# Civil Right Activity Heat Mapping Project (CRAHM)
# Organizational Change and Decision-Making Presentation
Overview of the Planned Change
Overview of the Planned Change & Potential barriers
Many of today's leading organizations utilize mapping and mapping related tools, to depict the geographic location of their service areas or to make similar references to their individual organizations areas of concentration. Generally, this aligns with the traditional thinking of geographical information systems (GIS) and its commonly associated mapping. The mapping outputs from the GIS process usually incorporates both data and location, as well as components that align with the organization's service offerings. In its most basic form, GIS can generally allow the organization to form a more nuanced view of their clients and better understanding of the landscape in which they operate. However, with the right data and application, mapping systems can become less of a visual representation and more of a tool to elicit organizational outcomes or become a major contributor to mission, goal, or task accomplishment.
Unfortunately, traditional GIS mapping is expensive, time-consuming, and the data is usually drawn from sources that may not have a specific reference to the organizations wants or needs. For example, many GIS mapping systems that incorporate data from the populations in the previous area mapping, often simply rely on Censes Bureau data from the tract being mapped. This method is effective and popular, however since the data is drawn for differing reasons and means, it lacks the specificity and real-time data needed to make informed organizational choices in a relatively quick manner. Additionally, census tract data relies on data that has been gathered during previous reports, and since the censes is not held each year, inferences must be made from the data from the past. As 20th century society embraces more internet-based technology, it is rapidly causing a change in the social, business, and governments sphere; in general today's business and government landscape changes much more rapidly than it did in the past. Consequently, organizations who would like to make use of data collection and mapping for their own benefit, must seek tools that are just as nimble, relevant, and timely, as the disruptive source (the internet).
The Civil Rights Activity Heat Map" (CRAHM) Overview
For this and other notable reasons, this presentation offers a recommendation to implement an organizational change aimed specifically at outreach efforts, tentatively titled "The Civil Right's Activity Heat Map" or CRAHM. The CRAHM concept is simple, but could have measurable tangible results for internal and external stakeholders alike. CRAHM introduces the concept of targeted and iterative modifications to the current version of the LADO outreach program. The overarching aim is to incorporate social media based informational messages with individual CBO-based reporting from within targeted areas of emphasis. The selected CBO partners will generally provide organization specific data that can be used to bolster census tract data. The governmental agencies that are involved will then incorporate their own areas of emphasis or targeted needs and draw from the data provided from the CBO's to perform the data analysis component of a traditional GIS mapping program. The resulting data from both the CBO partners and the relevant governmental agencies involved can then be placed onto a map of the service area. Once the core mapping has been completed each of the governmental organizations will seek more CBO partners, or allow the CBO partners to play a larger role in providing additional data. That real-time data will allow the governmental agencies to mitigate the effect of the rapidly changing information gathered though traditional methods of data collection.
This creates stronger partnerships between the governmental agencies and the CBO's by legitimizing their missions by association with the governmental agency. The agencies gain a valued partner and a nongovernmental outlet for inquiries that do not fall into the government realm of business. This also creates a no-cost to low-cost solution for external data collection. Lastly, the populace that the CBO's serve traditionally have had a strong tie to social or communal leaders, they may elicit more trust from the communities that they serve than the EEOC. By nature of the business of being a community-based organization, many of the CBO's have already taken steps to garner trust of those they serve. Rather than reestablishing the relationship from the EEOC's point of view, this proposal aims to combat negative social perceptions by closer association with the CBO's.
Analysis of the Present Reality
Current State of the Organization
The US EEOC utilizes various techniques, tools, and practices, to accomplish its mission, vision, and public obligations, as a civil fact-finding law enforcement organization. One of those tools is the use of public outreach and incorporation of community-based organizations, as both a technique and practice to elicit public interaction and to bolster organizational goals.
The US EEOC has utilized outreach in many different formats; however, it primarily utilizes in person and conference-based speaking events by senior leadership, or smaller public speaking-based events, which are typically conducted by local district offices and its professional members of staff. As mentioned above, outreach has generally been an effective and low-cost tool for the organization; however, with the rising use of social media and other technology-based offerings, the traditional form of outreach appears to be slightly outdated for the organizations modern mission.
If the organization is seeking to survive this social and technological onslaught, it must incorporate bold new actions that facilitate stronger outreach practices. But more importantly, it must create and maintain relationships that utilize the collective strength of their CBO's individual service offerings, specialties, and reputation of communal trust.
Organizational Threats and Future Needs
The US EEOC faces many disruptive innovations, social trends, and erroneous public perceptions that may hinder the accomplishment of its stated mission, vision, values, and goals. In regard to disruptive innovations, the Internet and the pervasive use of social media immediately comes to mind. The EEOC prides itself on being a very small organization that utilizes a relatively proportional budget to accomplish results that mirror much larger organizations. Recent updates to the EEOC's internal data processing and case analysis system titled IMS NXG (Investigation Management System – Next Generation) and the organizations client facing web portal, have provided new and advanced management of the organization internal and external data. These new technology-based offerings also facilitate new ways for the public to externally interact with the organization in ways never before thought possible, via the EEOC respondent and charging party Public Portal.
These new technology offerings also have limitations and downsides as well. For example, the increased ability to communicate with the EEOC, via the EEOC public portal, has increased charge intake inquiries by 5-10% nationwide, and the projected receipt of an even larger percentage of new inquiries will undoubtedly grow exponentially over the coming years. This increased ability to easily draft inquiry complaints garners both legitimate complaints, and others that are either non-jurisdictional or unrelated to discrimination. It also increases the amount of complaints that appear to be a direct attempt to use the process as revenge on respondent employers, who have ended the employee employer relationship for legitimate business reasons. The changes also generate an overwhelming amount of complaints that do not fall into the EEOC jurisdiction but are seemingly with merit, but better suited at other governmental organizations. These and other unforeseen issues lead to service disruptions for potential clients that could be well served at the EEOC, but because of the increase in other unrelated inquiries, they are left underserved due to the delay.
In regard to social trends that may hinder the organizations efforts, social media appears to be a large contributor to disruption to the organization. The increase use of social media has provided the ability of confused charging parties, respondents, or bad actors to share misinformation widely and very quickly via the Internet. This leads to public mistrust and confusion about the organization's abilities, practices, and procedures when no counter argument is offered via the same social media based format. Consequently, the loss of public trust combined with the lack of a social media voice diminishes EEOC's ability to conduct neutral investigations, without the perception of impropriety or favoritism toward one of the parties to the charge.
The combination of these three areas has created an organizational need that must be addressed in a comprehensive manner. Obviously no individual practice or change is going to deliver results that solve all of these issues highlighted above; however, this presentation will attempt to provide a new updated outreach tool that may play a significant role in enacting other organizational changes, that will address the issues referenced above.