http://www.usdoj.gov
Department of Justice
I am pleased to present the Department of Justice Strategic Plan for 19972002.
This Plan, the first ever of its kind for the Department, sets forth our
mission, long range goals, the strategies for achieving these goals, and the
indicators we will use to gauge our performance over the next several years. It
provides the foundation for our ongoing efforts to improve the performance of
our programs and achieve the results that the American people rightfully expect.
The Department of Justice has a rich and storied history. Although the position
of Attorney General has existed since the founding of the Republic, it was not
until 1870 that a separate Department was created bringing together under the
authority of the Attorney General the activities of United States Attorneys,
United States Marshals and others. Today our myriad responsibilities touch the
lives of nearly all Americans. We investigate and prosecute Federal crimes; we
represent the United States of America in court; we manage the Federal prisons;
and we enforce the Nation's immigration laws. We work with our partners at home
and abroad in enforcing the law and improving the system of justice for all
Americans.
Our hallmark today, as it was in 1870, is the pursuit of justice. This is our
most solemn and sacred duty. In remarks dedicating the Main Justice building in
1934, former Attorney General Homer Cummings said: "May its doors never be
closed to those who would do justice or to those who suffer from injustice."
As we enter the 21st century, we recommit ourselves to fulfilling his
injunction. We are here to serve all Americans.
Our Strategic Plan is a living document. It guides our annual budget and
performance planning. It sets the framework for measuring our progress and
ensuring our accountability to the public. We will revise and update this Plan
as circumstances change and as we learn from experience. I welcome your
comments.
TABLE OF CONTENTS
Introduction
I. Mission
II. Department of Justice Goals and Strategies (1997 2002)
Investigation and Prosecution of Criminal Offenses
Assistance to State and Local Governments
Legal Representation, Enforcement of Federal Laws, and
Defense of U.S. Interests
Immigration
Detention and Incarceration
Protection of the Federal Judiciary and Improvement of
the Justice System
Management
III. Issues and Challenges in Achieving Our Goals
IV. Role of Program Evaluation
For Comments
INTRODUCTION
This Strategic Plan sets forth the broad direction for the Department of Justice
(DOJ) for the period 19972002. It provides the longr ange goals, strategies and
performance indicators by which we will measure our progress and the American
people may hold us accountable.
The Department of Justice is firmly resolved to administering the programs for
which we are responsible in an effective manner. This Strategic Plan is a key
part of that commitment because it helps establish and maintain a clear focus on
the outcomes of our efforts. This is the message of the Government Performance
and Results Act (Results Act) of 1993 and similar legislation enacted over the
past several years.
The Plan builds on the statutorily mandated missions of the Department and its
component organizations. It provides the framework within which our diverse
activities are integrated under a common, shared vision. It also establishes the
foundation for the development of more detailed annual plans, budgets and
related program performance information.
Planning Approach
The development of this Plan, the first ever of its kind for the Department of
Justice, was a complex and challenging undertaking. From the outset, we viewed
the Strategic Plan as an essential step in establishing a department wide
performance management system linking planning, budgeting and accountability.
This close linkage among strategic planning, budget formulation and annual
performance planning is the cornerstone of the Department's approach to
implementing the Results Act.
We began the planning process by asking our organizations to develop mission and
goal statements as part of their budget requests. Based on these component level
mission and goal statements and, in a few cases, component level strategic
plans, we developed a draft department wide plan. This draft was the subject of
extensive review and comment by the Attorney General and the Department's senior
managers, including the Attorney General's Advisory Committee of U. S. Attorneys
and a newly constituted department wide longr ange planning committee. This
internal review process was highly iterative; changes would be made to the draft
and then a new round of discussions launched. Although time-consuming, the
process provided an opportunity for widespread input and helped forge overall
agreement on direction.
In January 1997, we embarked on a series of consultations with members of
Congress to obtain their views on the draft plan. Overall we met with Senate and
House representatives on ten separate occasions. We made additional changes to
the draft based on the comments provided to us.
We recognize that strategic planning is a continuous and iterative process. We
also recognize that this first effort by the Department is not without
shortcomings. We will be revising and updating this Plan as events dictate, as
we learn from experience, and as we continue to engage in a dialogue with
Congress, stakeholders and customers.
A key element in the Department's planning approach is the systematic evaluation
of priority programs so that we may better understand the link between program
activities and the results achieved. A brief description of our evaluation
activities and plans is provided in the last section of the Plan.
Relationship Between the Strategic Plan
and the Annual Performance Plan
The Results Act requires agencies to prepare annual performance plans setting
out measurable goals that reflect specific target levels of accomplishment for a
particular year. While the Strategic Plan is broad and longr ange, the annual
performance plan is more detailed, concrete and time focused. It describes what
will occur within a given year, and a given level of resources, to move an
agency toward achieving its longr ange strategic goals.
This linkage between the Strategic Plan and the annual performance plan is a
critical element of the Results Act. The Department of Justice has revised its
internal processes to ensure that the Strategic Plan serves as the foundation
for the development of annual budgets and performance plans. In May 1997, the
Attorney General directed her component heads to explicitly relate their 1999
budget requests and performance plans to the Department's longr ange strategic
goals. This directive ensures a clear focus on direction and results. In
addition, it allows the myriad activities of multiple component organizations to
be viewed in the context of over arching, longr ange goals.
The Department's first annual performance plan will cover fiscal year 1999
activities and will be submitted to the Congress early in calendar year 1998,
along with the President's budget. It will be revised as necessary to reflect
congressional funding decisions.
The annual performance plan will be at two levels: (1) a department wide summary
plan, organized by strategic goal, that reflects high level and cross cutting
annual goals and indicators, and (2) more detailed component and appropriation
specific performance information. Goals and indicators will be supportive of,
and derived from, those set forth in the Strategic Plan. For example, our long
range strategic goal related to maximizing deterrence to illegal immigration
will be supported by a specific annual goal setting forth estimates of
accomplishments in removing illegal aliens.
Issues in Measuring Law
Enforcement Outcomes.
Measuring outcomes is difficult in any context, but particularly so in law
enforcement. We must be guided principally by "doing what is just" and in some
cases this means not pursuing an unfounded indictment or baseless claim.
"Success" for us is when justice is served fairly and impartially; it is not
reducible to simple numerical counts of arrests or convictions. "Success" for us
is also when crime or wrongdoing is deterred through effective enforcement; yet
quantitative measurement of the benefits of this deterrence is a complex
challenge. How do we capture accurately the value of crimes NOT committed,
persons NOT illegally entering the country, injustices NOT perpetrated?
In addition, it is extremely difficult to isolate the particular effects of
Federal law enforcement activity from other factors that affect outcomes and
over which the Department has little control. These factors include:
Social-Structural factors. Although the research is inconclusive, there is
some reason to believe that the incidence of crime is affected by the
proportion of youth in the population. The numbers of adolescents and young
adults, now the most crime prone segment of the population, are expected to
grow rapidly over the next several years. Absent bold and successful
intervention, we can expect commensurate growth in youth crime, much of it
violent.
Emergencies and other unpredictable events. Justice law enforcement agents
and prosecutors inevitably must respond to the ebb and flow of crime.
Catastrophic events such as the bombing of the Alfred P. Murrah building or
the Exxon-Valdez oil spill demand a rapid and major shift in priorities and
resources, thereby detracting from other activities. Recent experience
suggests that the unexpected will occur whether a sudden influx of persons
seeking political asylum, a prison disturbance, a hostage standoff, a
particularly complex and sensitive case, or some other crisis that strains
our time, attention and resources.
Changing statutory responsibilities. The Department's mission, goals,
priorities and workload are affected directly by laws enacted by the
Congress. Recent years have seen significant new responsibilities assigned
to the Department; for example, the jurisdiction of Federal criminal law has
been expanded dramatically and statutorily mandated changes in sentencing
have escalated the prison population. In addition, the Administration and
the Congress have directed a number of specific new crime control,
antiterrorism, environmental and immigration initiatives.
Changing technology. Technology holds great promise for strengthening the
capabilities of our Justice law enforcement agencies. We as well as the law
enforcement community nationwide increasingly depend on a robust commercial
market to develop new and powerful technologies.
At the same time, however, technology is improving the ability of criminals
to evade detection and apprehension and providing new opportunities for
criminal behavior. The Department's capacity to meet its goal of
investigating and prosecuting criminal offenses is dependent in large
measure upon its ability to wisely use technology, including the continued
capacity to legally monitor and intercept electronic communications of those
suspected of breaking the law. It is vital that technology be the friend and
not the enemy of law enforcement.
The effectiveness and capacity of our law enforcement partners at the
Federal, State and local levels. Preventing and controlling crime and
maintaining sound regulatory policies require the coordinated efforts of all
levels of government. The investigative and prosecutorial agencies of the
Department of Justice play a vital role but they need the continued support
of their law enforcement partners. It is especially important that State and
local agencies have the resources, skills, leadership and assistance
required to maintain an effective frontline presence. Sharing information
and intelligence, participating in joint operations, and assisting in
forensic and other investigative support activities, are among the vital
ingredients of true partnership.
The strength and vitality of our social, economic and political
institutions. Achieving our goals depends on strong institutions the family,
schools, churches, neighborhood groups, businesses, labor unions,
governmental bodies, the media, charitable organizations that inspire trust,
build community, promote civic responsibility and volunteerism and help
preserve social order. The effectiveness and integrity of these institutions
are the key to securing voluntary compliance with both the civil and
criminal law.
Cultural attitudes and practices. Also impacting our work is the degree to
which our cultural attitudes and practices are consistent with the demands
of a multi
racial, pluralistic society and reflect a continuing commitment to core
values, including the rule of law. These cultural attitudes and practices
are shaped mainly by the institutions cited above.
Developments overseas. Issues of crime and justice increasingly transcend
national boundaries and may involve treaty obligations, multinational
environmental and trade agreements, or other foreign policy considerations.
The will and capacity of foreign governments, for example, to take action
against producers and traffickers in illegal narcotics directly impact the
effectiveness of antidrug efforts of the United States. Similarly, political
or economic unrest may increase the threat of foreign-based terrorist acts
against American citizens either here or abroad or trigger an immigration
crisis.
Despite these limitations and complexities, we have made an effort to identify
goals, strategies and indicators of performance that are meaningful and
appropriate to our mission.
Organization of the
Strategic Plan
The first section of the Strategic Plan sets forth the mission of the Department
of Justice. It is this mission, based in law, that provides the foundation for
the Department's various responsibilities and activities.
The second, and major, section of the Plan describes our goals and strategies.
It is organized around the seven functional areas through which the Department
carries out its mission. These are:
Investigation and Prosecution of Criminal Offenses
Assistance to State and Local Governments
Legal Representation, Enforcement of Federal Laws,
and Defense of Federal Government Interests
Immigration
Detention and Incarceration
Protection of the Federal Judiciary and Improvement
of the Justice System
Management
Within each functional area, there is a brief overview of the Department's
priorities followed by a description of our long range goals, strategies and
indicators of performance. This functional approach enables the activities of
various Justice agencies to be described and grouped according to their
overriding purpose or goal. However, in some cases this ease of presentation may
also obfuscate the myriad interrelationships and multiple purposes that exist
among these activities.
The third section of the Plan describes the issues and challenges involved in
achieving the Department's long range goals. It outlines the resources (funding,
staffing, technology) likely to be required. It also identifies priority
management issues.
The fourth and final section provides information on program evaluation
activities and plans.
I. MISSION
Our mission at the United States Department of Justice is to enforce the law and
defend the interests of the U.S. according to the law, provide Federal
leadership in preventing and controlling crime, seek just punishment for those
guilty of unlawful behavior, administer and enforce the Nation's immigration
laws fairly and effectively and ensure fair and impartial administration of
justice for all Americans.
In carrying out this mission, the Attorney General, as the Nation's chief law
enforcement officer, directs and oversees the activities of the more than
110,000 attorneys, investigators, correctional personnel and other employees of
the United States Department of Justice.
Although the office of the Attorney General dates from 1789, the Department of
Justice was not established until 1870. Today, its responsibilities are diverse
and wide ranging. These responsibilities are carried out through the
Department's component organizations: the Federal Bureau of Investigation (FBI)
and the Drug Enforcement Administration (DEA) investigate Federal crimes; the
United States Marshals Service (USMS) protects the Federal judiciary, apprehends
fugitives, detains prisoners and supports the Federal courts; the United States
Attorneys and the litigating divisions prosecute offenders and represent the
United States of America in Federal court; the Immigration and Naturalization
Service (INS) controls the border and carries out the Nation's immigration
statutes; and the Federal Bureau of Prisons (BOP) incarcerates sentenced
offenders. The Office of Justice Programs (OJP) and the Office of Community
Oriented Policing Services (COPS) assist State and local governments. OJP's
National Institute of Justice (NIJ) develops and disseminates knowledge about
crime and justice issues; its Bureau of Justice Statistics (BJS) collects,
analyzes, publishes and disseminates information on crime, criminal offenders,
victims of crime and the operation of the justice systems at all levels of
government. Other components also help administer our system of justice and
further the Department's mission (the United States Trustees, the Community
Relations Service, the Justice Management Division, the Executive Office for
Immigration Review, the Office of the Inspector General, among others).
CORE VALUES
The following core values are the principles and beliefs that guide
our actions to fulfill our mission. They also guide the
establishment of the long range goals and strategies contained in
this Plan and the way they will be implemented.
Equal Justice Under the Law
Upholding the laws of the United States is the solemn responsibility
entrusted to us by the American people. We enforce these laws fairly
and uniformly to ensure that all Americans receive equal protection
and justice under the law.
Access to Justice
We are dedicated to ensuring that the Federal justice system is
accessible and fair to all and that court proceedings take place
free of intimidation or fear of violence.
Honesty and Integrity
We adhere to the highest standards of ethical behavior.
Pursuit of Excellence
We are committed to the highest possible levels of achievement and
service. We design our everyday activities to provide the most
effective legal, investigative, prosecutorial, correctional, and
other services to, and on behalf of, the people of the United
States. Accountability to the Taxpayer
We are committed to serving as effective and responsible stewards of
the taxpayers' dollars that are entrusted to us. We are efficient
and results oriented. We measure and report on our progress in
achieving goals.
Cooperation and Partnership
We respect the independence of the judiciary, and the
interdependence of all other components of the justice system. To
achieve mutual goals, we seek partnerships wherever appropriate to
attain justice.
Importance of the Individual
We recognize that people are our most important resource for
accomplishing our mission. We are committed to the personal well
being and professional development of all employees. We encourage
creativity and we reward superior performance.
Openness in Government
We communicate with the public in an open and candid way. We
actively seek outside views, and are responsive to requests for
information.
Although the Department is headquartered in Washington, D.C., most of its work
takes place outside of Washington and most of its employees are located in one
of more than 2,000 field locations. These locations range from small one or two
person border stations to major correctional facilities. Within each of the 94
judicial districts, the Department is represented by a United States Attorney
who prosecutes criminal offenses and represents the United States in civil
actions, and by a United States Marshal who protects the Federal judiciary,
detains and transports persons awaiting trial or sentencing, and executes
warrants and court orders.
As crime and justice issues increasingly transcend national boundaries, our
international presence has grown. We provide training and technical assistance
to foreign law enforcement agencies, negotiate and implement international
treaties for mutual legal assistance, engage in joint investigations, provide
pre-inspection and other immigration services, and conduct various other
activities. We also represent the United States in INTERPOL, the International
Criminal Police Organization.
II. DEPARTMENT OF JUSTICE GOALS
AND STRATEGIES (19972002)
INVESTIGATION AND PROSECUTION OF CRIMINAL OFFENSES
A primary DOJ responsibility is to investigate and prosecute criminal violations
of the laws of the United States. Our major investigative agencies and U.S.
Attorneys' Offices work closely together and with other Federal, State and local
officials to ensure a coordinated and effective law enforcement response to the
problems of crime and violence.
Priorities
We will conduct all law enforcement activities effectively, and employ the
highest ethical and professional standards in investigating and prosecuting
crime. Priority focus will be maintained on crime threats that have a Federal or
uniquely national or international dimension, including drug trafficking,
organized crime, terrorism, white collar crime, civil rights violations, alien
smuggling, gang related violence, and crimes occurring in Indian country. We
will aggresively investigate and prosecute elected and appointed officials at
all levels of government who abuse their office and public's trust.
We will continue to foster coordination among DOJ agencies and their Federal,
State and local counterparts, thereby reducing overlap and miscommunication. We
will continue to work with the Office of National Drug Control Policy to
implement the National Drug Control Strategy and improve coordination and
effectiveness of drug law enforcement programs. We will also continue to improve
coordination and joint planning in such critical support areas as the collection
and analysis of drug and related crime intelligence. We will place additional
emphasis on cooperative networks among law enforcement agencies around the world
to improve the investigation and prosecution of transnational organized criminal
groups. We will respond quickly and effectively to emerging threats, including
those involving high technology.
Goal 1: Reduce violent crime, including organized crime and drug and gang
related violence.
Strategies:
Fully implement the Violent Crime Control and Law Enforcement Act of 1994,
as well as other crime prevention and control statutes.
Identify, penetrate and dismantle major and emerging organized criminal
enterprises, including street gangs engaged in illegal activity.
Support comprehensive strategies against violent crime through establishment
of multi-agency, inter-governmental task forces.
Improve international cooperation against violent and organized crime
through enhanced liaison and international training activity.
Apprehend Federal fugitives charged with or convicted of violent crimes.
Performance Indicators:
The extent to which the operations of major criminal organizations,
including gangs engaged in violent crime, have been disrupted or dismantled
by Federal enforcement efforts.
Cooperative investigative, prosecutive, and training initiatives designed to
counter the international dimension of violent and organized crime.
Incidence of violent crime in targeted enforcement areas.
Prevention of persons with criminal records from purchasing a gun.
Prompt apprehension of fugitives charged with or convicted of violent
crimes.
Goal 2: Reduce the availability and abuse of illegal drugs through traditional
and innovative enforcement efforts.
Strategies:
Disrupt and dismantle major drug organizations, along all points of the
production, transportation, and distribution chain.
Increase foreign government support for the successful investigation and
prosecution of drug cartel members.
Gather, analyze, and disseminate intelligence regarding drug trafficking
organizations and the availability and abuse of illegal drugs in order to
support investigative and prosecutorial efforts.
Performance Indicators:
The extent to which the most prominent drug organizations/cartels have had
their operations disrupted or infrastructure dismantled.
Indictments of major cartel members, as well as members of their cell
organizations; and cases involving these members that are investigated and
resolved.
Effective use of forfeiture authority in major drug prosecutions.
Quality and utility of intelligence products disseminated regarding drug
trafficking organizations and the availability and use of illegal drugs.
Goal 3: Reduce espionage and terrorism (sponsored by foreign or domestic groups
in the United States and abroad when directed at U.S. citizens or institutions).
Strategies:
Prevent, to the extent possible, acts of terrorism and espionage.
Investigate, prosecute and convict violators of U.S. law who are charged
with espionage or acts of terrorism whether they occur here or abroad.
Gather and analyze counterintelligence information to identify new
investigative leads.
Improve liaison with foreign and domestic counterparts to facilitate
investigations wherever they may occur.
Coordinate training with international, Federal, State, and local law
enforcement organizations to apprise these agencies of emerging trends and
concerns in these areas.
Performance Indicators:
Estimate of terrorist incidents prevented in the United States.
Neutralization of foreign intelligence activities (through maintaining
diverse offensive counterintelligence techniques).
Indictments and convictions in highest priority cases.
Production of quality analysis and assessments on foreign intelligence and
terrorist activities for law enforcement and counterintelligence purposes.
Increased exchange of personnel and collaboration between the FBI and other
agencies which support or assist the FBI's investigative efforts in
espionage and terrorism matters.
Goal 4: Reduce white collar crime including public corruption and fraud.
Strategies:
Enhance public awareness and general deterrence.
Identify, investigate, and prosecute high priority white collar criminal
offenses nationwide.
Through better use of intelligence, identify emerging areas of white collar
crime in order to set national priorities for coordinated investigations.
Enhance cooperation with foreign governments to identify and prosecute
international white collar criminals and to seek the forfeiture and
repatriation of proceeds of their resources.
Strengthen cooperation with State and local governments to ensure maximum
impact of investigations and prosecutions.
Performance Indicators:
Indictments and convictions in highest priority white collar crime cases.
Cases involving white collar crime that are investigated and resolved and
percentage of those cases resolved by civil settlement, administrative
disbarment or compliance agreement.
Effective use of multi-district, coordinated white collar crime
investigations that support prosecutive action, including cooperative
investigations with State and local agencies.
Effective use of forfeiture, restitution, recoveries, and other means in
support of white collar crime investigations and prosecutions.
Goal 5: Coordinate and integrate DOJ law enforcement activities wherever
possible, and cooperate fully with other Federal, State and local agencies that
are critically linked to improved operation of the Nation's justice system.
Strategies:
Ensure that the strategies and objectives of the Department's investigative
agencies are fully coordinated and complementary, that intelligence is
shared, and that administrative practices are consistent.
Develop and implement, under the guidance of each U.S. Attorney, a District
enforcement strategy that targets both national and local priorities and
identifies how all parts of the system can interact more effectively to meet
the needs of justice.
Identify and coordinate cases in which a national prosecution effort is
needed.
Performance Indicators:
Type and impact of cooperative strategies and agreements, both domestic and
foreign, established and implemented.
ASSISTANCE TO STATE AND LOCAL GOVERNMENTS
We carry out the leadership responsibilities of our mission in partnership with
State and local governments. We have an ongoing commitment to the continued
improvement of the capabilities of our fellow law enforcement agencies. We offer
assistance in many ways, including expert forensic analysis and court testimony,
specialized training in highly technical support functions, help in the
collection and exchange of important statistical and research information, and
financial assistance. As with any partnership, there are many mutual benefits
generated from these activities, and we at DOJ share valuable information with
States and localities and encourage them to share among themselves information
on "what works" in reducing crime and delinquency and improving justice system
operations.
Priorities
The credibility of our partnership with State and local governments requires the
continuing investment of substantial financial resources. We will also continue
to play an active role in fostering smaller scale, innovative approaches to
neighborhood based crime-fighting efforts. We will emphasize the rights of law
abiding citizens and advocate for the development of more programs to assist the
victims of crime. Whenever necessary, we will lend the skills of mediation and
conflict resolution experts to resolve sudden flare-ups of community tension.
Finally, we will place a high priority on ensuring that the research and
statistical data necessary for the development of informed public policy are
accurate, timely and easily accessible.
Goal 1: Improve the crime-fighting and criminal/juvenile justice system
capabilities of State and local governments.
Strategies:
Provide financial support, technical assistance, and training to State and
local governments to enhance their criminal and juvenile justice system
capabilities.
Share research and statistical information as widely as possible to improve
the effectiveness of State and local criminal and juvenile justice programs.
Performance Indicators:
Level of satisfaction with training, technical assistance, research and
statistical information provided.
Number and effect of promising programs replicated.
Goal 2: Strengthen and improve community police services and, by the year 2000,
increase the number of officers on-the-beat by 100,000 over 1992 levels.
Strategies:
Provide training and technical assistance to promote the widespread adoption
of community policing principles prevention, partnerships and problem
solving.
Provide funding assistance to State and local governments to hire and deploy
new police officers.
Performance Indicators:
Number of law enforcement agencies adopting and implementing community
policing.
Number of new police officers funded and on-the-beat.
Goal 3: Support innovative, community-based strategies aimed at reducing crime,
delinquency and violence in our communities.
Strategies:
Provide training and assistance to State and local governments to create the
capacity to prevent and resolve tension, violence or hate crimes resulting
from racial and ethnic conflict.
Provide conflict resolution, violence reduction and conciliation services to
States and local communities.
Provide leadership in continued support of community-based initiatives such
as Weed and Seed, Pulling America Together (Project Pact), Safe-Futures, and
the Comprehensive Communities Programs, as well as support for the
commitment of inter-agency resources.
Performance Indicators:
Conflict prevention and capacity enhanced at the State and local level.
Number of incidents in which the potential for conflict, violence, or civil
disorder is reduced or ameliorated due to mediation and conciliation
services.
The impact of community-based initiatives funded primarily through DOJ
resources.
Goal 4: Uphold the rights of, and improve services to, America's crime victims.
Strategies:
Support Federal, State and local efforts to institute systemic changes which
result in new attitudes and practices that promote justice and healing for
all victims of crime.
Deliver effective training and technical assistance to criminal justice
professionals, victims service providers, and allied professionals who work
with crime victims.
Support the delivery of State compensation and assistance services through
funding and technical assistance, and monitoring State efforts.
Advocate for increased rights for victims in judicial proceedings.
Identify promising practices and strategies for everyone who provides
services for crime victims.
Performance Indicators:
Impact of efforts to identify emerging issues, promising practices, and
training and technical assistance needs; publications to the field providing
recommendations for action; and the allocation of resources to support
implementation of the national crime victims agenda.
Improvements realized through research and evaluation of promising practices
in victim services in the juvenile and criminal justice, medical and social
services systems.
Victim assistance and compensation programs established or maintained for
crime victims.
Goal 5: Reduce the incidence of violence against women.
Strategy:
Support full implementation of the Violence Against Women Act.
Performance Indicators:
Availability and accessibility of shelters and other services for victims of
domestic abuse.
Incidence of injury or death attributable to domestic violence.
Timely and appropriate intervention by law enforcement.
LEGAL REPRESENTATION, ENFORCEMENT OF FEDERAL
LAWS, AND DEFENSE OF U. S. INTERESTS
The Department is dedicated to making the legal system of the United States work
fairly for all Americans. The Department's litigating divisions and United
States Attorneys work together to enforce our Nation's environmental, civil
rights, antitrust, tax and civil justice laws. In addition, we represent the
interests of the Federal Government in cases before the Supreme Court and other
courts, advise the President on constitutional matters and legal issues
involving the execution of the laws of the United States, and protect the
constitutional prerogatives of the Executive Branch.
The Department works to ensure that the Federal Government speaks with one voice
with respect to law. It does this by maintaining effective working relationships
between its six national litigating divisions and the 94 U. S. Attorneys'
Offices located throughout the country. This approach provides for flexibility,
balance and consistency in legal activities and maximizes the resources, skills
and perspectives available to deal with particular cases (e.g., from extensive
subject matter expertise to seasoned trial experience, from a national vantage
point to a local one).
Priorities
We will increase compliance with civil rights laws in the areas of fair housing,
fair lending, voting, education, employment, hate crimes, police misconduct and
persons with disabilities. We will create an enforcement atmosphere that deters
unreasonable restraints of trade and monopolistic business practices; provide a
strong and effective criminal and civil enforcement effort under the pollution
control and wildlife and resource protection statutes; and ensure that the
Federal tax laws are enforced fairly, correctly and in a uniform manner. We will
actively protect the rights of Indians. In addition, we will establish strong
relationships with the many agencies that refer cases and matters to us so that
they receive the highest quality of service. We will protect the Federal fisc
through affirmative and defensive litigation. Finally, we will ensure that our
attorneys have available to them the necessary technological resources needed to
litigate successfully extraordinarily large, complex and high stakes cases.
Goal 1: Protect the civil rights of all Americans.
Strategies:
Promote compliance with the country's civil rights laws.
Emphasize pattern or practice cases and pursue effective remedies within
existing law.
Defend against challenge to laws and programs that promote opportunity for
traditionally excluded individuals.
Bring coordinated enforcement actions to address interrelated problems,
whenever possible.
Actively involve the State Attorneys General in appropriate enforcement
actions.
Strengthen relations with other Federal agencies which are the "first-line"
enforcers of many civil rights laws.
Performance Indicators:
Impact of pattern or practice cases initiated.
Impact of cases brought in conjunction with local U.S. Attorneys and/or
State governments.
Use of Alternative Dispute Resolution (ADR) and other settlement techniques,
where appropriate, as an alternative to litigation.
Judgments, convictions or settlements in highest priority enforcement areas.
Goal 2: Safeguard America's environment and natural resources.
Strategies:
Promote compliance with all applicable laws and regulations to advance the
protection of the Nation's environment and natural resources by providing
guidance and information to the regulated community about the Department's
enforcement goals.
Vigorously pursue both civil and criminal cases against those who violate
laws that protect public health, the environment, and natural resources.
Fulfill U.S. Trust responsibilities to individual Indians and Indian tribes
through litigation on behalf of Indian interests.
Defend against suits challenging statutes and agency actions that protect
public health, the environment, and natural resources.
Work cooperatively with other Federal agencies, including the Environmental
Protection Agency, States, local law enforcement, and community
representatives in developing and bringing civil and criminal enforcement
actions and encourage more use of ADR where appropriate.
Performance Indicators:
Impacts of litigation, e.g., the number, significance and quality of
enforcement actions brought; environmental benefits obtained through
injunctive relief and otherwise; successful and appropriate remedies and
penalties for violations; environmental cleanup costs recovered; natural
resources protected, environmental regulations and agency actions defended,
and trust responsibilities to Indians satisfied.
Appropriate cooperation and training with U.S. Attorneys, States or local
enforcement authorities.
Judgments, convictions or settlements in high priority enforcement areas.
Use of settlement, ADR, or other alternatives to litigation, where
appropriate, as an alternative to litigation.
Appropriate representation of government agencies, including consultation
and pre-litigation counseling.
Just defense of the public fisc.
Compliance with applicable Department policies, such as those concerning
tribal sovereignty and environmental justice.
Goal 3: Promote competition in the United States economy through enforcement of,
improvements to, and education about, antitrust laws and principles.
Strategies:
Identify and pursue criminal behavior and civil non-merger violations of the
law, and review merger transactions; establish and use international
enforcement agreements; enhance the analytical framework under which mergers
are reviewed; and coordinate with local, State, Federal and international
antitrust enforcement authorities.
Participate in inter-agency rule-makings, task forces, and regulatory
processes, and in legislative development; develop case law as appropriate;
participate in national and international competition and trade
organizations; and coordinate with international antitrust authorities to
improve antitrust laws and policies as they affect the U. S. economy.
Provide information and guidance to the business community, consumers, and
local, State and Federal authorities through the business review procedure,
tailored outreach programs, and the development and publication of antitrust
guidelines, policy statements, speeches, articles, and press releases.
Performance Indicators:
Total dollar volume of commerce affected in instances where the Department's
Antitrust Division has taken specific action that resulted in less
anti-competitve behavior.
Judgments, convictions or settlements in high-priority enforcement areas
that impact consumers.
Use of ADR and other settlement techniques, where appropriate, as an
alternative to litigation.
Number and reach of national and international laws, policies, practices and
procedures in instances where the Antitrust Division has played some role in
the establishment of such laws, policies, practices and procedures that
resulted in increased procompetitiveness of the national or international
environment.
Size and scope of audiences reached in instances where the Antitrust
Division has undertaken activities that resulted in greater awareness of
antitrust law.
Goal 4: Promote the fair, correct and uniform enforcement of the Federal tax
laws and the collection of tax debts.
Strategies:
Foster voluntary compliance and resolve civil tax litigation in a manner
that promotes the fair and uniform treatment of taxpayers.
Vigorously and fairly pursue civil and criminal cases against those who
violate our tax laws.
Enhance financial litigation and debt collection efforts through automation
improvements.
Continue to assist in the development of Federal tax policy.
Performance Indicators:
Resolution of tax cases that maintain fair and uniform treatment of
taxpayers.
Judgments, convictions, or settlements in high priority enforcement areas.
Use of ADR and other settlement techniques, where appropriate, as an
alternative to litigation.
Tax debts collected.
Goal 5: Represent the United States in all civil matters for which the
Department of Justice has jurisdiction.
Strategies:
Protect the U. S. Treasury against unwarranted monetary claims, assure
appropriate payments for meritorious claims, maximize monetary recovery for
injury and damages to Federal property, and assert the Federal Government's
commercial interest in defensive litigation.
Resolve disputes prior to and during litigation by using negotiations and
ADR to make the most efficient use of our resources.
Recover money owed to the Federal Government as the result of fraud, loan
and contract defaults, and unsatisfied judgments; combat health care fraud
through the vigorous implementation of civil remedies provided by the False
Claims Act and the Health Insurance Portability and Accountability Act.
Defend against challenges to Federal programs, policy initiatives and
statutes, and enforce remedies for violations of statutory based Federal
program requirements.
Protect consumers against dangerous products, adulterated or mislabeled food
and drugs, and unfair or fraudulent practices through the enforcement of
consumer protection statutes and regulations; and defend Federal regulations
restricting the sale and distribution of tobacco products to protect
children and adolescents.
Administer, improve and, where appropriate, expand programs to fairly
resolve classes of claims such as the Childhood Vaccine Injury program and
the Radiation Exposure Compensation program.
Enforce the Nation's immigration laws by defending administrative decisions
and INS programs and policies.
Performance Indicators:
Closed affirmative monetary cases where at least 85 percent of monetary
amount claimed by the Government is recovered.
Closed defensive monetary cases where at least 85 percent of amount claimed
against the Government is defeated.
Successfully resolved non-monetary trial cases .
Successfully resolved appellate cases.
Judgments, convictions, or settlements in highest priority enforcement
areas.
Use of ADR and other settlement techniques, where appropriate, as an
alternative to litigation.
IMMIGRATION
One of our most important duties is to administer the Nation's immigration laws
fairly and effectively. In doing so, we maintain America's tradition as a Nation
of immigrants. We provide for the lawful entry of persons and assist those
eligible persons who wish to become citizens. At the same time, we deter illegal
immigration by controlling our borders and apprehending and removing those who
violate our immigration laws.
Priorities
We will continue to work towards making the Immigration and Naturalization
Service (INS) an effective and professional organization. We will improve its
infrastructure and processes, including its use of advanced technology and the
reliability and integrity of its data systems. We will demonstrate its
capability to fairly but firmly administer and enforce our Nation's immigration
laws. We will strengthen control over our borders. We will work to find and
deport those who are here illegally. And we will deliver services and grant
benefits to citizens and legal residents in a timely, consistent, appropriate
and fair manner.
Goal 1: Enhance the integrity and integration of data and data systems operated
by the INS in order to establish fully integrated data systems supporting the
enforcement and service functions of the INS; enhance the sharing of relevant
data with other Federal agencies; and support INS management and decision making
processes.
Strategies:
Strengthen and improve the INS technology infrastructure.
Develop, implement, deploy and improve major enforcement and
service/benefits systems including ENFORCE (Enforcement Case Tracking
System), IDENT (Biometrics Identification System), and CLAIMS (Computer
Linked Application Information Management System).
Develop, implement and improve internal INS administrative systems that
maintain data on workload, personnel and financial resources.
Improve the integrity, reliability, accuracy and accessibility of INS
records.
Expand the electronic exchange of data with mission partners, including the
Department of State, the U.S. Customs Service, State and local governments,
and others.
Performance Indicators:
Full deployment of the INS technology infrastructure project by no later
than the end of fiscal year 1998.
Degree to which major systems projects (including ENFORCE, IDENT and CLAIMS)
meet cost, schedule and performance targets.
Percentage of INS records automated.
Degree of electronic data exchange.
Goal 2: Deliver services to the public in a timely, consistent, fair and high
quality manner.
Strategies:
Establish and maintain an asylum process that is fair and timely, and that
denies meritless claims quickly without discouraging legitimate seekers of
asylum.
Encourage eligible persons to become citizens by establishing and
maintaining a naturalization process that is fair, accurate and timely.
Make "user friendly" customer service an integral, permanent aspect of all
INS activities.
Provide employers, benefit providers and other appropriate entities with the
information, assistance and tools needed to allow them to comply with the
laws while safeguarding the civil and privacy rights of citizens and aliens
alike.
Establish and maintain automated systems that provide reliable, timely, and
accessible alien status verification.
Performance Indicators:
Degree to which applications for asylum, naturalization, adjustment of
status or other benefits are processed in accord with standards for
timeliness and accuracy.
Level of satisfaction by customers of selected INS services.
Extent of availability, and rate of successful use, of verification services
that support employers, benefit providers, and other appropriate entities.
Goal 3: Secure the land border, ports of entry and coasts of the United States
against illegal migration through effective use of technology and personnel
resources focused on enhancing the deterrence to entry and apprehending and
removing those who attempt to enter illegally.
Strategies:
Prevent illegal entry by comprehensive border protection programs, including
increased Border Patrol strength.
Concentrate resources at the major problem sources, ports of entry and
border points.
In coordination with other agencies and through enhanced integration of INS'
overseas, border and interior intelligence operations, gather, analyze, and
disseminate intelligence regarding illegal migration to target enforcement
efforts on criminal activities, smuggling, fraud, and terrorism.
Performance Indicators:
Percentage of time that Border Patrol Agents devote to actual border control
operations.
Effectiveness of efforts to apprehend persons attempting illegal entry.
Shift in traditional illegal crossing and drug smuggling traffic patterns
along the border.
Fee increases by smugglers of illegal entrants.
Lower crime rates in U.S. cities located near the border.
Ability to target enforcement efforts based on the quality and utility of
intelligence products developed and disseminated by the INS' intelligence
structure.
Goal 4: Facilitate lawful travel and commerce across the borders of the United
States.
Strategies:
Expand the use of techniques and technologies that promote and expedite
lawful entry, including cooperative strategies with other agencies and
foreign governments.
Establish additional dedicated commuter lanes and increase the number of
preregistered DCL participants.
Work cooperatively with the U.S. Customs Service and other Federal agencies
at ports of entry.
Performance Indicators:
Percent of low risk air passengers cleared through the primary inspections
process within 30 minutes or less.
Percent of low risk land border crossers cleared through inspections within
30 minutes or less.
Number of dedicated commuter lanes or other automated facilitation
technologies deployed.
Level of customer satisfaction
Goal 5: Maximize deterrence to unlawful migration and enforce immigration laws
in the interior through effective and coordinated use of resources to reduce the
incentives of unauthorized employment and assistance; remove
deportable/inadmissible aliens expeditiously; address interior smuggling and
benefit and document fraud; and increase inter-governmental cooperation and the
integration of activities among law enforcement entities at all levels of
government.
Strategies:
Focus enforcement efforts in geographic areas and employment sectors that
have a high probability of violations.
Combat fraudulent document production, sales and use by increasing the
security features, and reducing the number, of INS documents allowed for
obtaining employment and benefits.
In cooperation with the Executive Office for Immigration Review and other
agencies, identify, process and remove those criminal aliens eligible for
deportation who are incarcerated in Federal, State and local institutions.
Provide adequate, safe, humane and efficiently run detention bedspace and a
transportation capability that meets alien detention and removal
obligations. Link the detention space and transport systems to ensure
maximum operational efficiency.
Increase prosecution and forfeiture activities to dismantle criminal,
smuggling, and fraud organizations.
Strengthen coordination with state and local law enforcement entities to
identify, detain, and remove aliens, particularly those involved in violent
gangs and criminal activities and to undertake targeted enforcement
operations.
In coordination with other government entities, target worksite enforcement
activities toward employers who hire unauthorized workers in general and in
selected industry and geographic areas to reduce the number of individuals
working under forced labor conditions or "sweatshops."
In coordination with other agencies and through enhanced integration of INS'
overseas, border and interior intelligence operations, gather, analyze and
disseminate intelligence regarding illegal migration to target enforcement
efforts on criminal activities, interior smuggling, fraud, and terrorism.
Engage in partnerships with the States, local entities, and employers to
facilitate replacement of unauthorized workers with legally authorized
workers.
Performance Indicators:
Effectiveness of targeted enforcement undertaken in high density
unauthorized employment geographical areas and industries.
Effectiveness in preventing the use of fraudulent documents, e.g., number of
such documents removed from circulation, and number of document fraud
vendors and facilitators successfully prosecuted.
Prosecutions, fines, and assets seized of employers, smugglers, and fraud
vendors and facilitators.
Increases in employer compliance rates.
Number and quality of partnerships to facilitate use of authorized workers,
and number of jobs freed up for authorized workers.
Number of criminal aliens removed and percentage of criminal aliens subject
to expulsion who are removed after completion of their prison sentence.
Ability to target enforcement efforts based on the quality and utility of
intelligence products developed and disseminated by INS intelligence
entities.
Removal of non criminal aliens who are inadmissible or deportable.
Goal 6: Expedite the adjudication of immigration cases while insuring due
process and fair treatment for all parties.
Strategies:
Hire, train and deploy immigration judges in cities and institutions in
order to manage effectively the projected caseload resulting from
strengthened immigration enforcement.
Performance Indicators:
Completion of 95 percent of immigration cases involving incarcerated
criminal aliens prior to the alien's earliest possible release date.
Timely completion of all other immigration cases.
Goal 7: Improve the development and implementation of immigration related
policies and practices by incorporating input from a broad range of internal and
external contacts.
Strategies:
Develop and maintain a broad range of internal and external contacts and
mechanisms for information collection and analysis of opportunities to
cooperate with state and local communities and groups, including law
enforcement agencies.
Work proactively and collaboratively with internal and external individuals,
groups, and organizations to encourage and facilitate constructive
involvement of a broad range of community groups in INS activities.
Involve internal and external groups and individuals in joint
problem-solving efforts, as necessary.
Performance Indicators:
Level of timeliness and responsiveness in identifying and assessing
immigration related issues (geographic, demographic, or functional).
Level of involvement of appropriate parties in developing enforcement and
service delivery standards and procedures that represent the interests and
sensitivities of the variety of communities in which INS conducts its
activities.
Increased satisfaction of community groups that their comments, feedback,
and suggestions are heard and acted upon in an appropriate manner.
DETENTION AND INCARCERATION
The Department is responsible for the detention and incarceration of persons in
Federal custody. We protect society by confining detainees and prisoners in
safe, secure and humane environments.
Priorities
Our highest priority is to provide for the safe, secure and humane confinement
of persons who are detained (either awaiting trial, a hearing on their
immigration status or deportation) or who are have been convicted and sentenced
to imprisonment. We will ensure that all convicted, dangerous felons are housed
securely, at their appropriate security level and for the full term of their
sentence. We will provide program opportunities to help meet their needs and
facilitate their successful reintegration into society, consistent with
community expectations and standards.
Goal 1: Provide for the safe, secure and humane confinement of persons who are
detained while awaiting trial or sentencing, a hearing on their immigration
status, or deportation.
Strategies:
Maintain and operate the Federal detention program through a coordinated and
cost effective management approach.
Work cooperatively with State and local governments to obtain needed
detention bedspace and services.
Operate efficiently and effectively the Justice Prisoner and Alien
Transportation System (JPATS).
Performance Indicators:
Extent to which adequate and sufficient detention bedspace is available.
Cost effectiveness of JPATS.
Goal 2: Ensure that sufficient prison capacity exists so that violent and other
serious criminal offenders are imprisoned to the fullest extent of the law.
Strategies:
Increase Federal prison bedspace by constructing and activating new
facilities, and exploring opportunities for the renovation and expansion of
existing facilities.
Pursue negotiations with other government units to consider property
transfers, joint use contracts, and other cooperative arrangements.
Continue the careful use and evaluation of secure alternatives to
traditional incarceration for nonviolent offenders, including Comprehensive
Sanctions Centers and Home Confinement strategies where appropriate.
Performance Indicators:
Amount of new bedspace activated.
Overcrowding level compared to prior year.
Effectiveness in placing eligible inmates in community corrections bedspace,
including Home Confinement and Comprehensive Sanctions Center programs.
Goal 3: Maintain and operate the Federal prison system in a safe, secure, humane
and efficient manner.
Strategies:
Ensure an appropriate level of properly trained and equipped staff.
Ensure compliance with environmental, health and safety regulations.
Performance Indicators:
Ratio of staff to inmates in the Federal Prison system.
Escapes, assaults, suicides and homicides that occur in Federal
institutions.
Compliance with environmental, health and life/safety regulations.
Goal 4: Provide productive work, education, medical and other programs to meet
inmate needs and facilitate their successful reintegration into society,
consistent with community expectations and standards.
Strategies:
Expand and improve the quality of prison work and education programs to
minimize inmate idleness and develop marketable skills.
Continue to develop and expand the availability of quality drug treatment
programs.
Provide necessary quality health care to inmates and detainees while
controlling costs.
Provide programs to meet the requirements of "special needs offenders."
Ensure equitable opportunities for all recognized faith groups.
Performance Indicators:
Accreditation of Federal institutions by the American Correctional
Association and by the Joint Commission on Accreditation of Hospital
Organizations.
Eligible inmates obtaining a high school diploma or equivalent.
Eligible inmates who successfully complete drug treatment programs while in
the custody of the Federal Government.
Level of participation in programs offered for "special needs" offenders.
Health care costs for Federal inmates and detainees relative to the consumer
price index medical adjusted costs.
Worship and non-worship programs offered to Federal inmates.
PROTECTION OF THE FEDERAL JUDICIARY
AND IMPROVEMENT OF THE JUSTICE SYSTEM
The Department plays a key role in the administration of the justice system at
the Federal, State and local levels. We support the Federal courts by providing
security services and ensuring that defendants and witnesses appear as ordered.
We support State and local justice systems by providing training, research and
other technical assistance to them and by offering national leadership in
addressing problems of common concern. We also work to ensure the efficient
administration of the Nation's bankruptcy system.
Priorities
We will continue to protect Federal judges and ensure the safe and secure
operation of the Federal court system. We will strongly support State and local
crime fighting efforts and be an effective partner with States and localities in
ensuring that to the extent possible Federal resources are brought to bear in
the most effective and timely way.
Goal 1: Protect the Federal judiciary and ensure the safe and secure operation
of the Federal court system.
Strategies:
Provide for the security of all Federal judges and courts.
Assure both the short-term and the long-term safety of Federal witnesses.
Ensure the timely courtroom appearance of defendants and prisoners in
Federal custody.
Performance Indicators:
Threats to or incidents affecting the security of Federal court facilities
and all individuals within court facilities.
Establishment of standards for security of Federal court facilities and all
individuals within court facilities.
Threats to, and incidents affecting, the security of Federal witnesses.
Goal 2: Support improved criminal and juvenile justice capabilities at the State
and local levels and in Indian country by providing high quality training,
research, evaluation and assistance with new technologies, and, if requested,
direct operational support for resolving unusual crime problems.
Strategies:
Provide training and other technical assistance to State and local
governments to increase professionalism in all areas, including forensic and
investigative.
Conduct research and development on justice system issues; test and evaluate
promising approaches.
Provide statistical information and reports on Federal, State and local
justice activities.
Transfer investigative and forensic systems and technology to State and
local law enforcement.
Promote the exchange of information among civil and criminal justice
researchers and practitioners at all levels of government.
Performance Indicators:
Forensic examinations performed at the request of State and local agencies.
Client satisfaction levels with training provided.
The extent to which State and local crime laboratories operate technology
based investigative and forensic systems resulting from a partnership or
other support from DOJ components.
Effectiveness in replicating promising new programs.
Research and statistical reports produced and disseminated.
Level of satisfaction of researchers and practitioners with products
received.
Goal 3: Promote the participation of victims and witnesses throughout each stage
of criminal and juvenile justice proceedings at the Federal, State and local
levels and in Indian country.
Strategies:
Ensure that all Federal law enforcement officers and prosecutors are
specifically trained in their victim/witness responsibilities.
Make restitution to the victim a critical component of the Federal
prosecutorial process and encourage expansion of those measures by State
systems.
Deliver direct services and technical assistance, where appropriate, to
States, localities, and Indian tribes and organizations in adopting
effective victim and witness participation strategies.
Performance Indicators:
Timely notification to victims and witnesses of rights, including
participation in hearings.
Allocation of personnel, the development of an automated case tracking
system, and the delivery of training to Department components responsible
for implementing the provisions of the Attorney General guidelines on victim
and witness assistance.
Proficiency of Federal enforcement personnel in understanding and
communicating victim and witness rights.
Goal 4: Protect and preserve the integrity of the bankruptcy system, maximize
the dollar return to creditors, and monitor the cost of bankruptcy
administration.
Strategies:
Provide administrative support to move cases expeditiously through the
bankruptcy process.
Maintain and promote uniform fee and expense guidelines relating to the
employment of professionals and others in bankruptcy cases.
Ensure that parties adhere to the standards of the law, and police for
embezzlement and other abuses.
Performance Indicators:
Inactive bankruptcy cases remaining on open case dockets of the bankruptcy
courts.
Negative audit and financial review findings.
Proportion of violations referred to investigative authorities that are
investigated and resolved.
General compliance of fee and expense requests with policies covering
allowable trustee costs.
MANAGEMENT
Our goals in law enforcement, legal representation, immigration, and our other
operational areas are clear and straightforward. We realize, however, that these
goals cannot be achieved without a management approach and commitment that is
equally clear, as well as dynamic and forward looking.
Priorities
We will work better and more efficiently for all Americans. We will be a modern,
highly professional organization that delivers quality services to our customers
at the least possible cost and that deserves the trust and confidence of the
American people.
Goal 1: Strengthen oversight and integrity programs, ensure consistent
accountability and emphasize our core mission responsibilities.
Strategies:
Use training and other communication vehicles to reinforce employee
adherence to the highest ethical standards of conduct.
Focus audit, inspection and other evaluative efforts on ways in which
overall program accountability and performance can be strengthened.
Reassess and, if necessary, eliminate or restructure functions that are not
vital to our core missions.
Performance Indicators:
Decrease in the ratio of substantiated investigations of misconduct to the
number of employees onboard.
Identification of non-core functions to be eliminated, devolved to State or
local government, or privatized.
Goal 2: Meet or exceed the expectations of our customers.
Strategies:
Develop customer service plans and standards, monitor their implementation,
and solicit customer feedback.
Provide information to the public and to stakeholders in an open, timely and
complete manner, as appropriate.
Performance Indicators:
Establishment and publication of customer service standards.
Degree to which standards are met or exceeded.
Effectiveness in responding to requests under the Freedom of Information Act
or other citizen inquiries in a timely and appropriate manner.
Goal 3: Achieve excellence in management practices.
Strategies:
Streamline and modernize operational and support processes.
Provide timely, useful and reliable budget, accounting and performance data
to support decision making.
Integrate planning, reporting and decision making processes, including those
for human resources, budget, financial management, and program performance.
Ensure sound and effective financial management policies and practices.
Effectively manage assets seized and forfeited.
Performance Indicators:
Processes streamlined or modernized through "re-engineering"and other
techniques.
Establishment of an effective and ongoing department-wide strategic planning
process and performance measurement system integrated with other planning
and reporting systems.
Degree to which data produced by Department budget, accounting and
performance systems are timely, useful to decisionmakers and reliable.
Department-wide audited financial statements produced.
Time from forfeiture of assets to disposition.
Goal 4: Make effective use of information technology (IT).
Strategies:
Develop and implement a Department of Justice information technology
architecture that provides a common, standards based infrastructure; ensures
interconnectivity and interoperability; and provides adequate safeguards
against unwarranted, inappropriate and unauthorized access or use of Justice
systems.
Develop and implement a Justice Consolidated Network to support data, text,
image, and video transmissions within the Department and between the
Department and external organizations.
Implement a systematic process for selecting, controlling and evaluating IT
investments in order to improve program performance, manage risk, and
control costs.
Certify information systems in accordance with Federal requirements and
Departmental policy to achieve adequate operational security and protect
sensitive data.
Performance Indicators:
Increase in percentage of missioncritical information technology projects
meeting cost, schedule and performance targets.
Increase in interoperability of information systems within DOJ and with
mission partners.
Increase in percentage of information systems operating securely at a known
level of risk.
Extent to which Departmental components are able to communicate by email.
Goal 5: Ensure a motivated and diverse workforce that is well trained and
empowered to do its job.
Strategies:
Provide training and career development opportunities.
Promote a diverse workforce at all levels, including managerial and
supervisory positions.
Offer a range of progressive work-life options that help employees balance
professional and personal demands.
Provide a safe and healthful workplace.
Provide workspaces where employees can perform their jobs effectively,
efficiently, and safely.
Performance Indicators:
Rate of employee satisfaction with training provided.
Establishment of simplified and fair performance appraisal and reward
system.
The existence of Federal hiring practices and Federal training programs that
foster diversity in the workforce.
Availability of flexible work schedules and information on other work-life
options.
On-the-job illness and injury rates.
Quality of the work space environment.
III. ISSUES AND CHALLENGES IN ACHIEVING
OUR GOALS
Achieving our long range goals is a complex and difficult challenge a challenge
which we willingly accept. To meet it, we will enlist our resources, people,
technology and processes in a coordinated effort.
As a first step, the Attorney General will communicate our strategic goals to
every employee within the Department. In addition, we will post the entire
Strategic Plan on the Justice web site where it will be available for review by
Justice personnel as well as others.
Funding. Over the past several years, the Administration and the Congress have
worked together to provide substantial increases in funding for Justice
programs. In the years ahead, continued bipartisan support for providing
adequate funding will be essential. Without adequate funding, our ability to
achieve our goals will be imperiled.
The following is a table showing reasonable projections of funding and staff
that will be available over the time period covered by the Strategic Plan
(19972002).
FTE Dollars
in Millions
1997113,266$18,756
1998121,77919,297
1999123,81720,114
2000123,81719,212
2001123,81719,516
2002123,81720,041
The following assumptions have been made in projecting funding and staffing:
Amounts are based on funding in the 1998 President's budget.
No future program increases are included, but annual costs of 1998 regular
program increases are shown in out-years.
The Community Oriented Policing Services (COPS) program ends in 2000/2001
(Savings of $1.5 billion). This assumption is included in the 1998
President's budget.
Inflation is assumed at approximately 3.0 percent annually.
It should be noted, however, that we anticipate growth for the out-years,
19992002, above the levels shown above. The Department is likely to need
additional resources in order to effectively handle law enforcement priorities,
control immigration and manage prison population growth.
Skilled Personnel. The Department of Justice has a skilled, talented and
dedicated workforce. The experience, ability and commitment of our career
attorneys is beyond dispute. Our law enforcement investigators, marshals, border
patrol agents, immigration workers, correctional officers, and others are highly
motivated and hard working professionals. Maintaining the high standards of
quality and performance of our people requires a continuing commitment to
effective recruitment, training and deployment. Important advances in this area
include the hiring of significant numbers of new border patrol agents and other
immigration personnel and the development of a modern National Advocacy Center
in Columbia, South Carolina, which is scheduled to open in 1998.
However, the Department also faces continuing challenges in recruiting and
retaining sufficient personnel in areas demanding highly specialized
technological skills.
Technology. We depend on the cost effective application of advanced computer and
telecommunications systems and other high technology. Increasingly, technology
is a critical factor in mission success. It enables our investigators, agents,
attorneys and others to work smarter and more collaboratively with each other
and with their mission partners.
In accord with recent statutory and regulatory initiatives, the Department of
Justice has fundamentally changed our process for managing our information
technology investments so that these investments are carefully selected, closely
monitored, and systematically evaluated. The Attorney General has established an
Information Technology Investment Board chaired by the Deputy Attorney General
and comprised of the senior leadership of the Department. The Board reviews and
approves major IT investments and monitors compliance with cost, schedule and
performance targets. The Department's Chief Information Officer (CIO) provides
support to the Board and advises the Attorney General on IT policy.
Under the CIO's leadership, we have embarked on the development of a
department-wide information technology architecture framework to develop
appropriate department-wide technology standards and ensure that our systems
both promote information sharing and maintain adequate safeguards against
unwarranted and unauthorized intrusion. The Justice Consolidated Network is the
first step in building a telecommunications infrastructure to achieve economies
of scale, cost avoidance and improve services within the Department's
architecture framework.
In addition, we are moving aggressively to ensure that all missioncritical
systems will be in full compliance with Year 2000 requirements. The Department
is using a project team approach for Year 2000 activities that draws upon key
staff as necessary. The Year 2000 Program Manager (PM) coordinates with all
departmental components to share information, to resolve problems and to
facilitate relationships with components that have common requirements. The PM
manages and consolidates departmental Year 2000 status reporting and keeps
senior officials informed regarding Year 2000 compliance status.
The Assistant Attorney General for Administration and the Deputy Assistant
Attorney General for Information Resources Management provide formal direction
to or consult with senior officials of departmental components when projected
Year 2000 compliance schedules are behind or component plans are inconsistent
with the Department compliance goal of January 1999.
Several specific technology projects are now underway that will particularly
impact our achievements in the years ahead. Therefore, it is especially vital
that these systems meet their completion and performance targets. They include:
National Crime Information Center (NCIC) 2000. NCIC 2000 will replace and
modernize the current NCIC, a nationwide computerized information system
managed by the FBI and providing real time information to law enforcement
agencies across the country. NCIC 2000 is scheduled to be at full
operational capability by August 1999.
Integrated Automated Fingerprint Identification System (IAFIS). This FBI
project will be a rapid response, paperless system that will receive and
process quickly electronic images, criminal histories and related
identification data for the Nation's law enforcement community. IAFIS is
also expected to be at full operational capability by summer of 1999.
Technology Infrastructure Project (TIP). In 1995, INS, with the support of
Congress, embarked on a major effort to automate all its offices. This
project is the cornerstone of INS' efforts to improve performance by better
use of technology across the agency. TIP is scheduled to be completed by the
end of 1998.
FIREBIRD. This project will provide DEA agents and other users with the
office automation resources and automated tools to manage case material,
immediately access critical information, and exchange information within DEA
and with other law enforcement personnel. FIREBIRD will provide core
information analysis tools for the agents and serve as the foundation for
future business improvement initiatives. Installation in the division
offices will be completed by the end of 1997.
Legal Representation. Increased automation support for attorneys and legal
support staff is a critical resource for the Department in the areas of
criminal justice, civil justice, civil rights, antitrust, environmental and
tax litigation. Expanded use of imaging, geographic information systems, and
video teleconferencing will support trial preparation and courtroom
presentation. In addition, coordination among the litigating divisions in
the acquisition and use of computer off-the-shelf hardware and software will
facilitate initiation of joint initiatives such as case management.
Ensuring the security of our information technology systems is essential to the
effectiveness and integrity of our operations. We must have the expertise and
funding to acquire and deploy cryptographic technology to protect our sensitive
information. We have implemented a process to compare commercial off-the-shelf
security packages for efficient integration into the Justice environment. We
have issued policy and continue to develop guidance to assist users in properly
implementing and operating systems securely. We continue to offer guidance for
security certification of legacy and new systems. We expect to conduct
structured network penetration tests starting in 1998.
Operational Processes. We will achieve our goals by following proven and
reliable work processes associated with our core functions, such as processes
for: conducting investigations, resolving disputes, litigating cases, inspecting
persons seeking admission to the United States, adjudicating claims, detaining
suspects, incarcerating offenders, etc.
We will also periodically examine these work processes and revise them when
improvements are needed. Five priority areas of improvement are:
INS Processing of Applications for Citizenship (Naturalization). We have
embarked on a project to redesign the naturalization process in order to
ensure the integrity of the process and fairness to applicants. This project
will fundamentally redesign the current process in order to provide
long-term corrections to flaws that have been identified.
FBI Laboratory Services. The Department's Inspector General has pointed out
serious shortcomings in the management and processes of the FBI's
Laboratory. Swift action is being taken to correct these deficiencies. It is
vital that we restore to the Laboratory the respect and esteem which it has
deservedly been accorded in the past so that it may continue to provide high
quality, reliable services to the law enforcement community nationwide. Part
of this effort includes the construction of a new, stateoftheart laboratory
by the year 2000.
Accounting Systems. We are continuing to work on replacing outdated
accounting systems in several of our larger components INS, DEA and USMS.
When in place, these new systems will meet the Federal Government's recently
adopted standards for accounting.
Automated Debt Collection Management (ADCM) System. We are improving on
monitoring and management of civil litigation and collection enforcement
activities. We are conducting a procurement to acquire online access to a
fully automated debt collection system. This Department-wide system will be
capable of capturing and manipulating detailed information on all debts
referred to the Department for litigation, and will be capable of performing
litigation support functions. System deployment is scheduled to begin in
1998.
Strengthening Asset Forfeiture. We are continuing to develop and implement
several initiatives designed to strengthen the asset forfeiture program. A
priority will be placed on making greater use of asset forfeiture as an
offensive weapon to disrupt the operations and dismantle the economic power
of criminal groups. Strategic use of the asset forfeiture sanction should be
more effective in reducing crime and enhancing public safety and security
than merely forfeiting the possessions of individual criminals that are of
little or no significance to the viability of ongoing criminal enterprises.
This orientation will be integrated into our aggressive training of agents
and attorneys. In addition, we are working with the investigative agencies
to integrate financial investigative techniques and asset forfeiture into
every major drug, organized crime, white collar crime, and alien smuggling
case. With respect to property management, we are pursuing a Government
Owned Contractor Operated facility in southern California for the management
and disposal of the vast number of vehicles seized along the southern
border. This facility should reduce management costs significantly. We are
also planning to release guidance to the field on the selection,
appointment, and use of trustees and monitors to manage operating businesses
or other significant properties. Further, we have developed a standard asset
forfeiture training curriculum to assist in improving the use of the
powerful asset forfeiture sanction at the state and local level. During
1998, we will continue training state and local trainers, and will encourage
adoption of this curriculum by state and local training programs across the
country.
Accountability. We have also taken steps to ensure accountability. The Attorney
General has instituted a mechanism by which progress on priority initiatives is
regularly tracked and reviewed in discussions with top managers. We also have an
internal control process that systematically identifies management weaknesses
and vulnerabilities and specifies corrective actions. Our Inspector General
maintains an independent program of investigations, audits and inspections. We
will begin formal reporting of performance results by no later than 1999.
IV. ROLE OF PROGRAM EVALUATION
A key element in the Department's strategic planning process is the systematic
evaluation of major programs and initiatives. Evaluation identifies and explains
the linkage between the activities and strategies undertaken and the results
achieved. It assesses not just what happened, but why. Evaluation enables future
planning and resource decisions to be better informed. It is a useful and
necessary complement to ongoing performance measurement.
The most intensive evaluation efforts within the Department of Justice are
directed toward the $3.5 billion devoted to improving State and local justice
systems, one of the Department's seven core functions. Under the auspices of the
Department's principal research arm, the National Institute of Justice (a part
of the Office of Justice Programs), the Department evaluates major Federal
initiatives at the State and local level including all major funding areas
supported by the 1994 Crime Act (community policing; drug courts; violent
offender incarceration; truth in sentencing; residential substance abuse
treatment; and violence against women). The Institute also conducts evaluations
of selected B yrne Program efforts and special programs such as Weed and Seed,
High Intensity Drug Trafficking Areas, and the Department's Indian Country
initiatives.
The Department's NIJ sponsored evaluations address two main concerns: Federal
oversight of State and local initiatives and practice at the State and local
level. In major program areas such as community policing, violence against
women, violent offender incarceration, and the B yrne program, NIJ sponsored
"national level" evaluations assess the cumulative effects of the legislation on
public safety and on State and local justice processes in order to provide
useful knowledge for improving subsequent Federal efforts. NIJ also sponsors
"topical" evaluations of selected issues relevant to improving policy and
practice in State and local justice organizations. Evaluation results from NIJ
sponsored studies, including its current portfolio of over 200 ongoing
evaluations, are widely disseminated by NIJ directly to policy makers and
practitioners across the nation, as well as to Federal officials.
NIJ devotes considerable attention to ensuring the objectivity of all evaluation
efforts and to the dissemination of findings. All major NIJ sponsored
evaluations are procured through a competitive grant process. NIJ exercises
administrative control over grants to ensure timely completion and relevant
investigation, but employs a scientific peer review process using external
experts to select grantee evaluators and to review all evaluation products. All
evaluation findings are made available to the public by the Department through
the Institute's National Criminal Justice Reference Service, and all electronic
data bases created in the course of the evaluations are publicly archived by the
Institute.
The Office of Juvenile Justice and Delinquency Prevention (OJJDP), another
branch of the Office of Justice Programs, also sponsors evaluations. Current
studies include: an evaluation of The Safe-futures program, a comprehensive
prevention, intervention and treatment program designed to reduce the number of
serious, violent, and chronic juvenile offenders; an evaluation of OJJDP's
Comprehensive Country-wide Approach to Gang Prevention, Intervention and
Suppression program; and an evaluation of Youth Gun Violence Reduction programs.
The Office of Community Oriented Policing Services, which provides grants to
local law enforcement agencies to hire police officers and promote community
policing, sponsors a number of national and local level evaluations of its
various programs. In cooperation with the National Institute of Justice, COPS is
funding a national evaluation that is scheduled to be completed in 1998. It is
also conducting national evaluations of several of its specific initiatives: its
Youth Firearm Grants Program (scheduled to be completed in 1997); and its
Problem Solving Partnerships Program (scheduled to be completed in 1998). In
addition, COPS is sponsoring a national evaluation of Alternatives to 911 that
is expected to be concluded by 1999.
The Justice Management Division, as the Department's central management office,
conducts reviews of the efficiency and effectiveness of selected Department
programs. Two major ongoing studies are:
Pursuant to a request by the Senate Appropriations Committee in its report
on H.R. 3814 (Report No. 104353), the Department's Fiscal Year 1997
appropriations bill, the JMD is reviewing the Department's management of its
detention programs. The JMD review is being conducted under the auspices of
the Department's Detention Planning Committee and with the participation of
our three components with major detention responsibilities BOP, INS and the
USMS. A final report is due to the Congress in late 1997.
At the direction of the Attorney General, the JMD is conducting a study of
Federal drug intelligence activities in concert with the Office of National
Drug Control Policy and others. The study will examine drug intelligence
functions of the Federal agencies involved in antidrug law enforcement and
seek ways to improve and better coordinate these efforts. The study is
expected to be completed by the spring of 1998.
Other major components of the Department conduct periodic reviews or evaluations
of their programs. For example, the FBI performs objective, formal evaluations
of FBI investigative, administrative and service programs, support systems,
procedures and policies in order to provide executive management with
recommendations designed to improve FBI operations. All investigative programs
are evaluated on a three year cycle with approximately eight evaluations
conducted each year. In the last half of calendar year 1997, evaluations will be
conducted of the white collar crime and organized crime and drug enforcement
programs, among others.
The Executive Office for the United States Attorneys also has an ongoing effort
to systematically review and evaluate its programs. Using a peer review
approach, EOUSA conducts about 3035 evaluations of U.S. Attorney offices
annually. These evaluations ensure accountability for meeting goals and assist
with future planning efforts.
The Bureau of Prisons, the U. S. Marshals Service, the Executive Office for
United States Trustees, the INS and the DEA also have formal programs to ensure
the systematic and periodic review of their major programs and installations.
Finally, the Office of The Inspector General also is instrumental in conducting
evaluations of major programs and initiatives and assessing results achieved in
the Department. The OIG reviews Department organizations, programs, functions,
and activities and recommends improvements in Department programs, policies and
procedures. For example, the OIG performs inspections and evaluations of the
Department's crime control and prevention programs and activities to evaluate
program success, determines if the use of funds complies with grant provisions,
and ensures that funds are spent as intended. In addition to addressing a wide
range of issue areas, the OIG also conducts special reviews at the request of
senior Department officials or Congress.
Despite this level of review activity, there has been relatively little in the
way of the formal evaluation of Department of Justice programs in recent years.
Formal evaluation, as noted earlier, tends to emphasize Federally sponsored
initiatives at the State and local level. Reviews conducted by the components
tend to be short-term assessments of compliance and process rather than
evaluations of program goals, activities and results. As a result, program
evaluations were used to only a very limited extent in developing the goals in
the Strategic Plan.
The Department plans to examine our current approach to evaluation in order to
identify what changes we need to make in order to better align evaluation with
our strategic planning efforts and to develop an overall schedule for future
evaluations. We believe that sound program evaluation is an essential aspect of
the Results Act and intend to strengthen and improve our efforts to the extent
that resources permit.
We will also continue to improve our efforts to benefit from the external
evaluations conducted by the General Accounting Office (GAO). GAO conducts
almost 100 studies affecting our programs and operations annually. On going GAO
studies of particular interest include a review of the Attorney General's
strategy to deter illegal entry; a review of the implementation of
counter-terrorism policy; a review of U.S. drug intelligence; and a review of
the BOP's prison construction activities.
Findings from evaluations will help us answer such questions as (1) are the
strategies we are pursuing achieving their intended effects? (2) are there
unanticipated effects? (3) are our goals realistic? (4) what is the proper
baseline? (5) are we collecting the right performance data? (6) are there
alternative strategies that might prove more successful? and (7) what can we say
about the long-term impact of our efforts?
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