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

GPRA Annual Performance Plan
Fiscal Year 2001

Introduction

Mission Statement

Major Long-Term Goals

Fiscal Year 2000 Accomplishments

Overview

Comprehensive Enforcement of EEO Laws

Strategic Goal 1

Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program

Strategic Objective 1.1

Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Strategic Objective 1.2

Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Outcome(s) Expected

Management Challenges and External Factors

Strategic Objective 1.3

Strengthen partnerships with State and Local Fair Employment Practices Agencies and Tribal Employment Rights Organizations to enhance effective implementation of laws addressing employment discrimination.

Outcome(s) Expected

Management Challenges and External Factors

Prevention of Employment Discrimination

Strategic Goal 2

Promote Equal Opportunity in Employment Through Education and Technical Assistance

Strategic Objective 2.1

Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluation

Strategic Objective 2.2

Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluation

Improving Service to the Public Through Executive Direction and Support

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.

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluation

Strategic Objective 3.2

Provide policy direction and guidance to achieve all Strategic Goals.

Outcome(s) Expected

Management Challenges and External Factors

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.

Outcome(s) Expected

Management Challenges and External Factors

Verification and Validation of Agency Information

Appendix: Originally Published Language Used for Fiscal Years 1999-2000 GPRA Measures

Introduction

This is the U. S. Equal Employment Opportunity Commission's (EEOC's) third Annual Performance Plan under the Government Performance and Results Act of 1993 (GPRA). The EEOC was created to enforce Title VII of the Civil Rights Act of 1964, the employment provisions of the country's landmark civil rights legislation. Over the past 35 years, the EEOC's responsibilities have increased. In addition to Title VII, the agency enforces the Equal Pay Act of 1963, the Age Discrimination in Employment Act of 1967, the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990 and the Civil Rights Act of 1991.

EEOC's Fiscal Year 2001 Annual Performance Plan (Plan) was fully integrated with its budget submission to Congress in February 2000. Since then, the agency adjusted its original fiscal year 2001 measures after assessing Congressional funding decisions, particularly the fiscal year 2000 appropriation and its impact on the agency's ability to accomplish the originally proposed fiscal year 2001 measures. Goals and objectives have also been modified to be consistent with the new Strategic Plan for Fiscal Years 2000 - 2005, issued in September 2000.

This Annual Performance Plan has been distributed to the President and Congress and posted on the agency's Web site, consistent with requirements of the Office of Management and Budget. Copies are also available by contacting the EEOC's publication office at (202) 663-4900 (voice) or (202) 663-4494 (TTY).

Mission Statement

Our Mission Statement clearly and concisely conveys to employers and employees alike that the Commission will pursue fair and vigorous enforcement where there is any form or level of employment discrimination covered by the laws we implement. Although the statement expresses a noble and some would say unattainable goal, the Commission believes, instead, that it embodies the hopes and dreams of our society expressed in our founding documents the Declaration of Independence and the Constitution of the United States of America as well as the statutes enacted by Administrations and Congresses led by both political parties over the last 40 years. Discrimination in the workplace on account of race, color, national origin, gender, age, religion or disability deprives the nation of the skills and talents needed to sustain economic growth and deprives families of the quality of life they deserve.

Our Mission is to

Eradicate Employment Discrimination at the Workplace.

Major Long-Term Goals
To Eradicate Discrimination at the Workplace

The EEOC identified several major long-term goals in its Strategic Plan for Fiscal Years 2000-2005. In its effort to deliver fair, effective and efficient service to the public, the Commission will strive to:

Reduce the private sector charge inventory and average charge processing time by strategically managing the existing workload and by emphasizing the early use of voluntary mediation;
Strengthen collaboration between enforcement and legal staff to focus resources on the most significant issues, as identified in the National Enforcement Plan (NEP), for administrative resolution and, where necessary, for litigation;
Streamline the federal sector complaint process by implementing the November 1999 revised regulations; strategically managing the hearings and appeals workload; and strengthening oversight of federal agency EEO practices, through improved data collection and analysis and focused attention on the most serious issues;
Partner with state and local Fair Employment Practices Agencies and Native American Tribal Employment Rights Organizations to increase the nation's capacity for addressing employment discrimination; to conduct joint enforcement activities that address significant issues; and to expand outreach, education and technical assistance, particularly to under-served populations, such as individuals with limited English-speaking ability;
Encourage and facilitate voluntary compliance through tailored programs to meet the needs of employers, including small business and federal sector employers; and through programs to educate the public on EEO laws, including translation of informational materials into languages and formats accessible to under-served populations, such as sight or hearing-impaired individuals; and
Provide executive direction and support that will result in policies that are readily understood by the public; results-based management of EEOC's human and other resources; a well-trained and motivated workforce; and technological, data collection, and analysis capacity that supports effective and efficient agency operations.

Fiscal Year 2000 Accomplishments

EEOC's achievements in fiscal year 2000 demonstrate that the agency is working diligently to provide enhanced customer service to all of our stakeholders. Our comprehensive enforcement approach and strategic utilization of resources have allowed us to capitalize on the major progress made in FY 1999. Moreover, our FY 2001 budget increase will allow us to sustain and build upon our significant accomplishments.
Chairwoman Ida L. Castro

In fiscal year 2000, the Commission continued its progress in making the agency more effective and efficient to serve the public better. Some of the more significant accomplishments include cutting its pending inventory (backlog) of private sector charges to a 17-year low, obtaining record-breaking monetary relief for victims of discrimination, further reducing the average charge processing time, increasing charge resolutions handled through its National Mediation Program, and expanding outreach and technical assistance to employers and under-served minority communities.

In fiscal year 1999, the EEOC received a much needed 15% funding increase of $37 million, allowing it to implement its National Mediation Program and other vital enforcement and outreach initiatives. In addition, Congress increased funding for EEOC for fiscal year 2001, appropriating $303.8 million an 8% increase of $22.9 million over the agency's fiscal year 2000 budget.

The Commission's accomplishments in fiscal year 2000 centered around the Comprehensive Enforcement Program (CEP) formulated at the beginning of October 1998. The CEP is a broad-based approach to enforcement involving the strategic coordination and integration of agency resources. A key aspect of the CEP is increased collaboration among staff in all agency functions, from outreach through resolution of cases in the private and federal sector programs.

Under the CEP, the Commission has focused its enforcement and outreach efforts on key issues first identified in the agency's 1996 National Enforcement Plan. These issues include sex-based wage discrimination and equal pay violations; harassment based on race, gender, and national origin; "glass ceiling" cases affecting women and minorities; language and accent discrimination, including speak-English-only rules; and cases involving egregious instances of systemic and pervasive discrimination.

EEOC's fiscal year 2000 accomplishments (covering the period from October 1, 1999, through September 30, 2000) include:

Reducing the private sector pending inventory (backlog) to 34,297, its lowest level since fiscal year 1983. This is down 15% from 40,234 in fiscal year 1999 and down 69% from an all-time high of 111,345 reached in the third quarter of fiscal year 1995;
Obtaining $292.6 million in total monetary benefits for private sector charging parties, including a record-breaking $245.7 million through administrative enforcement (pre-litigation);
Decreasing the average charge processing time for resolving private sector charges to 216 days. This is a reduction of almost 50 days from fiscal year 1999 and 163 days from fiscal year 1996 when it took an average of 379 days to resolve a charge;
Increasing the number of successful charge resolutions handled through voluntary mediation to 7,438 a 54% increase from 4,833 successful mediations in fiscal year 1999. Also, cases were mediated in fewer than 100 days on average;
Increasing the rate of resolutions benefitting charging parties (merit factor rate) to 21% up from 17% in fiscal year 1999 and 9% in fiscal year 1996;
Increasing the number of "cause" resolutions to 8,248, 9% of all resolutions up from 6.6% in fiscal year 1999;
Conducting a record 2,961 outreach, education and technical assistance events reaching more than 218,000 people nationwide, including 242 events geared exclusively to small business audiences attended by 8,628 individuals;
Obtaining several major litigation victories and settlements in a wide variety of occupations addressing discrimination against vulnerable recent- immigrant communities, women in non-traditional jobs, people with disabilities, older workers, and minority individuals. The Commission also filed several high-profile lawsuits in geographic locations nationwide addressing discrimination in areas such as failure to hire blacks and women; failure to refer minority and female applicants; failure to pay women equal wages; disparities in benefits for older workers; and hostile work environments based on national origin, race and sex, including cases involving hangman's nooses used to intimidate and threaten minorities;
Implementing new federal sector 1614 regulations (effective on November 9, 1999) to streamline the procedures governing the discrimination complaint process for federal employees; cutting the appeals inventory by 14% and the hearings inventory by 13% from the fiscal year 1999 levels; and issuing comprehensive revisions to Management Directive (MD) 110, which explains in detail the administrative processes for filing and adjudicating an EEO complaint under the 1614 regulations;
Issuing policy guidance on the following key issues: disability-related inquiries and medical exams under the Americans with Disabilities Act; remedies for undocumented workers under the EEO laws; prohibiting discrimination in federal employment based on genetic information; and a new Compliance Manual section on "threshold" issues; and,
Upgrading and expanding EEOC's industry-acclaimed Internet Home Page on the World Wide Web. The Home Page now includes an historic special section commemorating the Commission's landmark 35th anniversary, a special report on the 10th anniversary of the Americans with Disabilities Act, and a user-friendly search engine to locate information on the site. Use of the Internet site increased 88% last year; from 82,714 average number of visitors per month in fiscal year 1999 to 155,496 in fiscal year 2000. The public's use of EEOC's site increased a dramatic 289% over the 39,980 average number of visitors per month in fiscal year 1998.

The performance measures and the target levels adopted by the Commission in this Plan for fiscal year 2001 are designed to further enhance the agency's significant progress over the past few years.

Overview
Annual Performance Plan for Fiscal Year 2001

This Plan is adapted from the agency's Strategic Plan for Fiscal Years 2000-2005, which provides a framework of three strategic goals, strategic objectives for each goal, and measures for each objective. The Annual Performance Plan links three broad strategic goals for the agency to resources directed to each strategic goal and results expected, as expressed in performance measures¹ for each strategic objective. The Plan also displays the relationship of measures for fiscal year 2001 to long-term outcomes expected in the Strategic Plan, anticipated management challenges, and external factors that could effect achievement of agency measures in fiscal year 2001.

Total Agency Budget

1999	2000	2001
$279,000,000	$280,928,400*	$303,195,000**

* Includes an across-the-board rescission of .38%.

** Includes an across-the-board rescission of .22%.

The total agency budget is divided into two areas: (1) Enforce EEO Laws and Promote Equal Opportunity, and (2) Executive Direction and Support. The first category combines resources dedicated to Strategic Goals 1 and 2 because under the Comprehensive Enforcement Program front-line staff work together to carry out an integrated strategy for accomplishing both objectives. The resources dedicated to the three Strategic Goals is shown below.

Budget and Strategic Goals

Comprehensive Enforcement of EEO Laws and Prevent Employment Discrimination

1999	2000	2001
$242,000,000	$241,315,400	$259,195,000

STRATEGIC GOAL 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

This Strategic Goal includes the agency's enforcement programs for the private and federal sectors, and partnerships with State and Local Fair Employment Practices Agencies. At the center of the Commission's enforcement strategy is the Comprehensive Enforcement Program (CEP). The CEP was formulated and launched in fiscal year 1999 to improve all components of the agency's operations in both the private and federal sectors.

STRATEGIC GOAL 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

This Goal focuses on preventing employment discrimination by expanding outreach, education and technical assistance to a broad range of stakeholders. These activities promote understanding and voluntary compliance with the laws enforced by the Commission. Its emphasis is on reaching employers, employees and members of the public, including small businesses and under-served communities.

Executive Direction and Support

1999	2000	2001
$37,000,000	$39,613,000	$44,000,000

STRATEGIC GOAL 3
Enhance Agency Effectiveness to Achieve Our Mission and Strategic Goals by Providing Executive Direction and Support and Building Institutional Knowledge.

This Goal aims to improve internal support operations to better enable the agency to meet its goals and objectives. It includes such areas as enhancing staff capabilities and knowledge, policy direction and guidance, and instilling a knowledge base using technology, research and analysis and evaluation of organizational components, processes and procedures.

The following pages highlight the agency's efforts, both planned and realized, to achieve these Strategic Goals.

Strategic Goal 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1.
Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Performance Measures

Improve Private Sector Enforcement

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

STATEMENT		1999		2000		2001
NO.		Target	Results	Target	Results	Target
1.1.1.	Percent of resolved private sector charges benefitting victims of discrimination. (For original wording for FY 2000 measure, see Appendix, cross reference item A)	X	X	20%	21.3%	20%
1.1.2.	Percent of newly filed, administratively processed private sector charges resolved within 180 calendar days.	X	X	X	X	60%
1.1.3.	Percent of sampled district office charge files with information supporting the categorization of the charges as "A," "B," or "C" and any necessary attorney involvement.	X	X	X	X	90%
1.1.4.	Percent of "A-1" charges received in the fiscal year with on-site investigations.	X	X	X	X	At least 70%
1.1.5.	Percent of "A" charges where attorneys are available to advise investigators.	X	X	X	X	100%
1.1.6.	Percent of the cases filed in court involving multiple aggrieved parties (MAPs) or discriminatory policies.	32%	28.5%	32%	36%	36%
1.1.7.	Percent of cases litigated during the fiscal year with investigators assigned.	X	X	X	X	no less than 5%

Outcome(s) Expected

The measures for fiscal year 2001 are designed to build towards the expected outcomes in the private sector program articulated in EEOC's Strategic Plan. Briefly, the expected outcomes are to reduce charge inventories and processing times through mediation and other positive outcomes; strengthen collaboration between enforcement and legal staff; and enhance the focus on charges and litigation involving multiple aggrieved parties or discriminatory policies.

Management Challenges and External Factors

The agency's Strategic Plan outlined several challenges and factors that could impact on the accomplishment of its fiscal year 2001 measures. Those applicable this year are as follows:

Training employees within available resources, since the agency expects to increase its staff consistent with the 8 percent increase in its budget;
Enhancing ties with the agency's FEPA partners to expand efforts to jointly investigate charges and initiate joint outreach efforts (see Strategic Objective 1.3.);
Balancing agency technology enhancements with the resources needed to conduct other key initiatives and programs; and
Increases in charge receipts and charges deferred to EEOC from Fair Employment Practices Agencies, as well as charges in the composition of our workload that increase the number of complex cases are likely to affect achievement of the goal for resolving 60 percent of the private sector charges within 180 calendar days of their receipt.

Program Evaluation

The agency will conduct the following program evaluation initiative to improve service to the public:

Quality Peer Review: The Commission has designed a pilot Quality Peer Review (QPR) program to achieve three results: establish objective, measurable standards linked to its Comprehensive Enforcement Program (CEP) implementation; identify best practices to share throughout the agency to improve the implementation of the CEP; and foster a climate of continuous improvement in its private sector charge processing program. During fiscal year 2001, the agency anticipates piloting and implementing the components developed to date outreach and initial contact with the agency in several offices, evaluating the results obtained, and adjusting the program for further implementation in subsequent fiscal years.

Strategic Objective 1.2.
Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Performance Measures

ENHANCE FEDERAL SECTOR PROGRAM EFFECTIVENESS
X=the stated measure/indicator is not used for the fiscal year.

STATEMENT		1999		2000		2001
NO.		Target	Results	Target	Results	Target
1.2.1.	Percent of closed Hearings cases over 180 days old. (For original wording for FY2000 measure, see Appendix, cross-reference item C.)	X	X	5% reduction of cases over 180 days old at beginning of FY2000.	6.8% reduction.	20% of closures are 360-days old and older.
1.2.2.	Percent of Hearings cases resolved within 180 days.	X	X	X	X	20% of cases received in FY2001.
1.2.3.	Percent of closed Appeals cases 500-days old or older. (For original wording for FY2000 measure, see Appendix, cross-reference item D.)	X	X	20%	33%	30%
1.2.4.	Percent of Appeals cases resolved within 180 days.	X	X	10% of cases received in FY2000.	21.9%	20% of cases received in FY2001.
1.2.5.	Percent of Appeals resolved within 180 days involving breach of settlement agreements filed within the first 3 quarters of the fiscal year.	X	X	X	X	50%
1.2.6.	Percent of Appeals resolved within 180 days alleging non-compliance with an agency's final action or final decision filed within the first 3 quarters of the fiscal year.	X	X	X	X	50%

Outcome(s) Expected

Measures in previous fiscal years have improved the federal sector program, in the face of fiscal constraints and a growing work load. In fiscal year 2001, the agency aims to maintain past achievement and continue improvements in the quality and timeliness of hearings and appeals decisions and resolutions. Other outcomes focus on improving compliance with settlement agreements reached and final agency decisions.

Management Challenges and External Factors

Several challenges and factors will influence its effectiveness during this fiscal year, including:

The impact of the new federal sector regulations (29 C.F.R. 1614), effective on November 9, 1999, on federal sector complaint processing. The EEOC is collecting and monitoring data to it compare results before and after the regulatory change; and
The adaptation of the private sector Comprehensive Enforcement Program (CEP) concepts to the federal sector program. Implementation of the CEP in the federal sector program began in 1999 with a framework designed to link and integrate resources to provide a comprehensive strategy for implementing federal sector improvements.

Strategic Objective 1.3.
Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

Performance Measures

STRENGTHEN PARTNERSHIPS WITH STATE AGENCIES AND NATIVE AMERICAN ORGANIZATIONS
X=the stated measure/indicator is not used for the fiscal year.

STATEMENT		1999		2000		2001
NO.		Target	Results	Target	Results	Target
1.3.1.	The number of Fair Employment Practices Agencies (FEPAs) receiving technological capabilities to improve the efficiency and effectiveness of charge processing procedures. (For original wording for FY1999 measure, see Appendix, cross-reference item E.)	18	22	X	X	8
1.3.2.	Train FEPAs and Tribal Employment Rights Organizations (TEROs). (For original wording for FY 1999 measure, see Appendix, cross-reference item F.)	Train 30 FEPAs.	49 FEPAs trained.	Train FEPAs/ TEROs. Provide training materials on at least 2 employment discrimination subjects.	93 FEPAs & 61 TEROs trained. Materials on 2 subjects distributed.	Train FEPAs/TEROs.
1.3.3.	The number of contracted dual-filed charges resolved by FEPAs. (For original wording for FY2000 measure, see Appendix, cross-reference item G.)	X	X	approx.53,000	53,683	approx. 55,000
1.3.4.	The number of joint outreach programs conducted with FEPAs to educate and assist small businesses covered by EEOC enforced statutes and under-served communities and groups.	X	X	X	X	20

Outcome(s) Expected

The agency will partner with FEPAs and TEROs to improve services to customers by enhancing charge-processing capabilities of Fair Employment Practices Agencies (FEPAs) and conducting joint enforcement and outreach, education and technical assistance activities.

Management Challenges and External Factors

Challenges for EEOC to enhance its partnership with the FEPAs and TEROs include:

The myriad of state and local laws governing employment discrimination creates a challenge for EEOC to provide effective assistance on charge processing, technology and training support to its 93 FEPA partners; and
The balancing of EEOC resources for providing technology upgrades for FEPAs among all competing necessities, recognizing that these enhancements improve communications and data sharing among EEOC and its FEPA partners.

Strategic Goal 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1.
Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Performance Measures

ENCOURAGE VOLUNTARY COMPLIANCE WITH PRIVATE AND FEDERAL SECTOR EMPLOYERS AND EMPLOYER GROUPS
X=the stated measure/indicator is not used for the fiscal year.

STATEMENT		1999		2000		2001
NO.		Target	Results	Target	Results	Target
2.1.1.	The number of consultations with employer stakeholders on operational and legal issues. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item H.]	500	1,232	1,200	1,213	1,200
2.1.2.	The number of representatives of private sector and federal sector employers attending technical assistance activities, other than Revolving Fund activities. (For original wording for FY1999 and FY 2000 measures, see Appendix, cross-reference item I.)	10,000	46,500	At least 46,500	49,766	50,000
2.1.3.	The number of outreach events provided to employers to encourage participation in EEOC's mediation program.	X	X	X	X	250
2.1.4.	The number of small employers with approximately 15-99 employees provided EEOC's education and information materials, as part of a special outreach initiative.	X	X	X	X	5,000
2.1.5.	The number of Revolving Fund activities conducted for private sector and federal sector employers. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item J.)	75	292	175	296	275
2.1.6.	Develop and implement an outreach plan for fiscal years 2000-2002 to provide education and technical assistance and to proactively distribute EEOC's education and information materials to small private sector employers and to federal sector employers. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item K.)	Develop plan.	Plan developed	Implement plan activities for FY2000.	Implemented FY2000 activities.	Implement plan activities for FY2001.
2.1.7.	The number of outreach, education, or other technical assistance activities conducted to assist federal agencies make EEO program improvements, including establishing alternative dispute resolution (ADR) programs throughout the EEO process.	X	X	X	X	At least 120
2.1.8.	The number of on-site evaluations of federal agency EEO programs conducted. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item L.)	X	X	14	20	20

Outcome(s) Expected

Many of EEOC's outreach, education and technical assistance efforts benefit both the employer and employee communities simultaneously. Therefore, Strategic Objective 2.1 describing prevention efforts with the employer community and Strategic Objective 2.2 describing efforts for the employee community and other members of the public should be considered together. (See page 27 for Strategic Objective 2.2) The agency expects to diversify and better focus outreach activities for fiscal year 2001 to achieve the following outcomes:

Increase employer participation in mediation. In FY 2000, 81% of charging parties agreed to participate in mediation, compared to 31% of employers;
More effectively use Alternative Dispute Resolution procedures in EEOC and foster its use in other federal agencies; and
Improve the quality and timeliness of federal sector EEO complaint processes and enhance affirmative employment programs in federal agencies to prevent discrimination.

In preparation for the fiscal year 2001 Annual Performance Plan, the Commission assessed its outreach, education and technical assistance measures and target values for the private sector and federal sector to design ways to serve employers and the employer community better. Beginning in fiscal year 2000, the agency redirected some of its outreach resources toward several new initiatives. As a result of a series of meetings and dialogues with stakeholders initiated by the Chairwoman, the agency learned that employers and businesses wanted the agency to expand its voluntary mediation program and provide more information materials to the public. In fiscal year 2001, we added two new measures to address these issues: (1) we will conduct 250 outreach events specifically aims at increasing employer participation in EEOC's mediation program; and (2) we will reach out to some of the smallest employers covered by our statutes - those with approximately 15-99 employees, to provide information and education materials to 5,000 of these employers. These are employers that, because of their size, often do not have a personnel department or legal counsel to provide the information they need to be cognizant of their equal employment opportunity responsibilities. In addition, a measure was added to hold at least 120 activities for federal agencies to assist them in improving their EEO programs, including the use of Alternative Dispute Resolution (ADR) programs.

These new measures and the others that are retained from fiscal year 2000 will enable the agency to approach the employer community with a broad spectrum of outreach, education and technical assistance activities. Target levels have been established to allow effective delivery of service to each segment of the employer community.

Management Challenges and External Factors

The accuracy and reliability of data in the agency's automated system for recording information on most of its outreach, education and technical assistance efforts presents a challenge. The Commission is already taking steps to improve the accuracy and reliability of the data in this system, including implementation of new report formats in fiscal year 2001 to link outreach activities to significant agency initiatives, such as the Comprehensive Employment Program, its National Enforcement Plan and field offices' Local Enforcement Plans.

Also, the success of new approaches to the employer community to expand participation in mediation and focus on needs of the small business community depends on how well the initiatives are received.

Component(s) of Program Evaluations

The EEOC takes the following steps to assess its outreach, education and technical assistance programs:

Throughout the year, at least quarterly, outreach results are reviewed and checked against plans, using data and reports submitted by field offices;
Overall performance is reviewed to ensure progress toward meeting GPRA outreach goals; and necessary corrective action is taken; and
Participant evaluation forms are used to evaluate fee-based training.

Strategic Objective 2.2.
Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

Performance Measures

INCREASE KNOWLEDGE OF EEO LAWS WITH THE PUBLIC AND EMPLOYEE GROUPS
X=the stated measure/indicator is not used for the fiscal year.

STATEMENT		1999		2000		2001
NO.		Target	Results	Target	Results	Target
2.2.1.	The number of consultations with employee stakeholders on operational and legal issues. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item M.)	500	1,533	1,200	3,918	3,900
2.2.2.	The number of employees and employee representatives provided EEOC's education and information materials, including representatives from under-served groups or communities.	X	X	X	X	30,000
2.2.3.	Develop and implement an outreach plan for fiscal years 2000-2002 to inform under-served constituencies of their rights, and to proactively distribute EEOC's educational and informational materials to employee stakeholders. (For original wording for FY1999 and FY2000 measures, see Appendix, cross-reference item N.)	Develop plan.	Plan developed.	Implement plan activities for FY2000.	Implemented FY2000 activities.	Implement plan activities for FY2001.
2.2.4.	The number of additional EEOC publications most frequently requested in an alternate format and translated and available in 7 alternate languages (Spanish, Haitian/Creole, Vietnamese, Russian, Korean, Arabic and Chinese).	X	X	X	X	Initiate efforts to make 15 publications available by the end of FY2002.
2.2.5.	Make information about employment discrimination and the federal EEO procedures available for the approximately 2 million federal employees, using the EEOC's web site and other innovative means.	X	X	X	X	Make information available.
2.2.6.	Provide EEOC informational materials to federal sector employees and major employee groups identified in the prior fiscal year(s) and give appropriate follow-up assistance when contacted.	X	X	X	X	Materials and assistance provided for those identified in FY2000.

Outcome(s) Expected

The outreach, education and technical assistance programs are key components of the Commission's enforcement strategy. EEOC will continue its efforts to reach the employee community and the public through a variety of initiatives which seek to:

Expand the reach and effectiveness of outreach, education and technical assistance efforts to employee groups and the general public, including under-served constituents;
Increase public access to agency information by providing information materials in alternative formats and languages;
Strengthen collaboration between the EEOC and the employee community; and
Improve agency effectiveness and service to its customers.

In fiscal year 2000, the Commission implemented several new initiatives which are largely responsible for the substantial increase in consultations with employee stakeholders. For example, the agency participated in outreach, education and technical assistance activities designed to improve access to EEOC programs under the government-wide Asian American and Pacific Islander Initiative. Other initiatives included the National Origin and the Low Wage Earners Task Forces, which provided outreach and education on issues affecting national origin communities and low wage earners (immigrants, workers along the border and farm laborers).

The Commission had a banner year with these initiatives and other efforts, resulting in an unexpectantly high number of consultations in fiscal year 2000. These initiatives will continue in fiscal year 2001. The four new measures added in fiscal year 2001 aim to better serve and expand outreach to private- and federal sector employees, and under-served communities. These measures focus on increasing access to EEOC information and education materials, which is paramount to the Commission's ability to reach its constituents. One added measure seeks to provide education and information materials to 30,000 employees, including under-served groups or communities. This effort will increase awareness of employees rights, employers responsibilities and EEOC's enforcement authority. Also, in recognition of the increased diversity of the population, as reflected in the recent decennial census, a measure was added to make 15 of EEOC's most frequently requested publications available in an alternative format accessible to the sight impaired and in seven different languages (Spanish, Haitian/Creole, Vietnamese, Russian, Korean, Arabic and Chinese). Lastly, two measures were added to inform federal employees about employment discrimination and provide assistance to those federal employee groups identified in an earlier initiative in fiscal year 2000.

All of the Commission's measures under Strategic Objective 2.2, taken together, strengthen its ability to reach its constituents through a broad spectrum of outreach, education and technical assistance activities.

Management Challenges and External Factors

The type of data collected, its accuracy and reliability, and the type of analytical reports generated for analysis are all areas to address to ensure that the information is accurate and relevant to the needs of management. The Commission is taking steps to improve the accuracy and reliability of data in its Automated Outreach System, including implementation of new report formats in fiscal year 2001 to link outreach activities to significant agency initiatives.

Component(s) of Program Evaluations

The EEOC takes the following steps to assess its outreach, education and technical assistance programs:

Throughout the year, at least quarterly, outreach results are reviewed and checked against plans, using data and reports submitted by field offices;
Overall performance is reviewed to ensure progress toward meeting GPRA outreach goals; and necessary corrective action is taken; and
Participant evaluation forms are used to evaluate fee-based training.

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

ENHANCE STAFF CAPABILITIES AND KNOWLEDGE
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:

Surveying agency managers about training needs, especially related to implementation of the CEP, to guide the allocation of training resources;
Evaluating training methodologies used by EEOC offices to meet training needs and identify those using creative approaches to share;
Using and improving computerized data systems (for example, the agency's CATS II System) to identify recurring employee developmental needs; and
Developing tools to assess the extent to which staff training initiatives improve the achievement key program indicators.

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

Performance Measures

PROVIDE POLICY DIRECTION AND GUIDANCE
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	25% Implemented ADR program & other innovative approaches	15%

Outcome(s) Expected

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

Continuing to provide clear, concise guidance to improve the understanding and application of policies and procedures by Commission employees and by private and federal sector employers, employees and stakeholder groups; and
Continuing to build approaches for EEOC to become a model EEO work place in the federal government.

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

INSTILL A KNOWLEDGE BASE AND MAINTAIN TECHNOLOGICAL COMPETENCY
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:

Upgrading the agency's technological infrastructure to enhance the effectiveness and efficiency of its employees' work. Through upgraded information systems build research and analytical capabilities to support Commission operations for program, financial and human resource data; and
Eliminating or streamlining internal support processes and procedures (e.g., procurement, budget, human resource management, information technology systems) to improve the effectiveness and efficiency of the agency.

Management Challenges and External Factors

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

Investment in the technology infrastructure and data systems are critical for EEOC, but as one of the few discretionary areas of the agency's budget, must be balanced against other program needs; and
Recruiting and retaining computer specialists will be a significant challenge in a highly competitive environment for those critical skills.

Verification and Validation of Agency Information

Accurate and reliable data is critical to planning and resource allocation at the Commission. The major front-line program areas private sector enforcement and federal sector programs require data on the number and status of matters pending, as well as data on financial and human resources deployed in order to determine the efficiency and effectiveness of our programs.

In recent years, the Commission has initiated projects to improve the speed and accuracy of data available to managers.

Under its 5-year technology plan, the Commission will develop and initiate implementation of new systems to collect data in the private sector enforcement program and the federal sector, outreach and education programs, as well as in key support operations:

The Integrated Mission System (IMS) will track data for the private and federal sector enforcement programs. It is anticipated that the system will reinforce and support the Comprehensive Enforcement Program concepts in both the private sector and federal sector programs. In particular, it will support the important changes made in the federal sector EEO process as a result of the new Part 1614 regulations effective on November 9, 1999.
A new federal sector data collection and reporting system will be developed to automate the collection and reporting of Federal EEO data.
The implementation of a new financial management system will provide more accurate and timely financial information and streamline payments to internal and external customers.
A new human resources system and payroll system will provide personnel information on a timely basis, enabling management to keep appraised of information such as attrition rates, which must be addressed promptly if the agency is to meet its annual goals.

The development and deployment of these systems is the first step towards linking financial, program and human resource data. These systems will provide computerized edit routines to verify entered data as one approach for ensuring the validity of the information. In addition, the agency anticipates using selective sampling and analysis of files to further ensure data validity.

The systems, and the valid data available in them, will assist agency managers determine the most cost-effective approach for assigning human and financial resources to achieve the agency's mission. To meet these objectives, continued investment in information technology at the required levels is essential.

Appendix

Originally Published Language Used for Fiscal Years 1999-2000 GPRA Measures.

This Appendix provides a cross-reference between the Table of Measures and the original wording of the fiscal year 1999 and 2000 measures, with the target values, used in the agency's published GPRA Annual Performance Plans. The Table and this Appendix use the revised framework for its Strategic Goals/Strategic Objectives in the agency's new Strategic Plan for Fiscal Years 2000-2005.

STRATEGIC GOAL 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1.
Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
A	FY 2000	Increase to 20% the proportion of resolved private sector charges that benefit victims of discrimination.	I.A.5.
B	FY 1999	Increase the proportion of cases filed in court that involve multiple aggrieved parties or discriminatory policies, so that the proportion in fiscal year 1999 is 10% greater than the proportion for fiscal year 1998.	I.A.3.
B	FY2000 (Same Measure-- Language Revised from FY99)	Thirty two percent (32%) of the cases filed in court during the fiscal year involve multiple aggrieved parties (MAPs) or discriminatory policies.	I.A.3.

Strategic Objective 1.2.
Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
C	FY 2000	By the end of fiscal year 2000, reduce by 5% the number of Hearings cases over 180 days old as of the beginning of the fiscal year.	1.B.2.
D	FY 2000	Twenty percent (20%) of total closures are from the oldest group of appeals cases in EEOC's inventory.	I.B.3.
D	FY2000	Ten percent (10%) of appeals received during the fiscal year will be resolved within 180 days.	1.B.4.

Strategic Objective 1.3.
Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
E	FY 1999	Improve technological capabilities of 18 Fair Employment Practices Agencies to improve efficiency and effectiveness of charge processing procedures.	1.C.1.
F	FY 1999	Provide training to improve charge investigation capabilities of 30 Fair Employment Practices Agencies.	I.C.2.
F	FY2000(Similar Measure to FY99)	Provide training for FEPAs and Tribal Employment Rights Organizations (TEROs), and distribute training materials covering at least 2 employment discrimination subjects to each FEPA with which EEOC has a charge resolution contract.	1.C.1.
G	FY 2000	Contract with FEPA partners to resolve approximately 53,000 dual-filed charges.	I.C.2.

STRATEGIC GOAL 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1.
Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
H	FY 1999	Consult with 500 employer stakeholders on operational and legal issues.	II.A.1.
H	FY2000 (Same Measure-- Language Revised from FY99)	Conduct at least 1,200 consultations with employer stakeholders on operational and legal issues; maintaining the high level of consultations held in fiscal year 1999.	II.A.1.
I	FY 1999	Conduct 10,000 technical assistance efforts, other than Revolving Fund activities, with individual private sector and public-sector employers.	II.A.3.
I	FY2000 (Same Measure-- Language Revised from FY99)	Conduct at least 46,500 technical assistance efforts, other than Revolving Fund activities, for private sector and federal sector employers; maintaining the high level of technical assistance provided in fiscal year 1999.	II.A.3.
J	FY 1999	Conduct 75 Revolving Fund activities for private sector and public-sector employers.	II.A.2.
J	FY2000 (Split Into Two Separate Measures)	Conduct 175 Revolving Fund activities for private sector and federal sector employers.	II.A.2.
K	FY 1999	Develop an outreach plan for fiscal years 2000-2002 to provide education and technical assistance and to proactively distribute EEOC's education and information materials to small private sector employers and to public-sector employers.	II.A.4.
K	FY2000 (Same Measure-- Language Revised from FY99)	Implement, as part of the agency's comprehensive outreach efforts, the plan developed in fiscal year 1999 to provide education and technical assistance and to proactively distribute EEOC's education and information materials to public, including small private sector employers, and to federal sector employers.	II.A.4.
L	FY 2000	Conduct 14 on-site evaluations of federal agency EEO programs.	I.B.6.

Strategic Objective 2.2.
Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
M	FY 1999	Consult with 500 employee stakeholders on operational and legal issues.	II.B.1.
M	FY2000 (Same Measure-- Language Revised from FY99)	Conduct at least 1,200 consultations with employee stakeholders on operational and legal issues; maintaining the high level of consultations held in fiscal year 1999.	II.B.1.
N	FY 1999	Develop an outreach plan for fiscal years 2000-2002 to inform under served constituencies of their rights, and to proactively distribute EEOC's educational and informational materials to employee stakeholders.	II.B.2.
N	FY2000 (Same Measure-- Language Revised from FY99)	Implement, as part of the agency's comprehensive outreach efforts, the plan developed in fiscal year 1999 to inform under served constituencies of their rights and to proactively distribute EEOC's education and information materials to employee stakeholders.	II.B.2.

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.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
O	FY 1999	Provide training to all employees in skills relevant to their primary job duties and responsibilities.	III.A.1.
O	FY2000 (Same Measure-- Language Revised from FY99)	Provide training to EEOC employees with critical skill needs relevant to implementing the Comprehensive Enforcement Program.	III.A.1.

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

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
P	FY 2000	Reduce by 15% from fiscal year 1999 the average number of days to process internal EEO complaints, and use innovative approaches, such as Alternative Dispute Resolution (ADR) for voluntary mediation.	II.B.2.

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.

Cross-Reference Item from Table of Measures	Measures		Number Used in Annual Performance Plan for the FY
Q	FY 1999	Review internal directives and streamline, update, or eliminate 10 percent of them in order to improve internal processes and free resources for front-line enforcement activities.	II.B.1.
Q	FY2000 (Same Measure-- Language Revised from FY99)	Continue to review internal directives and streamline, update, or eliminate 10% of those in effect as of September 30, 1998, in order to improve internal processes and free resources for front-line enforcement activities.	II.B.1.
R	FY 1999	Implement a new financial management system.	III.C.1.
S	FY 2000	Continue to develop the Integrated Mission System (IMS), which allows consolidation of EEOC's major mission-related information systems into a single, shared database that will improve functionality, expand employee access, and allow for future integration with administrative systems.	III.C.2.
T	FY 2000	Initiate the development of a 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.	III.C.3.

Endnote

1 In an on-going effort to improve measures, capture trends and help management, employees and stakeholders understand agency performance information, the language in this Plan for EEOC's measures has been revised. The original wording of several of the 1999 and 2000 measures were previously used in other documents. The Appendix to this Plan contains a compilation of all the measures for 1999-2001 and a cross reference to a table containing the original measures used in other GPRA documents.

This page was last modified on May 3, 2001.

Return to Home Page

GPRA Annual Performance Plan Fiscal Year 2001

Table of Contents

Introduction

Mission Statement

Major Long-Term Goals To Eradicate Discrimination at the Workplace

Fiscal Year 2000 Accomplishments

Overview Annual Performance Plan for Fiscal Year 2001

Total Agency Budget

Budget and Strategic Goals

Comprehensive Enforcement of EEO Laws and Prevent Employment Discrimination

STRATEGIC GOAL 1 Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

STRATEGIC GOAL 2 Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Executive Direction and Support

STRATEGIC GOAL 3 Enhance Agency Effectiveness to Achieve Our Mission and Strategic Goals by Providing Executive Direction and Support and Building Institutional Knowledge.

Strategic Goal 1 Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1. Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

Program Evaluation

Strategic Objective 1.2. Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

Strategic Objective 1.3. Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

Strategic Goal 2 Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1. Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluations

Strategic Objective 2.2. Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluations

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

Outcome(s) Expected

Management Challenges and External Factors

Component(s) of Program Evaluations

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

Performance Measures

Outcome(s) Expected

Management Challenges and External Factors

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

Outcome(s) Expected

Management Challenges and External Factors

Verification and Validation of Agency Information

Appendix

STRATEGIC GOAL 1 Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1. Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Strategic Objective 1.2. Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Strategic Objective 1.3. Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

STRATEGIC GOAL 2 Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1. Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Strategic Objective 2.2. Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

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.

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

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.

Endnote

GPRA Annual Performance Plan
Fiscal Year 2001

Major Long-Term Goals
To Eradicate Discrimination at the Workplace

Overview
Annual Performance Plan for Fiscal Year 2001

STRATEGIC GOAL 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

STRATEGIC GOAL 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

STRATEGIC GOAL 3
Enhance Agency Effectiveness to Achieve Our Mission and Strategic Goals by Providing Executive Direction and Support and Building Institutional Knowledge.

Strategic Goal 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1.
Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Strategic Objective 1.2.
Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Strategic Objective 1.3.
Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

Strategic Goal 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1.
Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Strategic Objective 2.2.
Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

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.

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

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.

STRATEGIC GOAL 1
Enforce Federal Civil Rights Employment Laws Through a Comprehensive Enforcement Program.

Strategic Objective 1.1.
Improve the effectiveness of the private sector enforcement program, including the use of charge prioritization, mediation and, where necessary, litigation, by utilizing a comprehensive enforcement strategy that focuses on National Enforcement Plan priorities.

Strategic Objective 1.2.
Enhance the effectiveness of the federal sector program by utilizing a comprehensive enforcement strategy.

Strategic Objective 1.3.
Strengthen partnerships with State and Local Fair Employment Practices Agencies (FEPAs) and Native American Tribal Employment Rights Organizations (TEROs) to enhance effective implementation of laws addressing employment discrimination.

STRATEGIC GOAL 2
Promote Equal Opportunity in Employment Through Education and Technical Assistance.

Strategic Objective 2.1.
Encourage and facilitate voluntary compliance with equal employment opportunity laws among employers and employer groups in the private and federal sectors.

Strategic Objective 2.2.
Increase knowledge about individual rights under equal employment opportunity laws among the public and employee groups.

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.

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

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.