September 1997
[Revision 1 - October 20, 1997]
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.
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:
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.
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:
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 | |
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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.
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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
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:
Goal 2: Reduce the availability and abuse of illegal drugs through
traditional and innovative enforcement efforts.
Strategies:
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:
Goal 4: Reduce white collar crime including public corruption and fraud.
Strategies:
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:
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:
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:
Goal 3: Support innovative, community-based strategies aimed at
reducing crime, delinquency and violence in our communities.
Strategies:
Goal 4: Uphold the rights of, and improve services to, America's
crime victims.
Strategies:
Goal 5: Reduce the incidence of violence against women.
Strategy:
Performance Indicators:
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:
Goal 2: Safeguard America's environment and natural resources.
Strategies:
Goal 3: Promote competition in the United States economy through
enforcement of, improvements to, and education about, antitrust
laws and principles.
Strategies:
Goal 4: Promote the fair, correct and uniform enforcement of the
Federal tax laws and the collection of tax debts.
Strategies:
Goal 5: Represent the United States in all civil matters for
which the Department of Justice has jurisdiction.
Strategies:
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:
Goal 2: Deliver services to the public in a timely, consistent,
fair and high quality manner.
Strategies:
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:
Goal 4: Facilitate lawful travel and commerce across the borders
of the United States.
Strategies:
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:
Goal 6: Expedite the adjudication of immigration cases while
insuring due process and fair treatment for all parties.
Strategies:
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:
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:
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:
Strategies:
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:
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:
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:
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:
Strategies:
The following assumptions have been made in projecting funding
and staffing:
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:
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:
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:
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?
INVESTIGATION AND PROSECUTION OF CRIMINAL OFFENSES
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
ASSISTANCE TO STATE AND LOCAL GOVERNMENTS
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
LEGAL REPRESENTATION, ENFORCEMENT OF FEDERAL
LAWS, AND DEFENSE OF U. S. INTERESTS
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
IMMIGRATION
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
Performance Indicators:
DETENTION AND INCARCERATION
Performance Indicators:
Performance Indicators:
Goal 3: Maintain and operate the Federal prison system in a safe,
secure, humane and efficient manner.
Performance Indicators:
Performance Indicators:
PROTECTION OF THE FEDERAL JUDICIARY
AND
IMPROVEMENT OF THE JUSTICE SYSTEM
Performance Indicators:
Performance Indicators:
Performance Indicators:
Goal 4: Protect and preserve the integrity of the bankruptcy
system, maximize the dollar return to creditors, and monitor the
cost of bankruptcy administration.
Performance Indicators:
FTE Dollars
in Millions1997 113,266 $18,756
1998 121,779 19,297
1999 123,817 20,114
2000 123,817 19,212
2001 123,817 19,516
2002 123,817 20,041
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