FY 2002 Budget Request

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D. INSTILL A KNOWLEDGE BASE AND MAINTAIN TECHNOLOGICAL COMPETENCY

Introduction

This subsection is comprised of thirteen measures designed to improve the effectiveness and efficiency of service delivery to our customers. Performance measures address the following issues: streamlining internal processes, maintaining technological competency, and improving customer service in the agency's financial and human resource management areas, including initiatives to address the Administration's government-wide reforms.

GPRA Measures

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 3.3.

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

STATEMENT		1999		2000		2001	2002
NO.		Target	Results	Target	Results	Target	Target
3.3.1.	Percent or number of streamlined, updated, or eliminated internal directives in effect as of September 30, 1998.	10%	5%	10%	16%	17 directives.	8 directives.
3.3.2.	Implement a new integrated financial management system.	Implement system.	System implem.	X	X	Complete transition plans for implementation.	Implement Core Accounting and Budget Modules.
3.3.3.	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.	Test 4 subsystems: private sector, federal sector, litigation and outreach.	Pilot the 4 subsystems in field offices.
3.3.4.	Implement a new human resources and payroll system.	X	X	X	X	Complete 2-year transition and implementation of system.
3.3.5.	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.	Complete 2-year system development and implementation in 5 pilot federal agencies during FY2002.
3.3.6.	Conduct an OMB Circular A-76 review of the IT Systems Design, Development and Programming activity.	X	X	X	X	X	Complete review in FY2002.
3.3.7.	Percent of properly completed travel vouchers paid within 15 business days after receipt in headquarters.	X	X	X	X	80%	90%
3.3.8.	Percent of full and open procurement actions for $25,000 or more posted on, and provided the opportunity for submitting electronic bids through, the government-wide Website for procurement activity.	X	X	X	X	X	100%
3.3.9.	Percent of procurement actions for less than $25,000 awarded within 25 business days after acceptance of the request.	X	X	X	X	90%	90%
3.3.10.	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	105
3.3.11.	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	Within 6
3.3.12.	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	90
3.3.13.	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	10

Program Highlights

Streamlining Internal Directives

As reflected in the above GPRA measures , we exceeded our target for streamlining, updating or eliminating internal directives during fiscal year 2000 by 6%. The agency continues to look at directives in its system for the purpose of updating old ones to reflect changes in policies, procedures, and process. In some cases, we were able to streamline the directives inventory by consolidating multiple directives that collectively control one processand eliminated those directives which no longer are pertinent to the way we do business. For fiscal year 2001, our target is to streamline, update or eliminate at least 17 more directives. We will continue this measure into fiscal year 2002 by targeting an additional 8 directives.

Technology

Technology is critical to achieving agency goals and objectives in all areas of agency operations, including mission programs as well as support operations. EEOC's Five-Year Information Resources Management Strategic Plan, Figure 4, outlines an ambitious agenda requiring on-going commitment, if the agency is to reap the rewards of modern information technology in its financial, human resources, and program information systems. Implementation of systems planned will increase the cost-effectiveness of agency programs, increase efficiency, and improve service to our customers. Overall objectives of the Information Resources Management Strategy are:

Providing Commission employees with standardized, state-of-the-art desktop tools to increase productivity in their daily activities;
Maintaining a sound telecommunications infrastructure to facilitate electronic communication, information sharing and collaboration between offices;
Utilizing the Internet to facilitate research and promote information exchange with our customers;
Developing integrated information systems to manage the Commission's corporate information; and
Implementing the Government Paperwork Elimination Act (GPEA), to improve work efficiency and customer service by providing public capability to conduct business with the EEOC electronically.

In fiscal year 2002, the agency will initiate the implementation of three major information systems which are the core components required to migrate toward an integrated information architecture:

The Integrated Mission System, which consolidates the Commission's charge intake, investigation, mediation, litigation, and outreach functions into a single shared system;
The Federal Financial System, which will integrate our core accounting with budget, procurement, travel, and asset management, enabling the agency to participate fully in e-procurement; and
The Federal Personnel and Payroll System, which will integrate the Agency's human resource and payroll data.
Other fiscal year 2002 technology initiatives include:
Complete of the development of a new Federal Data Collection and Reporting System, and initiate pilots in 5 agencies for improving the comprehensiveness and accuracy of federal sector data, as well as automating its collection and reporting (measure 3.3.5). Development of this system began in FY 2000, in response to concerns raised by the General Accounting Office in its 1999 report, Equal Employment Opportunity: Data Shortcomings Hinder Assessment of Conflicts in the Federal Workplace; and
Implement GPEA plans; update security plans for major systems; provide adaptive tools and technologies; and conduct training for Agency employees so they will benefit from the use of technology in their day-to-day work activities.

FIGURE 4
FIVE-YEAR INFORMATION RESOURCES MANAGEMENT STRATEGIC PLAN

5-year information resources management strategic plan

KEY:

Completion of Major Milestone
IT Project	Partial Funding
System support and Maintenance	Unfunded

Performance Measures for Management Reforms

The Administration has identified key government-wide reforms for fiscal year 2002 to improve the functioning of government and achieve efficiencies in its operations. The Commission is committed to addressing these reforms, as discussed below.

Making greater use of performance-based contracts
EEOC has already implemented this element of acquisition reform by executing nearly all of its service contracts as fixed-price contracts. EEOC has been successful in defining its services objectively and thereby reducing the risk of performance failure. Currently, EEOC issues the majority (94% of the actions and 96% of the funds) of service contracts to State and Local Fair Employment Practices Agencies (FEPA), which are noncompetitive, but based upon a fixed reimbursement per charge resolved.

Additionally, EEOC has awarded the following as fixed-price contracts, thereby reducing the potential of schedule and cost overruns: Laborer/Truck Driver, Mail Center Operations, Duplication Operations Services and EE0-1 private sector survey processing of employers' workforce data. The EEO-1 contract utilizes the latest technological methods, including paperless filing to reduce costs to employers and the EEOC. Since the vast majority of the agency's contracts are already performance-based, the agency has not established a goal for this management initiative for fiscal year 2002.
Expanding the application of on-line procurement and other E-Government services and information
EEOC takes pride in its accomplishments in the E-Commerce environment. EEOC was the first member of the Small Agency Council to have its own approved gateway on the Federal Acquisition Computer Network (FACNET), and seeks to use Internet-based technology to transfer data electronically and provide contractor access to EEOC synopses for acquisitions valued more than $25,000, for which notice is required under the Federal Acquisition Regulation. In addition, training will be provided to contracting personnel in fiscal year 2001 on the use of the government-wide point-of-entry website (http://www.FedBizOpps.gov/). Passwords have already been provided to contracting personnel.

Therefore, in fiscal year 2002, EEOC has established goals to both post notice of all full and open competitive actions more than $25,000 on the government-wide point-of-entry website (http://www.FedBizOpps.gov/), and to provide electronic solicitation documents to be used during the bid/offer submission process (see measure 3.3.8.). However, accomplishment of this goal is contingent upon the installation of the IDEAS Desktop Procurement System, its integration into the Federal Financial System (FFS), the agency's new financial management system to be implemented in fiscal year 2002, and the program customization necessary to submit IDEAS generated forms over the Internet to meet the standards of FedBizOpps.
Expanding A-76 competitions and more accurate FAIR Act inventories
The Commission identified 140 FTE's performing commercial activities in its fiscal year 2000 Inventory of Commercial Activities. As noted in the discussion on "Performance-Based Contracts," the agency already contracts out three Administrative and one Program activity. One of the Administrative activities, Duplicating Operations Services, was on the FAIR Act Inventory for fiscal year 1999 and was contracted out for the first time in fiscal year 2000.

Of the activities listed in the most recent FAIR Act Inventory, one the commercial activity, Mediation Services, is performed by 11 or more Full Time Equivalents (FTE). In response to a request from OMB in fiscal year 1999, EEOC completed a cost comparison of the agency's internal staff mediation program with the external contract mediation program, both of which were provided funding to create a nationwide program for the first time in fiscal year 1999. The analysis revealed that the cost per successful mediation was considerably higher for contract mediators. As a result, the agency is not pursuing the possibility of contracting out the internal staff mediation program.

Several activities include smaller numbers of FTEs, but meet or exceed the Administration's guideline of 5% of the total FTEs on the Inventory. In fiscal year 2001, these activities will be assessed to identify one for a cost comparison study and the study will be completed by the end of fiscal year 2002 (see measure 3.3.6).

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