*The U.S. Equal Employment Opportunity Commission*

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# STRATEGIC PLAN FOR FISCAL YEARS 2000 - 2005

## Introduction

## Mission Statement

## Perspective: Building A Solid Foundation For Future Growth

## Outlook: Building Upon A Solid Foundation For The 21stCentury

## Summary Of The Commission'S Major Long-Term Goals To *Eradicate Discrimination At The Workplace*

## Strategic Goal 1

Enforce Federal Civil Rights Employment LawsThrough a Comprehensive Enforcement Program.

### Strategic Objective 1.1.

Improve the effectiveness of theprivate-sector enforcement program, including the use of chargeprioritization, mediation and, where necessary, litigation, byutilizing a comprehensive enforcement strategy that focuses onNational Enforcement Plan priorities.

#### 1.1.A. Outcome(s) Expected

#### 1.1.B. Means and Strategies for Achieving Objective

#### 1.1.C. Management Challenges to Achieve Objective

#### 1.1.D. Program Evaluations

#### 1.1.E. External Factors

#### 1.1.F. Relationship to Annual Performance Goals

#### 1.1.G. Cross-Cutting Issues

### Strategic Objective 1.2.

Enhance the effectiveness of thefederal-sector program by utilizing a comprehensive enforcementstrategy.

#### 1.2.A. Outcome(s) Expected

#### 1.2.B. Means and Strategies for Achieving Objective

#### 1.2.C. Management Challenges to Achieve Objective

#### 1.2.D. Program Evaluations

#### 1.2.E. External Factors

#### 1.2.F. Relationship to Annual Performance Goals

#### 1.2.G. Cross-Cutting Issues

### Strategic Objective 1.3.

Strengthen partnerships with State and LocalFair Employment Practices Agencies and Tribal Employment RightsOrganizations to enhance effective implementation of lawsaddressing employment discrimination.

#### 1.3.A. Outcome(s) Expected

#### 1.3.B. Means and Strategies for Achieving Objective

#### 1.3.C. Management Challenges to Achieve Objective

#### 1.3.D. Program Evaluations

#### 1.3.E. External Factors

#### 1.3.F. Relationship to Annual Performance Goals

#### 1.3.G. Cross-Cutting Issues

## Strategic Goal 2

Promote Equal Opportunity in Employment ThroughEducation and Technical Assistance.

### Strategic Objective 2.1.

Encourage and facilitate voluntary compliancewith equal employment opportunity laws among employers and employergroups in the private- and federal-sectors.

#### 2.1.A. Outcome(s) Expected

#### 2.1.B. Means and Strategies for Achieving Objective

#### 2.1.C. Management Challenges to Achieve Objective

#### 2.1.D. Program Evaluations

#### 2.1.E. External Factors

#### 2.1.F. Relationship to Annual Performance Goals

#### 2.1.G. Cross-Cutting Issues

### Strategic Objective 2.2.

Increase knowledge about individual rightsunder equal employment opportunity laws among the public andemployee groups.

#### 2.2.A. Outcome(s) Expected

#### 2.2.B. Means and Strategies for Achieving Objective

#### 2.2.C. Management Challenges to Achieve Objective

#### 2.2.D. Program Evaluations

#### 2.2.E. External Factors

#### 2.2.F. Relationship to Annual Performance Goals

#### 2.2.G. Cross-Cutting Issues

## Strategic Goal 3

Enhance Agency Effectiveness to Achieve our Missionand Strategic Goals by Providing Executive Direction and Supportand Building Institutional Knowledge.

### Strategic Objective 3.1.

Enhance staff capabilities and substantiveknowledge to improve work processes and job functions throughtraining, partnership, team-based approaches, and customer-basedprinciples.

#### 3.1.A. Outcome(s) Expected

#### 3.1.B. Means and Strategies for Achieving Objective

#### 3.1.C. Management Challenges to Achieve Objective

#### 3.1.D. Program Evaluations

#### 3.1.E. External Factors

#### 3.1.F. Relationship to Annual Performance Goals

#### 3.1.G. Cross-Cutting Issues

### Strategic Objective 3.2.

Provide policy direction and guidance toachieve all Strategic Goals.

#### 3.2.A. Outcome(s) Expected

#### 3.2.B. Means and Strategies for Achieving Objective

#### 3.2.C. Management Challenges to Achieve Objective

#### 3.2.D. Program Evaluations

#### 3.2.E. External Factors

#### 3.2.F. Relationship to Annual Performance Goals

#### 3.2.G. Cross-Cutting Issues

### Strategic Objective 3.3.

Instill a knowledge base by attaining andmaintaining a robust technological competency and through research,analysis and evaluation of organizational components, proceduresand processes.

#### 3.3.A. Outcome(s) Expected

#### 3.3.B. Means and Strategies for Achieving Objective

#### 3.3.C. Management Challenges to Achieve Objective

#### 3.3.D. Program Evaluations

#### 3.3.E. External Factors

#### 3.3.F. Relationship to Annual Performance Goals

#### 3.3.G. Cross-Cutting Issues

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## INTRODUCTION

This is the U. S. Equal Employment Opportunity Commission's(EEOC, Commission, or agency) second Strategic Plan under theGovernment Performance and Results Act of 1993 (GPRA). It comes atan auspicious time, as EEOC celebrates its 35thanniversary this year. As a five-member bipartisan commission, EEOC'spolicies are guided by individuals with a variety of personal, professionaland political backgrounds ensuring a diversity of views that help theagency better understand the very complex needs faced by those who are affected by the nation's laws against job discrimination.
EEOCwas created to enforce Title VII of the Civil Rights Act of 1964,the employment provisions of the country's landmark civil rightslegislation. Today, EEOC also enforces the Equal Pay Act of 1963,the Age Discrimination in Employment Act of 1967, theRehabilitation Act of 1973, the Americans with Disabilities Actof 1990 and the Civil Rights Act of 1991.

The Commission's anniversary is a time to reflect on the past 35years, to celebrate the progress the nation has made in the area ofequal employment opportunity and to recognize the EEOC's role inachieving that progress. The agency's 35th anniversaryis also a time to focus on the future and acknowledge that equalemployment opportunity is not yet a reality in the Americanworkplace. It is a time to renew our dedication to this endeavor toachieve the EEOC's mission.
MISSION STATEMENT
As a first step for accomplishing EEOC's ambitious agenda, were-evaluated our mission statement and strategic objectives toensure that they clearly articulated the Commission's intention todo all that it can to remove the vestiges of employmentdiscrimination at the workplace. Our new Mission Statement nowclearly and concisely conveys to employers and employees alike thatthe Commission can not, and will not, tolerate any form or level ofemployment discrimination covered by the laws we implement.Although the statement expresses a noble-and some would sayunattainable-goal, the Commission believes, instead, that itembodies the hopes and dreams of our society expressed in ourfounding documents-the Declaration of Independence and theConstitution of the United States of America-as well as thestatutes EEOC has been entrusted to enforce.
*Our Mission is to -* ERADICATE EMPLOYMENT DISCRIMINATIONAT THE WORKPLACEPERSPECTIVE: BUILDING A SOLID FOUNDATION FOR FUTURE GROWTH
For almost 35 years, the EEOC has worked to fulfill the idealsembodied in the civil rights employment laws it enforces. Every actof employment discrimination undermines our country's ideals ofjustice and equal opportunity for all, the economic prosperity ofAmerican families, and the country's ability to use all of itshuman talents and resources to compete in a world economy. Americacontinues to try to find solutions to overcome past and presentdiscriminatory policies, practices and attitudes; yet discriminationbased on race, color, religion, national origin, sex, age and disabilityremains a major challenge. According to the White House report, OneAmerica for the 21st Century, "Americans - whites, minorities andpeople of color - hold differing views of race.... Although progress hasbeen made, significant racial disparities and discrimination continue...."

The passage of Title VII of the Civil Rights Act in 1964culminated a century-long struggle to end *de jure*segregation and discrimination in employment, housing and publicaccommodations. On June 11, 1963, during the height of civil rightsprotests and demonstrations, President Kennedy addressed the nationon television with a simple yet eloquent address, in partsaying:
*We are confronted primarily with a moral issue. Itis as old as the scriptures and it is as clear as the AmericanConstitution. The heart of the question is whether all Americansare to be afforded equal rights and equal opportunities, whether weare going to treat our fellow Americans as we want to be treated....[T]his nation, for all its hopes and all its boasts, will not befully free until all of its citizens are free. Now the time hascome for this Nation to fulfill its promise.*
Eight days later, on June 19, 1963, President Kennedy sentcomprehensive civil rights legislation to Congress. Title VII ofthe Administration's bill addressed employment discrimination.However, by the time the Civil Rights Act of 1964 was passed, itscoverage was substantially expanded to prohibit discrimination onthe basis of race, color, religion, sex and national origin.

It is not just Title VII, however, that affects each workingperson in America. Along with Title VII, the Equal Pay Act of 1963,the Age Discrimination in Employment Act of 1967, and the Americanswith Disabilities Act of 1990 form a solid foundation of civilrights employment laws to build America's future prosperity.

Continuing bi-partisan support for the country's equalemployment opportunity laws since the 1960s, President Bush signedthe *Americans with Disabilities Act* into law onJuly 26, 1990, at a White House ceremony with the followingremarks:
*Three weeks ago we celebrated our nation'sIndependence Day. Today we're here to rejoice in and celebrateanother "independence day," one that is long overdue. With today'ssigning of the Landmark Americans for [sic] Disabilities Act, everyman, woman, and child with a disability can now pass throughonce-closed doors into a bright new era of equality, independence,and freedom. As I look around at all these joyous faces, I rememberclearly how many years of dedicated commitment have gone intomaking this historic new civil rights act a reality. It's been thework of a true coalition, a strong and inspiring coalition ofpeople who have shared both a dream and a passionate determinationto make that dream come true. It's been a coalition in the finestspirit-a joining of Democrats and Republicans, of the legislativeand the executive branches, of Federal and State agencies, ofpublic officials and private citizens, of people with disabilitiesand without.*
Taken together, equal employment opportunity laws create apowerful arsenal to eradicate employment discrimination in oursociety, affecting Americans throughout their work lives byprotecting individuals in jobs or those seeking jobs-whatever theirrace, national origin, sex, age, religion, or disability. Lawsguaranteeing the free mobility of skills, talents, and abilitiesare essential for economic growth and prosperity in a changingeconomy.

Key milestones in the agency's evolution are highlighted belowto set the stage for our *Outlook* and strategic plans to address the challenges of the future.
 1960s
Employment discrimination was pervasive in America in the 1960sand the response to the passage of Title VII in 1964 was swift anddramatic. By the time the Commission opened its doors in 1965, itwas deluged with charges of discrimination. Within one year of itsopening, the EEOC received almost 9,000 charges, 400% more thanexpected. The charges came from throughout the nation;demonstrating the magnitude of the employment problems the EEOC wasestablished to address.

The number of charges filed continued to climb-reaching nearly41,000 in the next 3 years-many of which were race chargesinvolving egregious discriminatory employment practices such assegregated facilities, including washrooms, locker and showerrooms, cafeterias and separate seniority systems and lines ofprogression. Women frequently complained of wage discrimination andthe exclusion from employment opportunities because ofstereotypical assumptions about the kind of jobs appropriate forwomen and the pay women should receive.

In addition to its own efforts, the EEOC worked with its stateand local fair employment practices agency partners from thebeginning. At the time Title VII was passed in 1964, more than halfof the states already had similar laws prohibiting employmentdiscrimination enforced by a state or local agency. Title VIIprovided a mechanism for EEOC and these state or local agencies toaccept charges for each other and for EEOC to "defer" to the stateor local agencies for processing. The arrangement avoidedduplicative charge processing efforts, saving time and resourcesfor charging parties, employers and both agencies. In its firstyear of operation, EEOC designated 32 so-called "deferral"agencies. This number has grown throughout EEOC's history until,today, the agency has designated 93 deferral agencies, whichcontinue to play an important role in the fight against employmentdiscrimination.

EEOC's role in framing the development and application of thelaws was crucial. The Commission issued guidelines, opinions andCommission decisions resolving charges of discrimination. Forexample, in 1966, the Commission announced that segregated localunions, seniority lists and lines of progression constitute *perse* violations of Title VII. Dismantling thesediscriminatory systems created many employment opportunities forwomen and minorities. The EEOC also issued its *Guidelines onDiscrimination Because of Religion* and *Uniform Guidelines on Employee Selection Procedures* in 1966 (29 C.F.R., Part 1607, "Uniform Guidelines"). The *UniformGuidelines*, in particular, were on the forefront of legalinterpretation by establishing that Title VII also prohibitedneutral employment policies and practices, such as diploma anddegree requirements or height requirements, that impacted on theemployment opportunities of protected groups, unless an employercan justify their use.

In its first few years of operation, EEOC also began its longhistory of engaging in outreach, education and technical assistanceactivities and collecting data on the workforce. These activitieshave multiple benefits by informing employers and employees aboutthe law, promoting voluntary compliance and enhancing agencyactivity in a variety of areas.
 1970s
The decade of the 1970s was crucial to the development of employmentdiscrimination law, as the agency shifted its focus to interpretingand resolving complex legal issues. The most important event of thedecade was the passage of the *Equal Employment Opportunity Actof 1972*, which amended Title VII, giving EEOC litigationauthority and expanding Title VII coverage to include the federalgovernment, state and local governments, and educationalinstitutions. Among the agency's litigation successes were U.S.Supreme Court decisions in several landmark cases involving coreprinciples of Title VII, often giving EEOC's interpretations of thelaw "great deference," including one of the most importantemployment discrimination cases it ever decided-*Griggs v. DukePower Co.*, 401 U.S. 424-addressing the EEOC's *UniformGuidelines*.

By the end of the 1970s, EEOC's responsibilities had expandedsubstantially. Under President Carter's *Reorganization Plan of1978* to eliminate duplication and inconsistency, EEOC becameresponsible for coordinating all federal equal employmentopportunity programs and for enforcing the *Age Discriminationin Employment Act of 1967* (ADEA) and the *Equal Pay Act of1963* (EPA). In addition, the *Civil Service Reform Act of1978* abolished the Civil Service Commission and transferred tothe EEOC the responsibility for enforcing discrimination lawsapplicable to the federal civilian workforce, including Section 501of the *Rehabilitation Act of 1973* protecting qualifiedindividuals with disabilities from employment discrimination.
 1980s
During the 1980s, private sector charge receipts increasedsubstantially, consistent with EEOC's increased enforcementauthority. Race and sex based charges continued to predominate, butcharges alleging retaliation, national origin and religiousdiscrimination grew. Age discrimination charges dramaticallyincreased throughout the decade, comprising approximately 25% ofthe charge receipts by 1989.

New issues also began to emerge in charges filed, such as sexualharassment, prompting issuance of EEOC's first *Guidelines onSexual Harassment*, which established the principle that sexualharassment violated Title VII. Courts have relied on these *Sexual Harassment Guidelines* in scores of cases. TheCommission also substantially increased enforcement efforts tocombat national origin discrimination, following passage of the*Immigration Reform and Control Act of 1986* (IRCA),particularly regarding immigration status.

Complaints based on race and sex also increased in the federalsector. In addition, the Commission's administrative decisionsenforcing the *Rehabilitation Act of 1973*, which**protects federal government employees and applicants fromdiscrimination on the basis of disability, were instrumental indeveloping disability law, culminating in passage of the *Americans with Disabilities Act of 1990*.
 1990s
Charge receipts in the private and federal sectors continued toclimb. Private sector charges reached 111,000 in 1995, the highestamount in the agency's history. The agency has experienced a rapidincrease in workload following each new responsibility added, andthe 1990s was no exception. Following passage of the *Americanswith Disabilities Act* (ADA) in 1990, the first comprehensivecivil rights legislation covering people with disabilities;amendments in 1992 of the *Rehabilitation Act* to apply thestandards in the ADA to federal sector complaints ofdiscrimination; and passage of the *Civil Rights Act of1991* (CRA), which significantly changed the laws EEOCenforced, dramatic increases in charges occurred. The CRAauthorizes compensatory and punitive damages in cases ofintentional discrimination, provides for the possibility ofattorneys' fees and jury trials, and directs the EEOC to expand itstechnical assistance and outreach activities. EEOC issued policyguidance on new statutory authorities, as well as Title VII and theADEA.

By mid-decade, the Commission's pending inventory had risen to alevel that hampered the agency's ability to perform its mission. Aseries of reforms were implemented, including the NationalEnforcement Plan (NEP), which articulates national enforcementstrategy and priorities; Local Enforcement Plans(LEPs) tailored tolocal situations; procedures to categorize charges based on thelikelihood that discrimination occurred (priority charge handlingprocedures, "PCHP") and dedicate resources based on the merits ofthe charge; a nationwide mediation program; and partnering withstate and local fair employment practices agencies (FEPAs) tostreamline operations.

The reforms produced dramatic successes. By the end of 1999, theagency's pending inventory fell to a 15-year low of 40,234; theexpanded mediation program resolved over 4,800 charges, obtaining$58.6 million in benefits for charging parties; and 439 substantivelawsuits and 26 legal actions involving subpoena enforcements andapplications for temporary relief were filed, while 294 lawsuitswere resolved. Resolutions of all types in the private sectorprogram resulted in benefits for victims of discrimination of$307.4 million, almost double the total in 1995.

Building on the success of NEP and PCHP initiatives, the agencylaunched a new Comprehensive Enforcement Program (CEP) in 1999.With the private sector inventory under control and most chargesnow presenting potentially meritorious issues, the CEP linksenforcement and litigation staff to identify and developsubstantive issues that will result in relief to victims ofdiscrimination.

In the federal sector program, the CEP links data collection andanalysis and hearings and appeals case experiences from variousagencies with on-site reviews to identify root causes and addressthem in recommendations to agency officials. However, theCommission's federal-sector hearings and appellate inventories grewsubstantially during the 1990s even with dramatic increases inproductivity by EEOC's staff. Hearing requests increased 133% andappeals increased 52% during the 1990s, resulting in inventories of12,808 requests for hearings and 9,955 requests for appeals in1999. The time federal employees must wait for relief, if theyexhaust their agency's EEO process and proceed through hearings andappeals at the EEOC, stands at over 3 years, as compared to 265days in the private sector program.
OUTLOOK: BUILDING UPON A SOLID FOUNDATION FOR THE21ST CENTURY
EEOC's 35th anniversary and the new century presentthe opportunity to build on past success as we focus on theagency's future. Thirty five years of laws, court decisions, EEOCguidance, prevention initiatives and enforcement efforts have builta solid foundation for the future. The Commission has played a keyrole in the development of the law, obtained relief for millions ofvictims of discrimination, educated the public about the laws itenforces, and promoted changes at the workplace to come closer torealizing equal employment opportunity.

While much progress has been made, current trends also revealthat much remains to be done before equal employment opportunitybecomes a reality. After two years of small declines in chargesfiled, the private sector charge receipts are expected to increaseto approximately 80,000 in fiscal year 2000.

Charges alleging particularly egregious forms of discriminationare on the increase, such as threatening African-Americans withnooses to intimidate them. Harassment charges increased from 3.9%of all charges filed in the 1980s to 14.0% in the 1990s. Sexualharassment charges increased from 4.0% of all charges filed in the1980s to 9.3% of all charges filed in the 1990s, comprising over10% in the one year of 1995. Other charges involve retaliationagainst employees for complaining about the original acts ofdiscrimination; another form of intimidation to deprive workers oftheir rights.

Many charges involve low wage earners and immigrants hampered bylanguage barriers; the most vulnerable workers in America-who areexpected to endure deplorable working conditions for meager pay.EEOC's outreach and technical assistance activities reveal thatdiscrimination related to immigration status, language spoken andaccent may be widespread. Recently, EEOC reached major settlementswith employers in the fishing, poultry and agricultural industries,in cases alleging instances of egregious national origin and sexualharassment discrimination. These cases involved low wage earners andimmigrants with limited English proficiency - individuals who are membersof the most vulnerable segments of our society and who are least ableto assert their legal rights.

Also, even though equal pay has been the law of the land sinceCongress passed the *Equal Pay Act in 1963*, women continueto be paid less than their male counterparts for doing the samework. Wage discrimination is an enforcement priority for thefuture, for which initial steps have been taken in two Memoranda ofUnderstanding between the EEOC and the Department of Labor tocoordinate enforcement of the laws that prohibit compensationdiscrimination through cross-training, charge referrals andinformation sharing.

Furthermore, due to the success of priority charge handlingprocedures and other initiatives, almost 90% of our currentworkload consists of potentially meritorious charges. These chargesare more difficult to investigate, and often require additionalresources to resolve. For example, the Commission is currentlyaddressing difficult and complex issues involving company pensionplans. Many employers are converting traditional pensions plans to"cash balance" plans. The conversion could be discriminatorybecause cash balance plans may reduce the expected retirementbenefits of older employees while increasing benefits allotted toyounger workers. The Commission is coordinating efforts with otheragencies with authority over pension plans, such as the Departmentsof Treasury and Labor, and has established a national team ofexperts to focus on the legality of these plans under the ADEA.

The Commission is also confronting new types of charges, manyinvolving the intersection of two or more issues, such as race ornational origin and harassment, or the intersection ofdiscrimination issues and other factors, such as national origindiscrimination and immigration status. Another challenge, as geneticinformation becomes more widely available, is concern that genetictest results and family medical history may be used as a basis for employment decisions which should be based on an individual's currentability to do the job.

The workplace is merely a microcosm of society. It reflectssociety's advances and shortcomings. The nation's changingdemographics and dynamic economy will have a major impact in thefuture on America's workplaces. According to the White House report, One America in the 21st Century, long term censusprojections show that the population trend in the United States willsignificantly change in the next 50 years. This trend represents asignificant shift, requiring the EEOC to expend substantially moreresources now to begin to adjust its outreach and customer servicedelivery programs.

It is clear that the vision to eradicate employmentdiscrimination, embodied in all of the laws enforced by theCommission, has not yet been realized. As we celebrate our nation'sprogress, we cannot be complacent about the need for strong,vigorous and strategic enforcement of these important civil rightslaws. Egregious employment discrimination, of the type not commonlyseen since the 1960s, appears to be on the rise.

In this Strategic Plan, and in other GPRA documents, EEOC laysout its course for vigorously pursuing all types of employmentdiscrimination. The agency will address charges filed with it, andproactively seek evidence of discriminatory activities that may notcome to its doors, through vigorous outreach and enforcementefforts, in coordination with our partners at the federal, stateand local levels and in the private sector.
SUMMARY OF THE COMMISSION'SMAJOR LONG-TERM GOALS TOERADICATE DISCRIMINATION AT THE WORKPLACE
To address the challenges identified in the *Outlook*section, the EEOC strives to deliver fair, effective and efficientservice to the public by:
- Reducing the private sector charge inventory and averagecharge processing time by strategically managing the existing workloadand by emphasizing the early use of voluntary mediation;
- Strengthening collaboration between enforcement and legal staff to focus resources on the most significant issues, as identified in the NationalEnforcement Plan (NEP), for adminstrative resolution and, where necessary,for litigation;  Streamlining the federal sector complaint process throughimplementation of regulations revised in November 1999, by strategicallymanaging the hearings and appeals workload andstrengthening oversight of federal agency EEO practices, throughimproved data collection and analysis and focused attention on themost serious issues;  Partnering with state and local Fair Employment PracticesAgencies and Native American Tribal Employment Rights Organizationsto increase the nation's capacity for addressing employmentdiscrimination; to conduct joint enforcement activities thataddress significant issues; and to expand outreach, education andtechnical assistance, particularly to under served populations,such as individuals with limited English-speaking ability;  Encouraging and facilitating voluntary compliance throughtailored programs to meet the needs of employers, including smallbusiness and federal sector employers; and through programs toeducate the public on EEO laws, including translation ofinformational materials into languages and formats accessible tounder served populations, such as sight or hearing-impairedindividuals; and  Providing executive direction and support that will result inpolicies that are readily understood by the public; results-basedmanagement of EEOC's human and other resources; a well-trained andmotivated workforce; and technological, data collection, andanalysis capacity that supports effective and efficient agencyoperations.   STRATEGIC GOAL 1  Enforce Federal Civil Rights Employment LawsThrough a Comprehensive Enforcement Program.  Strategic Objective 1.1.  Improve the effectiveness of theprivate-sector enforcement program, including the use of chargeprioritization, mediation and, where necessary, litigation, byutilizing a comprehensive enforcement strategy that focuses onNational Enforcement Plan priorities.  1.1.A. Outcome(s) Expected  EEOC's private-sector program includes private and state andlocal government employers and employees. The agency expects toachieve the following:    - Reduce the private sector charge inventory and average charge processingtime by strategically managing the existing workload and by emphasizing theearly use of voluntary mediation.
  - Strengthen collaboration between enforcement and legal staff to focusresources on the most significant issues, as identified in the NationalEnforcement Plan (NEP), for adminstrative resolution and, where necessary,for litigation.
  - Enhance the scope and analyze the effectiveness of the Mediation program.
  - Enhance the focus on meritorious charges and litigationinvolving multiple aggrieved parties or discriminatorypolicies.
  - Strengthen the synergy of enforcement and litigation staff inall phases of enforcement, from initial contact through litigation, and assessits affects on EEOC's programs to improve service to the public.  1.1.B. Means and Strategies for Achieving Objective  The primary strategy forachieving the results in this private-sector enforcement objectiveis the agency's Comprehensive EnforcementProgram (CEP). The CEP addresses the complexities of discriminationinherent in today's changing economy and demograhics and the newreality of a complex workload with over 90% of the inventory nowrepresenting potentially meritorious claims requiring closecollaboration between attorneys and enforcement staff. It linksenforcement and legal resources at each stage of the enforcementprocess-outreach, intake of charges of discrimination, mediation,investigation, conciliation and other settlement attempts, and,where these attempts fail, litigation. The CEP coordinates policyand procedural activities articulated in the agency's NationalEnforcement Plan (NEP), ratified by the Commission in February 1996,with field offices' Local Enforcement Plans (LEP), tailored tolocal issues, to ensure a strategic enforcement and litigationprogram.  The CEP responds to profound changes in the nature of theprivate sector enforcement workload since the Priority ChargeHandling Procedures (PCHP) were introduced in 1995. When the PCHPwas first implemented, the initial categorization of the privatesector charges in the pending inventory showed that nearly 20% werecategorized as non-meritorious "C" charges, 65% were identified as"B" charges needing additional information, while only 11% wereidentified as potentially meritorious "A" charges. By fiscal year1999, the profile of the pending inventory shifted dramatically:"C" charges shrank to less than 2%, "B" charges comprisedapproximately 61%, and "A" charges almost tripled to over 32%.Consequently, potentially meritorious charges (A and B charges) arenow 93% of our pending inventory, requiring us to apply newmanagement techniques to address a more complex workload in a moresubstantive fashion.  The key elements of the CEP are designed to reassess howprivate-sector enforcement resources are applied to assure that theagency is effectively addressing this new workload reality andachieving the our GPRA Strategic Goals. One of the key elements isto strengthen the investigator and attorney interaction.Strengthening this interaction improves the quality of theinvestigative and litigation processes, providing the level ofservice to the public demanded by a more complex workload. Another keyelement is to enhance the use of EEOC's Mediation Program to providemore effective and efficient charge processing to both charging partiesand respondents. Preliminary information indicates that an overwhelmingmajority of the participants (91% of charging parties and 96% ofrespondents) would be willing to participate in the mediation program againif they were a party to an EEOC charge.  Other elements of the CEP are aimed at using effective and efficientmanagement techniques and procedures and other innovativeapproaches to improve the synergy of staff efforts. For example,the agency will conduct leadership conferences, train managers andfield office employees, especially investigators and attorneys inthe private sector program, to update their knowledge of courtdecisions, share techniques for streamlining work processes, andenhance the use of information technologies to improve the abilityto communicate with all agency staff to share best practices andother important information.  1.1.C. Management Challenges to Achieve Objective  The agency will focus on several key management challenges toachieve the aims of this private-sector enforcement objective:    - Training for front-line managers, investigators and attorneyson the CEP process and its implementation within availableresources.
  - Developing and implementing results-based performance measuresto determine the effectiveness of the CEP, particularly the MediationProgram, collaboration between the investigative and legal staff and other agency initiatives to parallel Annual Performance Plan measures andStrategic Plan goals and objectives, and including these measuresin performance plans of managers and executives.
  - Developing tools and approaches to assist investigators,attorneys and other staff in performing their jobs more effectivelyand efficiently. For example, the agency recently introduced ananalytic tool that can be accessed on field staff desks to supportoutreach, investigation and litigation activities. The toolprovides quick, efficient access to employer and workforcestatistical information to identify areas where discriminatorybarriers may be widespread.
  - Enhancing stronger ties with the agency's FEPA partners toexpand efforts to jointly investigate complex and significantdual-filed charges and initiate joint outreach efforts to reachunder served communities and small businesses. (See Strategic Objective 1.3on page 28.)
  - Improving the quality and accessibility of data available fromvarious Commission information systems to ascertain how wellmanagement decisions and resources are applied to agency programsand how well the programs are achieving their intended results. TheCommission has taken steps to improve the accuracy and reliabilityof its data, which is critical to planning and resource allocationat the Commission, but further action is needed to improve thevalidity and reliability of its data resources.
  - Balancing the agency's technology enhancements needed toimprove communications within the agency and with stakeholders andthe cost of maintaining the technology infrastructure withresources needed to conduct other key initiatives andprograms.  1.1.D. Program Evaluations    - Private-Sector Mediation Program : During fiscal year 1999,the Commission fully implemented its mediation program, a voluntaryprogram of alternative dispute resolution offered to chargingparties and respondents to resolve allegations of discriminationearly in the private-sector enforcement process. A survey forparticipants in the mediation process, including mediators, wasdesigned and is a useful tool for gauging customer satisfaction andareas for improvement. As noted in Section 1.1.B., an overwhelming majority of charging parties (91%) and respondents (96%) using mediationwould use it again if party to a charge. The agency plans to carry out further evaluations to assess the program's effectiveness and to makeappropriate adjustments to increase its use. For example, it could compare outcomes by bases/issues raised by chargingparties across charges resolved by mediators and through thetraditional enforcement process, during the period covered by thisStrategic Plan.
  - Federal Managers' Financial Integrity Act (FMFIA) : TheCommission is reviewing its Federal Managers' Financial IntegrityAct (FMFIA) program to implement better ways for management toevaluate programs, processes and procedures and determine whetherresources are being utilized effectively and efficiently. Onceimplemented, the revitalized program will assist in implementationof improvements encompassed by the Comprehensive EnforcementProgram.
  - Quality Peer Review Program : A Quality Peer Review (QPR)program is being designed to establish objective, measurablestandards linked to CEP implementation, identify best practices andfoster a climate of continuous improvement by sharing agency-widebest practices and identifying opportunities for improvement in theprivate-sector program. QPR is a key component of the CEP. It hasbeen introduced to senior management and a development team hasdrafted elements of an implementation handbook. The program is unique becauseit is being designed and developed by program peers; individualsactually doing or managing the front-line program work. Also, itwill directly provide to front-line managers and employeestechniques for evaluating and improving their own office'sprivate-sector charge/case processing. For example, QPR can be usedto compare a sample of charges processed with objective standards regardingcause and no cause findings and collaboration between investigative andlegal staff.  1.1.E. External Factors    - The agency does not control the number or complexity of thecharges it receives. Receiving greater numbers or more complexcharges than projected requires more staff time and agencyresources to resolve them. Maintaining quality standards requiresthe agency to reassess the allocation of limited resources amongmission-critical programs.
  - The types of future jobs in the economy, the skills andabilities of the workforce, and changes in work patterns willrequire adjustments in addressing employment discrimination at theworkplace; for example, employees working at home or off-sitelocations present new challenges.
  - Current trends to reorganize, change ownership, merge, andfranchise add complexities in the corporate world that require moreCommission time and research, as well as careful balancing ofresources, to identify elements of discrimination and theirpervasiveness in a company.
  - The demographic characteristics of the workforce will alsorequire the agency to seek out staff with specialized skills toinvestigate and litigate emerging issues; for example, pension planchanges affect different age groups differently; immigrant workers;and growth in various ethnic groups pose challenges from recruitingstaff who can speak languages other than English and operate in aculturally competent framework.
  - The capability of the FEPAs to maintain effective and efficientcase processing of dual-filed charges is vital to EEOC controllingthe workload it processes. Funding and "local" political issues caneffect individual FEPAs differently and the Commission may have toadjust its workload projections and resources in response.  1.1.F. Relationship to Annual Performance Goals  Private-sector enforcement is critical to meeting theCommission's strategic goals and mission. In its previous AnnualPerformance Plans, the agency has increasingly focused on morespecific measures for results in all phases of the administrativeand legal processing of charges. This approach will continue underthe revised Strategic Plan. Annual Performance Plans will includemeasures to assess the results achieved in the implementation ofthe Comprehensive Enforcement Program (CEP) and other initiativesdeveloped to improve private-sector enforcement. In addition, theCommission will continue to explore techniques to measure outcomeresults effectively.  1.1.G. Cross-Cutting Issues  The Commission coordinates its private-sector activities withother federal agencies having interrelated responsibilities inemployment discrimination enforcement.    - EEOC has explored opportunities to establish initiatives tojointly litigate large, complex multiple aggrieved party cases withthe Department of Justice. A joint effort would utilize governmentresources effectively, allow staffs to share expertise inlitigating these types of cases, benefit many potential victims ofdiscrimination, and have wide-spread publicity and immediatedeterrence for other employers.
  - EEOC coordinates with the Department of Justice oncases involving allegations of discrimination against state andlocal government employees. Justice is responsible for litigatingthese types of cases.
  - EEOC and the Department of Labor issued memoranda in 1999enabling both agencies to improve the enforcement of lawsprohibiting workplace bias, particularly laws against employmentdiscrimination in compensation. These memoranda establish bettercoordination and communications between the two agencies andprovide for training to increase staff awareness of potentialcompensation discrimination cases.    Strategic Objective 1.2.  Enhance the effectiveness of thefederal-sector program by utilizing a comprehensive enforcementstrategy.  1.2.A. Outcome(s) Expected  The following eight measures specifically address revisedfederal-sector regulations effective on November 9, 1999:    - Overall Effectiveness Measure:  compare thefederal agency's acceptance rate of EEOC's Administrative Judgesdecisions under the former version and the revised 1614regulations.
  - Hearings Measure:  the average processing timeof case closures involving decisions issued without a formalhearing compared to the overall average processing time of allhearings case closures.
  - Appeals Measure:  the percentage of finalfederal agency orders not fully implementing an EEOC decision afterimplementation of the revised 29 C.F.R.1614 regulations compared torejections/modifications of decisions under the former version ofthe regulations.
  - ADR Measures:      - the rate of pre-complaint ADR resolutions compared to ADRresolutions after a formal complaint is filed; and
    - the degree to which federal agencies, not having an ADR programbefore the effective date of the revised 1614 regulations,subsequently implement one. 
  - Remedies and Relief Measure:  the percentage offinal federal agency orders which do not fully implement a decisionof an EEOC Administrative Judge awarding remedies, includingattorney's fees.
  - Consolidation of Complaints Measure:  thepercentage of cases consolidated in the hearings inventory.
  - Elimination of Appeal of Partial DismissalMeasure:  the reduction of appeals dismissed due toprocedural defects.  The following three measures address implementation ofrecommendations from the EEOC/NPR Interagency Federal EEO TaskForce:    - Implement best practices in private industry orgovernment.
  - Utilize information technology to track federal EEOcomplaints.
  - Address employment issues and interpersonal situations in theareas of dispute prevention, early dispute resolution, and datacollection.  The following three measures address other areas in the federalprogram:    - Maintain or improve the quality and timeliness of hearings and appealsdecisions and resolutions by strategically managing the federal-sectorworkload.
  - More effectively use Alternative Dispute Resolution proceduresin EEOC and foster its use in other federal agencies.
  - Improve federal agencies processing of federal-sector EEOcomplaints and affirmative employment programs.  1.2.B. Means and Strategies for Achieving Objective  The Commission will implement innovative approaches to achievethis federal-sector objective. In particular, the first threebullets, below, identify key strategies for success:    - The agency has implemented 8 measurements for its revised 1614regulations. The EEOC issued revised federal-sector regulations(29 C.F.R. 1614), which were effective on November 9,1999. The revised regulations are expected to significantly enhancethe effectiveness of the federal-sector program and, to measuretheir effect, the Commission developed the eight measurements. Forthis Strategic Plan, the agency will collect information to compareresults before and after the regulatory change. The data also willhelp the agency establish baseline indicators for each measure. Itwill then develop performance goals in its Annual PerformancePlans. From the data collected for each measurement area, theagency will develop performance measures designed to obtainresults, based on the revised regulations, to improve EEO programsthroughout the federal government.
  - The EEOC and Vice President Gore's National Partnership forReinventing Government (NPR) are co-sponsoring a federalinteragency task force established to review the federal EEO systemand make recommendations designed to make the federal government a model employer  in its effort to eradicate employmentdiscrimination at the workplace.  Accordingly, another important strategy to implement three ofthe agency's measures is to follow through on recommendations ofthe task force's final report to implement various pilots, programinnovations, data collection and analysis improvements, and otherinitiatives in partnership with other federal agencies. Thisstrategy includes development of performance measures to helpevaluate the initiatives. 
  - Another strategy is the adaptation of the private-sectorComprehensive Enforcement Program (CEP) concepts to thefederal-sector program. Implementation of the CEP in thefederal-sector program began in 1999. The CEP will be theorganizational framework designed to link federal-sector resourcesin headquarters and field offices and bring about a shift frompreviously fragmented functions to an integrated program ofmutually reinforcing elements.  In addition, the CEP framework will help focus the agency'sstrategies for implementing the revised federal sector regulationsand coordination of the recommendations from the federal taskforce. 
  - In addition to the CEP implementation, the EEOC is alreadyworking to improve the comprehensiveness and quality of datasubmitted by federal agencies, implement the regulatory changesrequiring agencies to offer Alternative Dispute Resolution (ADR),and enhance the quality of the federal sector program.
  - The agency will conduct on-site compliance reviews and provideeffective technical assistance and education efforts tofederal-sector employees, employee-stakeholders, federal-sectoremployers, and employer-stakeholders to foster neededfederal-sector improvements.
  - Also, the Commission will conduct conferences, trainingsessions, and conference calls involving staff across program areasto build an integrated CEP for the federal sector program. Forexample, in the past, the EEOC has trained employees in a specificjob function, like Administrative Judges, to update their knowledgeof court decisions and explore techniques for streamlining workprocesses to improve service. It will develop ways to achieve theobjectives for this goal, including the use of its computercapabilities to instantly communicate with staff and share policyguidance and other information.  1.2.C. Management Challenges to Achieve Objective  The Commission, as well as the General Accounting Office in its1998 report (GAO/GGD-98-167BR), has recognized the challengespresented by an uncontrollable federal-sector workload and chronicfunding shortages needed to reduce inventories and modernize andimprove federal agency data collection systems. There are severalkey management challenges affecting achievement of thisfederal-sector enforcement objective:    - Cost-sharing with our agency customers could be explored as anoption to address the workload and funding challenges. EEOC hasentered into interagency agreements designed to reimburse EEOC forstaff time spent on intake, investigation and the hearing of complaints.The resources derived from these arrangements will enable EEOC to moreeffectively reduce the federal sector inventory and the average time ittakes to process federal sector complaints.
  - Reaping the benefits anticipated from the new regulations,which emphasize early dispute resolution and streamlined processes,will require on-going education and technical assistance to federalagencies and employees.
  - The validity and reliability of federal-sector EEO data is amajor management challenge, involving both an investment intechnology and skilled staff to analyze and report data.
  - In fiscal year 1999, the GAO issued a report (GAO/GGD-99-75)criticizing shortcomings in the scope of the data collected. Thereport also raised concerns about the accuracy and usability of thedata received from agencies. As part of the EEOC/NPR InteragencyFederal EEO Task Force, EEOC has been comprehensively reviewing itsdata collection methodology in response to the GAO report and hasmade an assessment of needed improvements in the process. In fiscalyear 1999, the EEOC reviewed selected federal agencies on-site toassess their data collection and reporting systems and developed acomputerized electronic format of the data collection form, Form462, on diskette to encourage data uniformity in agency reports. Inthe future, the Commission will implement the federal task forcerecommendations for methodologies to improve the accuracy andvalidity of the data collected.
  - Another challenge is the scope and degree to which theCommission can conduct on-site reviews, which are EEOC's mosteffective tool for addressing the root causes of discrimination.The quantity and extensiveness of on-site reviews requiresbalancing the impact on resource priorities and the persistentlyhigh hearings and appeals inventories.  1.2.D. Program Evaluations  Key program evaluation initiatives that shouldbe conducted for the federal-sector enforcement program include:    - Federal Managers' Financial Integrity Act (FMFIA) : (Seesecond bullet under section 1.1.D. on page ??)
  - On-Site Visits : On-site visits can be a useful tool forproviding technical assistance to field hearings and affirmativeprograms units and evaluating operational effectiveness. EEOC hasdeveloped a methodology for conducting Quality Peer Reviews in theprivate-sector program, which can be applied to the federal-sector.Such an approach would greatly support implementation of programstandards and procedures under development.  1.2.E. External Factors    - Significant factors affecting EEOC's workload in thefederal-sector are the volume of complaints filed and hearings andappeals requests and the efficiency and effectiveness of complaintsprocessing among the different federal agencies. Each agency'smanagement focus and culture impacts on the EEO climate at thefederal agency and, consequently, the number and complexity ofcomplaints initiated. EEOC's workload in hearings and appeals istied to the volume of complaints filed that are not resolvedsuccessfully at the agency level.  Historically, the most serious external factor is competingpriorities within the resources allocated by Congress needed forthis program, as noted under "Management Challenges." Perhaps thebest hope is cost-sharing with agencies generating workloads forEEOC. While EEOC is hopeful that the new regulations, the changesbeing initiated under the CEP, and implementation ofrecommendations by the federal interagency task force will have abeneficial effect on the factors influencing the numbers ofcomplaints filed and workloads at each step through appeals, theoutcome is by no means certain and EEOC's control over federalagencies is very limited.  1.2.F. Relationship to Annual Performance Goals  Annual Performance Plan measures will be linked to the agency'skey initiatives for the federal-sector program: performance underthe revised regulations, implementation of task forcerecommendations, and improvements resulting from the introductionof the Comprehensive Enforcement Program (CEP) concepts integratingfederal-sector activities in a coherent strategy.  1.2.G. Cross-Cutting Issues    - The Commission developed a Federal Sector Mediation Services(FSMS) pilot to provide mediation services at the informal stage ofthe complaint process for the employees and applicants of smallagencies which do not currently have an alternative disputeresolution (ADR) program. The Commission has already entered intoMemoranda of Understanding (MOUs) with two federal agencies, theMerit Systems Protection Board and the National Capital PlanningCommission, for a FSMS pilot and other small federal agencies areexpected to request a pilot in the future. The FSMS pilot letssmall/micro federal agencies without ADR programs comply with therevised federal sector regulations requiring all federal agenciesto have an ADR program available.
  - The EEOC has initiated a pilot program with the DefenseLogistics Agency (DLA) for the electronic transfer of complaintfiles from DLA to the Commission when an administrative appeal isfiled. The electronic transmission of the complaint file will saveboth time and resources for the federal government. The Commissionwill assess the pilot and decide whether it should be encouragedelsewhere.
  - Another EEOC pilot with the Bureau of the Census, Department ofCommerce-the  2000 Decennial Census EEO Complaints ProcessingProject -is designed to expedite the processing of complaintsfiled by temporary employees hired to conduct the decennial census.The project ensures that the Commission can intervene in thecomplaint process at an early stage as a third party neutral.
  - The Commission established a pilot program with the Departmentof Justice (DOJ), under which a Commission representative fromEEOC's Office of Federal Operations participates on a committee toreview EEO complaints filed in several offices of the Immigrationand Naturalization Service to expedite their resolution bycategorizing them in various ways. The Memorandum of Understandingsets out specific criteria for reviewing the complaints and makingprocessing decisions, while protecting rights for appealing thedetermination.
  - A Commission field office and The National Finance Center,Office of the Chief Financial Center, U. S. Department ofAgriculture (NFC) entered into a one year agreement for an EEOCAdministrative Judge to work full-time on processing requests forhearings on EEO complaints filed against the NFC. The NFC providesfunds to cover the salary, associated benefits, and necessarytravel and miscellaneous expenses for EEOC's employee.    Strategic Objective 1.3.  Strengthen partnerships with State and LocalFair Employment Practices Agencies (FEPAs) and Native AmericanTribal Employment Rights Organizations (TEROs) to enhance effectiveimplementation of laws addressing employment discrimination.  I.3.A. Outcome(s) Expected  The agency will partner with FEPAs and TEROs to improve servicesto customers in several ways:    - Enhance charge-processing capabilities of Fair EmploymentPractices Agencies (FEPAs).
  - Utilize FEPA expertise through joint enforcementactivities.
  - Train FEPAs and Tribal Employment Rights Organizations (TEROs)in the effective implementation of employment discriminationlaw.
  - Develop opportunities to jointly provide outreach, educationand technical assistance to stakeholders.  1.3.B. Means and Strategies for Achieving Objective  When a charging party comes to either the EEOC or a qualifiedstate or local FEPA, work-sharing agreements protect the chargingparty's rights under state or local and federal laws bysimultaneously filing ("dual-filing") the charge with bothagencies. This arrangement has provided efficient customer serviceover the years by avoiding duplication of effort and streamliningcharge resolution efforts for the charging party, the respondent,the EEOC and the FEPA**.**  EEOC receives approximately 80,000 charges each year. Inaddition, nearly 60,000 are dual-filed with state and local FEPAs.EEOC supplements the funds FEPAs receive from state and localgovernments by contracting with them to resolve dual-filed charges.For example, approximately 53,000 charges will be resolved undercontract in fiscal year 2000.  In addition to continuing to contract with FEPAs to resolvedual-filed charges, work sharing agreements provide opportunitiesfor EEOC's state and local program to improve customer service byincluding our FEPA partners in Comprehensive Enforcement Programactivities. For example, EEOC will continue expanding its effortswith FEPAs to conduct joint outreach activities to educateand assist specific employer groups and under-served communitiesand groups, and joint investigations by focusing on majoremployers with multiple dual-filed charges or charges involvingmultiple aggrieved parties or discriminatory policies.  The Commission recognizes the valuable role its state and localand Native American partners-the FEPAs and the TEROs-play in ourmutual mission to eradicate employment discrimination at theworkplace. Critical to this endeavor is the support EEOC providesto maintain the technological capabilities of these organizationsand the training we provide to share knowledge and skills on theinvestigation and litigation of charges.  1.3.C. Management Challenges to Achieve Objective  Key management challenges involved with EEOC's efforts to enhance its partnership with the FEPAs and TEROs include:    - Congress sets aside a portion of the Commission's appropriationdirectly for FEPA charge processing contracts and FEPA/TEROtechnical assistance, training and technology enhancements.The FEPA technical assistance, training and technology needs will continueto require EEOC to utilize a substantial amount of its funds to accomplishthese activities. It will be a management challenge in the future tosustain support for technology and EEOC's training efforts oncharge processing and legal issues with FEPAs within resourcesavailable for core staffing and infrastructure for the Commission'sresponsibilities in the private- and federal-sector programs. Aresponsive and coordinated approach between Congress and the agencyto cover resources EEOC needs for program management and support,including installation of computers and software, training staff intheir use, and on-going technical support needs to be pursued.
  - The myriad of state and local laws governing employmentdiscrimination also present challenges to the EEOC to provideeffective assistance on charge processing, technology and trainingsupport to its 93 FEPA partners.
  - EEOC will be challenged to balance resources for technologyupgrades for FEPAs among all of those needing assitance,recognizing that these enhancements improve communications and datasharing among EEOC and its FEPA partners.  1.3.D. Program Evaluations  EEOC monitors the state and local program by regularly reviewinga sample of dual-filed charges resolved by FEPAs.  1.3.E. External Factors    - FEPAs are affected by the same workforce changes influencingthe EEOC's private-sector program (see page ?, for a description ofthese workforce factors under Objective 1.1.E., ExternalFactors.) As FEPAs adjust their own programs to account for theseexternal factors, the EEOC will be positively or adversely impactedin its own programs, requiring its own adjustments. Some decisionsmay affect EEOC's ability to meet the outcomes for this StrategicObjective.
  - Local funding of FEPAs can affect the ability of an agency toeffectively operate and process its charges, not just thedual-filed charges. Thus, EEOC's workload would rise, if FEPAs donot receive sufficient funding from their state or local jurisdictionsto maintain staffing levels, and they are unable to maintain the samelevel of dual-filed charges resolved as in prior years.
  - State laws or state court decisions can constrain the type ofcharges FEPAs can process, whichresults in the transfer of these charges to the Commission'sworkload. State and local statutes also require FEPAs to enforcelaws in other areas, such as discrimination in housing, andcoverage of employment-related issues not covered by federalemployment laws stretch FEPAs' limited resources, shifting morework to the EEOC.  1.3.F. Relationship to Annual Performance Goals  EEOC's Annual Performance Plan measures will continue to link toits three main areas of emphasis with its FEPA and TERO partners:charge resolution, training and outreach. Additional measures willattempt to enhance joint activities, where possible. Also, as theCommission develops opportunities to design other types of measuresin its private-sector program that help determine outcome-basedresults measures, similar measures for the state and local programcan be explored.    1.3.G. Cross-Cutting Issues    - There are no cross-cutting issues with the FEPAs or TEROs,other than the programmatic issues described and addressedabove.  STRATEGIC GOAL 2  Promote Equal Opportunity in Employment ThroughEducation and Technical Assistance.  Strategic Objective 2.1.  Encourage and facilitate voluntary compliancewith equal employment opportunity laws among employers and employergroups in the private and federal sectors.  2.1.A. Outcome(s) Expected  Developing outcome measures for EEOC's outreach, education andtechnical assistance activities poses unique challenges, as theCommission lacks the means to monitor how recipients of theseactivities apply them.  Strategic Objective 2.1 describes results expected in ourprevention efforts with the employer community. StrategicObjective 2.2 describes our efforts for the employeecommunity and other members of the public. Many of the outreach,education and technical assistance efforts the agency conductsoften benefit both groups simultaneously. Consequently, these twoStrategic Objectives should be considered together.  The agency expects to develop some measures and achieve resultsfor the employer community in the following ways:    - Enhance the reach and effectiveness of outreach, education andtechnical assistance efforts for private- and federal-sectoremployers and employer-stakeholders, including the small businesscommunity.
  - Consult with private- and federal-sector employer-stakeholdersto share information and exchange ideas on improving agencyeffectiveness.
  - Increase access to agency information and technicalassistance.
  - Strengthen the synergy of enforcement and litigation staff inoutreach, education and technical assistance activities, and assessits affects on EEOC's programs to improve service to the public.  2.1.B. Means and Strategies for Achieving Objective  The Comprehensive Enforcement Program (CEP) renews the focus onthe critical role that prevention plays in achieving theCommission's mission to eradicate employment discrimination. EEOChas a statutory mandate to educate the public and provide outreachand technical assistance to facilitate voluntary compliance withthe laws the Commission enforces. The EEOC's approach to preventionis built on being proactive and responsive to requests forassistance from both employers and employees in the private- andfederal-sectors, stakeholders and other interested members of thepublic.  Preventing employment discrimination is a priority under the CEPand a preferred approach, rather than enforcing the statutes byinvestigating and litigating charges of employment discrimination.Accordingly, EEOC's goal is to provide more aggressive andexpansive outreach, education and technical assistance in both theprivate-sector and federal-sector to educate employers, employeesand stakeholders' groups about their rights and responsibilitiesunder EEOC anti-discrimination statutes. Some of the means andstrategies EEOC will use are:    - Offer educational and technical assistance opportunities toprivate-sector employers, including small to mid-sized businessesand businesses with the greatest exposure to equal employmentviolations, and federal-sector agencies. The agency will utilizevarious resources to obtain results, including its TechnicalAssistance Program Seminars (TAPS) and other specific trainingprograms, conducted by the Commission's Revolving Fund program, andthe other Commission programs, assistance efforts, outreach eventsconducted by headquarters and field office staffs to serve thiscustomer and stakeholder group.
  - Enforcement and legal staff will jointly and activelyparticipate in private-sector outreach and educational activities,implementing a key component of the Comprehensive EnforcementProgram (CEP). Their collaboration strategically links the agency'sresources to ensure that prevention activities are morecomprehensive, user-friendly and accomplished at a high level oftechnical quality, resulting in the delivery of fair, effective andefficient service to the public.
  - Ensure that employers and employer-stakeholders, especiallysmall business owners in the private-sector, have access to EEOC'sinformational materials in alternative languages and formats.
  - Explore ways to gauge the effect outreach, educational and technical assistance activities have on voluntary compliance with the laws enforced by the Commission.
  - Communicate extensively with employer stakeholder groups togather information about Commission policies and programs. Theseefforts include holding Commission meetings in Washington, D.C. andother cities to open lines of communication with majorprivate-sector stakeholders. The Commission has successfullydiscussed issues with stakeholders, receiving recommendations foragency improvements. In the past, the Commission heard testimonyfrom a wide variety of employer and employee representatives,groups, organizations and associations, such as the U.S. Chamber ofCommerce, Society for Human Resource Management (SHRM), NationalEmployer Council, McDonald's Corporation, American Bar Association,American Enterprise Institute, Institute for Rehabilitation andResearch, attorneys from the employer and plaintiff bar, andmembers of the academic community.
  - Produce more user-friendly educational and informationalmaterials and make them available in each field office. Forexample, the Commission could create educational videos on privatesector charge processing or American with Disabilities Actprocesses to reach its customers in other creative, innovativeways.
  - Enhance efforts to publicize lawsuits, settlements andregulatory and other policy issuances to assist in preventing anddeterring discriminatory practices. The Commission believes thatemployers will learn that certain practices are unlawful and that afailure to eliminate these discriminatory practices can be costly.Employers can then choose to correct existing violations andthereby reduce or eliminate their liability by ridding theirworkplaces of discriminatory practices.
  - Expand the Commission's Internet web site  (http://www.eeoc.gov) . The site hasbeen praised for providing direct information about equalemployment opportunity in an easy-to-understand format. EEOC willfurther expand electronic access to its informational resources bycreating a multilingual web site, moving toward a more interactivesite, and providing more information on federal-sector areas.
  - Proactively engage in outreach, education and technicalassistance efforts with federal agencies to foster the preventionof discrimination.
  - Integrate lessons learned from the EEOC/NPR Interagency FederalEEO Task Force and assist federal agencies in implementingrecommendations and initiating pilot projects to improve their EEOprograms.  2.1.C. Management Challenges to Achieve Objective  Accurate and reliable data for the agency's outreach, educationand technical assistance efforts is as critical as it is for itsenforcement efforts to plan and allocate resources. The Commissionuses its Automated Outreach System (AOS) to collect information onmost of its outreach, education and technical assistance efforts.The type of data collected, its accuracy and reliability at thestage it is entered in the system, and the type of analyticalreports generated for analysis are all areas to evaluate to assurethat the information is accurate and relevant to the needs ofsenior management. The Commission is already taking steps toimprove this reporting system. It will implement in fiscal year2001 new report formats to link outreach activities to significantinitiatives under the agency's Comprehensive Employment Program,its National Enforcement Plan and field offices' Local EnforcementPlans. The new reports will incorporate both field and headquartersoutreach efforts, improving the ability to analyze the agency'soutreach performance.  2.1.D. Program Evaluations  EEOC assesses its outreach, education and technical assistanceprograms in the following ways:    - Throughout the year, at least quarterly, outreach results arereviewed and checked against plans, using AOS data and reportssubmitted by field offices.
  - Overall performance is reviewed to ensure progress towardmeeting GPRA outreach goals; and necessary corrective action istaken. New AOS reports will be available in FY 2001 and,ultimately, a new system replacing the agency's Charge Data System(CDS) will facilitate evaluation of the outreach program. Thesesystems will also help the agency develop effective outcomemeasures for its GPRA prevention goals.
  - Customer satisfaction forms are used to evaluate fee-basedtraining.  2.1.E. External Factors  Several external factors impact on the Commission's preventionprograms with employers and employer stakeholders:    - The number of requests for agency services impacts on theability of the agency to meet demands and balance resources amongcompeting mission-critical priorities.  2.1.F. Relationship to Annual Performance Goals  The Annual Performance Plan measures currently require agencystaff to consult with and provide assistance to the employercommunity, including our growing technical assistance programs andseminars conducted through Revolving Fund initiatives. The agencywill continue measures that foster this type of extensiveinvolvement, but it will also attempt to develop measures that linkthe agency's outreach, education and technical assistance programsto the prevention of employment discrimination.  2.1.G. Cross-Cutting Issues    - The Commission entered into a Memorandum of Understanding [MOU]with the Office of Personnel Management (OPM) to developcomputer-based training [CBT] for implementing the new federalsector regulations, which became effective on November 9, 1999. TheCBT is an important tool for providing training to the federalcommunity.
  - The Commission is forming partnerships to have experienced EEOcounselors at several federal agencies with backgrounds andexperiences delivering training programs work with EEOC's appellateattorneys and administrative judges to train new EEO counselorsnationwide.    Strategic Objective 2.2.  Increase knowledge about individual rightsunder equal employment opportunity laws among the public andemployee groups.  2.2.A. Outcome(s) Expected  This Strategic Objective describes our efforts for theemployee community and other members of the public. [Note:many of the outreach, education and technical assistance effortsthe agency conducts benefit both employer and employee groups andcommunities simultaneously. Therefore, the description of expectedresults from our prevention efforts with the employercommunity in Strategic Objective 2.1. is equally applicablehere.]  The agency expects to develop measures and achieve results forthe employee community in the following ways:    - Enhance the reach and effectiveness of outreach, education andtechnical assistance efforts for private- and federal-sectoremployees and employee-stakeholders, including those associatedwith the small business community.
  - Enhance the reach and effectiveness of outreach, education andtechnical assistance efforts to diverse ethnic communities and groups.
  - Consult with private- and federal-sector employee-stakeholdersto share information and exchange ideas on improving agencyeffectiveness.
  - Increase access to agency information and technicalassistance.  2.2.B. Means and Strategies for Achieving Objective  EEOC's responsibilities under the employment discrimination lawsextend to private- and federal-sector employees, potentialemployees, and employee representatives and stakeholders. Many ofthe means and strategies for achieving this objective include thesame types of activities described under Strategic Objective 2.1.(see page 33).  In addition, the Commission intends to address the followingareas for the employee community:    - Reach out to federal agency employee stakeholders and maintaincommunication, including consultations on operational and legalissues.
  - Proactively communicate with under-served employee groups orcommunities within field office jurisdictions with educational andinformational materials.
  - Increase accessibility and expand the Commission's presence inunder served communities and with under served employee groups toaddress the needs of all groups protected by our statutes throughtailored programs that are culturally competent, for example, byutilizing staff members who speak languages of emerging minoritygroups. In particular, the Commission will adjust to rapidlychanging demographics in certain areas of the country.
  - Expand contacts with employee stakeholder groups within thefield offices' jurisdictions to ensure individuals are informed oftheir rights under the employment laws enforced by theCommission.
  - Improve opportunities for employee stakeholder exchanges withCommission staff to enhance the EEOC's presence in communities, forEEOC to gain understanding about the character of employmentdiscrimination and how it is changing in different industries, andto provide opportunities for stakeholder input into Commissionactivities and the implementation of CEP nationwide and within eachfield office jurisdiction.
  - Make Commission informational materials broadly available byensuring that the public can access printed materials inalternative languages and formats, for example, to reach sight orhearing-impaired individuals.  2.2.C. Management Challenges to Achieve Objective  See discussion under 2.1.C. on page ?.  2.2.D. Program Evaluations  Both the employer and employee communities are served by EEOC'soutreach, education and technical assistance programs, includingits Revolving Fund activities. The Program Evaluation activitiesitemized under Strategic Objective 2.1, Section D., apply in thisSection.  In addition, some offices establish groups of communityadvocates, organizations, religious leaders, media representatives,educational leaders and other organizations to assist agencyrepresentatives work with under-served communities to receivefeedback about programmatic matters as part of an informed agencyand constituency interaction.  2.2.E. External Factors  Several external factors impact on the Commission's preventionprograms with employees and employee stakeholders:    - Media coverage impacts on the understanding of the agency'smission, the perceptions within the communities it serves, and thepotential quality of charges it receives.
  - The number of requests for agency services impacts on theability of the agency to meet demands and balance resources amongcompeting mission-critical priorities.  2.2.F. Relationship to Annual Performance Goals  The Annual Performance Plan measures currently require agencystaff to extensively consult with and provide assistance to theemployee community. The agency will continue measures that fosterthis type of extensive involvement. Similar to the needs for ouroutreach measures for the employer community, the agency will alsoattempt to develop measures that link to results better, which mayinclude tools to survey customers to determine the effectiveness ofthe Commission's efforts.  2.2.G. Cross-Cutting Issues  In addition to the cross-cutting initiatives listed forStrategic Objective 2.1, Section G., the following issue is beingaddressed:    - Under a Memorandum of Understanding with the Department ofJustice, Office of Special Counsel (OSC), EEOC and OSC provided anumber of joint programs on immigration-related and citizenshipdiscrimination and IRCA. Through joint efforts, an informationsheet for potential charging parties was translated into Spanish,Chinese, Vietnamese and Korean, and guidance was provided on how toimplement the MOU.  STRATEGIC GOAL 3  Enhance Agency Effectiveness to Achieve our Missionand Strategic Goals by Providing Executive Direction and Supportand Building Institutional Knowledge.  Strategic Objective 3.1.  Enhance staff capabilities and substantiveknowledge to improve work processes and job functions throughtraining, partnership, team-based approaches, and customer-basedprinciples.  3.1.A. Outcome(s) Expected    - Instill a culture of continuous-learning, providing employeesopportunities to increase their knowledge and develop their skills,using innovative and creative methods to deliver education andtraining.
  - Improve the quality of work-life for employees throughpartnership activities with the union and team-work, therebyenhancing staff morale and retention.  3.1.B. Means and Strategies for Achieving Objective  EEOC strives to provide training opportunities for employees toimprove their skills and become more proficient at their jobs.Fiscal year 1999 was a banner funding year for EEOC, resulting inthe most substantial training effort in a decade to provide mostemployees with opportunities to build their job skills. Trainingwas conducted for new investigators, in-house and contractmediators, attorneys and other specialized staff. In addition,management and supervisory training was offered, as part of atwo-year effort to train all supervisors and managers. For many,this was their first formal training in supervision or management,including some who had been in their positions for many years. Inaddition, leadership training was provided to SES staff.  The Commission will continue to provide as much training aspossible to each of its employees using a variety of trainingvehicles. Many training events were conducted by bringing employeestogether in one central location or several regional locations.This type of face-to-face training has many benefits, including theability to learn from one another as much as from an instructor.Central training is resource intensive, however. The agency willturn to some less resource-intensive alternative trainingapproaches to keep our employees current in their job knowledge andskills. Some of these approaches are:    - Using computer desk-top analytic tools designed to focus fieldoffice activities on areas that significantly enhance the agency'scapability for achieving its mission. The tools guide employeesthrough several steps to conduct sophisticated analyses ofinformation.
  - Developing and sharing a compendium of best practicesthroughout the agency collected through a "change-agent" programpairing union and management-designated staff for each field officewho share leadership in fostering and supporting innovativeapproaches to implementation of the Comprehensive EnforcementProgram (CEP) concepts.
  - Pilot testing and expanding a Quality Peer Review program wherecolleagues assist each other to improve agency performance andshare results.
  - Strengthening the agency's Management Controls Program underthe Federal Managers' Financial Integrity Act (FMFIA) to improvestaff capabilities with, and knowledge of, organizational processesand procedures.
  - Utilizing an EEOC Intranet to provide training and sharerelevant information to enhance employee job knowledge, skills andabilities.
  - Maximizing training resources by preparing internal staff todeliver training on-site using a "train-the-trainer" approach.
  - Developing educational videos to reinforce technical concepts,processes and guidelines related to the Comprehensive EnforcementProgram (CEP).
  - Piloting new approaches to improve work processes by preparingmanagers to adopt team-based methods.
  - Developing and implementing effective succession plans,including the use of skills enhancement opportunities such as theSenior Executive Service Candidate Development Program.
  - Identifying and addressing reasons for staff attrition.
  - Expanding joint initiatives to train staff. For example, infiscal year 2000, 15 EEOC offices partnered with local American BarAssociation (ABA) employer and plaintiff representatives to providetraining to EEOC staff on a variety of topics.
  - Fostering a climate for learning, including providing adequatetime for learning and developing incentives for employees todevelop skills.
  - Initiating customer service improvements, including training toimprove communications skills at initial contact with customers andsurveying customer needs and experiences with agency servicesprovided.
  - Using labor-management partnership councils and other processesto learn about staff skill needs and develop approaches for meetingthose needs and initiate or evaluate customer service efforts andresults.
  - Pilot supervisory/managerial programs to further implement theComprehensive Enforcement Program (CEP) concepts and shift to newmanagement techniques to address a more complex workload in a moresubstantive fashion. The enhancement of supervisory and managerialskills will prepare managers to meet the challenges of leadingothers in a changing environment. The Commission will continue itsefforts to introduce methods for managers to obtain skills neededto deal with conflict, motivate employees, and transition from apeer to a supervisory and team-based role.  3.1.C. Management Challenges to Achieve Objective  The major challenge is to heighten the priority for enhancingskills and providing opportunities for gaining knowledge importantfor doing work differently at a time when demands on staff time arekeen, due to large workloads. An additional challenge is theexpected loss of a substantial portion of the agency's cadre ofmanagement employees over the next 5 years. Also, the agency will becompeting with other agencies and the private sector, especiallyfor critical technical and analytical skills. As a result, retainingtrained staff becomes a higher priority.  3.1.D. Program Evaluations  The Commission has several current program evaluation mechanismsfor programs in this Strategic Objective, but others will beconsidered as follows:    - Survey agency managers about training needs, especially relatedto implementation of the CEP, to guide the allocation of trainingresources.
  - Evaluate training methodologies employed to identify and sharecreative approaches used by field and headquarters offices to meettraining needs.
  - Use and improve computerized data systems (for example, theagency's CATS II System) to identify recurring employeedevelopmental needs.
  - Measure the extent to which staff training initiatives improvethe effectiveness or efficiency of an office's results in keyindicators.
  - Assess customer service initiatives and their impact on workprocesses.  3.1.E. External Factors    - The agency has enhanced its outreach efforts and improved thetimeliness and quality of its charge processing and litigationservices. It is likely that more individuals and constituencygroups will seek Commission services in the future as they becomeinformed about their rights and the Commission's achievements. Inresponse, the Commission will have to increase its level ofservices, maintaining the timeliness and quality expected,requiring difficult priority adjustments and possibly adverselyimpacting on the ability to provide training and staffdevelopment.
  - The agency will be impacted by the difficulty in attractingskilled workers in the future as its current employees leaveservice. Also, the agency will have more difficulty hiringindividuals with particular skills, such as computertechnicians.  3.1.F. Relationship to Annual Performance Goals  The performance plan measures identify approaches that theagency can use to enhance the learning environment. For the pastthree performance plans, measures have broadened for this StrategicObjective beyond exclusively employee training to include otherinitiatives that enhance learning and creativity. The performancemeasures for the Annual Performance Plans under this Strategic Planwill continue to explore ways to train, partner, and create anatmosphere designed to support innovation to improve our work. Inaddition, customer service measures will be introduced to theextent practicable.  3.1.G. Cross-Cutting Issues    - The EEOC is a member of the Small Agency Council, a consortiumof small federal agencies sharing information and limited resourcesfor joint activities, such as training. Expanding these activitiesin the future could benefit the Council and its members.
  - Also, as noted for Strategic Objective 1.1., the EEOC and theDepartment of Labor issued memoranda in 1999 to improve theenforcement of laws prohibiting workplace bias, including bettercoordination and communication and increased training.    Strategic Objective 3.2.  Provide policy direction and guidance toachieve all Strategic Goals.  3.2.A. Outcome(s) Expected    - Create a strategic planning environment to strengthen executivedirection and support for the development and implementation ofagency goals, priorities and budget decisions.
  - Provide clear, concise guidance to improve the understandingand application of policies and procedures by Commission employeesand by private- and federal-sector employers, employees andstakeholder groups.
  - Provide the responsibility and authority for implementingprograms and procedures to the lowest possible organizational leveland measure performance by results obtained.
  - Fully integrate human resources management into planning,budgeting, and evaluation processes.
  - Be a model EEO work place in the federal government.  3.2.B. Means and Strategies for Achieving Objective  The outcomes for this Strategic Objective cover a wide range ofthe agency initiatives to promote executive direction and support.The agency will use the following means and strategies to addressthese outcome areas:    - The agency will design and implement a strategic planningprocess to enhance its development and implementation of agencygoals and priorities. A strategic planning environment will enhancethe development of agency strategic and performance plans,including outcome measures; fully integrate strategic planning andbudgeting processes, including the linkage of budget with goalachievements; cascade agency-wide goals and measures byimplementing organizational or business plans throughout theagency; link responsibility and accountability for achievingagency-wide and organizational goals; broaden employee involvementand understanding of goals and performance measures; and improvethe collection and analysis of external and internal data,including internal cost data, to inform management and enhancedecision-making.
  - The Commission will continue its efforts to update the agency'scompliance manual and issue other interpretive regulatory andpolicy guidance. Clear and concise guidance improves the knowledge,skills and abilities of the agency's employees, improves the casesprocessed, and assists employers and employees and theirrepresentatives involved with the Commission's activities.
  - The agency will use approaches to cascade GPRA goals andobjectives throughout the organization, improving staffunderstanding and management accountability.
  - The agency anticipates important new technological improvementsto its personnel and financial systems to incorporate more humanresources information into planning, budgeting and programevaluations. This information will integrate human resourcecomponents with program operations and assist management inevaluating and improving resource decisions and performanceresults.
  - The Commission will use innovative approaches aimed atimproving the agency's own EEO processes. One approach is theexpansion of an Alternative Dispute Resolution program to addressinternal employee grievances in a way that will have the leastimpact on agency operations and mission achievement. The ADRprogram will enable the Commission to focus its resources onmission-related work rather than EEO complaint processing and otherconflict management.  3.2.C. Management Challenges to Achieve Objective    - Many enforcement issues today are complex and require carefulcrafting of policy statements to assist staff and the publicunderstand their responsibilities under the laws EEOC enforces.These policies require developing deliberations and coordinationefforts to obtain viewpoints from the many differentstakeholders.
  - Integrating a strategic planning approach and results-basedfocus throughout the organization presents challenges for theagency and will require time to take effect.  3.2.D. Program Evaluations  The agency will evaluate planning systems critical to itsability to provide executive direction to achieve its goals andmission. The development of a good planning approach and cascadinggoals and measures throughout the organization will be reviewed todetermine results achieved.  3.2.E. External Factors    - The different interests and viewpoints of a large number ofgroups and individuals are external factors impacting on how theCommission accomplishes its work.  3.2.F. Relationship to Annual Performance Goals  Executive direction is a cornerstone for all other StrategicGoals and Objectives. It is even the foundation for the missionitself. All of the agency's annual performance goals rely uponconsistent and effective direction for their selection andimplementation. Performance goals will be selected with theappropriate direction and support provided to achieve them.  3.2.G. Cross-Cutting Issues  There are no cross-cutting issues for this StrategicObjective.    Strategic Objective 3.3.  Instill a knowledge base by attaining andmaintaining a robust technological competency and through research,analysis and evaluation of organizational components, proceduresand processes.  3.3.A. Outcome(s) Expected    - Implement technological improvements to enhance theeffectiveness and efficiency of the work of the Commission'semployees.
  - Improve the technological capability for public access toCommission information and processes.
  - Assure that computer systems and databases are safeguarded fromunauthorized access.
  - Eliminate or streamline internal support processes andprocedures (e.g., procurement, budget, human resource management,information technology systems) to improve the efficiency andeffectiveness of the agency in achieving its Strategic Goals 1and 2 activities and initiatives.
  - Build research and analytical capabilities to supportCommission operations.
  - Assure that a corps of highly competent human resourcesmanagement professionals is available to assist front-line managersand employees in their efforts to implement and achieve StrategicGoals 1 and 2 activities and initiatives.  3.3.B. Means and Strategies for Achieving Objective  Technology is a critical component of the agency's strategy forachieving its objectives in all areas of its work, including itsmission programs and support operations. To meet the goals andobjectives outlined in this Strategic Plan, the Commission will useinformation technology to increase staff efficiency, evaluateprogram effectiveness, and improve service to our customers. Wehave, and will continue, to provide employees with standardized,state-of-the-art desktop tools to facilitate productivity;implement a sound telecommunications infrastructure to increaseteam work between offices and allow the expeditious sharing ofinformation and resources; develop integrated information systemsto support the management of the Commission's corporateinformation; utilize the Internet to facilitate research andpromote information exchange with our customers; and implement theGovernment Paperwork Elimination Act (GPEA) to allow the public totransact with the Commission electronically.  In FY 1992, EEOC initiated an Information Resources Management(IRM) Strategic Plan to improve the Commission's informationtechnology by applying a strategic approach that meets business andprogram area priorities. The plan consists of four key initiatives:Development of Integrated Information Systems, Establishment ofData Connectivity and Communications, Enhancements to CurrentSystems, and Provisions for Support Services. All four initiativesare interdependent and require that program activities to moveforward in a synchronized manner to achieve information technologyprogram goals.    - Development of Integrated Information Systems  A major component of the IRM Plan is the consolidation andintegration of the agency's information systems. EEOC currently hasmultiple database systems supporting the agency's missionactivities. The lack of integrated systems results in redundantdata entry and storage, duplicate processes and procedures,inadequate data integrity, and difficult information access. TheCommission is developing the Integrated Mission System (IMS) toconsolidate the major mission-related information systems into asingle shared database, improve functionality, expand employeeaccess, and allow for future integration with administrativesystems, including a human resources system. For federal sector EEOmonitoring, this initiative will develop a standardized Federal EEOComplaint Tracking and Reporting System to improve the collectionof data from federal agencies and provide efficient federal EEOcomplaint reports. Also linked to this initiative is thedevelopment and implementation of systems to ensure compliance withSection 508 of the Rehabilitation Act and with the GovernmentPaperwork Elimination Act (GPEA). 
  - Establishment of Data Connectivity and Communications  A second initiative will establish a robust telecommunicationsinfrastructure capable of supporting future integrated informationsystems and provide Commission staff with the ability toeffectively communicate within and among office locations. Thisinitiative supports increased team work between offices through theexpeditious and electronic sharing of information, resources, andexpertise. For an agency whose front line work is spread out acrossthe country, it is critical to the success of our mission that weare able to share information and resources as quickly andefficiently as possible. 
  - Enhancement of Current Systems/Desktop Computing  As the agency continues to implement new technology and developintegrated information systems, we must continue to sustain andenhance the capabilities of the agency's existing informationsystems. This third initiative includes refreshing the Commission'sIT inventory and upgrading applications on a fixed schedule inorder to keep up with technology and continue to provide employeeswith a state-of-the-art environment for processing information andpreparing documents. This includes upgrading laptop systems soemployees can effectively function from remote locations. 
  - Provisions for Support Services  The fourth initiative provides efficient, timely, and expertcomputer support services to agency employees, and enhances thecomputer knowledge/skills of EEOC end-users as well as theexpertise of EEOC technical staff through quality training. Thisinitiative ensures that proper training and support are in placeprior to the deployment of new information systems so staff fullyutilize new technologies in their work to enhance productivity andcustomer service. In addition, the Commission considers universalaccessibility to information a priority for all employees,including individuals with disabilities, and is working to ensurethat all Commission information systems meet the standards foraccessibility as outlined in Section 508 of the RehabilitationAct.  A key focus tied to these initiatives is using methods andestablishing systems that enhance staff knowledge and skills in thearea of computer security and keep up with technologicaldevelopments in the industry to assure the security of our computersystems and databases, including our web site, from unauthorizedaccess.  In addition to technology areas, support programs are criticalto the agency's effectiveness and several strategies will addressthese areas. For example:    - The Commission initiated a review of its internal directivesand will continue this process to identify those that can beupdated, streamlined or eliminated. This initiative identifiesoutdated processes and procedures and other opportunities to saveemployee time and agency resources.
  - Involve outside organizations and individuals in assessmentsand evaluations of the agency and its processes and structure, tothe extent feasible, to introduce other viewpoints foraccomplishing the Commission's goals, including customerinput.
  - Identify and adapt human resources management best practices toenhance the agency's capability to recruit, hire, develop andretain personnel.  3.3.C. Management Challenges to Achieve Objective    - While EEOC's technology infrastructure and data systems arecritical to sound management, information technology is one of thefew discretionary areas of the budget. Balancing resourceallocations, especially for discretionary funds, among othersignificant priorities is a significant challenge. The agency willcontinue to seek methods to implement the critical components ofits technology plans to meet its Strategic Goals andObjectives.
  - With an increase in federal government outsourcing, manycomputer companies have relocated to the Washington, D.C., area,creating intense competition in hiring and retaining theseworkers.
  - With the growing complexity of technology and its ever-changingnature, maintaining staff skills to keep up with emergingtechnology in various areas continues to be a challenge. Commissioncomputer personnel lag behind in technical knowledge because ofincreased funding limitations for training. In addition, IT staffneed to maintain the necessary skills to support employees as theCommission deploys new technologies.  3.3.D. Program Evaluations  The Commission uses proven project management techniques toestablish and monitor time frames, milestones, deliverables,dependencies, and resource requirements. Short term projectevaluations are conducted on an ongoing basis, in accordance withmilestones established in project plans. Long-term projects arereviewed on an annual basis in conjunction with the preparation ofthe agency's budget, its annual performance plans and annualperformance reports, and five-year IT plan.  The Commission will also identify areas to conduct key programevaluations, particularly in the financial and human resourcesprograms, to ensure that front-line programs are able to meetStrategic Goals 1 and 2.  3.3.E. External Factors    - Enactment of laws mandating enhanced agency mission activitiesrequiring increased technology resources for compliance.
  - The migration of the most technologically competent personnelto private industry because the level of compensation offered bythe federal government is not commensurate.  3.3.F. Relationship to Annual Performance Goals  Initially, the performance measures for this Strategic Objectivefocused on agency directives for its staff. Subsequent AnnualPerformance Plan measures began to broaden initiatives for thisObjective to include a wide variety of functions critical toproviding support to the agency's internal and external executivedirection and support functions to increase front-lineeffectiveness. Future measures will continue this trend, providingexecutive direction and support in areas that will further enhanceour front-line programs.  3.3.G. Cross-Cutting Issues  The Commission has engaged in Memoranda of Understanding (MOU)with various government agencies to process data and shareinformation. For example:    - The Commission shares enforcement data with the Office ofFederal Contract Compliance Programs, Department of Labor, fortheir use as they conduct compliance reviews.
  - The agency has established a communications infrastructure toprovide EEOC employees with access to the Census Bureau's EEOsystems, as part of an MOU with the Department of Commerce, toprovide EEOC charge processing support for Year 2000 Censusactivities.    *This page was last modified on October 23, 2000.*  Return to Home Page