The U.S. Equal Employment Opportunity Commission
Our goal is to ensure that the principles and standards we promote in the workplace
are readily apparent in our own operations. We strive to be an organization
that sets and implements the highest quality standards for EEO, customer service,
internal efficiencies, and fiscal responsibility. Improving our organizational
capacity and infrastructure will help us carry out our mission more effectively
and efficiently. Sound management of our resources-human, financial, and technological-are
key to this effort.
The President's Management Agenda (PMA) is integral to the final element of
our Five-Point Plan: EEOC as a Model Workplace. The PMA addresses important
enhancements to internal agency operations, with an emphasis on customer service.
The integration of the Five-Point Plan and other Administration and agency initiatives
will us help build a model workplace where we can effectively and efficiently
accomplish two broad outcomes in an environment conducive to good employment
practices: improving organizational performance and efficiency and instilling
a climate of respect, service, and responsiveness.
| Organizational Excellence Performance
Scorecard |
| Total FY 2005 Investment: Allocated between Strategic
Objectives 1 and 2 |
| Measures |
Targets Met
 |
Targets Partially Met1
 |
Targets Not Met
 |
| 8 |
6 |
0 |
2 |
EEOC employees are at the heart of our efforts to become a model workplace
and achieve organizational excellence. In FY 2005, we continued to implement
strategies, programs, and practices to manage our employees for greater results.
The PMA and other performance measures are key to our model workplace efforts.
A discussion of our progress in implementing the PMA follows.
Several of our performance measures demonstrate the agency's efforts to be
a model for other employers in resolving internal complaints and other disputes
quickly and successfully. One example is the agency's RESOLVE program, a one-stop,
informal program for settling all types of workplace disputes within the EEOC.
It is an Alternative Dispute Resolution process available for equal employment
opportunity complaints, as well as grievances and unfair practice claims. The
program uses mediation or facilitation to resolve disputes brought to the program
by our employees.
Measure 3.1.7 tracks employees' acceptance of the RESOLVE program by looking
at their willingness to use the program again. Employees who completed a mediation
or facilitation through RESOLVE are asked to complete a participant satisfaction
survey. Of the employees who completed the survey, 92% indicated that they would
use the program again, exceeding the FY 2005 target of 90%.
Also, as illustrated by Measure 3.1.5, the agency is on track to successfully
implement the Federal sector model EEO program. For this fiscal year, our target
was to meet or exceed 75% of the identified attributes for a Model EEO Program
and implemented 79% of the attributes. By the end of FY 2006, our goal is to
implement all identified attributes in order to serve as a model for other Federal
agencies.
President's Management Agenda: The PMA identifies five
areas that require improvement throughout the Federal Government. The five-part
agenda is an integrated set of management reforms designed to create a more
results-oriented, customer-focused, and market-based government. Since FY
2003 the agency's Inspector General has rated the agency in all areas. Our
ultimate goal is to achieve a green rating in all PMA scorecard categories.
Our efforts to get to green are discussed in the following sections.
- Strategic Management of Human Capital: The EEOC
has engaged in several key steps toward fully implementing the human capital
initiative. These steps include developing a human capital plan to guide strategic
management of our most valuable resource; revising the agency's performance
management system-first for executives, and then for managers -to strengthen
its alignment with the agency's mission and goals; preparing a workforce planning
report and honing our efforts to improve forecasting and management of staffing
for the future; addressing succession planning/leadership continuity through
our Management Development Institute; adopting benchmarking and monitoring
for human resources (HR) procedural systems; and reviewing and improving HR
processes and operations. The agency also participated in the 2004 Federal
Human Capital Survey, with a 67% response rate. Results of the survey will
guide the development of action plans in each EEOC office.
- Competitive Sourcing: The agency has consistently
identified commercial and inherently governmental inventories throughout the
EEOC. In FY 2005, we conducted an A-76 streamlined competition study for our
Federal operations case file administration. The most efficient organization
won. In our 5-year competitive sourcing plan, we have included planned competitions
for information technology desktop support, telecommunications, server operations,
training, human resources record processing, and management and staff training.
- Improved Financial Management: In FY 2004, EEOC
received an unqualified opinion on its financial statements. During FY 2005,
EEOC began using off-the-shelf software to prepare the financial statements.
This software imports data directly from the financial management system,
eliminating the need for data entry by the EEOC staff. This method of preparing
financial statements will help us to correct a FY 2004 reportable condition
related to the financial reporting process.
- Expanded Electronic Government: The EEOC is committed
to fulfilling the PMA's vision of improved service and government efficiency
by transforming to electronic government (e-gov). Over the past several years,
we have implemented several major e-gov projects that automated internal processes,
reduced paperwork burden, integrated data, and provided electronic alternatives
for obtaining services and interacting with the agency. Benefits related to
these projects include decreasing the burden on businesses and achieving internal
cost savings and efficiencies by enabling businesses to update and submit
required report EEO-1 data online; enhancing customer service and internal
efficiency by providing the ability to register and pay for EEOC seminars
and training materials via the Internet; improving public access to information
by submitting EEOC civil case information electronically to coincide with
the U.S. courts' jurisdictional acceptance of electronic transmissions; and
decreasing the burden on other Government agencies through electronic submission
and acceptance of annual federal EEO statistics. In addition, the agency has
implemented a new EEOC Assessment System that walks the public through a series
of questions to determine whether EEOC is the most appropriate agency to provide
them assistance and allows electronic submission of complaint information
to the appropriate EEOC field office for follow-up. This system has been implemented
through our National Contact Center, with plans under way for deployment to
the public through our external agency website.
- Budget and Performance Integration: In FY 2005,
the agency implemented a cost accounting approach to better integrate budget
and performance and to improve financial management through the collection,
allocation, and reporting of program costs. The cost accounting framework
outlines major program elements to which employees allocate their time, allowing
the agency to assess the cost of its programs for effective management of
resources and operations. During FY 2005, we conducted a mid-year review to
assess how the system is working and made a few adjustments. We will continue
to use the cost accounting system in FY 2006. The system enables us to better
collect, account for, and manage resources and to more strategically meet
agency goals. It also results in better alignment of agency resources with
program goals as we continue to integrate budget and performance data.
An evaluation of EEOC's management controls and financial management systems
revealed that the agency had no material weaknesses and seven financial non-conformances.
The agency corrected one financial non-conformance first identified in FY 2004,
corrected four of the non-conformances identified in FY 2005, and developed
corrective action plans to resolve the remaining two non-conformances during
FY 2006.
Based on a review of agency-wide information and the assurances of the agency's
senior managers, we conclude that our systems of management and financial controls
were effective in FY 2005 and that agency resources were used in a manner consistent
with our mission, in compliance with laws and regulations, and with minimal
potential for waste, fraud, and mismanagement.
This page was last modified on December 2, 2005
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