FY 2001 GPRA Annual Performance Plan

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

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.

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This page was last modified on May 3, 2001.

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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

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.