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TEXAS COMMISSION

ON

HUMAN RIGHTS

STRATEGIC PLAN

for the

2003 2007 Period

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TX Commission on Human Rights Page 1 Strategic Plan 2003-2007

VISION TEXAS

Vision

Working together, I know we can accomplish our mission and achieve these priority goals for

our fellow Texans:

To assure open access to an educational system that not only guarantees the basic coreknowledge necessary for citizenship, but also emphasizes excellence in all academic and

intellectual undertakings;

To provide for all of Texas transportation needs of the new century;

To meet the basic health care needs of all Texans;

To provide economic opportunities for individual Texans and provide an attractiveeconomic climate with which to attract and grow businesses; and

To provide for the safety and security of all within our border.

Mission

Texas State government will be limited, efficient, and completely accountable. It will foster

opportunity, economic prosperity, and family. The stewards of the public trust will be men andwomen who administer state government in a fair, just, and responsible manner. To honor the

public trust, state officials will seek new and innovative ways to meet state government priorities

within its financial means.

Philosophy

The task before all state public servants is to govern in a manner worthy of this great state. We

are a great enterprise, and as an enterprise we will promote the following core principles.

First and foremost, Texas matters most. This is the overarching, guiding principle bywhich we will make decisions. Our state, and its future, is more important than party,

politics or individual recognition.

Government should be limited in size and mission, but it must be highly effective inperforming the tasks it undertakes.

Decisions affecting individual Texans are best made by those individuals, their families,and the local governments closest to their communities.

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Vision Texas

Competition is the greatest incentive for achievement and excellence. It inspiresingenuity and requires individuals to set their sights high. And just as competition

inspires excellence, a sense of personal responsibility drives individual citizens to domore for their future, and the future of those they love.

Public administration must be open and honest, pursuing the high road rather than theexpedient course. We must be accountable to taxpayers for our actions.

Finally, state government should be humble, recognizing that all its power and authorityis granted to it by the people of Texas, and those who make decisions wielding the powerof the state should exercise their authority cautiously and fairly.

Priority GoalTo support effective, efficient, and accountable state government operations and to provide

citizens with greater access to government services while reducing service delivery costs.

Benchmarks

Total state taxes per capita

Total state spending per capita

Percent change in state spending, adjusted for population and inflation

State and local taxes per capita

Ratio of federal dollars received to federal tax dollars paid

Number of state employees per 10,000 population

Number of state services accessible by Internet

Savings realized in state spending by making reports/documents/processes available on

the Internet

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MISSION AND

PHILOSOPHY

Mission

The mission of the Texas Commission on Human Rights is to make Texas an even greater place

to live, work, play, and raise our families by reducing discrimination in employment and housingthrough educational and outreach programs, and the enforcement of the Texas Commission on

Human Rights Act and the Texas Fair Housing Act.

Philosophy

This agency exists for the sole purpose of serving the citizens of Texas. In doing so it is this

agencys responsibility to have a proactive approach in providing information through

educational and outreach programs to employees, employers, housing providers, relatedindustries in the housing arena (i.e. financial, real estate and builders), and those individuals and

families seeking housing in Texas. In addition, the Texas Commission on Human Rights has an

obligation to fairly and effectively exercise its statutory authority when alleged discriminatorypractices arise to ensure all citizens of Texas are protected from discriminatory actions. In

carrying out these tasks the Texas Commission on Human Rights will always be open, honest,

and pursue the high road rather than expedite the course. The administrators of this agency willalways serve as good stewards of the public funds entrusted to them ensuring that all resources,

both monetary and human, are maximized. The end result will be an efficient and effective runagency that serves the citizens of Texas at minimum costs.

Benchmarks

Ratio of state general revenue to federal funds

Cost of investigating complaints of discrimination compared to remedies for complainantsand cost savings to respondents

Cost of EEO compliance training and personnel policy and procedural systems reviewscompared to judgments and settlements paid by the state for employment discrimination

claims

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EXTERNAL-INTERNAL

ASSESSMENT

There are certain key external/internal factors which will influence the Texas Commission onHuman Rights successful achievement of its mission, goals, and objectives through the Year

2007. The Texas Commission on Human Rights is authorized under the Texas GovernmentCode, Chapter 461, to administer the Texas Labor Code, Chapter 21, which prohibits

employment discrimination, and the Texas Property Code, Chapter 301, which prohibits housingdiscrimination.

The Texas Commission on Human Rights was created in 1983 during the Special Session of the68

th Legislature. The Act has been amended in subsequent legislative sessions but the major

amendments to the Act occurred in 1993. The Texas Labor Code, Chapter 21, and the Texas

Property Code, Chapter 301, prohibit discrimination that may affect all Texans as it relates to

employment and housing discrimination. The main functions of the Texas Commission onHuman Rights is to investigate complaints of employment and housing discrimination, provide

training and technical assistance, review personnel policies and procedural systems of state

agencies and institutions of higher education, and issue EEO reports on employee composition ofstate agencies and institutions of higher education. The Commission is perceived by the public

as the state agency administering anti-discrimination laws.

Key External Factors

The following are key external factors having a direct impact on the effective and efficientproductivity of the Commission.

Based on Texas population projections there will be a substantial increase in the minoritypopulation and persons over the age of forty between the Years 2003 and 2007.

1 This

increase may necessitate the expansion or reallocation of resources from a centrally located

office in Austin to satellite offices throughout Texas to better serve the citizens of our State.

In addition, this growth has a potential impact on the number of complaints of employmentand housing discrimination filed in Texas.

Based on Texas population estimates there will be an increase in the number of femalesentering the labor force which will have a potential impact on the number of complaints filed

with the Commission.1

Certain federal laws have a direct impact on the Commission because of the deferralrelationship between the Commission, the U.S. Equal Employment Opportunity Commission

(EEOC), and the U.S. Department of Housing and Urban Development (HUD). Since the

1Projected Sources: Texas Comptroller of Public Accounts; Economic.com, Inc.

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External-Internal Assessment

Texas Commission on Human Rights Act and the Texas Fair Housing Act are substantiallyequivalent to federal anti-discrimination laws, EEOC and HUD must defer federal

jurisdiction to the Texas Commission on Human Rights. Therefore, any complaints ofemployment and housing discrimination filed in Texas are deferred to the Commission. The

Commission has insufficient resources to process all deferred employment complaints,therefore an annual Worksharing Agreement with EEOC determines which deferred

complaints will be processed by the Commission and which complaints will be processed by

EEOC.

Although the Commission receives federal funds from EEOC and HUD through fixed-cost,production-based contracts, these funds vary from year to year and EEOC funds are not

sufficient to fully cover the cost of processing all complaints deferred by EEOC.

The volume of employment discrimination complaints combined with limited resources canaffect timely investigations and resolutions of complaints.

The amendments to the Texas Commission on Human Rights Act incorporating the U.S.Civil Rights Act of 1991, have a positive impact on the Commissions effective processing ofcomplaints and enforcement of the State law prohibiting employment discrimination.

The general revenue appropriated during the 77th Legislative Session for automationequipment has had a positive impact on the Commissions ability to provide a moreleveraged technology which will enable the Commission to become more effective and

efficient in providing educational and outreach programs as well as complaint resolutions.

The Commission has been negatively impacted by the passing of SB 382, during the 77 thLegislative Session, requiring the Commission to review firefighter testing procedures

throughout the state with no additional resources provided.

Limited resources prohibit the Commission from fully serving citizens covered under theTexas Commission on Human Rights Act, and the Texas Fair Housing Act, in certain critical

areas of Texas, including South Texas, East Texas, West Texas, and the Texas Panhandle.

Key Internal Factors

The following key internal factors have a direct impact on the effective and efficient productivityof the Commission.

Direct linkage between measurable performance standards, performance monitoring, andquantified production expectations as implemented by the Commission has had a significant

positive impact on productivity.

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External-Internal Assessment

The cost and time required to negotiate interagency contracts and payment for the delivery oftraining and personnel policy systems reviews required by statute adversely affects the

Commissions available resources and cash flow. The adverse impact of this internal factorcould be resolved by the Commission being funded directly through general revenue.

The implementation of the alternative dispute resolution (ADR) process as required under theTexas Commission on Human Rights Act and the expedited processing proceduresimplemented by the Commission has had a positive impact on efficient and effective

processing and early resolution of employment discrimination complaints.

The Commissions ability to provide employment and housing training to private employersand housing providers is adversely affected by insufficient funding through General

Revenue. Such training has a direct affect on the Commissions efforts to proactively reduce

employment and housing discrimination in the private sector.

The restructuring of the organization and realignment of resources for agency programs hashad a positive impact on the Commissions ability to maximize available resources.

The implementation of standard business policies and procedures throughout the agency ishaving a direct impact on more efficient utilization of all financial and human capital

resources.

The Commission has and will continue to utilize historically underutilized businesses(HUBs) as required by the Texas Building and Procurement Commission for each category

the Commission awards contracts.

The Commissions disproportionate reliance on federal funds and interagency contracts asopposed to General Revenue has a negative impact on effective and efficient delivery of theservices.

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AGENCY GOALS

Goal I. Antidiscrimination Laws

{Texas Labor Code, Subchapter B, 21.05121.061}

Goal II. Training and Assistance

{Texas Labor Code, Subchapters I, J & K, 21.45121.556}

Goal III. Conduct Purchasing and Contracting Activities that Result in

Significant Participation by Historically Underutilized

Business

{Government Code, 2161.123}

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OBJECTIVES AND

OUTCOME MEASURES

AGENCY GOAL I TO PROVIDE LEADERSHIP IN THE DEVELOPMENT AND EFFECTIVEADMINISTRATION OF POLICIES AND LAWS DESIGNED TO PROHIBIT AND

REDUCE DISCRIMINATION IN TEXAS.

OBJECTIVE I To ensure by 2007 that 98% of all Commission resolutions of employmentand housing discrimination complaints comply with the requirements of

the Commissions quality control standards, substantial weight review

standards of EEOC and HUD standards.

Outcome Measures 1. Percent of investigations complying with the Commissions

quality control standards and the U.S. EEOCs substantial

weight review standards.2. Percent of investigations complying with the Commissions

quality control standards and HUDs standards.

AGENCY GOAL II TO PROVIDE COMPREHENSIVE TRAINING AND TECHNICAL ASSISTANCE TOREDUCE EMPLOYMENT AND HOUSING DISCRIMINATION,CONDUCT REVIEWS

OF PERSONNEL POLICIES OF STATE AGENCIES AND INSTITUTIONS OF HIGHER

EDUCATION AND REVIEW TESTS ADMINISTERED BY FIRE DEPARTMENTS.

OBJECTIVE I To reduce the number of discrimination complaints filed against state

agencies, institutions of higher education, private employers and housingproviders by 5% per year between 2003 and 2007, and to determine if the

administration of tests by fire departments have an adverse impact on firedepartment applicants.

Outcome Measures 1. Percent change per year in employment discriminationcomplaints filed with the Commission against state agencies

and institutions of higher education receiving training.

2. Percent change per year in employment discriminationcomplaints filed against employers receiving training.

3. Percent change in state claims paid.

4. Percent change in cost to state agencies and institutions ofhigher education in responding to employment discriminationcomplaints.

5. Percent change per year in housing discrimination complaints

filed against housing providers receiving technical assistance.

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Objectives and Outcome Measures

AGENCY GOAL IIIWE WILL ESTABLISH AND CARRY OUT POLICIES GOVERNING PURCHASINGAND PUBLIC WORKS CONTRACTING WHICH FOSTER MEANINGFUL AND

SUBSTANTIVE INCLUSION OF HISTORICALLY UNDERUTILIZED BUSINESSES.

OBJECTIVE I To meet or exceed the historically underutilized businesses (HUBs) goalsset by the Texas Building and Procurement Commission for each category

the Commission awards contracts in a fiscal year for fiscal years 2003

through 2007.

Outcome Measure 1. Percent of total dollar value for each category of contract that

the Commission engages in with HUBs.

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STRATEGIES AND

OTHER MEASURES

AGENCY GOAL I TO PROVIDE LEADERSHIP IN THE DEVELOPMENT AND EFFECTIVEADMINISTRATION OF POLICIES AND LAWS DESIGNED TO PROHIBIT AND

REDUCE DISCRIMINATION IN TEXAS.

STRATEGY 1 Conduct all employment investigations in accordance with theCommissions quality control standards and the U.S. EEOC substantial

weight review standards, and increase effective utilization of alternative

dispute resolution process.

Output Measures 1. Number of employment complaints resolved.

2. Number of employment complaints resolved through alternative

dispute resolution.

Efficiency Measures 1. Average number of days to resolve employment complaints.

2. Average cost per employment complaint resolved.3. Average cost per civil action authorized by the Commission

for employment cases.

4. Average cost per alternative dispute resolution of anemployment complaint.

Explanatory/Input Measures 1. Number of employment complaints received.2. Number of employers and complainants participating in

alternative dispute resolution process.3. Number of civil actions authorized by the Commission for

filing employment cases.

STRATEGY 2 Conduct all housing investigations in accordance with the Commissionsquality control standards and HUD standards.

Output Measure 1. Number of housing complaints resolved.

Efficiency Measure 1. Average number of days to resolve housing complaints.

2. Average cost per housing complaint resolved.

3. Average cost per civil action authorized by the Commission forhousing cases.

Explanatory/Input Measure 1. Number of housing complaints received.2. Number of civil actions authorized by the Commission for

filing housing cases.

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Strategies and Other Measures

AGENCY GOAL II TO PROVIDE COMPREHENSIVE TRAINING AND TECHNICAL ASSISTANCE TO

REDUCE EMPLOYMENT AND HOUSING DISCRIMINATION,CONDUCT REVIEWS

OF PERSONNEL POLICIES OF STATE AGENCIES AND INSTITUTIONS OF HIGHER

EDUCATION AND REVIEW TESTS ADMINISTERED BY FIRE DEPARTMENTS.

STRATEGY 1 Provide technical assistance and comprehensive training on compliance

with laws prohibiting discrimination.

Output Measures 1. Number of individuals receiving EEO training.

2. Number of employer representatives receiving technicalassistance.

3. Number of EEO training sessions conducted.

4. Number of housing providers receiving technical assistance.

Efficiency Measures 1. Average cost per EEO training session.

2. Average cost per hour to deliver technical assistance on EEO

laws.3. Average cost per hour to deliver technical assistance on

housing discrimination laws.

4. Average number of days from date of request for EEO trainingto date of delivery of training.

Explanatory/Input Measures 1. Number of employment complaints filed against state agenciesand institutions of higher education each fiscal year.

2. Number of requests for technical assistance.3. Number of requests for certifying commission approved

training.

STRATEGY 2 Conduct personnel policy reviews of state agencies and institutions of

higher education and reviews of tests by fire departments to ensurecompliance with the Texas Commission on Human Rights Act.

Output Measures 1. Number of on-site personnel policy reviews conducted.2. Number of agencies reviewed.

3. Number of agencies receiving technical assistance.

4. Number of fire department tests reviewed.5. Number of fire departments receiving technical assistance.

Efficiency Measures 1. Average cost per review of agency personnel policies.

2. Average cost per review of fire department tests.3. Average cost to deliver technical assistance to fire departments.

Explanatory/Input Measures 1.Number of agency personnel policies approved by TCHR.

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AGENCY GOAL IIIWE WILL ESTABLISH AND CARRY OUT POLICIES GOVERNING PURCHASING

AND PUBLIC WORKS CONTRACTING WHICH FOSTER MEANINGFUL AND

SUBSTANTIVE INCLUSION OF HISTORICALLY UNDERUTILIZED BUSINESSES.

STRATEGY 1 Develop and implement a plan for increasing the use of historically

underutilized businesses for each category of contracts that theCommission engages in with HUBs.

Output Measures 1. Number of HUB contractors and subcontractors contacted for

bid proposals.

2. Number of HUB contracts and subcontracts awarded.3. Dollar value of HUB contracts and subcontracts awarded.

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TX Commission on Human Rights Strategic Plan 2003-2007

APPENDICES

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Appendix A

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TX Commission on Human Rights A-1 Strategic Plan 2003-2007

DESCRIPTION OF AGENCYS STRATEGIC

PLANNING PROCESS

The Texas Commission on Human Rights Strategic Planning Process consists of five (5) distinct

phases.

This process was influenced this biennium by several events:

(1) SAO Audit of Fiscal Management of the Agency,

(2) Retirement of Executive Director and hiring of new executive staff,

(3) Fifty percent of Commissioners terms expired during a current biennium, and

(4) First survey of Organizational Excellence conducted since the inception of the

agency seventeen years ago.

Each of the items noted above have been instrumental in the strategic planning process, by

providing documentation and invaluable insight as to where the agency has been, where we are,

and where the agency wants to go in the future.

Phase One of the strategic planning process began when the new Executive Director was hired in

August 2001, which at the time two of the three top management positions were vacant. Thenew Executive Director developed a revised vision and mission statement for the agency with the

approval of the Commissioners that sets the direction for the agency for the next five years. An

assessment was then made of the current organization and business practices based upon

historical data and interviews with supervisors and employees within the agency.

Phase Two began after the initial assessment was completed and the vision was put into practiceby developing an internal training plan that would raise the level of competency and

professionalism of all the staff. In addition the organizational structure was completely

revamped to more clearly align goals and objectives of the agency to performance measures and

funding strategies. Also, external applicants were hired as well as internal promotions weremade in the organization to replace vacancies in management and to provide for a more efficient

organization by realigning resources. Lastly, in this phase the agency procured new automation

equipment, established a LAN, and provided training to leverage technology thereby makingeach individual more productive in the organization.

Phase Three started simultaneously with the hiring of new managers and the phasedimplementation of the new organizational structure as well as with the release of the SAO Audit

of Fiscal Management, which identified many shortcomings in the fiscal operations of the

agency. An action plan was developed, which addressed each one of the shortcomings, that will

not only improve fiscal operations of the agency but will result in a more efficiently runorganization at all levels.

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TX Commission on Human Rights A-2 Strategic Plan 2003-2007

Phase Four involved comparing the existing strategic planning and budgeting structure with the

agencys direction. With the new vision and changes brought about by restructuring and theSAO Fiscal Management Audit, the budget structure was reworked and many of the definitions

were changed to provide a more clear picture of the agencys performance and funding needs for

the next biennium. The changes were briefed to the Commissions representatives at the

Governors Office of Budget and Planning (GOBP) and the Legislative Budget Board (LBB). Inaddition, direct guidance was sought from the GOBP and LBB budget analysts for improvements

in preparing our plan and ensuring our plan accurately identifies data required by decision

makers. Our efforts in phase four consisted of collating, evaluating and composing the plan frominput obtained throughout the agency including:

1) Strengthening performance measure definitions after a re-evaluation of all measures toensure they were straightforward and presented a true picture of the performance,

2) Revising objectives and providing updated outcome targets,

3) Submitting strategic plan structure changes to GOBP and LBB for review, comment,and approval, and

4) Reviewing all customer surveys for strengths, weaknesses, opportunities, and threats.

Phase Five consisted of submitting the Strategic Plan for final review by the agencys executivestaff and then final review by the Commissioners prior to submission by June 17, 2002.

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Appendix B

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TX Commission on Human Rights B-1 Strategic Plan 2003-2007

Organizational Structure

Executive

Director

Executive

Assistant

General

Counsel

Operations EnforcementTraining

and

Monitoring

Commissioners

Training

Monitoring

Employment

Housing

AlternativeDispute

Resolution

HumanResources

ManagementInformation

Support

Purchasing &Facilities

Accounting

ComptrollerPublic

Relations

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Appendix C

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TX Commission on Human Rights C-1 Strategic Plan 2003-2007

FIVE-YEAR PROJECTION FOR OUTCOMESOutcome 2003 2004 2005 2006 2007

Percent of investigations

complying with the

Commissions quality controlstandards and EEOCs

substantial weight review

standards.

98% 98% 98% 98% 98%

Percent of investigations

complying with the

Commissions quality controlstandards and HUDs standards.

98% 98% 98% 98% 98%

Percent change per year in

employment complaints filedwith the Commission against

state agencies and institutions ofhigher education receivingtraining.

5% 5% 5% 5% 5%

Percent change per year in

employment discrimination

complaints filed againstemployers receiving training. 35% 35% 35% 35% 35%

Percent change in state claimspaid. 5% 5% 5% 5% 5%

Percent change in cost to state

agencies and institutions of

higher education in respondingto employment discrimination

complaints.

5% 5% 5% 5% 5%

Percent change per year inhousing discrimination

complaints filed against housing

providers receiving technicalassistance.

5% 5% 5% 5% 5%

Percent of total dollar value for

each category of contract that

the Commission engages inwith HUBs.

30% 30% 30% 30% 30%

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Appendix D

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TX Commission on Human Rights D-1 Strategic Plan 2003-2007

MEASURE DEFINITIONS

Goal 1: Develop/Administer Policies/Laws to Prohibit/Reduce Discrimination

Objective 1: To ensure by 2007 that 98% of all Commission resolutions of employmentand housing discrimination complaints comply with the requirements of the

Commissions quality control standards and substantial weight review

standards of EEOC and HUD.

Outcome Measures:01-01.01 Percentage of EEO investigations complying with TCHR/EEOC Review Standards

Short definition: Percent of investigations complying with the Commissions quality

control standards and the U.S. EEOCs substantial weight reviewstandards means the percent of employment discrimination

complaints resolved during the administrative process that areaccepted by the Executive Director and EEOC based on the

Commissions quality control standards as determined by theCommissions procedural rules and administrative directives, and

EEOCs substantial weight review standards.

Purpose/Importance: To ensure that by 2007 that 98% of all Commission investigations

of employment discrimination complaints comply with the

requirements of the Commissions quality control standards andsubstantial weight review standards of EEOC.

Source/Collection: U.S. EEOC and TCHR national data CDS system.

Method of Calculation: Number of employment complaints resolved and accepted byEEOC based on EEOCs substantial weight review standards

divided by the number of employment complaints resolved through

the administrative process that are accepted by the Executive

Director based on the Commissions quality control standards.Quality control standards are determined by the Commissions

procedural rules and administrative directives.

Data Limitations: Texas Commission on Human Rights depends on data received by

the U.S. EEOC for the number of complaints accepted by EEOC

based on EEOCs substantial weight review standards.

Calculation Type: Non-cumulative.

Key Measure: Yes.

New Measure: No.

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Desired Performance: Higher than target.

01-01.02 Percentage of housing investigations complying with TCHR/HUD Review Standards

Short Definition: Percent of investigations complying with the Commissions qualitycontrol standards and HUDs standard means the percent of

housing discrimination complaints resolved during the

administrative process that are accepted by the Executive Directorand HUD based on the Commissions quality control standards as

determined by the Commissions procedural rules and

administrative directives, and HUDs standards.

Purpose/Importance: To ensure that by 2007 that 98% of all Commission investigations

of housing discrimination complaints comply with therequirements of the Commissions quality control standards and

HUDs standards.

Source/Collection: HUD and TCHR national case processing and tracking automatedsystem.

Method of Calculation: Number of housing complaints resolved and accepted by HUDbased on HUDs standards divided by the number of housing

complaints resolved through the administrative process that are

accepted by the Executive Director based on the Commissionsquality control standards. Quality control standards are determined

by the Commissions procedural rules and administrativedirectives.

Data Limitations: Texas Commission on Human Rights depends on data received bythe U.S. HUD for complaints accepted by HUD because of the

Commissions deferral relationship with HUD.


Key Measure: Yes.

New Measure: No.


Strategy 1: Conduct all employment investigations in accordance with the

Commissions quality control standards and the U.S. EEOC substantialweight review standards, and increase effective utilization of the

alternative dispute resolution process.

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Output Measures:01-01-01. 01 Number of employment complaints resolved.

Short Definition: Number of employment complaints resolved means the total

number of employment discrimination complaints resolved during

the administrative process.

Purpose/Importance: To ensure by 2007 that 98% of all commission investigations ofemployment discrimination comply with the requirements of the

Commissions quality control standards and EEOCs substantial

weight review standards.

Source Collection: U.S. EEOC and TCHR national data system.

Method of Calculation: Total number of employment discrimination complaints resolvedduring the administrative process. The administrative process

includes the investigative process and alternative disputeresolution.


the U.S. EEOC for the number of complaints filed.

Calculation Type: Cumulative.

Key Measure: Yes.

New Measure: No.


01-01-01.02 Number of employment complaints resolved through alternative dispute resolution.

Short Definition: Number of complaints resolved through alternative dispute

resolution means the total number of employment complaintsresolved during the administrative process through alternative

dispute resolution methods such as mediation.

Purpose/Importance: To ensure by 2007 that 20% of all employment complaints are

resolved through the Commissions alternative dispute resolutionprocess.

Source/Collection: U.S. EEOC and TCHR national data system.

Method of Calculation: The total number of employment discrimination complaints

resolved during the administrative process through alternative

dispute resolution methods such as mediation.

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Data Limitations: Texas Commission on Human Rights mediates only the complaintswhere both parties complainant and respondent agree to the

mediation process. Resolution is dependent on the good faith

efforts of both parties to resolve the issues.

Calculation Type: Cumulative

Key Measure: No.

New Measure: No.


Efficiency Measures:01-01-01.01 Average number of days to resolve employment complaints

Short Definition: Average number of days to resolve employment complaints meansthe average processing time in calendar days from the date a

complaint is filed until the administrative processing of the

complaint is complete.

Purpose/Importance: To ensure timely resolution of employment complaints.


Method of Calculation: The average processing time in calendar days from the date a

complaint is filed until the administrative processing of thecomplaint is complete. The administrative process includes the

investigative process and alternative dispute resolution.


the U.S. EEOC for complaints filed against employers because of

the Commissions deferral relationship with EEOC.

Calculation Type: Non-cumulative

Key Measure: No.

New Measure: No.

Desired Performance: Lower than target.

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01-01-01.02 Average cost per employment complaint resolved.

Short Definition: Average cost per employment complaint resolved means the total

cost of this strategy divided by the total number of employment

complaints resolved.

Purpose/Importance: To cost effectively conduct employment investigations in

accordance with the Commissions quality control standards and

the U.S. EEOC substantial weight review standards.


Method of Calculation: Average cost per employment complaint resolved means the total

amount expended in this strategy divided by the total number of

employment complaints resolved.

Data Limitations: Texas Commission on Human Rights depends on data received bythe U.S. EEOC for the number of complaints filed and accepted as

resolved based on EEOCs substantial weight review standards.

Calculation Type: Non-Cumulative

Key Measure: No.

New Measure: No.


01-01-01.03 Average cost per civil action authorized by the Commission for employment cases.

Short Definition: Average cost per civil action authorized by the Commission for

employment cases means the average cost to the Commission to

authorize the filing of a civil action by the Attorney General to

enforce the Texas Commission on Human Rights Act.

Purpose/Importance: To accurately reflect quality and efficiency of the Commissions

authorization of civil actions for employment cases to enforce theTexas Commission on Human Rights Act.

Source/Collection: TCHR civil actions filed for employment cases and recommendedto the Attorney General.

Method of Calculation: The cost of filing a civil action for employment cases is the totalcost of TCHRs Executive Director and legal staff (as a percent of

the total cost of this strategy) and court costs (including filing fees,

depositions, and witness fees) and travel expenses divided by the

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total number of civil actions recommended for filing for

employment cases.

Data Limitations: Under the Texas Commission on Human Rights Act it is at the

discretion of the Attorney Generals Office to file the civil action.

Therefore, the number filed is impacted by the determinations ofthe Attorney Generals Office.


Key Measure: No.

New Measure: No.


01-01-01.04: Average Cost Per Alternative Dispute Resolution of an employment complaint.

Short Definition: Average cost per alternative dispute resolution of an employmentcomplaint means the cost of resolving an employment complaint as

a percent of the total cost of this strategy divided by the total

number of employment complaints processed through thealternative dispute resolution unit.

Purpose/Importance: To effectively and efficiently resolve employment complaintsthrough the Commissions alternative dispute resolution process.


Method of Calculation: The cost of resolving an employment discrimination complaint as apercent of the total cost of this strategy divided by the total number

of employment discrimination complaints processed through the

alternative dispute resolution process.

Data Limitations: Texas Commission on Human Rights mediates only the complaints

where both parties complainant and respondent agree to the

mediation process. Resolution is dependent on the good faitheffort of both parties to resolve the issues.


Key Measure: No.

New Measure: No


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Explanatory/Input Measures:01-01-01.01 Number of employment complaints received.

Short Definition: Number of complaints received means the total number of

employment complaints filed plus the number of potentialcomplaints.

Purpose/Importance: To conduct employment investigations in accordance with the

Commissions quality control standards and the U.S. EEOC

substantial weight review standards.

Source/Collection: Number of employment complaints filed against employers. The

U.S. EEOC worksharing agreement.

Method of Calculation: The total number of employment complaints filed plus the number

of potential complaints which are rejected during the complaintintake process because they are non-jurisdictional or identify factsthat do not support allegations of discrimination.

Data Limitations: Texas Commission on Human Rights depends on data received bythe U.S. EEOC for complaints filed against employers because of

the Commissions deferral relationship with EEOC.


Key Measure: No.

New Measure: No.


01-01-01.02 Number of Employers and Complainants Participating in Alternative Dispute

Resolution

Short Definition: Number of employers and complainants participating in alternative

dispute resolution process means the total number of complainants

and respondents participating in the ADR process.

Purpose/Importance: To increase by 20% the number of complainants and respondents

participating in the Commissions alternative dispute resolutionprocess.

Source/Collection: TCHR internal tracking system.

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Method of Calculation: The total number of complainants and respondents participating in

the ADR process.

Data Limitations: Texas Commission on Human Rights mediates only the complaints

where both parties complainant and respondent agree to the

mediation process. Resolution is dependent on the good faitheffort of both parties to resolve the issues.


Key Measure: No.

New Measure: No.


01-01-01.03 Number of civil actions authorized by the Commission for filing employment cases.

Short Definition: Number of civil actions authorized by the Commission for filingemployment cases means the total number of civil actions

authorized to be filed by the Attorney General to enforce the Texas

Commission on Human Rights Act.

Purpose/Importance: Civil action procedures are governed by the Texas Commission on

Human Rights Act, the complaint processing procedures and theState of Texas Administrative Procedures Act.

Source/Collection: TCHR employment complaints filed and recommended by the

Commission for civil actions.

Method of Calculation: The total number of civil actions authorized to be filed by the

Attorney General.

Data Limitations: Under the Texas Commission on Human Rights Act it is at thediscretion of the Office of the Attorney General to file civil

actions.


Key Measure: No.

New Measure: No.


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Strategy 2: Conduct all housing investigations in accordance with the Commissions

quality control standards and HUD standards.

Output Measure:01-01-02.01 Number of housing complaints resolved.

Short Definition: Number of housing complaints resolved means the total number of

housing discrimination complaints resolved during theadministrative process.

Purpose/Importance: To ensure by 2007 that 98% of all Commission investigations ofhousing discrimination comply with the requirements of the

Commissions quality control standards and HUD standards.

Source/Collection: HUD and TCHR national case processing and tracking automatedsystem.

Method of Calculation: The total number of housing discrimination complaints resolvedduring the administrative process.

Data Limitations: Texas Commission on Human Rights depends on data received byHUD for the number of complaints filed and accepted as resolved

based on HUDs standards.


Key Measure: Yes.

New Measure: Yes.


Efficiency Measures:01-01-02.01 Average number of days to resolve housing complaints.

Short Definition: Average number of days to resolve housing complaints means the

average processing time in calendar days from the date a complaintis filed until the administrative processing of the complaint is

complete.

Purpose/Importance: To ensure timely resolution of housing discrimination complaints.

Source/Collection: HUD and TCHR national case processing and tracking automated

system.

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Method of Calculation: The average processing time in calendar days from the date a

housing complaint is filed until the administrative processing ofthe housing complaint is complete.


HUD for complaints filed against housing providers because of theCommissions deferral relationship with HUD.

Calculation Type: Non-Cumulative.

Key Measure: No.

New Measure: Yes.


01-01-02.02 Average cost per housing complaint resolved.

Short Definition: Average cost per housing complaint resolved means the total costof this strategy divided by the total number of housing complaints

resolved.

Purpose/Importance: To cost effectively conduct housing investigations in accordance

with the Commissions quality control standards and the U.S.

HUDs standards.

Source/Collection: U.S. HUD and TCHR national data system.

Method of Calculation: Average cost per housing complaint resolved is the total cost of

this strategy divided by the total number of housing complaintsresolved.


the U.S. HUD for the number of housing complaints filed andaccepted as resolved based on HUDs standards.

Calculation Type: Non-Cumulative.

Key Measure: No.

New Measure: Yes.


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01-01-02.03 Average cost per civil action authorized by the Commission for housing cases.

Short Definition: Average cost per civil action authorized by the Commission for

housing cases means the average cost to the Commission to

authorize the filing of a civil action by the Attorney General to

enforce the Texas Fair Housing Act.

Purpose/Importance: To accurately reflect quality and efficiency of the Commissions

authorization of civil actions for housing cases to enforce theTexas Fair Housing Act.

Source/Collection: TCHR civil actions filed for housing cases and recommended bythe Attorney General.

Method of Calculation: The cost of filing a civil action for a housing case is the total costof TCHR Executive Director and legal staff (as a percent of the

total cost of this strategy) and court costs (including filing fees,depositions, witness fees, and travel expenses) divided by the total

number of civil actions recommended for filing for housing cases.

Data Limitations: Under the Texas Fair Housing Act it is the discretion of the

Attorney Generals Office to file the civil action. Therefore, thenumber filed is impacted by the determinations of the Attorney

Generals Office.


Key Measure: No.

New Measure: Yes.


Explanatory/Input Measures:01-01-02.01Number of housing complaints received.

Short Definition: Number of housing complaints received means the total number of

housing complaints filed plus the number of potential housing

complaints.

Purpose/Importance: To conduct housing investigations in accordance with theCommissions quality control standards and the U.S. HUDs

standards.

Source/Collection: Number of complaints filed against housing providers. HUDs

contribution contract.

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Method of Calculation: The total number of housing complaints filed plus the number ofpotential complaints which are rejected during the complaint intake

process because they are non-jurisdictional or identify facts that do

not support allegations of discrimination.


HUD for complaints filed against housing providers because of the

Commissions deferral relationship with HUD.


Key Measure: No.

New Measure: Yes.


01-01-02.02 Number of civil actions authorized by the Commission for filing housing cases.

Short Definition: Number of civil actions authorized by the Commission for filing

housing cases means the total number of civil actions authorized tobe filed by the Attorney General to enforce the Texas Fair Housing

Act.

Purpose/Importance: Civil action procedures are governed by the Texas Fair Housing

Act complaint processing procedures and the State of TexasAdministrative Procedures Act.

Source/Collection: TCHR housing complaints filed and recommended by theCommission for civil action.

Method of Calculation: The total number of civil actions authorized to be filed by the

Attorney General.

Data Limitations: Under the Texas Fair Housing Act it is at the discretion of the

complainant or respondent to have the case filed in court after theCommission finds a violation.


Key Measure: No.

New Measure: Yes.


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Goal 2: Reduce Employment/Housing Discrimination/Actively Market Training/Review FireDepartment Tests

Objective 1: To reduce the number of discrimination complaints filed against state

agencies and institutions of higher education private employers and housingproviders by 5% per year between 2003 and 2007, and to determine if the

administration of tests by fire departments has an adverse impact on fire

department applicants.

Outcome Measures:02-01.01 Percent change in employment complaints against state agencies.

Short Definition: Percent change per year in employment discrimination complaints

filed with the Commission against state agencies and institutions ofhigher education receiving training means the percent change

between the current and previous fiscal years in the number ofemployment complaints filed with the Commission and EEOCagainst state agencies and institutions of higher education that

received Commission training.

Purpose/Importance: Training state agencies and institutions of higher education in EEO

laws to provide practical understanding of the impact of EEO laws

on employment decisions for compliance with EEO laws.

Source/Collection: Number of employment complaints filed against state agencies.

State agencies and institutions of higher education contracting with

the Commission for EEO compliance training.

Method of Calculation: Percent of change between the current and previous fiscal years in

the number of employment complaints filed with the Commissionand EEOC against state agencies and institutions of higher

education that received EEO training.


the U.S. EEOC for employment complaints filed against state

agencies and institutions of higher education because of the

Commissions deferral relationship with EEOC.


Key Measure: No.

New Measure: No.


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02-01.02 Percent change in employment complaints against employers receiving training.

Short Definition: Percent change per year in employment discrimination complaints

filed against employers receiving training means the percent

change between the current and previous fiscal years in the number

of employment complaints filed with the Commission againstemployers receiving training.

Purpose/Importance: Training employers managers and supervisors in EEO lawsprovides the employer practical understanding of the impact of

EEO laws on employment decisions and assists managers and

supervisors in complying with EEO laws.

Source/Collection: Number of employment complaints filed against employers. The

U.S. EEOC worksharing agreement. Employers contracting withthe Commission for training.

Method of Calculation: Percent change between the current and previous fiscal years in the

number of employment complaints filed with the Commissionagainst employers receiving Commission training.

Data Limitations: Texas Commission on Human Rights depends on data received bythe U.S. EEOC because of the Commissions deferral relationship

with EEOC.


Key Measure: No.

New Measure: No.


02-01.03 Percent change in state claims paid.

Short Definition: Percent change in state claims paid for cases of employment

discrimination means the percent change between the current andprevious fiscal years in liability costs as a result of litigation in

judgments and settlements, paid by the State.

Purpose/Importance: Training employers managers and supervisors in EEO laws

provides the employer practical understanding of the impact of

EEO laws on employment decisions and assists managers andsupervisors in complying with EEO laws.

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Source/Collection: The Office of the Comptroller. U.S. EEOC. TCHR tracking of

interagency contracts for training.

Method of Calculation: Percent change between the current and previous fiscal years in

liability costs, as a result of litigation in judgment and settlements,

paid by the State.

Data Limitations: Texas Commission on Human Rights depends on information

supplied by the Comptrollers Office in the amount of judgmentsand settlements paid for employment discrimination. EEOC for

the number of complaints filed. Number of agencies contracting

with the Commission to receive training.


Key Measure: No.

New Measure: No.


02-01.04 Percent change in cost to agencies to respond to employment complaints.

Short Definition: Percent change in cost to state agencies and institutions of higher

education in responding to employment discrimination complaintsmeans the percent change between the current and previous fiscal

years in the cost to state agencies and institutions of highereducation that received training and technical assistance by the

Commission.

Purpose/Importance: To reduce the cost to state agencies and institutions of higher

education of responding to employment discrimination complaints

and reduce the cost to the State of Texas in responding to

employment discrimination complaints.

Source/Collection: Number of employment complaints filed against state agencies and

institutions of higher education. U.S. EEOC worksharingagreement. State agencies and institutions of higher education

contracting with the Commission for training.

Method of Calculation: The percent change between the current and previous fiscal year in

total costs per training session (including travel expenses) plus

costs in conference fees (conference registration fee times thenumber of registrants) plus total costs for EEO complaint charges

(average cost per EEO complaint times the number of EEO

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complaints resolved). A training session is defined as four hours

of training.

Data Limitations: Texas Commission on Human Rights depends upon data received

by the U.S. EEOC for employment complaints filed against state

agencies and institutions of higher education because of theCommissions deferral relationship with EEOC.


Key Measure: No.

New Measure: No.


02-01.05 Percent change in housing discrimination complaints.

Short Definition: Percent change per year in housing discrimination complaints filedagainst housing providers receiving technical assistance means a

percent change between the previous and current fiscal years in the

number of housing complaints filed against housing providersreceiving technical assistance from the Commission.

Purpose/Importance: Technical assistance to provide housing providers with a practicalunderstanding of fair housing laws and to assist in complying with

fair housing laws.

Source/Collection: U.S. HUD and TCHR complaint tracking system and internal

sources to track housing providers receiving technical assistance.

Method of Calculation: Percent of change between the previous and current fiscal years in

the number of housing complaints filed against housing providers

receiving technical assistance from the Commission throughindividual contacts (mail-outs and phone), presentations,

consultations, workshops and/or conferences.

Data Limitations: The Commission is dependent on the U.S. HUD deferral

relationship to track housing complaints filed against all housing

providers in Texas compared to those housing providers receivingtechnical assistance by the Commission.


Key Measure: No.

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New Measure: No.


Strategy 1: Provide technical assistance and comprehensive training on compliance

with laws prohibiting discrimination.

Output Measures:02-01-01.01 Number of individuals receiving EEO training.

Short Definition: Number of individuals receiving EEO training means the numberof attendees during a training session receiving EEO training by

the Commission.

Purpose/Importance: To reduce the number of employment discrimination complaintsfiled against employers that received training by 5% per year

between 2003 and 2007.

Source/Collection: Employers contracting with the Commission for training. TCHR

training rosters.

Method of Calculation: The total number of individual attendees during a training session

receiving training by the Commission.

Data Limitations: The Commission does not have the authority to require employersto take EEO compliance training from the Commission. TCHR

depends on the employer to set the number of participants that

receive training from the Commission.


Key Measure: No.

New Measure: No.


02-01-01.02 Individuals receiving EEO technical assistance.

Short Definition: Number of employer representatives receiving technical assistance

means the number of individual employer representatives receivingtechnical information on laws prohibiting employment

discrimination from the Commission.

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Purpose/Importance: To reduce the number of employment discrimination complaints

filed against employers that requested and/or received technicalassistance by 5% per year between 2003 and 2007.


Method of Calculation: The number of individual employer representatives requesting

and/or receiving technical information on laws prohibiting

employment discrimination from the Commission throughindividual contact (mail outs and phone) presentations,

consultation, workshops and/or conferences.

Data Limitations: The Texas Commission on Human Rights depends on individuals

to request technical assistance.


Key Measure: No.

New Measure: No.


02-01-01.03 Number of EEO training sessions conducted

Short Definition: Number of EEO training sessions conducted means the number of

training sessions conducted for state agencies, institutions ofhigher education and private employers on compliance with EEO

laws delivered by the Commission.


filed against employers that received training by 5% per year

between 2003 and 2007.

Source/Collection: Employers contracting with the Commission for training.

Method of Calculation: The number of training sessions conducted for state agencies,institutions of higher education and private employers (private

industry or non-profit organizations) on compliance with EEO

laws delivered by the Commission. A training session is definedas four hours of training.

Data Limitations: TCHR depends on the employer to set the number of trainingsessions.


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Key Measure: Yes.

New Measure: No


02-01-01.04 Number of housing providers receiving technical assistance.

Short Definition: Number of housing providers receiving technical assistance means

the number of individuals representing housing providers receiving

technical assistance on laws prohibiting housing discriminationfrom the Commission.

Purpose/Importance: To reduce the number of housing discrimination complaints filedagainst housing providers that received technical assistance by 5%

per year between 2003 and 2007.


Method of Calculation: The number of individuals representing housing providers

receiving technical assistance on fair housing laws throughindividual contact (mail-out and phone), presentations,

consultation, workshops and/or conferences.

Data Limitations: Texas Commission on Human Rights depends on individuals to

request technical assistance.


Key Measure: No.

New Measure: No.


Efficiency Measures:02-01-01.01 Average cost per EEO training session.

Short Definition: Average cost to TCHR per EEO training session means the total

dollar amount of EEO training contracts divided by the number oftraining sessions.

Purpose/Importance: To effectively and efficiently conduct training sessions.

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Source/Collection: Number of interagency contracts (including state agencies and

institutions of higher education) and private contracts (includingcorporate, non-profit and other government) for training. Actual

expenditures to complete the training.

Method of Calculation: The total cost of training personnel and support costs (as a percentof the Training Strategy) divided by the total number of training

sessions conducted. A training session is defined as four hours of

training.

Data Limitations: TCHR depends on the SAO for cooperation in cost recovery

process.


Key Measure: Yes.

New Measure: No. This measure has been modified to delete unnecessary

wording.

Desired Performance: Lower than target

02-01-01-02 Average cost per hour to deliver technical assistance on EEO laws.

Short Definition: Average cost per hour to deliver technical assistance on EEO lawsand means the total cost of personnel providing direct technical

assistance services and other costs divided by the total deliverytime of technical assistance.

Purpose/Importance: To effectively and efficiently provide technical assistance in thearea of EEO discrimination.

Source/Collection: Salaries of personnel providing technical assistance. Number of

technical assistance requests provided. TCHR internal trackingsystem.

Method of Calculation: The total cost of personnel providing direct technical assistanceservices and other costs (including postage and supplies) divided

by the total delivery time of technical assistance through individual

contact (mail-outs and phone), consultation, workshops,presentations and/or conferences.

Data Limitations: The Texas Commission on Human Rights depends on individualsto request technical assistance.


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Key Measure: No.

New Measure: No.


02-01-01.03 Average cost per hour to deliver technical assistance on housing discrimination

laws.

Short Definition: Average cost per hour to deliver technical assistance on housing

discrimination laws means the average cost of personnel providingdirect technical assistance services on housing discrimination laws

divided by the total delivery time for such technical assistance.

Purpose/Importance: To effectively and efficiently provide technical assistance in the

area of housing discrimination.

Source/Collection: Salaries of personnel providing technical assistance in the area ofhousing. Number of technical assistance requests provided.

TCHR internal tracking system.

Method of Calculation: The total cost of personnel providing direct technical assistance

services and other costs (including postage and supplies) divided

by the total delivery time of technical assistance through individualcontact (mail-outs and phone), consultation, workshops,

presentations and/or conferences.

Data Limitations: Texas Commission on Human Rights depends on individuals to

request technical assistance.


Key Measure: No.

New Measure: Yes. This measure has been added to identify housing

discrimination laws as part of technical assistance.


02-01-01.04 Average number of days to deliver EEO training to requesting agency.

Short Definition: Average number of days to deliver EEO training to requestingagency means the average number of days for the agency to deliver

EEO training since the date of the executed contract signed by a

state agency or institution of higher education.

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Purpose/Importance: To reduce the number of employment discrimination complaintsagainst state agencies and institutions of higher education by 5%

per year between 2003 and 2007.

Source/Collection: Number of contracts. Date of initial contract date. Schedule oftraining sessions conducted.

Method of Calculation: The sum of the total number of days from the date of the executedcontract signed by the state agency or institution of higher

education to the date of delivery of training divided by the number

of contracts.

Data Limitations: Texas Commission on Human Rights depends on the schedule of

the state agency or institution of higher education requesting thetraining.


Key Measure: No.

New Measure: No.

Desired Performance: Lower than target

Explanatory/Input Measures:02-01-01.01 Number of employment complaints against state agencies/institutions of higher

education.

Short Definition: Number of employment complaints filed against state agencies and

institutions of higher education means the total number ofemployment complaints filed against state agencies and institutions

of higher education including complaints processed by the

Commission and EEOC each fiscal year.


filed against state agencies and institutions of higher education that

received training by 5% per year between 2003 and 2007.

Source/Collection: Number of employment complaints against state agencies and

institutions of higher education. The U.S. EEOC worksharingagreement.

Method of Calculation: The total number of employment complaints filed against state

agencies and institutions of higher education including complaints

processed by the Commission and EEOC.

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Data Limitations: Texas Commission on Human Rights depends on data received bythe U.S. EEOC for employment complaints filed against state

agencies and institutions of higher education.


Key Measure: No.

New Measure: No.


02-01-01.02 Number of requests for technical assistance and training.

Short Definition: Number of requests for technical assistance and training means the

number of requests for EEO and HUD technical assistance andtraining information.

Purpose/Importance: To reduce the number of employment and housing discrimination

complaints filed against employers and housing providers that

received technical assistance by 5% per year between 2003 and2007.


Method of Calculation: The number of requests for EEO and HUD technical assistance(individual contacts (mail-outs and phone), consultation,

presentations, workshops and/or conferences).

Data Limitations: The Texas Commission on Human Rights depends on individuals

to request technical assistance.


Key Measure: No.

New Measure: No.


Explanatory/Input Measures:02-01-01.03 Number of requests for certifying commission approved training.

Short Definition: Number of requests for certifying commission approved training

means the number of state agencies, institutions of higher

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education, other entities or person requesting approval by TCHR

for certification f compliance training.

Purpose/Importance: To ensure that state agencies and institutions of higher education

are complying with the required compliance training in the TCHR

Act.


Method of Calculation: Total number of state agencies, institutions of higher education,

other entities of person requesting TCHR approval for certification

of required curriculum and certified trainers.

Data Limitations: TCHR depends on individual requests for certification.


New Measure: Yes.


Strategy 2: Conduct personnel policy reviews of state agencies and institutions of

higher education and reviews of tests by fire departments to ensure

compliance with the Texas Commission on Human Rights Act.

Output Measures:

02-01-02.01 Number of on-site personnel policy reviews conducted.

Short Definition: Number of on-site personnel policy reviews conducted means the

total number of on-site reviews conducted on state agencies andinstitutions of higher education.

Purpose/Importance: To ensure that the personnel policies of state agencies andinstitutions of higher education are in compliance with the Texas



Method of Calculation: The total number of on-site reviews conducted on personnel

policies of state agencies and institutions of higher education forcompliance with the TCHR Act.

Data Limitations: Number of agencies and institutions of higher education that

submit personnel policies for review.

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Key Measure: Yes.

New Measure: No.


02-01-02.032 Number of agencies reviewed.

Short Definition: Number of agencies reviewed per year means the number of state

agencies and institutions of higher education that are reviewed byTCHR for compliance with the TCHR Act.

Purpose/Importance: To ensure state agencies and institutions of higher educationimplement personnel policies in compliance with the Texas



Method of Calculation: The total number of state agencies and institutions of higher

education that are reviewed each year for compliance with theTCHR Act.

Data Limitations: Number of state agencies and institutions of higher educationsubmitting personnel policies.


Key Measure: No.

New Measure: No.


02-01-02.04 Number of agencies receiving technical assistance.

Short Definition: Number of agencies receiving technical assistance (individual

contact (mail-outs and phone), consultation, presentations,

workshops and or conferences) per year means the number of stateagencies and institutions of higher education receiving technical

assistance with their personnel policies to ensure compliance with

the TCHR Act.

Purpose/Importance: Review personnel policies of state agencies and institutions of

higher education through technical assistance to ensure such

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Short Definition: Number of fire departments receiving technical assistance per year

means the total number of fire departments receiving technicalassistance with their tests for compliance with the TCHR Act.

Purpose/Importance: To ensure tests administered by fire departments are in compliance

with the TCHR Act.


Method of Calculation: The total number of fire departments receiving technical assistance

through individual contact (mail outs and phone), consultation,

workshops, presentations and/or conferences.

Data Limitations: TCHR depends on fire departments to request technical assistance

from TCHR.


Key Measure: No.

New Measure: Yes.


Efficiency Measure:02-01-02.01 Average cost per review of agency personnel policies.

Short Definition: Average cost per review means the average cost to TCHR forconducting a review of the personnel policies of state agencies and

institutions of higher education.

Purpose/Importance: To effectively and efficiently conduct reviews.

Source/Collection: The SAOs report of actual expenses. TCHR internal reviewtracking system.

Method of Calculation: Total number of hours dedicated to each review times the hourly

rate (as determined by the SAO) plus travel expenses (if

applicable) divided by the total number of reviews conducted.

Data Limitations: The Commission depends on the SAO for determining actualexpenses.


Key Measure: No.

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New Measure: No.


02-01-02.02 Average cost per review of fire department tests.

Short Definition: Average cost to the agency for conducting a review of fire

department tests.

Purpose/Importance: To effectively and efficiently conduct reviews.

Source/Collection: TCHR internal review tracking system.

Method of Calculation: Total cost per review including personnel, operating and travelcosts divided by the total number of tests reviewed.

Data Limitations: The Commission has no historical data regarding reviews of fire

department tests since the legislative mandate was implementedduring the 77

thLegislative Session.


Key Measure: No.

New Measure: Yes.


02-01-02.03 Average cost to deliver technical assistance to fire departments.

Short Definition: Average cost to the agency for providing technical assistance to

fire departments to ensure compliance with the TCHR Act.

Purpose/Importance: To effectively and efficiently provide fire departments with

technical assistance regarding the TCHR Act.


Method of Calculation: The total cost of providing technical assistance through individualcontact (mail outs and phone), consultation, workshops,presentations and/or conferences including personnel, operating

and travel costs divided by the total number of fire departments

receiving technical assistance.

Data Limitations: TCHR depends on fire departments to request technical assistance.

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Key Measure: No.

New Measure: Yes.


Explanatory/Input Measures:02-01-02.01 Number of agency personnel policies approved by TCHR.

Short Definition: Agencies with TCHR approved personnel policies means the

number of state agencies and institutions of higher education using

personnel policies in compliance with the TCHR Act as verified by

reviews.

Purpose/Importance: Review personnel policies of state agencies and institutions ofhigher education through technical assistance to ensure that suchpersonnel policies are in compliance with the TCHR Act.


Method of Calculation: The total number of state agencies and institutions of higher

education using personnel policies in compliance with the TCHR

Act as verified by reviews.

Data Limitations: Timeframe it takes state agencies and institutions of higher

education to implement TCHRs recommended revisions to be incompliance with the TCHR Act.


Key Measure: No.

New Measure: No.


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Appendix E

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TX Commission on Human Rights E-1 Strategic Plan 2003-2007

WORKFORCE PLAN

I. Agency Overview.

The Texas Commission on Human Rights was created in 1983. The charter of the agency

has expanded greatly over the years. The Commission is currently responsible for

providing training and technical assistance to public and private employers and persons orentities involved in residential transactions. In addition, the Commission is responsible for

reviewing personnel policies and procedural systems for all state agencies and institutions

of higher education. Finally, the Commissions investigative charter has expanded to notonly cover investigations of allegations of discrimination in employment but also in

housing. As part of employment investigations, the Commission includes an alternative

dispute resolution process for resolving allegations.

The Commission is currently authorized 49 FTEs to carry out this charter. Of the funding

needed to support the Texas Commission on Human Rights approximately 35% of thefunds come from General Revenue, 8% from appropriated receipts and interagency

contracts and the remaining 57% comes from federal funding derived from performance

based contracts.

AGENCY WORKFORCE

Gender Age Tenure

Male

40%

Female

60%

Under 30 yrs

7%

50 - 59 yrs

37%

40 - 49 yrs

28%

30 - 39 yrs

21%

60 yrs & over

7%

15 yrs & up

5%

10 - 14 yrs

16%

5 - 9 yrs

25%2 - 4 yrs

19%

Less than 2

yrs

35%

II. Anticipated Changes in Strategy

TCHR anticipates several changes that will significantly impact the agencys business andworkforce. The changes are outlined below.

Business Trends

1,461 investigations were completed in FY 2001. Conservative estimates based uponhistorical data predict a ten percent (10%) increase annually in investigations required

over the next three to five years.

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With the continued slow recovery of the economy we expect this to have a substantialimpact on the number of employment and housing complaints received for

investigation.

Legislative Changes

With the passing of SB 382 during the 77thLegislative Session, TCHR is now requiredto perform reviews of testing procedures for all fire departments that maintain paidfirefighters.

Development of Alternative Training Practices and Investigation Business Processes

The agency must create new internal training and development programs

The agency must capitalize on the training expertise of its federal counterparts, EEOCand HUD, for external training opportunities

State agencies and private contractors may get their curriculum and trainers certified by

TCHR to deliver EEO compliance training Investigators must continue to leverage technology to improve the timeliness of the

investigative process

The investigative process must be reviewed from the bottom up to develop efficienciesand to eliminate redundancy of effort

Investigators must become proficient using web based applications and remoteprocessing capability to expedite the investigation process

Although there are many important workforce issues facing the agency, it is difficult to

address all concerns immediately. TCHR has decided to focus on the workforce issues that

address the most critical areas in the agency: training/outreach programs, personnel policy

reviews, and investigations.

III. Current Workforce Profile (Supply Analysis)

A. Critical Workforce Skills

Although the agency has strong qualified employees, there a several critical skills that

are important for the agencys ability to operate. Without these skills, TCHR could not

provide basic business functions. The skills are listed below:

Conducting investigations

Interpreting legal statutes Customer service

Database development and maintenance

Reviewing personnel policies for compliance with EEO law

Training on EEO law

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B. Workforce Demographics

The following table profiles the agencys workforce as of April 16, 2002, and includes

all full time employees. The Commission has no part-time employees.

Work Force Number Percent

Sex Number Percent

African American 13 30% Male 17 40%

Hispanic American 8 19% Female 26 60%

Caucasian American 22 51%

TOTAL 43 100% Veterans 10 23%

Disabled 9 21%

The following table further breaks down the workforce, and compares the percentage of

African Americans, Hispanic Americans and females as April 16, 2002, to the

statewide civilian workforce as reported by the Texas Commission on Human Rights.The agency believes it should set the standard for all other state agencies to emulate and

has been working diligently to promote a diversified workforce as we are a firm

believer that diversity makes a stronger and more productive agency. While we aredoing very well overall we need to work on further diversifying our workforce in the

para-professional and the administrative support areas.

TCHR CivilianWorkforce

African

Americans

Hispanic

Americans

Females

# % State%

# % State%

# % State%

Official,

Administration

2 33% 7% 1 17% 11% 4 66% 31%

Professional 11 37% 9% 6 19% 10% 15 47% 47%

Technical

Protective Services

Para-Professional 0 0% 18% 0 0% 31% 3 100% 56%

AdministrativeSupport

0 0% 19% 1 25% 27% 4 100% 80%

Skilled Craft

Service and

Maintenance

C. Employee Turnover

Turnover is an important issue in any organization, especially in a small agency.During the last several years employee turnover has averaged over twenty percent

(20%) exceeding the state average for the majority of the time. Our current turnover

rate for FY 02 is six percent (6%). The occupational class with the highest turnoverrate over the past several years has been professional which encompasses all employees

that perform the investigative function and the training and monitoring functions.

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The majority of turnover over the past few years has been employees that have been

with the agency between two to four years, and of those the majority was under the ageof 40.

D. Retirement Eligibility

The Texas Commission on Human Rights has been in existence for over 17 years,

however only one separation during the last five years has occurred due to retirement.

We expect this trend to continue over the next five years with less than three percent(3%) of the workforce retiring each year during this timeframe.

IV. Future Workforce Profile (Demand Analysis)

Based upon the demographic changes of the state over the next five years, the changing

demand for investigators and training and outreach will mean that TCHR will need todecentralize to meet these demands. As a result, the following changes are anticipated

within the agencys workforce.

A. Critical Functions

Creation of satellite offices to perform investigations and training/outreachprograms to underserved geographical areas of the state

Expansion of the Training and Monitoring Division to be more proactive in th

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