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EEOC Proposes Changes To Federal Discrimination Complaint Process

EEOC Proposes Changes To Federal Discrimination Complaint Process

Alyssa Rosenberg | Government Executive

December 23, 2009

Colleen Kelley, president of the National Treasury Employees Union, said the EEO process required a more thorough overhaul, but praised the notification requirement.

“Everyone agrees that agency investigations go on too long,” she said. The notification regulation “provides a useful reminder to employees of information provided at the initial filing of the complaint, and it may serve as an incentive to agencies to timely complete the investigation process.”

In the Federal Register notice, EEOC officials also said the agency “intends to provide a mechanism for reviewing and seeking compliance from agencies that fail to comply with the requirements” of a number of EEO directives. The percentage of departments and agencies that filed mandatory reports about their diversity fell from 68 percent in fiscal 2005 to 50 percent fiscal 2006, the advocacy group Federally Employed Women told the Obama transition team in January.

Mastroianni declined to comment directly on whether a goal of the working group was to improve agency compliance with EEOC directives, but said “there definitely was a feeling that the process could be improved.”

Several provisions in the proposed regulations may make things easier for agencies. One proposal, for example, gives agencies more time to pay penalties to employees who win discrimination cases. Current rules require agencies to pay 60 days after the EEOC issues a judgment against them, but the proposed rule would set the time at 120 days. That means agencies wouldn’t have to pay workers before they file suit in district court, which they are allowed to do within 90 days of an EEOC ruling.

Another proposal would allow agencies to run pilot programs to experiment with almost any part of the complaint process. The Government Accountability Office reported this summer that a pilot system, coupled with strong oversight, could help find efficiencies in processing.

“We want to know if there’s a better way to do anything — to do any aspect of this process,” Mastroianni said. “It’s the same notion when you look at federal legislation: The states are laboratories for change. We don’t have any particular mindset about pilots we expect. We’re really looking forward to getting some new ideas.”


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  • D1f55f5d011afc06cb23d9ebafcfaeb7_1__max50

    Ricohenry7

    about 2 years ago

    2 comments

    Its clear to me that after reviewing Michelle Robinson-obama Bio that she was a member of the Daley crew. I mean she apart of the most politically corrupt family in this country (The Daley's). Once a member of the Daley's always a member of the Daley's gang. Look at all the positions she had from harvard law school and the salaries she recieved. Involved with Americorp to funnel money. Worked at U of Chicago along with her husband. Involved with an intern when she was a member of sibley & austin's managerment. Check out her families estate holdings.

    Following law school, Michelle worked as an associate in the Chicago branch of the law firm Sidley Austin in the area of marketing and intellectual property. There in 1989, she met her future husband, Barack Obama, a summer intern whom she was assigned as an adviser. "I went to Harvard and he went to Harvard, and the firm thought, 'Oh, we'll hook these two people up,'" Michelle said. "So, you know, there was a little intrigue, but I must say after about a month, Barack…asked me out, and I thought no way. This is completely tacky." Initially, she refused to date Obama, believing that their work relationship would make the romance improper. Eventually she relented, and the couple soon fell in love.

    After two years of dating, Barack proposed. "We were at a restaurant having dinner to celebrate the fact that he had finished the bar," Michelle remembers. "Then the waiter came over with the dessert and a tray. And there was the ring. And I was completely shocked." The couple married at Trinity United Church of Christ on October 18, 1992.

    High-Profile Work in Chicago
    Michelle soon left her job to launch a career in public service, serving as an assistant to Mayor Daley and then as the assistant commissioner of planning and development for the City of Chicago.

    In 1993, she became Executive Director for the Chicago office of Public Allies, a non-profit leadership-training program that helped young adults develop skills for future careers in the public sector.

    Michelle joined the University of Chicago in 1996 as associate dean of student services, developing the University’s first community service program. She then worked for the University of Chicago Hospitals beginning in 2002, as executive director of community relations and external affairs.

    In May 2005, she was appointed vice president of community relations and external affairs at the University of Chicago Medical Center, where she continues to work part-time. She also manages the business diversity program and sits on six boards, including the prestigious Chicago Council on Global Affairs and the University of Chicago Laboratory Schools

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