"We commend our dedicated staff who, despite trying personal situations, voluntarily reported to EEOC offices in other States or teleworked after Katrina devastated New Orleans and the Gulf Coast. We want the people of Louisiana to know that they once again have an EEOC office right in New Orleans where they can go to ensure their rights to discrimination-free workplaces."
–Former EEOC Chair Cari M. Dominguez
The EEOC has jurisdiction over employment discrimination issues for the Federal Government’s role as an employer and also for private employers, State and local agencies, employment services, and labor organizations. The EEOC receives, reviews, investigates, and processes charges of employment discrimination, and files discrimination suits. We also provide guidance and information to both employers and employees concerning their rights and responsibilities under the laws we enforce. A more detailed explanation of our structure and the laws we enforce can be found in Appendix A.
This FY 2006 Performance and Accountability Report (PAR), prepared in accordance with the Reports Consolidation Act of 2000 and Office of Management and Budget (OMB) Circular A-136, Financial Reporting Requirements, presents the results of the agency’s programs and financial performance, along with its management challenges. This section of the PAR summarizes our efforts in each of these areas. More detailed discussion can be found in the following sections of the report:
This report is also available on our website at www.eeoc.gov/abouteeoc/plan/par/2006/index.html.
FY 2006 was a period of tremendous change for the EEOC. Implementation of field repositioning, continuation of the National Contact Center (NCC), and the reopening of our Office in New Orleans all presented the EEOC with unique challenges. However, our focus continues to be upholding our long-held standard of providing quality service to the public and fulfilling our mission of promoting equality of opportunity in the workplace and enforcing Federal laws that prohibit employment discrimination.
The Commission continued to make significant progress in repositioning itself to better serve the public. In January 2006, the agency implemented the field repositioning plan approved by the Commission on July 8, 2005. The plan, which retains all existing field offices and adds two new offices in Mobile, Alabama, and Las Vegas, Nevada, allows for expanded presence, reduced costs, flattening of overall management structure, and more logical geographic alignment of our offices. This restructuring permits the agency to redeploy staff to front-line positions, fill additional positions, and ensure that each office has the staff necessary to manage its workload.
In July 2006, the Commission approved a one-year contract extension for the operation of EEOC’s pilot National Contact Center, the most pressing of the three major recommendations of the National Academy of Public Administration (NAPA) in its 2002 in-depth examination of the Commission. The pilot was extended to allow for a NAPA evaluation of the NCC to address concerns raised during an evaluation by the Office of the Inspector General. The Inspector General’s report and the Commission’s rebuttal and comments can be found at www.eeoc.gov. The Commission endorsed many of the Inspector General’s recommendations for improvement of the NCC and directed that they be implemented. We are currently in the process of implementing these changes.
EEOC’s National Contact Center may be reached 24 hours a day at 1-800-669-4000, 1-800-669-6820 TTY, or via e-mail at firstname.lastname@example.org. Constituents can now communicate with the agency in more than 150 languages by telephone, e-mail, and web inquiries to obtain quick, accurate information. Additionally, through Frequently Asked Questions posted on the EEOC’s web page and an Interactive Voice Response telephone system available 24 hours a day, customers are getting their questions answered through the use of the NCC’s technology.
These repositioning efforts, as well as the future restructuring of our Headquarters operations, will allow the agency to use its human capital where it is most needed, so that the Commission can continue its role as the preeminent civil rights agency well into the 21st century.
Finally, the devastation on the Gulf Coast caused by Hurricane Katrina had a profound impact on the EEOC and our New Orleans District Office. After locating and assisting our New Orleans employees, we started working on reopening our office in New Orleans. After a local search for space, the office reopened on November 29, 2005, in downtown New Orleans, 3 months after damage from the hurricane forced its closure.
The Government Performance and Results Act of 1993 requires Federal agencies to prepare a Strategic Plan covering at least 6 years, but to review, revise, and reissue the plan every 3 years. EEOC issued its Strategic Plan for FYs 2004 through 2009 on October 1, 2003. During FY 2006, the agency operated under this plan, which it was required to replace by October 1, 2006 (FY 2007), while it developed a new plan.
The new Strategic Plan was developed at the same time that the agency was under review by the Office of Management and Budget (OMB) using its Program Assessment Rating Tool, the PART. OMB started the PART initiative 5 years ago to review all Federal Government programs in a number of critical performance areas. It reviews one-fifth of the programs each year. OMB’s review of EEOC occurred this year, the final year of the initial 5-year cycle. The PART assessment focuses extensively on performance and, in particular, performance measures. It was beneficial for us to participate in the PART process while we were developing our new Strategic Plan. As a result, the structure of the new plan and our identified performance measures dramatically changed, even though we were also able to incorporate some of our existing measures.
This PAR provides both performance and financial results for the just-completed FY 2006. The performance information contained in this FY 2006 PAR is based on a Strategic Plan that has now ended. The structural approach for our Strategic Objectives, the Five-Point Plan, and our performance measures is very different in the new plan. Where appropriate throughout this Management Discussion and Analysis section and the Performance section, we provide some information about whether the 24 performance measures in our now-ended Strategic Plan were continued into the new Plan or curtailed.
Justice and Opportunity
|Proficient Resolution focuses on the resolution of workplace disputes through charge handling practices that are timely and cost effective.|
|Promotion and Expansion of Mediation/Alternative Dispute Resolution (ADR) encourages the use of mediation to voluntarily resolve disputes quickly, amicably, and cost effectively.|
|Strategic Enforcement and Litigation draws on research, coordinated enforcement, and selective litigation to secure meaningful impact on employment discrimination.|
|Inclusive Workplace||Proactive Prevention aims to combat employment discrimination by preventing it from happening in the first place.|
|Organizational Excellence||EEOC as a Model Workplace emphasizes our commitment to “practicing what we preach” by fostering a model office environment in our own operations. It also captures our efforts to “get to green” in each area of the President’s Management Agenda.|
Each Strategic Objective and its corresponding Five-Point Plan elements have a series of performance measures used to drive results and accountability throughout the agency. Our progress in meeting these measures is summarized below and discussed in detail in the Performance Results section of this report.
||Targets Partially Met1
||Targets Not Met
1 Targets Partially Met: A rating assigned to target results where (1) at least half of the activities targeted for completion were completed, or (2) the target is a 2-year target and at least half of activities have been completed.
This page was last modified on December 7, 2006