The U.S. Equal Employment Opportunity Commission

Strategic Goal 3
Enhance Agency Effectiveness to Achieve Our Mission and Strategic Goals

In fiscal year 1997, when the Commission developed its first Government Performance and Results Act (GPRA) Strategic Plan, it established a separate Strategic Goal to clearly delineate the importance of our executive direction and support functions. Strategic Goal 3 encompasses one of the key points of our 5-Point Plan: to become a model workplace. Each of the three Strategic Objectives for this Goal are essential for achieving our enforcement and prevention initiatives-sending a powerful message that all three of our Strategic Goals, working together, are necessary to accomplish our mission.


Enhance staff capabilities and substantive knowledge to improve work processes and job functions through training, partnership, team-based approaches, and customer-based principles.

Our employees' skills and abilities are key to successful enforcement of our statutory responsibilities. We must provide our employees with the necessary information and tools to do a quality job because employment patterns and skills and technological requirements are quickly changing in our society. Part of the Administration's new Management Agenda emphasizes critical components of human resource management, because federal agencies are now facing challenges to retain current employees and recruit and select new employees. Our measures address several of these important areas to enhance staff effectiveness.

Measures for Strategic Objective 3.1.

X=the stated measure/indicator is not used for the fiscal year.

NO. 1999 2000 2001
3.1.1. Train EEOC employees. Target Train all employees. Train employees implementing the Compre-hensive Enforce-ment Program (CEP). Identify critical skill gaps and conduct training to address them.
Results Trained virtually all employees. Trained 82% of employees implementing CEP. Identified critical skill gaps and provided nationwide and local training to address them.
3.1.2. The number of training prototypes developed from approaches identified for technology-based learning. Target X X Identify tech-based learning approaches.
Results X X Several approaches have been identified to augment delivery of classroom training
3.1.3. The number of training videos prepared on recently adopted Commission guidance and distributed for EEOC employees. Target X X 2
Results X X 2
3.1.4. The number of EEOC offices piloting and implementing the Quality Peer Review Program for the outreach and initial contact phases of the private-sector enforcement process. Target X X Pilot in 3 field offices.
Results X X Piloted in 3 field offices.
3.1.5. The percent of participants rating each Technical Assistance Program Seminar (TAPS) overall quality as acceptable or better. Target X X 90%
Results X X 99%

In fiscal years 2001, we again met or exceeded our measures. We built a foundation for developing a prototype for technology-based learning in subsequent fiscal years. We created training videos to inform our widely dispersed staff about the latest developments and interpretation of recently adopted Commission guidance in a timely manner.

We piloted a Quality Peer Review program in the intake and outreach portions of our private sector enforcement program. This initiative was designed to test the feasibility of new, innovative ways to facilitate employee-to-employee learning, knowledge-sharing, collaboration and assistance; and continuously improve the Commission's work. The agency began to evaluate the pilot results in late fiscal year 2001 and will complete it and present options to the Chair on future implementation during fiscal year 2002.

We have consistently received high marks from participants to our Technical Assistance Program Seminars (TAPS), conducted by our Revolving Fund, for the quality of our materials and program. Last fiscal year was no exception. Our TAPS and other training courses provide practical information and assistance to encourage voluntary compliance with the federal laws prohibiting job discrimination. With a target of 90%, we achieved an acceptable or better rating on the overall quality of the TAPS from 99% of the participants.

We have worked diligently to train our staff in critical areas; allowing them to do their jobs better. In fiscal year 2000, we conducted an agency-wide training assessment to identify critical skill gaps in our major occupational groups. We began to train front-line employees in that fiscal year and continued into fiscal year 2001 to address those skill gaps with extensive nationwide and local training efforts. Employees in key front-line positions as investigators, mediators, attorneys and administrative judges received training designed to enhance their capabilities in order to improve work processes and service delivery.


Provide policy direction and guidance to achieve all Strategic Goals.

Internal and external policy direction and guidance assists employers, employees, courts, Congress and our own employees to understand EEOC's interpretation of our statutory and regulatory authorities. Policy direction and guidance provides valuable information about individual and employer rights and responsibilities. It also encourages voluntary compliance with federal employment discrimination laws. With this policy direction and guidance, our employees apply investigative and legal standards accurately, effectively and consistently nationwide. In addition, federal courts have often deferred to Commission regulations and policy guidance when interpreting employment discrimination law.

Our policy direction and guidance is also an effective component for establishing the Commission as a model employer; a key feature of our 5-Point Plan. We believe that it is critical to adopt and implement policies and guidance that allow each of our employees to work in an environment free of discrimination or other conflicts that detract from performing their work.

Measure for Strategic Objective 3.2.

X=the stated measure/indicator is not used for the fiscal year.

NO. 1999 2000 2001
3.2.1. Prepare Question and Answer documents in a simplified format to accompany all Commission approved policy. Target X X Prepare

Q & As.

Results X X Prepared

Q & As.

3.2.2. Prepare for the Chairwoman's consideration by October 1 the proposed fiscal year regulatory agenda. Target X X Prepare agenda.
Results X X Prepared agenda.
3.2.3. Address the regulatory agenda by preparing for the Chairwoman's consideration final regulations or notices of proposed regulations, or recommendations that regulatory matters be postponed or not completed and removed from the agenda. Target X X Address regulatory agenda.
Results X X Addressed agenda
3.2.4. Percent reduction in the average number of days to process internal EEO complaints from the previous fiscal year. Target X 15%

Use innovative approaches, including ADR.

Results X 25%

Implemented ADR program & other innovative approaches.

7.7% increase

We met three of our four fiscal year 2001 policy and guidance measures. We provided support to external stakeholders and our own offices and staff by preparing question and answer documents and managing regulatory issues arising in the regulatory agenda.

EEOC intends to be a model employer as the lead civil rights agency with the responsibility for enforcing EEO laws in the federal sector. Although we substantially exceeded our target to reduce the average number of days to process an internal EEO complaint in fiscal year 2000, we did not sustain that progress for several important reasons. In fiscal year 2001, we began to address several older complaints while improving the processing times for newly filed complaints. We were successful in moving some of these complaints to the next stage in the process, but the total number of days already accrued for these cases prevented us from meeting the expected target. It was more important, however, to process these cases, which we will continue to do to complete these older investigations, until we have a current docket of complaints. Also, we made organizational and processing changes in the EEO office that support more effective and efficient resolution of issues and complaint processing. In January 2001, we shifted the responsibility for managing hearings to our Office of Federal Operations to mirror the process in the rest of the federal sector and allay any adverse perceptions about the impartiality of the program. Finally, we will enhance our approach to resolve any conflicts as early as possible, including the use of mediation/ADR techniques and the provision of appropriate training to employees.


Improve the agency's infrastructure.

Our third Strategic Objective includes the central components of the agency's infrastructure-financial and human resource management, and technology and administrative support systems. It is vital that our infrastructure aligns with our program initiatives. Without this critical alignment, our front-line operations would not be able to effectively and efficiently accomplish the agency's mission.

Measure for Strategic Objective 3.3.

X=the stated measure/indicator is not used for the fiscal year.

NO. 1999 2000 2001
3.3.1. Percent or number of streamlined, updated, or eliminated internal directives in effect as of September 30, 1998. Target 10% 10% 17 directives
Results 5% 16% 17 directives
3.3.2. Implement a new Integrated Financial Management System (IFMS). Target Implement system. X Complete transition plans for implementation
Results System implemented. X Completed
3.3.3. Continue development, test and pilot a number of subsystems of the EEOC's Integrated Mission System (IMS). Target X Continue to develop IMS. Test 4 subsystems: private sector, federal-sector, litigation and outreach.
Results X IMS development continued. Tested private sector, federal sector, litigation and outreach subsystems.
3.3.4. Implement a new human resources and payroll system. Target X X Complete 2-year transition and implementation of system.
Results X X Completed transition plans and successfully implemented the Federal Personnel & Payroll System (FPPS) in headquarters, and the time & attendance system in headquarters and field offices
3.3.5. Convert regularly used forms to a user-friendly electronic format and assure they are readily and easily available to all employees. Target X X Convert and make available regularly used forms.
Results X X 91 forms were converted to WordPerfect and Quattro Pro format and made available on InSite with links to OPM and GSA .
3.3.6. Develop and implement a new, standardized federal EEO Complaint Collection and Reporting System to improve the collection of data from federal agencies and provide more efficient reporting of federal EEO complaints. Target X Initiate development of federal EEO data system. Complete 2-year system development and implemen-tation in 5 pilot federal agencies during FY2002 .
Results X Identified requirements for a new data system and initiated contractor selection Completed development and testing of a new federal web-based data collection system
3.3.7. Percent of properly completed travel vouchers paid within 15 business days after receipt in headquarters. Target X X 80%
Results X X 70%
3.3.8. Percent of procurement actions for less than $25,000 awarded within 25 business days after acceptance of the request. Target X X 90%
Results X X 71%
3.3.9. Average number of business days to reduce to, and maintain, for awarding properly prepared procurement actions of $25,000 or more. Target X X 105
Results X X 59
3.3.10. Number of calendar weeks, on average, to deliver a list of qualified candidates (a certificate) to the requestor after the request to post a vacancy announcement, assuming the Office of Personnel Management (OPM) maintains open investigator announcements and classifies, posts and issues certificates for complex positions. Target X X Within 8
Results X X 4 weeks
3.3.11. Number of calendar days to complete each non-routine personnel action requested. (These actions include establishment/classification of positions, reasonable accommodation requests, and some separation actions, i.e., involuntary separations and transfers to other government agencies.) Target X X 90
Results X X 60
3.3.12. Number of calendar days to accurately complete routine personnel actions received. (These actions include non-competitive reassignments and promotions, changes in benefits and accessions.) Target X X 10
Results X X 25 days

(based on 3 quarters of data)

We met or exceeded many of these goals; some by a significant amount. We streamlined directives(2); implemented a new financial management system (implemented on October 1, 2001); implemented a new personnel and payroll system, which will link to our financial system to provide more effective cost information; tested key systems of our new Integrated Mission System to ensure its viability; completed development and testing of a new federal EEO data system (which was fully implemented in November 2001); completed a category of procurement actions faster than ever before, and 50% faster than the target anticipated; and improved our performance in several areas to provide human resources assistance to our offices.

We did not achieve the target values for three of our measures, however, we have already rectified the underlying causes for these circumstances. The three measures cover aspects of finance (travel voucher payments), procurement (awards of smaller procurement actions) and human resources (timely processing of routine personnel actions). At the end of fiscal year 2001, we implemented our new finance and personnel systems that will enable us to address the issues that prevented us from meeting two of the three goals. A new procurement module will be implemented in fiscal year 2002 and will address our procurement goals.

2. The agency decided to change the characterization of the goal for this measure from a percentage to an absolute number for fiscal year 2001, because the remaining number of potential directives available for review was relatively small compared to the total already revised in previous fiscal years.

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This page was last modified on April 11, 2002.

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