Employees are the most valuable asset of the Department of Justice.  This Human Capital Strategic Plan, From Action to Results reflects the Department’s commitment to provide the support, training, and leadership for its employees so that all can work together to fulfill the Department’s critical mission:

This Strategic Plan was developed and organized around the Office of Personnel Management’s (OPM) Human Capital (HC) Assessment and Accountability Framework and includes Proud-to-Be (“PTB”) for July 2005 planned accomplishments as new HC plan objectives.  Specifically, it describes how the Department has managed its human capital since 2002, and details its initiatives and accomplishments around the following six OPM HC standards: Strategic Alignment, Workforce Planning and Deployment, Leadership and Knowledge Management, Results-Oriented Performance Culture, Talent, and Accountability.  In order to support and develop its workforce, the Department has developed a workforce planning model, completed a Department-wide skills gap analysis, developed and implemented new performance and awards policies, established an SES candidate development program, and initiated new projects for an HR measurement system and a Justice Virtual University.  Additionally, the Department has developed component business profiles so that the DOJ workforce, which includes nearly 300 active job series, is now tied to the overall Department Strategic Plan and provides the basis for long-range workforce planning.

As reflected in this strategic plan, the Department is committed to working to meet DOJ human capital needs now and in the future.

The Department's first human capital goal is strategic alignment.  Human capital strategy must be aligned with our mission, goals, and organizational objectives and this focus must be integrated into our strategic plans, performance plans, and budgets.  Since 2002, when the Department completed its first comprehensive Department-wide Human Capital (HC) Strategic Plan, we have worked hard to meet this goal, as demonstrated below.  Those goals that were originally included in the 2002 Strategic Plan are indicated accordingly.

Key Objectives and Accomplishments

Completed the Department’s Human Capital Strategic Plan and provided quarterly reports to OPM and OMB on our progress.

In September 2002, DOJ completed its first comprehensive Department-wide Human Capital (HC) Strategic Plan.  To accomplish the four goals of the original plan, DOJ created an Implementation Plan in March 2003, listing 25 objectives to achieve as HC plan goals.  In June 2003, DOJ prepared and submitted to OPM and OMB an HC project tracking report that provided key milestones and target dates associated with the strategies and goals outlined in the implementation plan.

Since March 2003, DOJ has provided its HC plan accomplishments with supporting documentation to OPM and OMB on a quarterly basis.  The status reports and meetings with OPM and OMB, and DOJ’s internal HC-related meetings and communications, facilitate HC decision-making and drive continuous improvement.  In June 2003, DOJ’s progress rating on the HC scorecard was elevated from yellow to green for completing its planned deliverables, and for submitting the project tracking report.  In September 2004, DOJ’s status rating improved from red to yellow based on achievements toward each of the HC standards for success.

Developed a workforce analysis and planning model, applied across DOJ, which provides consistent indicators and information for all DOJ components.  (2002 HC Plan Objective)

DOJ launched a Workforce Analysis and Planning Initiative in the 4th quarter of FY 2003.  As part of this project, more than 160 interviews were conducted with senior leadership and strategic planners throughout the Department.  Strategic and business area profiles were developed for each component that included the component’s mission and strategic environment, and linked the component’s products and services to the DOJ Strategic Plan goals and objectives.  See "Table 1: DOJ Strategic Planning Goals and Workforce Results."

Tangible Impact on the Department

Substantial completion of nearly all of the 2002 Department HC Strategic Plan objectives.

The Department is pleased to report that it has fully or substantially completed nearly all of its original HC objectives included in its 2002 HC Strategic Plan.  Through the implementation of the HC plan, DOJ developed a workforce planning model, conducted a Department-wide skills gap analysis, developed and implemented new performance and awards policies, launched an SES candidate development program, and initiated new projects for an HR measures system and a Justice Virtual University.

Linkage of DOJ workforce to overall Department Strategic Plan.

For the first time, component business profiles tie the DOJ workforce (298 active job series) to the overall Department Strategic Plan and provide the basis for long-term workforce planning.  See “Table 1: DOJ Strategic Planning Goals and Workforce Results” and “Table 2:  Core Job Series (81.2% of DOJ employees)”.  Information on component services and workforce drivers are used in the planning model to allow “what if” scenarios in developing five-year hiring plans for each component.  These capabilities ensure that workforce plans can be responsive to changing DOJ strategies and budget circumstances.

Our second human capital goal is in the area of workforce planning and deployment.  In this area, we will continue to strive to create an agency that is citizen-centered, delayered and mission-focused, and that leverages e-Government and competitive sourcing.  Since 2002, the Department has made significant progress in this area, as indicated below:

Key Objectives and Accomplishments

Developed a workforce analysis and planning model, applied across DOJ, which provides consistent indicators and information for all Justice  components. (2002 HC Plan Objective)

In addition to creating strategic profiles for each DOJ component, the Department’s Workforce Analysis and Planning Initiative produced an automated workforce planning model.  To oversee the development of the model and to ensure the model met DOJ needs, DOJ formed a multi-component project team that met with the contractor team on a regular basis throughout the course of the project.  The model and initial workforce reports were delivered in September 2004.  The new model is housed at the Personnel Staff in JMD and generates a wide-variety of workforce reports, including on-board employee counts, expected separations, five-year “to be” staffing targets, and hiring/workforce gaps.

Transitioned ATFE to DOJ and transitioned INS and other DOJ components to DHS.  (2002 HC Plan Objective)

In November 2002, Congress passed, and the President signed, a bill creating the new Department of Homeland Security (DHS).  The new law directed the transfer of the INS and other DOJ organizations (approximately 38,000 employees) to DHS and the transfer of the Bureau of Alcohol, Tobacco, Firearms and Explosives (approximately 5,000 employees) from the Department of the Treasury to DOJ.  The transfer of ATFE to DOJ was completed on January 24, 2003; the transfer of INS and other Department components or subcomponents was completed March 1, 2003, although DOJ continued to provide department-level support to INS through the end of FY 2003.  To support these massive organizational realignments, the Personnel Staff in DOJ prepared matrices to manage the transition process.

Restructured and reformed the FBI to meet new mission needs.  (2002 HC Plan Objective)

In fulfillment of the Attorney General’s post-September 11th goals, DOJ launched efforts to restructure and reform the Federal Bureau of Investigation and the Office of Justice Programs.  The FBI is transforming to meet the threat posed by terrorists, foreign intelligence agencies, and criminal enterprises.  While shifting agents to augment counterterrorism and counterintelligence investigations, and restructuring to enhance the focus on cyber matters, security, records management, intelligence and law enforcement coordination, the FBI began a comprehensive re-engineering initiative in FY 2002.  Thirty-eight initial projects fall into five major categories including “Building a Workforce for the Future”.  During the past year, the FBI made considerable progress toward these initiatives and reports its accomplishments on a quarterly basis to OPM and OMB through DOJ.

Restructured the Office of Justice Programs.  (2002 HC Plan Objective)

OJP began an ambitious restructuring effort in October 2001 that included 12 initiatives.  Of these, 11 were completed including establishing an Office of the CIO and Office of Communication; transferring the Drug Court Program Office and the Corrections Program Office to the Bureau of Justice Assistance; transferring the Office of Domestic Preparedness to DHS; transferring the Office on Violence Against Women to the Office of the Associate Attorney General; creating a Community Capacity Development Office; and restructuring four of its bureaus.  The last of the 12 initiatives, establishing the Office of Management and Administration, is expected to be completed by the 3rd Quarter of FY 2005.

Expanded commercial activities inventory to meet the President’s goal for competition.  (2002 HC Plan Objective)

Starting in FY 2003, DOJ initiated several competitions including FBI’s vehicle maintenance program, OJP’s grants management services function, JMD’s vehicle operation function, JMD’s web services design and content management function, and DEA’s vehicle mechanics function.  Four of these competitions were completed resulting in three in-house wins and one private-sector win.

Conducted a Voluntary Early Retirement Authority (VERA) program for JMD.

In order to better focus its resources on mission-critical work, DOJ conducted a Voluntary Early Retirement Authority (VERA) program for the Justice Management Division.  JMD oversaw the use of both VERA and Voluntary Separation Incentive Program (VSIP) in several DOJ components.

Tangible Impact on the Department

Creation of a new workforce planning model will provide critical information needed to address future staffing needs.

The new workforce planning model will provide DOJ leadership and human resources officials the necessary information to proactively address upcoming attrition and improve recruitment and retention of employees in mission-critical occupations.  The workforce data forms the foundation of comprehensive component succession plans, which are currently under development.  Succession plans support HC strategic planning and key program and budget decisions.  The model will also assist DOJ and its components in responding to changes in business needs such as the increased focus on counterterrorism and cybercrime.

Restructuring efforts at FBI and OJP will make these components more mission-centered and will provide a “best practices” source for other DOJ components.

Restructuring efforts at the FBI and at OJP will provide a best practices source for other components as DOJ develops and implements its framework for organizational restructuring starting in the 2nd Quarter of FY 2005.  Similarly, early successes in DOJ competitive sourcing initiatives will provide information for components as they incorporate competitive sourcing and E-Gov solutions in the review of their organizational structures.

Our third human capital goal is in the area of leadership and knowledge management.  In this area, we aim to have our agency leaders and managers effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvementinperformance.  The Department has worked diligently in this area, as indicatedbelow:  

Key Objectives and Accomplishments

Established a comprehensive leadership development program, which is ensuring that newly selected leaders are ready and able to assume their positions from the first day, as well as maintaining and enhancing their skills during their tenures. (2002 HC Plan Objective)

DOJ’s SES CDP Plan was approved by OPM and the SES CDP was officially launched on March 11, 2004, via a memorandum to component heads from the Assistant Attorney General for Administration.  The CDP vacancy announcement was posted on the OPM website April 14-May 3, 2004.  OPM received a total of 217 applications, and 118 were determined to be eligible based on the on-line application questionnaire.  The top 43 candidates were invited to participate in a one-day Assessment Center and a one-hour structured interview.  Thirty-seven candidates were recommended to participate in the CDP and the Deputy Attorney General approved the recommendation on August 30, 2004.  The CDP orientation and first training class were held on September 20, 2004.  Mentor training and matching for the candidates is nearing completion.

Established a program whereby SES members, managers, and supervisors are kept current in knowledge and skills.  (2002 HC Plan Objective)

DOJ conducted an Executive Development Program featuring a wide-variety of leadership training programs for Departmental SES members, managers and supervisors throughout 2003 and 2004.  The program includes: the SES Forum Series, in partnership with the Department of Labor, to bring the latest authors, trainers and speakers on leadership to meet with senior executives; and the Career, Balance and Diversity (CBD) Series, in partnership with the Department of the Interior, to bring the latest authors on CBD issues to meet with Grade 11 and above supervisors, managers, and executives.  DOJ also implemented the Ninth House E-Gov leadership training program in 11 components for thousands of managers and employees.

Restructured the SES to ensure that SES members are appropriately assigned and able to lead employees to achieve crucial strategic results.  (2002 HC Plan Objective)

In FY 2003, DOJ components conducted a comprehensive and strategic analysis of its executive resources in order to determine whether its career SES (and Senior Level) allocations were being utilized in accordance with the Department’s Strategic Plan, the Attorney General’s management initiatives and the President’s Management Agenda.  In addition, the components provided information regarding the distribution of their total SES positions by categories and prioritization.  In May 2004, OPM provided its decision on SES biennial allocations and mid-year adjustments to DOJ’s SES allocations were made in June 2004.

Actively used communication avenues, including the Department’s website, to provide information to employees and managers.  (2002 HC Plan Objective)

To provide information to DOJ employees and to manage change and inspire commitment, a HR Web Working Group was formed.  The workgroup explored ways to enhance the content and usability of the HR website.  During the 2nd Quarter FY 2004, additional members from DOJ components joined the working group.  The group developed a five-step plan for the website that addresses improved marketing, obtaining a greater Department-wide perspective, reorganizing the home page for easier information access, developing a new section on “Workforce Trends and Working for Change”, and incorporating the “Justice Virtual University”.  Hits on the HR website grew from 320,161 in FY 02 to 620,147 in FY 03.

Participated in a Corporate Leadership Council sponsored survey.

DOJ also participated in a Corporate Leadership Council (CLC) sponsored survey related to succession management in July 2003.  Among the results of the survey was the finding that DOJ is strong in “managerial bench strength” when compared to private sector organizations.  The results of the survey are being used as a foundation for the DOJ succession management process.

Tangible Impact on the Department

Creation of a training program that will shorten manager-vacancy filling time.

DOJ’s CDP program and participation in other executive development and training programs will increase the pool of trained managers ready and able to assume the responsibilities of DOJ’s executives as vacancies become available.  Ensuring seamless executive leadership transition will help DOJ fulfill its mission, face current and future challenges, and continue to provide its critical services to the Nation.

Our fourth human capital goal focuses on creating a results-oriented performance culture.  By this we mean that our Department should have a diverse, results-oriented, high performance workforce, and have a performance management system that effectively differentiates between high and low performance, as well as linking individual/team/unit performance to organizational goals and desired results.  The Department has worked diligently in this area as indicated below:

Key Objectives and Accomplishments

Reviewed performance management system and rewrote and reissued DOJ performance management order based upon findings.  (2002 HC Plan Objective)

Since setting out to revise and reissue its performance policies in 2002, DOJ has followed through with the next step in establishing a results-oriented, performance-based culture by implementing new work plans for all of its executives, managers and non-bargaining unit employees.

New performance policies for SES and GS employees were approved on December 10, 2003.  Afterwards, DOJ components developed GS performance program descriptions that were reviewed and revised to ensure they were consistent with the new DOJ performance management policy.  A senior Departmental working group was established in March 2004, to begin revising the Department’s SES Performance Management and Compensation Plan to reflect the changes in the new SES performance and pay regulations issued by OPM.  The group made recommendations to the Attorney General on the SES Performance-Base Pay System, including a generic work plan for all Departmental SES members, with an accompanying Performance “contract” that explicitly relates to the Department’s, the President’s or the Attorney General’s defined goals.  The Attorney General’s decisions were transmitted to OPM and OMB with the Human Capital Status Report on June 30, 2004.  The SES Performance-Based Pay system now incorporates the Federal Bureau of Investigation (FBI) and all DOJ components implemented five-level performance plans for all SES members.  DOJ completed the application package for OPM/OMB certification of the DOJ SES Performance Management and Compensation Plan.

The Attorney General issued a memorandum with deadlines for submitting Performance Work Plans for SES members and all direct-report managers, ensuring implementation in the 4th Quarter, FY 2004.  New SES and manager plans include cascading tasks that are linked to the DOJ Strategic Plan and the PMA.  All DOJ components have certified to the Attorney General that all SES and senior managers’ performance work plans are in place.  Another Attorney General memorandum directed that new work plans be put in place for all non-bargaining unit employees by January 7, 2005.

Disseminated guidance to managers on results-based performance systems. (2002 HC Plan Objective)

In order to implement new performance policies and establish new work plans for employees, DOJ provided guidance and collaborated with managers throughout the Department.  In March 2004, the Deputy Attorney General sent a memorandum to heads of Department components regarding efforts to meet the PMA requirements.  The memorandum conveyed the expectation that components will ensure their performance plans will include at least three levels, with one level above “pass”, to permit meaningful distinctions in performance. In August 2004, training sessions were conducted for HR managers and a SES Forum was held for Departmental SES members on developing “cascading” work plans.  The Personnel Staff, JMD, also conducted training sessions for Departmental managers on taking performance-based or adverse actions and conducted a Government-wide symposium on “How to Train Managers to Take Actions” in May 2004.

Developed plans for how performance system would work in flexible pay systems. (2002 HC Plan Objective)

In July 2003, DOJ launched a Business Case Committee that evaluated the need for personnel system flexibilities for the Department.  Representatives from seven components participated.  The committee conducted an extensive document review and interviewed senior DOJ component program managers, and officials at OPM and at agencies that have run demonstration projects or received waivers from various sections of Title 5.  The committee also developed a web-based survey for DOJ executive officers and human resources directors, which achieved a 100 percent response rate.  In December 2003, the committee completed a report with its findings and recommendations, including a business case for seeking personnel flexibilities (waivers from Title 5), and a draft legislative proposal that would permit the recommended changes.

Issued awards order ensuring that Departmental awards are tied to strategic agency and organizational goals.  (2002 HC Plan Objective)

To implement rapid improvements in its awards program, DOJ issued an incentive awards policy memorandum, in December 2003, that provided for performance differentiation and consequences for SES, managers, and employees.  A more permanent incentive awards policy order was approved in September 2004.

Identified opportunities for outreach; supported the development of an inclusive organizational culture (attorney diversity).  (2002 HC Plan Objective)

During FY 2003, DOJ’s Office of Attorney Recruitment and Management (OARM) and Management and Planning Staff, JMD, completed several key milestones on the Attorney General’s plan to support an inclusive culture in the Department, including: developed the policy and program for the Attorney Student Loan Repayment Program; conducted a Workforce Culture Assessment; prepared a protocol and survey form to collect the views of attorneys leaving the Department; and received the Attorney General’s approval and signature for a new mentoring proposal – all new Honors Attorneys have been assigned mentors and a Mentoring Handbook was prepared and disseminated.

Tangible Impact on the Department

Establishment of a foundation to create a results-oriented performance culture.

Implementing performance systems and awards policies that differentiate between high and low performance; that link to the mission and strategic goals of the organization; and reward top performers, is the first step towards creating a results-oriented performance culture.  DOJ will benefit from these accomplishments of the past two years as the government moves towards pay systems that reward employee achievement in support of organizational goals.  Work that was accomplished by the Business Case Committee will prepare the Department if it adopts a new personnel system such as those under development at the Departments of Defense and Homeland Security.  Recent changes to the SES performance management system are expected to lead to provisional certification of DOJ’s SES performance program.

Tracking of under-representation of attorneys to assist in developing targeted recruitment strategies.

Implementation of the Attorney General’s plan to support an inclusive culture in the Department first focused on attorneys.  These practices and lessons learned will be applied and expanded to other DOJ core occupations.  DOJ is actively tracking under-representation in key occupations and will develop targeted recruitment plans to sustain and further diversity.

Our fifth human capital goal focuses on closing most mission-critical skills, knowledge, and competency gaps/deficiencies and making meaningful progress toward closing all.  The Department has worked diligently in this area as indicated below:  

Key Objectives and Accomplishments

Identified skill gaps caused by attrition or pending retirements and identified future skill needs and developed plans to address.  (2002 HC Plan Objective)

The new workforce planning model forecasts expected separations for each DOJ component by job series so that skill gaps can be identified and addressed.  To further identify the skill needs of its workforce, DOJ deployed a web-based skills gap survey to all DOJ components from March through July 2004.  Competency lists, drawn from OPM’s HR Manager system, were developed for each of DOJ’s 298 active job series and were vetted within the Department by HR officials and focus groups.  See “Table 2:  Core Job Series (81.2% of DOJ employees)” for a listing of the majority of DOJ core job series.  Survey implementation resulted in nearly 9,000 survey responses from approximately 13,900 DOJ supervisors and managers (65% response rate).

During the 1st Quarter of FY 2005, DOJ led components in analyzing workforce and skill gap data for each of their core job series.  Components then developed job series succession plans that included replenishment strategies for employees and leadership, and plans for skill gap closures.

Conducted analysis of recruitment processes for key occupations, examined best practices, and made changes to process.  (2002 HC Plan Objective)

In March 2004, DOJ completed a comprehensive survey of component recruitment processes and prepared a report summarizing best practices.  In addition, DOJ established a Recruitment Working Group that revised the DOJ student website and developed a DOJ recruitment brochure.  DOJ actively participates in OPM-sponsored recruitment fairs and became a member of the National Association of Colleges and Employers (NACE).  DOJ published information about Justice’s occupational needs in the Association’s annual Diversity publication for graduating college students.

In conjunction with E-Gov initiative, ensured hiring is automated across DOJ to the greatest extent possible.  (2002 HC Plan Objective)

DOJ is participating in various E-Gov solutions including the Enterprise Human Resource Integration (EHRI) initiative and is working to ensure hiring is automated to the greatest extent possible.  The main DOJ automated hiring system ties-in to the Recruitment One-Stop E-Gov initiative and is in use by many DOJ components including the Office, Boards and Divisions and DEA.  DOJ is also participating in the OPM sponsored HR Line of Business initiative, that will likely provide guidance for the best approaches for implementing a Department-wide hiring system.

Implemented a training strategy to address needs over an employee’s career span. (2002 HC Plan Objective)

DOJ is designing the Justice Virtual University (JVU) to address skill gaps at entry into the DOJ workforce and over the career span of employees. (See “Table 1: DOJ Strategic Planning Goals and Workforce Results” for a sampling of skill gaps in some core job series.)  The Assistant Attorney General for Administration approved the creation of JVU in March 2004 and implementation is underway.  Phase 1 establishes seven virtual schools based on organizational needs and designed along DOJ’s business lines (i.e., law enforcement, legal, professional, administrative, clerical/technical, wage grade, and leadership).  Available via Intranet and Internet, each school will offer a continuous learning environment by providing training opportunities and information through a variety of delivery mechanisms (e.g., classroom, e-learning, coaching, mentoring, etc.), and on-line curriculum linked to competency needs.  Phase 2 implements a personal learning page that provides an opportunity for each DOJ employee to develop his/her own career plan.  DOJ and OPM signed the JVU Memorandum of Understanding in June 2004, enabling the Department to obtain OPM Go-Learn support for JVU.  In September 2004, DOJ selected a vendor to conduct a functional requirements and technical infrastructure needs assessment for the purpose of selecting a learning management system (LMS) on which to deploy JVU.  The vendor will issue its final recommendations in December 2004.

Top leadership were actively involved in educating management on how work life measures contribute to organizational success.  (2002 HC Plan Objective)

A web-based CD-rom worklife training program is under development to educate DOJ managers on the benefits of worklife options and strategies for implementation.  In addition, a message from the Assistant Attorney General for Administration was disseminated to all DOJ managers and staff supporting the use of worklife options.

Created a proposal for consistent tracking of hiring time across all components.

DOJ is working to implement a tracking system for hiring time across all components and move towards a 45-day hiring model (30-days for SES hires).  DOJ components are currently tracking data for all positions that closed after October 1, 2004.  The 30-day SES hiring model is currently being tested in JMD.  Excel spreadsheets have been developed for consistent component tracking.

Tangible Impact on the Department

Skills assessment will provide guidance in establishing the JVU, which in turn will be used to address Department skill gaps.

The results of DOJ’s first Department-wide employee skills assessment are guiding the development and course offerings of the new JVU.  JVU will allow supervisors and employees to assess their skill levels before and after training and demonstrate progress in closing skill gaps.

Management support of worklife options will assist in employee retention by making employment more attractive and family-friendly.

Top management support of worklife options will ensure creation and continuation of attractive worklife options for DOJ employees.  This flexibility is critical in competing for a talented workforce and retaining skilled employees.

A faster hiring process will ensure faster employee replenishment and closure of skill gaps.

Speeding up the hiring process will help the Department achieve its mission.  It will ensure that skill gaps, caused by attrition, are rapidly addressed.

The Department’s final human capital goal is to have human capital decisions guided by a data-driven, results-oriented planning and accountability system.  The Department has worked diligently in this area as indicated below:

Key Objectives and Accomplishments

Established an Accountability Framework.

In June 2004, DOJ finalized its Accountability System framework that identified measures for all human capital drivers.  OPM reviewed and provided positive feedback on the draft Accountability System matrices that were submitted to OPM and OMB for comment.  In order for the HR measures to be viewed by senior leadership and to be used to support Human Capital decisions, DOJ partnered with the Corporate Leadership Council.

Created an HR Measurement System.

During FY 2003, DOJ funded and established participation in the Corporate Leadership Council’s HR Measurement Laboratory.  CLC Metrics provides: facilitated workshops to select key performance indicators to align HR with business strategy; a web-based workforce metrics dashboard with target setting and external benchmarking; customized analysis of performance; and reporting.  To meet DOJ’s information technology security requirements, CLC Metrics, which typically stages HR data in Australia, is establishing a system to process data and produce the DOJ dashboard within the United States.

Administered the Federal Human Capital Survey (FHCS).

The second FHCS is currently underway and results will available through the CLC Metrics to provide the Department with data on employees’ perceptions of human capital results.

Tangible Impact on the Department

Human capital decisions are guided by outcome measures.

The establishment of an automated accountability system will ensure that human capital decisions are guided by outcome measures.  The system will inform senior leadership, and budget and HR officials on workforce trends and issues and will drive human capital improvement initiatives.  FHCS results will provide valuable feedback from the DOJ workforce and help to shape future HC plans and activities.