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Strategic Plan for Fiscal Years 2026-2030
The U.S. Equal Employment Opportunity Commission's strategic plan for fiscal years 2026 through 2030, aimed at combating and preventing employment discrimination through strategic law enforcement, preventing discrimination through outreach and training, and striving for organizational excellence.
Other Information
Message from the Commission ~ This Strategic Plan will guide the agency as we fulfill our mission of preventing and remedying unlawful employment discrimination and advancing equal employment opportunity for all. The work of the Commission depends on the daily efforts of over 1,700 dedicated employees, located in its headquarters and 53 field offices across the nation, along with our federal, state, local, and Tribal partners. ... The Plan prioritizes a coordinated, holistic approach to preventing discrimination and enforcing the law, recognizing that while external factors outside of the agency's control may impact the EEOC's yearly progress, we are committed to steadfastly pursue our mission in service to the American public.
Historical Context and Jurisdiction ~ The EEOC was created in direct response to the 1963 March on Washington for Jobs and Freedom and opened on July 2, 1965, under Title VII of the Civil Rights Act of 1964. Its jurisdiction now includes Title VII, the Age Discrimination in Employment Act, the Pregnancy Discrimination Act, the Equal Pay Act, Titles I and V of the Americans with Disabilities Act, Sections 501 and 505 of the Rehabilitation Act, the Government Employee Rights Act, Title II of the Genetic Information Nondiscrimination Act, and the Pregnant Workers Fairness Act. Title VII and Executive Order 12067 also authorize the EEOC to coordinate and lead the federal government's efforts to combat workplace discrimination.
Leadership and Organization ~ The Commission is composed of five members, not more than three of whom may be members of the same political party, appointed by the President and confirmed by the Senate for five-year terms. The President designates a Chair and may designate a Vice Chair. The General Counsel, also appointed by the President and confirmed by the Senate for a four-year term, is responsible for the conduct of litigation.
Enforcement ~ In the private and state and local government sectors, the EEOC enforces the law through investigation and conciliation of charges and through litigation, offers mediation (ADR) since 1995, may use Commissioner Charges and directed investigations, refers state and local government matters under Title VII, the ADA, the PWFA, and GINA to the Department of Justice, maintains work-sharing agreements with 80 or more state and local Fair Employment Practices Agencies (FEPAs), and partners with over 60 Tribal Employment Rights Offices (TEROs). In the federal sector, the EEOC has adjudicatory responsibilities (hearings before administrative judges and appeals to the Office of Federal Sector) and oversight responsibilities for federal agency EEO programs, including reviews under Management Directive 715.
Outreach and Training ~ The EEOC is required to provide technical assistance and training regarding the laws it enforces, through no-cost and fee-based programs and resources that explain legal requirements in non-technical language.
External Factors ~ (1) Budgetary Factors: the plan assumes no significant funding fluctuations; decreases would affect how quickly or completely objectives are achieved. (2) Demographic and Economic Factors: population shifts, business cycles, layoffs, and public health threats may trigger influxes of charges and require reassessment of office size and location. (3) Legal Factors: Supreme Court interpretations and new laws may require updated materials, affect substantive priorities, or increase charges. (4) Technological Factors: the growth of generative AI will affect how applicants apply for jobs, how employers screen applicants, and how the agency performs its functions, while cybersecurity and mobile-access needs will shape technology infrastructure.
Program Evaluations ~ The EEOC will continue to identify appropriate program areas for evaluation during the plan period, aligned with its budget and programmatic priorities.
Development of the Plan ~ The plan was developed through a collaborative effort of agency leaders, including headquarters office directors. A draft was released for public comment on July 1, 2026 (comments due July 19), and the Commission considered the comments received. EEOC announced adoption of the plan, effective immediately, on August 26, 2026. The EEOC's National Enforcement Plan for FY 2025-2029, released in June 2026, is a separate document that guides the agency's substantive priorities.
Notes ~ The plan does not include a vision statement. Because Performance Measures 1-7 and 8-11 are presented jointly for the two objectives under Goals I and II respectively, they are captured at the goal level; Performance Measures 12-14 and 15-17 are captured under Objectives III.A and III.B. Performance Measure wording differs slightly between the framework table and the narrative (e.g., PM 4 "achieves significant progress" vs. "will make significant progress"); this rendition generally uses the narrative wording. Targets are condensed. The plan is also available as a PDF: https://www.eeoc.gov/sites/default/files/2026-08/EEOC_Strategic_Plan_FY_2026-2030.pdf
Submitter's Note: As per the requirement set forth in section 10 of the GPRA Modernization Act, this StratML rendition was compiled from the source by Claude.ai and can be edited in the form at https://stratml.us/forms/Claude/Part1.html. Source: https://www.eeoc.gov/eeoc-strategic-plan-2026-2030
🏢U.S. Equal Employment Opportunity Commission EEOC Since 1965, the leading federal law enforcement agency dedicated to preventing and remedying employment discrimination and advancing equal opportunity for all in the workplace, with over 1,700 employees in its headquarters and 53 field offices.
Stakeholders:
🏢 👤 👥 👥 👥 👥 👥 👥 👥 🏢 🏢 👥 👥 | Source & SubmitterSource:https://www.eeoc.gov/eeoc-strategic-plan-2026-2030 Period: to Published: |
Mission
To prevent and remedy unlawful employment discrimination and advance equal employment opportunity for all.
Values
Goal I: Enforcement 🔗
Combat and Prevent Employment Discrimination through the Strategic Application of the EEOC's Law Enforcement Authorities.
Other Information
Overview ~ Strategic Goal I reflects the EEOC's primary mission of preventing unlawful employment discrimination through (1) the administrative (investigation and conciliation) and litigation enforcement mechanisms applicable to private employers, labor organizations, employment agencies, and state and local government employers, and (2) the adjudicatory and oversight mechanisms for federal employers that Congress entrusted to the EEOC. Strengthening the Capacity of the Agency ~ During FY 2023-2025, the EEOC received an annual average of approximately 86,000 private sector charges (an increase of approximately 19,000 over FY 2020-2022), approximately 7,000 requests for federal sector hearings, and 4,100 requests for federal sector appeals. The Priority Charge Handling Procedures (PCHP), in use since at least 1995, work in tandem with the National Enforcement Plan (NEP) to focus investigative and litigation resources strategically. Systemic Program ~ Adopted in 2006 as the Systemic Initiative, the Systemic Program makes identification, investigation, and litigation of systemic discrimination a top priority, focusing on complex systemic cases impacting ten or more employees and using Commissioner Charges, directed investigations, and empirical data. Performance Measures (Objectives I.A and I.B) ~ (1) 97% of EEOC conciliation agreements and favorable litigation resolutions contain targeted, equitable relief, and that level is maintained through FY 2030. (2) In each year through FY 2030, the EEOC continues to favorably resolve at least 90% of enforcement lawsuits. (3) The EEOC's Systemic Program will focus on resolving complex systemic matters involving ten or more aggrieved individuals and will seek to achieve meaningful targeted equitable relief and monetary relief in such matters. (4) The EEOC will make significant progress toward enhanced monitoring of conciliation agreements and each year will report on specific developments the agency has made. (5) Beginning in FY 2026, establish baseline measures for cabinet-level federal agencies' compliance with EEO requirements -- timeliness of EEO complaint processing, approval or disapproval of affirmative action plans for individuals with disabilities, and structural and functional independence of EEO programs, consistent with the Elijah E. Cummings Federal Employee Anti-Discrimination Act of 2020 -- and increase performance in each by 1 percentage point annually over the baseline from FY 2027 through FY 2030 (cumulative 4 points). (6) For each year through FY 2030, at least 90% of completed investigations and conciliations, hearings, and federal appeals meet or exceed criteria established in each program's Quality Practices Plan (QEP and FSQP). (7) During FY 2026-2030, enhance intake services through technological solutions, reducing the volume of pending intake inventory 2% per year from the FY 2025 baseline, and by FY 2030 decreasing the time taken to process intake inquiries by 10% over the prior year's average.
Objective I.A: Broad Impact 🔗
The agency will have a broad impact on preventing and remedying employment discrimination while providing meaningful relief for victims of discrimination.
Stakeholders:
👥Victims of Discrimination
Other Information
Approach ~ The agency will achieve this objective by rigorously and consistently focusing resources on EEOC priorities as set forth in the agency's National Enforcement Plan (NEP), using administrative and litigation mechanisms as well as federal sector adjudications and oversight activities to identify and eradicate discriminatory policies and practices, including systemic practices. Where unlawful discrimination is found, the agency will seek effective remedies to end discriminatory practices, deter future discrimination, and provide meaningful relief to individual victims of discrimination.
Objective I.B: Even-Handed Enforcement 🔗
The agency will exercise its enforcement authority even-handedly, efficiently, and based on the circumstances of each charge or complaint.
Stakeholders:
👥Charging Parties
👥Federal Sector Complainants
Other Information
Approach ~ The agency will achieve this objective by rigorously and consistently implementing charge and case management for private sector and state and local government charges, as well as federal sector complaints, aligned with the NEP.
Goal II: Outreach & Training 🔗
Prevent Employment Discrimination and Advance Equal Employment Opportunities Through Outreach and Training.
Other Information
Overview ~ Title VII expressly requires the agency to engage in outreach and training activities, including training and technical assistance, on the laws the EEOC enforces. Outreach and training are cost-effective law enforcement tools because they promote understanding of the law and voluntary compliance. In FY 2025, the EEOC provided free training to more than 231,000 individuals at more than 2,000 events and fee-based training to nearly 19,700 individuals at more than 260 events, and delivered over 450 federal sector outreach, education, and training events reaching more than 23,000 federal employees and EEO professionals. Partners include state and local FEPAs, TEROs, the Department of Labor's Wage and Hour Division, and the Department of Justice's Civil Rights Division. The plan emphasizes leveraging technology and social media, reviewing sub-regulatory documents for plain language, and creating a government-wide network to share leading practices in the federal sector. Performance Measures (Objectives II.A and II.B) ~ (8) By FY 2030, leverage innovative outreach strategies to provide members of the public greater access to information about their rights and responsibilities, including how to file a charge -- in FY 2026, implement charge management system changes to track whether charging parties learned of their rights from an outreach event; in FY 2027-2030, implement three innovative outreach strategies. (9) By FY 2030, expand the EEOC's reach to employers, federal agencies, and other covered entities -- in FY 2026, assess current partnerships and develop a plan; increase outreach and training events for new partners by 20, 30, 40, and 50 in FY 2027 through FY 2030. (10) Update existing training materials and create new, user-friendly, plain-language resource tools -- develop priority lists in FY 2026, create a cross-functional group in FY 2027, and create or update at least two priority resource documents each year through FY 2030. (11) Develop and sustain a comprehensive stakeholder engagement measurement system for the Education Consortium (EdCon) tracking satisfaction, transparency, and programmatic impact across federal sector stakeholder groups -- establish a baseline in FY 2026, achieve 0.5 percent increases in satisfaction in FY 2027 and FY 2028, and sustain, report quarterly, and institutionalize the framework in FY 2029-2030.
Objective II.A: Public Awareness 🔗
Members of the public are aware of employment discrimination laws, know their rights and responsibilities under these laws, and understand how to file a charge of discrimination with the EEOC.
Stakeholders:
👥Members of the Public
👥Vulnerable Workers : Including those in underserved communities who are unaware of their rights
Other Information
Approach ~ The EEOC will achieve this objective by leveraging technology and innovative strategies to reach individuals who are unaware of their right to discrimination-free workplaces and provide education on how to file a charge of discrimination with the EEOC.
Objective II.B: Covered Entity Information 🔗
Employers, federal agencies, unions, and staffing agencies have the information necessary to advance equal employment opportunity for all workers, prevent discrimination, and remedy discriminatory practices.
Stakeholders:
👥Employers : Including small and new businesses
👥Federal Agencies
👥Unions
👥Staffing Agencies
🏢Education Consortium (EdCon) : Federal sector education platform with more than 2,000 registered federal employees
Other Information
Approach ~ The agency will achieve this objective by expanding the EEOC's reach to employers, federal agencies, and other covered entities, to provide up-to-date outreach and training on the requirements of employment discrimination laws, and ensure broad awareness of agency enforcement efforts, to the extent they may be made public.
Goal III: Organizational Excellence 🔗
Strive for Organizational Excellence through Our People, Practices, and Technology.
Other Information
Overview ~ Strategic Goal III seeks to improve management functions with a focus on people, service to the public, information technology, infrastructure enhancement, and accountable financial stewardship. For the EEOC to accomplish Strategic Goals I and II, it must ensure excellence in its people and the service it provides to the public, as well as its effective management of financial and technological resources.
Objective III.A: Workforce 🔗
Sustain a high-performing workforce aligned to mission requirements.
Stakeholders:
🏢Strategic Hiring Committee
🏢Office of Personnel Management (OPM) : Sponsor of leadership development programs
👥EEOC Workforce
Other Information
Approach ~ This objective focuses on recruiting and maintaining a workforce with the capacity, skills, and leadership necessary to carry out the EEOC's mission, emphasizing reducing vacancies in mission-critical positions and expanding employee skills training and development opportunities. Performance Measures ~ (12) Maintain agency staffing levels at 95% or more of the FTE baseline established by the Strategic Hiring Committee based on appropriations availability, using the Merit Promotion/Hiring Plan, Attorney Hiring Plan, and skills-based assessments for mission-critical occupations, and seeking to reduce time to hire below 80 days. (13) Invest in workforce development by conducting in-person trainings annually for mission-critical program areas, subject to funding availability -- at least two programs in FY 2026, agency-wide training for new hires in mission-critical occupations in FY 2027, and one or more in-person trainings each year in FY 2028-2030. (14) Develop and implement an agency leadership development and succession plan utilizing OPM programs, aiming to send 4-8 participants annually to Leadership for Efficient and Accountable Government (LEAG) and 6-10 participants bi-annually to the SES Candidate Development Program.
Objective III.B: Resources & Operations 🔗
Align resources, technology, and operations to improve performance and service delivery.
Stakeholders:
🏢Office of the Chief Information Officer
🏢Office of the Chief Financial Officer (OCFO)
👥External Stakeholders
Other Information
Approach ~ This objective focuses on improving how the EEOC delivers services by strengthening operational processes, leveraging technology, and using data to guide decision-making, emphasizing timeliness, service quality, and transparency while ensuring resources are aligned with agency priorities. Performance Measures ~ (15) Increase external stakeholder service satisfaction, using post-service feedback surveys evaluated quarterly and striving to improve satisfaction scores by 5% annually. (16) Implement a minimum of two technology-driven operational improvements each year, scheduled by the Office of the Chief Information Officer with program offices and reported annually in the Agency Performance Plan. (17) Prepare and implement the annual congressional budget justification and operating plan, meeting all submission deadlines and fully aligned with agency priorities, with 90% of program areas meeting their respective operating budgets annually.