VIII. COMPARISONS WITH PREVIOUS
A. Comparison of numbers of requests
182,079 in FY02 vs. 196,917 in FY01, a 7.5% decrease
B. Comparison of number of requests
184,928 in FY02 vs. 194,612 in FY01, a 5% decrease
C. Comparison of median numbers
of days requests were pending as of end of fiscal year:
Varies by component.
D. Other statistics significant
2677 requests for expedited processing received;
120 requests for expedited processing granted
E. Other narrative statements describing
component efforts to improve timeliness of FOIA performance and to make records
available to the public (e.g., backlog-reduction efforts; specification of
average number of hours per processed request; training activities; public
availability of new categories of records):
Bureau of Prisons
The Bureau of Prisons made inmate location information, which was
previously available through a written request, available on the
BOP Web site. This resulted in a significant reduction in the
number of simple requests received and processed.
Civil Rights Division
During FY02, the Civil Rights Division's FOIA/PA Branch
experienced an increase in the median number of days to process
requests and in the median number of days that requests were
pending. This occurred due to complicating circumstances in
conjunction with the 2001 bio-terrorist attack on federal mail.
An estimated 150-200 FOIA/PA requests did not arrive for 3-5
months during the shutdown of the Division's mail service. The
FOIA/PA Branch experienced nearly a complete shutdown from October
2001 until February 2002. After October 1, 2002, FOIA/PA requests
that had been mailed during the anthrax shutdown began to arrive
in significant numbers.
As a result, the FOIA/PA backlog increased by 34% in spite of a
33% reduction in the number of incoming requests. Consequently,
the median time period for completion of complex requests
increased from 208 days in FY01 to 273 days in this reporting
period. The median number of days for pending requests increased
from 33 to 119 days.
DEA is currently in the process
of implementing an electronic redaction program.
Executive Office for United States Attorneys (EOUSA)
One of the challenges of the past year
was to reduce the backlog
while at the same time continuing to fulfill the Office's demand
for litigation support and to respond to current FOIA requests.
EOUSA targeted the oldest backlog requests for 1997 to 1999 for
closing and devoted extraordinary resources to closing these old
requests. By the end of the fiscal year, EOUSA had closed all of
the 1997 request files and has made significant progress in
reducing the 1998 request files. Our goal is to close all of the
1998 and 1999 files by the end of the calendar year.
In addition to this major initiative, we adopted several changes
which should result in more efficient processing and backlog
(1) EOUSA increased the training of the its FOIA staff and FOIA
contacts at the United States Attorneys Offices by holding
frequent training sessions in the Districts, at the National
Advocacy Center and by use of the JTN System.
(2) EOUSA holds regular meetings of attorneys, managers, and staff,
in which important issues and questions about processing FOIA/PA
requests are discussed.
(3) EOUSA developed a language bank so that requests can be answered
by using standard language that can be copied into response
letters and thereby have reduced the time spent drafting
(4) EOUSA changed the language concerning fee procedures in our form
letters to give the requesters notice about possible fees,
identifying when we will charge fees, and meeting with the Budget
staff to set up an account for processing checks received.
INS continued its
efforts to reduce its backlog of requests by:
(1) continuing to coordinate
a proposal to centralize the
(2) upgrading software and hardware for the automated system for
(3) working to establish a fee-for-service Genealogy Unit that
would process requests for genealogical information; and
(4) developing and implementing the first phase of a Web-based
FOIA and Privacy Act training course. (This course would provide
users with on-line training and support to enable them to process
COPS has improved its median response time from 19 days in FY01
to 13 days in FY02. This decrease is attributed to its ability
to respond to FOIA requests by searching the COPS database and
sending the sometimes voluminous data listings to requesters via
e-mail. This has been a very effective and timely way to respond
to requesters seeking a "customized" computer listing of COPS
grant awards. COPS requesters have been grateful to receive
responses in this fashion.
With the adoption of a multi-track processing system, OPR
formalized its two-prong strategy to emphasize two main areas of
backlog reduction. First, FOIA personnel focus on the processing
of large, complex requests to remove those requests from the
FOIA/PA backlog. Second, the simple processing track places
emphasis on the processing of requests which need minimal
processing. FOIA/PA requesters seeking voluminous documents have
the option of narrowing the scope of their request to take
advantage of the faster processing track. The simple and complex
processing tracks operate concurrently and OPR hopes to maximize
the multi-track processing system to better manage its FOIA/PA
OPR's FOIA/PA backlog dcreased six requests, or 18.8%, in FY02.
The median number of days for processing increased from 31 to 36 in FY02.
The median number of days that
pending requests remained open increased dramatically because of
most of those requests involve a voluminous number of documents.
It is important to identify several factors that have adversely
impacted FOIA processing during FY02. Part-time FOIA staff
experienced increased demands of other OPR mission-related
activities. While the overall number of requests received
dropped from 114 in FY01 to 84 in FY02, the requests were more
complex and involved large numbers of documents. Finally, the
amount of time expended on FOIA litigation in FY02 diverted
resources away from FOIA processing.
The following efforts were made to improve timeliness of FOIA performance:
hiring of part-time and temporary staff; reorganization of FOIA staff responsibilities; and
additional training programs.
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