../plan.css"> The U.S. Equal Employment Opportunity Commission

Strategic Goal 3
Enhance Agency Effectiveness to Achieve our Mission and Strategic Goals by Providing Executive Direction and Support and Building Institutional Knowledge.

Strategic Objective 3.1.
Enhance staff capabilities and substantive knowledge to improve work processes and job functions through training, partnership, team- based approaches, and customer-based principles.

Performance Measures

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

STATEMENT 1999 2000 2001
NO. Target Results Target Results Target
3.1.1. Train EEOC employees. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item O.) Train all employees. Trained virtually all employees. Train employees implem. the Comp. Enf. Program (CEP). Trained 82% of employees implem. CEP. Identify critical skill gaps and conduct training to address them.
3.1.2. The number of training prototypes developed from approaches identified for technology- based learning. X X X X Identify tech-based learning approaches.
3.1.3. The number of training videos prepared on recently adopted Commission guidance and distributed for EEOC employees. X X 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. X X X X Pilot in 3 field offices.
Prepare to implement in FY 2002
3.1.5. The percent of participants rating each Technical Assistance Program Seminar (TAPS) overall quality as acceptable or better. X X X X 90%

Outcome(s) Expected

During fiscal year 2001, the Commission will build on its past achievements in its efforts to support and enhance its human capital by instilling a culture of continuous-learning; providing employees opportunities to increase their knowledge and develop their skills; and using innovative and creative methods to deliver education and training to fill skill gaps in achieving the agency's goals.

Management Challenges and External Factors

The agency faces several major challenges. There is a need to heighten the priority for enhancing skills; however, demands on staff time are keen, due to large workloads. In addition, the agency expects to lose a substantial portion of the agency's cadre of management employees over the next 5 years and must compete with other agencies and the private sector for individuals with critical skills.

Component(s) of Program Evaluations

The Commission will use several current and new mechanisms to guide programs, including:

Strategic Objective 3.2.
Provide policy direction and guidance to achieve all Strategic Goals.

Performance Measures

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

STATEMENT 1999 2000 2001
NO. Target Results Target Results Target
3.2.1. Prepare Question and Answer documents in a simplified format to accompany all Commission approved policy. X X X X Prepare Q & As.
3.2.2. Prepare for the Chairwoman's consideration by October 1 the proposed fiscal year regulatory agenda. X X X X Prepare 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. X X X X Address regulatory agenda.
3.2.4. Percent reduction in the average number of days to process internal EEO complaints from the previous fiscal year. (For original wording for FY2000 measure, see Appendix, cross-reference item P.) X X 15%
Use innovative approaches including ADR
Implemented ADR program & other innovative approaches

Outcome(s) Expected

The agency will continue to develop its abilities to achieve its strategic goals by:

Management Challenges and External Factors

Many enforcement policy issues are complex and require careful crafting of policy statements, requiring the time to deliberate and coordinate to obtain viewpoints from many different stakeholders.

Strategic Objective 3.3.
Instill a knowledge base by attaining and maintaining a robust technological competency and through research, analysis and evaluation of organizational components, procedures and processes.

Performance Measures

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

STATEMENT 1999 2000 2001
NO. Target Results Target Results Target
3.3.1. Percent or number of streamlined, updated, or eliminated internal directives in effect as of September 30, 1998. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item Q.) 10% 5% 10% 16% 17 directives.
3.3.2. Implement a new integrated financial management system. (For original wording for FY1999 measure, see Appendix, cross-reference item R.) Implement system. System implem. X X Complete transition plans for implem.
3.3.3. Continue development, test and pilot a number of subsystems of the EEOC's Integrated Mission System (IMS). (For original wording for FY2000 measure, see Appendix, cross-reference item S.) X X Continue to develop IMS. IMS development continued. Test 4 subsystems: private sector, federal sector, litigation and outreach.
3.3.4. Implement a new human resources and payroll system. X X X X Complete in FY2002
2-year transition and implem. of system.
3.3.5. Convert regularly used Commission-wide forms to a user-friendly electronic format and assure they are readily and easily available to all employees. X X X X Convert and make available regularly used forms.
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. (For original wording for FY2000 measure, see Appendix, cross-reference item T.) X X Initiate development of federal EEO data system. Identified requirements for a new data system and initiated contractor selection. Complete in FY2002 2-year system development.
3.3.7. Percent of properly completed travel vouchers paid within 15 business days after receipt in headquarters. X X X X 80%
3.3.8. Percent of procurement actions for less than $25,000 awarded within 25 business days after acceptance of the request. X X X X 90%
3.3.9. Average number of business days to reduce to, and maintain, for awarding properly prepared procurement actions of $25,000 or more. X X X X 105
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. X X X X Within 8
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.) X X X X 90
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.) X X X X 10

Outcome(s) Expected

Strategic Objective 3.3 focuses on improving support functions to better enable the Commission to meet its enforcement and outreach strategic goals. The compendium of measures above was developed to carry out this Strategic Objective, consistent with the means and strategies articulated in the agency's Strategic Plan for Fiscal Years 2000-2005.

Technology is a critical component of the agency's strategy for achieving its objectives in all areas of its work, including its mission programs and support operations. To achieve its goals and objectives, the Commission will use information technology to increase staff efficiency, evaluate program effectiveness, and improve service to our customers.

In addition to technology, other support programs are vital to the agency's effectiveness. Several strategies will address these areas. For instance, measures for procurement and personnel actions have been added to improve internal support processes and procedures.

EEOC is committed to provide technology solutions and effective support processes to enhance its operations and employees capabilities, within its resources, by:

Management Challenges and External Factors

Several challenges or factors may affect achievement of the fiscal year 2001 measures:

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This page was last modified on May 3, 2001.

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