 1,037 1,145 1,192 1,333 1,588 1,399

Other 675 695 852 913 843 871 786 813 1,261

TOTAL 5,894 6,194 6,364 6,933 7,841 7,833 9,950 9,989 10,392

Race/National 

Origin 1,143 (11%)

Sex Discrimination 

2,390 (23%)

Disability 

Discrimination 

4,052 (39%)

Age Discrimination 

147 (1%)

Multiple 

Allegations 

1,399 (14%)

Other Complaints 

1,261 (12%)

Total Complaints - 10,392

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PROGRAM PERFORMANCE INFORMATION

Performance Measures

OCR’s Government Performance and Results Act (GPRA) measures are designed to assess

the efficiency and accessibility of the complaint resolution process. While performance has 

remained strong over time, OCR anticipates difficulty sustaining this level of performance in 

future years without sufficient and appropriate funding.

Current performance measures for complaint workload:

Measure: Percentage of complaints resolved within 180 days.

Year Target Actual

2012 80% 93%

2013 80 95

2014 80 94

2015 80 86

2016 80

2017 80

Measure: Percentage of complaints pending over 180 days.

Year Target Actual

2012 < 25% 19%

2013 < 25 19

2014 < 25 23

2015 < 25 34

2016 < 25

2017 < 25

Additional information: The first two performance measures encompass OCR’s entire 

complaint workload, which together hold OCR accountable for efficient case resolution. 

Complaint receipts are rising and becoming more labor-intensive to investigate and resolve. For 

FY 2017, while the number of complaints received is projected to remain at record-high levels, 

OCR’s GPRA performance is projected to decrease over time. In fact, the decrease has 

already started in 2015. All of OCR’s performance measures are less than the previous fiscal 

years due to an insufficient staffing level to handle OCR’s increased workload.

Despite the increase in complaints and decreased staffing, OCR has managed to meet its 

performance goals for percentage of complaints resolved within 180 days. However, at the 

same time, because of the increased complaint volume, the number of cases that have been 

pending more than 180 days has increased. These cases naturally tend to be more complex 

and also more high profile. In addition, the length of time these cases go without resolution is 

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growing. Lastly, in order to meet its performance goals, OCR has also been forced to limit the 

number of Agency discretionary enforcement activities that it undertakes.

Measure: Mean score of customer satisfaction survey.

Year Target Actual

2012 3.66 3.86

2013 3.66 3.87

2014 3.66 3.79

2015 3.66 3.59

2016 3.66

2017 3.66

Additional information: OCR’s third performance measure looks at customer satisfaction 

through a survey that is distributed to both complainants and recipients after case resolution. 

The survey measures courteous and considerate treatment of customers; prompt, clear, and 

responsive communication (oral and written); and whether the customer is kept informed about 

his or her case. A fiscal year 2005 survey was used to establish baseline at 3.66 (on a scale of 

1 through 5).

OCR’s Initiatives and Activities to Support the Department’s Strategic Plan

OCR’s mission is specifically linked to the Department’s FY 2014-2018 Strategic Plan “Goal 4: 

Equity”, and in particular, “Subgoal 4.2: Civil Rights Enforcement.” Under this subgoal, OCR is 

responsible for ensuring educational institutions’ compliance with Federal civil rights laws and 

enhancing the public’s knowledge of their civil rights under these laws. To ensure the success 

of OCR’s subgoal under the Department’s strategic plan, sufficient funding is needed to support 

initiatives and activities such as the following:

Combating Sexual Violence

In January 2014, President Obama established a White House Task Force to Protect Students 

from Sexual Assault in order to increase sharing of best practices, transparency, enforcement, 

public awareness, and interagency coordination to prevent violence and support survivors of 

sexual assault. In April 2014, the Task Force issued a report, 

https://www.notalone.gov/assets/report.pdf, outlining a number of steps to which OCR has 

committed to improve its enforcement procedures, including instituting time limits on negotiating 

voluntary resolution agreements (applicable to all OCR investigations), improving visibility on 

campus during its investigations, and better coordinating enforcement efforts within the 

Department and with the Department of Justice. During this Administration, OCR has stepped 

up enforcement to address sexual violence on college campuses, including by fostering 

investigations and remedies that are comprehensive and systemic in nature. In FY 2014, OCR 

issued updated guidance on protecting students from sexual violence, after which OCR 

experienced an uptick in complaints and requests for technical assistance. In FY 2015, OCR 

received 230 sexual violence complaints, up from 64 in 2013 and 126 in 2014. OCR anticipates 

this work increasing through FY 2017.

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Promoting Teacher and Resource Equity

Inequitable access to strong teachers and the resources necessary to succeed are leading 

contributors to opportunity gaps experienced by low-income and racial and linguistic minority 

students in America. OCR is committed to reducing the opportunity gaps by vigorously 

enforcing Title VI to ensure that students of color, English learners and other students who face 

discriminatory disparities have access to effective teachers and education resources. While this 

is a priority within the Administration, the elimination of existing disparities is specifically 

highlighted within the recently reauthorized Elementary and Secondary Education Act. Because 

of the sheer volume of materials and data involved in investigating such cases, teacher and 

resource equity investigations are among the most challenging that OCR conducts. These 

types of investigations require funding for attorneys, investigators, data statistical analysis and 

entry support, and policy counsel. OCR anticipates allocating more staffing and support to 

complete these investigations in FY 2017.

Reducing Discriminatory Discipline

Addressing school discipline is both a key civil rights priority of OCR in FY 2017 and a priority 

for the entire Administration. In January 2014, OCR and the Department of Justice released a 

school discipline guidance package (see http://www2.ed.gov/policy/gen/guid/schooldiscipline/index.html) to assist States, districts, and schools in developing practices and 

strategies to enhance school climate, and ensure those policies and practices comply with 

Federal law. The guidance package included two critical documents related to school 

discipline: (1) a legal policy guidance (“Dear Colleague Letter”) describing educational 

institutions’ obligations to identify and remedy discriminatory school discipline practices under 

Title VI of the Civil Rights Act of 1964, and (2) a guidance principles document responsive to the 

President’s Now Is the Time initiative. The public spotlight on this issue is likely to continue 

through FY 2017 and produce more discipline-related complaints, investigations, and requests 

for technical assistance.

Reducing Racial Isolation and Fostering Voluntary Efforts to Increase Diversity

Racial isolation in U.S. schools remains alarmingly high. Studies show that 80 percent of Latino 

students and 74 percent of Black students are in schools where the majority of students are not 

White, and 43 percent of Latino students and 38 percent of Black students attend "intensely 

segregated schools" in which White students comprise 10 percent or less of the student body.

(See http://civilrightsproject.ucla.edu.) According to the Civil Rights Data Collection, schools 

with the highest concentration of Black and Latino students have less access to college- and 

career-ready courses and opportunities. In December 2011, OCR released two policy guidance 

letters to assist K-12 schools in voluntary efforts to reduce racial isolation and increase racial 

diversity, and to assist postsecondary institutions in voluntary efforts to increase racial diversity. 

Following U.S. Supreme Court cases like Parents Involved in Community Schools v. Seattle 

School District and Fisher v. University of Texas, OCR needs further resources in order to 

provide schools with technical assistance on how they may voluntarily take steps to 

diversify their student populations in accordance with the law. In FY 2015, OCR also 

contributed to interagency efforts to foster racial and socioeconomic diversity, including 

engagement with HUD to explore the relationship between public housing and education and its 

impact on student diversity. As highlighted through the newly proposed Stronger Together grant 

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program and increased prioritization throughout many Departmental programs, we expect 

additional OCR engagement through technical assistance and other efforts.

Increase Knowledge of Title IX and Disability Coordinators

OCR’s regulations require each recipient (a public or private agency, institution, or organization, 

to whom Federal financial assistance is extended, which operates an education program or 

activity which receives such assistance) to designate at least one employee to coordinate its 

efforts to comply with Title IX and Section 504, including investigations of any complaints of 

non-compliance the recipient receives. OCR is currently collecting from each public school 

district (through the Civil Rights Data Collection) the name and contact information of these 

employees. OCR plans to issue guidance on the responsibilities of schools to have trained 

Title IX coordinators and the duties of those coordinators, which will likely produce additional 

complaints and requests for technical assistance. In order to ensure that Title IX coordinators 

are effectively meeting their Federal obligation to further Federal civil rights, OCR will need 

funds in FY 2017 to assess the needs of these coordinators, provide them training and support, 

including creating a community of practice, and investigate recipients who are not fulfilling their 

civil rights obligations concerning Title IX coordinators.

Access to College- and Career-Preparatory Courses

In some school districts, college-prep, International Baccalaureate, and Advanced Placement 

courses are not equitably available to students of color, English learners, or students with 

disabilities. OCR will continue to respond to complaints and engage in compliance reviews and 

technical assistance activities to ensure equal access to programs that prepare students for 

college or careers.

Protection of English Language Learners (ELL)

OCR will continue its enforcement and technical assistance activities to ensure recipients 

comply with their obligations under Title VI and the Supreme Court’s ruling in Lau v. Nichols to 

provide meaningful access and services to students who are ELL and LEP parents. OCR 

recently issued guidance on ensuring equitable treatment of and access for ELL students and 

LEP parents, which will likely produce additional complaints and requests for technical 

assistance. 

Protection of Students with Disabilities

Pursuant to Section 504 of the Rehabilitation Act of 1973 and Title II of the Americans with 

Disabilities Act, OCR will continue to ensure that students with disabilities are not denied the 

opportunity to participate in and benefit from a school district’s programs and activities. This 

includes ensuring that schools properly evaluate students with food allergies and other health 

impairments, determining technology needs, and giving students with disabilities equitable

access to athletic programs and activities. OCR plans to issue further guidance protecting 

students with disabilities from discrimination, including unfair discipline practices, and restraint 

and seclusion.

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Reduction of Discriminatory Bullying, Harassment and Violence

OCR continues to experience a high volume of complaints related to bullying, harassment, and 

violence on the basis of race, color, national origin, sex (including gender stereotypes and 

gender-nonconformity), and disability. OCR will continue to ensure that K-12 and 

postsecondary schools act promptly, vigorously, and equitably to ensure student safety.

The following table shows the number of complaints regarding bullying, harassment, and 

violence that were received in the past 6 years, from fiscal years 2010-2015. These complaints 

involve various jurisdictions. The number of complaints increased by 55 percent from 2010 to

2015.

Bullying, Harassment and Violence Complaint Caseload

(FY 2010 – FY 2015)

FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

896 1,170 1,229 1,400 1,355 1,389

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