PHRC Strategic Plan : simplebooklet.com

As I read through the strategicplan, it struck me that theseinitiatives capture not only thescope of our responsibility, butalso the opportunity we have toeffect lasting change in the Stateand beyond. By expediting justicefor victims of discrimination,fostering prevention througheducation, and investing in ouroperational foundation, we arebuilding an organization equippedto meet the demands of todaywhile preparing for the challengesof tomorrow.Thank you for your continuedcommitment to this work, and Ilook forward to our discussions aswe move this plan from vision toaction.M. JOEL BOLSTEIN, ESQM E S S A G EF R O M T H EC O M M I S S I O NC H A I RSince 1955, the PennsylvaniaHuman Relations Commission hasworked to ensure allPennsylvanians live, work, andlearn free from discrimination. Thismission is as vital today as ever, aswe face persistent challenges inthe form of systemic bias, hate, andinequity.I want to commend this effort tooutline a clear path forward for theCommission’s work. The proposedgoals—Advancing Equity andJustice for PA, EnhancingOperational Excellence, andShaping an Inclusive SocietyThrough Education—reflect thecore of our mission and values.COMMISSION CHAIR3

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initiative speaks to our mission ofdismantling structural inequitieswhile fostering spaces whereeveryone feels valued and seen.As we continue this vital work, letus approach it with theunderstanding that building socialharmony requires a sharedcommitment to justice and peace.Together, we can transform paininto progress and ensure that noone is left out of our shared visionfor equity and inclusion inPennsylvania. My role as aCommissioner of the PHRC is toassist leadership in the successfulaccomplishment of these strategicgoals and I am ready and willing toget to work and do so. DR. RAQUEL O. YIENGSTM E S S A G EF R O M T H EC O M M I S S I O NV I C E C H A I RAs the state’s civil rights leader, thePennsylvania Human RelationsCommission is committed toenforcing state laws andpromoting equal opportunity. Ourstaff works tirelessly to protectPennsylvanians’ right to live, work,and learn free from unlawfuldiscrimination.This strategic plan serves as aroadmap for advancing equity andjustice in Pennsylvania. Itchallenges us to move beyondlitigation to create a culture ofhealing, prevention, andaccountability. The strategic goalsare not merely organizationalgoals; they are a call to action forall of us who believe in thetransformative power of inclusionand humanity.Through this plan, we can expeditejustice for those harmed bydiscrimination, empowercommunities with the knowledgeto act as allies, and fortify our ownsystems to be more transparent,efficient, and impactful. Each COMMISSION VICE CHAIR4

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Our strategic priorities focus onthe urgent needs of today whilebuilding a legacy of justice fortomorrow. We will streamlineprocesses to ensure timely and fairoutcomes for those who seek ourassistance, expand outreach toempower communities with thetools to challenge bias, and investin our team to lead withinnovation and integrity. Theseinitiatives are not just actions onpaper; they are commitments tothe people we serve.As you review this plan, I invite youto join us in this journey. Together,we can create a Pennsylvaniawhere every individual is valued,every voice is heard, and everycommunity thrives.CHAD DION LASSITER, MSWM E S S A G EF R O M T H EE X E C U T I V ED I R E C T O R“Justice is what love looks like inpublic.” These words by Dr. CornelWest resonate deeply with themission and vision of thePennsylvania Human RelationsCommission. As we embark on this5-year strategic plan, I amreminded of the transformativework the PHRC has done overnearly seven decades—work rootedin the belief that equity, dignity,and justice are not just ideals tostrive for but rights to be protectedand realities to be lived.The PHRC has always been morethan an enforcement agency; weare advocates, educators, andbridge builders. In a time wherehate and discrimination persist inalarming forms, our commitmentto fostering the BelovedCommunity—where inclusivity,understanding, and mutual respectare cornerstones—has never beenmore vital. This plan outlines thebold steps we will take to expeditejustice for victims, educate forequity, and enhance operationalexcellence so that everyPennsylvanian can live free fromunlawful discrimination.EXECUTIVE DIRECTOR5

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A strategic plan is essential for any organization seeking to navigate an increasinglycomplex and dynamic environment, as the PHRC does. It serves as a roadmap, aligningresources, goals, and initiatives to ensure long-term success and sustainability. Byclearly defining priorities, anticipating challenges, and identifying opportunities, astrategic plan enables organizations to remain proactive and resilient in the face ofchange. It fosters a shared vision, engages stakeholders, and provides a framework fordecision-making that drives meaningful progress. In today’s fast-paced world, a well-crafted strategic plan is not just a tool for growth—it is a critical foundation forachieving mission-driven impact and organizational excellence.he PHRC’s five-year strategic plan outlined in this document focuses on advancingequity and justice, empowering communities through education, and enhancingoperational excellence. This comprehensive strategy is designed to create a moreinclusive, equitable society while positioning the PHRC as a thought leader in justiceand fairness. The plan is structured around three key strategic imperatives, eachsupported by actionable goals, detailed objectives and measurable outcomes.MethodologyTo develop a comprehensive understanding of PHRC's operational landscape and futurechallenges, the TriZen, LLC team conducted in-depth interviews with PHRCCommissioners, leaders, and staff. These interviews aimed to capture diverse insights,professional perspectives, and expert evaluations of current and anticipated issues andtrends. The feedback gathered was systematically documented, analyzed, andsynthesized to identify key themes, trends, and outliers, ultimately highlighting the mostcritical strategic imperatives. Leveraging this data, our team also conducted a SWOTanalysis and a PESTLE analysis to provide a robust framework for understanding PHRC'sinternal and external environment. These findings are thoroughly detailed in theaccompanying report, offering actionable insights for strategic decision-making over thenext five years.EXECUTIVE SUMMARYTThe Pennsylvania Human Relations Commission (PHRC)promotes equal opportunity for all and enforcesPennsylvania's civil rights laws that protect people fromunlawful discrimination. As Pennsylvania's civil rights leader, itis our vision that all people in Pennsylvania will live, work, andlearn free from unlawful discrimination. In order for the PHRCto continue advancing their mission and having a positiveimpact within the State of PA and nationally, a strategic plan isneeded that will focus on combating discrimination,empowering communities, and creating a state where everyindividual can thrive free from prejudice. 6

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EXECUTIVE SUMMARYFindings and RecommendationsStrategic Goal #1: Advancing Equity and Justice for PAThis priority aims to expedite justice for victims of discrimination by streamlininginvestigative processes, building capacity, and employing innovative resolution models.Over five years, the organization will implement best practices, utilize data analytics, andestablish specialized teams to address systemic discrimination effectively. The goal is tocreate a safer, more equitable society, where all Pennsylvanians live free fromdiscrimination. Below are the strategic objectives identified for implementation in Year 1:Streamline Processes: Conduct a comprehensive review of current investigationworkflows to identify inefficiencies and bottlenecks and to ensure consistency acrossall offices.Build Capacity: Recruit and train additional investigators to manage case volumeand improve response times, if deemed necessary.Develop Case Management Tools: Implement or upgrade technology solutionsto track and manage cases effectively.Establish Benchmarks: Define clear performance metrics for investigationtimelines, quality standards, outcomes and communications to involved parties.Strategic Goal #2: Enhancing Operational ExcellenceTo support its mission, the organization will invest in infrastructure optimization, talentacquisition, and advanced technologies. Initiatives include redesigning organizationalstructures, developing robust onboarding processes, and implementing continuoustraining programs. These improvements aim to ensure responsive, transparent, andefficient service delivery. Below are the strategic objectives identified for implementationin Year 1:Employee Acquisition and Retention Study: Conduct a comprehensiveemployee hiring and retention study evaluating the pay structure, job grade design,job description and current workload of staff as compared to industry standards andlike organizations. Training and Development: Catalog and assess the current training andprofessional development offerings for staff and leadership. Infrastructure Optimization: Develop a rubric to evaluate the operational andtechnological effectiveness and efficiency of each department and design a processto evaluate, assess and revise as needed.7

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EXECUTIVE SUMMARYAssess Community Needs: Conduct a statewide assessment to identifycommunities and sectors most in need of training and outreach programs.Develop Core Curriculum: Create and/or revised training modules to focus onpreventing discrimination, fostering equal opportunity, and addressing bias-relatedtensions specific to the communities being trained and the most prevalent scenarios.Build Partnerships: Further collaborate with schools, community organizations,businesses, and government entities to amplify outreach efforts. These efforts willalso include the engagement of PHRC Commissioners and Advisory Councilmembers and Social Justice Ambassadors to serve as equity ambassadorsthroughout the State.Launch Pilot Training Programs: Pilot training sessions in rural and otherunderserved communities and sectors to refine content, delivery methods, identifylanguage or cultural accommodations, etc.EvaluationKey performance indicators across the strategic goals listed above will track progress inreducing discrimination complaint resolution times, enhancing operational efficiencyand increasing educational outreach. Milestones include measurable improvements incase management, adoption of innovative practices within the organization andexpanded community engagement.ConclusionThis strategic plan represents a forward-thinking approach to addressing equity andjustice issues while ensuring that internal capabilities align with external goals. Bycombining immediate actions with long-term vision, PHRC is poised to set newbenchmarks for equity and inclusion in Pennsylvania and beyond.Strategic Goal #3: Shaping an InclusiveSociety through Education Education and outreach are central to fosteringsystemic change. Through tailored trainingprograms, multilingual resources, andcommunity partnerships, this initiative seeks toprevent discrimination, promote inclusivity, andaddress structural barriers. Efforts will targetrural and underserved communities, with a focuson building local leadership and long-termempowerment to drive cultural shifts andprevent bias-related tensions. Below are thestrategic objectives identified forimplementation in Year 1:8

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VISIONAs Pennsylvania’s civil rights leader, it is our vision that all people in Pennsylvania will live,work and learn free from unlawful discrimination. MISSIONThe Pennsylvania Human Relations Commission promotes equal opportunity for all andenforces Pennsylvania’s civil rights laws that protect people from unlawful discrimination. VALUESEquality - We believe strongly in the equality and dignity of all individuals. We upholdthe principles of justice and fairness through our work, conduct and communication. Integrity - We uphold the highest standards of honesty and transparency. We arecandid, trustworthy, credible, and unbiased. Teamwork - We build and sustain strong, constructive, and collaborative relationships. Excellence - We subscribe to the highest standards of responsiveness, quality,timeliness, and professionalism.Service - We strive to excel in our work. We endeavor to ensure a highly prepared,diverse, competent, and committed workforce. Respect - We value employees' talents and differences and treat them withconsideration and importance. VISION, MISSION, AND VALUES9

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PHRC PARTNERSThe struggle for social justice cannot be conquered alone. PHRC is continually workingto strengthen existing partnerships and develop new collaborations in the pursuit ofequity and justice for all Pennsylvanians.Our partners include:Advisory CouncilsThese groups of 8-24 volunteers meetregularly to identify local challenges,develop partnerships, host events andreach out to community members at riskof experiencing discrimination.Current active Advisory Councils:Adams CountyBeaver-Ohio River ValleyCentre CountyCumberland CountyDelaware CountyHazeltonIndiana CountyLancaster CountyLebanon CountyMontgomery CountyPenn HillsPhiladelphiaYork CountySocial Justice CommitteesThe PHRC created six committees to addressthe Beloved Community framework policies tohelp our local communities:Diversity & Inclusion CommitteeEducation Equity CommitteeFair Housing & Commercial PropertyCommitteePolice & Community Relations CommitteeProgram, Community Outreach, & TrainingCommitteePolicy & PHRA CommitteeSocial Justice PartnershipsLocal Human Relations Commissions I Diversity Organizations I PA Department ofCorrections I PA Department of Education I US Department of Housing and UrbanDevelopment I US Equal Employment and Opportunity Commission I US Department ofJustice I The State Police and Local Law Enforcement agencies I Interfaith Organizations ISocial Justice Ambassadors I Fair Housing Initiative Projects in Pennsylvania I PA Departmentof Labor & Industry I PA Department of Environmental Protection I LGBTQ+ Organizations INAACP chapters across Pennsylvania I Governor’s Office I Governor’s AdvisoryCommissions I PA General Assembly I Department of Behavioral Health and IntellectualDisability Services I Philadelphia School District I Temple University Law School I DickinsonCollege I University of Pennsylvania School of Social Policy & Practice I The PalmerFoundation I Urban League of Philadelphia I National Urban League I World Affairs Councilof Harrisburg I Pa Media Group11

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SOTWStaff morale, workload, turnoverInternal work processesHuman Resources processesEmployee compensation structureMore engagement from CommissionersStrengthen external partnershipsGrow workforce to match caseload and demandsFundingArtificial intelligence Changing demographicsPersistent racismLegislative changesEvolving political landscapeStrong executive leadershipStaff is passionate and committed to MissionOrganization has a strong brand nationallyInternal and external trainingsCommunity engagement and outreachWelcoming work environmentStrengthsWeaknessesOpportunitiesThreatsSWOT ANALYSIS13

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PESTLE ANALYSISPolitical EconomicP EChanges in Gov’t Leadership &PoliciesState Budget CutsPolitical PolarizationFederal RegulationsBudget ConstraintsEconomic InequalityCorporate Resistance to Anti-Discrimination LawsSocietal TechnologyS TShifts in Attitudes about DEIChanging DemographicsSocial Media & Public OpinionLack of Affordable HousingData Privacy & SecurityEvolving Discrimination MethodsAccess to TechnologyHigh-Speed Intenet ConnectivitiyLegal EnvironmentL EChanges in Civil Rights LawsLitigationFederal-State TensionsClimate Change andDisplacementEnvironmental JusticePublic transportationinfrastructure in rural communities14

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STRATEGIC GOAL #1ADVANCING EQUITY AND JUSTICE FOR PADiscrimination undermines equity, trust, and social cohesion, creating environments thatharm individuals and impede organizational and societal progress. Swift and effectiveresponses to complaints serve as a vital mechanism for restoring justice, maintainingpublic confidence, and fostering a culture of accountability.By expediting justice for victims, the Pennsylvania Human Relations Commission (PHRC)demonstrates its commitment to upholding fundamental rights, promoting fairness, andensuring that no individual suffers undue harm due to illegal discriminatory practices.Delayed or ineffective responses can exacerbate victim trauma, diminish trust ininstitutional systems, and allow harmful behaviors to persist unchecked.By prioritizing the expedited resolution of discriminationcomplaints, this initiative aims to create a safer, moreequitable, and more inclusive society, where victims areheard, perpetrators are held accountable, and systemicbarriers to justice are dismantled.To realize the vision that all individuals in Pennsylvania live,work, and learn free from unlawful discrimination, theagency will Expedite Justice for Victims by prioritizingfair, thorough, and timely investigations of illegaldiscrimination complaints to ensure swift relief and justicefor victims. Through the strategic improvements over timeas outlined below, PHRC will innovate its practices tosignificantly enhance its ability to increase its effectivenessin expediting much needed justice for claimants inPennsylvania.15

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Year 1: Foundations for Efficiency and EffectivenessStreamline Processes: Conduct a comprehensive review of current investigationworkflows to identify inefficiencies and bottlenecks.1.Build Capacity: Recruit and train additional investigators to manage case volumeand improve response times.2.Develop Case Management Tools: Implement or upgrade technology solutionsto track and manage cases effectively.3.Establish Benchmarks: Define clear performance metrics for investigationtimelines, quality standards, and outcomes.4.Key Performance Indicators:Process Efficiency Improvement: Percent reduction in identified bottlenecks afterprocess reviews.Target: Reduce inefficiencies by at least 25% compared to baseline.Investigator Capacity Growth: Track the number of new investigators recruited andtrained.Target: Hire and train 90% of planned investigators within the first year.STRATEGIC OBJECTIVESSTRATEGIC GOAL #1ADVANCING EQUITY AND JUSTICE FOR PA16

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Year 2: Strengthen Investigation PracticesEnhance Investigator Training: Develop advanced training programs on legalframeworks, investigative techniques, and cultural competency.1.Standardize Procedures: Create a comprehensive investigation manual to ensureconsistency and fairness in handling complaints.2.Gather Community Input: Establish stakeholder advisory groups to gatherfeedback on improving investigation processes.3.Pilot Accelerated Resolution Models: Test alternative resolution pathways,such as mediation or conciliation, to expedite certain types of cases.4.Key Performance Indicators:Advanced Training Completion Rate: Percentage of investigators completingadvanced training programs.Target: At least 85% of investigators complete training.Standardization Coverage: Completion and implementation of the investigationmanual/resource guide.Target: 100% distribution and active use of the manual across all teams.Year 3: Scale and OptimizeLeverage Data Analytics: Use case data to identify trends, adjust investigationstrategies, and predict future needs.1.Focus on Equity: Implement strategies to ensure equitable access to complaintmechanisms for underrepresented and marginalized communities.2.Collaboration with Partners: Build partnerships with community organizationsand legal entities to enhance support for victims.3.Key Performance Indicators:Equity Access Metrics: Percentage increase in complaints from underrepresentedcommunities using the mechanism.Target: 15% increase in case submissions from these groups compared to theprevious year.Partnerships: Total number of formal partnerships established with communityorganizations and legal entities.Target: Establish, recommit or confirm at least 10 new partnerships within 12months.STRATEGIC GOAL #1ADVANCING EQUITY AND JUSTICE FOR PA17

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Year 4: Deepen Impact and AccountabilityAudit and Refine: Conduct an independent audit of investigation processes tomeasure progress and address gaps and training needs.1.Public Transparency: Continue publishing reports detailing investigationoutcomes, timelines, and impacts to build public trust.2.Specialized Units: Establish specialized teams to handle complex or systemicdiscrimination cases more effectively.3.Victim Support Programs: Enhance partnerships to link clients to additionalservices such as counseling, legal aid, and resource referrals.4.Key Performance Indicators:Audit Implementation Rate: Percentage of audit recommendations implemented toimprove processes.Target: Implement at least 90% of recommendations within six months of theaudit.Transparency Engagement: Number of public reports published and theirreadership/engagement rates.Target: Publish at least two comprehensive reports annually with a 20% increasein readership.Year 5: Leadership in Justice and EquityModel Best Practices: Share the agency’s refined investigation processes as amodel for other organizations and jurisdictions.1.Sustain Excellence: Institutionalize successful strategies and maintain highstandards for fairness, thoroughness, and timeliness.2.Continuous Improvement: Establish a framework for ongoing review andadaptation of investigation practices to respond to emerging challenges.3.Legacy of Trust: Solidify the agency's reputation as a trusted and effectiveadvocate for victims of illegal discrimination.4.Key Performance Indicators:Model Adoption by External Organizations: Number of organizations adoptingshared best practices.Target: Consult with five organizations about the PHRC shared model.Public Trust Score: Measured increase in public satisfaction and trust levels viasurveys.Target: Achieve a 25% increase in trust scores compared to baseline.STRATEGIC GOAL #1ADVANCING EQUITY AND JUSTICE FOR PA18

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STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCETo effectively deliver the outcomes outlined in Strategic Objectives 1 and 3, thePennsylvania Human Relations Commission (PHRC) will prioritize investing in its internalinfrastructure to enhance operational efficiency and impact. This commitment includesstrengthening its people, by fostering a skilled, diverse, and motivated workforce;refining its processes, to ensure streamlined, transparent, and responsive operations;and upgrading its platforms, by leveraging modern technology and tools to optimizeservice delivery and data management. These strategic investments will empowerPHRC to deliver equitable and timely outcomes, meet its objectives with excellence,and better serve the communities of Pennsylvania.The purpose of this strategic priority is to:Attract and Retain Top Talent: Identify, hire and retain strong candidates forPHRC’s positions.Update the Organizational Structure: Modify the organizational structure toensure there are clear leadership roles for both internal and external excellence.Develop a Clear Succession Plan: Identify critical roles and create successionplans to ensure organizational continuity.Enhance Internal Communication: Improve channels for transparent and timelycommunication across the agency, keeping employees informed aboutorganizational news, updates, and strategic objectives.Increase the Number and Engagement of Commissioners: Increase thenumber of commissioners to align to the legislation and strategically engage them inleading PHRC’s strategic direction.20

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Talent ManagementYear 1: Retention StudyEmployee Acquisition and Retention Study: Conduct a comprehensiveemployee hiring and retention study evaluating the pay structure, job grade design,job description and current workload of staff as compared to industry standards andlike organizations. 1.Training and Development: Catalog and assess the current training andprofessional development offerings for staff and leadership. 2.Infrastructure Optimization: Develop a rubric to evaluate the operational andtechnological effectiveness and efficiency of each department and design a processto evaluate, assess and revise, as needed.3.Key Performance Indicators:Employee Acquisition and Retention StudyTarget: Conduct the study and communicate results and recommendations byend of Year 1.Create a training and development catalogTarget: Complete the catalog by end of Year 1.Evaluation and Efficiency ToolTarget: Development of a rubric for operational and technological evaluation byend of Year 1.STRATEGIC OBJECTIVESThere are four strategic objectives supporting the goal of enhancing operationalexcellence:Talent Management1.New Hire Orientation2.PHRC Organizational Structure Review and Redesign3.Internal Training4.Each strategic objective has a 5-year plan of implementation activities, except objective#3 which has a 4-year implementation plan.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE21

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Talent ManagementYear 2: Mentorship and Career DevelopmentMentorship: Implement a mentorship program to develop high-potentialemployees.1.Exit/Stay Interviews: Introduce stay interviews to identify factors affectingretention and address them proactively. 2.Career Growth Planning: Create tailored career development plans foremployees based on their goals and agency needs. 3.Key Performance Indicators:Launch of a mentorship program.Target: Launch a mentorship program for staff that are new to the organizationand/or in need of mentorship by Q2 of Year 2.Satisfaction rating of mentorship programs.Target: Average participant rating of 4 out of 5 in post-mentorship surveys.Participation rate in career development programs.Target: 25% of employees engage in career development initiatives by the endof Year 2.Year 3: Recruit While RetainingRecruitment Expansion: Expand recruitment outreach to diverse talent pools toimprove inclusion. 1.Develop Leaders from Within: Roll out leadership development programs formid-level managers.2.Key Performance Indicators:Employee retention rate.Target: Improve retention by 10% compared to Year 2.Internal promotions from development programs.Target: 20% of promotions filled internally by participants of developmentprograms.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE22

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Talent ManagementYear 4: Measure and Succession PlanningMetrics: Establish metrics to evaluate talent management strategies, focusing onretention and engagement rates. 1.Analytics: Integrate advanced HR analytics to predict turnover and identifyproactive solutions. 2.Succession Planning: Begin succession planning for critical roles.3.Key Performance Indicators:Completion rate of succession plans for key leadership roles.Target: 75% of critical positions have succession plans in place by the end ofYear 4.Percentage of leadership roles filled internally.Target: 10% of leadership roles filled through internal succession planning.Effectiveness of succession plans based on transition success rates.Target: 50% of transitions are rated successful by stakeholders within six months.Year 5: Review & ScaleReview: Conduct a comprehensive review of talent management strategies andoutcomes.1.Scale: Scale successful initiatives across departments. 2.Recognize: Establish the agency as an employer of choice through externalawards and recognition.3.Key Performance Indicators:Comprehensive review of talent management strategies.Target: Completion of review by Q2 of Year 5 with recommendations forscaling.Expansion of successful programs to new regions or business units.Target: Scale programs to 100% of applicable departments or regions by Q4 ofYear 5.Overall employee satisfaction with talent management initiatives.Target: Achieve an 75% satisfaction rate in organization-wide surveys.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE23

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New Hire OrientationYear 1: PilotRedesign: Redesign and pilot astructured onboarding program,including a welcome kit and initialtraining modules. 1.Feedback: Collect feedback from newhires on their onboarding experience. 2.Key Performance Indicators:Rollout completion rate of the onboarding program.Target: 90% of new hires across all departments enrolled in the program by Q3of Year 2.New hire satisfaction with onboarding.Target: 85% of new hires rate their onboarding experience as effective within sixmonths.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCEExecute: Roll out a full onboardingprogram incorporating feedback fromYear 1, with an emphasis on agencyculture and core values. 1.Mentor Assignments: Assignonboarding mentors or buddies to newhires for personalized support.2.Year 2: Implementation of the Onboarding ProgramKey Performance Indicators:Completion of pilot onboarding program.Target: Deliver and complete a pilot program for at least 10% of new hires by Q3of Year 1.Participant feedback on the pilot program.80% of participants rate the program 4 out of 5 or higher on effectiveness.24

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Year 3: Digitize OnboardingDigital Platform: Develop interactiveand digital onboarding tools (e.g.,learning management systems, virtualtours). 1.Specialized Onboarding: Introducerole-specific onboarding tracks forspecialized positions. 2.Key Performance Indicators:Feedback sharing with new hires post-onboarding.Target: 90% of new hires receive feedback within the first 90 days.Onboarding program evaluation completion.Target: Complete a comprehensive program evaluation with actionable insights byQ3 of Year 4.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCENew Hire Feedback Structure:Incorporate periodic check-ins (30, 60,90 days) to measure new hire satisfactionand productivity. 1.Process Evaluation: Evaluate and refinethe onboarding program based on metricssuch as time-to-productivity and retentionrates.2.Year 4: Onboard Feedback and EvaluationNew Hire OrientationKey Performance Indicators:Launch of a digital onboarding platform.Target: Fully operational digital platform for onboarding by Q2 of Year 3.New hire engagement with digital resources.Target: 95% of new hires complete digital onboarding modules within the first 30days.User satisfaction with the digital platform.Target: Achieve a 4.0 out of 5.0 average rating from users by Q4 of Year 3.25

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Year 5: Iterate and ShowcaseOnboarding Excellence: Benchmarkthe onboarding process against industrystandards to ensure competitiveness. 1.Showcase PRHC Onboarding:Showcase the onboarding program as abest practice in agency excellenceinitiatives.2.Key Performance Indicators:Completion of organizational structure review and redesign proposal.Target: Deliver finalized proposal for redesigned structure by Q3 of Year 1.Employee engagement in change management initiatives.Target: 75% of employees participate in workshops, town halls, or surveys duringthe change management process.Communication plan effectiveness.Target: 90% of employees report understanding the purpose and benefits of theorganizational shift.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCEPosition Clarity: Evaluate and document current structure, roles, responsibilities, andworkflows.1.Internal Operations: Conduct Search for Deputy Director for Operational Leadership2.Change Management: Ensure communication strategies are in place to gain buy-infrom employees at all levels.3.PHRC Organizational Structure Review and RedesignNew Hire OrientationKey Performance Indicators:Retention rate of employees within the first year.Target: Achieve a 90% retention rate for employees who completed theonboarding program.Year 1: Organizational Shift and Change Management26

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PHRC Organizational Structure Review and RedesignYear 2: Roll Out Redesigned Structure PHRC-WideNew Workflow Training: Ensure all employees are trained on new workflowsand expectations.1.Leadership Development: Provide training for leaders to adapt to the newstructure and guide their teams through the transition.2.Systems of Collaboration: Upgrade systems and tools to support theredesigned structure and ensure technology facilitates seamless collaboration andinformation sharing.3.Key Performance Indicators:Completion rate of structure implementation across all departments.Target: 100% of departments transitioned to the new structure by Q4 of Year 2.Employee satisfaction with the new structure.Target: 75% of employees report positive feedback within six months of rollout.Year 3: Introduce Updated Performance Evaluation ProcessPerformance Management Alignment: Adjust evaluation and reportingstructures and processes based on new organizational structure. 1.Performance Management Process: Train leaders and employees on theirupdated roles and responsibilities and evaluation process.2.Key Performance Indicators:Completion and communication of updated performance evaluation framework.Target: New framework finalized and communicated to all employees by Q2 ofYear 3.Training participation for managers and employees on the new process.Target: 90% of managers and 80% of employees complete training by Q3 ofYear 3.Feedback on the new performance evaluation process.Target: 80% of employees and managers report satisfaction with the updatedprocess within the first year of implementation.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE27

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PHRC Organizational Structure Review and RedesignYear 4: Evaluate Effectiveness of the New StructureStructure Review: Conduct a review to assess whether the new structure is meetingstrategic goals and organizational needs.1.Structure Updates: Adapt the structure to account for growth, external changes, orevolving organizational needs.2.Lessons Learned: Document and share lessons learned to sustain long-term clarityand efficiency.3.Key Performance Indicators:Assessment of alignment between organizational goals and structure.Target: Conduct and complete an agency-wide review by Q3 of Year 4, with 90%alignment reported.Reduction in role duplication and inefficiencies.Target: Identify and eliminate at least 90% of redundancies across teams by Q4 ofYear 4.Stakeholder satisfaction with the redesigned structure.Target: Achieve an 85% satisfaction rate among internal stakeholders in Year 4surveys.Internal TrainingYear 1: Needs AssessmentTraining Needs: Based on the training catalog, perform a training needs assessment toidentify gaps in skills, knowledge and topics. 1.Prioritization of Training: Develop a training calendar focusing on high-prioritytopics like compliance and job-specific skills.2.Key Performance Indicators:Completion rate of training needs assessment across departments.Target: 100% of departments assessed by Q4 of Year 1.Identification of skill gaps.Target: Detailed report on organization-wide skill gaps completed by Q4 of Year 1.Engagement in needs assessment process.Target: 80% participation from employees in surveys, interviews, or focus groups.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE28

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Internal TrainingYear 2: Learning Management SystemLaunch Training Program: Launch targeted training programs in areas such asleadership, technical skills, and emotional intelligence. 1.Learning Management System: Introduce a learning management system (LMS)to facilitate online and blended learning.2.Key Performance Indicators:Implementation of an LMS platform.Target: LMS fully operational and accessible by Q4 of Year 2.Course availability on LMS.Target: At least 10 courses uploaded and categorized by Q4 of Year 2.Employee engagement with LMS.Target: 15% of employees complete at least one course on the LMS by the endof Year 2.Year 3: Advanced TrainingAdvanced Formats: Incorporate advanced training formats, such as workshops,microlearning, and peer-to-peer sessions. 1.Feedback Loop: Establish a feedback mechanism to assess training effectiveness.2.Key Performance Indicators:Number of advanced training programs developed.Target: Develop and roll out at least 5 advanced training modules by Q3 ofYear 3.Employee participation in advanced training.Target: 40% of employees complete at least one advanced training program byQ4 of Year 3.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE29

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Internal TrainingYear 4: Learning PartnersExpansion: Expand the training program to include soft skills, emergingtechnologies, and strategic thinking. 1.Learning Partners: Partner with external experts or institutions for advancedtraining opportunities.2.Key Performance Indicators:Establishment of partnerships with external learning providers.Target: Secure partnerships with at least 1 external training providers by Q2 ofYear 4.Number of employees leveraging external learning opportunities.Target: 30% of employees participate in external training programs by Q4 ofYear 4.Satisfaction rate for learning partnerships.Target: Achieve an average satisfaction score of 4 out of 5 in feedback fromemployees utilizing these resources.Year 5: Continuous LearningReturn on Investment: Measure the ROI of training programs using key metricssuch as productivity, skill application, and employee satisfaction. 1.Continuous Learning: Develop a long-term strategy for continuous learning andprofessional development. 2.Key Performance Indicators:Average training hours per employee annually.Target: Achieve an average of 20 training hours per employee by the end ofYear 5.Learning effectiveness.Target: 85% of employees report that continuous learning initiatives positivelyimpact their performance.STRATEGIC GOAL #2ENHANCING OPERATIONAL EXCELLENCE30

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Education is a powerful tool for systemic change. Discrimination, bias, and inequitiesoften stem from a lack of understanding, perpetuation of stereotypes, and unexaminedstructural barriers. By prioritizing education and outreach, PHRC can address the rootcauses of discrimination and empower individuals and organizations to act proactivelyrather than reactively.Educating for equity and justice is critical for:Preventing Discrimination: Knowledge reduces thelikelihood of discriminatory behaviors by fosteringawareness and accountability.Promoting Unity: Education mitigates tensions andfosters mutual respect, especially in diversecommunities.Building Resilience: Equipping individuals andorganizations with skills to address and preventdiscrimination strengthens the social fabric and buildstrust.Without education and outreach, efforts to ensure equityand justice may be limited to corrective measures ratherthan preventive actions, perpetuating cycles of inequityand bias.The purpose of this strategic priority is to:Empower Change: Provide individuals and organizations with the knowledge andskills to act as allies and advocates for equity and justice.1.Promote Prevention: Focus on proactive measures to address discrimination,reducing the need for reactive enforcement and fostering long-term cultural shifts.2.Enhance Equity: Ensure equal opportunity by addressing biases and barriers thatinhibit access to resources, services, and opportunities.3.Foster Inclusive Communities: Create spaces where all individuals feel valued,respected, and empowered to contribute fully to society.4.This priority aligns with the PHRC’s commitment to creating equitable opportunities anddismantling systems of discrimination by instilling knowledge, promoting accountability,and inspiring action at all levels. Through education and outreach, we aim to cultivate asociety that not only acknowledges inequities but actively works to eradicate them.To realize the vision of a Pennsylvania composed of community stakeholders that areEducated in Equity and Justice, PHRC will intensify efforts to empowercommunities through the delivery of training and outreach programs to preventdiscrimination, foster equal opportunity and mitigate bias and tensions.STRATEGIC GOAL #3SHAPING AN INCLUSIVE SOCIETY THROUGH EDUCATION32

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Assess Community Needs: Conduct a statewide assessment to identify communitiesand sectors most in need of training and outreach programs.1.Develop Core Curriculum: Create standardized training modules focusing onpreventing discrimination, fostering equal opportunity, and addressing bias-relatedtensions.2.Build Partnerships: Collaborate with schools, community organizations, businesses,and government entities to amplify outreach efforts.3.Launch Pilot Programs: Test training sessions in key communities and sectors torefine content and delivery methods.4.STRATEGIC OBJECTIVESKey Performance Indicators:Number of training modules created and approved.Target: Develop and finalize at least five standardized training modules within ninemonths.Stakeholder satisfaction with curriculum relevance and quality.Target: Achieve an 85% satisfaction rate in feedback surveys from a pilot group ofcommunity leaders and experts.Number of active partnerships established.Target: Recommit or form agreements with at least ten organizations, includingschools, businesses, and community groups, within the first year.Percentage of partners engaged in program activities.Target: At least 50% of identified partners actively participate in outreach andtraining activities within twelve months.STRATEGIC GOAL #3SHAPING AN INCLUSIVE SOCIETY THROUGH EDUCATIONYear 1: Building a Strong Foundation33

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Year 2: Expand Outreach and DeliveryScale Training Programs: Increase the frequency and geographic reach oftraining sessions, ensuring access for rural and underserved areas.1.Tailor Programs to Specific Needs: Develop specialized training for differentaudiences, such as educators, employers, law enforcement, and youth groups.2.Invest in Technology: Utilize virtual platforms to expand the reach of trainingprograms and accommodate diverse learning preferences including.3.Engage Community Leaders: Train and empower local leaders to serve asambassadors of equity and inclusion within their communities.4.STRATEGIC GOAL #3SHAPING AN INCLUSIVE SOCIETY THROUGH EDUCATIONKey Performance Indicators:Development of Specialized Programs: The number of distinct trainingprograms created for specific audiences Target: Develop and implement at least four specialized programsannually, one for each audience group.Audience-Specific Satisfaction: Assess satisfaction levels of specific audiencegroups regarding the relevance and impact of training programs.Target: Achieve at least 85% satisfaction in post-training surveys for allaudience groups.Number of Leaders Trained: Track the number of community leaders trainedannually.Target: Train and empower at least 50 community leaders per year.34

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Year 3: Enhance Impact and AccessibilityMeasure Program Effectiveness: Establish metrics and conduct evaluations toassess the impact of training on community attitudes and behaviors.1.Expand Multilingual Resources: Expand the use of training materials andsessions in multiple languages to reach non-English speaking populations.2.Focus on High-Impact Areas: Intensify outreach in areas with high incidents ofdiscrimination or tensions to address root causes proactively.3.Foster Peer Learning: Create platforms for communities to share best practicesand success stories in fostering equity and mitigating bias.4.STRATEGIC GOAL #3SHAPING AN INCLUSIVE SOCIETY THROUGH EDUCATIONKey Performance Indicators:Number of training materials translated and available in multiple languages. Target: Resources provided in at least five commonly spoken non-Englishlanguages within the community.Participation rate of non-English speakers in training sessions. Target: 25% increase in non-English speaking participants within the firstyear.Number of outreach events held in identified high-impact areas. Target: Conduct at least 12 targeted events annually in total.Pre- and post-training surveys showing a shift in attitudes or behaviors in high-impact areas.Target: 75% of surveyed participants report a positive change, reportedannually. 35

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Year 4: Institutionalize Programs and Expand InnovationsCreate a Resource Hub: Develop an online repository of educational materials,toolkits, and videos accessible to all communities.1.Innovate Delivery Methods: Introduce interactive tools such as gamification, role-playing scenarios, and community theater to engage participants effectively.2.Deepen Community Partnerships: Form long-term alliances with key organizationsto co-host and co-develop training initiatives.3.Address Emerging Issues: Adapt programs to address new forms of bias,discrimination, or societal challenges as they arise.4.Key Performance Indicators:Virtual Platform Utilization RateTarget: Achieve 75% virtual participation across all training sessions by leveragingdiverse technologies.Participant Feedback on TechnologyTarget: Achieve a minimum of 75% positive feedback on technology's effectivenessin enhancing learning experiences.Year 5: Achieve Long-Term Sustainability and LeadershipSustain Community Empowerment: Transition training programs to local entities,ensuring long-term availability and impact.1.Model for Other Regions: Share proven strategies and programs with other states,agencies and organizations to expand the initiative's influence.2.Celebrate Progress: Highlight success stories and measurable outcomes in publicforums to inspire continued commitment to equity.3.Ensure Continuous Improvement: Establish a feedback loop and advisorycommittee to keep programs relevant and impactful for future generations.4.Key Performance Indicators:Percentage of Training Programs Transitioned to Local EntitiesTarget: Transition at least 35% of identified training programs to local entities withintwo yearsCapacity Building for Local LeadersTarget: Train and certify at least 100 local leaders within one year.Establishment of Feedback MechanismsTarget: Implement a robust feedback mechanism within six months and collectfeedback from at least 75% of participants annually.Social Justice Committee Meetings: Measure the frequency and outcomes of socialjustice committee meetings aimed at program refinement.Target: Hold at least quarterly social justice committee meetings, with 90% ofaction items addressed within agreed timelines.STRATEGIC GOAL #3SHAPING AN INCLUSIVE SOCIETY THROUGH EDUCATION36

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NEXT STEPSUnified Action and Shared Accountability The success, sustainability, and growth of PHRC arerooted in strong coordination and collaboration withour staff, community partners, other agencies andclients. Each individual and organization involved has acrucial role to play and responsibilities to uphold inexecuting this plan. To ensure seamlessimplementation, we will establish clear mechanismsand processes for carrying out the strategies outlinedin the plan.Tracking Impact with Transparency PHRC commits to maintaining transparency byregularly monitoring data, tracking progress, andsharing updates on the plan's outcomes. This will beachieved through the use of an accessible, user-friendly dashboard that provides insights into theimpact of our efforts.Inclusive Collaboration and ContinuousImprovement PHRC will continue to actively engage with our staff,community partners, other agencies and clients toincorporate diverse voices, especially those ofmarginalized groups, into the strategic planningprocess. This plan is a living document, designed toadapt to evolving needs and priorities. As such, goalsand objectives will be evaluated and revised over timeto address the most pressing and relevant issues inachieving equal opportunity for all.38

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ACKNOWLEDGEMENTSThank you to the PHRC Commissioners and staff who participated inthe strategic planning process:M. Joel Bolstein. ESQ, Commission Chair Dr. Raquel O. Yiengst, Commission Vice-Chair Mayur Patel, Commission SecretaryChad Dion Lassiter, MSW, Executive Director Adrian Garcia, Director of Enforcement Caroline Eister, Director of Fair Housing & Commercial Property Desireé Chang, Director of Education & Outreach Sheryl Meck, Civil Rights Outreach Director Morgan Williams, Deputy Chief Counsel Heather Roth, Harrisburg Regional Director Dr. La Dawn Robinson, Pittsburgh Regional Office Director Khera Bowman, Education Outreach Coordinator Brittany Mellinger, Fair Housing Outreach CoordinatorStacey Waters, Enforcement Outreach Coordinator Mila Pilz, Mediator Christopher Young, Mediator CONTACTTomeka Lee, MBAtomeka@trizeninc.comwww.trizeninc.comTriZen, LLC215-935-6808 ext. 3031101 Greenwood Ave, Suite 310Jenkintown, PA 1904639

PHRC Strategic Plan

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