Department of Justice

I am pleased to present the Department of Justice Strategic Plan for 19972002. 
This Plan, the first ever of its kind for the Department, sets forth our 
mission, long range goals, the strategies for achieving these goals, and the 
indicators we will use to gauge our performance over the next several years. It 
provides the foundation for our ongoing efforts to improve the performance of 
our programs and achieve the results that the American people rightfully expect. 

The Department of Justice has a rich and storied history. Although the position 
of Attorney General has existed since the founding of the Republic, it was not 
until 1870 that a separate Department was created bringing together under the 
authority of the Attorney General the activities of United States Attorneys, 
United States Marshals and others. Today our myriad responsibilities touch the 
lives of nearly all Americans. We investigate and prosecute Federal crimes; we 
represent the United States of America in court; we manage the Federal prisons; 
and we enforce the Nation's immigration laws. We work with our partners at home 
and abroad in enforcing the law and improving the system of justice for all 
Our hallmark today, as it was in 1870, is the pursuit of justice. This is our 
most solemn and sacred duty. In remarks dedicating the Main Justice building in 
1934, former Attorney General Homer Cummings said: "May its doors never be 
closed to those who would do justice or to those who suffer from injustice." 
As we enter the 21st century, we recommit ourselves to fulfilling his 
injunction. We are here to serve all Americans. 
Our Strategic Plan is a living document. It guides our annual budget and 
performance planning. It sets the framework for measuring our progress and 
ensuring our accountability to the public. We will revise and update this Plan 
as circumstances change and as we learn from experience. I welcome your 


        I. Mission 
        II. Department of Justice Goals and Strategies (1997 2002) 
            Investigation and Prosecution of Criminal Offenses 
            Assistance to State and Local Governments 
            Legal Representation, Enforcement of Federal Laws, and
                Defense of U.S. Interests 
            Detention and Incarceration 
            Protection of the Federal Judiciary and Improvement of 
                the Justice System 
        III. Issues and Challenges in Achieving Our Goals 
        IV. Role of Program Evaluation 
        For Comments 


This Strategic Plan sets forth the broad direction for the Department of Justice 
(DOJ) for the period 19972002. It provides the longr ange goals, strategies and 
performance indicators by which we will measure our progress and the American 
people may hold us accountable. 
The Department of Justice is firmly resolved to administering the programs for 
which we are responsible in an effective manner. This Strategic Plan is a key 
part of that commitment because it helps establish and maintain a clear focus on 
the outcomes of our efforts. This is the message of the Government Performance 
and Results Act (Results Act) of 1993 and similar legislation enacted over the 
past several years. 
The Plan builds on the statutorily mandated missions of the Department and its 
component organizations. It provides the framework within which our diverse 
activities are integrated under a common, shared vision. It also establishes the 
foundation for the development of more detailed annual plans, budgets and 
related program performance information. 
Planning Approach 
The development of this Plan, the first ever of its kind for the Department of 
Justice, was a complex and challenging undertaking. From the outset, we viewed 
the Strategic Plan as an essential step in establishing a department wide 
performance management system linking planning, budgeting and accountability. 
This close linkage among strategic planning, budget formulation and annual 
performance planning is the cornerstone of the Department's approach to 
implementing the Results Act. 
We began the planning process by asking our organizations to develop mission and 
goal statements as part of their budget requests. Based on these component level 
mission and goal statements and, in a few cases, component level strategic 
plans, we developed a draft department wide plan. This draft was the subject of 
extensive review and comment by the Attorney General and the Department's senior 
managers, including the Attorney General's Advisory Committee of U. S. Attorneys 
and a newly constituted department wide longr ange planning committee. This 
internal review process was highly iterative; changes would be made to the draft 
and then a new round of discussions launched. Although time-consuming, the 
process provided an opportunity for widespread input and helped forge overall 
agreement on direction. 
In January 1997, we embarked on a series of consultations with members of 
Congress to obtain their views on the draft plan. Overall we met with Senate and 
House representatives on ten separate occasions. We made additional changes to 
the draft based on the comments provided to us. 
We recognize that strategic planning is a continuous and iterative process. We 
also recognize that this first effort by the Department is not without 
shortcomings. We will be revising and updating this Plan as events dictate, as 
we learn from experience, and as we continue to engage in a dialogue with 
Congress, stakeholders and customers. 
A key element in the Department's planning approach is the systematic evaluation 
of priority programs so that we may better understand the link between program 
activities and the results achieved. A brief description of our evaluation 
activities and plans is provided in the last section of the Plan. 
Relationship Between the Strategic Plan
and the Annual Performance Plan 
  The Results Act requires agencies to prepare annual performance plans setting 
out measurable goals that reflect specific target levels of accomplishment for a 
particular year. While the Strategic Plan is broad and longr ange, the annual 
performance plan is more detailed, concrete and time focused. It describes what 
will occur within a given year, and a given level of resources, to move an 
agency toward achieving its longr ange strategic goals. 
This linkage between the Strategic Plan and the annual performance plan is a 
critical element of the Results Act. The Department of Justice has revised its 
internal processes to ensure that the Strategic Plan serves as the foundation 
for the development of annual budgets and performance plans. In May 1997, the 
Attorney General directed her component heads to explicitly relate their 1999 
budget requests and performance plans to the Department's longr ange strategic 
goals. This directive ensures a clear focus on direction and results. In 
addition, it allows the myriad activities of multiple component organizations to 
be viewed in the context of over arching, longr ange goals. 
The Department's first annual performance plan will cover fiscal year 1999 
activities and will be submitted to the Congress early in calendar year 1998, 
along with the President's budget. It will be revised as necessary to reflect 
congressional funding decisions. 
The annual performance plan will be at two levels: (1) a department wide summary 
plan, organized by strategic goal, that reflects high level and cross cutting 
annual goals and indicators, and (2) more detailed component and appropriation 
specific performance information. Goals and indicators will be supportive of, 
and derived from, those set forth in the Strategic Plan. For example, our long 
range strategic goal related to maximizing deterrence to illegal immigration 
will be supported by a specific annual goal setting forth estimates of 
accomplishments in removing illegal aliens. 
Issues in Measuring Law 
Enforcement Outcomes. 
  Measuring outcomes is difficult in any context, but particularly so in law 
enforcement. We must be guided principally by "doing what is just" and in some 
cases this means not pursuing an unfounded indictment or baseless claim. 
"Success" for us is when justice is served fairly and impartially; it is not 
reducible to simple numerical counts of arrests or convictions. "Success" for us 
is also when crime or wrongdoing is deterred through effective enforcement; yet 
quantitative measurement of the benefits of this deterrence is a complex 
challenge. How do we capture accurately the value of crimes NOT committed, 
persons NOT illegally entering the country, injustices NOT perpetrated? 
In addition, it is extremely difficult to isolate the particular effects of 
Federal law enforcement activity from other factors that affect outcomes and 
over which the Department has little control. These factors include: 
    Social-Structural factors. Although the research is inconclusive, there is 
    some reason to believe that the incidence of crime is affected by the 
    proportion of youth in the population. The numbers of adolescents and young 
    adults, now the most crime prone segment of the population, are expected to 
    grow rapidly over the next several years. Absent bold and successful 
    intervention, we can expect commensurate growth in youth crime, much of it 
    Emergencies and other unpredictable events. Justice law enforcement agents 
    and prosecutors inevitably must respond to the ebb and flow of crime. 
    Catastrophic events such as the bombing of the Alfred P. Murrah building or 
    the Exxon-Valdez oil spill demand a rapid and major shift in priorities and 
    resources, thereby detracting from other activities. Recent experience 
    suggests that the unexpected will occur whether a sudden influx of persons 
    seeking political asylum, a prison disturbance, a hostage standoff, a 
    particularly complex and sensitive case, or some other crisis that strains 
    our time, attention and resources. 
    Changing statutory responsibilities. The Department's mission, goals, 
    priorities and workload are affected directly by laws enacted by the 
    Congress. Recent years have seen significant new responsibilities assigned 
    to the Department; for example, the jurisdiction of Federal criminal law has 
    been expanded dramatically and statutorily mandated changes in sentencing 
    have escalated the prison population. In addition, the Administration and 
    the Congress have directed a number of specific new crime control, 
    antiterrorism, environmental and immigration initiatives. 
    Changing technology. Technology holds great promise for strengthening the 
    capabilities of our Justice law enforcement agencies. We as well as the law 
    enforcement community nationwide increasingly depend on a robust commercial 
    market to develop new and powerful technologies. 
    At the same time, however, technology is improving the ability of criminals 
    to evade detection and apprehension and providing new opportunities for 
    criminal behavior. The Department's capacity to meet its goal of 
    investigating and prosecuting criminal offenses is dependent in large 
    measure upon its ability to wisely use technology, including the continued 
    capacity to legally monitor and intercept electronic communications of those 
    suspected of breaking the law. It is vital that technology be the friend and 
    not the enemy of law enforcement. 
    The effectiveness and capacity of our law enforcement partners at the 
    Federal, State and local levels. Preventing and controlling crime and 
    maintaining sound regulatory policies require the coordinated efforts of all 
    levels of government. The investigative and prosecutorial agencies of the 
    Department of Justice play a vital role but they need the continued support 
    of their law enforcement partners. It is especially important that State and 
    local agencies have the resources, skills, leadership and assistance 
    required to maintain an effective frontline presence. Sharing information 
    and intelligence, participating in joint operations, and assisting in 
    forensic and other investigative support activities, are among the vital 
    ingredients of true partnership. 
    The strength and vitality of our social, economic and political 
    institutions. Achieving our goals depends on strong institutions the family, 
    schools, churches, neighborhood groups, businesses, labor unions, 
    governmental bodies, the media, charitable organizations that inspire trust, 
    build community, promote civic responsibility and volunteerism and help 
    preserve social order. The effectiveness and integrity of these institutions 
    are the key to securing voluntary compliance with both the civil and 
    criminal law. 
    Cultural attitudes and practices. Also impacting our work is the degree to 
    which our cultural attitudes and practices are consistent with the demands 
    of a multi 
    racial, pluralistic society and reflect a continuing commitment to core 
    values, including the rule of law. These cultural attitudes and practices 
    are shaped mainly by the institutions cited above. 
    Developments overseas. Issues of crime and justice increasingly transcend 
    national boundaries and may involve treaty obligations, multinational 
    environmental and trade agreements, or other foreign policy considerations. 
    The will and capacity of foreign governments, for example, to take action 
    against producers and traffickers in illegal narcotics directly impact the 
    effectiveness of antidrug efforts of the United States. Similarly, political 
    or economic unrest may increase the threat of foreign-based terrorist acts 
    against American citizens either here or abroad or trigger an immigration 
Despite these limitations and complexities, we have made an effort to identify 
goals, strategies and indicators of performance that are meaningful and 
appropriate to our mission. 
Organization of the 
Strategic Plan 
The first section of the Strategic Plan sets forth the mission of the Department 
of Justice. It is this mission, based in law, that provides the foundation for 
the Department's various responsibilities and activities. 
The second, and major, section of the Plan describes our goals and strategies. 
It is organized around the seven functional areas through which the Department 
carries out its mission. These are: 
    Investigation and Prosecution of Criminal Offenses
    Assistance to State and Local Governments
    Legal Representation, Enforcement of Federal Laws, 
    and Defense of Federal Government Interests 
    Detention and Incarceration
    Protection of the Federal Judiciary and Improvement 
    of the Justice System 
Within each functional area, there is a brief overview of the Department's 
priorities followed by a description of our long range goals, strategies and 
indicators of performance. This functional approach enables the activities of 
various Justice agencies to be described and grouped according to their 
overriding purpose or goal. However, in some cases this ease of presentation may 
also obfuscate the myriad interrelationships and multiple purposes that exist 
among these activities. 
The third section of the Plan describes the issues and challenges involved in 
achieving the Department's long range goals. It outlines the resources (funding, 
staffing, technology) likely to be required. It also identifies priority 
management issues. 
The fourth and final section provides information on program evaluation 
activities and plans. 


Our mission at the United States Department of Justice is to enforce the law and 
defend the interests of the U.S. according to the law, provide Federal 
leadership in preventing and controlling crime, seek just punishment for those 
guilty of unlawful behavior, administer and enforce the Nation's immigration 
laws fairly and effectively and ensure fair and impartial administration of 
justice for all Americans. 
In carrying out this mission, the Attorney General, as the Nation's chief law 
enforcement officer, directs and oversees the activities of the more than 
110,000 attorneys, investigators, correctional personnel and other employees of 
the United States Department of Justice. 
Although the office of the Attorney General dates from 1789, the Department of 
Justice was not established until 1870. Today, its responsibilities are diverse 
and wide ranging. These responsibilities are carried out through the 
Department's component organizations: the Federal Bureau of Investigation (FBI) 
and the Drug Enforcement Administration (DEA) investigate Federal crimes; the 
United States Marshals Service (USMS) protects the Federal judiciary, apprehends 
fugitives, detains prisoners and supports the Federal courts; the United States 
Attorneys and the litigating divisions prosecute offenders and represent the 
United States of America in Federal court; the Immigration and Naturalization 
Service (INS) controls the border and carries out the Nation's immigration 
statutes; and the Federal Bureau of Prisons (BOP) incarcerates sentenced 
offenders. The Office of Justice Programs (OJP) and the Office of Community 
Oriented Policing Services (COPS) assist State and local governments. OJP's 
National Institute of Justice (NIJ) develops and disseminates knowledge about 
crime and justice issues; its Bureau of Justice Statistics (BJS) collects, 
analyzes, publishes and disseminates information on crime, criminal offenders, 
victims of crime and the operation of the justice systems at all levels of 
government. Other components also help administer our system of justice and 
further the Department's mission (the United States Trustees, the Community 
Relations Service, the Justice Management Division, the Executive Office for 
Immigration Review, the Office of the Inspector General, among others). 
            The following core values are the principles and beliefs that guide 
            our actions to fulfill our mission. They also guide the 
            establishment of the long range goals and strategies contained in 
            this Plan and the way they will be implemented. 
            Equal Justice Under the Law 
            Upholding the laws of the United States is the solemn responsibility 
            entrusted to us by the American people. We enforce these laws fairly 
            and uniformly to ensure that all Americans receive equal protection 
            and justice under the law. 
            Access to Justice 
            We are dedicated to ensuring that the Federal justice system is 
            accessible and fair to all and that court proceedings take place 
            free of intimidation or fear of violence. 
            Honesty and Integrity 
            We adhere to the highest standards of ethical behavior. 
            Pursuit of Excellence 
            We are committed to the highest possible levels of achievement and 
            service. We design our everyday activities to provide the most 
            effective legal, investigative, prosecutorial, correctional, and 
            other services to, and on behalf of, the people of the United 
            States. Accountability to the Taxpayer 
            We are committed to serving as effective and responsible stewards of 
            the taxpayers' dollars that are entrusted to us. We are efficient 
            and results oriented. We measure and report on our progress in 
            achieving goals. 
            Cooperation and Partnership 
            We respect the independence of the judiciary, and the 
            interdependence of all other components of the justice system. To 
            achieve mutual goals, we seek partnerships wherever appropriate to 
            attain justice. 
            Importance of the Individual 
            We recognize that people are our most important resource for 
            accomplishing our mission. We are committed to the personal well 
            being and professional development of all employees. We encourage 
            creativity and we reward superior performance. 
            Openness in Government 
            We communicate with the public in an open and candid way. We 
            actively seek outside views, and are responsive to requests for 
Although the Department is headquartered in Washington, D.C., most of its work 
takes place outside of Washington and most of its employees are located in one 
of more than 2,000 field locations. These locations range from small one or two 
person border stations to major correctional facilities. Within each of the 94 
judicial districts, the Department is represented by a United States Attorney 
who prosecutes criminal offenses and represents the United States in civil 
actions, and by a United States Marshal who protects the Federal judiciary, 
detains and transports persons awaiting trial or sentencing, and executes 
warrants and court orders. 
As crime and justice issues increasingly transcend national boundaries, our 
international presence has grown. We provide training and technical assistance 
to foreign law enforcement agencies, negotiate and implement international 
treaties for mutual legal assistance, engage in joint investigations, provide 
pre-inspection and other immigration services, and conduct various other 
activities. We also represent the United States in INTERPOL, the International 
Criminal Police Organization. 


A primary DOJ responsibility is to investigate and prosecute criminal violations 
of the laws of the United States. Our major investigative agencies and U.S. 
Attorneys' Offices work closely together and with other Federal, State and local 
officials to ensure a coordinated and effective law enforcement response to the 
problems of crime and violence. 
We will conduct all law enforcement activities effectively, and employ the 
highest ethical and professional standards in investigating and prosecuting 
crime. Priority focus will be maintained on crime threats that have a Federal or 
uniquely national or international dimension, including drug trafficking, 
organized crime, terrorism, white collar crime, civil rights violations, alien 
smuggling, gang related violence, and crimes occurring in Indian country. We 
will aggresively investigate and prosecute elected and appointed officials at 
all levels of government who abuse their office and public's trust. 
We will continue to foster coordination among DOJ agencies and their Federal, 
State and local counterparts, thereby reducing overlap and miscommunication. We 
will continue to work with the Office of National Drug Control Policy to 
implement the National Drug Control Strategy and improve coordination and 
effectiveness of drug law enforcement programs. We will also continue to improve 
coordination and joint planning in such critical support areas as the collection 
and analysis of drug and related crime intelligence. We will place additional 
emphasis on cooperative networks among law enforcement agencies around the world 
to improve the investigation and prosecution of transnational organized criminal 
groups. We will respond quickly and effectively to emerging threats, including 
those involving high technology. 
Goal 1: Reduce violent crime, including organized crime and drug and gang 
related violence. 
    Fully implement the Violent Crime Control and Law Enforcement Act of 1994, 
    as well as other crime prevention and control statutes. 
    Identify, penetrate and dismantle major and emerging organized criminal 
    enterprises, including street gangs engaged in illegal activity. 
    Support comprehensive strategies against violent crime through establishment 
    of multi-agency, inter-governmental task forces. 
    Improve international cooperation against violent and organized crime 
    through enhanced liaison and international training activity. 
    Apprehend Federal fugitives charged with or convicted of violent crimes. 
Performance Indicators: 
    The extent to which the operations of major criminal organizations, 
    including gangs engaged in violent crime, have been disrupted or dismantled 
    by Federal enforcement efforts. 
    Cooperative investigative, prosecutive, and training initiatives designed to 
    counter the international dimension of violent and organized crime. 
    Incidence of violent crime in targeted enforcement areas. 
    Prevention of persons with criminal records from purchasing a gun. 
    Prompt apprehension of fugitives charged with or convicted of violent 
Goal 2: Reduce the availability and abuse of illegal drugs through traditional 
and innovative enforcement efforts. 
    Disrupt and dismantle major drug organizations, along all points of the 
    production, transportation, and distribution chain. 
    Increase foreign government support for the successful investigation and 
    prosecution of drug cartel members. 
    Gather, analyze, and disseminate intelligence regarding drug trafficking 
    organizations and the availability and abuse of illegal drugs in order to 
    support investigative and prosecutorial efforts. 
Performance Indicators: 
    The extent to which the most prominent drug organizations/cartels have had 
    their operations disrupted or infrastructure dismantled. 
    Indictments of major cartel members, as well as members of their cell 
    organizations; and cases involving these members that are investigated and 
    Effective use of forfeiture authority in major drug prosecutions. 
    Quality and utility of intelligence products disseminated regarding drug 
    trafficking organizations and the availability and use of illegal drugs. 
Goal 3: Reduce espionage and terrorism (sponsored by foreign or domestic groups 
in the United States and abroad when directed at U.S. citizens or institutions). 

    Prevent, to the extent possible, acts of terrorism and espionage. 
    Investigate, prosecute and convict violators of U.S. law who are charged 
    with espionage or acts of terrorism whether they occur here or abroad. 
    Gather and analyze counterintelligence information to identify new 
    investigative leads. 
    Improve liaison with foreign and domestic counterparts to facilitate 
    investigations wherever they may occur. 
    Coordinate training with international, Federal, State, and local law 
    enforcement organizations to apprise these agencies of emerging trends and 
    concerns in these areas. 
Performance Indicators: 
    Estimate of terrorist incidents prevented in the United States. 
    Neutralization of foreign intelligence activities (through maintaining 
    diverse offensive counterintelligence techniques). 
    Indictments and convictions in highest priority cases. 
    Production of quality analysis and assessments on foreign intelligence and 
    terrorist activities for law enforcement and counterintelligence purposes. 
    Increased exchange of personnel and collaboration between the FBI and other 
    agencies which support or assist the FBI's investigative efforts in 
    espionage and terrorism matters. 
Goal 4: Reduce white collar crime including public corruption and fraud. 
    Enhance public awareness and general deterrence. 
    Identify, investigate, and prosecute high priority white collar criminal 
    offenses nationwide. 
    Through better use of intelligence, identify emerging areas of white collar 
    crime in order to set national priorities for coordinated investigations. 
    Enhance cooperation with foreign governments to identify and prosecute 
    international white collar criminals and to seek the forfeiture and 
    repatriation of proceeds of their resources. 
    Strengthen cooperation with State and local governments to ensure maximum 
    impact of investigations and prosecutions. 
Performance Indicators: 
    Indictments and convictions in highest priority white collar crime cases. 
    Cases involving white collar crime that are investigated and resolved and 
    percentage of those cases resolved by civil settlement, administrative 
    disbarment or compliance agreement. 
    Effective use of multi-district, coordinated white collar crime 
    investigations that support prosecutive action, including cooperative 
    investigations with State and local agencies. 
    Effective use of forfeiture, restitution, recoveries, and other means in 
    support of white collar crime investigations and prosecutions. 
Goal 5: Coordinate and integrate DOJ law enforcement activities wherever 
possible, and cooperate fully with other Federal, State and local agencies that 
are critically linked to improved operation of the Nation's justice system. 
    Ensure that the strategies and objectives of the Department's investigative 
    agencies are fully coordinated and complementary, that intelligence is 
    shared, and that administrative practices are consistent. 
    Develop and implement, under the guidance of each U.S. Attorney, a District 
    enforcement strategy that targets both national and local priorities and 
    identifies how all parts of the system can interact more effectively to meet 
    the needs of justice. 
    Identify and coordinate cases in which a national prosecution effort is 
Performance Indicators: 
    Type and impact of cooperative strategies and agreements, both domestic and 
    foreign, established and implemented. 

We carry out the leadership responsibilities of our mission in partnership with 
State and local governments. We have an ongoing commitment to the continued 
improvement of the capabilities of our fellow law enforcement agencies. We offer 
assistance in many ways, including expert forensic analysis and court testimony, 
specialized training in highly technical support functions, help in the 
collection and exchange of important statistical and research information, and 
financial assistance. As with any partnership, there are many mutual benefits 
generated from these activities, and we at DOJ share valuable information with 
States and localities and encourage them to share among themselves information 
on "what works" in reducing crime and delinquency and improving justice system 
The credibility of our partnership with State and local governments requires the 
continuing investment of substantial financial resources. We will also continue 
to play an active role in fostering smaller scale, innovative approaches to 
neighborhood based crime-fighting efforts. We will emphasize the rights of law 
abiding citizens and advocate for the development of more programs to assist the 
victims of crime. Whenever necessary, we will lend the skills of mediation and 
conflict resolution experts to resolve sudden flare-ups of community tension. 
Finally, we will place a high priority on ensuring that the research and 
statistical data necessary for the development of informed public policy are 
accurate, timely and easily accessible. 
Goal 1: Improve the crime-fighting and criminal/juvenile justice system 
capabilities of State and local governments. 
    Provide financial support, technical assistance, and training to State and 
    local governments to enhance their criminal and juvenile justice system 
    Share research and statistical information as widely as possible to improve 
    the effectiveness of State and local criminal and juvenile justice programs. 
Performance Indicators: 
    Level of satisfaction with training, technical assistance, research and 
    statistical information provided. 
    Number and effect of promising programs replicated. 
Goal 2: Strengthen and improve community police services and, by the year 2000, 
increase the number of officers on-the-beat by 100,000 over 1992 levels. 
    Provide training and technical assistance to promote the widespread adoption 
    of community policing principles prevention, partnerships and problem 
    Provide funding assistance to State and local governments to hire and deploy 
    new police officers. 
Performance Indicators: 
    Number of law enforcement agencies adopting and implementing community 
    Number of new police officers funded and on-the-beat. 
Goal 3: Support innovative, community-based strategies aimed at reducing crime, 
delinquency and violence in our communities. 
    Provide training and assistance to State and local governments to create the 
    capacity to prevent and resolve tension, violence or hate crimes resulting 
    from racial and ethnic conflict. 
    Provide conflict resolution, violence reduction and conciliation services to 
    States and local communities. 
    Provide leadership in continued support of community-based initiatives such 
    as Weed and Seed, Pulling America Together (Project Pact), Safe-Futures, and 
    the Comprehensive Communities Programs, as well as support for the 
    commitment of inter-agency resources. 
Performance Indicators: 
    Conflict prevention and capacity enhanced at the State and local level. 
    Number of incidents in which the potential for conflict, violence, or civil 
    disorder is reduced or ameliorated due to mediation and conciliation 
    The impact of community-based initiatives funded primarily through DOJ 
Goal 4: Uphold the rights of, and improve services to, America's crime victims. 
    Support Federal, State and local efforts to institute systemic changes which 
    result in new attitudes and practices that promote justice and healing for 
    all victims of crime. 
    Deliver effective training and technical assistance to criminal justice 
    professionals, victims service providers, and allied professionals who work 
    with crime victims. 
    Support the delivery of State compensation and assistance services through 
    funding and technical assistance, and monitoring State efforts. 
    Advocate for increased rights for victims in judicial proceedings. 
    Identify promising practices and strategies for everyone who provides 
    services for crime victims. 
Performance Indicators: 
    Impact of efforts to identify emerging issues, promising practices, and 
    training and technical assistance needs; publications to the field providing 
    recommendations for action; and the allocation of resources to support 
    implementation of the national crime victims agenda. 
    Improvements realized through research and evaluation of promising practices 
    in victim services in the juvenile and criminal justice, medical and social 
    services systems. 
    Victim assistance and compensation programs established or maintained for 
    crime victims. 
Goal 5: Reduce the incidence of violence against women. 
Support full implementation of the Violence Against Women Act. 
Performance Indicators: 
    Availability and accessibility of shelters and other services for victims of 
    domestic abuse. 
    Incidence of injury or death attributable to domestic violence. 
    Timely and appropriate intervention by law enforcement. 

The Department is dedicated to making the legal system of the United States work 
fairly for all Americans. The Department's litigating divisions and United 
States Attorneys work together to enforce our Nation's environmental, civil 
rights, antitrust, tax and civil justice laws. In addition, we represent the 
interests of the Federal Government in cases before the Supreme Court and other 
courts, advise the President on constitutional matters and legal issues 
involving the execution of the laws of the United States, and protect the 
constitutional prerogatives of the Executive Branch. 
The Department works to ensure that the Federal Government speaks with one voice 
with respect to law. It does this by maintaining effective working relationships 
between its six national litigating divisions and the 94 U. S. Attorneys' 
Offices located throughout the country. This approach provides for flexibility, 
balance and consistency in legal activities and maximizes the resources, skills 
and perspectives available to deal with particular cases (e.g., from extensive 
subject matter expertise to seasoned trial experience, from a national vantage 
point to a local one). 
We will increase compliance with civil rights laws in the areas of fair housing, 
fair lending, voting, education, employment, hate crimes, police misconduct and 
persons with disabilities. We will create an enforcement atmosphere that deters 
unreasonable restraints of trade and monopolistic business practices; provide a 
strong and effective criminal and civil enforcement effort under the pollution 
control and wildlife and resource protection statutes; and ensure that the 
Federal tax laws are enforced fairly, correctly and in a uniform manner. We will 
actively protect the rights of Indians. In addition, we will establish strong 
relationships with the many agencies that refer cases and matters to us so that 
they receive the highest quality of service. We will protect the Federal fisc 
through affirmative and defensive litigation. Finally, we will ensure that our 
attorneys have available to them the necessary technological resources needed to 
litigate successfully extraordinarily large, complex and high stakes cases. 
Goal 1: Protect the civil rights of all Americans. 
    Promote compliance with the country's civil rights laws. 
    Emphasize pattern or practice cases and pursue effective remedies within 
    existing law. 
    Defend against challenge to laws and programs that promote opportunity for 
    traditionally excluded individuals. 
    Bring coordinated enforcement actions to address interrelated problems, 
    whenever possible. 
    Actively involve the State Attorneys General in appropriate enforcement 
    Strengthen relations with other Federal agencies which are the "first-line" 
    enforcers of many civil rights laws. 
Performance Indicators: 
    Impact of pattern or practice cases initiated. 
    Impact of cases brought in conjunction with local U.S. Attorneys and/or 
    State governments. 
    Use of Alternative Dispute Resolution (ADR) and other settlement techniques, 
    where appropriate, as an alternative to litigation. 
    Judgments, convictions or settlements in highest priority enforcement areas. 
Goal 2: Safeguard America's environment and natural resources. 
    Promote compliance with all applicable laws and regulations to advance the 
    protection of the Nation's environment and natural resources by providing 
    guidance and information to the regulated community about the Department's 
    enforcement goals. 
    Vigorously pursue both civil and criminal cases against those who violate 
    laws that protect public health, the environment, and natural resources. 
    Fulfill U.S. Trust responsibilities to individual Indians and Indian tribes 
    through litigation on behalf of Indian interests. 
    Defend against suits challenging statutes and agency actions that protect 
    public health, the environment, and natural resources. 
    Work cooperatively with other Federal agencies, including the Environmental 
    Protection Agency, States, local law enforcement, and community 
    representatives in developing and bringing civil and criminal enforcement 
    actions and encourage more use of ADR where appropriate. 
Performance Indicators: 
    Impacts of litigation, e.g., the number, significance and quality of 
    enforcement actions brought; environmental benefits obtained through 
    injunctive relief and otherwise; successful and appropriate remedies and 
    penalties for violations; environmental cleanup costs recovered; natural 
    resources protected, environmental regulations and agency actions defended, 
    and trust responsibilities to Indians satisfied. 
    Appropriate cooperation and training with U.S. Attorneys, States or local 
    enforcement authorities. 
    Judgments, convictions or settlements in high priority enforcement areas. 
    Use of settlement, ADR, or other alternatives to litigation, where 
    appropriate, as an alternative to litigation. 
    Appropriate representation of government agencies, including consultation 
    and pre-litigation counseling. 
    Just defense of the public fisc. 
    Compliance with applicable Department policies, such as those concerning 
    tribal sovereignty and environmental justice. 
Goal 3: Promote competition in the United States economy through enforcement of, 
improvements to, and education about, antitrust laws and principles. 
    Identify and pursue criminal behavior and civil non-merger violations of the 
    law, and review merger transactions; establish and use international 
    enforcement agreements; enhance the analytical framework under which mergers 
    are reviewed; and coordinate with local, State, Federal and international 
    antitrust enforcement authorities. 
    Participate in inter-agency rule-makings, task forces, and regulatory 
    processes, and in legislative development; develop case law as appropriate; 
    participate in national and international competition and trade 
    organizations; and coordinate with international antitrust authorities to 
    improve antitrust laws and policies as they affect the U. S. economy. 
    Provide information and guidance to the business community, consumers, and 
    local, State and Federal authorities through the business review procedure, 
    tailored outreach programs, and the development and publication of antitrust 
    guidelines, policy statements, speeches, articles, and press releases. 
Performance Indicators: 
    Total dollar volume of commerce affected in instances where the Department's 
    Antitrust Division has taken specific action that resulted in less 
    anti-competitve behavior. 
    Judgments, convictions or settlements in high-priority enforcement areas 
    that impact consumers. 
    Use of ADR and other settlement techniques, where appropriate, as an 
    alternative to litigation. 
    Number and reach of national and international laws, policies, practices and 
    procedures in instances where the Antitrust Division has played some role in 
    the establishment of such laws, policies, practices and procedures that 
    resulted in increased procompetitiveness of the national or international 
    Size and scope of audiences reached in instances where the Antitrust 
    Division has undertaken activities that resulted in greater awareness of 
    antitrust law. 
Goal 4: Promote the fair, correct and uniform enforcement of the Federal tax 
laws and the collection of tax debts. 
    Foster voluntary compliance and resolve civil tax litigation in a manner 
    that promotes the fair and uniform treatment of taxpayers. 
    Vigorously and fairly pursue civil and criminal cases against those who 
    violate our tax laws. 
    Enhance financial litigation and debt collection efforts through automation 
    Continue to assist in the development of Federal tax policy. 
Performance Indicators: 
    Resolution of tax cases that maintain fair and uniform treatment of 
    Judgments, convictions, or settlements in high priority enforcement areas. 
    Use of ADR and other settlement techniques, where appropriate, as an 
    alternative to litigation. 
    Tax debts collected. 
Goal 5: Represent the United States in all civil matters for which the 
Department of Justice has jurisdiction. 
    Protect the U. S. Treasury against unwarranted monetary claims, assure 
    appropriate payments for meritorious claims, maximize monetary recovery for 
    injury and damages to Federal property, and assert the Federal Government's 
    commercial interest in defensive litigation. 
    Resolve disputes prior to and during litigation by using negotiations and 
    ADR to make the most efficient use of our resources. 
    Recover money owed to the Federal Government as the result of fraud, loan 
    and contract defaults, and unsatisfied judgments; combat health care fraud 
    through the vigorous implementation of civil remedies provided by the False 
    Claims Act and the Health Insurance Portability and Accountability Act. 
    Defend against challenges to Federal programs, policy initiatives and 
    statutes, and enforce remedies for violations of statutory based Federal 
    program requirements. 
    Protect consumers against dangerous products, adulterated or mislabeled food 
    and drugs, and unfair or fraudulent practices through the enforcement of 
    consumer protection statutes and regulations; and defend Federal regulations 
    restricting the sale and distribution of tobacco products to protect 
    children and adolescents. 
    Administer, improve and, where appropriate, expand programs to fairly 
    resolve classes of claims such as the Childhood Vaccine Injury program and 
    the Radiation Exposure Compensation program. 
    Enforce the Nation's immigration laws by defending administrative decisions 
    and INS programs and policies. 
Performance Indicators: 
    Closed affirmative monetary cases where at least 85 percent of monetary 
    amount claimed by the Government is recovered. 
    Closed defensive monetary cases where at least 85 percent of amount claimed 
    against the Government is defeated. 
    Successfully resolved non-monetary trial cases . 
    Successfully resolved appellate cases. 
    Judgments, convictions, or settlements in highest priority enforcement 
    Use of ADR and other settlement techniques, where appropriate, as an 
    alternative to litigation. 

One of our most important duties is to administer the Nation's immigration laws 
fairly and effectively. In doing so, we maintain America's tradition as a Nation 
of immigrants. We provide for the lawful entry of persons and assist those 
eligible persons who wish to become citizens. At the same time, we deter illegal 
immigration by controlling our borders and apprehending and removing those who 
violate our immigration laws. 
We will continue to work towards making the Immigration and Naturalization 
Service (INS) an effective and professional organization. We will improve its 
infrastructure and processes, including its use of advanced technology and the 
reliability and integrity of its data systems. We will demonstrate its 
capability to fairly but firmly administer and enforce our Nation's immigration 
laws. We will strengthen control over our borders. We will work to find and 
deport those who are here illegally. And we will deliver services and grant 
benefits to citizens and legal residents in a timely, consistent, appropriate 
and fair manner. 
Goal 1: Enhance the integrity and integration of data and data systems operated 
by the INS in order to establish fully integrated data systems supporting the 
enforcement and service functions of the INS; enhance the sharing of relevant 
data with other Federal agencies; and support INS management and decision making 
    Strengthen and improve the INS technology infrastructure. 
    Develop, implement, deploy and improve major enforcement and 
    service/benefits systems including ENFORCE (Enforcement Case Tracking 
    System), IDENT (Biometrics Identification System), and CLAIMS (Computer 
    Linked Application Information Management System). 
    Develop, implement and improve internal INS administrative systems that 
    maintain data on workload, personnel and financial resources. 
    Improve the integrity, reliability, accuracy and accessibility of INS 
    Expand the electronic exchange of data with mission partners, including the 
    Department of State, the U.S. Customs Service, State and local governments, 
    and others. 
Performance Indicators: 
    Full deployment of the INS technology infrastructure project by no later 
    than the end of fiscal year 1998. 
    Degree to which major systems projects (including ENFORCE, IDENT and CLAIMS) 
    meet cost, schedule and performance targets. 
    Percentage of INS records automated. 
    Degree of electronic data exchange. 
Goal 2: Deliver services to the public in a timely, consistent, fair and high 
quality manner. 
    Establish and maintain an asylum process that is fair and timely, and that 
    denies meritless claims quickly without discouraging legitimate seekers of 
    Encourage eligible persons to become citizens by establishing and 
    maintaining a naturalization process that is fair, accurate and timely. 
    Make "user friendly" customer service an integral, permanent aspect of all 
    INS activities. 
    Provide employers, benefit providers and other appropriate entities with the 
    information, assistance and tools needed to allow them to comply with the 
    laws while safeguarding the civil and privacy rights of citizens and aliens 
    Establish and maintain automated systems that provide reliable, timely, and 
    accessible alien status verification. 
Performance Indicators: 
    Degree to which applications for asylum, naturalization, adjustment of 
    status or other benefits are processed in accord with standards for 
    timeliness and accuracy. 
    Level of satisfaction by customers of selected INS services. 
    Extent of availability, and rate of successful use, of verification services 
    that support employers, benefit providers, and other appropriate entities. 
Goal 3: Secure the land border, ports of entry and coasts of the United States 
against illegal migration through effective use of technology and personnel 
resources focused on enhancing the deterrence to entry and apprehending and 
removing those who attempt to enter illegally. 
    Prevent illegal entry by comprehensive border protection programs, including 
    increased Border Patrol strength. 
    Concentrate resources at the major problem sources, ports of entry and 
    border points. 
    In coordination with other agencies and through enhanced integration of INS' 
    overseas, border and interior intelligence operations, gather, analyze, and 
    disseminate intelligence regarding illegal migration to target enforcement 
    efforts on criminal activities, smuggling, fraud, and terrorism. 
Performance Indicators: 
    Percentage of time that Border Patrol Agents devote to actual border control 
    Effectiveness of efforts to apprehend persons attempting illegal entry. 
    Shift in traditional illegal crossing and drug smuggling traffic patterns 
    along the border. 
    Fee increases by smugglers of illegal entrants. 
    Lower crime rates in U.S. cities located near the border. 
    Ability to target enforcement efforts based on the quality and utility of 
    intelligence products developed and disseminated by the INS' intelligence 
Goal 4: Facilitate lawful travel and commerce across the borders of the United 
    Expand the use of techniques and technologies that promote and expedite 
    lawful entry, including cooperative strategies with other agencies and 
    foreign governments. 
    Establish additional dedicated commuter lanes and increase the number of 
    preregistered DCL participants. 
    Work cooperatively with the U.S. Customs Service and other Federal agencies 
    at ports of entry. 
Performance Indicators: 
    Percent of low risk air passengers cleared through the primary inspections 
    process within 30 minutes or less. 
    Percent of low risk land border crossers cleared through inspections within 
    30 minutes or less. 
    Number of dedicated commuter lanes or other automated facilitation 
    technologies deployed. 
    Level of customer satisfaction 
Goal 5: Maximize deterrence to unlawful migration and enforce immigration laws 
in the interior through effective and coordinated use of resources to reduce the 
incentives of unauthorized employment and assistance; remove 
deportable/inadmissible aliens expeditiously; address interior smuggling and 
benefit and document fraud; and increase inter-governmental cooperation and the 
integration of activities among law enforcement entities at all levels of 
    Focus enforcement efforts in geographic areas and employment sectors that 
    have a high probability of violations. 
    Combat fraudulent document production, sales and use by increasing the 
    security features, and reducing the number, of INS documents allowed for 
    obtaining employment and benefits. 
    In cooperation with the Executive Office for Immigration Review and other 
    agencies, identify, process and remove those criminal aliens eligible for 
    deportation who are incarcerated in Federal, State and local institutions. 
    Provide adequate, safe, humane and efficiently run detention bedspace and a 
    transportation capability that meets alien detention and removal 
    obligations. Link the detention space and transport systems to ensure 
    maximum operational efficiency. 
    Increase prosecution and forfeiture activities to dismantle criminal, 
    smuggling, and fraud organizations. 
    Strengthen coordination with state and local law enforcement entities to 
    identify, detain, and remove aliens, particularly those involved in violent 
    gangs and criminal activities and to undertake targeted enforcement 
    In coordination with other government entities, target worksite enforcement 
    activities toward employers who hire unauthorized workers in general and in 
    selected industry and geographic areas to reduce the number of individuals 
    working under forced labor conditions or "sweatshops." 
    In coordination with other agencies and through enhanced integration of INS' 
    overseas, border and interior intelligence operations, gather, analyze and 
    disseminate intelligence regarding illegal migration to target enforcement 
    efforts on criminal activities, interior smuggling, fraud, and terrorism. 
    Engage in partnerships with the States, local entities, and employers to 
    facilitate replacement of unauthorized workers with legally authorized 
Performance Indicators: 
    Effectiveness of targeted enforcement undertaken in high density 
    unauthorized employment geographical areas and industries. 
    Effectiveness in preventing the use of fraudulent documents, e.g., number of 
    such documents removed from circulation, and number of document fraud 
    vendors and facilitators successfully prosecuted. 
    Prosecutions, fines, and assets seized of employers, smugglers, and fraud 
    vendors and facilitators. 
    Increases in employer compliance rates. 
    Number and quality of partnerships to facilitate use of authorized workers, 
    and number of jobs freed up for authorized workers. 
    Number of criminal aliens removed and percentage of criminal aliens subject 
    to expulsion who are removed after completion of their prison sentence. 
    Ability to target enforcement efforts based on the quality and utility of 
    intelligence products developed and disseminated by INS intelligence 
    Removal of non criminal aliens who are inadmissible or deportable. 
Goal 6: Expedite the adjudication of immigration cases while insuring due 
process and fair treatment for all parties. 
    Hire, train and deploy immigration judges in cities and institutions in 
    order to manage effectively the projected caseload resulting from 
    strengthened immigration enforcement. 
Performance Indicators: 
    Completion of 95 percent of immigration cases involving incarcerated 
    criminal aliens prior to the alien's earliest possible release date. 
    Timely completion of all other immigration cases. 
Goal 7: Improve the development and implementation of immigration related 
policies and practices by incorporating input from a broad range of internal and 
external contacts. 
    Develop and maintain a broad range of internal and external contacts and 
    mechanisms for information collection and analysis of opportunities to 
    cooperate with state and local communities and groups, including law 
    enforcement agencies. 
    Work proactively and collaboratively with internal and external individuals, 
    groups, and organizations to encourage and facilitate constructive 
    involvement of a broad range of community groups in INS activities. 
    Involve internal and external groups and individuals in joint 
    problem-solving efforts, as necessary. 
Performance Indicators: 
    Level of timeliness and responsiveness in identifying and assessing 
    immigration related issues (geographic, demographic, or functional). 
    Level of involvement of appropriate parties in developing enforcement and 
    service delivery standards and procedures that represent the interests and 
    sensitivities of the variety of communities in which INS conducts its 
    Increased satisfaction of community groups that their comments, feedback, 
    and suggestions are heard and acted upon in an appropriate manner. 

The Department is responsible for the detention and incarceration of persons in 
Federal custody. We protect society by confining detainees and prisoners in 
safe, secure and humane environments. 
Our highest priority is to provide for the safe, secure and humane confinement 
of persons who are detained (either awaiting trial, a hearing on their 
immigration status or deportation) or who are have been convicted and sentenced 
to imprisonment. We will ensure that all convicted, dangerous felons are housed 
securely, at their appropriate security level and for the full term of their 
sentence. We will provide program opportunities to help meet their needs and 
facilitate their successful reintegration into society, consistent with 
community expectations and standards. 
Goal 1: Provide for the safe, secure and humane confinement of persons who are 
detained while awaiting trial or sentencing, a hearing on their immigration 
status, or deportation. 
    Maintain and operate the Federal detention program through a coordinated and 
    cost effective management approach. 
    Work cooperatively with State and local governments to obtain needed 
    detention bedspace and services. 
    Operate efficiently and effectively the Justice Prisoner and Alien 
    Transportation System (JPATS). 
Performance Indicators: 
    Extent to which adequate and sufficient detention bedspace is available. 
    Cost effectiveness of JPATS. 
Goal 2: Ensure that sufficient prison capacity exists so that violent and other 
serious criminal offenders are imprisoned to the fullest extent of the law. 
    Increase Federal prison bedspace by constructing and activating new 
    facilities, and exploring opportunities for the renovation and expansion of 
    existing facilities. 
    Pursue negotiations with other government units to consider property 
    transfers, joint use contracts, and other cooperative arrangements. 
    Continue the careful use and evaluation of secure alternatives to 
    traditional incarceration for nonviolent offenders, including Comprehensive 
    Sanctions Centers and Home Confinement strategies where appropriate. 
Performance Indicators: 
    Amount of new bedspace activated. 
    Overcrowding level compared to prior year. 
    Effectiveness in placing eligible inmates in community corrections bedspace, 
    including Home Confinement and Comprehensive Sanctions Center programs. 
Goal 3: Maintain and operate the Federal prison system in a safe, secure, humane 
and efficient manner. 
    Ensure an appropriate level of properly trained and equipped staff. 
    Ensure compliance with environmental, health and safety regulations. 
Performance Indicators: 
    Ratio of staff to inmates in the Federal Prison system. 
    Escapes, assaults, suicides and homicides that occur in Federal 
    Compliance with environmental, health and life/safety regulations. 
Goal 4: Provide productive work, education, medical and other programs to meet 
inmate needs and facilitate their successful reintegration into society, 
consistent with community expectations and standards. 
    Expand and improve the quality of prison work and education programs to 
    minimize inmate idleness and develop marketable skills. 
    Continue to develop and expand the availability of quality drug treatment 
    Provide necessary quality health care to inmates and detainees while 
    controlling costs. 
    Provide programs to meet the requirements of "special needs offenders." 
    Ensure equitable opportunities for all recognized faith groups. 
Performance Indicators: 
    Accreditation of Federal institutions by the American Correctional 
    Association and by the Joint Commission on Accreditation of Hospital 
    Eligible inmates obtaining a high school diploma or equivalent. 
    Eligible inmates who successfully complete drug treatment programs while in 
    the custody of the Federal Government. 
    Level of participation in programs offered for "special needs" offenders. 
    Health care costs for Federal inmates and detainees relative to the consumer 
    price index medical adjusted costs. 
    Worship and non-worship programs offered to Federal inmates. 

The Department plays a key role in the administration of the justice system at 
the Federal, State and local levels. We support the Federal courts by providing 
security services and ensuring that defendants and witnesses appear as ordered. 
We support State and local justice systems by providing training, research and 
other technical assistance to them and by offering national leadership in 
addressing problems of common concern. We also work to ensure the efficient 
administration of the Nation's bankruptcy system. 
We will continue to protect Federal judges and ensure the safe and secure 
operation of the Federal court system. We will strongly support State and local 
crime fighting efforts and be an effective partner with States and localities in 
ensuring that to the extent possible Federal resources are brought to bear in 
the most effective and timely way. 
Goal 1: Protect the Federal judiciary and ensure the safe and secure operation 
of the Federal court system. 
    Provide for the security of all Federal judges and courts. 
    Assure both the short-term and the long-term safety of Federal witnesses. 
    Ensure the timely courtroom appearance of defendants and prisoners in 
    Federal custody. 
Performance Indicators: 
    Threats to or incidents affecting the security of Federal court facilities 
    and all individuals within court facilities. 
    Establishment of standards for security of Federal court facilities and all 
    individuals within court facilities. 
    Threats to, and incidents affecting, the security of Federal witnesses. 
Goal 2: Support improved criminal and juvenile justice capabilities at the State 
and local levels and in Indian country by providing high quality training, 
research, evaluation and assistance with new technologies, and, if requested, 
direct operational support for resolving unusual crime problems. 
    Provide training and other technical assistance to State and local 
    governments to increase professionalism in all areas, including forensic and 
    Conduct research and development on justice system issues; test and evaluate 
    promising approaches. 
    Provide statistical information and reports on Federal, State and local 
    justice activities. 
    Transfer investigative and forensic systems and technology to State and 
    local law enforcement. 
    Promote the exchange of information among civil and criminal justice 
    researchers and practitioners at all levels of government. 
Performance Indicators: 
    Forensic examinations performed at the request of State and local agencies. 
    Client satisfaction levels with training provided. 
    The extent to which State and local crime laboratories operate technology 
    based investigative and forensic systems resulting from a partnership or 
    other support from DOJ components. 
    Effectiveness in replicating promising new programs. 
    Research and statistical reports produced and disseminated. 
    Level of satisfaction of researchers and practitioners with products 
Goal 3: Promote the participation of victims and witnesses throughout each stage 
of criminal and juvenile justice proceedings at the Federal, State and local 
levels and in Indian country. 
    Ensure that all Federal law enforcement officers and prosecutors are 
    specifically trained in their victim/witness responsibilities. 
    Make restitution to the victim a critical component of the Federal 
    prosecutorial process and encourage expansion of those measures by State 
    Deliver direct services and technical assistance, where appropriate, to 
    States, localities, and Indian tribes and organizations in adopting 
    effective victim and witness participation strategies. 
Performance Indicators: 
    Timely notification to victims and witnesses of rights, including 
    participation in hearings. 
    Allocation of personnel, the development of an automated case tracking 
    system, and the delivery of training to Department components responsible 
    for implementing the provisions of the Attorney General guidelines on victim 
    and witness assistance. 
    Proficiency of Federal enforcement personnel in understanding and 
    communicating victim and witness rights. 
Goal 4: Protect and preserve the integrity of the bankruptcy system, maximize 
the dollar return to creditors, and monitor the cost of bankruptcy 
    Provide administrative support to move cases expeditiously through the 
    bankruptcy process. 
    Maintain and promote uniform fee and expense guidelines relating to the 
    employment of professionals and others in bankruptcy cases. 
    Ensure that parties adhere to the standards of the law, and police for 
    embezzlement and other abuses. 
Performance Indicators: 
    Inactive bankruptcy cases remaining on open case dockets of the bankruptcy 
    Negative audit and financial review findings. 
    Proportion of violations referred to investigative authorities that are 
    investigated and resolved. 
    General compliance of fee and expense requests with policies covering 
    allowable trustee costs. 

Our goals in law enforcement, legal representation, immigration, and our other 
operational areas are clear and straightforward. We realize, however, that these 
goals cannot be achieved without a management approach and commitment that is 
equally clear, as well as dynamic and forward looking. 
We will work better and more efficiently for all Americans. We will be a modern, 
highly professional organization that delivers quality services to our customers 
at the least possible cost and that deserves the trust and confidence of the 
American people. 
Goal 1: Strengthen oversight and integrity programs, ensure consistent 
accountability and emphasize our core mission responsibilities. 
    Use training and other communication vehicles to reinforce employee 
    adherence to the highest ethical standards of conduct. 
    Focus audit, inspection and other evaluative efforts on ways in which 
    overall program accountability and performance can be strengthened. 
    Reassess and, if necessary, eliminate or restructure functions that are not 
    vital to our core missions. 
Performance Indicators: 
    Decrease in the ratio of substantiated investigations of misconduct to the 
    number of employees onboard. 
    Identification of non-core functions to be eliminated, devolved to State or 
    local government, or privatized. 
Goal 2: Meet or exceed the expectations of our customers. 
    Develop customer service plans and standards, monitor their implementation, 
    and solicit customer feedback. 
    Provide information to the public and to stakeholders in an open, timely and 
    complete manner, as appropriate. 
Performance Indicators: 
    Establishment and publication of customer service standards. 
    Degree to which standards are met or exceeded. 
    Effectiveness in responding to requests under the Freedom of Information Act 
    or other citizen inquiries in a timely and appropriate manner. 
Goal 3: Achieve excellence in management practices. 
    Streamline and modernize operational and support processes. 
    Provide timely, useful and reliable budget, accounting and performance data 
    to support decision making. 
    Integrate planning, reporting and decision making processes, including those 
    for human resources, budget, financial management, and program performance. 
    Ensure sound and effective financial management policies and practices. 
    Effectively manage assets seized and forfeited. 
Performance Indicators: 
    Processes streamlined or modernized through "re-engineering"and other 
    Establishment of an effective and ongoing department-wide strategic planning 
    process and performance measurement system integrated with other planning 
    and reporting systems. 
    Degree to which data produced by Department budget, accounting and 
    performance systems are timely, useful to decisionmakers and reliable. 
    Department-wide audited financial statements produced. 
    Time from forfeiture of assets to disposition. 
Goal 4: Make effective use of information technology (IT). 
    Develop and implement a Department of Justice information technology 
    architecture that provides a common, standards based infrastructure; ensures 
    interconnectivity and interoperability; and provides adequate safeguards 
    against unwarranted, inappropriate and unauthorized access or use of Justice 
    Develop and implement a Justice Consolidated Network to support data, text, 
    image, and video transmissions within the Department and between the 
    Department and external organizations. 
    Implement a systematic process for selecting, controlling and evaluating IT 
    investments in order to improve program performance, manage risk, and 
    control costs. 
    Certify information systems in accordance with Federal requirements and 
    Departmental policy to achieve adequate operational security and protect 
    sensitive data. 
Performance Indicators: 
    Increase in percentage of missioncritical information technology projects 
    meeting cost, schedule and performance targets. 
    Increase in interoperability of information systems within DOJ and with 
    mission partners. 
    Increase in percentage of information systems operating securely at a known 
    level of risk. 
    Extent to which Departmental components are able to communicate by email. 
Goal 5: Ensure a motivated and diverse workforce that is well trained and 
empowered to do its job. 
    Provide training and career development opportunities. 
    Promote a diverse workforce at all levels, including managerial and 
    supervisory positions. 
    Offer a range of progressive work-life options that help employees balance 
    professional and personal demands. 
    Provide a safe and healthful workplace. 
    Provide workspaces where employees can perform their jobs effectively, 
    efficiently, and safely. 
Performance Indicators: 
    Rate of employee satisfaction with training provided. 
    Establishment of simplified and fair performance appraisal and reward 
    The existence of Federal hiring practices and Federal training programs that 
    foster diversity in the workforce. 
    Availability of flexible work schedules and information on other work-life 
    On-the-job illness and injury rates. 
    Quality of the work space environment. 


Achieving our long range goals is a complex and difficult challenge a challenge 
which we willingly accept. To meet it, we will enlist our resources, people, 
technology and processes in a coordinated effort. 
As a first step, the Attorney General will communicate our strategic goals to 
every employee within the Department. In addition, we will post the entire 
Strategic Plan on the Justice web site where it will be available for review by 
Justice personnel as well as others. 
Funding. Over the past several years, the Administration and the Congress have 
worked together to provide substantial increases in funding for Justice 
programs. In the years ahead, continued bipartisan support for providing 
adequate funding will be essential. Without adequate funding, our ability to 
achieve our goals will be imperiled. 
The following is a table showing reasonable projections of funding and staff 
that will be available over the time period covered by the Strategic Plan 
  FTE Dollars
            in Millions
The following assumptions have been made in projecting funding and staffing: 
    Amounts are based on funding in the 1998 President's budget. 
    No future program increases are included, but annual costs of 1998 regular 
    program increases are shown in out-years. 
    The Community Oriented Policing Services (COPS) program ends in 2000/2001 
    (Savings of $1.5 billion). This assumption is included in the 1998 
    President's budget. 
    Inflation is assumed at approximately 3.0 percent annually. 
It should be noted, however, that we anticipate growth for the out-years, 
19992002, above the levels shown above. The Department is likely to need 
additional resources in order to effectively handle law enforcement priorities, 
control immigration and manage prison population growth. 
Skilled Personnel. The Department of Justice has a skilled, talented and 
dedicated workforce. The experience, ability and commitment of our career 
attorneys is beyond dispute. Our law enforcement investigators, marshals, border 
patrol agents, immigration workers, correctional officers, and others are highly 
motivated and hard working professionals. Maintaining the high standards of 
quality and performance of our people requires a continuing commitment to 
effective recruitment, training and deployment. Important advances in this area 
include the hiring of significant numbers of new border patrol agents and other 
immigration personnel and the development of a modern National Advocacy Center 
in Columbia, South Carolina, which is scheduled to open in 1998. 
However, the Department also faces continuing challenges in recruiting and 
retaining sufficient personnel in areas demanding highly specialized 
technological skills. 
Technology. We depend on the cost effective application of advanced computer and 
telecommunications systems and other high technology. Increasingly, technology 
is a critical factor in mission success. It enables our investigators, agents, 
attorneys and others to work smarter and more collaboratively with each other 
and with their mission partners. 
In accord with recent statutory and regulatory initiatives, the Department of 
Justice has fundamentally changed our process for managing our information 
technology investments so that these investments are carefully selected, closely 
monitored, and systematically evaluated. The Attorney General has established an 
Information Technology Investment Board chaired by the Deputy Attorney General 
and comprised of the senior leadership of the Department. The Board reviews and 
approves major IT investments and monitors compliance with cost, schedule and 
performance targets. The Department's Chief Information Officer (CIO) provides 
support to the Board and advises the Attorney General on IT policy. 
Under the CIO's leadership, we have embarked on the development of a 
department-wide information technology architecture framework to develop 
appropriate department-wide technology standards and ensure that our systems 
both promote information sharing and maintain adequate safeguards against 
unwarranted and unauthorized intrusion. The Justice Consolidated Network is the 
first step in building a telecommunications infrastructure to achieve economies 
of scale, cost avoidance and improve services within the Department's 
architecture framework. 
In addition, we are moving aggressively to ensure that all missioncritical 
systems will be in full compliance with Year 2000 requirements. The Department 
is using a project team approach for Year 2000 activities that draws upon key 
staff as necessary. The Year 2000 Program Manager (PM) coordinates with all 
departmental components to share information, to resolve problems and to 
facilitate relationships with components that have common requirements. The PM 
manages and consolidates departmental Year 2000 status reporting and keeps 
senior officials informed regarding Year 2000 compliance status. 
The Assistant Attorney General for Administration and the Deputy Assistant 
Attorney General for Information Resources Management provide formal direction 
to or consult with senior officials of departmental components when projected 
Year 2000 compliance schedules are behind or component plans are inconsistent 
with the Department compliance goal of January 1999. 
Several specific technology projects are now underway that will particularly 
impact our achievements in the years ahead. Therefore, it is especially vital 
that these systems meet their completion and performance targets. They include: 
    National Crime Information Center (NCIC) 2000. NCIC 2000 will replace and 
    modernize the current NCIC, a nationwide computerized information system 
    managed by the FBI and providing real time information to law enforcement 
    agencies across the country. NCIC 2000 is scheduled to be at full 
    operational capability by August 1999. 
    Integrated Automated Fingerprint Identification System (IAFIS). This FBI 
    project will be a rapid response, paperless system that will receive and 
    process quickly electronic images, criminal histories and related 
    identification data for the Nation's law enforcement community. IAFIS is 
    also expected to be at full operational capability by summer of 1999. 
    Technology Infrastructure Project (TIP). In 1995, INS, with the support of 
    Congress, embarked on a major effort to automate all its offices. This 
    project is the cornerstone of INS' efforts to improve performance by better 
    use of technology across the agency. TIP is scheduled to be completed by the 
    end of 1998. 
    FIREBIRD. This project will provide DEA agents and other users with the 
    office automation resources and automated tools to manage case material, 
    immediately access critical information, and exchange information within DEA 
    and with other law enforcement personnel. FIREBIRD will provide core 
    information analysis tools for the agents and serve as the foundation for 
    future business improvement initiatives. Installation in the division 
    offices will be completed by the end of 1997. 
    Legal Representation. Increased automation support for attorneys and legal 
    support staff is a critical resource for the Department in the areas of 
    criminal justice, civil justice, civil rights, antitrust, environmental and 
    tax litigation. Expanded use of imaging, geographic information systems, and 
    video teleconferencing will support trial preparation and courtroom 
    presentation. In addition, coordination among the litigating divisions in 
    the acquisition and use of computer off-the-shelf hardware and software will 
    facilitate initiation of joint initiatives such as case management. 
Ensuring the security of our information technology systems is essential to the 
effectiveness and integrity of our operations. We must have the expertise and 
funding to acquire and deploy cryptographic technology to protect our sensitive 
information. We have implemented a process to compare commercial off-the-shelf 
security packages for efficient integration into the Justice environment. We 
have issued policy and continue to develop guidance to assist users in properly 
implementing and operating systems securely. We continue to offer guidance for 
security certification of legacy and new systems. We expect to conduct 
structured network penetration tests starting in 1998. 
Operational Processes. We will achieve our goals by following proven and 
reliable work processes associated with our core functions, such as processes 
for: conducting investigations, resolving disputes, litigating cases, inspecting 
persons seeking admission to the United States, adjudicating claims, detaining 
suspects, incarcerating offenders, etc. 
We will also periodically examine these work processes and revise them when 
improvements are needed. Five priority areas of improvement are: 
    INS Processing of Applications for Citizenship (Naturalization). We have 
    embarked on a project to redesign the naturalization process in order to 
    ensure the integrity of the process and fairness to applicants. This project 
    will fundamentally redesign the current process in order to provide 
    long-term corrections to flaws that have been identified. 
    FBI Laboratory Services. The Department's Inspector General has pointed out 
    serious shortcomings in the management and processes of the FBI's 
    Laboratory. Swift action is being taken to correct these deficiencies. It is 
    vital that we restore to the Laboratory the respect and esteem which it has 
    deservedly been accorded in the past so that it may continue to provide high 
    quality, reliable services to the law enforcement community nationwide. Part 
    of this effort includes the construction of a new, stateoftheart laboratory 
    by the year 2000. 
    Accounting Systems. We are continuing to work on replacing outdated 
    accounting systems in several of our larger components INS, DEA and USMS. 
    When in place, these new systems will meet the Federal Government's recently 
    adopted standards for accounting. 
    Automated Debt Collection Management (ADCM) System. We are improving on 
    monitoring and management of civil litigation and collection enforcement 
    activities. We are conducting a procurement to acquire online access to a 
    fully automated debt collection system. This Department-wide system will be 
    capable of capturing and manipulating detailed information on all debts 
    referred to the Department for litigation, and will be capable of performing 
    litigation support functions. System deployment is scheduled to begin in 
    Strengthening Asset Forfeiture. We are continuing to develop and implement 
    several initiatives designed to strengthen the asset forfeiture program. A 
    priority will be placed on making greater use of asset forfeiture as an 
    offensive weapon to disrupt the operations and dismantle the economic power 
    of criminal groups. Strategic use of the asset forfeiture sanction should be 
    more effective in reducing crime and enhancing public safety and security 
    than merely forfeiting the possessions of individual criminals that are of 
    little or no significance to the viability of ongoing criminal enterprises. 
    This orientation will be integrated into our aggressive training of agents 
    and attorneys. In addition, we are working with the investigative agencies 
    to integrate financial investigative techniques and asset forfeiture into 
    every major drug, organized crime, white collar crime, and alien smuggling 
    case. With respect to property management, we are pursuing a Government 
    Owned Contractor Operated facility in southern California for the management 
    and disposal of the vast number of vehicles seized along the southern 
    border. This facility should reduce management costs significantly. We are 
    also planning to release guidance to the field on the selection, 
    appointment, and use of trustees and monitors to manage operating businesses 
    or other significant properties. Further, we have developed a standard asset 
    forfeiture training curriculum to assist in improving the use of the 
    powerful asset forfeiture sanction at the state and local level. During 
    1998, we will continue training state and local trainers, and will encourage 
    adoption of this curriculum by state and local training programs across the 
Accountability. We have also taken steps to ensure accountability. The Attorney 
General has instituted a mechanism by which progress on priority initiatives is 
regularly tracked and reviewed in discussions with top managers. We also have an 
internal control process that systematically identifies management weaknesses 
and vulnerabilities and specifies corrective actions. Our Inspector General 
maintains an independent program of investigations, audits and inspections. We 
will begin formal reporting of performance results by no later than 1999. 


A key element in the Department's strategic planning process is the systematic 
evaluation of major programs and initiatives. Evaluation identifies and explains 
the linkage between the activities and strategies undertaken and the results 
achieved. It assesses not just what happened, but why. Evaluation enables future 
planning and resource decisions to be better informed. It is a useful and 
necessary complement to ongoing performance measurement. 
The most intensive evaluation efforts within the Department of Justice are 
directed toward the $3.5 billion devoted to improving State and local justice 
systems, one of the Department's seven core functions. Under the auspices of the 
Department's principal research arm, the National Institute of Justice (a part 
of the Office of Justice Programs), the Department evaluates major Federal 
initiatives at the State and local level including all major funding areas 
supported by the 1994 Crime Act (community policing; drug courts; violent 
offender incarceration; truth in sentencing; residential substance abuse 
treatment; and violence against women). The Institute also conducts evaluations 
of selected B yrne Program efforts and special programs such as Weed and Seed, 
High Intensity Drug Trafficking Areas, and the Department's Indian Country 
The Department's NIJ sponsored evaluations address two main concerns: Federal 
oversight of State and local initiatives and practice at the State and local 
level. In major program areas such as community policing, violence against 
women, violent offender incarceration, and the B yrne program, NIJ sponsored 
"national level" evaluations assess the cumulative effects of the legislation on 
public safety and on State and local justice processes in order to provide 
useful knowledge for improving subsequent Federal efforts. NIJ also sponsors 
"topical" evaluations of selected issues relevant to improving policy and 
practice in State and local justice organizations. Evaluation results from NIJ 
sponsored studies, including its current portfolio of over 200 ongoing 
evaluations, are widely disseminated by NIJ directly to policy makers and 
practitioners across the nation, as well as to Federal officials. 
NIJ devotes considerable attention to ensuring the objectivity of all evaluation 
efforts and to the dissemination of findings. All major NIJ sponsored 
evaluations are procured through a competitive grant process. NIJ exercises 
administrative control over grants to ensure timely completion and relevant 
investigation, but employs a scientific peer review process using external 
experts to select grantee evaluators and to review all evaluation products. All 
evaluation findings are made available to the public by the Department through 
the Institute's National Criminal Justice Reference Service, and all electronic 
data bases created in the course of the evaluations are publicly archived by the 
The Office of Juvenile Justice and Delinquency Prevention (OJJDP), another 
branch of the Office of Justice Programs, also sponsors evaluations. Current 
studies include: an evaluation of The Safe-futures program, a comprehensive 
prevention, intervention and treatment program designed to reduce the number of 
serious, violent, and chronic juvenile offenders; an evaluation of OJJDP's 
Comprehensive Country-wide Approach to Gang Prevention, Intervention and 
Suppression program; and an evaluation of Youth Gun Violence Reduction programs. 

The Office of Community Oriented Policing Services, which provides grants to 
local law enforcement agencies to hire police officers and promote community 
policing, sponsors a number of national and local level evaluations of its 
various programs. In cooperation with the National Institute of Justice, COPS is 
funding a national evaluation that is scheduled to be completed in 1998. It is 
also conducting national evaluations of several of its specific initiatives: its 
Youth Firearm Grants Program (scheduled to be completed in 1997); and its 
Problem Solving Partnerships Program (scheduled to be completed in 1998). In 
addition, COPS is sponsoring a national evaluation of Alternatives to 911 that 
is expected to be concluded by 1999. 
The Justice Management Division, as the Department's central management office, 
conducts reviews of the efficiency and effectiveness of selected Department 
programs. Two major ongoing studies are: 
    Pursuant to a request by the Senate Appropriations Committee in its report 
    on H.R. 3814 (Report No. 104353), the Department's Fiscal Year 1997 
    appropriations bill, the JMD is reviewing the Department's management of its 
    detention programs. The JMD review is being conducted under the auspices of 
    the Department's Detention Planning Committee and with the participation of 
    our three components with major detention responsibilities BOP, INS and the 
    USMS. A final report is due to the Congress in late 1997. 
    At the direction of the Attorney General, the JMD is conducting a study of 
    Federal drug intelligence activities in concert with the Office of National 
    Drug Control Policy and others. The study will examine drug intelligence 
    functions of the Federal agencies involved in antidrug law enforcement and 
    seek ways to improve and better coordinate these efforts. The study is 
    expected to be completed by the spring of 1998. 
Other major components of the Department conduct periodic reviews or evaluations 
of their programs. For example, the FBI performs objective, formal evaluations 
of FBI investigative, administrative and service programs, support systems, 
procedures and policies in order to provide executive management with 
recommendations designed to improve FBI operations. All investigative programs 
are evaluated on a three year cycle with approximately eight evaluations 
conducted each year. In the last half of calendar year 1997, evaluations will be 
conducted of the white collar crime and organized crime and drug enforcement 
programs, among others. 
The Executive Office for the United States Attorneys also has an ongoing effort 
to systematically review and evaluate its programs. Using a peer review 
approach, EOUSA conducts about 3035 evaluations of U.S. Attorney offices 
annually. These evaluations ensure accountability for meeting goals and assist 
with future planning efforts. 
The Bureau of Prisons, the U. S. Marshals Service, the Executive Office for 
United States Trustees, the INS and the DEA also have formal programs to ensure 
the systematic and periodic review of their major programs and installations. 
Finally, the Office of The Inspector General also is instrumental in conducting 
evaluations of major programs and initiatives and assessing results achieved in 
the Department. The OIG reviews Department organizations, programs, functions, 
and activities and recommends improvements in Department programs, policies and 
procedures. For example, the OIG performs inspections and evaluations of the 
Department's crime control and prevention programs and activities to evaluate 
program success, determines if the use of funds complies with grant provisions, 
and ensures that funds are spent as intended. In addition to addressing a wide 
range of issue areas, the OIG also conducts special reviews at the request of 
senior Department officials or Congress. 
Despite this level of review activity, there has been relatively little in the 
way of the formal evaluation of Department of Justice programs in recent years. 
Formal evaluation, as noted earlier, tends to emphasize Federally sponsored 
initiatives at the State and local level. Reviews conducted by the components 
tend to be short-term assessments of compliance and process rather than 
evaluations of program goals, activities and results. As a result, program 
evaluations were used to only a very limited extent in developing the goals in 
the Strategic Plan. 
The Department plans to examine our current approach to evaluation in order to 
identify what changes we need to make in order to better align evaluation with 
our strategic planning efforts and to develop an overall schedule for future 
evaluations. We believe that sound program evaluation is an essential aspect of 
the Results Act and intend to strengthen and improve our efforts to the extent 
that resources permit. 
We will also continue to improve our efforts to benefit from the external 
evaluations conducted by the General Accounting Office (GAO). GAO conducts 
almost 100 studies affecting our programs and operations annually. On going GAO 
studies of particular interest include a review of the Attorney General's 
strategy to deter illegal entry; a review of the implementation of 
counter-terrorism policy; a review of U.S. drug intelligence; and a review of 
the BOP's prison construction activities. 
Findings from evaluations will help us answer such questions as (1) are the 
strategies we are pursuing achieving their intended effects? (2) are there 
unanticipated effects? (3) are our goals realistic? (4) what is the proper 
baseline? (5) are we collecting the right performance data? (6) are there 
alternative strategies that might prove more successful? and (7) what can we say 
about the long-term impact of our efforts? 
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Updated page October 14 , 1997