Return to Home PageEnhance staff capabilities and substantive knowledge to improve work processes and job functions through training, partnership, team-based approaches, and customer-based principles.
Strategic Goal 3 recognizes that to achieve our mission it is critical to invest in our human capital to ensure that the organization is staffed effectively, and that it is competent to carry out programmatic and managerial support. Under the CEP, staff competence is a priority. In fiscal year 2000, each office identified and initiated training to fill critical skills gaps.
We exceeded or met all of our goals under Strategic Goal 3. Our achievements under this Strategic Goal are discussed below.
Measures
| 1999 | 2000 | ||||
|---|---|---|---|---|---|
| No. | Target | Results | Target | Results | |
| 3.1.1. | Train EEOC employees. | Train all employees. | Trained virtually all employees. | Train employees implementing the Comprehensive Enforcement Program (CEP). | Trained 82% of employees implementing CEP. |
X=the stated measure is not applicable in the fiscal year.
We met this measure.
We trained 82% of the employees involved in implementing the Comprehensive Enforcement Program.
During fiscal year 2000, although funding limited the number of national training events, the agency ensured that local training was provided to employees needing critical skills to implement the Comprehensive Enforcement Program (CEP).
One major new effort was training on Change Management for management and a front line staff member from each office, to address the steps that needed to be taken internally to successfully institutionalize CEP principles and procedures. In addition, training was provided for field office staff in Basic Mediation Skills and Advanced Investigator Techniques.
Provide policy direction and guidance to achieve all Strategic Goals.
For fiscal year 2000, EEOC focused on implementing the revised federal sector regulation in the agency's Office of Equal Opportunity which implements equal opportunity programs within EEOC. Our goal was to establish a model EEO Program at EEOC. The most serious issue was to reduce the number of older complaints through ADR and other innovative methods. The agency targeted a 15% reduction, as shown in measure 3.2.1 below.
Measures
| 1999 | 2000 | ||||
|---|---|---|---|---|---|
| No. | Target | Results | Target | Results | |
| 3.2.1. | Percent reduction in the average number of days to process internal EEO complaints from the previous fiscal year. | X | X | 15%
Use innovative approaches, including ADR. |
25% Implemented ADR program & other innovative approaches. |
X=the stated measure is not applicable in the fiscal year.
We exceeded this measure.
As of September 30, 2000, EEOC's internal complaint inventory contained no complaints older than 180 days. In fiscal year 2000, we closed 108 complaints with an average age of 461 days- a significant improvement over closure of 71 complaints in fiscal year 1999 in an average of 616 days. The agency has reduced the average age number of days to resolve internal complaints by approximately 25%, well exceeding our target of 15%.
This was accomplished by applying the agency's private sector CEP's conceptual framework to expedite and resolve aging internal discrimination complaints. Using a team-based approach, supervisors, an attorney advisor and professional EEO staff worked together to evaluate complaint files, and developed and executed a plan to expedite completion of work required to resolve older complaints.
The agency implemented an innovative "Rocket Docket" case management strategy to resolve cases that would be 180 days old or more before September 30th. The "Rocket Docket" strategy resolved 80% of the complaints using the following methods: negotiated settlement, bench decision, summary judgment or withdrawal. This approach reduced the number of cases left in the inventory and overall processing time for fiscal year 2000. Moreover, this strategy realized a cost savings of approximately $30,000 in hearings and transcription costs.
Also, the agency strengthened its internal ADR program and developed comprehensive Q & As for employees. The ADR program uses a "multi-door" approach which provides voluntary forums such as mediation at the counseling and investigative stages, and "evaluative mediation" at the post-investigation evaluation stage to provide the parties an opportunity to communicate and engage in problem-solving strategies at all stages of the complaint process.
Instill a knowledge base by attaining and maintaining a robust technological competency and through research, analysis and evaluation of organizational components, procedures and processes.
The information age requires federal agencies to have a sound technological infrastructure for staff efficiency. Effective use of technology has proved critical to EEOC's vision of eradicating discrimination at the workplace. In fiscal year 2000, we continued to build the agency's technological infrastructure, and to streamline internal policies and procedures to focus staff on accomplishing results. As shown in the chart below, EEOC met or exceeded goals established for the four measures for this Strategic Objective. Our staff achieved significant progress during the fiscal year.
Measures
| 1999 | 2000 | ||||
|---|---|---|---|---|---|
| No. | Target | Results | Target | Results | |
| 3.3.1. | Percent or number of streamlined, updated, or eliminated internal directives in effect as of September 30, 1998. | 10% | 5% | 10% | 16% |
| 3.3.2. | Continue development, test and pilot a number of subsystems of the EEOC's Integrated Mission System (IMS). | X | X | Continue to develop IMS. | IMS development continued. |
| 3.3.3. | 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. | X | X | Initiate development of federal EEO data system. | Identified requirements for a new data system and initiated contractor selection. |
| 3.3.4. | Provide wide area network (WAN) connectivity and Internet access. | X | X | Connect to WAN and Internet. | All offices on WAN and given Internet access. |
X=the stated measure is not applicable in the fiscal year.
We exceeded this measure.
By the end of fiscal year 1998, we determined that there were 156 internal directives eligible for review as a base for streamlining, updating or eliminating guidance to employees. The agency established this measure to ensure that internal directives imposed only necessary processes or procedures on employees. If a directive was necessary, the agency wanted to be sure that it reflected the most recent guidance for employees to do their jobs and the processes or procedures described in a directive was streamlined to provide the most effective and efficient services to employees or external customers.
In fiscal year 2000, we eliminated and updated 25 directives, or 16%, exceeding our target of 10%. It is especially significant that 18 of the 25 directives were actually eliminated.
We met this measure.
The Integrated Mission System (IMS) will encompass information on all EEOC programs for the first time in the agency's history. For example, IMS will track outreach, intake and the step-by-step status of private sector charges through litigation. Systems currently in use are over 20 years old.
In fiscal year 2000, we made significant progress in the development of the Integrated Mission System (IMS), specifically the development of Phase One IMS modules and completion of coding for 60 screens out of a total of 96 programmed for the project. Phase One of the IMS supports private sector charge processing, federal sector complaint adjudication, litigation case tracking and outreach activities.
We met this measure.
In FY 2000, the agency identified the requirements for the development of a new, standardized federal EEO data system and also initiated contractor selection for the program. This new federal sector data collection and reporting system is being developed to improve service to federal employees and agencies, by improving EEOC's management of the federal sector program through the use of better data. The computerized system will be a key component to support the implementation of the federal sector CEP and the important changes to the federal sector EEO process under the new regulations.
We met this measure.
We successfully completed wide area network (WAN) connectivity and Internet access throughout the agency. WAN/Internet installations were completed in our 25 area and local offices around the country. This achievement promotes the sharing of data, information, and procedures among all of our offices and thereby provides better and more timely customer service to the American public.
This page was last modified on May 3, 2001.