U.S. Department of Justice
Office of the Attorney General

Fiscal Year 1999
Annual Accountability Report
March 31, 2000

This report is on the DOJ web site at www.usdoj.gov.


This Annual Accountability Report highlights the diverse activities and major accomplishments of the Department of Justice (the Department) in fiscal year 1999, reflecting the continued dedication and expertise of our employees and their commitment to the principles of justice and fair treatment for all Americans. This is the second year that the Department has consolidated statutory reporting requirements in an accountability report. This year's report also includes our first statement of performance in compliance with the Government Performance and Results Act.

In closing the twentieth century, the Department of Justice proudly reports that crime has continued its steady decline for the seventh straight year in a row. Preventive and responsive law enforcement programs; investments in crime-fighting technologies; and greater cross-boundary cooperation at the federal, state, and local levels have made America a safer and more secure society.

We helped create safer streets and communities in FY 1999. The Office of Community Oriented Policing Services brought the ranks of funded community police officers to 103,720, exceeding the President's goal to fund 100,000 cops by the year 2000. A new, automated FBI fingerprint system was put in place to allow law enforcement agencies to transmit fingerprint information electronically, replacing a manual card system and drastically reducing the response time for criminal cases. Tribal communities received 189 grants to improve law enforcement infrastructure and community policing in Indian Country.

We also renewed our commitment to protect the country's borders and national security. We established a Five-Year Counterterrorism and Technology Crime Plan, and the INS continued to strengthen border enforcement while also improving its naturalization process. Strengthened interagency and international cooperation in the war against drugs brought about several aggressive high-impact campaigns targeting illegal supply networks. At the same time, the Department supported more community-based approaches to reducing demand and use on America's streets.

Also, this year, I am pleased to provide reasonable assurance that our management control and financial systems, taken as a whole, met the objectives of Sections 2 and 4 of the Federal Managers' Financial Integrity Act. While we still have a number of material challenges to resolve, the Department is steadily improving in this area.

As we begin the twenty-first century, we expect our history of achievement to provide a strong basis for the Department to effectively deal with the challenges ahead.

Respectfully submitted,
Janet Reno


Table of Contents


Overview of the Department of Justice

This report provides the President, the Congress, and the American people an accounting of the programmatic and financial performance of the Department of Justice (the Department) during fiscal year (FY) 1999.1 It gives a succinct report on what we have achieved and where we need to improve. It is submitted as a consolidated response to various statutory reporting requirements, including those of the Government Performance and Results Act (GPRA) of 1993 (P.L.103-62), the Federal Managers’ Financial Integrity Act (FMFIA) of 1982 (P.L. 97-255), the Government Management Reform Act of 1994 (P.L.103-356), and the Anticounterfeiting Consumer Protection Act.

Mission: To enforce the law and defend the interests of the United States according to the law, to provide Federal leadership in preventing and controlling crime, to seek just punishment for those guilty of unlawful behavior, to administer and enforce the Nation’s immigration laws fairly and effectively, and to ensure fair and impartial administration of justice for all Americans.

To carry out the Department’s mission, the Attorney General directs the activities of more than 123,000 attorneys, investigators, Border Patrol agents, deputy marshals, correctional officers, and other employees. Although headquartered in Washington, DC, most of the Department’s work takes place outside Washington. As a result, the majority of our employees work in any one of more than 2,700 Justice installations around the country and in one of more than 120 foreign cities.

The Department’s organizational chart, which follows, shows the component organizations that carry out most of the Department’s day-to-day work. The major components ("bureaus") include the U.S. Attorneys (USAs), the Federal Bureau of Investigation (FBI), the Drug Enforcement Administration (DEA), the Immigration and Naturalization Service (INS), the United States Marshals Service (USMS), the Federal Bureau of Prisons (BOP), and the Office of Justice Programs (OJP). Among the offices, boards, and divisions, there are the legal divisions (Antitrust, Civil, Civil Rights, Criminal, Environment and Natural Resources, and Tax), the Community Oriented Policing Services (COPS) Office, and the Justice Management Division. Appendix D contains individual mission statements for the components.

For FY 1999, the Department received an appropriated and fee-funded budget totaling approximately $21 billion (P.L. 105-277, 106-31, 106-51), a 4.9-percent increase over the FY 1998 budget. Most of this increase went toward funding additional immigration and detention and incarceration initiatives.

Part I of this report summarizes 1999 program results. In accordance with GPRA, it reports the actual levels of performance achieved compared to specific targets identified in our 1999 Summary Performance Plan.2 Where appropriate, this report also provides other descriptive information in order to give a richer and more complete picture of the activities and results achieved during the year. In compliance with FMFIA, it identifies major management challenges and describes our progress toward their resolution.

Part I is organized according to the seven Core Functions set forth in the Department’s Strategic Plan.3 The Strategic Plan provides the overarching framework for the Department’s performance planning and reporting activities. Within each Core Function, the report is further subdivided according to our long-term Strategic Goals and specific 1999 Performance Goals. Actual results for 1999, as well as for 1997 and 1998, are provided in tabular form, with data sources included. (More detailed data source and data reliability information is provided in Appendix E.) Where we did not meet planned levels of performance, an explanation is provided. The first part of the document also includes a discussion of summary findings of FY 1999 program evaluations.

This is the first year of performance reporting under GPRA. Preparing the report has helped focus our attention on improvements needed in the scope, utility, and clarity of our goals and indicators in a number of areas. Some of these improvements have already been incorporated in our Summary Performance Plan for FY 2001; others will be implemented over time.

The task of developing measurable goals and valid and useful indicators is a challenging one. In the law enforcement arena, it is complicated by the inherent difficulty of measuring the preventive and deterrent effects of our work. It is also complicated by the risks associated with setting targets that may unwittingly and adversely skew performance. Our "bottom line" is justice. It is not achieving particular numbers of arrests, indictments, convictions, or asset seizures. Therefore, in accordance with departmental policy, no targets were set for these activities in our 1999 or subsequent performance plans; however, actual 1999 figures are provided in this report4.

Part II of the report describes the Department’s financial performance during 1999. It includes the Department’s 1999 consolidated financial statement, the report of the independent auditors, and the summary and commentary prepared by the Department’s Inspector General.

Five appendices include (A) a glossary of abbreviations and acronyms used in this report, (B) a summary of criminal caseload statistical reports on intellectual property crimes, (C) a list of Justice component web sites, (D) the mission statements of individual Justice components, and (E) data source and data validation information to support performance indicators.

This report is on the Department’s web site at www.usdoj.gov.


Organizational Chart

DOJ Organization Chartd

Results in Brief

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