U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION

EEOC STRATEGIC PLAN

2022–2026
U.S. Equal Employment Opportunity Commission 1 Strategic Plan 2022–2026

Table of Contents

Message from the Commission..................................................................................................................................2

Introduction ......................................................................................................................................................................3

The Strategic Planning Process..................................................................................................................................4

About the EEOC ...............................................................................................................................................................5

Mission and Vision Statements................................................................................................................................ 11

The EEOC FY 2022–26 Strategic Plan Crosswalk ............................................................................................... 12

Strategic Goal I .............................................................................................................................................................. 14

Strategic Goal II ............................................................................................................................................................. 22

Strategic Goal III............................................................................................................................................................ 28

External Factors Affecting the Achievement of the Strategic Plan ............................................................ 33

Program Evaluations................................................................................................................................................... 34

Acknowledgments....................................................................................................................................................... 35

Appendix A — Strategic Plan National Workgroup......................................................................................... 36

Appendix B — Performance Measures................................................................................................................ 38
U.S. Equal Employment Opportunity Commission 2 Strategic Plan 2022–2026

Message from the Commission

The United States Equal Employment Opportunity Commission (“EEOC,” “agency,” or “Commission”) is pleased to release the agency’s Strategic Plan for Fiscal Years 2022–2026. 

This Strategic Plan will guide the agency as we fulfill our mission of preventing and remedying 

unlawful employment discrimination and advancing equal employment opportunity for all. The 

work of the Commission depends on the daily efforts of over 2,100 dedicated personnel, located 

in its headquarters and 53 field offices across the nation, along with our federal, state, local and 

Tribal partners. In creating the Strategic Plan, we sought input from the EEOC’s workforce in 

addition to the agency’s leadership. We also solicited and received comments from a wide range of 

stakeholders and the public. As a result, the plan is a true reflection of the agency and all those who 

have a stake in our mission.

The Strategic Plan is guided by three values that form the basis of our agency culture and guide our 

daily work:

• Commitment to Equal Employment Opportunity

• Accountability

• Integrity

Commitment to Equal Employment Opportunity: Congress entrusted the Commission with the 

responsibility of enforcing the nation’s employment anti-discrimination laws. These laws reflect 

Congress’ vision of equal opportunity in our nation’s workplaces. To honor the trust that has been 

given us, we must have an unwavering commitment to carrying out that vision.

Accountability: Like all federal agencies, the EEOC is accountable to the public it serves. We must 

therefore continue to demand excellence in ourselves and have systems in place to hold us accountable. 

To this end, the Commission must ensure that the resources entrusted to us are used to advance the 

agency’s mission, that the EEOC workforce has adequate training, and that the agency consistently 

implements effective processes that are periodically evaluated and updated, as appropriate.

Integrity: The Commission has an obligation to be impartial as it investigates charges in the private 

sector and adjudicates cases in the federal sector. If we conclude that unlawful discrimination 

has occurred, we have an obligation to advance the public interest and work to remedy the harm 

caused by discrimination. Moreover, every person we serve or with whom we interact in the 

performance of our duties and every member of the EEOC workforce is entitled to be treated with 

respect, courtesy, and professionalism.

In keeping with these values, the Strategic Plan builds on the Commission’s successes and 

challenges us to do more. It requires us to take a critical look at what we have accomplished and 

explore where there is room to improve. The plan prioritizes a coordinated, holistic approach to 

preventing discrimination and enforcing the law, recognizing that while external factors outside of 

the agency’s control may impact the EEOC’s yearly progress, we must continue to steadfastly pursue 

our mission in service to the American public.
U.S. Equal Employment Opportunity Commission 3 Strategic Plan 2022–2026

Introduction

Equal opportunity for all is one of our nation’s most cherished and hard-fought values. Since 1965, the United States Equal Employment Opportunity Commission (“EEOC,” “agency,” or 

“Commission”) has been the leading federal law enforcement agency dedicated to preventing and 

remedying employment discrimination and advancing equal opportunity for all in the workplace. 

The Strategic Plan for Fiscal Years 2022–2026 (“Strategic Plan”) establishes a framework for achieving 

the EEOC’s mission to “prevent and remedy unlawful employment discrimination and advance 

equal employment opportunity for all,” so that the nation might realize the Commission’s vision of 

“fair and inclusive workplaces with equal opportunity for all.” 

To accomplish this mission and realize this vision, the EEOC will pursue the following strategic goals 

and objectives: 

1. Combat and prevent employment discrimination through the strategic application

of the EEOC’s law enforcement authorities. The corresponding objectives are: 1) The

agency has a broad impact on preventing and remedying employment discrimination while

providing meaningful relief for victims of discrimination; and 2) The agency exercises its

enforcement authority fairly, efficiently, and based on the circumstances of each charge or

complaint.

2. Prevent employment discrimination and advance equal employment opportunities

through education and outreach. The corresponding objectives are: 1) Members of the

public are aware of employment anti-discrimination laws, EEOC enforcement actions, and

know their rights and responsibilities under these laws; and 2) Employers, federal agencies,

unions, and staffing agencies have the information and guidance necessary to advance equal

employment opportunity, prevent discrimination, and effectively resolve EEO issues.

3. Strive for organizational excellence through our people, practices, and technology. The

corresponding objectives are: 1) The EEOC achieves a culture of accountability, inclusivity,

and accessibility; and 2) Resources align with priorities to strengthen intake, outreach,

education, enforcement, and service to the public to protect and advance civil rights in the

workplace.

The plan also presents clear and realistic strategies for achieving each of the three strategic goals 

and identifies 15 performance measures (with appropriate interim targets1) to track the EEOC’s 

progress as it approaches FY 2026.

1

 OMB Circular No. A-11, Section 230.5 (2022), requires federal agencies to establish performance goals, measures, and targets 

aligned to the agency’s objectives in the strategic plan, among other requirements. 
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The Strategic Planning Process 

The Government Performance and Results Act Modernization Act requires executive departments, government corporations, and independent agencies to develop and post a Strategic Plan on their 

public websites every four fiscal years. The plan must include at least the following: 

• A mission statement covering the major functions and operations of the agency;

• General goals and objectives to achieve those goals;

• A description of how these goals and objectives are to be achieved; and

• An identification of key factors external to the agency and beyond its control that could

significantly affect the achievement of its general goals and objectives.

The head of each agency is also required to issue an annual performance plan covering each 

program activity set forth in the agency’s budget. This performance plan is a complement to the 

agency’s strategic plan and establishes performance goals that define the level of performance that 

will be achieved during the year in which the plan is submitted and the next fiscal year; expresses 

such goals in an objective, quantifiable, and measurable form; describes how the performance 

goals will contribute to the general goals and objectives established in the agency’s strategic plan; 

and describes how the performance goals will be achieved. In addition, the performance plan must 

establish a balanced set of performance indicators to be used in measuring or assessing progress 

toward each performance goal; provide a basis for comparing actual program results with the 

established performance goals; describe how the agency will ensure the accuracy and reliability of 

the data used to measure progress toward its performance goals; and describe major management 

challenges the agency faces and identify how the agency plans to address them. 

The development of a strategic plan and annual performance plans require an agency’s leadership 

to reflect upon the agency’s statutory mission, reassess prior goals and objectives, and identify any 

new goals and objectives that will enable the agency to meet its statutory mission. The plans also 

inform Congress and the public of key factors external to the agency that may affect the agency’s 

ability to carry out its mandate.
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About the EEOC 

The EEOC was created in direct response to the historic 1963 March on Washington for Jobs and Freedom. The agency first opened its doors on July 2, 1965. The mandate and authority of the 

EEOC was set forth in Title VII of the Civil Rights Act of 1964 and expanded in later laws enacted by 

Congress. Over nearly six decades, our jurisdiction has grown and now includes the following statutes: 

• Title VII of the Civil Rights Act of 1964 (Title VII), as amended, prohibits employment

discrimination based on race, color, religion, sex (including pregnancy, sexual orientation,

and gender identity), and national origin.

• The Age Discrimination in Employment Act of 1967 (ADEA), as amended, prohibits

employment discrimination against workers age 40 and older.

• The Pregnancy Discrimination Act of 1978 (PDA) amended Title VII to clarify that

discrimination based on pregnancy, childbirth, or related medical conditions constitutes

sex discrimination and requires employers to treat women affected by pregnancy,

childbirth, or related medical conditions the same as any other employees with

temporary disabilities with respect to terms and conditions of employment, including

health benefits.

• The Equal Pay Act of 1963 (EPA) (included in the Fair Labor Standards Act), as amended,

prohibits sex discrimination in the payment of wages to men and women performing

substantially equal work in the same establishment.

• Titles I and V of the Americans with Disabilities Act of 1990 (ADA), as amended,

prohibit employment discrimination based on disability by private and state and

local government employers. Sections 501 and 505 of the Rehabilitation Act of

1973 provide the same protections for federal employees and applicants for federal

employment.

• Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA) prohibits

employment discrimination based on an applicant’s or employee’s genetic information

(including family medical history).

• The Pregnant Workers Fairness Act (PWFA) requires covered employers to

provide reasonable accommodations to a qualified applicant’s or employee’s known

limitations related to pregnancy, childbirth, or related medical conditions, unless the

accommodation will cause the employer an undue hardship.
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Together, these laws protect individuals from employment discrimination (including unlawful 

harassment) based on race, color, religion, sex (including pregnancy, sexual orientation, and 

gender identity), national origin, age, disability, and genetic information. They also make it 

illegal to retaliate against a person for opposing employment discrimination, filing a charge of 

discrimination, or participating in an employment discrimination proceeding. Finally, provisions 

in the ADA, the Rehabilitation Act, and GINA strictly limit covered entities from obtaining healthrelated information from applicants and employees and require that any genetic or medical 

information a covered entity has about an applicant or employee be kept confidential. 

Most of these laws apply to private and state and local government employers with 15 or more 

employees, labor organizations, employment agencies, and the federal government (“covered 

entities”). (The ADEA applies to state and local governments and to private employers with 20 

or more employees; there is no minimum employee requirement under the EPA.) Title VII and 

Executive Order 12067 also authorize the EEOC to coordinate and lead the federal government’s 

efforts to combat workplace discrimination.
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Leadership and Organization 

The Commission is composed of five members, not more than three of whom may be members of 

the same political party. Members of the bipartisan Commission are appointed by the President 

and confirmed by the Senate for a set term of five years. The President designates one member 

of the Commission to serve as Chair. The President also may designate a Vice Chair. The Chair is 

responsible, on behalf of the Commission, for the administrative operations of the agency. 

The EEOC’s General Counsel is also appointed by the President and confirmed by the Senate for a 

term of four years. The General Counsel is responsible for the conduct of litigation pursuant to the 

agency’s statutory authorities. 

EEOC Organizational Structure
U.S. Equal Employment Opportunity Commission 8 Strategic Plan 2022–2026

Enforcement 

Private and State and Local Government Sectors. There are two major enforcement mechanisms 

available to the EEOC in the private and state and local government sectors. The first is the 

investigation and conciliation (also called the “administrative process”) of charges brought by an 

individual or by a Commissioner alleging discrimination. The second is the litigation process — the 

bringing of individual, class, and systemic, including pattern or practice, cases, in federal court against 

a covered entity that the agency believes has violated one or more of the laws the EEOC enforces. 

An individual may file a private discrimination lawsuit against a covered entity under the laws 

enforced by the EEOC; however, the individual must first file a charge of discrimination with the 

agency. (The person filing a charge is generally known as a “charging party” and the organization 

against whom the charge is filed is known as a “respondent.”) Congress created this administrative 

exhaustion requirement to provide the EEOC with the opportunity to determine if there is 

reasonable cause to believe discrimination has occurred and to provide an opportunity for 

voluntary resolution where possible. A member of the Commission may also file a charge alleging 

discrimination under Title VII, the ADA, the PWFA, or GINA, known as a Commissioner Charge. In 

addition, the EEOC may initiate directed investigations under the EPA and the ADEA. No charging 

party is required for a Commissioner Charge or an agency-initiated directed investigation; however, 

both are filed on behalf of aggrieved individuals. 

Since 1995, the EEOC has offered an alternative dispute resolution (“ADR”) process to resolve certain 

charges prior to the initiation of investigation. The respondent and charging party are invited to 

voluntarily mediate these charges. During mediation, the focus is not on whether the law has been 

violated, but rather whether the issue can be resolved to the parties’ mutual satisfaction. Following a 

pilot conducted from July 2020 through January 2021, the EEOC adopted procedures that increase 

flexibility in the process, including the expanded use of virtual mediations, the effectiveness of 

which was confirmed both during the pilot and through later research.

Charges not resolved in mediation are investigated to determine if there is reasonable cause to 

believe discrimination has occurred. The EEOC is authorized to issue administrative subpoenas 

in aid of its investigations. If reasonable cause is found, the agency provides the respondent an 

opportunity to remedy the discriminatory practice(s) through conciliation.

If the matter is not successfully conciliated, the EEOC generally is authorized to bring a civil action 

against the respondent in federal court. If, however, the respondent is a state or local employer and 

the case is under Title VII, the ADA, the PWFA, or GINA, only the U.S. Attorney General is authorized 

to sue. Thus, if the EEOC’s investigation of a charge against a state or local government employer 

concludes that there is reasonable cause to believe discrimination occurred, the EEOC refers the 

matter to the Department of Justice. A charging party may also intervene in cases under Title VII, 

the ADA, the PWFA or GINA where the government pursues litigation. The agency and the Attorney 

General are also authorized to issue Notices of Right to Sue to charging parties who wish to 

institute private litigation under Title VII, the ADA, the PWFA, or GINA. Notices of Right to Sue are not 

necessary for a charging party to file suit under the ADEA or EPA. 
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Congress also has authorized the agency to cooperate with state and local Fair Employment 

Practices Agencies (FEPAs), which are responsible for administering state or local fair employment 

laws, and to enter into agreements with these agencies to undertake investigation and conciliation 

of charges that would otherwise be investigated and conciliated by the EEOC. The EEOC currently 

has work sharing agreements with 91 state and local FEPAs. 

The agency also partners annually with more than 60 Tribal Employment Rights Offices (TEROs) to 

promote equal employment opportunity on or near Native American/Alaska Native reservations or 

tribal lands. In FY 2021, pursuant to Executive Order 13175, for the first time, the EEOC engaged in 

consultations with Tribal leaders to develop an agency-wide process for consultation and to expand 

outreach to people on tribal lands to ensure they know their rights under the federal laws EEOC 

enforces. This outreach goes beyond the contracted TEROs to include all federally recognized tribes.

Federal Government Sector. Title VII and other employment anti-discrimination laws guarantee 

that personnel actions affecting federal employees or applicants for employment by federal 

agencies “shall be made free from any discrimination” based on race, color, religion, sex, 

national origin, age, disability, or genetic information. Federal employees also are protected 

against retaliation for complaining about discrimination, filing a complaint of discrimination, or 

participating in an employment discrimination proceeding. The restrictions on the acquisition 

and disclosure of genetic and other medical information that apply to private and state and local 

government employers under the ADA and GINA also apply to federal agencies. The EEOC is 

charged with both adjudicatory and oversight responsibilities regarding this guarantee. 

Federal employees or applicants (“complainants”) who believe they have been subjected to 

unlawful employment discrimination must first contact their agency’s equal employment 

opportunity (“EEO”) counselor, who will provide them with the choice of participating either in 

EEO counseling or in a federal alternative dispute resolution program. If the matter is not settled 

during counseling or through ADR, the complainant may file a formal complaint with their agency’s 

EEO office, and the agency must investigate if it determines the complaint meets jurisdictional and 

other requirements. While the investigatory processes of an agency are governed by procedural 

regulations issued by the EEOC, an agency has full control over the investigation itself. 

After the investigation, the complainant is given the option of requesting a hearing with an EEOC 

administrative judge (AJ) or receiving a final decision from the agency. If the complainant chooses a 

hearing, the AJ will review the claim and issue a decision. The agency must then take final action on 

the complaint by issuing a Final Order implementing the AJ’s decision or, if it disagrees with the AJ’s 

decision, appealing the decision to the EEOC’s Office of Federal Operations.

If the complainant chooses not to request a hearing, the agency, not the EEOC, will issue a Final 

Agency Decision (“FAD”) on the merits of the complaint. If the complainant is dissatisfied with either 

the AJ’s decision or the FAD issued by the agency, the complainant may file an appeal with EEOC’s 

Office of Federal Operations. If either party files an appeal, the EEOC Office of Federal Operations 

will review the AJ or agency decision, make a formal determination, and issue a final decision. 

Complainants may pursue their claims in federal court if a final decision is not issued within 180 

days of the date their complaint or the EEOC appeal was filed. 
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The EEOC is authorized to provide appropriate remedies to a federal complainant, including 

reinstatement, back pay, and damages. Relief ordered by the EEOC is binding on an agency, except 

in limited circumstances, and an agency may not appeal an adverse decision in federal court. 

A federal complainant may file a lawsuit in federal court if the complainant receives an adverse 

decision from the EEOC. 

The EEOC also has oversight responsibilities in the federal sector, with the authority to review, 

approve, and evaluate federal agency EEO plans and affirmative action programs and to review 

and evaluate the operation of all federal agency EEO programs. The EEOC conducts comprehensive 

reviews of federal agencies’ EEO programs and their progress toward attaining model EEO status 

under Management Directive 715. Each review is tailored to the individual agency’s situation and 

may include a written workforce analysis by race, sex, national origin, and disability. A review also 

aids in identifying barriers to equal opportunity at an agency and helps formulate plans to eliminate 

such barriers. The program evaluations may be conducted on site and may result in remedial 

recommendations and a schedule of compliance reports. 

Education and Outreach 

In addition to administrative and legal enforcement, the EEOC is required to provide technical 

assistance and training regarding the laws and regulations it enforces. The EEOC fulfills this mandate 

in the private, state and local government, and federal sectors by conducting no-cost and fee-based 

outreach and technical assistance education programs. The EEOC also issues a range of resources, 

including guidance approved by the Commission, technical assistance documents, and digital 

media that explain existing legal requirements in non-technical language. 
U.S. Equal Employment Opportunity Commission U.S. Equal Employment Opportunity Commission 11 Strategic Plan 2022–2026

Mission and Vision Statements

The EEOC’S Mission is to:

Prevent and remedy unlawful employment 

discrimination and advance equal 

employment opportunity for all.

The EEOC’S Vision is:

Fair and inclusive workplaces with 

equal opportunity for all.

Strategic Plan 2022–2026
U.S. Equal Employment Opportunity Commission 12 Strategic Plan 2022–2026

The EEOC FY 2022–26 Strategic Plan Crosswalk

OBJECTIVE STRATEGY PM2

Strategic Goal I

I.A.: The agency 

has a broad impact 

on preventing 

and remedying 

employment 

discrimination while 

providing meaningful 

relief for victims of 

discrimination.

I.A.1: Rigorously and consistently implement the Strategic 

Enforcement Plan (SEP) to focus resources on EEOC priorities, 

integrating agency responsibilities and activities.

3, 3a, 3b, 

3c

I.A.2: Use administrative and litigation mechanisms to identify and 

eradicate discriminatory policies and practices, including systemic 

practices.

1, 2

I.A.3: Use the EEOC’s decisions and oversight activities to eradicate 

discriminatory policies and practices in federal agencies. 4, 5

I.A.4: Seek effective remedies to end discriminatory practices and 

deter future discrimination. 4, 4a

I.A.5: Seek remedies that provide meaningful relief to individual 

victims of discrimination. 1, 4

I.B.: The agency 

exercises its 

enforcement authority 

fairly, efficiently, 

and based on the 

circumstances of each 

charge or complaint.

I.B.1: Rigorously and consistently implement charge management 

for private sector and state and local government charges, aligned 

with the SEP.

6, 6b, 7, 7a, 

7b

I.B.2: Rigorously and consistently implement case management for 

federal sector hearings and appeals aligned with the SEP. 6, 6a

Strategic Goal II

II.A.: Members of 

the public are aware 

of employment 

discrimination laws 

and EEOC enforcement 

actions and know 

their rights and 

responsibilities under 

these laws.

II.A.1: Leverage technology and use innovative strategies to 

expand EEOC’s reach to diverse populations. 8, 10

II.A.2: Target outreach to vulnerable workers and underserved 

communities. 8, 9, 10

II.B.: Employers, federal 

agencies, unions, 

and staffing agencies 

have the information 

and guidance 

necessary to advance 

equal employment 

opportunity, prevent 

discrimination, and 

effectively resolve EEO 

issues.

II.B.1: Leverage technology and media to expand EEOC’s reach 

to employers and other covered entities and to ensure broad 

awareness of EEOC’s litigation and other enforcement efforts, to 

the extent they may be made public.

8, 11

II.B.2: Promote promising practices that employers can adopt to 

prevent discrimination in the workplace. 9

II.B.3: Target outreach to small, new, and disadvantaged/

underserved employers. 9

II.B.4: Foster partnerships linking federal agencies to shared EEO 

resources and services. 11

Strategic Goal II

Correlated Strategies

II.A.3/II.B.5: Provide up-to-date, accessible guidance and training 

on the requirements of employment discrimination laws. 10

II.A.4/II.B.6: Increase the knowledge of targeted audiences through 

focused, innovative collaborations with internal and external 

stakeholders.

8, 9

II.A.5/II.B.7: Provide the infrastructure needed to support the 

development and delivery of online outreach and education. 8, 10

II.A.6/II.B.8: Ensure support services that promote the accessible 

delivery of outreach and education. 8, 10

2

 The Performance Measures are discussed in the Strategic Goal sections and in Appendix B.
U.S. Equal Employment Opportunity Commission 13 Strategic Plan 2022–2026

OBJECTIVE STRATEGY PM

Strategic Goal III

III.A.: The EEOC 

achieves a culture 

of accountability, 

inclusivity, and 

accessibility.

III.A.1: Recruit, develop, and retain talented employees. 12

III.A.2: Advance performance management to maximize 

organizational improvement. 13

III.A.3: Enhance diversity, equity, inclusion, and accessibility in the 

workplace. 12

III.A.4: Develop and support innovation and collaboration to 

advance employee engagement and morale. 12

III.A.5: Promote a culture of continuous improvement. 12, 13

III.A.6: Foster constructive employee and labor management 

relations. 12

III.A.7: Strive to be a model employer and to promote equal 

employment opportunity. 12

III.A.8: Develop and implement a robust leadership and succession 

plan. 12

III.B.: Resources align 

with priorities to 

strengthen intake, 

outreach, education, 

enforcement, and 

service to the public to 

protect and advance 

civil rights in the 

workplace.

III.B.1: Expand the use of technology to better serve the public and 

improve productivity. 13

III.B.2: Leverage the use of data, analytics, and information 

management to support, evaluate, and improve the agency’s 

programs and processes.

13, 14

III.B.3: Prioritize and actively manage available fiscal resources to 

best achieve the agency’s mission. 15

The EEOC FY 2022–26 Strategic Plan Crosswalk continued
U.S. Equal Employment Opportunity Commission 14 Strategic Plan 2022–2026

Strategic Goal I

COMBAT AND PREVENT EMPLOYMENT DISCRIMINATION THROUGH THE 

STRATEGIC APPLICATION OF EEOC’S LAW ENFORCEMENT AUTHORITIES

Strategic Goal I, to combat and prevent employment discrimination through the strategic application of the EEOC’s law enforcement authorities, reflects the EEOC’s primary mission of preventing unlawful 

employment discrimination through: 1) the administrative (investigation and conciliation) and litigation 

enforcement mechanisms applicable to private employers, labor organizations, employment agencies, 

and state and local government employers, that Congress entrusted to the EEOC; and 2) the adjudicatory 

and oversight mechanisms for federal employers that Congress entrusted to the EEOC.

There are two objectives for Strategic Goal I:

Strategic Objective I.A.: The agency has a broad impact on preventing and remedying 

employment discrimination while providing meaningful relief for victims of discrimination. 

Strategic Objective I.B.: The agency exercises its enforcement authority fairly, efficiently, and 

based on the circumstances of each charge or complaint. 

Strengthening the Capacity of the Agency in the Private, Public, and Federal Sectors

In the past three years, the EEOC has received an annual average of approximately 67,400 private sector 

charges of discrimination,3 more than 8,300 requests for federal sector hearings, and 4,300 requests 

for federal sector appeals.4 The large number of individual charges of discrimination and federal sector 

requests for hearings and appeals that the EEOC receives requires the EEOC to think strategically about 

how to allocate its resources to ensure the strongest impact possible in its efforts to stop unlawful 

employment discrimination. 

Since at least 1995, the Commission has categorized charges for priority handling based on the 

likelihood of an investigation resulting in a finding of reasonable cause to believe that discrimination 

has occurred. Charge prioritization is a continuous process that occurs throughout the life of a charge; 

in each case, the investigation should be appropriate to the charge, considering the EEOC’s resources. 

In 1996, the Commission adopted a National Enforcement Plan (“NEP”) and required District Offices 

to develop Local Enforcement Plans. The NEP worked in tandem with Priority Charge Handling 

Procedures (PCHP) so that agency investigators and litigators could focus their resources strategically. 

3

 U.S. Equal Employment Opportunity Commission, EEOC Enforcement and Litigation Statistics, All Statutes (Charges filed 

with EEOC), FY 1997-FY 2022, https://www.eeoc.gov/data/charge-statistics-charges-filed-eeoc-fy-1997-through-fy-2022 

4

 U.S. Equal Employment Opportunity Commission, FY 2023 Congressional Budget Justification Report, Fiscal Year 2023 Congressional 

Budget Justification | U.S. Equal Employment Opportunity Commission (eeoc.gov).
U.S. Equal Employment Opportunity Commission 15 Strategic Plan 2022–2026

Building on the NEP, in 2000, the Commission developed a Comprehensive Enforcement Program 

that created best practices for the internal administrative processing of the agency. In December 

2012, the NEP was replaced by the Commission’s Strategic Enforcement Plan for Fiscal Years 2013-

2016, which established the Commission’s substantive area priorities and strategies and integrated 

these priorities into PCHP.

The Commission’s Systemic Program

In 2006, the Commission adopted its Systemic Initiative, now known as its Systemic Program5. This 

initiative made the identification, investigation, and litigation of systemic discrimination cases 

(pattern or practice, policy, and/or class cases where the alleged discrimination has a broad impact 

on an industry, profession, company, or geographic area) a top priority. The Systemic Initiative 

also ensured that the EEOC had a coordinated, strategic, and effective approach to such cases. The 

Initiative required the agency to effectively use its administrative and litigation tools — including 

Commissioner Charges, directed investigations, and the strategic use of empirical data — to identify 

and stop discriminatory policies and other instances of systemic discrimination. After conducting a 

review of the EEOC’s systemic work over a ten-year period, on July 7, 2016, the Commission issued a 

report on its assessment of that work, “Advancing Opportunity: A Review of the Systemic Program of 

the U.S. Equal Employment Opportunity Commission.”6 The report reviewed the highlights and lessons 

learned from the agency’s successes and challenges following the 2006 Systemic Task Force Report. 

Establishing Substantive Area Priorities Using the Strategic Enforcement Plan

In December 2012, the Commission issued a Strategic Enforcement plan (“SEP”) for Fiscal Years 

2013-2016 as a successor to the 1996 NEP. The SEP established substantive area priorities and 

set forth strategies to integrate the EEOC’s private, public, and federal sector activities to have a 

sustained impact in advancing equal employment opportunity. The Commission reaffirmed its 

substantive area priorities with some modifications in the Fiscal Year 2017-2021 SEP.7 The EEOC is in 

the process of updating the SEP for Fiscal Years 2023-2027. 

5 See Systemic Enforcement at the EEOC | U.S. Equal Employment Opportunity Commission 6 See Advancing Opportunity A Review of the Systemic Program of the U.S. Equal Employment Opportunity Commission | U.S. 

Equal Employment Opportunity Commission (eeoc.gov)

7

 Although the original term of the FY 2017-2021 SEP has expired, that SEP remains in effect until superseded, modified or withdrawn by vote of a majority of members of the Commission. See https://www.eeoc.gov/us-equal-employment-opportunitycommission-strategic-enforcement-plan-fiscal-years-2017-2021.
U.S. Equal Employment Opportunity Commission 16 Strategic Plan 2022–2026

The EEOC’s strategies for achieving Strategic Objective I.A. are:

Strategy I.A.1: Rigorously and consistently implement the SEP to focus resources on EEOC 

priorities, integrating agency responsibilities and activities.

Strategy I.A.2: Use administrative and litigation mechanisms to identify and eradicate 

discriminatory policies and practices, including systemic practices.

Strategy I.A.3: Use the EEOC’s decisions and oversight activities to eradicate discriminatory 

policies and practices in federal agencies.

Strategy I.A.4: Seek effective remedies to end discriminatory practices and deter future 

discrimination.

Strategy I.A.5: Seek remedies that provide meaningful relief to individual victims of discrimination.

The strategies for achieving Strategic Objective I.B. are:

Strategy I.B.1: Rigorously and consistently implement charge management for private sector 

and state and local government charges, aligned with the SEP.

Strategy I.B.2: Rigorously and consistently implement case management for federal sector 

hearings and appeals aligned with the SEP.

Performance Measures for Strategic Goal 1, Strategic Objectives I.A. and I.B.

The EEOC developed seven performance measures, four of which have corresponding sub-measures, 

to track its progress in achieving its strategic objectives for Strategic Goal I. 

Performance Measure 1 for Strategic Objective I.A.: By FY 2025, 90% of EEOC conciliations and 

litigation resolutions contain targeted, equitable relief and that level is maintained through FY 2026.

FY 2022 86–88%.

FY 2023 Increase target to 87–89%.

FY 2024 Increase target to 88–90%.

FY 2025 Maintain target of 90%.

FY 2026 Maintain target of 90%.

An important activity undertaken by the EEOC is negotiating resolutions of charges after an 

investigation has determined there is reasonable cause to believe that unlawful employment 

discrimination has occurred. It is neither appropriate nor feasible to set a target for the number of 

reasonable cause determinations the agency makes, because every investigation is dependent on 

the facts of the case. However, it is appropriate to set an objective for the type of relief that should 

be sought in case resolutions once reasonable cause has been found.
U.S. Equal Employment Opportunity Commission 17 Strategic Plan 2022–2026

Performance Measure 1 is designed to encourage the EEOC to seek relief that goes beyond 

monetary damages for individual victims of discrimination. While it is vital that the EEOC seeks 

meaningful relief for individuals, the Commission’s ultimate goal must be to protect all employees 

and jobseekers from unlawful discriminatory practices.

Targeted, equitable relief includes any non-monetary and non-generic relief that explicitly 

addresses the discriminatory employment practices at issue in the case, and which provides 

remedies to the aggrieved individuals or prevents similar violations in the future. Such relief may 

include customized training for supervisors and employees, development of policies and practices 

to deter future discrimination, and external monitoring of employer actions, as appropriate.

Performance Measure 2 for Strategic Objective I.A.: In each year through FY 2026, the EEOC 

continues to favorably resolve at least 90% of enforcement lawsuits.

FY 2022 Maintain target of 90%.

FY 2023 Maintain target of 90%.

FY 2024 Maintain target of 90%.

FY 2025 Maintain target of 90%.

FY 2026 Maintain target of 90%.

Performance Measure 2 places a premium on maintaining the high level of successful resolutions in 

the EEOC’s litigation program. Successful resolutions include cases decided by favorable court order 

and those concluded through a consent decree or a settlement agreement in litigation. Achieving 

success on this measure will ensure that the EEOC continues to exercise its prosecutorial discretion 

responsibly, while allowing the agency to take on challenging issues and litigate complex cases, 

including cases of systemic discrimination. This measure is significant because the achievement of 

success in cases raising priority issues under the SEP is often challenging and resource-intensive, 

especially in cases involving emerging or developing issues and systemic cases. The EEOC seeks to 

reach and, when possible, exceed these ambitious targets through FY 2026.

Performance Measure 3 for Strategic Objective I.A.: In each year through FY 2026, the EEOC 

increases its capacity to conduct investigations of systemic discrimination through training and 

other resources.

 Sub-Measure 3a.: In each year through FY 2026, the EEOC will provide training to all 

field staff on identifying and investigating systemic discrimination, and at least 90% of 

investigators and trial attorneys will participate in systemic training each year.
U.S. Equal Employment Opportunity Commission 18 Strategic Plan 2022–2026

 Sub-Measure 3b.: By FY 2026, 90% of systemic cause investigations reviewed meet or 

exceed criteria established in the Quality Enforcement Practices Plan.

FY 2022 88%.

FY 2023 Increase target to 88.5%.

FY 2024 Increase target to 89%.

FY 2025 Increase target to 89.5%.

FY 2026 Increase target to 90%.

 Sub-Measure 3c.: By 2026, every District will have at least two dedicated Enforcement Unit 

systemic staff members.

Performance Measure 3 emphasizes expanding the EEOC’s capacity to conduct systemic 

investigations, resulting in a coordinated, strategic, and effective approach to systemic enforcement. 

Refocusing efforts on cases that have a broad impact on an industry, profession, company, or 

geographic region will allow the EEOC to increase its impact on dismantling discriminatory patterns, 

practices, or policies. The Commission is committed to tackling systemic employment discrimination 

in all forms and on all bases. Eliminating systemic barriers to equal opportunity in the workplace will 

allow the EEOC to leverage its work to achieve the greatest impact. Providing training to EEOC staff on 

identification and investigation of systemic cases is critical to the success of these efforts. 

The EEOC has numerous tools to combat systemic discrimination and harassment, including 

outreach and education, technical assistance, and enforcement, and will use all of them to achieve 

change on a broad scale. A robust systemic program is an important part of these efforts and will 

allow the EEOC to advance equal employment opportunity on a national, regional or industry level 

while helping substantial numbers of employees at the same time. 

Performance Measure 4 for Strategic Objective I.A.: By FY 2026, the EEOC will make significant 

progress toward enhanced monitoring of conciliation agreements, leading to a more robust 

compliance program.

 Sub-Measure 4a.: Each year, the EEOC will report on enhancements to its compliance 

monitoring program for conciliation agreements. 

FY 2022 Report issued.

FY 2023 Report issued.

FY 2024 Report issued.

FY 2025 Report issued.

FY 2026 Report issued.
U.S. Equal Employment Opportunity Commission 19 Strategic Plan 2022–2026

Performance Measure 4 recognizes that compliance reviews are critical to ensuring full satisfaction of 

the EEOC’s conciliation agreements. When the EEOC finds reasonable cause to believe discrimination 

has occurred, the agency issues a determination and invites the parties to engage in informal efforts to 

resolve the charge, known as conciliation. Successful conciliation agreements routinely include relief for 

the aggrieved individuals, as well as targeted, equitable relief that explicitly addresses the discriminatory 

employment practices at issue in the case and is designed to prevent similar violations in the future. 

Effective compliance monitoring is critical to the EEOC’s ability to ensure workplaces are free from 

discrimination after the EEOC makes a finding of discrimination.

With an emphasis on progress, Performance Measure 4 will lead to enhanced compliance monitoring, 

including streamlined and standardized procedures, improved tracking and internal reporting 

mechanisms, and related training for EEOC field staff. Collaboration, evaluation, and system 

improvements are critical to this performance measure, and reporting on enhancements will ensure 

meaningful progress.

Performance Measure 5 for Strategic Objective I.A.: By FY 2026, 74% of federal agencies subject 

to oversight activities or compliance reviews change their employment practices based on EEOC 

recommendations.

FY 2022 70% 

FY 2023 Increase target to 71%. 

FY 2024 Increase target to 72%. 

FY 2025 Increase target to 73%.

FY 2026 Increase target to 74%.

Performance Measure 5 recognizes that because the federal government is the largest employer in 

the United States, reducing unlawful employment discrimination in the federal sector is an integral 

part of combatting employment discrimination in the nation’s workplaces. Moreover, as the 

largest employer in the United States, the federal government has tremendous influence over the 

employment practices of private and public employers across the nation and around the world. 

Thus, the promotion of equal employment opportunity in the federal government can positively 

impact all employees and jobseekers.

Each year, the EEOC conducts program evaluations of a sample of federal agencies, focused on an 

array of issues relevant to the agency. The evaluations are summarized, with EEOC recommending 

changes in the agency’s employment practices, if needed. These recommendations include steps 

federal agencies can take to correct any discriminatory practice identified by the evaluation. 

Agencies provide the EEOC with their Compliance Plans in response to the reports. For the baseline 

year of FY 2022, the EEOC reviewed the Compliance Plans issued in FY 2020 and determined 

whether they were implemented successfully and, if not, what corrective action was appropriate. 

Based on the EEOC’s assessment of compliance, a baseline for the number or percent of agencies 

successfully changing practices was established for subsequent years. 
U.S. Equal Employment Opportunity Commission 20 Strategic Plan 2022–2026

Performance Measure 6 for Strategic Objective I.B.: For each year through FY 2026, a significant 

proportion of completed investigations, conciliations, hearings, and federal appeals meet or exceed 

established quality criteria.

 Sub-Measure 6a.: By FY 2026, at least 90% of the EEOC’s charge investigations and 

conciliations meet or exceed criteria established in the Quality Enforcement Practices Plan.

FY 2022 88%.

FY 2023 Increase target to 88.5%.

FY 2024 Increase target to 89%.

FY 2025 Increase target to 89.5%.

FY 2026 Increase target to 90%.

 Sub-Measure 6b.: Each year through FY 2026, at least 90% of the EEOC’s federal sector 

hearings and appeals meet criteria established in the Federal Sector Quality Practices Plan.

Performance Measure 6 builds on the EEOC’s previous Strategic Plan with a metric focused on quality 

in both the private and federal sector programs. In September 2015, the Commission approved a plan 

for Quality Enforcement Practices for Effective Investigations and Conciliations, known as the QEP. The 

QEP promotes the rigorous implementation of quality investigations and conciliations with progress 

goals established for each year of the Plan. In FY 2016, the EEOC applied the criteria established under 

the QEP to a sample of investigations and conciliations to establish benchmarks for offices to use in 

fiscal year 2017. In FY 2018, the EEOC used those benchmarks to begin projecting future targets. The 

EEOC continues to use the FY 2018 baseline for its target projections through FY 2026. The increased 

goals for quality reviews in this plan will strengthen opportunities to constructively resolve cases for 

workers and employers through investigation and conciliation.

Performance Measure 6 also provides targets for quality work in the federal sector. The Federal 

Sector Quality Practices Plan (FSQP) was approved by the Commission on January 10, 2017, and 

includes quality components for hearings and appeals. The FSQP also includes quality criteria for 

the Commission’s oversight of federal agencies when reviewing affirmative employment and barrier 

analysis plans, evaluating federal agency complaint processes, and offering technical assistance to 

federal agencies. During FY 2018, the agency collected baseline data on the quality criteria set forth 

in the FSQP, in a manner similar to what was done to implement the QEP. Following the collection of 

baseline data based on hearings and appeals file reviews and federal agency compliance reviews, 

the agency established benchmarks for FY 2019 and subsequent years, continuing through FY 2026.
U.S. Equal Employment Opportunity Commission 21 Strategic Plan 2022–2026

Performance Measure 7 for Strategic Objective I.B.: By FY 2026, EEOC will enhance its intake 

services to potential Charging Parties, Respondents, and Representatives. 

 Sub-Measure 7a.: By FY 2023, the EEOC will evaluate its intake services, determine 

baseline levels of service, and identify technological solutions and other resources to 

improve and expand accessibility to those services.

 Sub-Measure 7b.: From FY 2024–2026, the EEOC will make yearly progress in improving 

availability of intake interview appointments.

Performance Measure 7 recognizes the importance of intake to the EEOC charge filing process. Intake 

is the first step in the investigative process. On November 1, 2017, the EEOC’s digital charge system 

was launched nationwide, and the EEOC Public Portal became available to individuals to file inquiries 

online and schedule an intake appointment with an EEOC representative. The EEOC’s online intake 

and appointment system standardized and modernized the intake process, resulting in improved 

efficiencies and access for the public. Sub-Measures 7a. and 7b. also are in line with the Government 

Accountability Office’s October 2022 report on the EEOC’s enforcement and outreach efforts, which 

recommended that the agency track intake timeframes to help assess service to the public.

In FY 2022, the EEOC received more than 218,000 inquiries in field offices, including over 160,900 

through the online intake and appointment system, which resulted in the filing of 73,485 charges of 

discrimination. In addition, the EEOC’s Intake Information Group (IIG) received over 475,000 phone 

calls and more than 68,700 emails in FY 2022. The EEOC is committed to improving intake services 

to the public as new challenges emerge, including a continued high demand for intake information 

and appointments. The EEOC will continue to re-evaluate intake processes to innovate, increase 

intake appointment availability and accessibility, and improve overall service to the public. 
U.S. Equal Employment Opportunity Commission 22 Strategic Plan 2022–2026

Strategic Goal II

PREVENT EMPLOYMENT DISCRIMINATION AND ADVANCE EQUAL EMPLOYMENT 

OPPORTUNITIES THROUGH EDUCATION AND OUTREACH

I

nvestigations, mediations, conciliations, and litigation are only some of the means that the EEOC 

uses to fulfill its mission and vision. Title VII expressly requires the agency to engage in education 

and outreach activities, including providing training and technical assistance, on the laws enforced 

by the EEOC. Strategic Objective II, to prevent employment discrimination and advance equal 

employment opportunities through education and outreach, reflects the EEOC’s obligation to deter 

employment discrimination before it occurs. Educational and outreach programs, projects, and 

events are also cost-effective law enforcement tools because they promote understanding of the 

law and voluntary compliance. All parties benefit when the workplace is free of discrimination, and 

everyone has access to equal employment opportunity. 

There are two objectives for Strategic Goal II: 

Strategic Objective II.A.: Members of the public are aware of employment discrimination laws 

and know their rights and responsibilities under these laws; and 

Strategic Objective II.B.: Employers, federal agencies, unions, and staffing agencies have 

the information and guidance necessary to advance equal employment opportunity, prevent 

discrimination, and effectively resolve EEO issues. 

The EEOC aims its education and outreach program primarily toward individuals who historically 

have been subjected to employment discrimination. The Commission also provides outreach 

and education to particularly vulnerable communities that may be unfamiliar with EEO laws, or 

unwilling or unable to exercise their rights under these laws, such as individuals who are new to 

the workforce, immigrants, or migrant workers. Moreover, it is important for the agency to provide 

technical assistance to underserved segments of the employer community, including small, new 

and disadvantaged businesses. Given their size and limited resources, such businesses are often less 

able to take advantage of the EEOC’s training programs and are less likely to have in-house human 

resources professionals to assist them with compliance. In FY 2017, the agency’s Small Business Task 

Force launched a comprehensive website and published numerous resource documents for small 

employers. It is clear, however, that additional efforts are needed to reach small and new businesses. 

The EEOC has a robust education and outreach program that provides both free and fee-based 

opportunities for stakeholders and the public. In FY 2022, the EEOC provided free training on rights and 

responsibilities under its statutes to more than 218,000 individuals at more than 3,000 events. In the 

same year, the EEOC provided fee-based training to nearly 12,000 individuals at more than 280 events.

The EEOC often cooperates with other agencies in the performance of educational and outreach 

activities. The EEOC’s 91 State and local FEPAs and the approximately 62 TEROs, discussed above, 
U.S. Equal Employment Opportunity Commission 23 Strategic Plan 2022–2026

are important partners in this regard, as are the Department of Labor’s Office of Federal Contract 

Compliance Programs and the Department of Justice’s Civil Rights Division.

The EEOC’s efforts to strengthen and focus its education and outreach activities have included 

increasing its use of technology and expanding the EEOC’s social media presence. The EEOC’s 

website provides critical educational materials, including information on the laws the agency 

enforces, the private sector charge and federal sector complaint processes, data, and research. 

The agency has continued to make progress toward making its website more user-friendly and 

accessible. This Plan emphasizes the need to leverage technology to directly reach the agency’s 

varied and wide-ranging audiences—including employees, jobseekers, employers, unions, 

employment agencies, attorneys, judges, issue advocates, and policymakers. In addition, the EEOC 

will continue to enhance its use of social media to promote its education and outreach activities 

and to encourage greater use of the website. 

With a continued focus on providing clear, easy-to-understand materials for a diverse array of 

audiences, this Plan also provides that the EEOC will review its sub-regulatory documents and 

update or augment them as appropriate with accessible and plain language materials.

Finally, continued emphasis on outreach and education in the federal sector is equally important to 

the EEOC’s efforts to promote broad compliance with federal workplace anti-discrimination laws. 

In FY 2022, the EEOC built upon its robust education and outreach program that focuses on both 

free and fee-based education and training opportunities in the federal sector and leveraged the 

use of technology to strengthen and expand the impact of its education and outreach activities. 

In total, the EEOC delivered nearly 200 federal sector outreach, education, and training events, 

and provided more than 18,000 federal sector employees and EEO professionals with information 

about employment discrimination and their rights and responsibilities in the workplace. This Plan 

leverages these activities and relationships to drive the creation of a government-wide network to 

provide information about leading practices in the Federal Sector. 

The agency will employ ten strategies for achieving the goals of Strategic Goal II, including four 

correlated strategies designed to support both strategic objectives under this goal: 

The EEOC’s strategies for achieving Strategic Objective II.A. are: 

Strategy II.A.1: Leverage technology and use innovative strategies to expand EEOC’s reach 

to diverse populations. 

Strategy II.A.2: Target outreach to vulnerable workers and underserved communities. 

The strategies for achieving Strategic Objective II.B. are: 

Strategy II.B.1: Leverage technology and media to expand EEOC’s reach to employers 

and other covered entities and to ensure broad awareness of EEOC’s litigation and other 

enforcement efforts, to the extent they may be made public.

Strategy II.B.2: Promote promising practices that employers can adopt to prevent 

discrimination in the workplace.
U.S. Equal Employment Opportunity Commission 24 Strategic Plan 2022–2026

Strategy II.B.3: Target outreach to small, new, and disadvantaged/underserved employers. 

Strategy II.B.4: Foster partnerships linking federal agencies to shared EEO resources and services.

Correlated strategies under Strategic Goal II include: 

Strategy II.A.3/II.B.5: Provide up-to-date, accessible guidance and training on the 

requirements of employment discrimination laws.

Strategy II.A.4/II.B.6: Increase the knowledge of targeted audiences through focused, 

innovative collaborations with internal and external stakeholders.

Strategy II.A.5/II.B.7: Provide the infrastructure needed to support the development and 

delivery of online outreach and education.

Strategy II.A.6/II.B.8: Ensure support services that promote the accessible delivery of

outreach and education.

The EEOC developed four performance measures to track its progress in achieving its objectives for 

Strategic Goal II.

Performance Measure 8 for Strategic Objectives II.A. and II.B.: By FY 2026, the EEOC leverages 

technology, analytics, and innovative outreach strategies to provide members of the public greater 

access to information about their rights and responsibilities.

FY 2022

The agency will implement and report on at least four projects in which it has 

leveraged technology, analytics, and innovative outreach strategies to increase 

access to information to vulnerable communities consistent with the Strategic 

Enforcement Plan (SEP).

FY 2023

The agency will implement and report on at least four projects in which it has 

leveraged technology, analytics and innovative outreach strategies to increase 

access to information to vulnerable communities consistent with the SEP. 

FY 2024

The agency will implement and report on at least four projects in which it has 

leveraged technology, analytics and innovative outreach strategies to increase 

access to information to vulnerable communities consistent with the SEP, as well as 

how the findings from FY 2023 have been utilized to increase access to information.

FY 2025

The agency will implement and report on at least four projects in which it has 

leveraged technology, analytics and innovative outreach strategies to increase 

access to information to vulnerable communities consistent with the SEP, as well as 

how the findings from FY 2024 have been utilized to increase access to information.

FY 2026

The agency will implement and report on at least four projects in which it has 

leveraged technology, analytics and innovative outreach strategies to increase 

access to information to vulnerable communities consistent with the SEP, as well as 

how the findings from FY 2025 have been utilized to increase access to information.
U.S. Equal Employment Opportunity Commission 25 Strategic Plan 2022–2026

Performance Measure 8 focuses on using technology, analytics and innovative outreach strategies 

to strengthen and expand the impact of the EEOC’s education and outreach activities in reaching 

vulnerable communities consistent with the EEOC’s SEP. This will be accomplished by utilizing 

analytics and metrics to directly measure the impact of each effort to reach communities. If the 

effort is successful, it should be incorporated into the EEOC’s efforts moving forward. If the effort 

does not reach the intended audience—balancing the level of effort with results—then the 

technology or strategy should be modified. By using this process, the EEOC can continue to grow 

and expand its ability to reach vulnerable communities with information critical to expanding equal 

employment opportunity. 

Performance Measure 9 for Strategic Objectives II.A. and II.B.: By FY 2026, participants in 

outreach, training, and technical assistance programs indicate either an improvement in an 

employment policy, practice, or procedure (employer representatives), or an increased knowledge 

of the laws the EEOC enforces (individuals) as a result of their participation.

FY 2022 Begin development of mechanism for reporting on agency-wide outreach events 

and feedback.

FY 2023 Develop mechanism for gathering participant feedback.

FY 2024 Pilot the gathering of participant feedback, make necessary adjustments, and set 

baseline metrics for the measure.

FY 2025 Report on information gathered and how this information has been used to 

facilitate positive changes to outreach programs.

FY 2026 Report on information gathered and how this information has been used to 

facilitate positive changes to outreach programs.

Under the prior Strategic Plan, the Commission’s outreach and education efforts were in part 

measured by the number of sustained partnerships established and maintained with organizations 

that represented (1) vulnerable or underserved communities and (2) small and new businesses. This 

Plan is focusing on the qualitative impact of the outreach provided to the EEOC’s partners and the 

public. While not all participants will make a change to a policy or increase their knowledge of the 

laws the EEOC enforces, this measure can provide the agency with information about common gaps 

in knowledge as well as effective ways to communicate with audiences. By using this information in 

planning and implementing outreach efforts, the agency can have a positive impact on preventing 

discrimination and advancing equal employment opportunity. 
U.S. Equal Employment Opportunity Commission 26 Strategic Plan 2022–2026

Performance Measure 10 for Strategic Objectives II.A. and II.B.: By FY 2026, the EEOC updates 

existing guidance and training materials, and creates new, user-friendly resource tools to address 

and prevent workplace discrimination.

FY 2022 Begin development of priority lists of existing guidance and training materials for 

review and development.

FY 2023 Create cross functional group and begin review and update of at least two 

resource or guidance documents on priority list.

FY 2024 Create or review and update at least two resource or guidance documents on 

priority list. 

FY 2025 Create or review and update at least two resource or guidance documents on 

priority list.

FY 2026 Create or review and update at least two resource or guidance documents on 

priority list.

Performance Measure 10 will ensure that the EEOC’s sub-regulatory guidance documents and 

resource materials are updated to use plain language. The target for FY 2022 is to establish a crossfunctional group representing offices that develop and utilize outreach and public materials to assess 

the status of current resources, identify necessary updates, and establish a schedule that prioritizes 

those most critical for action. The agency’s enforcement work in the private and public sectors, its 

adjudicatory and oversight work in the federal sector, and its outreach and education work all depend 

on the availability of up-to-date and accessible materials explaining the laws the EEOC enforces 

and how to comply with them. While the regulations issued by the Commission set the basic legal 

framework for the implementation of those laws, sub-regulatory materials, including the EEOC’s 

Compliance Manual, provide more tangible assistance to those with rights and responsibilities under 

such laws. These materials may require a vote of the Commission and may include a range of guidance 

material, best practices, Q&A’s, website resources, outreach materials, and fact sheets.
U.S. Equal Employment Opportunity Commission 27 Strategic Plan 2022–2026

Performance Measure 11 for Strategic Objective II.A.: Develop a federal government-wide 

network and repository to share EEO resources and leading practices that are occurring across the 

federal government.

FY 2022 Develop framework for plan for network and repository.

FY 2023 Complete plan for network and repository, including stakeholder input.

FY 2024 Implement the network and repository. Develop baselines and goals for FY 2025 

and FY 2026 to measure the number of users and impact of system. 

FY 2025 Report on the goals and any adjustments made to increase users and impact.

FY 2026 Report on the goals and any adjustments made to increase users and impact.

Performance Measure 11 builds on the leadership and guidance the EEOC provides to federal 

agencies on all aspects of their EEO programs. As part of this role, the EEOC ensures federal agency 

compliance with federal sector regulations; provides technical assistance to federal agencies 

concerning EEO complaint adjudication; monitors and evaluates federal agencies’ affirmative 

employment programs; produces an annual report on federal sector complaint processing, 

appellate case processing, and compliance; produces reports on significant issues and governmentwide trends in the federal sector; develops and distributes federal sector educational material; 

and conducts training for stakeholders. The EEOC embraces and recognizes the value of proactive 

prevention. Thus, in addition to taking remedial actions when agencies fail to comply with the 

EEOC’s appellate orders, regulations, or directives, the EEOC continues and enhances its practice of 

providing technical assistance to agencies on a routine basis, before problems arise.

This Plan leverages EEOC’s existing work and partnerships to develop a government-wide network 

and repository for EEO resources and leading practices. The goal of the new network and repository 

is to facilitate better communication across agencies and create a space for the sharing of practices 

that will positively impact equal employment opportunity in the federal workplace. 
U.S. Equal Employment Opportunity Commission 28 Strategic Plan 2022–2026

Strategic Goal III 

STRIVE FOR ORGANIZATIONAL EXCELLENCE THROUGH OUR PEOPLE, PRACTICES 

AND TECHNOLOGY

Strategic Goal III, achieving organizational excellence, seeks to improve management functions 

with a focus on people, service to the public, information technology, infrastructure enhancement, 

and accountable financial stewardship. These areas are cross-cutting and require integration and 

coordination to promote organizational excellence from internal and external perspectives. 

For the EEOC to accomplish Strategic Goals I and II, it must ensure excellence in its people and the 

service it provides to the public, as well as its effective management of financial and technological 

resources. Strategic Goal III is both stewardship-focused and operational. In recognition of this, 

and to ensure the agency is held accountable for improving its operations where necessary, the 

Commission is including Organizational Excellence as a goal in its Strategic Plan. 

There are two objectives for Strategic Goal III:

Strategic Objective III.A.: The EEOC achieves a culture of accountability, inclusivity, and accessibility. 

Strategic Objective III.B.: Resources align with priorities to strengthen intake, outreach, education, 

enforcement, and service to the public to protect and advance civil rights in the workplace.

The EEOC’s strategies for achieving Strategic Objective III.A. are:

Strategy III.A.1: Recruit, develop, and retain talented employees.

Strategy III.A.2: Advance performance management to maximize organizational improvement.

Strategy III.A.3: Enhance diversity, equity, inclusion, and accessibility in the workplace.

Strategy III.A.4: Develop and support innovation and collaboration to advance employee 

engagement and morale.

Strategy III.A.5: Promote a culture of continuous improvement.

Strategy III.A.6: Foster constructive employee and labor management relations.

Strategy III.A.7: Strive to be a model employer and to promote equal employment opportunity.

Strategy III.A.8: Develop and implement a robust leadership and succession plan.

The strategies for achieving Strategic Objective III.B. are:

Strategy III.B.1: Expand the use of technology to better serve the public and improve 

productivity.
U.S. Equal Employment Opportunity Commission 29 Strategic Plan 2022–2026

Strategy III.B.2: Leverage the use of data, analytics, and information management to support, 

evaluate, and improve the agency’s programs and processes.

Strategy III.B.3: Prioritize and actively manage available fiscal resources to best achieve the 

agency’s mission.

Performance Measure 12 for Strategic Objective III.A.: Effectively allocate people and resources 

to accomplish agency mission goals, within budgetary limitations.

The EEOC developed four performance measures to track its progress in achieving its objectives for 

Strategic Goal III.

FY 2022

Staff the agency at its authorized Full Time Equivalent (FTE) levels and increase 

the total number of employees to effectively enforce EEOC laws and achieve 

the Agency’s mission. Enhance efforts to recruit, hire, train, develop and retain 

a broadly diverse workforce, including veterans, members of underrepresented 

groups, and individuals with disabilities, that is as effective as possible in serving 

America’s racially, ethnically, and culturally diverse population of workers. 

FY 2023

Maintain the EEOC’s authorized FTE levels through hiring and retention and the 

use of nontraditional talent pools and ensure the hiring process is accessible 

to underrepresented groups. Promote the EEOC as a model of diversity, equity, 

inclusion, workplace flexibility, accessibility, and excellence.

FY 2024

Increase the EEOC’s workforce based on authorized budget levels. Expand the use 

of hiring reform programs and appointments (e.g., Pathways Programs, Law Clerk, 

Schedule A and other hiring authorities) to recruit, develop, and retain skilled 

workers for the agency.

FY 2025

Maintain the EEOC’s authorized FTE levels. Use skills gap analysis to guide future 

training and development efforts to close any identified gaps and ensure the 

EEOC’s mission-critical occupations (i.e., EEO Investigator, Trial Attorney, General 

Attorney, Attorney Examiner/AJ, Mediator, and EEO Specialist) have the core competencies to perform successfully and achieve the EEOC’s mission.

FY 2026 Maintain the EEOC’s authorized FTE levels. Provide a variety of professional 

development opportunities for all employees at all grade levels.
U.S. Equal Employment Opportunity Commission 30 Strategic Plan 2022–2026

Performance Measure 12 focuses on recruiting, developing, and retaining a diverse and talented 

workforce with a goal of reaching and maintaining authorized FTE levels by 2026 (subject to budget 

availability) with an emphasis on front-line staff. This performance measure takes a holistic approach, 

using various workforce strategies to return to (and maintain) staffing levels comparable to a decade 

ago, recognizing that the ability to add staff is contingent on final fiscal year spending bills. 

Additionally, the EEOC recognizes the importance of continued diversity efforts and execution of 

Executive Order 14035 — Diversity, Equity, Inclusion, and Accessibility (DEIA) in the Federal Workforce. 

Performance Measure 12’s allocation of resources and workforce planning efforts will also focus 

on deploying a variety of DEIA initiatives and continually monitoring the EEOC’s progress toward 

its principal organizational goal of becoming a model employer that promotes equal employment 

opportunity.   

Performance Measure 13 for Strategic Objectives III.A. and III.B.: Feedback surveys and other 

mechanisms provide measures of satisfaction for EEOC stakeholder experiences.

FY 2022

Improve eeoc.gov feedback surveys, adjusting the measures and targets, as 

necessary. Utilize additional feedback surveys and other mechanisms to obtain 

data regarding process changes that were adopted in response to the pandemic.

FY 2023

Expand feedback surveys and other mechanisms to obtain data and to provide 

measures of satisfaction for additional services, such as the charge filing experience 

and digital services. Review the results at the end of the fiscal year to set targets for 

next year.

FY 2024 With new services baselines developed in FY 2023, set goals for improvement at 

the beginning of the fiscal year and review results at the end.

FY 2025

Set goals for improvement at the beginning of the fiscal year, review/revise 

existing goals as necessary, and expand customer satisfaction surveys/baselines 

to encompass additional services.

FY 2026 With the baselines developed in FY 2025, set goals for improvement at the 

beginning of the fiscal year and review results at the end.

Performance Measure 13 focuses on obtaining feedback on services provided to the EEOC’s 

stakeholders. It supports Strategic Objective III.B., to align resources with agency priorities by 

strengthening intake, outreach, education, enforcement, and service to the public, by obtaining 

and evaluating feedback from the targeted audiences the Commission serves. This feedback 

then provides measurement of the agency’s delivery of services and allows improvements to be 

targeted to areas identified by stakeholders. The EEOC recognizes the importance of examining 

the effectiveness of the Commission’s work, particularly the efficacy of intake, outreach, education, 

guidance, and technical assistance documents, to constantly improve the agency’s ability to serve 

the public and prevent and remedy discrimination. 
U.S. Equal Employment Opportunity Commission 31 Strategic Plan 2022–2026

Performance Measure 14 for Strategic Objective III.B.: Build and deploy charge/case 

management systems for Litigation and Federal Sector program offices. Complete deployment, 

monitor and improve effectiveness of digital charge/case management system for program offices. 

FY 2022 Complete the deployment of the agency’s modernized charge/case management 

system (ARC) for the private sector and state and local programs.  

FY 2023

Complete the deployment of the agency’s modernized charge/case management 

system (ARC). 

Develop baselines and measure the effectiveness of the modernized charge/

case management system. 

FY 2024

Based on the stakeholder feedback gathered in Performance Measure 13 for 

Strategic Objective III.A., link the modernized charge/case management system 

(ARC) to new and redesigned digital services for the agency’s multiple external 

constituencies, including for charging party attorney representatives.  

FY 2025

To improve the effectiveness of the program, develop a plan of actions and 

milestones for the agency’s modernized charge/case management system 

(ARC). Report on progress annually and adjust the plans, as necessary. 

FY 2026

To improve the effectiveness of the program, develop a plan of actions and 

milestones for the agency’s modernized charge/case management system 

(ARC). Report on progress annually and adjust the plans, as necessary.  

With the first portion of the Technology Modernization Fund (TMF) award, the agency developed 

modernized charge management services for EEOC private sector enforcement staff and its 92 

State and Local Government FEPAs. On January 18, 2022, the new Agency Records Center (ARC) 

system went live for 145 EEOC and FEPA offices and more than 2,000 users. This deployment was 

the culmination of 22 months of work, during which the EEOC charge management modernization 

team defined and developed a charge management solution to enable private sector charge 

management processes. 

The second, and final, portion of TMF funding was received in mid-2022, supporting the remaining 

two domains that will be serviced by ARC. The present effort is the development and deployment 

of services to support the agency’s Litigation and Litigation Appeals processes. As this effort heads 

into its testing phases, the agency will begin work on the development and deployment of services 

to support the agency’s Federal Sector Hearing and Appeals processes. 

As the EEOC completes the modernization of its charge/case management systems, the agency 

will seek to maximize its investment in ARC and to provide improved constituent services by 

re-platforming and modernizing its ARC-linked public-facing portals. Performance Measure 14 

seeks to track and assess progress on completing the modernization of and fully utilizing the 

agency’s charge/case management system and related constituent services.
U.S. Equal Employment Opportunity Commission 32 Strategic Plan 2022–2026

Performance Measure 15 for Strategic Objective III.B.: The budget process prioritizes funding for 

the EEOC’s strategic goals.

FY 2022

As part of an overall increase in budget development transparency, produce 

an annual congressional budget justification and operating plan that reflects 

strategic enforcement, outreach and education, and management priorities. 

Meet all submission deadlines. 

FY 2023

As part of an overall increase in budget development transparency, produce 

an annual congressional budget justification and operating plan that reflects 

strategic enforcement, outreach and education, and management priorities. 

Meet all submission deadlines. 

FY 2024

As part of an overall increase in budget development transparency, produce 

an annual congressional budget justification and operating plan that reflects 

strategic enforcement, outreach and education, and management priorities. 

Meet all submission deadlines. 

FY 2025

As part of an overall increase in budget development transparency, produce 

an annual congressional budget justification and operating plan that reflects 

strategic enforcement, outreach and education, and management priorities. 

Meet all submission deadlines. 

FY 2026  

As part of an overall increase in budget development transparency, produce 

an annual congressional budget justification and operating plan that reflects 

strategic enforcement, outreach and education, and management priorities. 

Meet all submission deadlines. 

By developing a strong and clear message for use in budget documents and other publications, 

the EEOC demonstrates the nexus between its budget requests, allocations and operating plans 

and the achievement of its mission and vision. A universal understanding of how the strategic 

goals and objectives direct the work of the agency is necessary for success. The EEOC will achieve 

this common understanding in various ways, including integrating Strategic Plan objectives with 

performance standards and ensuring that budget submissions from each component office explain 

how the agency’s resources implement the goals and objectives of the Strategic Plan. 
U.S. Equal Employment Opportunity Commission 33 Strategic Plan 2022–2026

External Factors Affecting the Achievement of the 

Strategic Plan

Many factors outside the EEOC’s control will affect its ability to achieve the objectives set forth in the Strategic Plan. These factors include upcoming budgetary appropriations, demographic 

changes in the country, court decisions, passage of new laws, and technological advances. The 

Commission contemplated the following external factors in drafting this plan. 

• Budgetary Factors. The Strategic Plan assumes no significant funding fluctuations. 

Therefore, while budgetary decreases would not change the overall structure of the 

plan, they would impact how quickly or completely the agency could achieve some of 

the plan’s objectives. Regardless of budgetary changes, the Commission will continue 

to review available resources and priorities to ensure the appropriate allocation of funds 

across program areas. 

• Demographic Factors. Demographic changes in the country, including migration 

patterns, educational levels of the population, the aging of the population, and the size 

of the population, as well as economic factors will necessarily impact the EEOC’s work. For 

example, large-scale industry layoffs or other changes such as the COVID-19 pandemic 

or other public health threats may trigger a significant influx of charges, straining staff 

capacity to timely process or resolve them. Population shifts may result in increased charge 

receipts at some field offices, but budget constraints may not allow for hiring additional 

staff or shifting workloads among offices. Moreover, as populations shift, the agency may 

need to reassess the size and location of its offices. 

• Legal Factors. All federal agencies are impacted by legal changes, but this is particularly 

true of law enforcement agencies. Interpretation of the laws the EEOC enforces by the 

U.S. Supreme Court may require the agency to issue updated guidance and regulations. 

Moreover, these rulings may impact the substantive priorities adopted by the 

Commission and/or may result in additional charges being filed with the agency. Also, if 

new laws related to the EEOC’s jurisdiction are passed, the implementation of those laws 

will necessarily affect the substantive priorities of the agency. 

• Technological Factors. Changes in technology use and requirements will impact how 

the EEOC interacts with the public. Increased requirements to combat cybersecurity 

threats and the need to communicate with a public that increasingly uses mobile 

and mobile-responsive technology will impact plans for technology infrastructure 

development. 

Given the above factors, the EEOC will continually assess and prioritize its resources to successfully 

accomplish its mission over the next four years. 
U.S. Equal Employment Opportunity Commission 34 Strategic Plan 2022–2026

Program Evaluations

Program evaluation is an important component of the EEOC’s effort to assure that its programs are operating as intended and achieving results. A program evaluation is a thorough examination of 

program design or operational effectiveness that uses rigorous methodologies and statistical and 

analytical tools. Evaluations also use expertise internal and external to the agency and the program 

under review to enhance the analytical perspectives and lend credence to the methodologies 

employed, the evaluation processes and findings, and any subsequent recommendations. 

Independent program evaluations have played an important role in formulating the strategic 

objectives and performance goals for the new FY 2022–2026 Strategic Plan. They have helped 

to shape some of the program issues and key focus areas for improvement, thereby increasing 

the plan’s value as a management tool to guide the agency’s strategic efforts in attaining overall 

productivity and program efficiency, effectiveness, and accountability. To that end, the EEOC has 

undertaken the following program evaluations to advance its performance-based management 

initiatives under the Government Performance and Results Management Act, and to improve the 

effectiveness of key agency programs. The findings and recommendations in these independent 

assessments of the agency’s programs were used to guide development of its new strategic 

direction and goals for the next four to five years. 

Evaluation of the EEOC’s Social Media Program, Hager Sharp, Office of Inspector General, July 2021.

Evaluation of EEOC’s Contracts Administration Activities, Office of Inspector General, March 2020.

EEOC Federal Hearings and Appeals Processes, The Center for Organizational Excellence, Inc. and 

CohnReznick LLP, Office of Inspector General, March 2020.

Evaluation of the EEOC’s Data Analytics Activities, Elder Research, Office of Inspector General, 

September 2018.

Evaluation of EEOC’s Strategic Enforcement Plan FY 2013–2016, U.S. Equal Employment Opportunity 

Commission (EEOC) Office of Research, Information and Planning, July 2016. 

An Exploratory Evaluation of EEOC’s Litigation Activities, The Urban Institute for the U.S. Equal 

Employment Opportunity Commission (EEOC) Office of Inspector General, June 2016.

Evaluation of EEOC’s Outreach and Education, The Urban Institute for the U.S. Equal Employment 

Opportunity Commission (EEOC) Office of Inspector General, May 2015. 

Urban Institute Evaluation of EEOC’s Performance Measures, The Urban Institute for the U.S. Equal 

Employment Opportunity Commission (EEOC) Office of Inspector General, March 2013.

Consistent with the Commission’s focus on improving the effectiveness of government through 

rigorous evaluation and evidence-based policy initiatives, the EEOC will continue to identify 

appropriate program areas for evaluation during the reporting period of the agency’s Strategic 

Plan for Fiscal Years 2022–2026. This will ensure that its efforts align with the agency’s budget and 

other programmatic priorities. The EEOC will assess its progress on an ongoing basis to reaffirm its 

commitment to fulfilling the agency’s mission. 
U.S. Equal Employment Opportunity Commission 35 Strategic Plan 2022–2026

Acknowledgments

The process used to develop this update of the EEOC’s Strategic Plan was a truly collaborative effort, involving a broad cross-section of EEOC employees and incorporating comments from 

our stakeholders and the public. The Commission extends a very special appreciation to the 

leaders and members of the Strategic Plan 2022–2026 National Workgroup (Appendix A) and the 

support of key staff from the Office of Enterprise Data and Analytics (Jiashen You, Lindsay Simon, 

Debra Anthony, Dona Bland and Joshua Book) and would like to acknowledge their extraordinary 

achievement in completing this plan. We thank them for their thorough engagement with this 

project and dedication to the agency’s mission and vision.
U.S. Equal Employment Opportunity Commission 36 Strategic Plan 2022–2026

Appendix A — Strategic Plan National Workgroup

Leadership

Chair — Cynthia G. Pierre, Ph.D., Chief Operating Officer and Chief Performance Improvement Officer

Co-Chair — Elizabeth Fox-Solomon, Chief of Staff, Office of the Chair

Members

Bradley Anderson, District Director, Birmingham District Office

Julianne Bowman, District Director, Chicago District Office

Bryan Burnett, Chief Information Officer

Brett Brenner, Acting Deputy Chief Operations Officer, Office of the Chair

Robert Canino, Regional Attorney, Dallas District Office

Sheila Clark, Deputy Director, Office of the Chief Human Capital Officer

Thomas Colclough, Director, Field Management Programs, Office of Field Programs

Antoinette Eates, Chief of Staff, Office of the Vice Chair

Kimberly Essary, Deputy Director, Office of Enterprise Data and Analytics

Teresa Gimbrere, Assistant Director for Intake, Communications and Enforcement, 

Office of Federal Operations

Carlton Hadden, Director, Office of Federal Operations

Colleen Hampton-Lyster, Director, Advice, Audits, and External Reports Division, 

Office of Communications and Legislative Affairs

Bradford Kelley, Chief Counsel, Office of Commissioner Sonderling

Elisa Krobot, Chief Financial Officer

Donnie Landon, Director, Central Facilities Division, Office of the Chief Financial Officer

Louis Marino, Investigator, Philadelphia District Office, Office of Field Programs-AFGE representative

Savannah Marion-Felton, Attorney Advisor, Office of Legal Counsel
U.S. Equal Employment Opportunity Commission 37 Strategic Plan 2022–2026

Appendix A — Strategic Plan National Workgroup continued

Members (continued) 

Mandana Massjouni, Director, Enterprise Application and Innovation Division, Office of the Chief 

Information Officer

Suzanne Nyfeler, Attorney Advisor, Office of Field Programs

Stephanie Perkins, Mediator, Detroit Field Office, Office of Field Programs-AFGE representative

Stan Petrusiak, Acting Director, Office of Civil Rights, Diversity and Inclusion

Kevin Richardson, Chief Human Capital Officer

Andrew Rogers, Chief Counsel, Office of Commissioner Lucas

Lucila Rosas, Special Assistant/Attorney Advisor, Office of the Chair

Jerome Scanlon, Assistant General Counsel, Office of General Counsel

Lisa Schnall, Senior Attorney-Advisor, Office of Legal Counsel

Susan Snare, Special Assistant/Attorney Advisor, Office of Commissioner Dhillon

Patricia St. Clair, Assistant Director for Training and Outreach, Office of Federal Operations

Nicole Thompson, Statistician, Office of Enterprise Data and Analytics

Yofi Weinberg, Operations and Policy Specialist, Office of Field Programs
U.S. Equal Employment Opportunity Commission 38 Strategic Plan 2022–2026

Appendix B — Performance Measures

STRATEGIC GOAL I: 

Combat and prevent employment discrimination through the strategic 

application of the EEOC’s law enforcement authorities.

Performance Measure 1 for Strategic Objective I.A.: By FY 2025, 90% of EEOC conciliations and litigation resolutions 

contain targeted, equitable relief and that level is maintained in FY 2026.

Performance Measure 2 for Strategic Objective I.A.: In each year through FY 2026, the EEOC continues to favorably 

resolve at least 90% of enforcement lawsuits.

Performance Measure 3 for Strategic Objective I.A.: In each year through FY 2026, the EEOC increases its capacity to 

conduct investigation of systemic discrimination through training and other resources.

 Sub-Measure 3a.: In each year through FY 2026, the EEOC will provide training to all field staff on identifying and 

investigating systemic discrimination, and at least 90% of investigators and trial attorneys will participate in 

systemic training each year.

 Sub-Measure 3b.: By FY 2026, 90% of systemic cause investigations meet or exceed criteria established in the Quality 

Enforcement Practices Plan.

 Sub-Measure 3c.: By FY 2026, every District will have at least two dedicated Enforcement Unit systemic staff members.

Performance Measure 4 for Strategic Objective I.A.: By FY 2026, the EEOC will make significant progress toward 

enhanced compliance monitoring, leading to a robust compliance program for conciliation agreements. 

 Sub-Measure 4a.: Each year, the EEOC will report on enhancements to its compliance monitoring program. 

Performance Measure 5 for Strategic Objective I.A.: By FY 2026, 74% of federal agencies subject to oversight 

activities or compliance reviews change their employment practices based on EEOC recommendations.

Performance Measure 6 for Strategic Objective I.B.: For each year through FY 2026, a significant proportion of 

investigations, conciliations, hearings, and federal appeals meet or exceed established quality criteria.

 Sub-Measure 6a.: By FY 2026, at least 90% of the EEOC’s charge investigations and conciliations meet or exceed 

criteria established in the Quality Enforcement Practices Plan.

 Sub-Measure 6b.: Each year through FY 2026, at least 90% of the EEOC’s federal sector hearings and appeals meet 

criteria established in the Federal Sector Quality Practices Plan.

Performance Measure 7 for Strategic Objective I.B.: By FY 2026, the EEOC will enhance its intake services to potential 

Charging Parties, Respondents, and Representatives. 

 Sub-Measure 7a.: By FY 2023, the EEOC will evaluate its intake services, determine baseline levels of service, and identify 

technological solutions and other resources to improve those services.

 Sub-Measure 7b.: From FY 2024-26, the EEOC will make yearly progress in improving availability of intake 

interview appointments.
U.S. Equal Employment Opportunity Commission 39 Strategic Plan 2022–2026

STRATEGIC GOAL II: 

Prevent employment discrimination and advance equal employment 

opportunity through education and outreach.

Performance Measure 8 for Strategic Objectives II.A. and II.B.: By FY 2026, the EEOC leverages technology, analytics, 

and innovative outreach strategies to provide members of the public greater access to information about their rights 

and responsibilities.

Performance Measure 9 for Strategic Objective II.A.: By FY 2026 private and federal participants in outreach training 

and technical assistance programs indicate either an improvement in an employment policy, practice, or procedure 

(employer representatives), or an increased knowledge of the laws the EEOC enforces (individuals) as a result of their 

participation.

Performance Measure 10 for Strategic Objective II.A.: By FY 2026, the EEOC updates existing guidance and training 

materials, and creates new, user-friendly resource tools to address and prevent workplace discrimination.

Performance Measure 11 for Strategic Objective II.A.: Develop a federal government-wide network and 

repository to share EEO resources and leading practices that are occurring across the federal government.

STRATEGIC GOAL III:

Strive for organizational excellence through our people, practices, and technology.

Performance Measure 12 for Strategic Objective III.A.: Effectively allocate people and resources to accomplish 

agency mission goals, within budgetary limitations.

Performance Measure 13 for Strategic Objective III.A.: Feedback surveys and other mechanisms provide baseline 

measures of satisfaction for EEOC stakeholder experiences.

Performance Measure 14 for Strategic Objective III.B.: Build and deploy charge/case management system until 

completed in approximately 2023. Continue to monitor and improve effectiveness of digital charge/case 

management system for program offices.

Performance Measure 15 for Strategic Objective III.B.: The budget process prioritizes funding for the EEOC’s 

strategic goals.

Appendix B — Performance Measures continued

Strategic Plan 2022–2026
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