U.S. Department of Justice

Office of the Chief Information Officer

 

Department of Justice 

Information Technology 

Strategic Plan

Fiscal Years

2019-2021
DOJ IT Strategic Plan (FY 2019-2021)

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Message from the Chief Information Officer

I am pleased to present the U.S. Department of Justice (DOJ or Department) Strategic 

Plan for Information Technology (IT) for Fiscal Years (FY) 2019-2021. It reflects our

vision for information management and the plan for modernizing IT to equip DOJ staff to 

better serve American citizens. The goals and strategies set forth in this document will 

help execute the mission by protecting, advancing, and optimizing DOJ’s capabilities and 

effectiveness. 

The Strategic Plan provides specific areas DOJ will focus on throughout the Department 

and components to better meet customer needs, enable innovation in technology, 

manage risk, and reduce costs by moving 

to new models of service delivery. Over

the next few years, we will focus on the key 

objectives outlined in this document to 

achieve operational excellence. 

A critical component of our success in 

executing this Strategic Plan will rely on 

our ability to better invest in our workforce, 

foster strong relationships with our partners 

and end-users through the Departmentprovided Business Relationship Managers 

(BRMs), and other collaboration efforts 

across components and the Department. 

As we collectively implement this Strategy, 

the role of DOJ components – our primary 

mission partners – is especially critical to 

our overall success. As we developed the 

DOJ IT Strategic Plan, we took into 

account the feedback components 

provided to the Department and specific pain points identified. We believe the 

objectives outlined in this document will help to resolve some of our greatest 

challenges, provide transparency, and build trust in DOJ IT systems and services. 

I am grateful to the talented professionals working to achieve these goals and 

outcomes. DOJ’s IT professionals’ continued dedication and perseverance is our 

strongest tool to transform this vision into reality and deliver world-class IT services. 

Joseph F. Klimavicz

Deputy Assistant Attorney General 

Chief Information Officer

U.S. Department of Justice

“Meeting customer 

expectations, keeping 

sensitive data and 

systems secure, and 

ensuring responsive, 

multi-channel access to 

services are all critical 

parts of the vision for 

modern government.”

-President’s Management 

Agenda

 

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DOJ IT Strategic Plan (FY 2019-2021)

Table of Contents

Contents

Message from the Chief Information Officer.....................................................................i 

Executive Summary ................................................................................................................... 1

The Role of IT in Supporting the DOJ Mission ........................................................................... 2

DOJ IT Strategy for Fiscal Years 2019-2021.............................................................................. 3

Goal 1: Continuously Improve Service Delivery.......................................................................... 4

Objective 1.1: Deliver reliable and resilient solutions that are integral to customer success.... 4

Objective 1.2: Enhance customer experience through communication and collaboration ....... 4

Objective 1.3: Foster strategic relationships with business partners ....................................... 5

Objective 1.4: Leverage intelligence and automation to improve customer support ................ 5

Goal 2: Effectively Invest in Technology..................................................................................... 6

Objective 2.1: Adopt technology standards to simplify and remove complexity....................... 6

Objective 2.2: Reduce costs and increase organizational effectiveness through shared 

services .................................................................................................................................. 6

Objective 2.3: Leverage DOJ economies of scale through strategic sourcing......................... 7

Objective 2.4: Use IT governance to increase cost transparency and make collective 

decisions ................................................................................................................................ 7

Goals 3: Protect Critical Mission Assets........................................................................8 

Objective 3.1: Identify vulnerabilities and develop plan to address risks ................................. 8

Objective 3.2: Strengthen IT recovery, reconstitutions, and business continuity operations.... 8

Objective 3.3: Enhance enterprise-wide incident response and cyber hunt capabilities .......... 9

Objective 3.4: Increase identity, credential, and access management services ...................... 9

Goal 4: Build Innovative Capabilities .........................................................................................10

Objective 4.1: Support IT modernization through innovative technology................................10

Objective 4.2: Optimize use of information assets to aid decision making .............................10

Objective 4.3: Provide mobile-accessible solutions ...............................................................11

Objective 4.4: Expand advanced analytics and machine learning..........................................11

Path Forward ............................................................................................................................13 

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DOJ IT Strategic Plan (FY 2019-2021)

Executive Summary

The DOJ IT Strategic Plan for FY 2019-2021 identifies opportunities for the organization

at the Department and component level to strengthen the delivery of IT services and 

products. The goals and objectives outlined in this document position DOJ to 

collectively transform IT, and meet the objectives outlined in the DOJ Attorney General’s 

Strategic Plan for FY 2018-2022 and the President’s Management Agenda (PMA). 

Over the next three years, we will focus on improvements to better support DOJ staff

and instill greater trust in our systems and services through achievement of the 

following goals:

 Goal 1: Continuously improve service delivery

 Goal 2: Effectively invest in technology

 Goal 3: Protect critical mission assets

 Goal 4: Build innovative capabilities

At a high-level, the objectives contained in this document focus on:

• Delivering reliable and resilient systems and services, and timely and 

effective customer service

• Enabling trust through communication and collaboration across DOJ IT

• Adopting standards to simplify and standardize technology

• Improving return on investment in IT assets

• Reducing costs through shared services and strategic sourcing

• Strengthening security in particular areas including access management and 

incident response and recovery

• Optimizing our ability to share information and build enterprise data 

management capabilities as a collective and unified Department

• Supporting innovation and modernization to enable the DOJ mission

The foundational elements of the DOJ IT Strategy rely on strong IT governance, 

capabilities, processes, and workforce. Our staff is our most valuable asset and critical 

to our ability to carry out this plan. We will work collectively as an organization to better 

invest in our workforce through training and certifications, and create action plans and 

initiatives that we will execute over the next three years. The outcomes of these 

initiatives will provide benefits to our customers – most importantly, reliable, improved 

service delivery – and help DOJ IT become a trusted provider. 

 

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The Role of IT in Supporting the DOJ Mission

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DOJ IT Strategic Plan (FY 2019-2021)

IT is one of our most valuable mission enablers, and DOJ IT has a critical role in 

supporting Department and component staff with executing the mission and protecting 

our nation. DOJ IT delivers services and support that help staff across the organization

perform litigation and enforce the law. We provide standards and policies to guide 

decisions, support capabilities that enable the DOJ workforce, and collaboration and 

communication mechanisms to bring IT resources together. 

Our three-year IT Strategic Plan will help department and component staff execute the 

DOJ mission and meet DOJ’s strategic goals by enhancing IT to make it more reliable 

and resilient and leveraging innovations to better support the evolving needs of staff. 

Our systems and tools help fulfill the DOJ mission by providing capabilities that support: 

 Protecting our national security and countering the threat of terrorism

 Enforcing the rule of law

 Implementing regulatory reform

 Reducing crime and promoting public safety 

At the Department level, DOJ IT assists staff in a range of areas – from providing 

enterprise IT services to providing guidance and policy that help increase the 

organizational effectiveness of DOJ. Our

systems and support services provide many 

benefits to Department and component staff, 

who rely on communication and collaboration, 

identity and access management, eDiscovery, 

infrastructure, and data management 

capabilities. 

DOJ components, as mission partners, have 

equally as important of a role in the execution 

of the DOJ IT Strategy. As a collective 

Department, we will work together to refine IT 

governance, processes, and procedures, and 

integrate the goals and objectives into our

everyday business functions. 

We recognize that transparency and 

collaboration are key elements to our success 

as IT providers, and have focused on greater 

efforts to promote inter-office communication and collaboration across the Department. 

Together we can implement improvements that will help optimize our IT capabilities to 

better support the DOJ mission. 

 

DOJ IT Supports a Digital and 

Data-Driven Workforce

• Producer of innovative IT 

products and services that 

accelerate DOJ mission 

preparedness

• Driver of IT thought 

leadership across federal 

government

• Visionary of IT products in 

litigation and law 

enforcement capabilities

• Pioneer in Cloud, Data 

Analytics, Cyber, and Digital 

technology

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DOJ IT Strategic Plan (FY 2019-2021)

DOJ IT Strategy for Fiscal Years 2019-2021

The DOJ IT Strategy is focused on four main goals to help achieve desired outcomes. 

These goals were designed to enable our organization with fulfilling our IT vision and 

mission, and provide an opportunity to improve the way we deliver services and solutions to 

better meet the demands of our customers. In addition to the goals shown below, the 

sections that follow outline detailed objectives associated with each goal.

DOJ IT Mission, Vision, Goals & Outcomes

Three key cross-cutting themes – resilient, connected, and secured – guide our approach 

to the DOJ IT Strategy, and are the common threads woven into everything we do. 

Additionally, although workforce is not outlined as a goal or objective in the plan, it is a 

critical element that serves as a foundation for the IT strategy. A well-equipped and 

supported DOJ workforce that is able to adapt with agility drives the execution of our goals, 

objectives, and IT initiatives. We value our staff and recognize the contributions they 

provide every day. We will continue to invest back in our workforce through training and 

education, and ensure IT career paths are well defined and aligned to changes in the 

industry and advancements in technology. 

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DOJ IT Strategic Plan (FY 2019-2021)

Goal 1: 

Continuously 

Improve 

Service 

Delivery 

DOJ will improve service delivery and 

increase customer satisfaction by: 

• Supporting reliable and resilient 

IT services that maximize use of 

cloud computing, modernized 

Government-hosted applications, 

and securely managed systems 

• Increasing user productivity 

through communication &

collaboration tools by enhancing 

DOJ’s Email and Collaboration 

Services

• Fostering strategic relationships

with business partners to 

improve the way we do business

• Integrating self-service processes 

through intelligence and 

automation to enhance customer 

support

Outcomes: 

Improved service delivery enables the 

mission, improves user productivity, 

and increases reliability on IT support 

and services. 

Objective 1.1: Deliver reliable 

and resilient services integral to 

customer success

The Department is responsible for delivering 

high-performing, resilient, and efficient 

services that support the mission. Missioncritical operations must be reliable and 

redundant to fully support DOJ’s vital and 

varied mission portfolio. In support of this 

strategy, DOJ is identifying critical points of 

failure with plans to enhance redundancy 

and failover of systems. 

The Justice Cloud-Optimized Trusted 

Internet Connection Service (JCOTS) 

serves as a successful model in addressing 

these requirements, and supports cloud 

technology across the department and 

components. Fully automated service level 

monitoring will provide earlier detection of 

problems. In addition, as systems transition 

to the cloud, availability zones providing 

fault tolerance, low latency, and high 

performance can be leveraged with 

automated diagnosis and repair appliance, 

detecting and remediating faults. 

Over the next two years, we will complete 

full implementation of the Email and 

Collaboration Services (ECS) program, 

close and optimize our remaining data 

centers, and standardize IT support 

services in this area. Cloud adoption is 

critical to achieving our objectives for these 

programs, and we will continue to migrate

systems to the cloud over the next three 

years. For example, the Federal Bureau of 

Investigation’s (FBI) Next Generation 

Identification (NGI) biometrics system will 

be hosted in the cloud, allowing on-demand 

access to law enforcement resources. Many 

other components are also planning new or 

additional cloud adoption. 

Objective 1.2: Enhance 

customer experience through 

communication and 

collaboration

Understanding the way our customers use 

technology and their evolving needs is an 

important component as we modernize 

existing systems and develop new services. 

Innovations in technology that change the 

way we communicate in our personal lives 

are also changing the way we communicate 

with colleagues and business partners. We 

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DOJ IT Strategic Plan (FY 2019-2021)

find ourselves in a business environment 

that relies less on in-person meetings and 

telephone calls, and more on messaging, 

video chats, and real-time document 

collaboration. 

DOJ’s ECS initiative will deploy additional 

services including videoconferencing and a 

collaborative document sharing solution that 

allows documents to be accessed by 

multiple users from any device. Our 

mission partners are already leveraging new 

technologies such as videoconferencing 

within the court system to bring greater 

efficiency to immigration reviews and 

hearings. 

Objective 1.3: Foster strategic 

relationships with business 

partners

Identifying and establishing strategic 

partnerships with critical stakeholders is 

paramount to delivering effective and 

efficient IT capabilities. DOJ will strengthen 

its BRM capabilities in several key areas, 

and will support these efforts with BRM 

technology and information sharing. 

We are currently using BRMs to understand 

business needs and drivers to create better

products and services with IT suppliers. 

Leveraging our BRMs, DOJ will conduct 

supplier outreach, facilitate industry 

interaction, and train employees to 

effectively negotiate and advocate the 

interests of the business. We will 

implement a BRM platform and develop a 

needs database/repository to support this 

objective. BRM technology will help DOJ 

use data analytics to measure the

effectiveness of our customer support 

processes and engagements and improve 

relationships with customers and suppliers. 

The needs database/repository will allow 

BRMs to collectively share business drivers 

and requirements across initiatives.

New acquisition models, with a greater 

emphasis on service level agreements, will 

establish new business standards as we 

manage suppliers delivering end-to-end 

services. With DOJ’s transition to the 

General Service Administration’s (GSA) 

new Enterprise Infrastructure Solutions 

(EIS) contract, more than 24 existing 

networking and telecommunications 

acquisitions opportunities will be 

consolidated. The EIS program serves as a 

model for our larger IT acquisition planning 

and selection. This will allow us to 

aggregate buying power and foster

aggressive vendor pricing, leverage 

economies of scale, improve service 

capabilities, and facilitate future networking 

and telecommunications modernization.

Objective 1.4: Leverage

intelligence and automation to 

improve customer support

Artificial intelligence (AI) and automation are 

helping organizations be more efficient and 

effective and improve customer support 

capabilities. DOJ will deploy machine 

learning and other AI tools with built-in 

intelligent and automated processes that 

maximize human efficiency and rely on 

computer-assisted processes at critical 

decision points, such as with failover 

scenarios and workflows. Automation will 

introduce more self-service and selfprovisioning for our customers’ service desk

experience, thereby allowing personnel 

more time to interact directly with customers 

on more complex challenges. 

DOJ components have embraced 

automation to drive efficiencies and remove 

needless business processes. The 

Executive Office for U.S. Attorneys 

(EOUSA) is automating administrative 

functions, and the U.S. Parole Commission

is enabling warrants to be issued in minutes 

from anywhere, anytime. At FBI, the 

Sentinel Case Management System 

continues to automate manual forms, and

NGI is automating iris recognition 

capabilities. We will also deploy virtual 

assistive technology to interact with 

customer requests on DOJ websites,

optimizing the time to fulfill the requests and 

address the needs of those we serve. 

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DOJ IT Strategic Plan (FY 2019-2021)

Goal 2: 

Effectively 

Invest in 

Technology

As stewards of taxpayer funds, DOJ 

will seek ways to optimize return on 

investments and reduce costs by: 

• Standardizing and simplifying

technology to increase 

efficiency

• Improving organizational 

effectiveness through shared 

services and strategic 

sourcing

• Leveraging IT governance to 

increase transparency and make 

collective decisions that drive 

high organizational performance

Outcomes:

Increased return on investment, and 

leveraged buying power achieves 

cost savings and gains efficiencies. 

IT governance drives investment 

decisions. 

 

Objective 2.1: Adopt 

technology standards to 

simplify and remove 

complexity

As technology becomes more complex and 

customized, organizations rely on standards 

to guide investment decisions and solutions 

architecture choices. DOJ will continue to 

define and adopt technology standards to

improve interoperability and avoid 

unnecessary short and long-term costs. For 

example, many of our components are

migrating to the cloud, and we must ensure 

we are working collectively to design 

standardized platforms that are scalable 

and are able to integrate across the 

enterprise. To help reduce complexity, we 

will ensure open source alternatives to highcost proprietary platforms, and encourage 

reuse of any newly developed custom 

source code. This makes it easier to 

conduct software peer review and security 

testing and to share technical knowledge. 

These strategies will result in better aligned, 

integrated, and optimized service 

performance, and more efficient and 

modern systems from best-in-class service 

providers. 

An important tool that will help us achieve 

this objective is the DOJ Technical

Reference Architecture (TRA). The TRA 

provides DOJ-wide technology standards to 

guide investment decisions, sharing of 

services, and implementation of technology. 

The TRA will continue to be refined as our 

strategy and investment decisions evolve, 

and should guide the technology roadmap

process for our service offerings. 

Objective 2.2: Reduce costs and 

increase organizational 

effectiveness through shared 

services 

With reductions in budgets and demands to 

increase efficiency, federal organizations

are moving to new models of service 

delivery. DOJ will continue to promote the 

use of shared services and enterprise 

shared acquisition vehicles to reduce 

complexity and maximize efficiency. 

DOJ will standardize and share IT 

procurements, and promote interoperability

through common technology solutions and 

consolidation of services. We strive to

manage strategic relationships more 

effectively, leverage our buying power, and 

identify and reduce low-value and

duplicative activities. We will also look for

better, more cost-effective ways of doing 

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DOJ IT Strategic Plan (FY 2019-2021)

business like moving to consumption and 

subscription-based models of IT contracting 

and monitoring instead of traditional capital 

expenditure models. 

By implementing these tools, we will identify 

opportunities for savings and sharing 

through current and future strategic IT 

initiatives, including consolidating data 

centers, adopting common cloud 

technology, and optimizing the IT portfolio. 

DOJ will also continue to develop and 

implement Enterprise Licensing Agreements 

to remove redundant solutions, promote 

technical standardization, and streamline 

the IT acquisition lifecycle. These initiatives 

will provide DOJ the ability to scale to 

accommodate evolving IT, business, and 

mission needs. Cost savings and avoidance 

will be repurposed to support mission 

needs. 

Objective 2.3: Leverage DOJ 

economies of scale through 

strategic sourcing

Budget constraints have intensified the 

need to take advantage of strategic 

sourcing. By making purchases as if we are 

a single unified buyer, rather than 

purchasing through many small duplicative 

contracts, DOJ will leverage its buying 

power to find the best-in-class service 

providers. 

We will create an acquisition and strategic 

sourcing strategy that helps DOJ rationalize

and share acquisition vehicles and services, 

and build flexible, consumption-based 

contracts that allow us to pay for what we 

use. The Justice Acquisition Council will 

help implement the strategy by driving 

toward standardized IT purchases through 

shared services and vehicles. We will 

promote the use of Indefinite-Delivery, 

Indefinite-Quantity (IDIQ) contracts like 

Information Technology Support Services 

(ITSS-5) and Enterprise Standard 

Architecture (ESA) IV that are open for use 

by all DOJ components and flexible to meet 

our emerging needs. Utilizing fewer 

contracts and standardizing commodity IT 

offerings will allow DOJ to consolidate the 

goods and services acquired and generate

significant cost savings. 

Objective 2.4: Use IT 

governance to increase cost 

transparency and make 

collective decisions

IT governance helps regulate, monitor, and 

govern IT assets and reduce and manage 

risk across the Department. It provides the 

collective policies and guidance that bring 

together a cohesive organization. In 

response to federal regulations and policies

like the Federal Information Technology 

Acquisition Reform Act (FITARA) and 

Technology Business Management (TBM), 

DOJ has enhanced transparency and 

oversight of IT budgets and acquisitions.

The resulting governance framework 

facilitates increased visibility and 

accountability over IT investments and 

costs. 

DOJ leverages the Department Investment 

Review Council (DIRC), the Department’s 

CIO Council, and the IT Acquisition Review 

(ITAR) process to provide oversight, risk 

reduction, and insight into programs. These 

mechanisms also provide opportunities to 

address key challenges at both the program 

and enterprise-level, and develop solutions 

which address mission and business needs 

– ultimately ensuring IT programs meet 

performance requirements. 

Our IT governance framework, enabled by 

metrics and dashboards, allows DOJ to gain 

insights for data-driven decisions and 

provides the ability to prioritize investments 

accordingly.

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DOJ IT Strategic Plan (FY 2019-2021)

Goal 3: 

Protect 

Critical 

Mission 

Assets

With threats increasing in 

frequency and complexity, DOJ

will protect mission assets by: 

• Conducting robust and

continuous monitoring and 

planning

• Increasing our resiliency

through enhancements to 

connectivity and recovery

• Enhancing incident response

through rapid-response 

technology and automated 

detection and remediation

• Ensuring secure access to 

mission-critical information 

through strengthened identity 

and access management 

Outcomes: 

IT assets are protected through 

continuous monitoring, automated 

incident response, centralized identity 

management, and resilient systems.

Objective 3.1: Identify 

vulnerabilities and develop plan

to address risks

Organizations today are focused on 

reducing risk and protecting IT assets

through continuous monitoring, identification 

of vulnerabilities, and comprehensive risk

management planning. DOJ manages 

enterprise IT risk through rigorous lifecycle 

management by eliminating legacy 

software, patching known vulnerabilities, 

and monitoring on-premise and cloud 

assets proactively and continuously. We will 

enhance our continuous monitoring 

capabilities regularly to align with the

Department of Homeland Security (DHS), 

Office of Management and Budget (OMB), 

and other federal requirements. DOJ’s 

Ongoing Authorization Program provides 

continuous technical assessment of security 

controls and risks to generate risk scores, 

on which authorizations will be based. 

Continuously evaluating controls ensures 

that systems always meet the approved risk 

profile. We will investigate variances in the 

scores and take corrective actions before 

the risk increases beyond defined 

tolerances. 

Real-time dashboards bring together data 

from a suite of deployed tools providing

executive management a holistic view of 

DOJ’s security posture at the system, 

component, and enterprise levels, we are

are poised to offer this capability as a 

service to other agencies. DOJ will also 

implement several new tools as part of our 

Continuous Diagnostics and Mitigation 

efforts to increase coverage of existing 

capabilities and deployment of new 

functionality, including vulnerability, 

unmanaged asset, and identity 

management. 

Objective 3.2: Strengthen IT 

recovery, reconstitutions, and 

business continuity operations

As part of DOJ’s strategic enterprise-wide 

view of risk that accounts for all critical 

business and mission functions, we are 

focused on recovery, reconstitution, and 

continuity of operations for high value 

assets and mission essential systems. 

Two of DOJ’s most critical initiatives support 

these principles. JCOTS provides fully 

redundant, high-speed connections to the 

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DOJ IT Strategic Plan (FY 2019-2021)

Internet and direct links to cloud providers 

for high speed access to critical 

applications. DOJ will continue to accelerate 

adoption of the ECS program, which 

leverages use of commercial cloud for high 

availability, automatic failover, and data 

synchronization for these services – making 

email, video conferencing, and document 

sharing capabilities accessible from any 

device, at any time. 

DOJ will build a fully resilient, scalable 

network by increasing network capacity and 

high-speed access to our Core Enterprise 

Facilities and cloud services. As part of this 

effort, we will enhance connectivity, shorten 

provisioning time, simplify network 

complexity, reduce the number of firewalls, 

and increase bandwidth for field locations. 

DOJ also continues to perform supply chain 

risk assessments as part of our efforts to 

identify, assess, and neutralize risks 

associated with the global and distributed 

nature of product and service supply chains.

Objective 3.3: Enhance 

enterprise-wide incident 

response and cyber hunt 

capabilities

To effectively defend against increasingly 

complex threats, DOJ will enhance 

enterprise-wide incident response and 

invest in cyber hunt capabilities. Incident 

response limits damage and reduces 

recovery time and costs to the organization, 

while cyber hunt capabilities will allow us to 

proactively identify and remediate cyber 

threats before they become major issues. 

DOJ’s approach to managing incident 

response effectively uses a variety of 

forensic and rapid response technologies, 

focused on automated detection and 

remediation. DOJ operates and maintains 

the Justice Security Operations Center

(JSOC), providing network monitoring, 

threat detection, analysis, and reporting, as 

well as incident response 24 hours a day, 

seven days a week, 365 days a year. We 

will integrate the multiple SOCs across DOJ 

into a unified instance, allowing cyber hunt 

operations, incident detection, forensic 

analysis, and defensive actions to be more 

closely coordinated between teams and to 

reduce response times. Coordination 

between JSOC and the DOJ IT service desk 

is integral to enhancing interoperability and 

improving customer support. A unified 

JSOC will also eliminate duplicative 

workloads by combining information 

sources and technologies to provide 

leadership with more precise situational 

awareness of incident response activities 

during major events. 

Objective 3.4: Increase identity, 

credential, and access

management services

The primary focus of Identity, Credential, 

and Access Management (ICAM) rests on 

knowing who is accessing DOJ systems, 

what they are accessing, and how one is 

accessing it. Our goal is a common, 

standardized, and trusted electronic identity 

and access management capability, both 

internally and externally, to ensure secure 

and timely access to mission-critical 

information. 

DOJ’s ICAM strategy builds on recent 

efforts around the following three initiatives: 

inventorying who has access to DOJ 

systems; enabling Personal Identity 

Verification authentication for privileged 

users; and authenticating external entities 

who need access to DOJ information. The 

cornerstone of our strategy is deployment of 

the internal enterprise identity store to 

provide a centralized and authoritative 

digital identity for DOJ users to share 

information internally and with mission 

partners. As part of the core infrastructure, 

DOJ will utilize the enterprise privileged 

access manager and conduct several 

service enhancements, including derived 

credentials and the modernization of 

credential units. 

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DOJ IT Strategic Plan (FY 2019-2021)

Goal 4: 

Build 

Innovative

Capabilities 

We will enhance DOJ mission 

operations and better support the 

workforce through innovative IT 

capabilities by:

• Integrating new technology

including machine learning

and advanced analytics

• Ensuring timely access to and 

use of reliable data for 

decision making 

• Providing mobile-accessible 

solutions that can be 

accessed anywhere, anytime

Outcomes: 

DOJ mission operations are 

enhanced through use of innovative 

technology modernized systems,

and mobile-accessible solutions. 

Data assets are maximized to drive 

decisions.

Objective 4.1: Support IT 

modernization through 

innovative technology 

As the mission advances, we must 

modernize our IT systems and integrate 

innovative technology to support the DOJ 

workforce. Throughout DOJ, there are 

projects underway to modernize the 

customer’s experience in our mission 

systems. FBI is increasing accuracy and 

efficiency in identifying individuals through

new fingerprint matching and biometrics 

capabilities and enhancing its system for 

timely transfer of firearms to eligible gun 

owners. Field technologies are being 

enhanced with robotic and drone 

technologies to help agents see while 

reducing risk or harm, and gunshot 

detection and digital reconstruction of crime 

scenes are enabling investigations.

Both litigation and law enforcement 

components are deploying modernized case 

management, document management, and 

e-Discovery tools. For example, the

Executive Office for Immigration Review

(EOIR) is modernizing immigration court 

systems with a new courts and appeals 

platform that will track, display, and manage 

immigration-related records, allow for 

electronic filing and payment, and provide a

secure transfer of intergovernmental data. 

The Federal Bureau of Prisons (BOP) is 

advancing its capabilities with contraband 

interdiction, as well as developing and 

implementing a modernization strategic plan 

for key inmate management 

applications. BOP plans to leverage 

advances in cloud technology to evaluate 

options to optimize its application 

environment; the evaluation includes 

consideration of options for implementation 

of a micro-services architecture and the use 

of horizontal and vertical auto-scaling. In 

conjunction with these efforts, the United 

States Marshals Service (USMS) is 

incrementally developing an integrated, 

mobile business process management 

solution to automate processes for prisoner 

management, investigation, and security 

management.

Objective 4.2: Optimize use of 

information assets to aid 

decision making

DOJ is a data-driven organization – 

maximizing our mission success depends 

greatly on having a data strategy that helps 

staff gain timely access to reliable and 

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DOJ IT Strategic Plan (FY 2019-2021)

useful information to drive decisions in 

support of litigation, law enforcement, and 

other mission activities. DOJ will focus on 

implementing our Data Strategy that helps 

build enterprise capabilities for data 

management, information sharing, and 

controlled access, and helps maintain a 

modern and relevant data workforce. 

As part of this effort, we will focus on 

developing data communities to support 

mission operations, creating a data asset 

inventory or data catalog, and ensuring

appropriate use, access, and stewardship of 

data across DOJ. We will create a next 

generation information architecture, and 

introduce continual improvement in data 

discoverability, access and sharing, 

integration, accuracy, and speed. We will 

implement well-designed, integrated data 

warehousing and modern analytics

platforms that enable predictive and 

prescriptive analytics. We will also improve 

the quantity and quality of open datasets 

available to the public.

Reliable information sharing internally 

across DOJ and externally with state, local, 

tribal, and territorial governments, 

international partners, and the public is 

required for mission attainment. DOJ will 

create a data exchange framework to 

uniformly share data. Over the coming 

years, DOJ will populate the National Data 

Exchange (N-DEx) with new data from 

disparate sources allowing discovery of 

linkages between people, places, and other 

entities. DOJ will incorporate new 

capabilities in the National Crime 

Information Center (NCIC) system to 

address existing deficiencies in crime data 

reporting, and implement a cloud 

development program for N-DEx. 

Objective 4.3: Provide mobileaccessible solutions

As our workforce becomes increasingly

mobile, and the need to support DOJ 

missions around the globe increases in 

response to crime and national security 

threats, DOJ must continue to recognize 

that access to accurate and timely 

information can dramatically impact public 

safety. 

Cloud technology enables users to share 

and analyze data, which improves 

information flow and empowers employees 

to more efficiently manage complex 

operations and investigations. For example, 

USMS will develop a mobile biometrics 

application and a business process 

automation platform to integrate and 

automate key business processes allowing 

on-the-go tracking of individuals. BOP will 

also employ mobile technology, allowing 

tracking of incarcerated persons’ locations 

to increase safety in prisons. These mobile 

and wireless solutions also improve the way 

our federal and state partners interact with 

DOJ by uploading data collected in the field 

to a single cloud repository. Analysis of this 

integrated data allows employees to 

connect disparate trends and streamline 

mission activities in near real time and in 

almost any location.

Objective 4.4: Expand advanced 

analytics and machine learning

The proliferation of information along with 

new types and sources of data means DOJ 

must invest in emerging AI technologies 

such as cognitive and neuro analytics and 

machine learning to support mission 

activities. 

DOJ’s Data Strategy establishes common 

methods, tools, and processes to manage, 

manipulate and share data across the 

organization. The Data Strategy serves as a 

framework that analytic platforms can be 

built upon. We must maximize the value of 

DOJ’s data assets as well as its enterprise

data management capabilities in order to 

take advantage of emerging technologies 

and innovations such as AI, machine 

learning, and advanced analytics. 

We will identify pilot prototype solutions, 

deployed via a shared model, ensuring our 

analytical platform is co-located and easily 

and virtually accessible. DOJ will continue 

to provide innovative, shared services and 

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DOJ IT Strategic Plan (FY 2019-2021)

new enterprise analytics tools that help the 

organization collaborate and use data to 

make informed decisions and support 

mission activities. We will continue to 

support advanced data analytics, providing

cloud-based tools and analytic capabilities 

that enable users to combine structured and 

unstructured data to obtain new insights and 

actionable findings for litigation and other 

mission critical activities. We will also 

continue to leverage capabilities from the 

intelligence community, follow the FBI’s 

innovations, and lower the barrier of entry 

for these emerging technologies. 

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DOJ IT Strategic Plan (FY 2019-2021)

Path Forward

The DOJ IT Strategic Plan for FY 2019-2021 provides a clear path forward for the Department to 

drive IT transformation. We will work collaboratively across the Department and components to 

define the specific initiatives and activities that will help us achieve the goals and objectives outlined 

in the Strategic Plan and improve service delivery. In addition, we will collectively determine how to 

prioritize those initiatives and measure progress toward our goals and objectives.

Prioritized Initiatives

The Office of the Chief Information Officer (OCIO) will work with Department program area 

leads and component leadership to create implementation roadmaps aligned with our strategic 

goals. We will define and prioritize specific initiatives and activities, for both the Department and 

components, to focus resources and accelerate progress. These Strategic Plan initiatives will 

include: 

• Implementation of technology and collaboration efforts to improve service delivery

• Enhancements and refined processes to more effectively investment in technology

• New and optimized cyber capabilities to protect critical mission assets

• Applying technology innovation to build capabilities that drive mission preparedness

Our success will depend upon our ability to work collaboratively to develop cost effective and 

impactful solutions that can be leveraged across the Department and components. We must 

tirelessly support the development and implementation of technology that provides the best value to 

our stakeholders. Lastly, our priorities will reflect the need to provide robust and timely customer 

service and be recognized as an IT service provider of choice.

Measuring Performance

The Department and components will use outcome-based performance management to measure 

progress implementing the DOJ IT Strategic Plan. We recognize the success of DOJ IT depends 

on our ability to meet customer service expectations and consistently preform at a high-level. We 

will use SMART (specific, measureable, actionable, relevant, and timely) performance metrics to 

assess progress made against each goal and identify areas that need attention. This increased 

transparency, with well-defined targets and efficient data collection techniques, will support effective 

execution of the Strategic Plan.

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