December 9, 2009
The Department of Justice plays a leading role in the activities of the nation’s law enforcement, judicial, and intelligence communities. The Department’s IT investments provide funding and guidance to national and international efforts, but are also part of a broad, integrated set of activities that involve local, state, and tribal governments. Not only does the Department build systems that protect our citizens, but grant funding provided by the Department is used so that local jurisdictions can build systems and programs to keep their communities safe.
In 2002, I released an initial version of the Department of Justice Information Technology Strategic Plan (ITSP), and since then we have periodically updated the plan. This document represents the latest major update, as we continually seek to more closely align our technology investments with the priorities of the Department and to build upon the programs, tools, and standards that we have delivered to date.
The Department currently spends over $2.8 billion annually on information technology investments. This includes hardware, software, and personnel to manage a complex and secure infrastructure. It is imperative that these IT investments be undertaken in a cost-effective manner – they must be managed to bring the greatest return on investment and they must be secure. Everything we do within the Office of the CIO looks at the value of the IT investment, and ensures that what we build can be protected and utilized by our partners at all levels of government. As we move forward, our job is to make sure that every dollar invested in information technology provides the greatest return and makes the best possible use of our resources.
This update to our ITSP starts with a review of my role, and by extension the role of the Office of the Chief Information Officer (OCIO), within the Department. It then goes on to discuss the key drivers which shape our working environment. Next, I outline our strategy – our response to the key drivers within the parameters of our role.
We have made great progress in helping to support the critical mission activities of the Department. OCIO personnel have built new enterprise systems, helped obtain funding for the components, and validated the security of new systems. OCIO has also put the technical infrastructure in place to allow the Department to meet the increasing expectations of our customers and the public. These accomplishments help the men and women of DOJ execute on our diverse mission across the Department. In support of that mission, I believe that this ITSP provides valuable information to the IT professionals across the Department who continue to support their customers and ultimately the goals of the Department’s leadership team.
Chief Information Officer
1. ROLES AND RESPONSIBILITIES (PDF)
2. KEY DRIVERS (PDF)
3. STRATEGIES (PDF)
4. KEYS FOR IMPLEMENTATION (PDF)
5. CONCLUSION (PDF)
Appendix A DOJ ENTERPRISE ARCHITECTURE SEGMENTS (PDF)
Appendix B CROSS-WALK OF STRATEGY WITH ENTERPRISE ARCHITECTURE (PDF)
Appendix C ENTERPRISE SOLUTIONS ADDRESSING STRATEGIC PRIORITIES (PDF)
Appendix D DOJ ORGANIZATIONAL CHART (PDF)
Appendix E DOJ COMPONENTS LIST (PDF)
Appendix F ACRONYM LIST (PDF)