Our Strategic Plan for FYs 2004–2009 provided a schedule of program evaluations the agency expected to conduct over a 5-year period. Program evaluations are designed to be a thorough examination of a program area by ensuring an independent review, using a rigorous methodology, and applying appropriate statistical and analytical tools. It uses expertise within and outside the program under review to enhance the analytical perspectives and add credence to the evaluation and recommendations. Program evaluations with this degree of rigor and independence are important because they enable an agency to determine whether or not its programs are operating as they are intended to, are operating effectively and efficiently, and are achieving results.
In the past 3 fiscal years we have modified the initial approach to our program evaluations in several ways. We expected to establish general procedures for conducting all of the evaluations before initiating the first one in FY 2005. We decided that it was more effective to establish our approach to program evaluations as we gained practical experience conducting our first evaluation under the Strategic Plan. We also revised the schedule of program evaluations by deciding to review our private sector charge process first, starting at the end of FY 2004, instead of reviewing the mediation program as previously scheduled. This interim adjustment to our Strategic Plan was not a substantive revision and was described in our FY 2007 Performance Budget. (All of the cumulative interim adjustments to our Strategic Plan are described in the [Addendum: Interim Adjustments to the Strategic Plan] section.
An EEOC contractor initiated the program evaluation of our private sector charge process at the end of FY 2004. The contractor engaged in an extensive activity to identify several key areas on which to focus the evaluation, since the charge process covers a wide range of activities. After reviewing the charge process in a focus group format with over 100 EEOC employees, the initial stages of the charge process—the inquiry and intake process leading to the filing of a charge—were identified for the program evaluation of the private sector charge process. The contractor also identified the year-end resolution of charges for review and comparison with resolutions at other times in a fiscal year. As of the end of FY 2006, the study is complete and the contractor is finalizing its report for submission early in FY 2007.
We also initiated a program evaluation of Federal Sector Mediation Programs that started at the end
FY 2005, a year earlier than the scheduled fiscal year identified in our Strategic Plan. However, after these initial efforts and the preparation of a new Strategic Plan, the agency is reviewing whether to continue this evaluation. The new Strategic Plan includes a schedule of other important program evaluations that the agency intends to pursue.
We show the adjusted program evaluation schedule under the Strategic Plan in effect for FY 2006, which includes nonsubstantive changes.
| Program Evaluation | Statement of Parameters of the Program Evaluation | Expected Initiation and Completion |
|---|---|---|
| Private Sector Charge Process | The evaluation will examine and evaluate the quality, timeliness, and other relevant characteristics of the private sector charge process to identify key methods for maintaining high quality investigations, areas to enhance the process, and the efficacy of procedures used. |
Initiated FY 2004
Complete FY 2006 |
| Federal Sector Mediation Programs | The evaluation will assess the range of mediation/ADR programs used to resolve Federal sector complaints. It will review historical results achieved, techniques employed, customer service attained, and other important criteria to measure the various mediation approaches and compare advantages. |
Initiated FY 2005
Complete FY 2006 |
| Private Sector Mediation Program | The evaluation will assess EEOC’s private sector mediation program by examining how the overall program and different implementation strategies have achieved resolutions and economic savings, and enhanced customer service and work place improvements in areas such as morale, productivity, and motivation. The evaluation will explore the quantification of the economic benefits attained by using EEOC’s mediation/ADR program and the benefits of using alternative implementation approaches in the program. |
Initiated FY 2006
Complete FY 2007 |
| Effect of EEOC High Impact Litigation | The evaluation will identify specific high impact litigation that occurred and discern how employers reacted. The expectation is that a number of changed policies, practices, or procedures can be identified that correlate to EEOC’s litigation activity. |
Initiate FY 2007
Complete FY 2008 |
| Effect of EEOC’s Federal Sector Evaluations and Assistance | The evaluation will identify specific activities conducted by the EEOC with Federal agencies that result in changed policies, practices, or procedures. It will develop a methodology to estimate the results achieved from those changes. |
Initiate FY 2008
Complete FY 2009 |
This page was last modified on December 7, 2006
