Managing for Results: The Department of Justice's Initial Efforts to
Implement GPRA (Fact Sheet, 06/13/95, GAO/GGD-95-167FS).
Pursuant to a legislative requirement and an agency request, GAO
reviewed the Department of Justice's (DOJ) efforts to implement the
Government Performance and Results Act of 1993 (GPRA), focusing on the
processes used to develop the fiscal year (FY) 1996 mission statement,
general goals and objectives, annual performance goals, and performance
indicators for each DOJ component.
GAO found that: (1) in accordance with National Performance Review and
Office of Management and Budget (OMB) recommendations, DOJ is developing
output and outcome measurements, but DOJ has not described a
departmentwide process for components to use in developing their
performance measurement exhibits; (2) DOJ components have used five
general processes to develop annual performance goals with input from
program staff; (3) components' questions and concerns about implementing
a performance measurement system generally include how to develop both
general and program specific performance measurements and how OMB would
use performance data in the budget process; (4) OMB has stated that it
is not required to use performance data until 1997 and it is still
learning how to use such data; (5) OMB believes that it is crucial that
it interpret program results and account for why programs do not meet
their performance goals, but it will not prescribe common governmentwide
performance measures; and (6) although Congress has expressed a
preference for outcome measurements, DOJ components have selected a
variety of performance indicators based on their data collection
operations and understanding of the measures.
--------------------------- Indexing Terms -----------------------------
REPORTNUM: GGD-95-167FS
TITLE: Managing for Results: The Department of Justice's Initial
Efforts to Implement GPRA
DATE: 06/13/95
SUBJECT: Reporting requirements
Work measurement standards
Budget administration
Data collection operations
Information analysis operations
Law enforcement agencies
Compliance
Agency missions
IDENTIFIER: National Performance Review
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Cover
================================================================ COVER
Fact Sheet for the Attorney General
June 1995
MANAGING FOR RESULTS - THE
DEPARTMENT OF JUSTICE'S INITIAL
EFFORTS TO IMPLEMENT GPRA
GAO/GGD-95-167FS
Managing for Results
Abbreviations
=============================================================== ABBREV
FDP - Facility Development Program
GPRA - Government Performance and Results Act
NAPA - National Academy of Public Administration
NPR - National Performance Review
OMB - Office of Management and Budget
Letter
=============================================================== LETTER
B-259794
June 20, 1995
The Honorable Janet Reno
The Attorney General
Dear Madam Attorney General:
The Government Performance and Results Act of 1993\1 (GPRA) was
passed to, among other things, improve the effectiveness and
efficiency of federal programs by establishing a system to set
performance goals and measure results. To prepare for the GPRA
requirements, the Assistant Attorney General for Administration
requested performance measurement information from the Department of
Justice components as part of the fiscal year 1996 budget process.
GPRA requires us to report to Congress by June 1997 on its
implementation. We are reviewing the Department of Justice's GPRA
implementation as part of this reporting mandate. As we were
systematically collecting information from each Justice component
about its implementation of GPRA, the Department requested that we
report to it what we found because this information had not been
consolidated at the Department level. This fact sheet provides
information that addresses questions from the Department's components
to assist them in developing performance measures and discusses the
processes used to develop the fiscal year 1996 exhibits,\2
implementation questions and concerns, and performance measures\3
used in the exhibits.
--------------------
\1 P.L. 103-62, August 3, 1993.
\2 The exhibits contained, among other things, the mission statement,
general goals and objectives, annual performance goals, and
performance indicators for each component.
\3 In this fact sheet, we use the term "performance measure" or
"measure" to mean what is being used to gauge achievement of program
goals. However, when referring specifically to the performance
indicators in the components' performance measurement exhibits, we
use the term "performance indicator" or "indicator."
RESULTS IN BRIEF
------------------------------------------------------------ Letter :1
In accordance with the National Performance Review (NPR) and the
Office of Management and Budget's (OMB) recommendations, the
Department has begun to develop measures of outputs and outcomes in
advance of the GPRA timetable. The Department expects these actions
to lay a good foundation for implementing GPRA at the Department.
Our initial review of the development of the Department's first
performance measurement exhibits revealed that the components
used five general processes to develop the exhibits. Four of these
processes involved getting input from program staff.
had a variety of questions and concerns about implementing a
performance measurement system. A number of these questions
pertained to how OMB would analyze and use the performance data.
OMB officials stated that they are continuing to learn how to
use performance measures in the budget process. They noted that
it is crucial that OMB interpret program results and take into
account reasons why goals may not have been met.
developed a number of output and outcome measures for a variety of
activities. (The terms "output" and "outcome" are defined in
the glossary.)
BACKGROUND
------------------------------------------------------------ Letter :2
GPRA was enacted in August 1993 to, among other things, improve the
internal management of the federal government, initiate program
performance reform, improve federal program effectiveness and public
accountability, and improve public confidence in the federal
government. Congress passed GPRA because it found that a lack of
precise goals and performance information on federal program results
had hindered federal managers from improving program effectiveness
and efficiency. It also found the same lack of clear goals and
information on results had hindered congressional policymaking,
spending decisions, and oversight. GPRA requires federal agencies\4
to develop a strategic plan by the end of fiscal year 1997 that
covers a period of not less than 5 years. Agencies are to prepare
annual program performance plans beginning with their budget requests
for fiscal year 1999. The program performance plans are to (1)
describe how the agencies will meet their program goals through daily
operations and (2) establish target levels of performance for program
activities. Each year, in accordance with GPRA, agencies are to
submit to the President and Congress a report on program performance
for the previous fiscal year. The report is to evaluate and compare
program achievements to the program goals in the relevant performance
plan. When a goal is not met, the report is to contain an
explanation of why and the actions needed to achieve the goal. The
first report is due no later than March 31, 2000.
GPRA's provisions are being phased in throughout the federal
government, beginning with a series of pilot projects\5 in program
performance measurement. Though GPRA does not call for strategic
plans from agencies until the end of fiscal year 1997, OMB and NPR
encouraged the nonpilot agencies to begin implementing GPRA early.
OMB noted that it may take time for agencies to develop outcome
measures. In its guidance on the preparation of agency fiscal year
1996 budget requests, OMB stated that "it is recognized that
implementation of GPRA and the development of output and outcome
measures is a difficult and complex process." The guidance further
stated that efforts started in 1994 "are expected to be a first step
toward development of policies, procedures, and practices which will
evolve over the course of . . . GPRA."
Consistent with the NPR and OMB guidance, the Department decided to
get an early start in implementing GPRA. The Assistant Attorney
General for Administration instructed components throughout the
Department to submit two performance measurement exhibits to
supplement their fiscal year 1996 budget requests.\6 The first
exhibit required a statement of the component's mission and general
performance goals and objectives, as well as a brief explanation of
key external factors that could affect achievement of the general
goals and objectives. The second exhibit was to contain annual
performance goals and performance indicators for each program
decision unit\7 within the component.
In May 1993, prior to the passage of GPRA, the Attorney General
announced that the Department would be developing a performance
measurement system. The products of this effort, however, were
incorporated by the Department into its GPRA implementation once the
law was enacted.
--------------------
\4 GPRA defines the term "agency" to mean an executive agency (an
executive department, a government corporation, and an independent
establishment) but does not include the Central Intelligence Agency,
the General Accounting Office, the Panama Canal Commission, the U.S.
Postal Service, and the Postal Rate Commission.
\5 The Department has seven pilot projects: four in the FBI and one
each in the Bureau of Prisons, Justice Management Division, and
Deputy Attorney General's Office.
\6 The Department's leadership offices and some of the smaller
components were not required to submit the annual performance goals
and indicators exhibit.
\7 Program decision units are budgetary breakouts within the
components. The components were not required to provide goals and
indicators for program decision units that provide support to
operating programs, such as training, management and administration,
and automated data processing.
PROCESSES USED TO DEVELOP
EXHIBITS
------------------------------------------------------------ Letter :3
The Department did not prescribe a process for the components to use
to develop the performance measurement exhibits. We identified,
through our interviews with the components, five general processes
used to develop the annual performance goals and indicators exhibits.
Table 1 lists processes the components used.
Table 1
Processes Components Used to Develop the
Annual Performance Goals and Indicators
Exhibit
Process Description Components
------------------ ----------------------------- -----------------------------
Central committee A committee was formed with National Institute of
with unit representatives from each Corrections
representatives program decision unit; Tax Division
subgroups worked on the
annual performance goals and
indicators for their
respective program decision
units.
Program Each program decision unit Bureau of Prisons
unit with central developed its annual Federal Bureau of
body assistance performance goals and Investigation
indicators with assistance Justice Management Division
provided by a central National Drug Intelligence
coordinating body; this Center
central body consolidated the Office of the Inspector
input from the program General
decision units and produced Office of Justice Programs
the exhibit.
Central body with A central body developed the Criminal Division
program input exhibit using input solicited Drug Enforcement
from program decision units. Administration
U.S. National Central Bureau
Central body with A central body developed the Civil Division
prior program exhibit using preexisting Community Relations Service
input documents that were created Environment and Natural
with input from program Resources Division
decision units. Executive Office of Asset
Forfeiture
Executive Office for
Immigration Review
Immigration and
Naturalization Service
Organized Crime Drug
Enforcement Task Force
U.S. Marshals Service
Central body with A central body developed the Antitrust Division
no program input exhibit without input from Civil Rights Division
program decision units. U.S. Parole Commission
U.S. Trustee Program
--------------------------------------------------------------------------------
Note: The table contains the 23 departmental components that we were
able to categorize based on our interviews with the components. We
were unable to categorize a process for the Executive Office for Weed
and Seed.
Source: GAO analysis of interviews with Department of Justice
officials.
IMPLEMENTATION QUESTIONS AND
CONCERNS
------------------------------------------------------------ Letter :4
In our interviews, component staff mentioned various questions and
concerns that they had about implementing GPRA. A number of these
questions and concerns fell under two broad topics--how to develop
measures and how the data will be used outside the component.
The measurement questions and comments tended to focus on (1) general
concerns with developing measures and (2) concerns more specifically
related to developing measures for particular component activities.
The following are examples of the types of general questions posed
and comments offered by the components:
How do you develop a target or goal when the component has not been
collecting the relevant data and therefore does not have a
history of its performance in that area?
The quality of the data among the component's sections varies. How
do you develop a baseline measure when you believe the data are
unreliable?
The component's data system is not very sophisticated.
The component has not been collecting the data it needs for GPRA.
It would be more feasible to create the annual goals and indicators
for the entire component or by organizational objectives or
functions, rather than by program decision units. (Some
components said they operate as a single unit and not as
separate decision units, and others said their program decision
units do not directly correspond to their primary objectives or
functions.)
The Department and the components both should have a strategic plan
before the components develop performance measures.
There is sometimes a need to rely on other organizations to provide
data on the results of the component's work. For example, one
component serves as a communications mechanism between law
enforcement agencies. How should the component measure the
impact of its work when it does not know what the agencies do
with the information it transmits to them?
The following are examples of concerns about the development of
measures for particular functions of the components:
How do you develop measures that reflect the complexity of the
component's work? For example, how should a litigating division
measure its performance if it loses a case but furthers the
interpretation of the law?
How do you develop measures when the results of your work are
subjective? For example, how should a litigating division
measure the subjective aspects of its work, such as the quality
of written materials and courtroom performance?
How do you measure the outcome of the component's projects when the
results may not occur for months or even years after the
component has completed its work?
What measures do you use for providing advice? One component, for
instance, provided advice and assistance to other agencies, but
the official who developed the exhibit did not know how to
measure this activity without its becoming a tremendous burden
on the staff.
What measures does the component develop when it is just one part
of a causal chain? One component, for example, received its
work from another Justice component. Further, the component
relied on yet another component to carry out the findings of its
work. How should it develop outcome measures?
What if the component lacks control over whether the recipients of
its work product act upon the product? For example, one component
made recommendations to other Department components. It was up to
the components that received the recommendations to decide whether to
implement the recommendations.
The components had several concerns about use of the data outside the
component. In particular, they were concerned about how OMB planned
to use the data. The following are some examples of these concerns:
The components were not certain how meeting or not meeting the
performance targets would affect their budgets. They were
concerned that OMB would use the data only punitively.
Specifically, they were concerned that their budgets would be
reduced if they did not meet their goals or selected the wrong
indicators. Several components emphasized the need to have 2
years to review and refine their performance goals and
indicators without penalty for not having met them.
The components were concerned that when they reported on actual
performance in their annual program performance reports, OMB
would use the numbers, which can be easily misinterpreted,
without considering their explanations of what the numbers mean.
The components questioned whether there would be complete
discussions of the reasons for not meeting goals.
The components were concerned that OMB would not assess the
measures to ensure data comparability, reliability, and validity
across agencies. They questioned how OMB could fairly allocate
resources based on performance without consistent standards and
evaluations of whether components had selected the correct
measures.
We spoke with OMB officials about the components' concerns regarding
OMB's planned use of the performance measurement data. According to
OMB officials, GPRA does not require OMB to use the data until
calendar year 1997 for the fiscal year 1999 budget. OMB, however,
requested that agencies include more performance information in their
fiscal year 1996 and 1997 budgets than in past years. OMB officials
noted that both the federal agencies and OMB are going through a
learning process. As agencies are learning how to develop their
performance measures, OMB is learning how to use the measures in the
budget process. The officials believe increased reporting of
performance measures will expedite the learning process for both OMB
and the federal agencies.
OMB plans to use performance information whenever possible to make
budget decisions. For example, OMB officials said they would
probably use the performance measurement data to identify problem
areas in programs. If the performance data show that a program is
not achieving its goals, questions could arise as to whether the
program is an effective policy response and, if so, whether the
failure was due to poor management, inadequate resources, or
unanticipated factors beyond the program's control. If a program is
performing well, the question could arise as to whether to increase
or maintain the current level of funding, given competing priorities.
The OMB officials noted that budget decisions are made within a
larger framework than performance, and to a large extent will be
driven by the amount of money available.
In response to the components' concerns about how meeting or not
meeting their performance goals would affect their budgets, OMB
officials said they recognized the importance of considering the
reasons why the goals were not met and the interpretation of the
results, not just the results themselves. They also recognized that
developing the performance measures is a complex, time-consuming
process.
OMB does not intend to prescribe common performance measures
throughout the government. The officials emphasized that one of the
major intents and challenges of GPRA is to get agencies to develop
performance measures that managers can use as a tool to better manage
their programs.
With respect to OMB's assessing whether agencies have selected the
correct measures, the officials expected GPRA to be a self-
correcting exercise. They anticipated that, during the first few
years of the GPRA program performance reports, the goals would adjust
for those agencies that have developed overly ambitious or
easy-to-achieve goals. The officials noted that agencies would have
some assurance that they had selected the correct measures through
the strategic planning process. GPRA requires agencies to consult
with Congress and other potentially affected or interested parties in
developing their strategic plans. Therefore, in the course of
developing its strategic plan over the next 2 years, the officials
said the Department is to consult with a spectrum of agencies to
develop its general goals and performance measures.
PERFORMANCE MEASURES USED IN
THE EXHIBITS
------------------------------------------------------------ Letter :5
Collectively, the components developed a range of types of measures
to assess achievement of their annual performance goals. The
components provided a number of output and outcome measures for a
variety of program activities.
Components took different approaches in selecting their performance
indicators. Some components developed their indicators from data
they were already collecting. Others chose indicators for which they
were not already collecting data or for which they were uncertain how
to collect the necessary data. One component, not certain what
specific performance indicators it would use, included potential
performance indicators in its performance measurement exhibit.
A RANGE OF MEASURES IS
SUGGESTED, BUT OUTCOMES ARE
PREFERRED
---------------------------------------------------------- Letter :5.1
The Senate Committee on Governmental Affairs and the House Committee
on Government Operations, in their respective reports accompanying
GPRA,\8 and others have stated the need for a range of types of
measures. The Committees said that "a range of related performance
indicators, such as quality, quantity, timeliness, cost, and
outcome," is important for program management and should be included
in agency performance plans. In the National Academy of Public
Administration's (NAPA) review of GPRA pilots' initial performance
plans, NAPA stated that the "plans should include a broad range of
performance indicators."\9
The Committee reports noted that outcome measures are the most
important and desirable measures because they gauge the ultimate
success of activities. Furthermore, they stated that program
outcomes are the key measures that agencies should report to OMB and
Congress. While the Committees prefer outcome measures, they also
concluded that outcome measurement is often difficult and infeasible
for some program activities. Also, OMB said in its February 1995
Primer on Performance Measurement that, because
"output measures are more readily and easily developed than
outcome measures, more of these are expected initially in the
GPRA-required performance plans, but agencies should move toward
increasing the number and quality of outcome measures."
--------------------
\8 H.R. Rep. No. 106, Part I, 103d Cong. 1st Sess. (1993) and S.
Rep. No. 58, 103d Cong. 1st Sess. (1993).
\9 Toward Useful Performance Measurement, Lessons Learned From
Initial Pilot Performance Plans Prepared Under the Government
Performance and Results Act (November 1994).
EXAMPLES OF COMPONENTS'
PERFORMANCE MEASURES
---------------------------------------------------------- Letter :5.2
We reviewed the components' performance measurement exhibits to
identify examples of output and outcome measures.\10 A number of
definitions exist for performance measures, but the definitions are
not always consistent. Even with common definitions, there is
disagreement. There is not always a clear distinction between types
of measures. In attempting to classify the measures provided by
Department components, we used the Federal Quality Institute's April
1995 proposed definitions. These definitions are listed
alphabetically in the glossary.
To categorize the measures, we looked at the annual goals and the
indicators. Additionally, because the annual goals and performance
indicators were presented at the program decision unit level, we
categorized the measures based on the program decision unit rather
than on the component or Department.
We did not determine whether the measures were appropriate for
measuring the activities of the program decision unit, nor did we
determine if there were other potential measures that could be used.
Additionally, the examples selected do not necessarily represent the
full range of types of measures or the frequency with which each type
occurred within the exhibits. Appendix I contains a list of all the
annual goals and indicators in the fiscal year 1996 performance
measurement exhibits.
In selecting examples, we looked for ones that appeared to
have a clear link between the general goals and objectives, annual
performance goal, and indicator;
be applicable to other program decision units;
address the purpose of the program; and
address what the program would accomplish.
The examples we chose are of measures developed by a range of
components and cover a variety of program decision unit activities.
The examples, which were typed verbatim from the exhibits, are listed
in table 2.\11 The examples show different ways components are using
output and outcome measures to measure program accomplishment. They
also contain various types of output and outcome measures. For
instance, the Bureau of Prisons is using various effectiveness
measures to assess achievement of its goal to maintain the critical
incident rate. One such measure is the rate of assaults per 1,000
inmates. The National Drug Intelligence Center is using customer
satisfaction to measure the timeliness and usefulness of its
intelligence products. The Executive Office for Immigration Review
is using a timeliness measure for its annual goal that the
"percentage of criminal alien cases completed prior to the alien's
earliest possible release date will increase by 'X' percent per
year."
Table 2
Examples of Output and Outcome Measures
From Fiscal Year 1996 Performance
Measurement Exhibits
(* Text deleted by the Department of
Justice)
Component/
program
decision General goal and Type of
unit objective Annual goal Indicator measure
------------ ------------------- -------------- ------------------- --------
Bureau of The Federal Bureau Provide Number of Output
Prisons of Prisons provides Residential participating
Inmate services and Drug Treatment inmates divided by
Programs programs to address for * percent the number of
inmate needs, of eligible eligible inmates
providing inmates by the for the fiscal
productive use-of- end of FY year.
time activities, 1996.
and facilitating
the successful
reintegration of
inmates into
society, consistent
with community
expectations and
standards.
Civil Rights Develop and carry Establish Major policy Output
Division out a legal goals and initiatives.
Management strategy to support evaluate Output
and the Administration policies and Major
Administrati and the management organizational
on Department's civil structure reviews.
rights policy. necessary to
carry out
those goals.
Executive Expedite all The percentage Cases completed Output
Office for immigration cases of Criminal prior to alien's
Immigration for which EOIR is Alien Program earliest possible
Review responsible cases release date.
including cases completed
involving detained prior to the
aliens, criminal earliest
aliens and aliens possible
seeking asylum as a release date
form of relief from will increase
deportation or by * percent
exclusion, while per year.
ensuring fair
treatment for all
parties.
Evaluate, manage
and expedite the
processing of case
receipts and reduce
existing backlogs.
Increase
productivity by
streamlining
procedures and
implementing
management
improvements.
Office of Detect and deter Assist Issue Notifications Output
the misconduct in Department of Irregularities
Inspector programs and management in based on facts
General operations within the prevention detected as a
Audit, or financed by the of fraud and result of audit
Inspections, Department. abuse in work.
and Department of
Investigatio Justice.
ns
U.S. Provide an Sponsor Percentage of Output
National international forum Conferences to participation of
Central for law enforcement discuss and INTERPOL Members in
Bureau -- officers to use for seek solutions Regional and
INTERPOL the free exchange to law International
Office of of ideas to fight enforcement Conferences.
the Chief crime globally problems.
through
conferences,
working parties and
meetings.
U.S. Provide an Increase the Number of awareness Output
National international forum number of U.S. raising actions
Central for law enforcement Federal law through training,
Bureau -- officers to use for enforcement outreach and
INTERPOL the free exchange requests for conferences. Outcome
Fugitive of ideas to fight INTERPOL
Investigatio crime globally notices by * Percentage increase
ns through percent by of U.S. Federal law
Division conferences, increased enforcement
working parties and awareness requests for
meetings. through INTERPOL notices.
training,
outreach, and
conferences.
Bureau of The Federal Bureau In spite of Rate of escapes per Outcome
Prisons of Prisons will rapidly 5000 inmates (FY
Institution maintain its changing 1996) equal to or
Security facilities in population less than *
and operationally sound characteristic a. secure
Maintenance conditions and in s (i.e., rapid facilities
compliance with emergence of b. non-secure
security, safety street gangs, facilities (camp,
and environmental mandatory halfway house, Outcome
requirements. minimums, furlough,
overcrowding, transfers).
etc.),
maintain the Rate of assaults
incident rate per 1000 inmates Outcome
at a level (FY 1996) equal to
comparable to or less than * a.
* for critical inmate on staff
incidents b. inmate on Outcome
(negative inmate.
indicators).
Rate of suicides
per 5000 inmates
(FY 1996) equal to
or less than * .
Rate of homicides
per 5000 inmates
(FY 1996) equal to
or less than * .
Community To resolve racial/ Provide Number of CRS cases Outcome
Relations ethnic conflicts of conciliation/ in which racial/
Service a community-wide mediation ethnic tension
Conflict nature. services to level is reduced
Prevention communities after conciliation/
and and mediation
Resolution organizations intervention.
who are
experiencing
racial or
ethnic
conflict.
Drug Share expertise in Reduce Violent crime Outcome
Enforcement drug law homicides statistics
Administrati enforcement. related to (especially
on Cooperation and drug homicides) in the
State and coordination with trafficking areas of operation.
Local other Federal, through
Task Force state, local and cooperation
Program foreign law with other
enforcement and Federal, state
drug control and local law
officials will be enforcement
enhanced through agencies in
formal training the
programs and identification
resource sharing. ,
investigation,
arrest, and
prosecution of
drug
traffickers
with a
potential for
violence.
Environment To defend and Recover at Ratio of Civil Outcome
and Natural enforce federal least * for Recoveries/
Resources programs to protect every dollar Penalties/Natural
Division the environment spent by the Resource Damages to
Environmenta without undue Environmental Budget.
l economic costs, and Enforcement
Protection to promote Section
voluntary (including
compliance with the Appropriated
Nation's and Superfund
environmental monies) thus
protection laws. depriving
violators much
of the
economic
benefit of
noncompliance.
National Collect, evaluate, Receive a * Percentage of Outcome
Drug and analyze the percent favorable customer
Intelligence drug information customer satisfaction
Center and intelligence satisfaction surveys.
necessary to survey
develop strategic response for
organizational drug timeliness and
trafficking usefulness of
assessments. intelligence
products.
Produce and
disseminate
strategic
organizational drug
intelligence
products to include
recommendations
concerning policy
and planning
issues.
National Enhance the The immediate Percentage of Outcome
Institute of leadership, supervisors/ Correctional
Corrections professionalism, chief Leadership
Academy and effectiveness executive Development Seminar
Division of correctional officers of participants whose
personnel in 90% of the supervisors/CEOs
operating safe, participants report a positive
efficient, humane who completed impact on their
and constitutional the seminar job-related
systems. will report performance.
specific ways
that the
program has
had a positive
impact on the
participants'
work-related
performance.
National Promote and assist Within 6 Percentage of Outcome
Institute of criminal justice months of the jurisdictions that
Corrections systems in their project start, have an
Community efforts to develop all intermediate
Corrections or improve system- jurisdictions sanctions policy
Division wide policy and will organize team that meets
practice, and to an regularly (at least
build their intermediate quarterly)
capacity to sanctions regarding project Outcome
accomplish their policy team goals.
goals through a that minimally
rational, data- includes a
informed process. judge, Percentage of
prosecutor, jurisdictions that
and community collect data
corrections necessary for
administrator objectively
responsible examining and Outcome
for project developing
goals. intermediate
sanctions policy:
Within 12 a. system data
months of the b. offender profile
project start, data
all c. sanctioning
jurisdictions data.
will have
collected data Percentage of
required for jurisdictions that
objectively develop rational,
examining and data-driven
developing policies guiding
intermediate the use of
sanctioning intermediate
policies. sanctions for
females.
Within 15
months of the
project start,
all
jurisdictions
will develop
rational,
data-driven
policies
guiding the
use of
intermediate
sanctions for
female
offenders.
National Promote and assist Participating Ratio of Facility Outcome
Institute of efforts to ensure jurisdictions Development Program
Corrections safe, efficient, will be 50% (FDP) participants
Jails humane, and less likely successfully sued
Division constitutional than non- for conditions of
prisons, jails, and participating confinement to non-
community jurisdictions FDP participants
corrections to be successfully sued
facilities through successfully for conditions of
effective sued for confinement.
management and conditions of
operations. confinement,
annually.
Tax Protect the public Win, at least Percentage of Outcome
Division fisc. in part, * of taxpayers appeals
Federal taxpayer won, at least in
Appellate Act in the best appeals and * part, by the
Activity interests of the of Government Government. Outcome
United States. appeals.
Percentage of
Government appeals
in which at least
part of the relief
sought is awarded.
--------------------------------------------------------------------------------
Source: Department of Justice Fiscal Year 1996 Performance
Measurement Exhibits.
--------------------
\10 The performance measurement exhibits that we reviewed were the
exhibits the components submitted in response to the Department's
fiscal year 1996 Spring Call request. The fiscal year 1996 numeric
goals and indicators were redacted from the exhibits because they
were being reviewed within the administration prior to submission of
the fiscal year 1996 President's budget to Congress.
\11 It was not always clear, through the format of the exhibit, which
indicator supported which annual goal and which annual goals
supported which general goals. We chose the ones that logically
appeared to support the annual or general goal. Some components
provided general goals and objectives for the entire component and
for each program decision unit. For those components that listed
general goals and objectives for the program decision unit, we are
providing the program decision unit general goals and objectives.
OBJECTIVES, SCOPE, AND
METHODOLOGY
------------------------------------------------------------ Letter :6
We systematically collected information from each component that
submitted the fiscal year 1996 performance measurement exhibits. The
Department requested that we report to it on what we found.
Accordingly, the objective of this fact sheet is to provide
information on (1) the Department's GPRA implementation efforts, (2)
components' questions and concerns about GPRA, and (3) how OMB will
use the performance data, as well as to provide examples of measures
used by the components. Specifically, it contains
a summary of the processes that the components used to develop
their fiscal year 1996 performance measurement exhibits,
a summary of components' concerns about developing performance
measures and the use of performance data outside the Department
of Justice,
information on how OMB plans to use performance measurement data,
examples of the types of goals and indicators components used in
their fiscal year 1996 exhibits, and
a list of the annual performance goals and indicators in the fiscal
year 1996 exhibits.
For background information on GPRA and performance measures, we
reviewed GPRA, its legislative history, OMB guidance on performance
measures, and related materials. To get an overview of the
Department's overall implementation efforts, we interviewed members
of the Justice Management Division's Management and Planning Staff
responsible for the Department's implementation of GPRA.
To determine how the components developed their fiscal year 1996
exhibits, we interviewed staff in the 24 components that submitted
the performance measurement exhibits. We reviewed the components'
exhibits to identify examples of output and outcome measures. We did
not determine the reasonableness or the reliability and validity of
these measures, nor did we verify the accuracy of the information
provided by the components. We interviewed the OMB program examiners
for the Department of Justice to get information on OMB's planned use
of performance measurement data. Our work was done between September
1994 and April 1995 in Washington, D.C.
AGENCY COMMENTS
------------------------------------------------------------ Letter :7
We provided a draft of this fact sheet to the Attorney General for
comment. The Department responded in writing that the fact sheet
accurately depicted its efforts to develop performance measures for
fiscal year 1996. It provided technical comments that we
incorporated in the fact sheet.
We are sending copies of this fact sheet to interested congressional
committees; the Director, OMB; and other interested parties. We also
will make copies available to others on request.
The major contributors to this fact sheet are listed in appendix II.
Please contact me on (202) 512-8777 if you have any questions
concerning this fact sheet.
Sincerely yours,
Norman J. Rabkin
Director, Administration
of Justice Issues
COMPONENTS' ANNUAL GOALS AND
INDICATORS FROM FISCAL YEAR 1996
PERFORMANCE MEASUREMENT EXHIBITS
=========================================================== Appendix I
This appendix contains the annual goals and indicators from the
components' fiscal year 1996 performance measurement exhibits. The
information was typed verbatim from the exhibits with the exception
of spelling out acronyms when the information was provided elsewhere
in the exhibit. We omitted or rephrased as requested only those
indicators that the components identified as sensitive. The appendix
is organized alphabetically by component and program decision unit.
It was not always clear in the exhibit which indicator supported
which annual goal. We matched the indicators with the annual goals
that they logically appeared to support. We noted instances where we
could not identify an indicator for an annual goal or an annual goal
for an indicator.
Table I.1
Components' Annual Goals and Indicators
From Fiscal Year 1996 Performance
Measurement Exhibits
(* Text deleted by the Department of
Justice)
Program
Component decision unit Annual goal Indicator
------------- ------------- ------------------------ ------------------------
Antitrust Federal Maintain aggressive Antitrust Division Cases
Division Appellate success level in cases in the Supreme Court
Activity filed before the Supreme that are Pending, Filed,
Court. Won, Lost or Dismissed.
Respond to projected Antitrust Division Cases
increase in cases filed in the Courts of Appeal
in the courts of appeal. that are Pending, Filed,
Won, Lost or Dismissed.
Continue strong pursuit Administrative Law Cases
of administrative law that are Pending, Filed,
cases. Won, Lost or Dismissed.
Management Restructure and Realign the current
and reorganize to maximize Professions and
Administratio efficiency. Intellectual Property
n Section to provide a
section dedicated to
health care.
Divide the current
Communications and
Finance Section in two,
creating one section
dedicated to
telecommunications and
one section to computer
and banking.
Complete installation of Complete installation of
the Division's personal the Division's personal
computer-based local computer-based local
area network. area network.
Complete interface Complete interface
between the Division's between the Division's
computer systems and the computer systems and the
Department of Justice e- Department of Justice e-
mail system. mail system.
Implement interface of Implement interface of
the Division's e-mail the Division's e-mail
system with that of the system with that of the
Federal Trade Federal Trade
Commission. Commission.
Expand Internet to a Expand Internet to a
broader base of Division broader base of Division
users. users.
Integrate CD ROM Integrate CD ROM
technology into daily technology into daily
litigative operations. litigative operations.
Policy Restructure and Reduce the number of
Analysis, reorganize to maximize selected staff providing
Legislation efficiency. policy advice (assign to
and Training litigation).
Issue Intellectual
Property Guidelines, a
major effort to clarify
the Division's position
on intellectual property
(i.e., products of
creative efforts
protected under patent,
copyright, mask work,
trade secret, and, to a
lesser extent, trademark
laws).
Issue International
Guidelines to clearly
state the Division's
position on the behavior
of companies
anticipating
transactions involving
international business
activities.
Provide continuing Major matters with
advice and assistance to international aspects.
international
competition agencies in
order to assure a level
playing field for U.S.
business and to assist
in the establishment of
economies based on the
principles of free and
open competition.
Provide continuing No readily available
advice and assistance to measurement mechanism
domestic agencies, as exists for this
changes in markets category.
brought about by
legislative and
judicially mandated
strictures will require
additional work in
interpreting these
directives by the
Division, similar to
that required in
response to pending
telecommunications,
health care and
interstate banking
legislation.
Preservation Restructure and Reorganize the Antitrust
of reorganize to maximize Division -Phase II
Competitive efficiency.
Market Realign the current
Structure Professions and
Intellectual Property
Section to provide for a
section dedicated to
health care. Assign
staff with specific
industry expertise to
this new unit, reassign
staff in current section
who do not have health
care background to other
litigating sections more
suited to specialties.
Divide the current
Communications and
Finance Section in two,
creating one section
dedicated to
telecommunications and
one section to computers
and banking.
Issue International
Guidelines to clearly
state the Division's
position on the behavior
of companies
anticipating
transactions involving
international business
activities.
Issue Intellectual
Property Guidelines, a
major effort to clarify
the Division's position
on intellectual property
(i.e., products of
creative efforts
protected under patent,
copyright, mask work,
trade secret, and, to a
lesser extent, trademark
laws).
Increase the number of Track the number of
merger approvals, challenged transactions
restructuring, or and record successes in
challenges handled. merger wins.
Increase the total Track the number of
number of merger merger investigations
investigations pursued pursued by the Division,
by the Division. and continue the
Division's aggressive
record to actively
identify and pursue
potential competitive
problems.
Increase non-merger Track the number of non-
civil litigation, merger civil
including civil investigations pending
investigations. at start of the fiscal
year period, opened
during the fiscal year
period, closed during
the fiscal year period,
or pending at the end of
the period.
File major civil There is no easily
enforcement actions. defined categorization
of what constitutes a
major action, but "we
know one when we see
one." Accordingly, the
workload measure for
this category will
necessarily require an
annual review of the
enforcement actions of
the Division in each
year to determine if
this goal has been met.
Termination Restructure and Reorganize the Antitrust
and reorganize to maximize Division -Phase II
Prevention of efficiency.
Private Realign the current
Cartel Professions and
Behavior Intellectual Property
Section to provide for a
section dedicated to
health care. Assign
staff with specific
industry expertise to
this new unit, reassign
staff in current section
who do not have health
care background to other
litigating sections more
suited to specialties.
Divide the current
Communications and
Finance Section in two,
creating one section
dedicated to
telecommunications and
one section to computers
and banking.
Issue Intellectual
Property Guidelines, a
major effort to clarify
the Division's position
on intellectual property
(i.e., products of
creative efforts
protected under patent,
copyright, mask work,
trade secret, and, to a
lesser extent, trademark
laws).
Issue International
Guidelines to clearly
state the Division's
position on the behavior
of companies
anticipating
transactions involving
international business
activities.
Maintain a strong The Division's On-Going
criminal enforcement Grand Juries (pending at
presence with an start of year), On-
emphasis on national and Going Grand Juries with
international criminal International Aspects,
price-fixing and % of Grand Juries
conspiracies. with International
Aspects.
Increase non-merger The number of non-
civil investigations, merger civil
leading to an attendant investigations pending
increase in non-merger at start of the fiscal
civil litigation. year, opened during the
fiscal year period,
closed during the fiscal
year period, or pending
at end of the period.
File major criminal There is no easily
enforcement actions. defined categorization
of what constitutes a
major action, but "we
know one when we see
one." Accordingly, the
workload measure for
this category will
necessarily require an
annual review of the
enforcement actions of
the Division in each
year to determine if
this goal has been met.
Bureau of Contract Ensure community based The number of
Prisons Confinement transitional drug institution and
services are available Intensive Confinement
for: (A) * of the Center (ICC) drug
institution and graduates referred vs
Intensive Confinement the number placed.
Center based drug
treatment graduates, (B) The number of Court or
and * when clinically Parole Commission
indicated, of the Court recommended inmates vs
or Parole Commission the number placed.
recommended Drug
Aftercare Cases.
With the consistent and The number of inmates
well planned management placed Vs. the total
of budget and bedspace number of eligible
resources, we will place inmates placed (85% from
* of all BOP eligible minimum security, 61%
releases in a Community from low security, and
Corrections Center. 60% from medium security
institutions).
The number of Program
and Operational Review
deficiencies in the
referral screening
process.
Federal Continue to employ an Number of inmates
Prison average of * of inmate employed vs number of
Industries population at existing inmates housed in low,
and newly activated (FY medium, and high
1996) low, medium, and security institutions.
high security
institutions.
Achieve a FY 1996 sales Actual sales vs. sales
level of * in sales of projections.
products and services to
other government
departments and
agencies.
Inmate Care Increase by * the number Number of institutions
of institutions which accredited by September
are accredited by the 30, 1996 vs number of
Joint Commission on institutions accredited
Accreditation of by September 30, 1995.
Hospital Organizations.
Increase the number of Number of institutions
institutions with HPDP programs
implementing partial or September 30, 1996 vs
full Health Promotion number of institutions
Disease Prevention with HPDP programs
programs (HPDP) by * September 30, 1995.
over the FY 1995 number.
Continue to meet the Number of meals served
requirement providing * vs number of meals
of the recommended served which meet the
minimum dietary dietary requirements.
allowance to all
inmates.
Activate * new Activate * Facilities
facilities during fiscal and * Rated Capacity
year 1996, representing (Beds) by September 30,
* beds of additional 1996.
rated capacity.
Inmate Provide residential drug Number of participating
Programs treatment for * of inmates divided by the
eligible inmates by the number of eligible
end of FY 1996. inmates for the fiscal
year.
Increase the level of Employ * of all eligible
inmate personal inmates -Number of
responsibility/self- employed inmates divided
improvement and reduce by the number of
inmate idleness by eligible inmates.
providing productive
work, education, Maintain GED pass rate
training and leisure of * -GED Pass rate
activities during inmate percentage.
activity hours (6 AM to
10 PM). Increase participation
in Wellness/Recreation
programs by * .
Provide workshop
opportunities for * of
recognized faith
groups.
Provide * of the
designated inmates with
a unit team meeting.
Institution * of all outstanding Number of account
Administratio account receivables are receivables that are 120
n, less than 120 days days delinquent compared
Management, delinquent. to the number of account
and Training receivables.
* of all payments Percentage of payments
associated with the to vendors made on
Prompt Payment Act are time.
made on time to avoid
additional payment of Amount of interest
interest and to improve expense associated with
our relationship with late payments.
vendors.
Implementation of the Number of transactions
Government Credit Card (Purchase Requests/
Program (VISA) Purchase Orders) under
throughout the Bureau. $2,500 vs number before
The purpose of the implementation.
program is to reduce the
volume of administrative Percentage of cash
actions relating to purchases vs percentage
purchases not exceeding before implementation.
the small purchase
threshold.
Ensure a controllable * Number of untimely
sentence computation releases vs total
accuracy rate. release.
Number of Inmate
Administrative Remedy
Reports related to
releases.
Law suits sustained
related to releases.
Facilitate the Percentage of less than
improvement of acceptable vs prior
management of BOP year.
programs to maintain or
reduce the percentage of Number of deferred
less than acceptable Program Reviews set-off
ratings in the prior by "Review by Need"
fiscal year. methodologies. (In order
for a program to be
eligible for a one year
set-off through "Review
by Need" the program
must have received a
good or superior
rating.)
In view of the Average cost per program
increasing demand for review compared against
our services and prior year cost.
diminishing availability
of resources, the
Program Review Division
will continue to
maintain cost efficient
methodologies for
program review.
Provide mandatory job Number of employees in
specialty training to at covered positions who
least * of all staff attended mandatory
assigned to technical, training vs total
professional, and number.
supervisory/managerial
employees within one
year of assignment into
the position.
Institution Ensure the operation of Inmate to staff ratio as
Security and safe, secure indicated in the Key
Maintenance institutions by not Indicator/Strategic
exceeding an overall Support System database.
inmate/staff ratio of
approximately * in our
facilities.
In spite of rapidly Rate of escapes per
changing population 5,000 inmates (FY 1996)
characteristics (i.e.: equal to or less than *
rapid emergence of a. secure facilities
street gangs, mandatory b. non-secure facilities
minimums, overcrowding, (camp, halfway house,
etc.), maintain the furlough, transfers).
incident rate at a level
comparable to * for Rate of assaults per
critical incidents 1000 inmates (FY 1996)
(negative indicators). equal to or less than *
.
a. inmate on staff
b. inmate on inmate.
Rate of suicides per
5000 inmates (FY 1996)
equal to or less than *
.
Rate of homicides per
5000 inmates (FY 1996)
equal to or less than *
.
Currently * of The number of work
institutions are meeting projects completed vs
or exceeding a the number of work order
Preventive Maintenance projects issued.
work completion rate of
80 percent or better. Compare preventative
The objective is to maintenance data from
increase the number of institutions with
institutions that are previous reports.
completing more than 80
percent of issued PMs to
a minimum of *
over a three year time
period beginning in FY
1996.
Modernization Currently, approximately Percentage of 24 month
and Repair * of Maintenance and projects which are
Repair line item B&F obligated within 24
projects have 75% of months of allotment vs
their funds obligated total number of 24 month
within 24 months from projects.
the date of allotment.
Our objective is that Percentage of obligation
for the $37.4 million by project vs total
requested in the FY 1996 project estimate.
budget we would increase
to * the number of Quarterly identify
projects that have 75% percentage of projects
of the funds obligated completed in a timely
within 24 months from manner.
the date of allotment.
New Begin construction of * Begin construction of *
Construction new facilities during new Facilities during
fiscal year 1996, fiscal year 1996,
representing * beds of representing * beds of
additional rated additional Rated
capacity. Capacity.
Trust Fund Implement financial Analysis of solvency,
controls to ensure efficiency and liquidity
continued financial of the Trust Fund
stability of the Trust Program utilizing annual
Fund Program. Ensure financial ratios:
annual Commissary �Quick ratio (liquid
inventory losses do not assets\ current
exceed * of annual liabilities) of 1:1
sales. �Current ratio (current
assets\current
liabilities) of 2:1
�Inventory turnover
(cost of good
sold\average inventory
balance) at 6 times per
year
�Debt ratio (total
liabilities\ total
assets) of 1:2.
Quarterly evaluation of
the Bureau of Prisons'
net value of Commissary
inventory losses as a
percentage of sales
revenue, currently at
0.25 percent per
institution.
Civil Appellate To maintain an annual Percent of closed Court
Division Staff success rate of * of Appeals cases won.
percent in personally
and jointly handled
court of appeals cases.
Commercial To defeat annually at Percent of defensive
Litigation least * percent of the claims defeated.
Branch claims sought in the
majority of personally
and jointly handled
defensive cases.
To win annually over * Percent of affirmative
percent of the total claims won.
dollars sought in
personally and jointly
handled affirmative
cases.
Federal To meet or exceed an Percent of closed trial
Programs annual success rate of * cases won.
Branch percent in personally
and jointly handled
trial cases.
Office of To win annually at least Percent of affirmative
Consumer * percent of the total claims won.
Litigation dollar claims in
personally and jointly
handled affirmative
cases.
Office of To win annually * Percent of cases won.
Immigration percent or more of the
Litigation personally and jointly
handled cases closed.
Torts Branch To defeat annually at Percent of claims
least * percent of the defeated in closed
dollar claims in closed cases.
personally and jointly
handled cases.
Civil Rights Civil Rights Maintain a posture of Cases investigated.
Division Prosecution vigorous prosecution of
civil rights and violent Cases filed.
crime cases by
investigating and Precedent setting cases
litigating both filed.
traditional cases and
cases involving an Ratio of complaints
expansion of the received to complaints
interpretation of reviewed.
existing laws.
Maintain a positive \a
success rate in
traditional criminal
cases.
Initiate enforcement of \a
the Freedom of Access to
Clinic Entrances Act.
Initiate in depth Cases investigated.
investigations of
suspected violators.
Create better working \a
relationships with U.S.
Attorneys.
Coordination Serve citizens and Compliance reviews
and Review public officials by conducted.
maintaining a continuing
program of civil rights Number of
oversight, regulatory recommendations for
and program review, corrective action
technical assistance resulting from
under E.O. 12250. compliance reviews.
E.O. 12250 responses to
citizens/public
officials.
Maintain a continuing Compliance reviews
program of civil rights conducted.
oversight, regulatory
and program review, Number of
technical assistance recommendations for
under Section 504 with corrective action
respect to federally resulting from
conducted programs. compliance reviews.
Develop model regulatory Policy documents
guidance. reviewed/developed.
Educational Litigate not only on Nontraditional cases
Opportunities traditional filed.
desegregation issues but
also precedent setting
cases on new issues such
as obtaining relief for
minority students denied
enhanced educational
opportunities through
advanced academic
programs.
Actively pursue an Language barrier cases
initiative on students filed.
denied educational
opportunities as a
result of language
barriers.
Continue to effectively Judgements/decrees/
monitor court orders and agreements monitored.
consent decrees, to
evaluate for new, next New consent decrees
generation, problems. entered.
Employment Commence investigations Precedent setting cases
Litigation of EEOC referred commenced (pattern or
complaints within * days practice, EEOC and
of referral and to make defense cases).
recommendation/take
action within * days of
initiating
investigation.
Successfully litigate an Consent decrees entered.
active calendar of
employment
discrimination cases.
Commence productive Employment
employment investigations
discrimination initiated.
investigations in target
industries and/or
geographic areas
(employment testing).
Be responsive to the Right-to-sue notices
public by the prompt issued.
issuance of right-to-
sue notices to persons
who have filed
complaints of employment
discrimination with
EEOC.
Initiate an increased Investigations (pattern
number of pattern and or practice and
practice cases. individual cases).
Precedent setting cases
commenced (pattern or
practice, EEOC and
defense cases).
Pursue all forms of \a
appropriate relief.
Pursue new types of Precedent setting cases
public sector cases. commenced (pattern or
practice, EEOC and
defense cases).
Increase the number of \a
national origin cases.
Federal Maintain a positive Cases filed in courts of
Appellate success rate in all appeals.
Activity appeals.
Cases won in courts of
appeals.
Supreme court cases
filed.
Supreme court cases won.
File at least * amicus Amicus briefs filed.
briefs.
Work closer with \a
appropriate sections to
develop briefs.
Housing and Support the AG's Mortgage lending cases
Civil commitment to fair filed.
Enforcement lending through a *
increase in case filings
over the 1994 level by
1996.
Increase fair housing Mortgage lending cases
case filings over the filed.
1994 level by 1996.
Expand fair housing Cases based on housing
testing. testing filed.
Expand the scope of Precedent setting cases
enforcement by filing filed.
cases on precedent
setting issues,
including public
accommodation cases.
Bring more pattern and \a
practice cases.
Delegate more HUD \a
referrals to U.S.
Attorneys Offices.
\b Non-discretionary cases
filed.
Management Establish goals and Major policy
and evaluate policies and initiatives.
Administratio management structure
n necessary to carry out Major organizational
those goals. reviews.
Provide administrative \a
support to each Section
needed to effectively
carry out individual
missions.
Increase automated ADP initiatives.
capabilities to enhance
analytical capabilities
and streamline paperwork
functions.
Office of Increase independent Proactive employment
Special investigations to investigations
Counsel for heighten the initiated.
Unfair effectiveness of
Immigration enforcement of the Formal settlements.
Related Immigration Reform and
Employment Control Act (IRCA) Investigations
Practices initiated.
Encourage voluntary Instances of public
compliance through outreach.
expanded public
education.
Public Access Investigate alleged Total cases filed.
violations of the
Americans with Precedent setting cases
Disabilities Act (ADA), filed.
secure compliance
through litigation or
voluntary settlements,
and contribute to
development of case law
through filing of
precedent setting cases.
Increase voluntary Instances of ADA
compliance through information
enhancing access to ADA disseminated.
information through
telecommunication,
publications
distribution, and
coordination activities.
Develop and implement Regs/policy documents
regulations to enforce developed.
Title II and III of the
ADA.
Choose cases that will Precedent setting cases
develop the law. filed.
Special Maintain protection of Investigations
Litigation the constitutional and initiated.
statutory rights of
persons confined in Cases filed under
institutions owned or CRIPA.
operated by state and
local governments under Precedent setting cases
Civil Rights of filed.
Institutionalized
Persons Act (CRIPA) Institutional tours
through investigation, conducted.
voluntary remediation,
and litigation, and
heighten enforcement
through filing precedent
setting cases.
Initiate enforcement of Cases filed under FACE.
applicable portions of
the Freedom of Access to
Clinic Entrances Act
(FACE) by filing motions
for TROs, preliminary
injunctions, and filing
subsequent damage
actions and actions for
civil penalties.
Ensure compliance with Consent decrees entered.
existing judgments and
consent decrees.
Voting Successfully defend Number of consent
redistricting plans from decrees entered.
unjustified challenges
inspired by the Shaw v.
Reno decision.
Meet statutory deadlines Section 5 submissions
in all Section 5 reviewed.
submissions, and develop
appropriate follow-up
litigation.
Successful overall Total cases filed.
enforcement of the
Voting Rights Act and
other protective
litigation.
Engage in an intensive Outreach activities on
educational and Motor Voter.
monitoring effort to
help states understand
their new obligations
under the National Voter
Registration Act of 1993
(Motor Voter).
Develop cases involving Precedent setting cases
voter intimidation and filed.
minority language
issues.
Community Conflict Encourage the Number of schools who
Relations Prevention incorporation of a develop a conflict
Service and conflict management and management and
Resolution resolution skills resolution skills
curriculum in school curriculum or program
districts. with CRS assistance.
Number of school
districts who
incorporate a conflict
management and
resolution skills
curriculum or program
with CRS assistance.
Provide assistance to Number of Chief State
those State and local School Officers or State
officials and School agencies who are
professional educators assisted by CRS to
who want to expand their expand state curriculum
schools' curriculum or to include conflict
program to include management and
conflict management and resolution skills.
resolution.
Number of train the
trainer programs
delivered by CRS for
professional
associations of
educators, school
district personnel, and/
or students.
Encourage the adoption Number of communities in
of a community policing which technical
philosophy and provide assistance or training
technical assistance and on community policing is
training to law provided to law
enforcement and enforcement and
community community
representatives. representatives.
Seek to reduce the Number of copies of the
prospects of racial and CRS publication, "The
ethnic tension and Principles of Good
conflict between the Policing," disseminated
community and law to communities for use
enforcement. by community and law
enforcement
representatives.
Provide conciliation/ Number of communities
mediation services to who are assisted by CRS
communities and to address major
organizations who are conflicts based on race,
experiencing racial or color or national origin
ethnic conflict. [tension levels 4 -6:
public statements of
conflict through
violence].
Number of CRS cases in
which racial/ethnic
tension level is reduced
after conciliation/
mediation intervention.
Include all parties Average number of racial
involved in racial or groups involved in a
ethnic conflict in conciliation/mediation
contributing to, and service.
working toward, a
solution. Percentage of favorable
responses to customer
survey question
regarding whether
customers felt that CRS'
assistance was helpful
in achieving resolution.
Increase CRS focus on Number of environmental
environmental justice justice projects/cases
issues and conflicts. undertaken.
Support the FEMA crisis Number of FEMA support
response capacity activities rovided.
relative to racial/
ethnic minority Annual dollar level of
communities. FEMA reimbursement.
Coordinate activities Number of joint projects
with other DOJ undertaken with other
components to avoid DOJ components.
duplication of efforts.
Attain a 1:1 ratio of Percentage of staff who
computers to staff. are assigned computers.
Install full networking Number of Regional/
capabilities in each of Field offices that have
the Regional and Field converted from peer-to-
Offices. peer LANs to full
network capacity.
Institutionalize staff Number of staff training
development capability. courses delivered.
Percentage of
conciliation staff who
receive skills
development training.
Reception, Provide for the Number of Cuban and
Processing efficient and effective Haitian entrants
and Care of reception, processing served.
Cubans and and care of Cuban and
Haitians Haitian entrants Average number of days
released by INS. between INS release and
resettlement of
entrants.
Provide for efficient Number of alien
and effective shelter unaccompanied minors
care and other related served.
services to alien
unaccompanied minors.
Coordinate activities Number of joint projects
with other DOJ undertaken with other
components to avoid DOJ components.
duplication of efforts.
Criminal International To assist the U.S. The creation of a system
Division Attorney's offices and that will keep the
State and local law Office of International
enforcement agencies in Affairs (OIA) informed
meeting foreign of approaching deadlines
extradition deadlines for U.S. Attorneys to
set forth in extradition submit materials
agreements between the supporting their
United States and requests for
foreign countries. extradition.
The utilization of a
system that will enable
OIA to electronically
transfer to U.S.
Attorneys' offices
materials from previous,
successful extradition
requests. The U.S.
attorneys' offices can
then use these materials
as samples when
preparing their own
requests.
Litigation To continue to properly Title III Applications
Support review the increasing Reviewed.
number of Electronic
Surveillance Requests Average Turn-Around Time
(Title III Applications) on Title IIIs.
without the utilization
of additional resources.
Violent To influence the The establishment of
Crime, selection of a networks of law
Organized jurisdiction in which a enforcement officials
Crime and violent crime case is within jurisdictions to
Narcotics prosecuted based on the communicate and
circumstances of the coordinate efforts that
case and consideration will result in the most
of Federal, State or favorable conditions for
local laws that may conducting prosecutions.
adversely or
beneficially affect the
prosecution of the case.
To increase the number The development of
of violent crime communication and
convictions nationwide information sharing
through increased mechanisms that will
communication and improve Federal, State
information sharing and local law
among Federal, State and enforcement agencies'
local law enforcement violent crime
agencies. prosecutorial and
investigative
techniques.
White Collar To increase the number To conduct at least *
Crime of proactive child significant single-city
prostitution child prostitution
investigations conducted investigations each
by U.S. Attorneys' year. These
offices and State and investigations would be
local law enforcement coordinated by the
agencies. criminal Division using
multi-disciplinary teams
consisting of the
Criminal Division, the
Federal Bureau of
Investigation, the
applicable U.S.
Attorneys' office, and
State and local law
enforcement agencies.
We anticipate that
"lessons learned" from
the first investigation
will further enhance the
Division's efforts in
subsequent
investigations. In
addition, through
cooperative efforts such
as these, the Division
will be establishing a
model to be used by U.S.
Attorneys and State and
local agencies to
successfully handle
future investigations.
Drug Diversion Prevent the United Number of imports and
Enforcement Control Fee States from becoming a exports reviewed.
Administratio Account source country to the
n illicit market for
pharmaceuticals and
limit the amount of
controlled substances
entering international
commerce.
Domestic Disrupt drug trafficking Cost of money
Enforcement organizations money laundering.
laundering operations by
increasing the rate of
exchange charged from *
percent to * percent.
Identify and target Number of wiretaps
higher level drug completed.
trafficking
organizations by
increasing wiretaps by *
percent per year.
Drug and Implement the Domestic Implementation of the
Chemical Chemical Diversion Domestic Chemical
Diversion Control Act of 1993, Diversion Control Act of
Control which is intended to 1993.
close avenues used by
illicit drug
manufacturers to
purchase their supplies
of listed chemicals
necessary for the
manufacture of drugs.
Reduce the availability Registration of chemical
of legitimately companies.
manufactured controlled
substances used for
illicit purposes in the
United States through
the monitoring and
oversight of chemical
companies.
Prevent the United Number of imports and
States from becoming a exports reviewed.
source country to the
illicit market for
pharmaceuticals and
limit the amount of
controlled substances
entering international
commerce.
Foreign Establish a country Official opening of the
Cooperative office in Beijing, Beijing, People's
Investigation Peoples Republic of Republic of China
s Program China (PRC) to: enhance Office.
operations with China;
target Golden Triangle The number of contracts
Traffickers; and developed in the PRC
increase intelligence through informants,
information and sharing intelligence, and law
on the trafficking of enforcement personnel.
heroin into the U.S.
from this area of the
world.
Increase the amount of The number of foreign
foreign support for investigations which
domestic investigations. impact upon domestic
cases.
Intelligence Implement project Establishment of the
MERLIN, thereby enabling data base; successful
DEA to store and analyze completion of test run.
both classified and
unclassified Number of queries.
intelligence
information, providing
access to data
previously unavailable
to many DEA personnel.
Increase by * percent Number of queries.
the utilization of
Special Field
Intelligence Program DOS
EQUIS, in order to
obtain information on
highest level
traffickers.
Laboratory Continue to meet the * Actual turnaround time
Services day turnaround time on as measured by surveys
drug evidence analysis. of the AUSA, State and
Local Officers, and DEA
Offices.
To assure that evidence The accuracy of
is accurately identified substance
* percent of the time. identification, assessed
through proficiency
tests 24 times a year.
Increase the number of The number of state and
state and local law local personnel trained
enforcement personnel in drug evidence
trained in drug evidence analysis.
analysis.
State and Increase the level of Number of task forces
Local Task Federal, state, and converted and the number
Force Program local cooperation, which of cases with higher
in turn should increase level violators.
number and quality of
cases.
Reduce homicides related Violent crime statistics
to drug trafficking (especially homicides)
through cooperation with in the areas of
other Federal, state and operation.
local law enforcement
agencies in the
identification,
investigation, arrest
and prosecution of drug
traffickers with a
potential for violence.
Environment Appellate and Maintain an * or better Courts of Appeals Cases
and Natural Policy "win" rate in all Won.
Resources appeals.
Division Supreme Court Cases Won.
File at least * amicus Amicus Cases Filings.
briefs, including some
on behalf of Native
Americans.
Environmental Maintain a conviction Convictions/Pleas.
Protection rate of * or better in
criminal cases. Conviction Rate.
Recover criminal fines/ Ratio of Criminal Case
restitution/court costs Recoveries to Budget.
to pay for the program *
times over.
Recover at least * for Ratio of Civil
every dollar spent by Recoveries/Penalties/
the Environmental Natural Resource Damages
Enforcement Section to Budget.
(including Appropriated
and Superfund monies)
thus depriving violators
much of the economic
benefit of
noncompliance.
Aggressively enforce the Affirmative Wetlands
Administration's Cases Received/
Wetlands program by Initiated.
bringing * more suits
directly.
\b Indictments and
Informations.
Natural Maintain an * or better Number of Defendants
Resources "win" rate in all Indicted.
criminal wildlife cases.
Conviction Rate.
Develop method for Numeric goal and
expediting Indian water indicators yet to be
rights cases. determined.
Qualify the government Percent of condemnation
as a "prevailing party" cases qualifying as
under EAJA in at least * prevailing party.
of condemnations.
Executive Assets Assets in Inventory, \a
Office of Forfeiture end-of-year.
Assets Fund
Forfeiture\c
Value of Assets in \a
Inventory, end-of-year.
Total Deposits to Assets \a
Forfeiture Fund.
Value of Property Placed \a
into Official Use by
Federal, State, and
local agencies.
Level of proceeds \a
generated from the sale
of forfeited property.
Level of expenses \a
incurred to generate
these proceeds.
Ratio of asset \a
management and disposal
costs to the disposed
property value.
Ratio of Equitable \a
Sharing Payments to Net
Income.
Net Return to Asset \a
Forfeiture Program.
Executive \d For each of the Detained cases, without
Office for categories of detained applications for relief
Immigration cases, the percentage of from deportation,
Review cases completed within completed within 30
the timeframe goals will days.
increase by * per year.
Detained cases, with
applications for relief
from deportation,
completed within 3
months.
Appealed detained cases
completed within 2
months.
For each of the Non-detained cases
categories of non- having an initial
detained cases, the hearing within 3
percentage of cases months.
completed within the
timeframe goals will Non-detained cases
increase by * per year. completed within 8
months of the initial
hearing.
As EOIR moves toward Asylum cases completed
full staffing during within 120 days.
FY95 an increasing
percentage of asylum
cases will be heard
within 120 days.
Throughout FY96, * of
asylum cases will be
completed within 120
days.
The percentage of the Cases completed prior to
Criminal Alien Program the alien's earliest
Cases completed prior to possible release date.
the earliest possible
release date will
increase by * per year.
Executive \d Law enforcement Number of persons
Office for performance goal: To charged for "1) any
Weed and control violent and felony or misdemeanor
Seed\e drug-related crime relating to distributing
through intelligence or pocessing drugs and/
gathering and crime or firearms (or aiding/
analysis, charging abetting or causing
offenders, and thereof) within the
prosecution of offenders confines of the Weed and
from the targeted Seed area, or involving
neighborhood. conspiracy to sell or
possess drugs and/or
firearms; or, 2) the
commission of any other
felony offenses within
the Weed and Seed area.
Include any such cases
which occur outside the
Weed and Seed area which
directly impact the area
or have a significant
nexus thereto."
Number of defendants
convicted for such an
offense.
Community Policing Goal: Number of community
To enhance public safety police patrols (e.g.,
and security through: foot or bike patrols).
(1) a police deployment
strategy focusing on
community engagement
through increased and
regular interaction
between neighborhood
residents and officers
(e.g., foot patrols) and
proactive problem-
solving; and (2) by
mobilizing neighborhood
residents to work with
the police in solving
and preventing violent
and other drug-related
crime.
Prevention/Early Drop out rate.
Intervention/Treatment
Goal: To create a Truancy rate.
healthy and supportive
environment by
preventing and
combatting crime, drug
use, unemployment,
illiteracy, and disease.
Neighborhood Restoration Number of clean-up
Goal: To revitalize the activities held through
neighborhood by the Weed and Seed
providing adequate program.
housing, a clean and
attractive environment, Number of persons
and economic development provided job training
opportunities. through Weed and Seed-
related programs: Step-
up; and Leadership
Employment for Armed
Services Personnel.
Federal Criminal Maintain average Average response time
Bureau of Justice response time to under 1. Criminal
Investigation Services two weeks for 95 percent 2. Civil.
of work.
To provide National Law enforcement
Crime Information Center personnel trained by
(NCIC) assistance in the NCIC or NCIC 2000.
areas of evaluation,
customer-directed Number of wanted persons
problem solving, arrested or missing
training, program persons located as a
development, and result of off line
administration. searches.
To manage the transition Number of local law
from the traditional enforcement agencies
summary-based Uniform participating in Hate
Crime Reporting (UCR) to Crime data collection.
the newer National
Incident-Based Reporting Number of state UCR
System (NIBRS) with its programs certified for
expanded collection, full NIBRS
processing, participation.
verification, analysis,
and annual publication Number of Federal
of crime statistical agencies in a
data received from local developmental phase of
law enforcement. complying with the
Uniform Federal Crime
Reporting (UFCR) Act.
To transfer employees Total number of
from FBI Headquarters employees in West
and hire additional Virginia (cumulative).
employees in West
Virginia. Number of new hires in
West Virginia
(cumulative).
To develop the Integrated Automated
Integrated Automated Fingerprint
Fingerprint Identification System
Identification System a. System Specification
(IAFIS). IAFIS will be a Review
rapid response, b. System Design Review
paperless system that c. Preliminary Design
will receive and process Review
electronic fingerprint d. Critical Design
images, criminal Review.
histories, and related
data on criminal civil
applications.
Forensic To meet all case Percentage of case
Services deadlines, especially deadlines met.
for FBI investigations
and DOJ prosecutions.
To decrease the Casework Turnaround:
turnaround of the three �Document Sect.
caseworking sections �Sci. Analysis Sect.
(Document, Scientific �Latent Fing. Sect.
Analysis, and Latent
Fingerprint) by at least
5 percent.
To increase the number Law enforcement
of research projects and personnel trained (FBI,
the number of law Federal, State, and
enforcement personnel local).
(FBI, other Federal,
State, and local) Research projects
training in forensic ongoing.
disciplines.
To increase the number Suspects identified by
of suspects identified latent fingerprint
by latent fingerprint exams.
examinations.
Information Improve FBI productivity Percentage of computer
Management, and storage capacity by terminals required in
Automation, providing additional all FBI locations,
and Direct Access Storage including Headquarters,
Telecommunica Devices (DASD), field offices, resident
tion Commercial Intelligence agencies, and legal
Workstations, and attaches compared to the
network servers for actual number of
local area networking terminals available.
capabilities, and the
technology required to Percentage of DASD
support integrated available in the FBI
technical and Headquarters Computer
applications Center compared to the
architecture. amount of DASD required.
The availability of DASD
is measured in
gigabytes.
Percentage of FBI
offices in which token
ring installation has
been completed compared
to the number of offices
requiring installation.
Decrease the percentage Percentage of manual
of manual procedures and procedures and
administrative administrative measures
procedures through the diminished due to
use of electronic electronic redaction of
redaction of information.
information.
Management Consistent with Diversify the labor
and appropriated funds, force by increasing
Administratio efficiently meet the minority hiring
n personnel resource percentages annually.
requirements of the FBI
through effective
recruitment with an
emphasis on the hiring
of minorities and women.
Select qualified \a
employees to meet FBI
supervisory and
management needs in a
manner which provides
equal employment for all
personnel.
Effectively distribute Complete the
resources through an announcement for all
efficient and timely support vacancies at
special agency FBIHQ, internal postings
selection, staffing and and external hires,
transfer process. within 14 calendar days
or fewer of receipt of
the request in the
Staffing Unit, Personnel
Management Section.
Once a support vacancy
announcement at FBIHQ
has closed, forward a
list of qualified
candidates to the
selecting officials
within 21 calendar days
or fewer.
Complete the
adjudication of all
routine disciplinary
cases in 60 calendar
days or fewer.
Complete full background
investigations on
Special Agent applicants
within 30 workdays or
fewer.
Complete all Special
Agent transfers,
excluding hardship
transfers, within 30
days or fewer.
Insure the effective and Complete all master
efficient administration description requests
of personnel by with promotions, wherein
providing position the position has already
classification, been classified, in 30
staffing, pay and leave workdays or fewer.
administration and other
employee benefit Distribute notification
services. to the appropriate
offices, verify
eligibility and process
Standard Form (SF) 50
within 10 days of
receipt of the Special
Agent promotion/within
grade lists from the
Administrative Systems
Automations Planning
Unit.
Verify eligibility,
determine appropriate
pay rate and remarks of
all pay actions by SF 50
within 10 workdays.
Process all employee
benefit claims/
applications within 30
days with a satisfaction
level of 85 percent.
Management Conduct on-site Number of FO and HQ
and inspections of FBI field inspections conducted
Administratio and headquarters and instructions and
n (Inspection divisions and legal recommendations
Division) attache offices in approved. Results in
accordance with accepted more efficient and
quantitative and effective field and FBI
qualitative audit HQ operations.
standards and applicable
laws, rules and
regulations and stated
policy. Conduct shooting
and other administrative
inquires as needed.
Identify, analyze and Number of evaluations
resolve organizational and analyses undertaken
performance, program, and number of
and policy issues recommendations
through the conduct of approved. Results in
organizational surveys, more efficient and
program evaluations, and effective management
policy analysis. decisionmaking.
Conduct financial audits Number of FO and HQ
of the FBI's fiscal audits conducted, and
affairs and provide number of instructions
management with and recommendations
independent assessments approved. Results in
of financial operations. enhanced management
decision-making with
regard to FBI financial
matters.
Produce the FBI's The FBI Strategic Plan
strategic and annual and annual plans are
plan. prepared in a timely
manner. Results in
overall organizational
guidance and direction
for operations and
budgeting.
Resolve allegations of Number of cases opened
criminality and serious and number of actions
misconduct against FBI taken. Results in a
employees in a thorough, continuing definition
objective and timely for expected employee
fashion. conduct.
Office of Reduce the number of EEO Total number of EEO
Equal complaints filed by 5 %. complaints filed during
Employment FY.
Opportunity
Affairs
Of all EEO complaints Total number of EEO
filed, increase the complaints closed by
number of complaints settlement agreement.
addressed and closed as
the result of settlement
agreement.
Technical Increase the number of The quantity of ETs
Field Support Electronics Technicians required in FBI field
and Services (ETs) in FBI field offices.
offices.
The number of ETs
authorized to install,
repair, and to perform
corrective and mandated
preventive maintenance
to communications and
physical security
systems.
Expand antenna sites in The number of antenna
support of the Digital sites required by the
Voice Privacy (DVP) DVP Project.
System.
The percentage of sites
and circuits which can
be funded using base
resources.
Training Train required number of Number of FBI employees
FBI New Agents. trained and student
Priorities are: Graduate training days provided
trainees who have the at the FBI academy:
necessary skills and FBI New Agents.
knowledge in the areas
of informants/
intelligence gathering,
communications,
interviewing and
investigative
techniques, legal,
firearms, and defensive
tactics to function as
GS 10 investigators upon
being assigned to an FBI
field office.
Enhance the curriculum Number of State, local
and train the approved and international
number of law Criminal Justice
enforcement officers in personnel trained and
the FBI National Academy student training days
(FBINA) program. provided at the FBI
Priorities are: for each Academy:
of the four FBINA National Academy.
sessions involving
appropriately 1,000
students, enhance the
curriculum with the
addition or improvement
of forensic science and
other undergraduate,
graduate, and non-
credit courses; and
conduct a needs analysis
of FBINA automation
training needs.
Improve the Number of FBI employees
investigative, trained and student
managerial, and training days provided
technical capabilities at the FBI Academy:
of FBI and other FBI In-Services.
Criminal Justice
personnel by providing Number of state, local
continually updated and international
education programs at Criminal Justice
the FBI Academy. personnel trained and
Priorities are: mandated student training days
FBI in-services; the Law provided at the FBI
Enforcement Executive Academy:
Development Seminar; the All Other.
National Executive
Institute; and providing Extent of relevance to
forensic science and training assignments of
other training for each in-service training
DEA Basic Agents Class. provided to FBI
employees at the FBI
Academy.
Improve the Number of State and
investigative, local Criminal Justice
managerial, and personnel trained
technical capabilities through Field Training
of Criminal Justice Program.
personnel through
continually updated
training by FBI
instructors at locations
throughout the United
States and at selected
international sites.
Priorities are: provide
investigative and
technical training to
approximately 100,000
local law enforcement
personnel.
Conduct research and \a
provide evaluative,
investigative, and
operational assistance
in areas where FBI
Academy personnel have
specialized expertise.
Priorities are: host a
Violent Crimes Seminar
at the FBI Academy;
conduct research in the
area of interview and
interrogation techniques
and publish the results;
and initiate research on
the psychology of white
collar crime offenders.
Violent To continue the Safe Total SSTF.
Crimes Streets Task Force
(SSTF) Initiative with Number of Field Offices
other Federal, state and with SSTF.
local law enforcement
agencies, ensuring the Total SSTF
most effective and Participants:
efficient utilization of �FBI
resources, and resulting �State/Local
in an approximate �Other Federal
increase of 5 percent in Agencies.
arrests, indictments,
and convictions. Arrests.
Indictments &
Informations.
Convictions.
To establish a total of Task Forces with BIA/
7 task forces on Indian Tribal Police.
Reservations with the
Bureau of Indian Affairs
(BIA) and Tribal police
to address crimes of
violence and sexual
abuse of children.
Increase number of gang Gang-related matters
cases initiated by at initiated
least 5 percent.
White Collar Increase by 5 percent HCF cases.
Crime the number of Health
Care Fraud (HCF)
investigations
initiated.
Increase by 5 percent EC cases.
the number of
Environmental Crimes
(EC) investigations
initiated.
Increase by 5 percent HCF and EC Indictments,
the number of informations, and
individuals and/or complaints.
corporations charged via
indictment, information,
or complaint within the
areas of HCF and EC.
Immigration Adjudications \b Current measures are
and and related to measuring
Naturalizatio Naturalizatio casework processed
n Service\f n (e.g., applications
received, processed and
pending).
Possible indicators:
a) Percentage of
applications received
that are fradulent.
b) Success in
identifying fradulent
applications.
c) Average time required
to process apllications
and interview
applicants.
d) Percent of applicants
that successfully appeal
their case before the
various courts.
Border Patrol \b Current workload
measures: Number of
apprehensions and
seizures.
Possible indicators:
a) Border crossing
recidivism rate.
b) Number of border
crossings missed.
c) Deterrent effect of
border crossing policy.
Detention & \b Current workload
Deportation measures are measures of
specific outputs such as
aliens detained, aliens
expelled, and aliens
placed on bond, etc.
Possible indicators:
a) Percent of orders to
show cause that result
in final orders of
deportation.
b) Number of final
orders of deportation
that lead to actual
deportation.
Inspections \b Current workload
measures include persons
inspected, vehicles
inspected, inadmissable
aliens intercepted, and
drug seizures.
Possible indicators:
a) Average waiting time
for inspections.
b) Percentage of
fraudulent entry
attempts intercepted.
International \b Current workload
Affairs and measures are related to
Outreach measuring casework
processed (e.g.,
adjudications received,
processed and pending).
Possible indicators:
a) Percentage of
applications received
that are fraudulent.
b) Success in
identifying fraudulent
applications.
c) Average time required
to process applications
and interview
applicants.
d) Number of
applications processed.
Investigation \b Current measures are
s measures of specific
outputs such as criminal
cases completed and
defendants prosecuted.
Possible indicators:
a) The national
employers sanctions
compliance rate.
b) The number of
deportable incarcerated
aliens actually removed
from the United States
that were identified by
Investigations through
the Institutional
Hearing Program.
Legal \b Current measures are
Proceedings measures of specific
outputs such as trial
attorney appearances,
cases prepared, legal
consulations, legal
opinions and memoranda,
and notices of intent to
fine, etc.
Possible indicator:
Percentage of orders to
show cause that result
in final orders of
deportation.
INITIATIVE: \b Workload indicators for
Promote the addressing backlogs:
Professional �Managerial
Development �Supervisory
of all �Advanced.
employees
with Special Workload indicators for
Emphasis on distributed learning:
Integrity and �Export
New �In-Service
Technology �Extension.
Possible indicator:
Improved operational
output for each type of
employee receiving
training.
INITIATIVE: \b Workload Indicators for
Reduce the Law Enforcement
Incentives Support Center:
for Illegal �Inquiries
Immigration, �Aliens identified as
while aggravated (felons
Improving requiring investigation/
Delivery of processing for
Customer deportation by field
Services investigators).
Workload Indicators for
Telephone Verification
System:
�Participating State
Agencies
�Queries on SAVE
database
�Participating
Employers
�Ineligible aliens
identified
�Secondary Verification
Completions.
The nationwide employer
sanctions compliance
rate.
Possible indicator:
The affect of the
Verification Information
System on the nationwide
employer sanctions
compliance rate.
INITIATIVE: \b Border Patrol Workload
Strengthen Measures:
Border �Deportable Aliens
Management Apprehended
�Smuggled Aliens
Apprehended
�Smugglers Apprehended
�Number of Criminal
Aliens Apprehended
�Number of Seized
Conveyances
�Number of Drug
Seizures
�Value of Drug Seizures.
Inspections Workload
Measures:
�Persons Inspected
�Vehicles Inspected -
Land Border Fee
�Inadmissable Aliens
Intercepted
�Seizures of Illegal
Drugs.
Possible indicators:
a) Percentage of
illegitimate crossers
who are referred to
secondary by primary
inspectors.
b) Percentage of
illegitimate crossers
who are apprehended by
Border Patrol.
Justice Justice The Personnel Staff will Average number of days
Management Management decrease turnaround to deliver a selection
Division Division times by at least * for list to requesting
personnel action office.
requests and notices of
action taken. Average number of days
to deliver an accurately
classified job to the
requester.
Average number of days
to deliver SF-50s to
clients.
The Telecommunications Data Communications
Service Staff will trouble calls: %
resolve * of data resolved w/in 2 hours.
trouble calls within 2
hours.
The Security and Number of security
Emergency Planning Staff compliance reviews
will conduct * security conducted and follow-
compliance reviews for ups conducted.
FY 96. These security
compliance reviews
include initial, follow-
up, and limited focus
reviews of all
Department components.
The Procurement Services Percentage of contracts
Staff will have * of approved and percentage
Departmental contracts of contracts awarded in
approved, and * of a timely manner.
awards made in a timely
fashion to meet customer
needs.
The Finance Staff will Increase utilization of
work to increase NFC supplied systems
utilization of NFC resources; decrease
supplied systems scope and magnitude of
resources and decrease intermediary processing
scope and magnitude of using DOJ resources.
intermediary processing
using DOJ resources.
The Telecommunications Percentage of customer
Services Staff will chargeback statements
prepare customer prepared within 45 days
chargeback statements of end of month.
within * days of end of
each month.
National Drug National Drug Produce * National Complete target number
Intelligence Intelligence Support Series reports of National Support
Center Center on drug trafficking Series Reports.
matters of national
concern.
Produce * General Complete target number
Support Series reports of General Support
relating to strategic Series reports.
organizational drug
intelligence matters of
Intelligence Priorities
Board concern.
Produce * Direct Support Complete target number
Series reports (Document of Direct Support Series
Exploitation, Computer Reports.
Exploitation, and
Intelligence Support
Reports).
Produce * Technical Complete target number
Information Series of Technical Information
reports relative to Series Reports.
compatibility standards
and the efficient and
effective transfer of
counterdrug
intelligence.
Receive a * percent Percentage of favorable
customer satisfaction customer satisfaction
survey response for surveys.
timeliness and
usefulness of
intelligence products.
National Academy The immediate Percentage of
Institute of Division supervisors/chief Correctional Leadership
Corrections executive officers of Development (CLD)
90% of the participants participants whose
who completed the supervisors/CEOs report
seminar will report a positive impact on
specific ways that the their job-related
program has had a performance.
positive impact on the
participants' work-
related performance.
Community Within six months of the Percentage of
Corrections project start, all jurisdictions that have
Division jurisdictions will an intermediate
organize an intermediate sanctions policy team
sanctions policy team that meets regularly (at
that minimally includes least quarterly)
a judge, prosecutor, and regarding project goals.
community corrections
administrator
responsible for project
goals.
Within 12 months of the Percentage of
project start, all jurisdictions that
jurisdictions will have collect data necessary
collected data required for objectively
for objectively examining and developing
examining and developing intermediate sanctions
intermediate sanctioning policy:
policies. a. system data
b. offender profile
data
c. sanctioning data.
Within 15 months of the Percentage of
project start, all jurisdictions that
jurisdictions will develop rational, data-
develop rational, data- driven policies guiding
driven policies guiding the use of intermediate
the use of intermediate sanctions for females.
sanctions for female
offenders.
Jails Fifty percent of the Percentage of Facility
Division participating Development Program
jurisdictions will (FDP) participants that
identify significant identify significant
cost savings in their cost savings in their
planning, design, planning, design,
construction, and/or construction, and/or
operating expenses operating expenses.
within one year of
opening their new jail.
Participating Ratio of FDP
jurisdictions will be participants
50% less likely than successfully sued for
non-participating conditions of
jurisdictions to be confinement to non-FDP
successfully sued for participants
conditions of successfully sued for
confinement, annually. conditions of
confinement.
Prisons Within one year of Percentage of OCS
Division receiving technical technical assistance
assistance, ninety recipients who report
percent of the development of specific
Development and policies, procedures,
Evaluation of Objective and operational changes
Classification Systems which increase
(OCS) technical objectivity in decision-
assistance recipients making in their inmate
will develop and classification system.
implement an inmate
objective classification
system.
Office of the Audit, Issue audit products Meet with auditees, when
Inspector Inspections that promote economy, feasible, to review
General and effectiveness and findings and conclusions
Investigation efficiency within the and co-develop
s Department. recommendations for
improved operations
prior to issuance of
final reports.
Provide information and Number of final reports
recommendations through issued.
objective assessments
that identify Number of reports
opportunities for providing assurances of
improving Department positive operations.
programs, operations
and/or information Number of reports
systems. At least * identifying one or more
percent of the of the opportunities for
inspection reports will improvement listed
either provide above:
assurances of positive a. results from self-
operations or identify assessment;
one or more of the b. survey results from
following types of primary customers;
opportunities for c. survey results from
improvements: the AG and DAG.
1. productivity/
efficiency;
2. early warning of
emerging problems;
3. regulatory/
legislative change(s);
4. money savings and
financial improvements.
Reduce the processing Average number of hours
time of referrals to needed to review and
Departmental components transmit referral to
to 24 hours. appropriate component
for action.
Levels of review
required.
Provide written Issuance of 7-day letter
notification of serious/ to the Congress.
critical problems,
abuses and/or Issuance of semiannual
deficiencies within report to the Attorney
Department components. General and Congress.
Assist Department Issue Notifications of
management in the Irregularities based on
prevention of fraud and facts detected as a
abuse in Department of result of audit work.
Justice.
Increase the number of Number of employees
senior Department attending integrity
officials and employees briefings.
in high risk groups
reached through
Integrity Awareness
Briefings.
Receive and process Number of arrests.
allegations, including
investigating those Number of indictments.
involving criminal
violations, and pursue Number of convictions.
all phases of
prosecution to include Number of complaints
arrest, indictment and processed.
conviction.
Cases pending -start of
year.
Number of cases opened.
Number of cases closed.
Cases pending -end of
year.
Office of Anti-Drug To encourage the Number of policy
Justice Abuse Program establishment of centers, model
Programs policies, the legislation, or model
development of programs created or
strategies and enhanced.
reallocation or
targeting of resources Percent of programs with
to increase the a comprehensive
effectiveness and planning/strategy
efficiency of drug-and development
crime-control and requirement.
prevention efforts by:
o establishing * new and Number of jurisdictions
expanding * existing engaged in a
activities that develop comprehensive planning/
model policies, strategy development
legislation, and process.
programs
o applying requirements Trends in the allocation
for planning and of formula grant funds
development of to reflect a balance
strategies to * percent across the criminal
more programs justice system and among
o increasing the the authorized purpose
comprehensiveness and areas.
balance of the drug
control and violent Number of new
crime strategies demonstration programs
developed by the States developed.
under the Formula Grant
Program. Number of demonstration
grants awarded.
Number of individuals
trained.
Number of jurisdictions
provided technical
assistance.
To provide State and Number of new
local criminal justice demonstration programs
agencies with state-of- developed.
the-art information on
innovative and effective Number of new or
programs, practices and innovative programs
techniques by: implemented under the
o increasing the number Formula Grant Program.
of demonstration
programs by * Number of demonstration
o increasing the number grants awarded.
of new or innovative
formula grant programs Number of publications
implemented by the produced.
States by * percent
o developing and Number of publications
publishing * new disseminated.
publications which
describe and/or provide Number of users
guidance on accessing program
implementation of model information
programs and practices electronically.
o implementing new
outreach mechanisms to Number of individuals
increase the number of trained.
government officials and
criminal justice Number of jurisdictions
practitioners who access provided technical
program information by * assistance.
percent.
To improve and enhance Number of new
the capability of State demonstration programs
and local agencies to developed.
engage in effective
drug-and crime control Number of demonstration
efforts by: grants awarded.
o providing training to
* criminal justice Number of training
practitioners curriculums developed or
o providing technical enhanced.
assistance to *
jurisdictions/agencies Number of individuals
o developing and trained.
implementing procedures
to obtain feedback from Number of jurisdictions
those receiving training provided technical
and technical assistance assistance.
to assess changes and
improvements implemented
as a result of this
assistance.
To encourage and Number of new
facilitate greater demonstration programs
coordination and developed.
cooperation among
Federal, State and local Number of demonstration
units of government, grants awarded.
within the criminal
justice system, between Number of individuals
criminal justice trained.
officials and the
community served, among Number of jurisdictions
criminal justice, provided technical
treatment and education assistance.
agencies, and across
jurisdictional lines Percent of programs with
by: a coordination/
o making the level of cooperation
coordination and requirement.
cooperation one of the
application review Number of training
criteria for all grant programs which provide
applications guidance for improving
o incorporating guidance coordination and
and methods for cooperation.
improving coordination
and cooperation into * Number of publications
training programs and * which provide guidance
publications. for improving
coordination and
cooperation.
Crime Victims Provide staff and Execution of awards
Fund financial resources and ceremony identifying the
incentives to encourage most innovative
aggressive U.S. initiatives for debt
Attorney, Bureau of collection.
Prison, etc. efforts to
collect criminal fines Dissemination of
and penalty assessments information regarding
for deposits in the innovative techniques
Crime Victims Fund to for debt collection.
include:
(1) Coordinating and Production of an
hosting the annual information video on
Attorney General's award impact of Crime Victim
ceremony recognizing Fund dollars to support
Department of Justice programs for crime
employees who have made victims.
special efforts to
collect criminal fines Draft legislative
and penalties from language to amend the
convicted defendants; Victims of Crime Act to
(2) Support department- provide for increased
wide training for penalty assessments and
financial litigation fines, and to identify
unit staff on the use of new revenue sources for
dollars collected from the Fund.
convicted defendants;
(3) Support an
information video on the
programs supported with
Crime Victims Fund
dollars for use in
training debt collection
staff of the department;
and
(4) Seek legislative
amendments to increase
amounts assessed for
criminal fines and
penalty assessments and
identify new sources of
assessment.
Develop a time/task line Development of a short-
for strategic planning, and long-term funding
which would include: plan.
(1) Appointing work
group leaders of Plan projects emerging
Division Directors to issues and responds to
manage and assign tasks priorities established
to staff. by the victims
(2) Contacting various community.
constituent groups,
through divisions or Projections for program
working groups, to funding are built into
discuss areas in which the plan.
national leadership is
needed to identify gaps Plan considers staff
in products and services resources as well as
to victims of crime. support from other
(3) Presenting components of the
information gathered to Department and federal
the working group government.
leaders or Division
Directors. Leaders,
Division Directors, and
the OVC Director would
compile the
recommendations and
suggestions, which could
be consolidated into a
plan of action for OVC.
(4) Conducting an
investigation of what
has already been done by
other OJP Bureaus,
Federal agencies, public
and nonprofit
organizations in various
areas of victimization.
This information should
be maintained in a user-
friendly format for easy
access and to avoid
duplication of efforts.
(5) Evaluating staffing
needs based on the OVC
plan of action and
general goals of OVC.
To enhance the delivery How many states have
of state VOCA adopted the Automated
compensation and State Crime Victim
assistance funds: Compensation Tracking
(1) Increase the number System?
of states that utilize
the Automated State Does OVC make state
Crime Victim grants awards earlier
Compensation Tracking than in previous years?
System.
(2) Increase the speed Is OVC able to respond
with which OVC processes to more requests for
grant applications and training and technical
makes annual assistance than in
compensation and previous years and do
assistance awards. the training and
(3) Provide more technical assistance
opportunities for efforts reach more
training and technical individuals or
assistance at the state programs?
and local levels to
inform grant and What contacts were made
subgrant recipients of with OJP offices and
the functions of OVC and bureaus to support
to assist in the victims issues within
efficient filing of each state?
grant applications.
(4) Solicit information Were site visit
from OJP offices and protocols revised to
bureaus, as well as the incorporate soliciting
National Victims missing information from
Resource Center, on state victim service
victims issues within agencies and state
each state. grantees?
(5) Redesign site visit
protocols to incorporate Were standardized
the solicitation of questions developed that
missing information from facilitated the
site visits of state capturing of victim
victim service agencies, issues with victim
in addition to state professionals?
grantees.
(6) Develop standardized Were information
questions that will databases developed to
facilitate capturing capture state victim
victim issues through information?
meetings, telephone
contact, and letters. Do permanent
(7) Capture information compensation and
in a database or other assistance files contain
type of easy retrieval appropriate
mechanism. information?
(8) Respond to emerging
issues where allowable Were issues and
by statute or mission. recommendations sought
from victim
professionals compiled
and presented to
Division and OVC
Directors?
To improve the Federal Number of designated
criminal justice system victim assistance
response to victims of positions who provide
crime: services to Federal
(1) Increase the crime victims.
provision of direct
services to victims of Number and type of
Federal crime by the training and technical
designation of victim- assistance contacts.
witness assistance
positions. Development and
(2) Expand provision of dissemination of
training and technical materials:
assistance to Federal (a) Number of new
criminal justice materials developed
personnel. (b) Number of materials
(3) Expand the number disseminated
and type of (c) Number of agencies
informational materials that receive materials.
provided to criminal
justice and victim Number of Federal agency
assistance agencies and contacts.
victims.
(4) Increase monitoring
efforts to Federal law
enforcement agencies
regarding compliance
with Federal victim
assistance statutes.
To assist Indian Tribes Percentage of existing
to improve the CJA programs with
investigation, multidisciplinary
prosecution, and protocols.
handling of serious
child abuse and child Number of special-
sexual abuse cases in a trained people.
manner that limits
additional trauma to Number and type of
child victims: training and technical
(1) Increase the assistance contacts.
percentage of existing
Children's Justice Act
(CJA) programs that
establish the
multidisciplinary
protocols and procedures
to address the handling
of serious child abuse
cases.
(2) Increase the number
of specially trained
tribal investigators and
prosecutors to handle
child abuse.
(3) Increase the
effectiveness of
technical assistance
provided to OVC CJA
programs.
To improve the Number of trainers and
availability and training and technical
effectiveness of assistance opportunities
training and technical made available to
assistance: states.
(1) Increase the
availability of training Number of trainers and
and technical assistance training and technical
to state grantees. assistance opportunities
(2) Increase the made available to
availability of training Federal criminal justice
and technical assistance system personnel.
to Federal criminal
justice personnel, Number and type of
especially in response materials and products
to new Federal crime made available during
legislation and emerging training and technical
issues. assistance initiatives.
(3) Increase the
availability of Number of joint funded/
materials and products supported training and
to be used during and technical assistance
following the provision ventures.
of training and
technical assistance.
(4) Increase the usage
of interactive or user-
friendly technologies to
disseminate training
materials widely and to
greater effect.
(5) Identify areas where
systemic change is
necessary to afford
victims opportunity for
participation in the
criminal justice
system.
(6) Maximize limited
discretionary funding by
leveraging OVC training
and technical assistance
dollars with activities
of other DOJ components
and federal agencies.
(7) Utilize the National
Victims Resource Center
for resource material
development, refinement
and dissemination, as
appropriate.
To increase Number and quality of
opportunities for more opportunities for
effective and efficient coordination and
coordination of and collaboration during the
collaboration on victims program planning process
initiatives: and generally throughout
(1) Increase meaningful the year.
opportunities for
coordination and Number and quality of
collaboration between joint initiatives.
OVC and OJP Bureaus and
Offices during program Number and quality of
planning and generally opportunities for
throughout the year. coordination and
(2) Increase number of collaboration during the
jointly funded or staff program process and
supported initiatives generally throughout the
between OVC and OJP year.
Bureaus and Offices.
(3) Increase meaningful Number and quality of
opportunities for opportunities for input
coordination and and collaboration
collaboration between between OVC and
OVC and Justice organizations.
Department components,
as well as other Federal
agencies.
(4) Increase meaningful
opportunities for the
provision of input and
collaboration between
OVC and national victims
organizations and other
public and private
organizations that
address victim-related
concerns.
Criminal To collect and analyze Major statistical series
Justice statistical information perennially maintained,
Statistical on crime and the intermittently
Programs operation of justice maintained, and other
systems for the special data
President, the Congress, collections.
the Department, State
and local executives and Number of statistical
officials, the media, reports produced inhouse
and the public. by BJS analysts.
To publish and Number of statistical
disseminate statistical reports produced inhouse
information on crime and by BJS analysts.
the operation of justice
systems to the Number of calls to BJS-
President, the Congress, sponsored computerized
the Department, State bulletin boards.
and local executives and
officials, the media, Statistical and related
and the public. reports prepared for BJS
by grantees and
contractors and
published by BJS.
Number of data sets and
documentation
disseminated by criminal
justice data archives.
Number of statistical
reports disseminated by
BJS Clearinghouse and
Drugs & Crime Data
Center & Clearinghouse.
Number of telephone
requests for data and
reports filled by the
BJS Clearinghouse and
Drugs & Crime Data
Center & Clearinghouse.
To conduct, support, and Number of States
implement receiving assistance to
recommendations to improve the quality of
improve the quality of criminal history
justice statistics, records.
records, and information
systems. Number of active grants
and cooperative
agreements maintained.
To encourage the State statistical
development, projects supported
maintenance, and (grants/cooperative
utilization of State and agreements).
local governmental
organizations and
facilities responsible
for the collection and
analysis of justice data
and statistics.
To protect the core Number of participating
Bureau of Justice states under the FIST
Statistics (BJS) (Firearms Inquires
statistical series from Statistical Program).
the base-erosion effects
of government-wide Number of cities covered
salary cost of living under the Leading
increases and to expand Indicators Crime
and develop new data Information System
collection efforts in (LICINS).
areas where inadequate
information now exists. Number of hospitals
These areas of expansion sampled under the
include: leading Internal Injuries
statistical indicators Statistical Series.
of emerging crime trends
(LICINS); statistics on Number of public
criminal history defender offices
background checks surveyed under Indigent
required by the Brady Defense Statistical
Act and by the National Series.
Child Protection Act
(Firearms Inquiries
Statistical Program);
statistical data on
intentional injuries,
such as domestic
violence and child
abuse, identified by
hospital emergency
rooms; and data on the
policies and practices
of public defender
offices.
Juvenile To aid in the Training and technical
Justice prevention, reduction, assistance to States and
Programs and treatment of units of general local
juvenile crime and government on
delinquency and to implementation of
improve the juvenile delinquency
administration of prevention programs
juvenile justice by funded under Title V of
providing the financial the JJDP Act.
and technical support to
State and local units of Technical assistance and
government, public and training to law
private agencies, enforcement and other
organizations and local juvenile justice
institutions. system officials;
juvenile corrections and
detention personnel,
juvenile court personnel
including judges and
juvenile court
administrators.
To facilitate, through Technical assistance and
provision of technical/ training to States and
financial resources and Territories on
national leadership full compliance with the
compliance with the mandates of the JJDP
Formula Grant Program Act, i.e., training
legislative mandates conferences, on-site
that: technical assistance,
o Status offenders and and training meetings.
non-offenders not be
held in secure detention
and correctional
facilities;
o Juveniles found to be
delinquent, or status
offenders, shall be
separated from adult
persons incarcerated for
criminal offenses in
secure facilities;
o Juveniles held in
adult jails and lockups
in all States and
territories that
participate in the
Juvenile Justice and
Delinquency Prevention
Program shall be
removed;
o Participating states
address the over-
representation of
minority youth in secure
facilities; and
o Each state develop and
maintain a monitoring
compliance system as
required by Section
223(a)(15) of the Act
for purposes of
supporting maintenance
of compliance with the
deinstitutional,
separation and jail
removal requirements.
To disseminate Enhanced information
information produced by dissemination through
research, development, increased publication
and demonstration and distribution of
activities as well as journals, reports,
training, technical bulletins, summaries,
assistance, and fact sheets and other
clearinghouse activities serial publications in
on preventing and both printed and
controlling juvenile electronic formats.
delinquency and
improving the juvenile
justice system.
Missing To reduce the incidence Law enforcement
Children's of crimes against investigators trained on
Program children, particularly techniques of
kidnapping and sexual investigating missing
exploitation, and to and exploited children.
improve the criminal
justice, social services Training medical
and treatment systems professionals on infant
that are responsible for abductions.
dealing with these
crimes when they occur,
i.e., by providing
technical assistance and
training to law
enforcement agencies,
State and local
governments, private
non-profit agencies, and
individuals in the
prevention,
investigation,
prosecution and
treatment of the missing
or exploited child case
and in locating and
recovering missing
children.
To establish and Instances of technical
maintain a national assistance provided
resource center and through a national
clearinghouse to: clearinghouse and
(a) provide to State and resource center for
local governments, missing and exploited
public and private non- children that provides
profit agencies, and case services.
individuals information
regarding free or low Brochures, manuals and
cost legal, restaurant, child safety guides
lodging, and developed, published and
transportation services distributed on missing
available to benefit and exploited children
missing children and to law enforcement,
their families, and parents and other
information on Federal professionals.
programs available to
assist missing children
and their families;
(b) coordinate public
and private programs
that locate and recover
missing children;
(c) nationally
disseminate information
on innovative missing
childrens' programs,
services, and
legislation.
To improve Calls received on the
responsiveness by Hotline.
maintaining a 24-hour
national toll-free
telephone line where
individuals may report
information regarding
the location of missing
children and request
information on reuniting
such children with their
families.
To improve the \a
effectiveness of
coordination among all
Federally funded
programs related to
missing children.
Regional To encourage and Membership.
Information facilitate the rapid
Sharing exchange and sharing of Total Subjects in
System information pertaining Database.
to known or suspected
criminals or criminal Inquiries.
activity among Federal,
State, and local law Hits in Project/Other
enforcement agencies. Files.
Arrests.
Narcotics Seizures.
Property Seizures.
Civil/RICO Seizures.
Analytical Service
Requests.
Analytical Products
Delivered.
To enhance coordination Membership.
and communication among
participating agencies Arrests.
in addressing multi-
jurisdictional crime. Narcotics Seizures.
Property Seizures.
Civil/RICO Seizures.
To provide technical and Agencies Borrowing
financial resources to Equipment.
augment existing multi-
jurisdictional Individuals Trained.
enforcement resources
(including loaning Agencies Receiving
specialized equipment, Financial
training, and Assistance.
investigative expenses).
Research, Sponsor research to Firearms Demonstration
Evaluation, accumulate information Projects.
and and make significant
Demonstration advances in knowledge on State & Local Research
Programs priority areas of Development
firearms, youth and Enhancements.
violence, drug and
alcohol-related crime; Co-Funded, Interagency
the consequences of Partnerships.
crime; crime prevention
and improvements in the
effectiveness of the
criminal justice system.
Develop State and local
capacity to conduct
research and increase
co-funded interagency
partnerships.
Increase and strengthen Percent of Experimental
the evaluations of Impact Evaluation.
programs to learn what
is working to prevent Develop Evaluation
and reduce crime. Program on Victim
Services: number of
projects.
Number of Projects using
Innovative Evaluation
Techniques.
Identify, develop, Percent of Technology
adapt, or transfer tools Projects Developing
to the criminal justice Prototypes.
system capable of
improving the safety of Number of Technologies
the public and law Actively Considered for
enforcement and Commercial Development.
corrections personnel
and of improving the Number of Products
efficiency and Evaluated for Law
effectiveness of law Enforcement
enforcement and Suitability.
corrections personnel in
local, State, and Number of Law
Federal agencies. Enforcement Lives saved
by National Institute of
Justice (NIJ)
technology.
Develop, expand and Monthly bulletin board
increase the use of users.
modern communications
technologies, CD-ROM's sold/yr.
publications formats and
research applications Monthly Internet
and training products contacts.
available to the field.
Number of publication
formats added to base of
8 NIJ series.
Percent grantees sending
public files
electronically.
Number of research
applications & training
products annually.
Victims of To improve the quality Provide technical
Child Abuse of local and Federal assistance and training
child abuse prosecution to prosecutors on the
by providing training handling of child abuse
and technical assistance and neglect cases.
to prosecutors on the
handling of child abuse
and neglect cases.
To establish a Establish and operate
children's advocacy four regional children's
program to: (1) focus advocacy centers for
attention on child purposes of delivery of
victims by assisting technical assistance,
communities in networking and training
developing child- to local children's
focused community- advocacy centers and
oriented, facility- organizations interested
based programs designed in developing centers.
to improve the resources
available to children To increase membership
and families; (2) in the National Network
provide support for of Children's Advocacy
nonoffending family Centers.
members; (3) enhance
coordination among
community agencies and
professionals involved
in the intervention,
prevention, prosecution,
and investigation
systems that respond to
child abuse cases; and
(4) train physicians and
other health care and
mental health care
professionals in the
multidisciplinary
approach to child abuse
so that trained medical
personnel will be
available to provide
medical support to
community agencies and
professionals involved
in the intervention,
prevention, prosecution,
and investigation
systems that respond to
child abuse cases.
To develop resource To train judges and
guidelines for the court officers in the
juvenile and family resource guidelines and
courts' handling of their implementation.
abuse and neglect cases
and a comprehensive To disseminate resource
training curriculum guidelines nation-wide
designed to improve the to judicial
judicial system's organizations and write
handling of abuse and articles about them for
neglect cases and to the judicial
develop a technical periodicals.
assistance package that
will allow for the
transfer of preferred
practice and resource
guidelines to other
juvenile court
jurisdictions to improve
the effectiveness of
processing child abuse
and neglect cases.
To provide technical Increase the number of
assistance, information CASA volunteers.
and support to Court
Appointed Special Increase local CASA
Advocate (CASA) programs operating in 50
programs, as well as states.
information and
assistance to
communities developing
new programs, and
provide support to
existing and developing
State organizations on
issues such as the
development of goals and
objectives, State
legislation, and State
standards to strengthen
local programs.
Organized Drug In FY 1995, the Regional Number of International
Crime Drug Intelligence Drug Intelligence Squads Core Organizations
Enforcement (RDIS) will continue to Identified.
Task Force identify the
Program international and Number of Domestic Core
domestic core Organizations
organizations and the Identified.
international/domestic
secondary organizational Number of Secondary
networks. This is an on- Organizations
going and cumulative identified.
process and is not now
quantified. The FY 1994
Performance Measurement
analysis will, however,
begin to provide
benchmark data.
In FY 1995, the RDISs Number of OCDETF
will continue to support Investigations Supported
all on-going approved by RDIS Analysis.
OCDETF investigations,
as requested by the
investigative teams. The
FY 1994 and FY 1995
Performance Measurement
analyses will begin to
provide benchmark data
to quantify the number
of investigations which
require this type of
assistance in FY 1996.
In FY 1995, the RDISs Number of OCDETF
will support the OCDETF Investigation Initiation
Coordination Group in Proposals Reviewed and
its role of approving Supported by RDIS
investigation initiation Analysis.
proposals for inclusion
into the OCDETF Program. Number of Meetings with
This will be the OCDETF Coordination
accomplished by a pre- Group.
approval analysis on all
OCDETF investigation
initiation proposals.
Members of the RDIS will
meet regularly with
members of the OCDETF
Coordination Group to
coordinate its service
of intelligence
coordination for all
Federal, State, and
local enforcement for
the region and between
regions.
In FY 1995, the RDIS Number of PMRs reviewed
will review all for Dismantlement.
Performance Measurement
Reports (PMR) and will Number of PMRs reviewed
provide input to support for Disruption.
the OCDETF Coordination
Group and the agencies Number of Analyses for
in their determination "Retargeting"
of whether OCDETF Investigation Initiation
specific investigations Proposals.
and prosecutions have
dismantled the targeted
organization. The RDISs
will periodically review
those reports comparing
the data to determine
whether other
organizations are
attempting to fill the
void. If "backfill"
occurs, the RDIS will
assist the operating
agencies in targeting
all of those replacement
organizations.
Similarly, the RDIS will
review all PMRs and will
provide input to aid in
determining the extent
to which organizations
have been disrupted. The
RDIS will periodically
review those reports and
compare them with
intelligence data to
facilitate for renewed
attacks on the remaining
portions of the
organization.
Drug Law The first Annual Number of active
Enforcement Performance Goal for investigations at the
1995 is to compare the end of the year.
existing OCDETF
Management Information Number of inactive
System (MIS) basic investigations at the
output data with end of the year.
preceding years outputs
and to identify any Number of investigations
extraordinary trends closed during the year.
caused by budget levels,
new initiatives or Number of drug
priorities, or other organization
external influences. investigations closed
during the year.
Number of violent drug
organization
investigations closed
during the year.
Number of potentially
violent drug
organization
investigations closed
during the year.
Number of money
laundering organization
investigations closed
during the year.
Agency participation.
The second Annual Number of investigations
Performance Goal for closed during the year
1995 is to establish a in which the targeted
benchmark (baseline) of organization was
dismantlements and dismantled.
disruptions of criminal
organizations. Number of investigations
closed during the year
in which the targeted
organization was
disrupted.
The third Annual Number of investigations
Performance Goal for FY closed during the year
1995, is to compare in which the targeted
dismantlements and organization was
disruptions of criminal dismantled.
organizations closed
during FY 1995 against Number of investigations
the benchmark. closed during the year
in which the targeted
organization was
disrupted.
The fourth Annual Number of investigations
Performance Goal for FY closed during the year
1995 is to use the in which the targeted
Performance Measurement organization was
analysis and report to dismantled.
develop a Strategic
Performance Plan for FY Number of investigations
1996. closed during the year
in which the targeted
organization was
disrupted.
Prosecution The first Annual Number of prosecutions
Performance Goal for completed during the
1995 is to compare the year in which the
existing OCDETF MIS targeted organization
basic output data with was dismantled.
preceding years' outputs
and to identify any Number of prosecutions
extraordinary trends completed during the
caused by budget levels, year in which the
new initiatives or targeted organization
priorities, or other was disrupted.
external influences.
Number of active
prosecutions at the end
of the year.
Number of prosecutions
completed during the
year.
Number of drug
organization
prosecutions completed
during the year.
Number of violent drug
organization
prosecutions completed
during the year.
Number of potentially
violent drug
organization
prosecutions completed
during the year.
Number of money
laundering organization
prosecutions completed
during the year.
Number of Indictments/
Informations received
during the year.
Number of Defendants
Charged.
Number of Defendants
Pled/Found Guilty.
Amount of Assets
Forfeited.
Tax Division Civil Tax Speedy, economical, and Percentage of cases
Litigation just resolution of brought against the
claims brought against United States, its
the Government will agencies, and/or
yield successful officers with successful
conclusions for * of conclusions.
defensive litigation
cases.
Speedy, economical, and Percentage of
just resolution of affirmative litigation
affirmative litigation requested by client
will yield successful agencies with successful
conclusions for * of conclusions.
cases referred by client
agencies.
Speedy and economical Dollars collected per
collection of debts owed attorney work year
to the United States related to debt
will result in a return collection.
of millions of dollars
for every attorney
workyear expended.
Criminal Tax Initial reviews of grand Average days per initial
Prosecution jury and administrative review.
cases will be completed Completions within 90
in an average of * days, days.
with * of cases being
completed within * days.
U.S. Attorneys' requests Litigation requests in
for litigation legal source income
assistance, both at the cases honored.
trial level and the
appellate level, will be Litigation requests in
honored at the rate of * targeted enforcement
for both legal source cases honored.
income and targeted
enforcement area cases.
Significant Rate of participation in
miscellaneous activities miscellaneous
will support criminal activities.
enforcement effort (i.e.
training the Assistant
U.S. Attorneys; revising
and updating the
Criminal Tax Manual;
participating in treaty
negotiations; commenting
on legislative
proposals, amendments to
the Sentencing
Guidelines, amendments
to the federal rules and
other matters; and
participating in task
forces).
Federal Win, at least in part, * Percentage of taxpayer
Appellate of taxpayer appeals and appeals won, at least in
Activity * of Government appeals. part, by the
Government.
Percentage of Government
appeals in which at
least part of the relief
sought is awarded.
Maintain the current Number of briefs, reply
level of production per briefs, and petitions
attorney. filed per attorney
workyear.
United States ADP/ Improvement of the \a
Marshals Telecommunica capacity to gather,
Service tions analyze and use data in
support of resource
allocation, financial
planning, and
operational and
managerial decision-
making.
Improvement of the Radios repaired.
capacity to communicate
during security and Radios replaced.
fugitive operations
through repair and Telephones repaired.
replacement of radio
equipment. Telephones replaced.
To eliminate, surplus ADP equipment replaced.
and replace when needed,
all desktop personal
computers that do not
meet current USMS
information technology
standards and/or have
exceeded its expected
life cycle, pursuant to
agency standards.
To provide basic, The number of HQ users
network connecting to on the network.
all USMS manned offices
in the field.
To eliminate the use of The number of suboffices
expensive, outdated, within network districts
telecommunications using network
approaches using modern, technologies to access
opens systems USMS and DOJ
technology. applications.
To pursue the best The number of DOJ and
available network USMS applications
solutions for all USMS accessed through the
users based upon sound network.
business, economic and
technological decisions.
Fugitive Maintain the current Number of felony
Apprehension level of arrests on warrants received.
newly issued USMS felony
warrants (less than 1 Number of felony
year old) and close at warrants closed.
least 70% of the
priority warrants.
Systematically reduce Number of felony
the backlog of unserved warrants closed.
felony warrants (e.g.,
those cases from 1 to 3
years old).
Management Replacement of 1200 Protective vests
and existing protective purchased.
Administratio vests, and purchase of
n load-bearing vests for
Special Operations
Group.
Repair and replacement Electronic security
of defective or equipment purchased.
inoperable security
equipment in USMS
offices, such as
electronic security
cameras and controlled
access systems.
Restore funding for PCS Number of PCS moves.
moves to level prior to
FY 1994 cuts.
Ensure compliance with Number of informal EEO
regulatory timeframes counselings completed
for conducting EEO within 30, 90 days.
counselings,
investigations, and Percentage of
adjudications. counselings resulting in
formal complaints.
Number of EEO
investigations completed
within 180 days.
Number of EEO
investigations requiring
supplemental
investigation.
Number of final agency
decisions issued within
60 days.
Ensure that women, Number of minority/
minorities, and persons disabled applications
with disabilities are received compared to
provided equal number of total
opportunity for applications received.
employment, promotions,
training, etc. Number of minority/
disabled applicants
hired compared to total
applicants hired.
\b Number of trips to
respond to critical
incidents.
\b Implementation of
Administratively
Determined pay.
National Zero tolerance of late Number of complaints
Prisoner priority and normal regarding late prisoner
Transportatio prisoner movements. arrivals.
n
Number of prisoners
moved compared to number
requested.
Number of movements
requiring special
handling to meet court
or Speedy Trial
deadlines.
Number of prisoner
requests processed.
Implement a semi- \a
automated scheduling
system (OTIS) which
would enable the
Prisoner Transportation
Division to provide more
efficient service to
USMS Districts, BOP
institutions and other
agencies.
Reduce the cost of Number of days and stops
prisoner transportation per each USMS owned
by reduction in flight large aircraft (Boeing
time and increase in 727).
prisoner load per
airlift stop. Number of days and stops
per each USMS owned
small aircraft (SOAP).
Number of commercial
small aircraft charters.
Development and \a
implementation of the
Offender Tracking
Information System.
Protection of Personnel and equipment New constructed projects
the Judicial to ensure that new and completed.
Process renovated federal
courthouses can open on New renovation projects
schedule with adequate completed.
security.
Equipment purchased to
enhance security of
court proceedings.
Adequate funding to \a
ensure that the USMS is
not forced to reduce
security in most
districts in order to
provide adequate
security for those
districts facing extreme
circumstances.
Improvement of current \a
and development of
information systems,
including the Threat
Analysis System, the
Judicial Security System
and the Special
Assignments System.
Funds to enable purchase Number of vehicles
of vehicles on a four- purchased.
year cycle.
Positions and funds for \a
equipment and support
personnel in court
security operations.
\b Number of task forces.
Seized Assets The percentage of Number of properties
Management forfeited real property seized and/or disposed.
in our inventory pending
disposal for more than Number of forfeited real
12 months should be less properties on-hand
than 50% of the overall pending disposition.
forfeited real property
pending disposition. Number of real
properties sold during
performance period.
Of forfeited real
properties pending
disposition:
-percent forfeited in 0-
12 months
-percent forfeited > 12
months.
Of real properties
disposed:
-percent disposed of < =
12 months after
forfeiture
-percent disposed of >
12 months after
forfeiture.
The percentage of Number of properties
forfeited personal seized and/or disposed.
property in our
inventory pending
disposal for more than
120 days should be less
than 33% of the overall
forfeited personal
property pending
disposition.
The percentage of assets Fair market value of
sold for less than 85% properties sold during
of appraised value performance period/sale
should not exceed 25% of price of properties
all sales during the sold.
performance period.
Service of Establish service of Percent of districts
Legal Process process feeds that are with fees lower than the
fair and competitive median market process
with private process delivery cost in the
servers. district's geographic
area.
Complete and implement Percent of districts
the automated system for with completed and
reporting service of implemented automated
process in all system.
districts.
Decrease backlog of Previous number of
process by 25% on an backlogged process.
annual basis.
Current number of
backlogged process.
Training To improve training The number of training
provided to all Basic programs conducted.
Deputy candidates
assigned to the Academy Number of students
in an effort to enhance trained.
their skills upon
graduation.
To increase the number Number of DUSMs trained.
of deputy marshals
trained by increasing
the number and types of
classes held.
To improve the cost- Number of video
effectiveness of conferencing sites.
training through
alternate means of
training, such as video
conferencing.
U.S. National Administrativ Provide for USNCB case Percentage of cases
Central e Support tracking through total tracked by USNCB total
Bureau - Division system integration and system integration and
INTERPOL utilization of a utilization of a
relational database. relational database.
Cases tracked by 1996
will be * percent.
Establish and maintain Percentage of accurate
accurate transfer of transfers of INTERPOL
INTERPOL General General Secretariat's
Secretariat's Automated Automated Search
Search Facility Mail Facility Mail system and
system and ensure ensure compatibility
compatibility with USNCB with USNCB data systems.
data systems.
Re-engineer USNCB travel Percentage of USNCB
Process through system travel processed through
automation. Reduce paper system automation.
filing of travel
vouchers and
authorizations by 50
percent in FY 1995 and *
percent by FY 1996.
Criminal Expedite time frame for Percentage reduction in
Investigation message processing of for message processing
s Division routine criminal records of routine criminal
checks by * percent. records.
Increase response time Response time for
for processing of gun processing of gun and
and weapons tracing by * weapons tracing through
percent through automation.
automation.
Drug Increase INTERPOL Percentage of INTERPOL
Investigation originated information originated information
s Division in the Drug Enforcement in the Drug Enforcement
Administration's Administration's
Narcotics and Dangerous Narcotics and Dangerous
Drugs Information System Drugs Information System
(NADDIS) Database by * (NADDIS) Database.
percent.
Provide to the U.S. law Number of arrests
enforcement community declared drug fugitives
assistance to arrest and apprehended as a result
extradite declared drug of INTERPOL resources.
fugitives by increasing
the usage of INTERPOL
resources by * percent.
Number of registered
A. Register significant significant U.S. Drug
U.S. Drug Fugitives on Fugitives registered on
the INTERPOL the INTERPOL
Communications channel communications channel
and in the INTERPOL and Red Notice program.
Notice program.
Register all INTERPOL Percentage of registered
declared fugitives (Red all INTERPOL declared
Notices) in the DEA fugitives (red notices)
NADDIS database. registered in the DEA
NADDIS database.
Financial/ Increase percentage of Percentage increase of
Fraud information disseminated information disseminated
Investigation to law enforcement to law enforcement
s Division community on Fraud community on Fraud
schemes provided under schemes provided under
INTERPOL Purple Notices INTERPOL Purple Notices.
by * percent.
Increase by * percent Percentage increase of
the number of requests the number of requests
for criminal cases for criminal cases
support on frauds support on frauds
including credit card, including credit card,
bank and money bank and money
laundering. laundering.
Fugitive Increase utilization of Percentage increase
Investigation INTERPOL network by * utilization of INTERPOL
s Division percent for missing network for missing
children through children through
incorporation of data incorporation of data
from National Center for from National Center for
Missing and Exploited Missing and Exploited
Children for issuance of Children.
Yellow Notices on
missing persons.
Increase the number of Percentage increase of
U.S. Federal law U.S. Federal law
enforcement requests for enforcement requests for
INTERPOL notices by * INTERPOL notices.
percent by increase
awareness through Number of awareness
training, outreach and raising actions through
conferences. training, outreach and
conferences.
Investigative Increase by * percent Percentage increase of
Support the collection of the collection of
Division statistical and statistical and
identifying data for identifying data for
foreign nationals foreign nationals
arrested in U.S. for arrested in U.S. for
reporting to INTERPOL reporting to INTERPOL
General Secretariat and General Secretariat and
other National Central other National Central
Bureaus. Bureaus.
Increase by * percent Percentage of case
the automation of case documentation, requests
documentation, requests and message traffic
and message traffic procedures automated.
procedures.
Office of the Sponsor Conferences to Percentage of
Chief discuss and seek participation of
solutions to law INTERPOL Members in
enforcement problems. Regional and
International
conferences.
Increase participation Percentage increase in
of U.S. Federal law participation of U.S.
enforcement agencies by Federal law enforcement
increasing the agencies by the Federal
percentage of Federal agency detailees at
agency detailee by * USNCB.
percent.
Establish and maintain Number of Liaison
increased liaison contacts and increase
activities with Federal, agency use of INTERPOL-
State and local agencies USNCB by Federal, State
to ensure INTERPOL and local agencies.
channel utilization.
State Liaison Increase the number of Number of requests
Division requests received from received from State and
State and local law local law enforcement
enforcement agencies by agencies for violent
* percent for violent crime fugitives.
crime fugitives.
Increase feedback of Number of responses to
utility of INTERPOL feedback requests of
notices to State and utility of INTERPOL
local law enforcement notices to State and
agencies by * percent. local law enforcement
agencies.
U.S. Parole Parole Increase the number of Hearings and Record
Commission hearings conducted by Reviews.
each examiner by *
percent.
Total hearing and record Hearings and Record
review workload will Reviews.
decrease by * percent
while hearing examiner Hearing Examiners.
staff is expected to
drop by approximately *
percent.
Total positions will be Full-time Permanent
reduced by * percent Positions.
with about a * percent
reduction in total Authorized Workyears.
workyears, with a
further * percent
reduction to be
annualized in 1997.
United States Administratio Require private trustees Reduce the percentage of
Trustees n of Cases to close all old chapter old chapter 7 cases:
Program 7 cases unless the a) Percentage of pre-
United States Trustee 1989 chapter 7 cases
certifies in writing closed.
that a legitimate basis b) Number of old cases
exists for a case as a percentage of the
remaining open. Old total chapter 7
cases are defined as caseload.
cases 3 years and older.
The goal was instituted
in 1992 when there were
33,132 pre-1989 cases
which remained open. As
of July 1994, 92 percent
of those cases had been
closed.
Move to close or convert Reduce the number of old
"old" (more than 3 chapter 11 cases:
years) chapter 11 cases Number of old chapter 11
with unconfirmed plans cases as a percentage of
of reorganization total chapter 11 cases.
beginning with cases
that were filed in 1989
or earlier unless the
United States Trustee
certifies in writing
that a legitimate basis
exists for a case
remaining open.
Chapter 7, 12, and 13 Increase the number of
trustee vacancies will advertisements carried
be advertised in order in minority
to make the opportunity publications.
to serve as a private
trustee widely known in
the community.
Special efforts will be Increase opportunities
made by United States for minorities, women
Trustees in the and the disabled:
recruitment and a) Increase the
appointment process to percentage of minority
involve minorities, trustees.
women and those with b) Increase the
disabling conditions so percentage of women
that the body of trustees.
trustees reflects the c) Increase number of
region's broad diversity training
diversity. opportunities in field
program.
The performance of each Reduce the number of
chapter 7, 12, or 13 non-panel trustees
trustee will be assigned cases from
evaluated and a written April 1992 benchmark.
report prepared and
shared with the trustee
(AOC). Efforts will be
made to reduce the
number of non-panel
trustees with assigned
cases.
U.S. Trustees will Increase the Percentage
collect and analyze data of estate funds
showing the percent of distributed to unsecured
estate funds each chapter 7 creditors
chapter 7 trustee using 8/92 benchmark.
distributes to unsecured
creditors (AOC).
Engage in a series of Strengthen the criminal
joint training referral process to
activities with the U.S. result in a greater
Attorneys, Federal conviction rate.
Bureau of Investigation
and other law Joint training
enforcement agencies. activities.
Develop and train teams Train teams of
of bankruptcy analysts bankruptcy analysts.
to perform financial
reconstructions
necessary for the
referral and prosecution
of private trustee
embezzlements.
Launch an initiative to Launch debtor fraud
foster the referral for initiative.
prosecution or other
appropriation action of
entities such as
petition and typing
mills.
Develop & distribute Develop training films
series of training films on fraud.
on bankruptcy fraud and
criminal referrals.
Analyze each chapter 7, Improve the national
12, and 13 trustee's percentage of total
cost of case distribution to
administration and unsecured creditors.
compare that figure with
the return to unsecured
creditors.
Place greater scrutiny Percentage of standing
on reviewing the budgets trustee's budgets
and administrative costs reviewed by Program
of standing trustees. staff.
Develop and disseminate Develop professional fee
a new format for review format.
reviewing applications
for professional fees. Forward proposal to
department.
Management Issue new guidelines on Issue guidelines on the
and the administration of Administration of
Administratio chapter 11 cases which Chapter 11 cases.
n focus on the necessity
of meeting time frames
set for each phase of a
case.
Conduct training of Train managers and staff
managers and staff on on implementation of
implementation of chapter 11 guidelines.
chapter 11 guidelines
and case closing
initiatives.
Chapter 7, 12, and 13 Private trustee security
trustees will be investigations:
required to update their �FBI background
security packages each reinvestigations of
year and receive private trustees.
complete periodic �OPM Name & fingerprint
background checks.
reinvestigations. (M&A)
New policies will be Policy initiatives:
implemented �Chapter 7 Policy
strengthening current Initiative.
monitoring requirement �Chapter 12 and 13
applicable to chapter 7, Policy Initiative.
12, and 13 trustees.
Chapter 7 Initiatives Chapter 7 Initiatives
will be refined. Refined.
More detailed guidance Chapter 11 guidance.
on chapter 11 will be
distributed.
All managers in the Number of Manager and
Program will be trained Initiative training
on new policy seminars.
initiatives to ensure a
common understanding of
provisions.
The number of audits of Increase the percentage
chapter 7 trustees will of trustees audited:
be increased and follow- Percentage of chapter 7
up on audit findings trustees audited.
will be strengthened.
Chapter 12 and 13 Increase the percentage
trustees will be subject of trustees audited:
to an annual audit and a) Percentage of chapter
their performance will 12 trustees audited.
be scrutinized. b) Percentage of chapter
13 trustees audited.
Analysis will be Number of Audit
completed of all audit findings:
findings of chapter 7, a) Chapter 7 audit
12, and 13 trustee findings.
operations to identify b) Chapter 12 audit
common problems and findings.
analysis will be shared
with all United States
Trustees.
Conduct a risk analysis Risk Analysis.
of the Program's
Automated Case
Management System.
Conduct requirements Requirements Analysis.
analysis to determine
information management
requirements of the
Program.
Facilitate the Develop Prototype and
electronic exchange of test pilot sites of new
information throughout comprehensive automated
the Program. information system.
Electronic exchange of
information:
a) On-line access to
chapter 11 billing file
for field offices.
Administratio Conduct a pilot program Expand the Program's
n of Cases/ in 10 U.S. Trustee Diversity Initiatives:
Management offices to expand the a) Pilot program in 10
and Program's diversity offices.
Administratio initiatives to include
n increased employee
sensitivity training,
trustee awareness
training and community
outreach.
Conduct diversity Expand the Program's
training sessions for Diversity Initiatives:
managers. a) Diversity training
for managers.
b) Increase training
opportunities through
use of diversity
training videos.
Maximize personnel Maximize personnel
resources through resources & meet
transfers and meet the streamlining targets:
Administration's a) transfers of
streamlining targets personnel
through hiring freezes, b) buyouts.
buyouts, office
consolidations and
regional restructuring.
Develop management Conduct manager
training program for all training.
new managers.
Develop peer review Number of regions
evaluation process to evaluated by peer review
evaluate regional teams.
operations.
Utilize videos to Video training
increase training opportunities.
opportunities.
--------------------------------------------------------------------------------
Note: Text was removed from the performance measurement exhibits by
the Department of Justice. When we received the exhibits, they were
being reviewed within the administration prior to submission of the
fiscal year 1996 President's budget to Congress.
\a We could not identify an indicator to support this annual goal.
\b We could not identify an annual goal for this indicator.
\c The component included annual goals in its Fiscal Year 1996 budget
and did not prepare a separate performance measurement exhibit.
\d No program decision unit was specified in the exhibit.
\e The information is from the component's Fiscal Year 1995 GPRA
Pilot Project Performance Plan. The component did not prepare a
separate 1996 performance measurement exhibit.
\f The component provided annual performance goals and indicators for
its program decision units as well as its 1996 initiatives, as
indicated.
Source: Department of Justice Fiscal Year 1996 Performance
Measurement Exhibits.
MAJOR CONTRIBUTORS TO THIS FACT
SHEET
========================================================== Appendix II
GENERAL GOVERNMENT DIVISION,
WASHINGTON, D.C.
Amy E. Lyon
Mary Lane Renninger
Maria D. Strudwick
William J. Sabol
Barry J. Seltser
Pamela V. Williams
GLOSSARY
============================================================ Chapter 0
The following are Federal Quality Institute proposed performance
measurement definitions as of April 1995.
CUSTOMER SATISFACTION
-------------------------------------------------------- Chapter 0:0.1
Refers to the level of satisfaction expressed by customers on a range
of dimensions considered significant to the customers; the dimensions
can be rolled up to form a "customer satisfaction index." Customer
satisfaction is usually measured at the intermediate outcome stage.
Example: "percent of customers satisfied with timeliness of
service."
EFFECTIVENESS
-------------------------------------------------------- Chapter 0:0.2
Refers to the level of achievement of program goals and the results
intended (as defined in strategic plans and in legislation).
Examples: "percent of trainees employed one year after completing
job training; percent of compliance in filing tax returns; percent
reduction in recreational boating accidents."
EFFICIENCY
-------------------------------------------------------- Chapter 0:0.3
Ratio of inputs to outputs (I/O); traditionally expressed as the
amount of input (total costs) per unit of output, sometimes referred
to as unit costs. Example: "cost per transaction." Efficiency is
also the ratio of inputs to outcomes.
END OUTCOMES
-------------------------------------------------------- Chapter 0:0.4
The desired and (ultimate) results that it is hoped that the program
activities will achieve. These results are directly related to the
agency's mission. Examples: illnesses prevented, clients whose
status improved, reduced crime, clean air or clean water.
INPUTS
-------------------------------------------------------- Chapter 0:0.5
The resources used in producing an output or outcome. They are
usually expressed as dollar amount or amount of employee time (such
as hours or FTE). The input amount is not the amount of incoming
workload that all programs have in one form or another. For example,
the number of cases that come into a program is not an input as the
term is used here. The input amount, together with the output
amount, is used to calculate productivity and efficiency.
INTERMEDIATE OUTCOMES
-------------------------------------------------------- Chapter 0:0.6
Outcomes that are expected to lead to the ends desired, but that are
not themselves "ends." In many programs, a progression or sequence of
outcomes usually occurs. For example, an environmental protection
program aimed at returning inland lakes to clean condition will
likely involve a sequence of measurable outcomes. These include, in
order: the passage of state and local laws or the provision of
technical assistance to businesses ("number of state and local
programs that passed such laws or that provided such technical
assistance"); businesses then take advantage of the technical
assistance ("number of businesses that requested and received
technical assistance from the program"); those businesses change
their behavior ("number of assisted businesses that took steps to
reduce dumping of untreated waste"); waste material flowing into
lakes is reduced ("amount of untreated waste released by the
particular industry"); water quality improves ("pollutant counts");
the condition of living resources in the receiving waters, such as
fish and mammals, improves; and finally, citizens are able to use the
waters for recreational and business purposes ("number of days of
restricted fishing"). Probably only the last two outcomes should be
considered as end outcomes.
OUTCOMES
-------------------------------------------------------- Chapter 0:0.7
P.L. 103-62 (GPRA) defines outcomes as "the results of a program
activity compared to its intended purpose."
Outcome indicators can reflect the quality of service (the
characteristics of interest to customers as to how the service is
delivered), customer satisfaction, and effectiveness (what happens
after the service is delivered). These terms are further defined
elsewhere.
It may sometimes be useful to distinguish "intermediate outcomes"
from "end outcomes," especially when end outcomes cannot be
determined for 2 or more years into the future. Programs may have
indicators for each of these categories.
OUTPUTS
-------------------------------------------------------- Chapter 0:0.8
The products and services produced by a program or process and
delivered to customers. Outputs result from internal activity or
effort. Contrary to normal usage, GPRA uses the term "output" to
cover both process and output.
Indicators of outputs can be expressed in terms of the work done
and/or the quality of that work. For example, the completion of
reports by a program might be expressed simply as the number of
reports completed. If a quality indicator is used, it would measure
the number of reports completed "on time" or the number whose quality
was rated internally as good or better.
PROCESS
-------------------------------------------------------- Chapter 0:0.9
The activities and tasks that add value to inputs to create outputs
and outcomes. Quality is the prime indicator of how well a process
is functioning. Quality may refer to the total cycle time of the
process, to time between key steps of the process, or to the amount
of rework that occurs within the process.
PRODUCTIVITY
------------------------------------------------------- Chapter 0:0.10
The ratio of outputs to inputs (O/I), traditionally expressed as the
output amount per number of employees or amount of employee time;
when factors other than direct labor are included in the input, the
inputs are expressed in cost terms, and a more comprehensive
productivity rating is achieved. Example: "number of transactions
per full-time equivalent (FTE) or per total costs." Productivity is
also the ratio of outcomes to inputs; e.g., "number of persons
employed after training per unit of input (either labor hours or
expenditure of funds);" amount of dollars collected per unit of
input. When feasible, it is preferable to use outcomes rather than
outputs.
QUALITY
------------------------------------------------------- Chapter 0:0.11
Refers to timeliness, accuracy, and conformance to requirements; may
be used to measure several aspects of performance, such as process,
outputs, intermediate outcomes, and in some cases, end outcomes.
Examples: "number or percent of products delivered on time; cycle
time of process; percent of work corrected or cost of non-quality;
number or percent of products completed accurately; number or percent
of products conforming to requirements."