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Chapter 4 continued page 3
3.1.3: Enhance partnerships with local law enforcement agencies to develop, implement and maintain an integrated system to share information, intelligence and resources, and to coordinate enforcement actions.
(3.2) Objective Two: Enhance partnerships with EOIR and DOJ Counsel.
3.2.1: Coordinate with DOJ counsel and the courts to effect the expedient transfer of an individual to ICE custody after a decision of final order has been rendered.
3.2.2: Coordinate with area Immigration Counsel and especially EOIR to share real time information within DACS (EREM, ENFORCE) while the case is in proceedings.
DRO Goal Four-Information Technology: Develop and implement a comprehensive integrated information technology system that provides operational and managerial data and supports all levels of DRO activities.
(4.1) Objective One: Enhance existing data management systems.
4.1.1: Identify DRO Information Technology team to collaborate with IRM.
4.1.2: Assess current systems and then complete a requirements determination for the system.
4.1.3: Develop, if necessary, effective protocols for availability and use of existing systems to ensure timely and appropriate operational decisions.
4.1.4: Deploy a standard suite of automated tools allowing access t appropriate databases (i.e., NCIC, TECS, Choice Point, AutoTrack).
(4.2) Objective Two: Develop a fully automated and integrated case management system.
4.2.1: Assess current systems and then complete a requirements determination for the system.
4.2.2: Design and deploy an integrated case management system that includes PHS electronic medical records.
4.2.3: Coordinate with government and law enforcement agencies to design a uniform data base management system with standard methods of collection, submission and exchange of data.
(4.3) Objective Three: Develop fully automated management information systems.
4.3.1: Research the feasibility of using proven existing systems from other agencies and COTS to manage cases, the detention population and facilities (such as SENTRY used by BOP).
4.3.2: Resurrect and study the existing "detention management system" and "optimization plan".
4.3.3: Develop and implement national custody management and transportation management information systems.
4.3.4: Develop the capability to conduct detailed financial analysis utilizing a documented business model with accurate cost data to support future budgetary planning, resource allocation, and cost optimization.
4.4 Objective Four: Maximize the capability to collect and disseminate intelligence data and trends on a real-time basis to support ICE enforcement objectives.
4.4.1: Train staff in recognition and reporting of relevant information for analysis and use.
4.4.2: Develop and maintain work processes in removals, custody management, and non-detained docket management so that the intelligence function is part of the day-to-day routine.
4.4.3: Assure IT systems (e.g., EREM) design optimizes the performance of appropriate intelligence functions by DRO to meet the needs of ICE enforcement objectives.
4.4.4: Partner with the Intelligence program to ensure that DRO-generated intelligence is appropriately collected and disseminated.
4.4.5: Create an Intelligence Officer position within the DRO ranks (can be a liaison officer from Intel) that collects, evaluates and disseminates intelligence.
DRO Goal Five-Human Capital Management: Recruit, train, and retain adequate numbers of professionals to maximize service-wide performance.
(5.1) Objective One: Develop and implement a uniform staffing model to meet broad program needs.
5.1.1: Adapt the uniform staffing model to address specific local needs.
5.1.2: Develop and implement a variety of hiring and recruitment strategies.
5.1.3: Partner with Human Resources and related programs to identify and correct problems in hiring.
(5.2) Objective Two: Maintain peak performance through continuous staff development.
5.2.1: Conduct a skills inventory to identify and correct gaps between staff capabilities and organizational needs.
5.2.2: Assess currently available internal and external training and develop appropriate training, accreditation programs and career paths for all DRO staff and appropriate external entities.
5.2.3: Provide appropriate and recurring training in accordance with the training and accreditation program.
5.2.4: Provide appropriate reference resources, guidance, and recurring training to ensure field operatives and managers are aware of and compliant with internal policy, procedures, and standards.
5.2.5: Ensure that national, uniform, standard operating procedures are in place, and appropriately executed for all program policies.
(5.3) Objective Three: Provide an environment for the successful retention of DRO employees.
5.3.1: Conduct regular employee satisfaction surveys and exit interviews, and use other mechanisms to identify retention issues.
5.3.2: Coordinate with the Sustainment branch to implement retention initiatives such as family-friendly policies, retention benefits, and career paths.
(5.4) Objective Four: Maintain peak performance through continuous organizational analysis.
5.4.1: Develop a quality assurance program to ensure all DRO operations maintain the highest levels of productivity, professionalism and quality.
This plan is effective upon receipt. The plan is not directive but provides the foundation for which DRO operations and budgets will be developed. The plan's strategies will be institutionalized in a five-year business plan to be developed. The five-year business plan will lay out the strategies and operational requirements the Program must set into motion or accomplish over the next five years. Each year performance measures will be more specifically addressed in the Annual Performance Plan. The "rubber meets the road" with targets for performance measures identified in annual Implementation Plans. The implementation plan will be the execution document for this strategic plan. Therefore, all operations and budget requests must support the goals, objectives and strategies identified in this plan.
The Strategic Plan Working Group (SPWG) will retain responsibility for maintaining this document. The SPWG will meet routinely, no less than quarterly, t conduct performance reviews and assess the status of strategic initiatives. The SPWG will recommend changes to individual strategies, performance measures, and this document, as appropriate, to reflect the political environment and operational requirements.
The planning cycle depicted on the following page will be integrated with Bureau and Department-wide schedules to build and submit the budget, submit performance reports, and develop a five-year business plan from which the Annual Performance Plans (APP) and Implementation Plans (IP) will be built.
Entering into and maintaining a consistent cycle is one of the most critical elements for successful execution of this plan. The APP will be developed in the first quarter of the fiscal year for the following fiscal year and will serve as the foundation for developing the budget. In the second quarter of the fiscal year, the budget will be built to support the operational requirements described in the APP. In the third quarter of the fiscal year, the SPWG will conduct a mid-year performance review and begin preparing the IP to be distributed in the forth quarter for execution on the first day of the following fiscal year. These are only a few of the milestones that must be met annually to ensure proper execution of this plan.
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