[Annual Report of the Attorney General of the United States 1979]
[From the U.S. Government Publishing Office, www.gpo.gov]

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U.S. Department of Justice
Office of the Attorney General
The Annual Report of the Attorney General of the United States 1979

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The Annual Report of The Attorney General of the United States 1979
vt the 1,003,886 undocumented aliens expelled in fiscal ve. 1978.
As part of Detention and Deportation’s program to up grade and expand its detention facilities, INS subir . .. a fiscal year 1979 supplemental budget request to Congre: for the expansion and renovation of the Port Isabel, Texa Service Processing Center (SPC). Congress approved the request, and appropriated $3.3 million to complete the I,; phase of the expansion project. The renovation will be ecu pleted in three phases, at a total cost of $5.2 million
In an effort to enhance medical services for detainees at the Port Isabel, Texas, SPC, a full-time clinical nurse was hired. The facility has a fully-equipped medical clinic to care for the detained aliens who are awaiting expulsion.
Detention and Deportation enhanced the security of its SPCs and Staging Areas through the installation of closed circuit television and metal detectors. During fiscal yeas 1979, security systems were installed at the Los Angeles California, and San Antonio, Texas, Staging Areas and the El Centro, California, SPC.
INS and the U.S. Marshals Service concluded corn negotiations which allows the detaining of material wilm undocumented aliens at INS SPCs. In addition INS and Marshals Service are sharing the Door of Good Hope Salvation Army facility in San Diego, California, to hi as undocumented women and children and alien material a nesses.
Operations Support
Four program units carry out key support efforts fc -achievement of the INS mission. The four Programs Alien Documentation, Identification and Telecommun cations System (ADIT), Electronics Support, Research ; n Development, and Automated Data Processing System;
ADIT
The ADIT card production operation produced ar ci sued the new secure resident alien identification card created the associate computer record for 700.000 card holders. At present, all INS documentation requirements for newly admitted or adjusted aliens are satisfied by the operation of the card facility. In cooperation with the U.S. Customs Service and the State Department Visa and Passport Offices the development of an automated inspection support system continues. Work in this area will continue into 1980.
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Electronics Support
The Electronics Support Program encompasses three areas: radio communications systems, telephone call-handling systems, and electronics and security systems.
Replacement of obsolete radio communications systems was completed in fiscal year 1979. These systems will provide improved capability and support for the Winter Olympics in February, 1980. Also implemented was a pilot program to share a radio communications systems with the U.S. Customs Service in the Northwest.
Improvement of the telephone call-handling system continued during fiscal year 1979. These systems allow requests for forms and general information to be separated from specific information, thus saving time for the requestor and the contact representatives. Intrusion Systems continued to be installed to detect instrusions in areas and minicomputers at headquarters to permit control of operational activities.
Closed circuit television systems were installed in detention facilities to improve internal security at Service Processing Centers for undocumented aliens.
Automated Data Processing Systems
Continued operational and maintenance support was provided for the Master Index, Nonimmigrant Document Control, Statistical Reporting System, Master Index Remote Access, ADIT, Model Office Project, Service Lookout Book, Financial Management, Alien Address Report, Adjudications, Operational Analysis, Officer Corp Rating, Administrative Manual Index, Petition Index, Approved School Index, Agency Request Control, Airport Simulators, Project Control, Program Management, and Special Requests.
The Model Office Prototype System has been implemented in the Houston District Office. Portions of this system have been duplicated in Washington, D.C., Boston, Massachusetts, Newark, New Jersey, and Los Angeles, California, on an interim basis, and procurement of the standard system has been initiated. Site surveys have been completed for eight of the 23 offices planned for automation by the end of fiscal year 1980.
The Position Accounting and Control System portions of FMIS became operational in October, 1978. This provides an on-line Data Base Management System linking the four regions to the Central Office for the collection and reporting of personnel actions and time and attendance.
The Financial Accounting and Control System (FACS) portion of FMIS provides on-line remote entry for the collection and reporting of financial information. Conversion from manual to automated began in October 1978 and became operational starting in January, 1979.
Research and Development
A joint U.S. State Department and INS Border Control Research and Development Study was approved. The study will determine and evaluate alternative systems for detecting and apprehending intruders. Using a computer-based tool created by INS, the study will evaluate alternatives for the El Paso Border Patrol Sector and the Jordan West Bank area based on their performance under dynamic, simulated and operating conditions. The 12-month study will also include development of a technology handbook to guide operational and budgeting personnel in selecting sensors for any given terrain.
A joint U.S. Customs and INS test program with U.S. Army cooperation was completed for evaluating the potential operational contributions of airborne infrared imaging systems in border control. The tests, using U.S. Army equipment were conducted by INS and U.S. Customs personnel over much of the United States and Mexican border.
The use of radar pulses in cables to detect and locate intruders is being developed by the U.S. Air Force, which has invited INS to participate in a test program. INS will be given a two-mile long system to test vigorously for at least a six-month period.
The Enclosed Space Detector Program completed demonstration of the feasibility of automatically and reliably detecting persons concealed in vehicles of less than 6,000 pounds. The next phase has begun in which feasibility of detecting persons concealed in large vehicles, such as tractor-trailers, vans, aircraft, ships, railroad cars, and even rooms of buildings, will be tested.
Intelligence
Implementation of a Forensic Documents Laboratory began during fiscal year 1979 to support INS efforts to combat the use of fraudulent travel and identity documents. Liaison and exchange of intelligence with other agencies has been improved, especially with the Customs Service and the Visa and Passport Offices of the Department of State.
Twenty-four hour-a-day operation of the El Paso Intelligence Center (EPIC) continued jointly with the Drug Enforcement Administration and with the participation of the U.S. Coast Guard, Federal Aviation Administration, U.S. Customs Service, and the Bureau of Alcohol, Tobacco and Firearms in support of INS activities.
Management
Information Services
This Division administers records and information systems and performs statistical compilations and analyses in support of INS operations. The primary function of the
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Division is to furnish information to the general public, Congress, publishers, Foreign Embassies, and consular representatives relative to the application of Immigration and Nationality Laws.
During fiscal year 1979, two servicewide contact representative training courses were conducted, training 98 service employees on Immigration and Nationality Laws, public courtesy, etc. Satellite offices were opened in large metropolitan areas, bringing service closer to the public. Word processing equipment and automated telephone answering equipment are being employed in more offices.
In fiscal year 1980 this Division will continue to improve service to the public, and enhance the program’s efficiency and effectiveness through more extensive telephonic and mechanical support systems and equipment, and improve appearance of public service areas.
Administration
This Division supports INS programs by furnishing financial management, contractual and procurement services, management analysis, and the administration of construction, communication and engineering services.
The contractual and procurement section continues to stress energy conservation. A Border Patrol Station is being constructed in Yuma, Arizona, that incorporates the use of solar energy equipment, which is particularly effective in the Yuma area.
Personnel
Significant activities during fiscal year 1979 included: (1) Civil Service Reform Act dissemination to all employees;
(2) Senior Executive Service implementation; (3) Performance Appraisal System development; (4) initial merit pay system development; (5) implementation of policy and procedures on probationary periods for new supervisors and managers; (6) development of Volunteer Services Program; (7) initial development of policy and programs for the Federal Equal Opportunity Recruitment Program; and (8) delegation of significant personnel authorities to INS Regional Personnel Offices in conformance with the Civil Service Reform Act.
Office of Planning,
Evaluation, and Budgeting
This office is responsible for the development, review, and evaluation of policies, programs, structure, mission, objectives, resource utilization, systems and the review of special management problem areas to insure that INS’s use of resources and estimates of future requirements are consistent with the accomplishments of the INS mission.
Outreach Program
This program, which became fully operational in October, 1978, provides training and guidance to voluntary community groups and agencies who assist aliens in applying for benefits under the Immigration and Nationality laws. During fiscal year 1979 there were 96 training sessions attended by 4,462 participants.
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Community Relations
Service
Gilbert G. Pompa Director
The Community Relations Service (CRS) is mandated by the Civil Rights Act of 1964 to help communities to resolve disputes, disagreements, or difficulties arising from discriminatory practices that impair the rights of citizens under the Constitution or United States laws, and which disrupt or threaten to disrupt peaceful relations among citizens.
Fiscal Year 1979 Caseload
During the year, 1,757 disputes or disagreements drew the attention of staff in the agency’s ten regional offices. Of this number, 746 cases were conciliated or mediated, 141 were awaiting a response as the fiscal year ended, and 875 were turned away either because CRS lacked jurisdiction, or did not have sufficient resources.
Of the conciliated/mediated cases, 40 percent were in the administration of justice area and mostly involved police/ minority relationships. The most troublesome and volatile aspects of this relationship were allegations by minorities that the police use excessive force.
Problems in education, another CRS program, accounted for 23 percent of the agency’s caseload. Most of the cases involved school desegregation problems, which placed a heavy demand on CRS resources because of their complexity and widespread involvement of community residents.
Improved Management Plan
To respond to a demand for services far in excess of its resource capabilities, CRS tested and refined the comprehensive management program introduced in late fiscal year 1978. The heart of this initiative is an Operational Planning System (OPS), a comprehensive cyclical means of determining goals and objectives, planning, monitoring performance, evaluating programs, analyzing and forecasting the demand for services, and factoring the information flow back into goal setting.
Among OPS’ benefits was a case productivity increase of six percent. Under OPS each region conducts its work and allocates resources in accordance with an annual plan, case practice standards are made uniform, and an automated management information system has been developed and tested.
To maximize the impact of scarce resources, CRS worked
with other Department units to make possible greater collaboration and mutual support. Discussions were initiated with the Civil Rights Division, the Offices of Civil Rights Compliance and Community Anti-Crime Programs of the Law Enforcement Assistance Administration, U.S. Attorneys, and, at the local level, with the Immigration and Naturalization Service.
Program Areas
CRS conducted activities in three broad areas—Administration of Justice, Education, and General Community Relations—with increased demands for services stemming from three sources: U.S. District Courts, police/minority disputes, and Ku Klux Klan activities.
Federal judges increasingly view CRS’ dispute resolution process as an effective, cost-saving alternative to certain forms of litigation. Thus, the agency was called to mediate certain civil rights aspects of court suits.
Requests to help resolve problems arising from charges of police use of excessive force increased due to the emphasis that CRS placed on reducing ever-increasing police/ minority conflicts.
Activities of the Klan during the year precipitated dissension in 75 communities in 26 states and impacted greatly on the agency’s caseload. Klan activities usually took the form of cross-burnings, firebombings, armed rallies in opposition to minority groups, and general harassment of Blacks and Hispanics. Also descriptive of these activities were instances of violence or threatened violence to persons or property to discourage minorities from moving into pre-dominantly-White areas.
Administration of Justice
Allegations by minorities that police use excessive force in their dealings with them continued as a volatile problem, with no part of the nation left unaffected.
Incidents between police officials and Hispanic minorities in Texas cities have resulted in a number of fatalities to the minorities involved. Charges of excessive use of force were levied against police, resulting in increases in interracial tensions and in numbers of incidents. Hispanic organization officials brought their alleged grievances to the Attorney General and directly to President Carter. Because of the
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The Community Relations Service
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PUBLIC INFORMATION OFFICE
LEGAL OFFICE
DIRECTOR
ADMINISTRATIVE OFFICE
DEPUTY DIRECTOR
REGIONAL DIRECTORS
REGION VI
REGION I
REGION II
REGION VII
REGION VIII
REGION III
REGION IV
REGION IX
REGION X
REGION V
OFFICE OF TECHNICAL ASSISTANCE AND SUPPORT
OFFICE OF NATIONAL LIAISON AND POLICY DEVELOPMENT
epidemic nature of the problem, CRS initiated a statewide approach to its solution.
The keystone of the plan was a statewide steering committee of police chiefs and Chicano organization leaders brought together by CRS. The committee’s first major task was to bring together 200 South Texas police chiefs, sheriffs, Hispanic organization leaders, and a few observers to deal with such issues as use and control of excessive force, selection and training, as related to cross-cultural awareness and insensitivity, complaint process and internal investigation, role for minority community organizations, and the role and responsibility of the news media in responding to police-community conflict incidents. The Texas Attorney General proclaimed the occasion as “one of the most important assemblages in Texas history.”
The success of this effort and that of a statewide program in Rhode Island and citywide efforts in St. Petersburg and Fort Lauderdale, Florida, has provided the impetus for a national consultation to be held in December, 1979, involving national minority leadership and police officials from various parts of the country. Both the local and the national conference are designed as working meetings with participants committed to carry out followup programs in their home cities.
Education
School desegregation dominated the cases in the CRS education program. While school desegregation this year was not marked by the conflict of past years, there were strong feelings by educators, police, and community leaders that preventive measures were still necessary. The CRS experience indicates that training school and police personnel and contingency planning either heads off major conflict in desegregation implementation or manages it more successfully when it does occur.
As an example of assistance to school systems undergoing second generation desegregation problems, CRS in San Francisco helped to plan and conducted training for 300 teachers and administrators in the Los Angeles School District. (The same training will be given to 75 educators in Phoenix, Arizona, early in fiscal year 1980.)
In Cleveland, Ohio, CRS used a multi-team response to help school administrators, police, and community representatives carry out Phase I of the city’s desegregation efforts. Utilizing a central command post, CRS staff was able to maintain ongoing contact with the superintendent of schools, police chief, Federal court, and school board members. Immediate feedback to appropriate officials resulted in spontaneous resolution of problems, thus minimizing potential for major crisis. School officials have expressed
an interest in CRS-conducted training to respond to post implementation conflict that could occur in some of the high schools.
General Community Relations
General Community Relations include cases of community conflict related to employment, housing, health and welfare services, community and economic development, etc. Among the types of cases showing a marked increase in occurrences are those involving the Ku Klux Klan and Indo-Chinese refugees.
A part of the demand on agency services has emerged from an increase in Klan-related conflicts with Blacks and other minorities. From eight cases recorded in all of 1978, regional staff dealt with 44 this year, a 450 percent increase. While the majority of these incidents occurred in Mississippi and Alabama, CRS provided conciliation services from New Jersey to California.
In Decatur, Alabama, scene of the most violent conflict between Klan members and Blacks, CRS deployed a bir-acial team of six to assist state and local officials avoid a repeat of bloody clashes during a Klan march. The Decatur City Council, acting on a CRS recommendation, voted to enact an ordinance governing parades and demonstrations, thus giving city officials more control over a potentially volatile situation.
Toward the end of the fiscal year, CRS staff in four of its ten regions registered cases involving conflict between newly resettled Indo-Chinese refugees and local residents. Reacting local groups have been minority as well as majority and the core of the problem appears to be economic and environmental competition. With resettlement of Indo-Chinese refugees continuing at the rate of 14,000 a month, CRS has initiated an analysis to test effectiveness of response modalities and determine impact on current case priorities.
CRS STRUCTURE
Office of Technical
Assistance and Support
This Office oversees all specialized support for agency casework. Its specialists in education, the administration of justice, and other fields advise—and assist onsite—the CRS field staff members, who are, of necessity, generalists. The Office also arranges for using the services of outside consultants, assists field staff in the delivery of technical assistance to communities, and develops materials to meet certain program needs.
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Office of National Liaison and Policy Development
This Office monitors national trends in racial/ethnic relations, and evaluates the efficiency and effectiveness of agency programs. On the basis of such evaluations and trends, it proposes planning and policy guidelines for the year ahead. It maintains agency liaison with major national organizations to aid program development and facilitate enlistment of outside resources for CRS casework.
Public Information Office
This Office handles inquiries from the news media and private citizens about CRS activities, advises field staff on media-related aspects of casework, and advises the Director on the public affairs implications of new programs and policies. This Office also develops many of the written materials needed by the Director and prepares a variety of regular and special-purpose reports. It is also partly responsible for providing information requested by Members of Congress.
Administrative Office
This Office has direct responsibility for all liaison with Department administrative offices which provide logistical
support with respect to space and equipment requirements, procurement and personnel matters.
Legal Office
Primary responsibility of the Legal Office is as legal advisor to the Director and staff. It shares responsibility with the Public Information Office for responding to Congressional requests.
Regional Offices
To provide faster, more intensive and less costly service to local communities, CRS assistance is delivered from ten regional offices. Virtually all casework is conducted from these offices; cases with national impact or multiregional implications are supervised directly by headquarters.
Comparison of Workload Data 1978 and 1979
Item	Number		
	FY 1978	FY 1979	Percent of Increase
New Alerts processed		1,353	1,315	(2.8)
Total Dispute Activity processed		1,635	1,757	7.5
Assessments processed		1,257	1,315	4.6
Conciliation and Mediation cases conducted.	702	746	6.3
*U.S. GOVERNMENT PRINTING OFFICE: 1980- 307 569:6077
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