i

Pretrial Services Agency

for the District of Columbia

Congressional Budget Justification and 

Performance Budget Request

Fiscal Year 2023

March 24, 2022
ii

LEADERSHIP

Executive Management

Leslie C. Cooper, Esq.

Director

Victor Valentine Davis, Esq.

Assistant Director, Defendant Engagement 

and System Support

Executive Committee

Honorable Anna Blackburne-Rigsby, Chair

Chief Judge, District of Columbia Court of 

Appeals

Honorable Sri Srinivasan

Chief Judge, United States Court of Appeals for 

the District of Columbia Circuit

Honorable Beryl A. Howell

Chief Judge, United States District Court for the 

District of Columbia

Honorable Anita Josey-Herring

Chief Judge, Superior Court for the District of 

Columbia

Honorable Richard S. Tischner

Director, Court Services and Offender 

Supervision Agency for the District of Columbia

Honorable Matthew M. Graves, Esq.

United States Attorney for the 

District of Columbia

Avis E. Buchanan, Esq.

Director, Public Defender Service for the District 

of Columbia
iii

TABLE OF CONTENTS

AGENCY OVERVIEW...............................................................................................................1

FISCAL YEAR 2023 PRESIDENT’S BUDGET........................................................................4

ORGANIZATIONAL STRUCTURE........................................................................................26

PSA STRATEGIC FRAMEWORK...........................................................................................31

PROGRAM PERFORMANCE..................................................................................................32

RESOURCE REQUIREMENTS BY STRATEGIC GOAL .....................................................42

SUPPORTING MATERIALS ...................................................................................................42

BUDGET DISPLAYS................................................................................................................45
1

AGENCY OVERVIEW

The mission of the Pretrial Services Agency (PSA or Agency) for the District of Columbia (DC or 

District) is to promote pretrial justice and enhance community safety. In fulfilling this mission, PSA 

assists judicial officers in both the Superior Court of the District of Columbia (DC Superior Court)

and the United States District Court for the District of Columbia (US District Court) by conducting 

a risk assessment for every arrested person who will be presented in court, identifying detention 

eligibility and formulating release recommendations, as appropriate, based upon the arrestee’s 

demographic information, criminal history, substance use and/or mental health information. For 

defendants who are placed on conditional release pending trial, PSA provides supervision and 

treatment services intended to reasonably assure that they return to court and do not engage in 

criminal activity pending their trial and/or sentencing. 

PSA was created by an act of Congress (the District of Columbia Bail Agency Act) in 1967.

1 Under 

the National Capital Revitalization and Self-Government Improvement Act of 1997, PSA was 

established as an independent entity within the Court Services and Offender Supervision Agency 

(CSOSA) in the Executive Branch of the Federal Government.

2

The District operates an “in or out” bail system that promotes clear and reasoned decisions about 

release or detention. The foundation of this system is the DC bail statute, which emphasizes the use 

of least restrictive release conditions for eligible defendants, provides an option of preventive 

detention for those who pose an unacceptable risk to the community, and limits the use of moneybased detention. PSA employs evidence-based practices to help judicial officers in the District and 

local and Federal courts make appropriate and effective bail decisions. 

PSA’s efforts focus on creating a customer-centric culture that meets the needs of the judges, 

protects the rights of defendants and remains cognizant of the Agency’s responsibility to the DC 

community. The result is enhanced public safety, a fairer and more effective system of release and 

detention, and judicious use of jail resources. 

In March 2020, PSA began responding to the coronavirus pandemic by altering its operations to 

comply with guidance from the Centers for Disease Control (CDC), enforced social distancing, and 

implemented other measures necessary to safeguard the health and safety of our workforce and the 

defendant population we serve to slow the spread of the COVID-19 virus. Overall, while the 

number of arrests decreased, the number of cases assigned to PSA supervision, court case 

processing times, and the number of days defendants remain under PSA supervision increased. 

In order to achieve its mission, PSA implemented a phased reopening plan that includes a 

combination of in-person and virtual supervision for defendants and maximized telework for 

members of its workforce whose duties could be performed remotely. To protect mission-essential 

employees required to work onsite and defendants required to report in person, PSA purchased

personal protective equipment (PPE) and disinfecting supplies, performed facilities modifications, 

leveraged technology where appropriate, and adopted rigorous cleaning protocols. 

1

(https://beta.code.dccouncil.us/dc/council/code/titles/23/chapters/13/, n.d.)

2

(https://www.congress.gov/bill/105th-congress/house-bill/1963, n.d.)
2

During FY 2021, PSA was responsible for over 25,742 arrestees and defendants. The Agency 

supervised 15,074 defendants on pretrial release, which corresponds to an average of 10,453 

defendants on any given day. PSA provided services to an additional 10,668 arrestees and 

defendants, which included completing criminal history checks for persons who were released on 

citation or personal recognizance or whose charges were dismissed prior to the first appearance in 

court. Additionally, PSA conducted drug testing for 4,704 non-defendants.

PSA’s current caseloads include individuals with charges ranging from misdemeanor property 

offenses to felony murder. Most defendants (93 percent) are awaiting trial in DC Superior Court, 

with a smaller number (7 percent) awaiting trial in US District Court. On average, defendants 

remained under supervision for 214 days. This average increased significantly during the COVID19 pandemic from 94 days during FY2019 to 214 in FY 2021. During this period, PSA 

administered evidence-based and data-informed risk assessment and supervision practices to 

identify factors related to pretrial misconduct and to maximize the likelihood of arrest-free behavior

and court appearance during the pretrial period.

A MODEL FOR PRETRIAL JUSTICE

PSA’s drug testing and innovative supervision and treatment programs have become recognized as 

models for the field of pretrial justice. The foundations of PSA’s model approach include: 

• Providing timely and accurate information to the courts to support informed decisionmaking;

• Honoring the presumption of innocence and each defendant’s right to pretrial release under 

the least restrictive conditions that assure community safety and return to court;

• Promoting the use of appropriate graduated sanctions and incentives in response to defendant 

behavior; 

• Using evidence-based solutions and implementing continuous process evaluation to improve 

outcomes; 

• Partnering with other criminal justice agencies and community organizations to enhance 

public safety in the District’s neighborhoods, building capacity for support services for 

defendants under pretrial supervision; and 

• Effectively managing the appropriated funds entrusted to the Agency’s stewardship.

PSA continues to facilitate requests for technical assistance from national and international groups.

Requests from domestic groups tend to focus more on understanding the technical aspects of how to 

replicate certain operations, particularly risk assessments. Requests from international groups 

generally focus on explanations of the US civil and criminal justice systems at the federal, state and 

local levels; the role of various criminal justice system partners; the Drug Court model; developing 

and implementing alternatives to incarceration; and supervision techniques for defendants charged 

with non-violent offenses. With the onset of the pandemic, most recently we have provided virtual 

technical assistance, which included meetings with senior government officials and policy advisors

from Jamaica, California, Ohio and Maryland as well as senior leadership from the National 

Association of Pretrial Services Agencies (NAPSA).
3

A MODEL FOR INNOVATION

PSA is a leader in the field of criminal justice drug testing, having established the first in-house 

laboratory for a pretrial agency in 1984. Drug testing is key to helping PSA and other justice 

agencies identify and address the substance use-related public safety risks posed by individuals 

under supervision. PSA also plays a vital role in supplying the District of Columbia public health 

and public safety communities with information on emerging trends related to drug use within the 

criminal and juvenile justice systems. 

PSA was one of the first pretrial agencies to use a risk assessment instrument (RAI) and has used 

some form of risk assessment since its inception. It also has leveraged developments in science and 

best practices to refine and improve its protocols and instruments. PSA's risk instrument was 

designed exclusively for the District of Columbia using a data set consisting of defendants assigned 

to pretrial supervision in the District. To be fair and effective, RAIs must be tested regularly to 

ensure that they produce valid results for the population being served and are unbiased with respect 

to race, gender or other factors. In accordance with this understanding, PSA’s RAI is independently 

revalidated on a regular basis, most recently in 2018 and with the support of this budget request, a 

risk assessment revalidation is planned for FY 2023. 

In addition to advancements in drug testing and risk assessment, PSA also responded to the 

COVID-19 pandemic by adopting innovative supervision techniques to ensure continuity of critical 

services to the defendant population. PSA transitioned to telephonic diagnostic interviews and 

increased virtual support of court operations to achieve its mission. In addition, PSA shifted to 

virtual substance use disorder treatment groups and encouraged defendants to connect with 

community-based mental health service providers to obtain virtual services and support from 

external agencies, as appropriate. The Agency also introduced the use of videoconferencing 

software to conduct virtual substance use disorder assessments, mental health screenings, and 

supervision meetings between defendants and Pretrial Services Officers (PSOs). As PSA determines 

its post-COVID-19 operating posture, it will leverage the lessons learned during the pandemic to 

inform future decisions regarding the delivery of supervision and treatment services. 
4

FISCAL YEAR 2023 PRESIDENT’S BUDGET

PSA’s FY 2023 President’s Budget is $76,937,000 including 344 FTEs, a net increase of 

$9,701,000, or 14 percent above the FY 2022 Annualized Continuing Resolution. 

Annual 

Amount

Multi-Year 

Amount

Total 

Appropriation 

Amount

FTE $(000) $(000) $(000)

FY 2020 Enacted Budget 325 66,461 998 67,459

FY 2021 Enacted Budget 325 66,284 459 66,743

FY 2022 Continuing Resolution (CR)A & B 325 70,115 - 70,115

FY 2023 Changes to Base:

2023 Pay Raise - 1,897 - 1,897

PRISM Modernization 2,100 2,100

Client Management System: Ongoing License (1,600) (1,600)

Client Management System: Ongoing Maintenance - (500) - (500)

Sub-Total, Changes to Base - 1,897 - 1,897

FY 2023 Base Operations 325 72,012 72,012

Requested Program Changes:

FY 2022/2024 Non-recurring Resources in FY 2023C - - 7,304 7,304

FY 2022/2024 Non-recurring Resources in FY 2023D - - (7,304) (7,304)

FY 2023/2025 Lease Replacement and Relocation Costs - - 998 998

Salary and Benefits 728 - 728

FTE's 19 2,201 2,201

Risk Assessment Revalidation - 414 - 414

Human Resources Systems - 84 - 84

Treatment Program - 500 - 500

Sub-Total, Requested Program Changes 19 3,927 998 4,925

FY 2023 President's Budget 344 75,939 998 76,937

 19 5,824 998 6,822

5.8% 8.3% - 9.7%

 40 8,703 998 9,701

13.2% 12.9% - 14.4%

D The 2022 PB $7,304,000 in non-recurring three-year funding FY 2022/2024 does not recur in the FY2023 Budget

C The 2022 PB included $7,304,000 in non-recurring three-year FY 2022/2024 funding associated with the Lease Replacement Prospectus.

B The actual FTE number for the FY22 PB was 321.

Pretrial Services Agency for the District of Columbia

Summary of Change

Fiscal Year 2023 Budget Request

Increase (Decrease) versus FY 2022 CR:

Percent Increase (Decrease) versus FY 2022 CR:

Increase (Decrease) versus FY 2023 President's Budget:

Percent Increase (Decrease) versus FY 2023 President's 

A

 A full-year 2022 appropriation for this account was not enacted at the time the budget was prepared; therefore, the budget assumes this account 

is operating under the 2022 Extending Government Funding and Delivering Emergency Assistance Act (P.L. 117-43), as amended). The FY 2022 

PB includes one-time, multi-year relocation funds outlined in footnote C.
5

PSA’s FY 2023 budget request includes changes to base operations funding in the following areas:

FY 2023 Changes to Base Operations +$1,897,000 0 FTE

Pay Increases +$1,897,000 0 FTE 

In line with guidance from OMB, the pay increase reflects a 4.6 percent increase as well as 

annualization for the FY22 pay increase

CMS: Ongoing Licenses -$1,600,000 0 FTE

CMS: Ongoing Maintenance -$500,000 0 FTE

PSA requested $6,858,000 be provided in increments of $2,286,000 over a span of three fiscal years 

beginning in FY 2019 to modernize its client management system (CMS). PSA received $2,286,000

in its base operations budget in FY 2019 and FY 2020 and received the third installment of funding 

in FY 2021 to complete the design, development, and deployment of a new CMS. This funding does 

not recur in FY 2022; however, a justification to retain $2,100,000 funding in PSA’s base 

operations budget to cover the ongoing costs of operating and maintaining the system was 

submitted in the FY 2022 Congressional budget to fund the licenses and recurring annual costs to 

operate and maintain its modernized CMS. In FY 2021, due to the surge in the demand for GPS and 

other PSA services caused by the pandemic , PSA made the decision not to proceed with this 

initiative; however, the agency is requesting to maintain the O&M funding in our baseline to 

modernize the legacy CMS. See Background section (below) for further information on the decision 

not to proceed.

PRISM Modernization Ongoing Cost +$2,100,000 0 FTE

PSA requests $2,100,000 within its base operations budget to continue modernizing its existing 

legacy CMS, PRISM. PRISM stores information on every person who has been arrested in the 

District of Columbia since the 1970s and is relied upon by internal and external users to support 

decision making across the District’s public safety network. It assists PSOs in making timely and 

appropriate release condition recommendations to court officials and assists law enforcement 

officers and prosecutors in making charging decisions. Among other features, PRISM contains a 

full criminal history database, and it implements PSA’s scientifically validated RAI.

Plan for FY 2022

In FY 2022, PSA plans to utilize the $2,100,000 to secure and reinforce PRISM. This legacy CMS 

is a High Value Asset (HVA) for the Agency. The system needs to be brought into compliance with 

modern IT security standards and protocols, including operating from the cloud. In accordance with 

the National Institute of Standards and Technology’s Risk Management Framework and OMB

Memorandum 17-09: Management of Federal High Value Assets,

3

the Agency will engage an 

3 OMB Memorandum 17-09: Management of Federal High Value Assets (M-17-09), dated December 9, 2016.
6

independent auditor to conduct a security and privacy assessment of PRISM. All findings will be 

documented, and the Authorizing Official will issue a new Authorization to Operate (ATO) 

contingent on addressing the findings. 

Next, the Agency will work with a private systems integrator to address PRISM security and 

privacy assessment findings and will move to the cloud. Moving PRISM to the cloud improves its 

security posture significantly including built-in security features, such as data-at-rest encryption, 

dual-factor authentication, least privilege access control, and retention rules, will greatly enhance 

the system’s security. In addition, PRISM requires some basic adjustments to support the 

implementation of risk-based services (RBS). RBS uses a defendant’s risk level to tailor release 

recommendations, supervision, and responses to non-compliance relevant to each individual 

awaiting trial. Transitioning to RBS will mitigate the risk of non-compliance resulting from overly 

restrictive conditions being applied to lower risk defendants who pose a lower likelihood of pretrial 

misconduct and ensure appropriate allocation of resources to defendants at a higher risk of 

misconduct. In addition, securing and reinforcing PRISM will allow PSA the necessary time to 

make enhancements.

PRISM TABLE 1

Plan for FY 2023 and Beyond

In FY 2023 and beyond, PSA will need to keep the $2,100,000 in its base operations budget to both 

maintain PRISM and continue to work towards a replacement. PSA will continue the modernization 

of PRISM or its replacement by building a series of secure light-weight applications to support 

RBS. These RBS apps will be like phone applications that can be accessed using multiple form 

factors such as tablets, laptops, PCs, and other wireless mobile devices.

Costs Occurrence

(1) DOJ Security Assessment $170,000 One-time

(2) System integrator to secure PRISM $400,000 One-time

(1) Data consolidation and migration $30,000 One-time

(2) System integrator to reinforce PRISM with 

basic RBS updates $800,000 One-time

(1) Secured Cloud services procurement $250,000 Annual

(2) Secured Cloud architecture services $125,000 One-time

(3) Secured Cloud environment design and 

implementation $325,000 One-time

$2,100,000 

i) Secure

i) Reinforce

ii) Cloud environment

Estimated cost to secure and reinforce existing CMS 

PRISM:

FY-2022: Secure and reinforce the existing 

CMS-PRISM
7

The RBS apps will address the operational needs of each component in the PSA lifecycle, from 

arrest through case disposition. Data shared across components will be housed in the current 

centralized database, so it remains secure, consistent, and immediately available across the suite of 

applications. The RBS apps will interface with each other and with PRISM to prevent work 

duplication or mission disruption. This strategy affords PSA the ability to modernize its technology 

but depends on the Agency’s ability to steadily fund it.

PRISM TABLE 2

Background:

In FY 2019, PSA initiated a three-year critical initiative to replace the legacy CMS, PRISM, which 

houses all defendant information, including criminal history, behavioral health data, and supervision 

records. PRISM is relied upon by federal and local partners across the justice system to access 

sensitive data to perform respective criminal justice and law enforcement functions.

With the onset of the COVID-19 pandemic, PSA experienced sharp increases in demand for 

supervision and other defendant services, specifically GPS monitoring. PSA’s FY 2021 funding 

level was insufficient to meet these surge demands. After enacting a hiring freeze and making 

significant programmatic reductions Agency-wide, PSA remained unable to meet the demand for 

GPS services. 

After pursuing all options to secure an emergency supplemental appropriation for FY 2021 and 

exhausting all possible avenues of relief, the Agency made the difficult decision to cease work on 

the new CMS to ensure the availability of GPS services for defendants through the remainder of the 

year. Prior to ending work on the new CMS, PSA considered the alternative of furloughing staff as 

a cost savings measure. However, furloughing staff was not a viable option as it would have 

exacerbated the already higher caseloads across all general supervision units.

Costs Occurrence

(1) System integrator to create, operate, and 

maintain (O&M) RBS applications $1,500,000 Annual

(2) Security Assessment costs $57,000 Annual

(1) Secured Cloud services $250,000 Annual

(2) Secured Cloud express route connectivity $175,000 Annual

(3) Equipment, software licenses and training $118,000 Annual

$2,100,000 

ii) Cloud environment cost

Estimated cost O&M RBS Apps:

i) Cost to O&M RBS applications

FY-2023 and forward: design, operate and maintain 

(O&M) RBS applications
8

FY 2023 Program Changes:

Lease Prospectus -$7,304,000 0 FTE

The 2022 President’s Budget included $7,304,000 in three-year (FY 2022-2024) funding to support 

additional costs associated with Prospectus Number PDC-12-WA19, for the lease replacement and 

relocation of its operations at 601 and 633 Indiana Avenue, NW, and 1025 F Street, NW. This 

funding does not recur in FY 2023.

4

Replacement Lease Prospectus +$998,000 0 FTE

PSA requests $998,000 in three-year (2023-2025) funding to replace 2020-2022 funding that is 

likely to lapse due to protracted delays in the GSA procurement process to secure a new 

headquarters location for the Agency. The estimated cost for this request was derived from GSA’s 

Move and Replication Cost Estimate and represents a long-term investment in space management 

through the execution of a 20-year replacement lease. Estimated costs include the relocation itself 

and furniture for the new space. This funding was a follow-on to the acquisition funding discussed 

below.

In FY 2019, PSA received a three-year (2019-2021) appropriation to support space acquisition and 

planning and relocation costs for PSA’s expiring leases identified in Prospectus Number PDC-12-

WA19, which was submitted to OMB by GSA, and subsequently to Congress for approval. The 

prospectus included replacement of three leases for PSA workspaces: 633 Indiana Avenue (expired 

September 30, 2020), 1025 F Street (expired November 7, 2020) and 601 Indiana Avenue (expired

September 30, 2021). Due to the protracted delays in procurement of new space for PSA, expired 

leases required re-negotiation with building owners, and the following table provides new lease 

expiration dates:

5

Leased Spaces PSA Lease Expiration

633 Indiana Avenue, NW 09/30/2022

1025 F Street, NW 11/07/2023

601 Indiana Avenue, NW* Lease Renewal in Progress

*PSA is currently negotiating an extension for this lease and the revised lease expiration date is pending.

In addition, the design phase of this project was originally set to start during the first quarter of FY 

2019. However, as of fiscal year end 2021, GSA’s procurement continued to experience various 

delays, ultimately resulting in no award. Currently, a new prospectus is underway.

PSA is dependent on GSA for its space needs. There are no other alternatives at this time through 

which PSA can secure continued housing for its mission-critical operations other than working with 

4 For more information on PSA’s Lease Prospectus, reference PB 2022 CBJ

5 For more information on PSA’s Lease Prospectus, reference PB 2019 and PB 2020
9

GSA to complete this process. Furthermore, PSA does not have the flexibility to fund this project 

within its base operations budget. This action takes into consideration any further unforeseen delays 

and will ensure that enough funding is available when the process is completed to secure needed 

space.

For reference, the full funding justification for this request, along with an Appendix, was contained 

in PSA’s FY 2020 Congressional Budget Justification (CBJ).

Salary and Benefits +$728,000 0 FTE

PSA requests an increase of $728,000 to support actual payroll expenses incurred annually. This 

request includes $483,000 for salaries and $245,000 for personnel benefits and was calculated based 

on four GS-13 Step 4 positions. 

Background

As a part of its annual budget planning exercises, during FY 2021, PSA performed a detailed 

analysis of the grades and positions on board across the Agency and determined that the average 

PSA employee has a salary equivalent of a GS-13, step 4. This takes into consideration that there is 

also a substantial number of FTEs currently paid at the GS-12, step 7 or higher, which equates in 

salary to a GS-13 step 4. Historically, PSA’s formula for estimating salaries and expenses for vacant 

positions for all grades has utilized a base salary for each position’s designated grade at the step 1 

level of compensation (e.g., GS-12, step 1). However, in actual execution, vacancies were and 

continue to be filled at the step 4 level or higher, irrespective of the grade, which is primarily due to 

the cost of living and talent pool within the DC metropolitan area. This estimation technique has 

resulted in a large deficit between the annual budget received and actual execution and prevents the 

Agency from filling vacancies as planned.

FTEs Increase +$2,201,000 19 FTEs

PSA requests an increase of $2,201,000, which includes $1,463,000 for personnel salaries and 

$738,000 for benefits to support projected demands for supervision services and administrative 

functions. This request supports 19 additional FTEs, detailed background information and the 

corresponding individual position justifications are provided below.

Background

PSA’s base operations budget level, not including information technology investments, has 

remained relatively flat for the past five years, while costs per FTE have risen significantly. The 

ongoing effect of pay raises and increases in FERS contributions were absorbed not only by 

reducing FTEs – largely through attrition and through the implementation of a hiring freeze – but 

also by postponing information technology and laboratory equipment refresh plans and reducing 

travel, training, and contracting costs. Additionally, PSA also absorbed unexpected COVID-19 

costs to support the safety and health, of its employees and clients. These situations were 

compounded by the sharp increase in the length of time that defendants remained under supervision 

as a result of the pandemic. To manage the effects of the aforementioned circumstances, PSA 

reviewed all contractual agreements, modified COVID-19 cleaning contracts through the use of 

indefinite delivery/indefinite quantity contracts, and made the difficult decision to cease work on its
10

replacement CMS to ensure the availability of GPS services for defendants through the remainder 

of the year. PSA was also forced to make steep reductions to all PSA operational programs by more 

than 50 to 60 percent to remain within its FY 2021 annual appropriation while accomplishing its 

mission. To mitigate and reduce the need to take such drastic measures in the future, PSA also 

requested additional funding in its FY 2022 President’s Budget to restore programs to pre-pandemic 

levels.

Pretrial Services Officer Positions +$762,926 6 FTE

PSA requests $762,926 to add six PSO positions. 

Justification for Program Increase

Pretrial Services Officer Positions

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-11/4) 6 $507,429

Benefits 0 $255,497

Total Requested Program Increase 6 $762,926

PSA’s supervision and treatment services depend heavily on a defendant engagement approach that 

includes the use of risk mitigation strategies, including substance use disorder testing, treatment,

and GPS monitoring.

The overwhelming majority of defendant engagement activities (except for specimen collection for 

substance use testing) are performed by PSOs. PSOs comprise the majority of PSA’s workforce and 

are responsible for a full range of defendant services, including conducting eligibility 

determinations for citation release, completing risk assessments, presenting release condition 

recommendations in court, providing court date notifications, providing court representation,

ensuring appropriate supervision and behavioral health services based on each person’s assessed 

risk of failure to appear and rearrest, and reporting compliance to the court.

In the District of Columbia, over 90% of defendants awaiting trial are released to the community. 

PSA’s case management strategies are designed to increase the likelihood that supervised 

defendants make all scheduled court appearances and remain arrest-free during the pretrial period.

A hallmark of effective case management in community corrections settings is the maintenance of 

effective caseload ratios. National best practices recommend caseloads of 75:1 for general 

supervision cases. Prior to the onset of the pandemic, PSA’s general supervision units operated 

with a caseload ratio of 74:1. As of September 2021, caseloads have increased by nearly 84%, to a 

ratio of 136:1. PSA is operating far beyond the recommendation for best practices. New cases are 
11

being assigned to the Agency daily, albeit at overall lower rates during the pandemic. However, 

cases are being resolved through trial or other means at a significantly slower rate, leaving cases 

assigned to the Agency for longer periods of time. Prior to the pandemic, defendants remained 

under supervision for an average of 92 days. As of September 2021, the average has risen a 

staggering 133% to 214 days. These two factors have left PSOs with unmanageable caseloads. 

The slower rate of processing the backlogged cases in DC Superior Court, resulting from the 

pandemic, will likely impact the Agency’s caseloads for the next several fiscal years. For context,

prior to the pandemic DC Superior Court held an average of 16 trials per week. While this rate was 

not ideal, PSA made internal adjustments to staffing and programs to sustain this rate of processing 

to maintain reasonable caseload ratios. At the onset of the pandemic, trials were suspended in DC 

Superior Court. Trials are beginning to resume – at a rate of roughly four trials per month – but 

there is now a backlog of defendants in jail and in the community, who are awaiting trial. As of 

September 30, 2021, there were just over 787 defendants detained in DC Jail awaiting trial. Using 

the pre-pandemic trial rate (which has yet to be resumed), it would take approximately 49 weeks 

just to clear the detained defendant backlog.

In terms of prioritization, community-based pretrial defendants are scheduled for trial after

detained defendants. This means that PSA will continue to supervise most of its current population 

until the DC Jail backlog is cleared. As of September 30, 2021, there were nearly 11,000 defendants 

in the community awaiting trial. Applying the pre-pandemic trial rate to this backlog, it would take 

688 weeks (13.2 years) to schedule trials. Even if 75% of the cases are disposed of through non-trial 

means, PSA will supervise these backlogged cases for the better part of the next four fiscal years 

(one year to clear the detained backlog and three years to clear the community-based backlog), 

while still continuing to receive new cases each day. Without a significant adjustment to its base 

budget, the Agency will not have adequate personnel to sustain critical supervision functions for 

this much larger supervised population. As of September 30, 2021,general supervision caseloads 

were 136:1 With the addition of six PSO FTEs in FY23, the ratio would be reduced to 98:1.

6 While 

this does not meet the national best practices recommendation nor provide much elasticity, it would 

be a marked improvement over the Agency’s current status. 

Relationship to PSA’s Vision, Mission, and Goals: This position supports the Agency’s four 

strategic goals. PSOs provide direct defendant engagement services that directly correlate to PSA’s 

Judicial Concurrence rate, which is the rate at which judicial officers concur with PSA’s initial 

release condition recommendations; Continued Pretrial Release rate, which is the rate at which 

defendants assigned to supervision remain on supervision without revocation due to noncompliance or a request for revocation due to non-compliance; Arrest-Free rate, which is the rate of 

defendants who are not rearrested while awaiting trial in the community; and Court Appearance

rate, which is the rate of defendants who make all scheduled court appearances leading up to their 

trial date.

Proposed Solution: Add six FTEs for PSO positions.

6 The 98:1 ratio assumes the following: PSA will hire two PSOs during FY 2022; PSA will hire four PSOs during FY 2023 through 

the requested restoration of salaries and expenses to meet its FY 2021 planned staffing level; and PSA will hire six PSOs during FY 

2023 through this requested increase for mission critical staffing. In order to achieve the recommended 75:1 ratio, PSA would require 

a total of 56 PSOs (or 13 PSOs beyond this request). 

All calculations are based on general supervision cases (4218) and staffing (31 PSOs) as of September 30, 2021.
12

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to FY21 budget constraints, PSA enacted a hiring-freeze. 

This prevented the backfilling of PSO positions as they are vacated through voluntary separation 

and mandatory retirement. The Agency did not have resources within its existing base budget to 

fund PSO positions without negatively impacting other defendant services, including substance use 

disorder treatment, mental health treatment, and GPS monitoring, all of which are critical to 

managing defendants effectively in the community.

Drug Testing Technician Position +$315,472 5 FTE

PSA requests $315,472 to add five Drug Testing Technician positions. 

Justification for Program Increase

Drug Testing Technician Positions

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Salary and Benefits FTE Estimated Funding

Salary (Based on GS 5/4) 5 $209,890

Benefits 0 $105,582

Total Requested Program Increase 5 $315,472

Key to mitigation of the risk of pretrial misconduct is the availability of diagnostic data that allow

for informed decision making and intervention. Drug testing data are essential to PSA’s ability to 

obtain information about arrestees ‘and defendants’ patterns of substance use so that appropriate 

treatment can be provided to reduce the risk of failure to appear and rearrest. PSA collects urine and 

oral fluid specimens from defendants during the diagnostic lockup process, once cases are assigned 

to PSA for supervision. The team also collects specimens from respondents and juveniles with 

matters pending in DC Superior Court Family Division. Specimens are collected by Drug Testing 

Technicians (DTT). 

Urine specimen testing comprises most of the testing conducted by PSA. All collections are 

observed by an individual who is the same gender as the defendant from whom the specimen is 

being obtained. From the beginning of the collection process through testing, specimens must be 

handled in accordance with strict chain-of-custody protocols. For this reason, it is essential to have a 

sufficient number of male and female technicians to meet the demand for services and to ensure 
13

adequate coverage of all team functions, including lockup drug testing, defendant check-in, 

specimen collection, and transfer to PSA’s forensic toxicology laboratory. Due to budget 

constraints, as of FY 2021, PSA has only one-half of the required DTTs on staff. With the addition 

of five DTTs in FY 2023, the vacancy rate will be reduced to 17%, which would be a significant 

improvement over the current operating status.

7

Relationship to PSA’s Vision, Mission and Goals: This position supports the Agency’s four 

strategic goals. DTTs provide specimen collection services that allow PSOs to make informed 

recommendations to the court at initial appearance, coordinate appropriate substance use disorder 

assessment and treatment services, and provide accurate compliance updates to the court. Not only

is drug testing essential to general supervision, it directly supports the two specialty courts that 

operate within DC Superior Court, Drug Court and Mental Health Community Court. All of these 

activities directly correlate to the PSA’s Judicial Concurrence rate, which is the rate at which 

judicial officers concur with PSA’s initial release condition recommendations; Continued Pretrial 

Release rate, which is the rate at which defendants assigned to supervision remain on supervision 

without revocation due to non-compliance or a request for revocation due to non-compliance; 

Arrest-Free rate, which is the rate of defendants who are not rearrested while awaiting trial in the 

community; and Court Appearance rate, which is the rate of defendants who make all scheduled 

court appearances leading up to their trial date.

Proposed Solution: Add five FTEs for Drug Testing Technician positions. 

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to budget constraints, PSA enacted a hiring-freeze during FY 

2021. This prevented the backfilling of DTT positions as they are vacated. The Agency did not have 

resources within its existing base budget to fund DTT positions without negatively impacting other

defendant services, including substance use disorder treatment, mental health treatment, and GPS 

monitoring, all of which are critical to managing defendants effectively in the community.

Defendant Engagement & System Support Program Assistant Positions +$189,283 3 FTE

PSA requests $189,283 to add three Program Assistant positions.

Justification for Program Increase

Program Assistant Positions

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

7 The projected vacancy rate assumes that PSA will hire one DTT during FY 2022.
14

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-5/4) 3 $125,934

Benefits 0 $63,349

Total Requested Program Increase 3 $189,283

In the District of Columbia, over 90% of defendants awaiting trial are released to the community. 

PSA’s case management strategies are designed to increase the likelihood that supervised 

defendants make all scheduled court appearances and remain arrest-free during the pretrial period. 

Key to mitigation of the risk of pretrial misconduct is the availability of on-site, in-person 

supervision and behavioral health services. Throughout the pandemic, PSA continued to conduct inperson contacts with defendants to encourage compliance with release conditions. As defendants 

report for such visits, they are initially processed by the Agency’s Program Assistants (PAs). PAs 

provide the full range of administrative support for PSOs and all defendant engagement units and 

perform some supervision-related functions, including check-in calls. PSA’s ideal staffing pattern 

has one PA assigned to most DESS teams, for a total of 13 PAs. Due to budget constraints, as of 

September 30, 2021, the Agency has a 54% vacancy rate for PAs, meaning fewer than half of the 

necessary positions are filled. The addition of three PAs would reduce the vacancy rate to 31%, 

providing much needed relief. 

Relationship to PSA’s Vision, Mission, and Goals: This position supports the Agency’s four 

strategic goals. PAs provide critical mission support services that allow PSOs to provide defendant 

engagement services that directly correlate to PSA’s Judicial Concurrence rate, which is the rate at 

which judicial officers concur with PSA’s initial release condition recommendations; Continued 

Pretrial Release rate, which is the rate at which defendants assigned to supervision remain on 

supervision without revocation due to non-compliance or a request for revocation due to noncompliance; Arrest-Free rate, which is the rate of defendants who are not rearrested while awaiting 

trial in the community; and Court Appearance rate, which is the rate of defendants who make all 

scheduled court appearances leading up to their trial date.

Proposed Solution: Add three FTEs for Program Assistant positions. 

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to budget constraints, PSA enacted a hiring-freeze in FY 

2021. This prevented the backfilling of Program Assistant positions as they are vacated. The 

Agency did not have resources within its existing base budget to fund Program Assistant positions 

without negatively impacting other defendant services, including substance use disorder treatment, 

mental health treatment, and GPS monitoring, all of which are critical to managing defendants 

effectively in the community. 
15

Cloud Architect Position +$221,145 1 FTE

PSA requests $221,145 to add one Cloud Architect position.

Justification for Program Increase

Cloud Architect Position

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Management Objective 1: Efficient Agency Administration

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-14/5) 1 $146,894

Benefits 0 $74,251

Total Requested Program Increase 1 $221,145

Central to the Agency’s ability to achieve its operational and administrative objectives is the ability 

to create, maintain, and access data and applications in a secure environment. In alignment with the 

federal government’s push towards cloud migration, PSA has taken initial steps in this direction and 

the Agency has started to introduce cloud-based services. With these changes comes the need for an 

FTE with the requisite knowledge, skills, and abilities to develop and oversee the Agency’s cloud 

computing strategy. All of PSA’s current FTEs assigned to the Office of Information Technology 

(OIT) are allocated to existing priorities, including service delivery (e.g., helpdesk support, 

including hardware and software services) and IT management (e.g., IT security, FISMA 

compliance, website maintenance, continuity of operations planning, etc.). Due to the scarcity of 

human capital resources, PSA is not able to assign an existing employee to oversee cloud 

development activities. Further, the Agency’s workforce is not adequately trained to take on such 

functions, even if reassigned. 

PSA anticipates recruiting for a cloud solutions architect, who will be responsible for assuring 

effective integration services related to cloud migration; overseeing the resolution of technical and 

architectural issues by identifying the root cause and degree of impact; and lead the Agency’s 

efforts related to development of applications software design concepts and methods, network 

management methods, and project management methods. 

In performing these tasks, the Cloud Architect will: determine the level and pace of PSA’s cloud 

migration (e.g., shallow or deep integration); assess the viability of using a single cloud or multicloud solution; prioritize migration components; perform and oversee any necessary refactoring 

before migration; and establish performance baselines and Key Performance Indicators (KPI).

Without the addition of this FTE, the Agency will be unable to support migration to the cloud and 

be required to continue its current practice of onsite data storage and maintenance, without the 

resources to ensure that this is done safely and in compliance with cybersecurity requirements. As 
16

the Agency plans for development and upgrading of our CMS, this FTE will be critical to its design 

and implementation. 

Relationship to PSA’s Vision, Mission and Goals: This position supports the Agency’s four 

strategic goals and management objective. PSA operates several applications that are central to 

mission achievement, including its CMS and PRISM. PRISM is relied upon by federal and local 

partners across the justice system to access sensitive data to perform their respective criminal justice 

and law enforcement functions. Presently, PRISM runs on an outdated platform and is not 

compliant with current federal cybersecurity requirements. Development and execution of a cloud 

migration plan is key to the Agency’s ability to sustain the CMS into the future. This position will 

allow the Agency to develop and implement a plan for shifting to cloud-based services.

Proposed Solution: Increase PSA’s authorized FTE count to include one FTE for a Cloud Architect 

position.

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to FY 2021 budget constraints, PSA ceased work on a 

replacement CMS, which would have been cloud-based. This shift in operations exacerbated the 

Agency’s need to develop and implement a plan for migrating the existing CMS to the cloud 

quickly. This position will enable PSA to move PRISM and other mission-critical applications and 

services to the more secure environment. 

Information Technology Specialist Position +$127,443 1 FTE

PSA requests $127,443 to add one Information Technology Specialist position. 

Justification for Program Increase

Information Technology Specialist Position

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Management Objective: Efficient Agency Administration

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-11/4) 1 $84,653

Benefits 0 $42,790

Total Requested Program Increase 1 $127,443
17

The Office of Information Technology (OIT) is responsible for the planning, development, and 

management of the information technology systems and subsystems that support PSA programs and 

management operations. Due to the 24/7 operations of PSA’s diagnostic unit, employees require 

around the clock technical support for hardware, software, and applications support. Currently, PSA 

has two employees assigned to helpdesk services. These employees are assigned to day shift 

functions and handle all issues and helpdesk tickets that occur during normal business hours (9:00 

am – 6:00 pm, Monday through Friday). PSA does not have sufficient FTEs to provide coverage for 

evenings and weekends, despite the fact that internal and external users require 24/7 access to the 

Agency’s CMS, and internal users may experience issues with the Agency’s network, hardware, or 

applications outside normal business hours. This lack of personnel results in helpdesk tickets being 

placed into a queue for resolution by an “on call” member of the service delivery team. When the 

“on call” team member cannot resolve the issue, generally, it is placed back into the queue for 

resolution during normal business hours. This system is neither sufficient nor responsive to the 

needs of our internal or external customers. 

An aadditional FTE for customer support would allow PSA to create a coverage schedule that 

accounts for its 24/7 operations. The Information Technology Specialist would be responsible for a 

host of functions, including configuration, installation and maintenance of hardware and software, 

including desktop and laptop computers, printers, and other network peripherals (e.g., forensic 

toxicology instrumentation and systems); access control for in-house systems, including the 

Agency’s CMS and forensic toxicology lab management system; providing first-tier customer 

support; and monitoring internal systems and external integrations to ensure adequate uptime and 

timely resolution of outages and network issues. Due to budget constraints, for the last several 

years, the Agency has prioritized hiring for direct defendant engagement vacancies over those 

allocated to its administrative functions. As a result, many of PSA’s administrative offices, 

including the Office of Information Technology, had to delay backfilling of key positions and have 

been unable to request new positions in response to emergent needs. Through agreements with our 

workforce, we have developed an “on call” system that provides a stopgap for 24/7 coverage. The 

ideal solution to ensure quality service is the establishment of a dedicated position to meet the 

Agency’s needs.

Relationship to PSA’s Vision, Mission, and Goals: This position supports the Agency’s four 

strategic goals and management objective. PSA operates several applications that are central to 

mission achievement, including its CMS and PRISM. PRISM is relied upon by federal and local 

partners across the justice system to access sensitive data to perform their respective criminal justice 

and law enforcement functions. Presently, OIT does not have an enough FTEs to provide 24/7 

coverage in support of the Agency’s public safety functions. This position will allow the Agency to 

develop an adequate and sustainable model to ensure critical coverage for operations.

Proposed Solution: Increase PSA’s authorized FTE count to include one FTE for an Information 

Technology Specialist position. 

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 
18

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to budget constraints, for several years, PSA was required to 

reduce FTEs through attrition and ultimately enacted a hiring-freeze in FY 2021. These necessary 

actions prevented the backfilling of key positions and the creation of new positions needed to meet 

internal and external needs. The Agency did not have resources within its existing base budget to 

fund these positions without negatively impacting defendant services, including substance use 

disorder treatment, mental health treatment, and GPS monitoring, all of which are critical to 

managing defendants effectively in the community.

Supervisory Chemist/Toxicologist Position +$181,793 1 FTE

PSA requests $181,793 to add one Supervisory Chemist/Toxicologist position.

Justification for Program Increase

Supervisory Chemist/Toxicologist Position

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-13/4) 1 $120,653

Benefits 0 $61,140

Total Requested Program Increase 1 $181,793

PSA’s case management strategies are designed to increase the likelihood that supervised 

defendants make all scheduled court appearances and remain arrest-free during the pretrial period. 

Key to mitigation of the risk of pretrial misconduct is the availability of diagnostic data that allow 

for informed decision making and intervention. Drug testing data are essential to PSA’s ability to 

obtain information about arrestees’ and defendants’ patterns of substance use so that appropriate 

treatment can be provided to reduce the risk of failure to appear and rearrest. PSA’s Office of 

Forensic Toxicology Services (OFTS) performs drug testing for the following populations: 

arrestees being evaluated during the diagnostic lockup process; defendants assigned to PSA for

supervision; juveniles and respondents with matters pending in DC Superior Court, Family 

Division; and offenders supervised by CSOSA’s CSP.

PSA’s forensic toxicology process consists of two steps: immunoassay screening (test to detect the 

presence of substances) and confirmation testing. (quantitative testing performed to “confirm” 
19

positive screening results, which also provides the measured concentration of the substance 

detected). PSA performs urine or oral fluid screening for offender and defendant samples for up to 

36 illicit substances: Marijuana, PCP, Opiates (codeine/morphine; oxycodone/oxymorphone; 

hydrocodone/hydromorphone), Methadone, Cocaine, Alcohol, Heroin, Amphetamines 

(methamphetamine/amphetamine; MDMA/MDA), and Synthetic Cannabinoids (20 analytes). In 

addition, samples are tested for Creatinine levels to determine sample validity and for Ethyl 

Glucuronide (EtG) to confirm alcohol use. 

PSA uses Gas Chromatography/Mass Spectrometry (GC-MS) instruments for confirmation testing 

and is in the process of introducing a Liquid Chromatography with a tandem Mass Spectrometry 

(LC-MS-MS) instrument to enhance the Agency’s ability to test for synthetic compounds. These 

Instruments separate chemical mixtures (the GC or LC component) and identify the mass spectrum 

(essentially a fingerprint) produced by the chemical components at a molecular level (the MS 

component). Toxicologists also conduct levels analyses to distinguish new use from residual drug 

use and provide timely and accurate results for pretrial and other criminal justice partners.

In accordance with the screening and testing processes described above, OFTS is divided into two 

teams: the immunoassay team and the confirmation team. Due to budget constraints, for the past 

year and a half, the confirmation team supervisor position has remained vacant. The Agency has 

used temporary promotions and detail assignments to cover this staffing shortage; however, this is 

no longer a viable option. The team requires a dedicated supervisor to ensure proper implementation 

of methods and practices required to maintain PSA’s accreditation from the US Department of 

Health and Human Services Clinical Laboratory Improvement Amendments (CLIA) program.

Relationship to PSA’s Vision, Mission, and Goals: This position supports the Agency’s four 

strategic goals. OFTS provides critical substance use testing data that allows PSOs to make 

informed recommendations to the court at a defendant’s initial appearance, coordinate appropriate 

substance use disorder assessment and treatment services, and provide accurate compliance updates 

to the court. Not only is drug testing essential to general supervision, it directly supports the two 

specialty courts that operate within DC Superior Court, Drug Court, and Mental Health Community 

Court. All of these activities directly correlate to the PSA’s Judicial Concurrence rate, which is the 

rate at which judicial officers concur with PSA’s initial release condition recommendations; 

Continued Pretrial Release rate, which is the rate at which defendants assigned to supervision 

remain on supervision without revocation due to non-compliance or a request for revocation due to 

non-compliance; Arrest-Free rate, which is the rate of defendants who are not rearrested while 

awaiting trial in the community; and Court Appearance rate, which is the rate of defendants who 

make all scheduled court appearances leading up to their trial date. 

In addition to directly supporting PSA’s four strategic goals, OFTS supports CSP’s strategic goal 1: 

Reduce recidivism by targeting criminogenic risk and needs using innovative and evidence-based 

practices. 

Proposed Solution: Increase PSA’s authorized FTE count to include one FTE for a Supervisory 

Chemist/Toxicologist position. 
20

Methodology: The grade level of this position is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to budget constraints, for several years, PSA was required to 

reduce FTEs through attrition and ultimately enacted a hiring-freeze in FY 2021. These necessary 

actions prevented the backfilling of the Supervisory Chemist/Toxicologist position after it was 

vacated in FY 2020. The Agency did not have resources within its existing base budget to fund this 

position without negatively impacting other defendant services, including substance use disorder 

treatment, mental health treatment, and GPS monitoring, all of which are critical to managing 

defendants effectively in the community. 

Human Resources Specialist Positions +$402,938 2 FTE

PSA requests $402,938 to add two Human Resources Specialist positions. 

Justification for Program Increase

Human Resources Specialists Positions

Strategic Goal 1: Judicial Concurrence with PSA Recommendations

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Strategic Goal 4: Maximize Court Appearance

Management Objective: Efficient Agency Administration

Salary and Benefits FTE Estimated Funding

Salary (Based on GS-14/5) 1 $146,894

Benefits $74,251

Salary (Based on GS-13/4) 1 $120,653

Benefits $61,140

Total Requested Program Increase 2 $402,938

PSA is divided organizationally into two divisions, DESS and Management and Administration 

(MA). DESS performs most external facing operational activities, including all direct defendant 

services. MA supports these functions by performing key administrative activities, including 

staffing, benefits, training and career development, personnel security, and employee and labor 

relations. These services are provided through PSA’s Office of Human Capital Management 

(OHCM).

Over the last several fiscal years, PSA was required to fund increases in salary and employee 

benefits without any corresponding adjustments to its base budget. These increases totaled roughly 
21

$5M. To offset these increases, PSA made sharp reductions in FTEs and other critical programmatic 

areas. To remain within its enacted funding, PSA reduced its staffing levels steadily over the last 

five fiscal years, resulting in a net reduction of 13% since FY 2017:

To reduce the strain on DESS, for several years, the Agency prioritized hiring for DESS vacancies 

over those allocated to MA. As a result, many of PSA’s administrative offices have a single FTE 

responsible for critical duties and/or had to delay backfilling of key positions. OHCM is one such 

office. This request supports two positions, both of which are central to mission achievement.

Deputy Unit Chief, GS-201-14

Training is often the most overlooked and underfunded element of organizations while functioning 

as the core and foundation. Training departments ensure the workforce is equipped with the critical 

skills needed to accomplish the mission. The Deputy Unit Chief position is pivotal to meeting this 

goal. The incumbent of this position brings to fruition the vision of the Unit Chief -- to provide a 

robust and impactful training program that supports PSA’s mission and goals. This position serves 

as a working supervisor responsible for serving as the Agency’s Learning Champion; DESS liaison;

CSOSA liaison; supervisory and executive development manager, and project manager. The Deputy 

Unit Chief will lead and execute all major Agency-wide initiatives to include the Executive Order 

on Diversity, Equity, Inclusion and Accessibility in the Federal Workforce and the development and 

deployment of the Agency’s new supervision model, RBS, training curriculum and content; and will 

provide oversight of the revision of all DESS technical training impacted by the RBS deployment 

(over 50 classes). The incumbent of this position will also ensure compliance with regulatory 

guidance and established quality standards.

If this position is not filled, the deployment date for RBS will be adversely affected; supervisory 

and executive development programs will not be further developed or deployed; and critical 

supervisory training will not be deployed. The inability to deploy critical training will result in an, 

inability to fill critical leadership positions and negatively impact the Agency’s ability to provide 

DESS staff with the skills necessary to perform risk-based services effectively and efficiently. 

Additionally, failure to fill this position will also limit our ability to create an engaged body 

comprised of staff at every level to promote professional and personal development and increase 

employee engagement. As we are understaffed by four positions, failure to fill this position would 

mean that there would be no one assigned to research and recommend the possible implementation 

of the industry’s best practices and cutting-edge technologies. This will result in providing training 

Fiscal Year CBJ FTEs FTEs Change %

2017 374 340 9.1%

2018 364 335 8.0%

2019 350 321 8.3%

2020 350 325 7.1%

2021 325 321 1.2%
22

using outdated methodologies, which will decrease staff’s interest in continual learning and could

negatively impact productivity, engagement, and retention.

HR Specialist (ER/LR), GS-0201-13

As an independent federal agency, PSA has full responsibility for managing labor and employee 

relations in accordance with federal law, rule, and regulation. The Agency has a very active Union 

that represents approximately 70% of its employees. The relationship with the Union is managed by 

a Collective Bargaining Agreement (CBA). As part of the relationship with the Union, PSA must 

engage in both mid-term and term bargaining and ensure that supervisors and managers are 

adequately trained and advised on implementing the CBA and are operating within the confines of 

the Federal Service Labor-Management Relations Statute (Title VII of the Civil Service Reform Act 

of 1978 (CSRA) (5 U.S.C. §§ 7101 to 7135). In addition, the Agency must comply with the Code of 

Federal Regulations and any rules established by the Office of Personnel Management in addressing 

and responding to conduct and/or performance-based issues. In some cases, representations must be 

made to third parties to defend actions taken by the Agency against employees to prove that all legal 

requirements have been met. 

The field of employee and labor relations requires specific expertise and a full understanding of all 

applicable law, rules, and regulations. Managers and supervisors require frequent guidance to 

ensure that they are not running afoul of any legal requirements and that actions do not put the 

Agency at legal risk. The workload for one staff member has been overwhelming and has resulted 

in delays responding to supervisors on critical performance issues, disciplinary issues and 

grievances, delays in signaling the Agency’s intent to enter into term negotiations, and delays 

responding to Union inquiries, which must be addressed within established time frames. Over the 

past six years, there has been a steady increase in work-hours needed to decipher the many 

executive orders and changes in federal laws and regulations, including, educating our work force 

on these changes and implementing these changes after fulfilling labor obligations with the union.

As a result, there has been a significant increase in compensatory time required to maintain the 

status quo.

Currently, PSA has a single FTE allocated to employee and labor relations. The addition of a 

second HR Specialist will allow PSA to recruit for an individual with an extensive background in 

the management of employee and labor relations within the federal government. Responsibilities 

will include: managing labor relations functions for PSA to include serving as management’s 

representative during term and mid-term negotiations; routinely training supervisors on the 

application of labor and employee relations laws, rules, regulations, Agency policies, and the CBA; 

meeting with and providing advice to managers; providing guidance and advice to managers on 

proposing and deciding on performance and conduct based actions; recommending and 

implementing strategies to ensure effective relationships with the established bargaining unit(s) that 

represent PSA employees; and administering labor management agreements.

Relationship to PSA’s Vision, Mission and Goals: This position supports the Agency’s four 

strategic goals and management objectives. Key to PSA’s ability to achieve these goals is having an 

adequately staffed workforce with the requisite knowledge, skills and abilities to perform their 
23

designated functions. OHCM ensures the availability of appropriate human resources to achieve 

PSA’s public safety mission.

Proposed Solution: Add two HR Specialist positions. 

Methodology: The grade level of these positions is determined in accordance with OPM and PSA’s 

personnel policies. 

Expenditure Plan: PSA will recruit and hire in accordance with OPM’s and PSA’s personnel 

policies.

Relationship to Existing Funding: Due to budget constraints, for several years, PSA was required to 

reduce FTEs through attrition and ultimately enacted a hiring-freeze in FY 2021. These necessary 

actions prevented the backfilling of key positions and/or the establishment of positions needed to 

meet new and emerging needs. The Agency did not have resources within its existing base budget to 

fund these positions without negatively impacting other defendant services, including substance use 

disorder treatment, mental health treatment, and GPS monitoring, all of which are critical to 

managing defendants effectively in the community.

Risk Assessment Revalidation +$414,000 0 FTE

PSA requests an increase of $414,000 to perform a risk assessment revalidation. This estimate is

based on the previous risk assessment revalidation contract.

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023

FY 2017 

Contract

$255,000 $260,000 $266,000 $272,000 $278,000 $284,000 $290,000

FY 2018 

Contract

NA $110,000 $113,000 $115,000 $118,000 $121,000 $124,000

Total NA NA NA NA NA NA $414,000

PSA is dedicated to promoting pretrial justice and enhancing community safety. Consistent with 

this mission, the appropriate balance between individual liberties and public safety must be struck 

and fundamental to this concept is the use of a scientifically validated RAI, which helps determine 

appropriate release conditions to recommend to the court. In accordance with the law, PSA’s 

recommendations to the court reflect the least restrictive supervision conditions required to 

reasonably assure that defendants awaiting trial remain arrest-free and make all scheduled 

appearances.

PSA has used some form of risk assessment continuously since the Agency began and has leveraged 

developments in science and best practices to refine and improve its protocols and instruments. In 

order to ensure that RAIs are fair and effective, they must be tested regularly to ensure that they 
24

produce valid results and are untainted by bias with respect to race, gender and other factors. In 

accordance with this understanding, it is important to perform a periodic, independent revalidation 

of the tool. It will also be critical to conduct this revalidation following the implementation of RiskBased Services in FY 2021. 

The most recent revalidation was completed in FY 2018. Thus, timing dictates that is imperative

that in FY 2023, PSA revalidates its RAI to ensure the instrument continues to produce valid results 

and provides evidence-based support for judicial decision-making. Additionally, this revalidation 

will have a residual effect in helping PSA evaluate the utilization of the Risk Assessment for 

District Court (RADC), which is a separate risk assessment for defendants appearing in federal 

court. During the FY 2018 revalidation, a racial bias analysis was conducted. The FY 2023 

revalidation would be an extension of this, as the purpose of this review would be to examine PSA’s 

RAI for any bias beyond race and to examine the impact of newly available data regarding 

defendants with histories of firearms related offenses.

Automated Human Capital Mangement Systems +$84,000 0 FTE

PSA requests an increase of $84,000 to support three automated human capital management 

systems, of which two are supported by the Office of Personnel Management (OPM). 

PSA requests $22,000 for ongoing maintenance costs for the USA Performance, an automated 

performance management system that assists agencies with complying with human capital 

regulations. The annual maintenance cost covers maintaining a library of critical performance 

elements and provides a format for agency-specific performance plans and rating forms.

PSA requests $10,000 for ongoing costs to cover the cost of standard assessments for seven licenses

for USA Hire, an automated and competency-based assessment tool which provides access to a 

compendium of competency assessments. These assessments are specifically designed to identify 

behaviors, education, and experience to evaluate an applicant’s background and qualifications for

the duties and responsibilities of PSA positions. The assessments are incorporated into the Federal 

job announcement process and allow for an in-depth assessment of an applicant’s range of skills and 

capabilities. 

PSA also requests $52,000 for initial and ongoing costs to support the Success Factors Learning 

Management System (LMS), a web-based training portal that provides a single, common 

infrastructure to manage all PSA learning and training initiatives across the organization. It also 

ensures continued compliance with the OPM-mandated eHRI reporting requirements and offers 

unique training opportunities to improve the knowledge, skills and abilities of PSA personnel. 

SuccessFactors LMS is based on a license-per-user structure. PSA currently uses LMS in 

collaboration with Court Services and Offender Supervision Agency (CSOSA) through an 

Interagency Agreement where PSA pays 30 percent and CSOSA pays 70 percent of the costs.

The following table depicts initial set up costs to support these systems and the annual funding 

required to remain in the baseline budget to support ongoing maintenance and license requirements.
25

Items Initial Costs Ongoing Costs FTE

USA Performance $22,000 0

USA Hire $10,000 0

SuccessFactors LMS $26,000 $26,000 0

Total Requested Program Changes $26,000 $58,000 0

Treatment and Transitional Housing +$500,000 0 FTE

PSA requests an increase of $500,000 to restore its treatment budget to pre-pandemic levels. This 

includes $400,000 for residential substance use disorder treatment, which would support 

approximately 92 additional defendants for 30 days of treatment; and $100,000 for transitional 

housing, which would support approximately 32 additional defendants for 30 days of transitional 

housing. Transitional housing provides a graduated step-down for individuals being released from 

residential treatment that supports continued abstinence and sobriety. 

The request represents PSA’s conservative estimate of expected demand in FY 2023. Due to the 

impact of COVID-19 on Agency operations in FY 2020 and FY 2021, PSA has not conducted the 

standard battery of behavioral health assessments on its supervised population, which it normally 

uses to estimate the demand for treatment services. Nevertheless, the request is likely less than the 

true demand for services. 

Treatment Table 1

Background

PSA’s contract treatment budget is used to provide a variety of behavioral health interventions 

for defendants. These services include detoxification, residential and intensive outpatient 

substance use disorder and/or co-occurring disorder treatment, transitional housing for 

defendants successfully discharged from residential treatment and outpatient mental health 

treatment. These services are key to PSA’s risk mitigation strategies, which are designed to 
26

ensure that defendants remain arrest-free and make all scheduled court appearances while 

awaiting trial.

As the courts are reopening and beginning to request assessments and treatment for defendants

following the pandemic, PSA is discovering that many defendants have struggled with 

sobriety and other psychosocial stressors during the pandemic and are in immediate need of 

services. PSA estimates that by FY 2023, the agency will be providing treatment services at

the pre-pandemic level of $2.4M each year. Before the pandemic, PSA placed approximately 

500 defendants into residential treatment, 250 defendants into intensive outpatient treatment, 

55 defendants into medically monitored detoxification, and 30 defendants into transitional 

housing services annually. 

Treatment Table 2

ORGANIZATIONAL STRUCTURE

PSA’s organizational structure supports the Agency in operating programs that provide an array of 

services to DC Superior Court, US District Court, and the defendants under PSA’s supervision. 

Consistent with the Agency’s strategic plan, as noted above, PSA is organized into two divisions: 

Defendant Engagement and System Support (DESS) and Management and Administration (MA).
27

 

DEFENDANT ENGAGEMENT AND SYSTEM SUPPORT

DESS provides supervision and treatment services and support to persons awaiting trial in DC 

Superior Court and US District Court. DESS is comprised of the offices responsible for pre-release 

screening and risk assessment, drug testing specimen collection, forensic toxicology, release 

services, defendant supervision, behavioral health assessment and treatment, courtroom support,

and administrative support. The division is comprised of four offices: Pre-Release and Testing, 

Post-Release and Supervision, Forensic Toxicology Services, and Administrative Services.

Pre-Release and Testing

The Office of Pre-Release and Testing performs diagnostic and drug testing services and supports 

the process of transitioning defendants onto pretrial supervision. The office consists of two units: 

Diagnostic Services and Drug Testing and Release Services.

The Diagnostic Services Unit interviews and reviews the criminal history of defendants arrested 

and charged with certain DC Code offenses and US Code offenses in the DC Superior Court. This 
28

information is used to assess each defendant’s likelihood of appearing in court when required and 

remaining arrest-free while awaiting trial. This is called a “risk assessment.”

PSA then recommends to the court what, if any, release conditions can be ordered that will

reasonably assure a defendant’s appearance in court and public safety. 

The Drug Testing and Release Services Unit consists of two teams: Drug Testing Services and 

Release Services.

The Drug Testing Services Team collects urine and oral fluid specimens from defendants during 

the diagnostic process, once cases are assigned to PSA for supervision. The team also collects 

specimens from respondents and juveniles with matters pending in DC Superior Court Family 

Division.

Immediately after defendants are released, they report to the Release Services Team to review 

conditions of release. This engagement helps support the transition to supervision and compliance 

with the court’s expectations.

Post-Release and Supervision

The Office of Post-Release and Supervision is responsible for supervision, treatment intervention,

and support services. The office consists of three units: Supervision I, Supervision II, and 

Treatment.

The Supervision Units supervise most defendants awaiting trial or sentencing in DC Superior 

Court and US District Court. This includes monitoring defendants’ compliance with release 

conditions and reporting this information to the courts.

Common supervision requirements include reporting to a PSO, drug testing, and curfew or 

electronic monitoring. PSA’s supervision components include general supervision teams, as well as 

teams that specialize in the supervision of electronic monitoring and traffic-related cases.

The Supervision Units also include PSA’s Court Representatives Teams, who are PSOs assigned to 

criminal courtrooms to provide daily support to judges in the form of compliance reporting and 

facilitation of necessary referrals.

PSA’s Treatment Unit is designed for defendants with severe substance use disorders and/or acute 

mental health treatment needs. The unit specializes in the synchronization of supervision and 

behavioral health interventions and consists of three teams: Social Services and Assessment, Drug 

Court, and Specialized Supervision.

The Social Services and Assessment Team (SSAT) administers assessments to identify defendants’ 

treatment needs and assists PSOs in making appropriate referrals for treatment services. The SSAT

also serves as a repository for information on community resources and helps connect defendants 

with needed social services.
29

The Drug Court Team administers the Superior Court Drug Intervention Program, better known as

Drug Court, is a substance use disorder treatment and supervision program for defendants charged 

with misdemeanors and non-violent felonies. Participants receive appropriate treatment and, upon 

completion of the program, may have misdemeanor charges dismissed or receive favorable 

sentencing or reduction of felony charges.

Drug Court is a collaboration among the DC Superior Court, United States Attorney’s Office for the 

District of Columbia (USAO), Office of the Attorney General for the District of Columbia (OAG), 

Public Defender Service for the District of Columbia (PDS), and PSA. Through Drug Court, the 

judiciary, prosecutor, defense attorneys, and PSA work together to help defendants achieve sobriety 

and become law-abiding citizens. PSA’s Drug Court team uses innovative case management, 

referrals to appropriate treatment, and recovery-focused incentives and sanctions to support the 

rehabilitative process. Participants have immediate access to substance use disorder treatment and 

receive specialized care, including gender-specific groups and individual and group therapy for 

trauma-impacted individuals.

PSA’s Specialized Supervision Team provides services to defendants with mental health or a

combination of substance use disorder, and mental health treatment needs to assist them in meeting

pretrial obligations. Specialized Supervision plays a vital role in supporting the Mental Health 

Community Court (MHCC), which is a partnership amongst DC Superior Court, OAG, USAO, the 

local defense bar, and PSA, and was created to provide an alternative to traditional case processing 

for appropriate defendants with mental health issues. The MHCC is available to eligible defendants 

charged with either misdemeanors or felonies and enables positive defendant judicial interaction 

and full participation in mental health services. PSA’s participation in the MHCC includes assessing 

and recommending eligible defendants for participation, providing close supervision and connection 

to mental health and substance use disorder treatment, and reporting compliance to the court. 

Forensic Toxicology Services

The Office of Forensic Toxicology Services (OFTS) operates a comprehensive substance testing 

program for pretrial defendants, as well as individuals supervised by the Community Supervision 

Program (CSP) and certain juveniles and respondents with cases in DC Superior Court Family 

Court.

OFTS screens urine and oral fluid specimens collected from offenders, defendants and respondents 

for up to 37 illicit substances: marijuana, phencyclidine (PCP), opiates (codeine/morphine;

oxycodone/oxymorphone; hydrocodone/hydromorphone), methadone, cocaine, alcohol, heroin, 

amphetamines (methamphetamine/amphetamine; MDMA/MDA), fentanyl, and synthetic

cannabinoids (20 analytes). In addition, samples are tested for creatinine levels to determine sample 

validity and for ethyl glucuronide (EtG) to confirm alcohol use. OFTS uses gas chromatography and 

mass spectrometry (GC-MS) to confirm test results and is in the process of introducing liquid 

chromatography with tandem mass spectrometry (LC-MS-MS) to enhance PSA’s ability to test for 

synthetic compounds. Toxicologists conduct levels analyses to distinguish new use from residual

use to provide timely and accurate results for pretrial and other judicial decision-making.
30

OFTS also conducts forensic research that leads directly to practical enhancements in drug testing,

improves strategies in surveillance monitoring, reveals trends in emerging new drug use, develops

bi-directional partnerships with the scientific and social research community, and introduces new

technologies that improve efficiency and provide critical evidence to support future decisionmaking.

Administrative Services

The Office of Administrative Services (OAS) provides a full range of services to DESS offices and 

is responsible for ensuring alignment with PSA's strategic goals and management objective. In 

addition, OAS is responsible for enterprise risk-management, emergency preparedness, and quality

management, and conducts analyses and evaluations of business processes to support data-driven 

decision making.

MANAGEMENT AND ADMINISTRATION

The Management and Administration (MA) division is comprised of the offices responsible for 

PSA's planning and evaluation, policy development and implementation, information technology, 

human capital management, financial management, procurement and facilities management.

8

Justice and Community Relations

The Office of Justice and Community Relations establishes and maintains partnerships with judicial

system partners, other government and non-profit entities, and the community to enhance PSA’s 

ability to provide effective community supervision, enforce accountability, increase community 

awareness of PSA’s public safety role, and develop opportunities for defendants under pretrial 

supervision. It is through these partnerships that PSA can effectuate close supervision to reasonably 

assure that defendants will return to court and not endanger the community while on pretrial release. 

In addition, treatment and social service options are developed and/or expanded to address the 

social problems that contribute to criminal behavior. 

Finance and Administration

The Office of Finance and Administration (OFA) assures the effective management and financial

integrity of PSA programs, activities, and resources by developing, implementing and managing

policies, procedures and systems in the areas of budget formulation and execution, finance and

accounting, travel, internal controls, financial systems, and contract management. OFA also has

responsibility for developing and administering policies, standards, and procedures regarding

facilities management, property management and control, space management, vehicles, mail and

distribution services, printing and reproduction services, and emergency management planning.

Human Capital Management

The Office of Human Capital Management (OHCM) develops and administers the full range of

human resources programs, including organizational design; a comprehensive classification, pay,

8 Certain functions are performed by CSP for PSA, including select functions of the Office of General Counsel; Office of Legislative, 

Intergovernmental, Public Affairs; Equal Employment Opportunity; and Diversity and Special Programs.
31

and position management program; staffing and recruitment; awards and recognition; payroll

administration; employee and labor relations; benefits; and personnel security. OHCM also includes 

the Training and Career Development Center (TCDC), which designs, develops and manages 

programmatic, systems and management training; performs training needs assessments; develops 

curricula; and designs, develops, presents, procures and delivers training courses. TCDC also offers 

formal developmental programs and training opportunities to all staff.

Information Technology

The Office of Information Technology (OIT) plans, develops, and manages the information 

technology systems that support PSA programs and management operations as well as information 

technology-related standards, policies and procedures. OIT assesses PSA’s technology 

requirements; analyzes potential return on technology investment for internal systems and for PSA 

interface with external systems; designs and administers system configuration and architecture 

including hardware and software, telecommunications, network operations, desktop systems, and 

system security; and reviews and approves acquisition of all major hardware, software, and 

information technology contracts for PSA. 

Planning, Policy and Analysis

The Office of Planning, Policy and Analysis (OPPA) uses evidence-based approaches to inform 

planning, policy and operations. OPPA, in close partnership with other PSA offices, supports the 

achievement of the Agency’s mission by administering a range of functions, including strategic 

planning, budget formulation, policy development, evidence-based analyses, and Agency

performance improvement. Notably, OPPA ensures accurate reporting of Agency performance 

measures among other mission-critical analytical functions for offices across the Agency. OPPA’s 

Deputy Assistant Director serves as PSA’s Performance Improvement Officer and Chief Data 

Officer.

PSA STRATEGIC FRAMEWORK

PSA’s strategic plan sets forth a framework of priorities and objectives that cascade throughout all 

levels of the Agency to guide our work in meeting our mission of promoting pretrial justice and 

enhancing community safety while striving for efficient Agency administration (refer to figure on 

next page). Agency leaders and employees will use this plan to drive resource allocations and 

transform strategies into actions and measurable results. Progress will be measured routinely and 

collaboratively reviewed at all Agency levels. This review process facilitates thoughtful discussion 

on our progress and identifies opportunities for improvements and adjustments.

PSA’s FY 2022-FY 2026 strategic plan is comprised of four strategic goals and one management 

objective that outline the long-term outcomes we plan to achieve. Four strategic goals focus on 

effective mission accomplishment, and one management objective focuses on efficient Agency 

administration. The four strategic goals are supported by specific objectives that target our progress. 

Key strategies outline how we will achieve our objectives and the performance indictors measure 

the impact of progress toward our goals. 
32

The cascading structure of PSA’s strategic plan from strategic goals down to performance indicators 

provides leading and lagging indicators of Agency performance. This allows PSA to proactively 

monitor performance at various organizational levels and adjust direction towards achieving 

Agency goals. 

PROGRAM PERFORMANCE

In response to COVID-19, and in accordance with public health guidance from the CDC and the

White House, PSA altered its operations starting in March 2020 to enforce social distancing 

measures necessary to slow the spread of the virus. In coordination with the courts, the Agency 

initially suspended defendant lockup interviews, drug testing, treatment assessments and referrals to 

treatment programs, all of which require close in-person contact and increased virtual support to 

court operations. To safely resume these mission critical tasks, PSA implemented a phased 

reopening plan that maximizes virtual supervision for defendants and telework for most of its 

workforce whose duties can be performed remotely. PSA conducts telephonic diagnostic interviews, 

provides virtual treatment services using platforms such as Zoom, and administers virtual substance 

use disorder assessments and mental health screenings. 
33

To protect high-risk defendants required to report in person and mission-essential employees 

required to work onsite, PSA purchased PPE and disinfecting supplies, adopted rigorous cleaning 

protocols, completed facilities modifications, and leveraged technology to support its workforce.

Also, in FY 2021, most DC Superior Court hearings were held virtually. Despite the impact of 

COVID-19 on Agency operations, PSA continued to meet or exceed the performance targets for all 

strategic goals during FY 2021. 

Performance

Indicator Area

Indicator 

Description

FY

2017

Actual

FY

2018

Actual

FY

2019

Actual

FY

2020

Actual

FY

2021

Actual

FY 2022-

2026

Target

Strategic Goal 1 Judicial Concurrence 

with PSA 

Recommendation

76% 81% 78% 79% 84% 70%

Strategic Goal 2 Continued Pretrial 

Release

87% 85% 87% 85% 89% 85%

Strategic Goal 3 Arrest Free Rate 86% 87% 87% 88% 90% 88%

(Violent Crimes) 99% 99% 99% 99% 98% 97%

Strategic Goal 4 Court Appearance 

Rate

88% 89% 88% 91% 92% 87%

FY 2021 KEY AGENCY ACCOMPLISHMENTS

In FY 2021, PSA continued to advance its mission of promoting pretrial justice and enhancing 

community safety, despite the ongoing challenges associated with the COVID-19 pandemic. PSA 

focused on innovative approaches to meeting its mission and a gradual resumption of normal 

operations. 

PSA successfully implemented fentanyl testing, despite the disruption of normal laboratory 

operations. Starting in May 2021, all urine specimens submitted by pretrial defendants are routinely 

screened for fentanyl. As a result, information on fentanyl use has now been incorporated into 

judicial decision-making, supporting the nationwide response to the opioid crisis.

In March 2021, PSA expanded its oral fluid drug testing services and began screening all CSP oral 

fluid specimens. Oral fluid testing is an alternative for individuals who are unable to provide urine 

specimens for testing due to medical conditions or other factors. The oral fluid kit tests for a total of 

nine substances: alcohol, methadone, methamphetamine, oxycodone, amphetamines, 

cocaine/cocaine metabolites, marijuana, opiates, and PCP. This expansion paved the way to provide 

expanded drug testing services to our stakeholders. 

PSA also ensured continued treatment access during the COVID-19 pandemic. PSA worked with its 

contract-funded treatment vendors to develop virtual services using remote platforms such as Zoom. 
34

In March 2021, PSA’s substance use disorder treatment vendors began offering virtual group 

services at the same level as pre-pandemic in-person offerings to defendants participating in Drug 

Court and sanction-based treatment. In September 2021, PSA expanded offering substance use 

disorder assessments to high risk defendants under PSA supervision and plans to continue 

expanding these services to identify other defendants under supervision with substance use disorder 

treatment needs and to assist PSOs in making appropriate referrals for treatment services. As a

result, PSA will continue to successfully discharge its law enforcement mission while protecting the 

safety of defendants and its employees.

KEY AGENCY STRATEGIES 

In FY 2021, PSA finalized staff instructions and developed training modules for implementing 

RBS. Throughout the year, to fulfill labor obligations pertaining to the implementation of RBS, 

PSA worked collaboratively with its labor union to finalize implementation plans and will continue

to actively engage its union to adjust the plan in response to COVID-19. 

While PSA planned to have RBS fully implemented by the end of FY 2021, the impacts of COVID19 made that impossible. PSA experienced sharp increases in demands for supervision and other 

defendant services, specifically GPS monitoring, and PSA’s FY 2021 funding level was insufficient 

to meet these surge demands. After enacting a hiring-freeze and making significant programmatic 

reductions agencywide, PSA remained unable to meet the demand for GPS services. Thus, after 

pursuing all options to secure an emergency supplemental appropriation for FY 2021 and 

exhausting all possible avenues of relief, the Agency made the difficult decision to cease work on 

its replacement CMS to ensure the availability of GPS services for defendants through the 

remainder of the year. 

PSA will now work towards securing and reinforcing PRISM, our legacy CMS, to bring it into 

compliance with modern IT security standards and to ensure it can support RBS. To fully 

implement RBS by the end of FY 2022, PSA will conduct an independent assessment of our legacy 

system and work with a private systems integrator to address any security and privacy assessment 

findings. Necessary changes will be implemented to ensure the system supports basic operational 

processes associated with the move to RBS and to move it to the cloud. Moving the CMS to the 

cloud improves its security posture significantly including built-in security features, such as data at 

rest encryption, dual-factor authentication, least privilege access control, and retention rules, will 

greatly enhance PRISM’s security.

STRATEGIC GOAL 1: JUDICIAL CONCURRENCE WITH PSA RECOMMENDATIONS

PSA promotes the fair administration of justice by recommending the least restrictive release 

conditions consistent with community safety and return to court. To support judicial decisions, PSA 

provides a Pretrial Services Report (PSR), which contains a summary of each defendant’s criminal 

history and demographic information. In this report, PSA recommends – as appropriate – release

conditions designed to mitigate the risk of failure to appear and rearrest during the pretrial period. 

Our release condition recommendations, which are based on a scientifically validated risk 

assessment, include pro-social interventions, such as substance use testing, behavioral health 

assessment and treatment, global positioning system (GPS) electronic monitoring, and regular 

contact with a PSO. To gauge how often judges concur with our initial release condition 
35

recommendations, we implemented a measure of judicial concurrence. During this strategic period, 

we will expand the measure to assess concurrence with our recommendations throughout the 

supervision period.

Strategic Objective 1.1 Risk Assessment

The PSR provides much of the information judges use to determine a defendant’s risk to the 

community and the level of supervision, if applicable. Risk assessment is a core component of the 

PSR. We conduct a risk assessment to determine each defendant’s risk of pretrial misconduct.

9 The 

instrument used for defendants awaiting trial in DC Superior Court was developed specifically for 

the adult defendant population within Washington, DC, and has been validated to ensure its 

predictive validity and evaluated to ensure that it is not biased with respect to race. We will 

introduce use of a new instrument for defendants awaiting trial in US District Court. The new 

instrument will mirror a model developed by the federal judiciary to ensure synchronization of our 

efforts with those of other federal judicial districts nationwide. Use of these instruments enhances 

our ability to provide a comprehensive summary to the court of each defendant’s demographic 

information, criminal history and recommended release conditions. 

To gauge the quality of the information provided to judges for decision making, we implemented a 

measure of PSR completeness. A PSR is deemed “complete” when it contains defendant interview 

responses (or documented refusal thereof), lock-up substance use test results, criminal history, and 

release condition recommendations based on a risk assessment score, prior to the case being called 

in court. 

Performance Indicators

Table 1 - Performance Indicators for Strategic Goal 1: Judicial Concurrence with PSA 

Recommendations

Performance 

Indicator Area

Indicator 

Description

FY

2017

Actual

FY

2018

Actual

FY

2019

Actual

FY

2020

Actual

FY

2021

Actual

FY 2018-

2022

Target

Strategic Goal 1 Judicial 

Concurrence with 

PSA 

Recommendation

76% 81% 78% 79% 84% 70%

Strategic 

Objective 1.110

Risk Assessment

(Complete PSRs)

73% 80% 72% 73% N/A11 73%

PSA met or exceeded its performance targets for Strategic Goal 1: Judicial Concurrence with PSA 

Recommendations and its supporting strategic objective.

9 Kennedy, S., House, L., and Williams, M. (2013). Using Research to Improve Pretrial Justice and Public Safety: Results from 

PSA’s Risk Assessment Validation. Federal Probation a journal of correctional philosophy and practice, 77(1), 28-32. Retrieved 

from https://www.uscourts.gov/federal-probation-journal/2013/06/using-research-improve-pretrial-justice-and-public-safety-results.

10 Strategic Objective 1.1 does not include CDC and CTF because not all these defendants receive a diagnostic interview; a key 

component of the Complete PSR measure. 

11 Lock-Up drug testing remained suspended n in FY2021. Therefore, this metric was not calculated.
36

Key Strategies Supporting Strategic Direction

1. Revalidate the existing risk assessment instrument during the first 12 months of the strategic

 period to ensure that it has maintained the predictive validity and accuracy

Since 2014, PSA has utilized a scientifically validated risk assessment instrument. To ensure 

continued accuracy and validity, PSA periodically revalidates its risk assessment tool. In FY 

2018, PSA completed the revalidation of its risk assessment tool. The revalidation confirmed 

that the instrument continues to effectively predict risk among adult defendants awaiting trial in 

DC. Since fiscal year 2020 PSA has partnered with the Metropolitan Police Department and DC 

Department of Corrections to obtain access to data regarding firearms offenses, which will

allow PSA to specifically assess firearms-related offense risk during the next revalidation.

2. Revise the PSR to effectively inform judicial officer decisions

During FY 2019, PSA launched the first revision to the PSR for US District Court. The revision 

maps release condition recommendations to the specific domain of risk that each is designed to 

mitigate (e.g., failure to appear or rearrest). PSA continues to collaborate with US District Court

magistrate judges by seeking feedback on desired enhancements and revisions to the report and 

implements new plans, as appropriate.

3. Implement risk-based recommendations matrix to support judicial decision making

PSA’s current case management model utilizes court-ordered conditions of release to place 

defendants in supervision “programs.” These programs have uniform core requirements that 

result in similar approaches being utilized for all defendants who are released with the same 

release conditions. Best practices recommend utilization of individualized approaches that 

correspond to each defendant’s assessed risk(s). In accordance with best practices, PSA is 

transitioning from a program-based to a risk-based supervision model, where supervision is 

tailored to each defendant’s identified risk designation. 

PSA has developed and will implement a new risk-based recommendations matrix that balances 

the risks of failure to appear and re-arrest to support judicial decision making. This will enable 

PSA to ensure harmonization among risk designations, release condition recommendations, and 

supervision protocols. 

STRATEGIC GOAL 2: CONTINUED PRETRIAL RELEASE

Continued pretrial release ensures due process for defendants while minimizing the risk to public 

safety. During the pretrial period, defendant release may be revoked due to non-compliance with 

conditions of release. To gauge the effectiveness of defendant case management, we implemented a 

measure of continued pretrial release, which examines the rate at which defendants remain on 

release without revocation or a pending request for revocation due to non-compliance.

Strategic Objective 2.1 Effective Case Management
37

Case management is an individualized approach for securing, coordinating, and monitoring the 

appropriate risk-based services necessary to help each defendant successfully comply with release 

conditions. It comprises all activities performed by PSA that support a defendant’s compliance with 

court-ordered conditions of release, appearance at all scheduled court hearings, and arrest-free 

behavior while on pretrial release. To gauge the effectiveness of risk-based services, we 

implemented a measure of defendant compliance at case disposition.

Performance Indicators

Table 2 - Performance Indicators for Strategic Goal 2: Continued Pretrial Release

Performance 

Indicator Area

Indicator 

Description

FY

2017

Actual

FY

2018

Actual

FY

2019

Actual

FY

2020

Actual

FY

2021

Actual

FY 2022-

2026

Target

Strategic Goal 2 Continued 

Pretrial Release

87% 85% 87% 85% 89% 85%

Strategic 

Objective 2.1

Compliance with 

Release 

Conditions

(Closeout 

Assessment)

71% 75% 77% 74% 68% 77%

PSA met or exceeded its performance targets for performance indicators supporting Strategic Goal 

2: Continued Pretrial Release, except for:

• Strategic Objective 2.1 Compliance with Release Conditions, for which the Agency was 

below performance target by 9 percentage points.

Key Strategies Supporting Strategic Direction

1. Implement risk-based case management protocols and supervision plans

Under its new risk-based supervision model, PSA has developed and is preparing to implement 

supervision protocols that account for a defendant’s individual risk and respond to both 

compliant and non-compliant behavior accordingly. 

2. Respond in a timely manner to defendant compliance with conditions of release to enhance 

defendants’ observance of court requirement(s).

PSA has updated timelines and options for responding to defendant non-compliance that 

correspond to each defendant’s assessed risk level. 

3. Update legacy client management system to meet new cyber security standards and support 

new supervision protocols

In support of PSA’s transition to revised case management protocols, PSA is upgrading its client 

management system to ensure proper documentation of supervision activities. As discussed
38

above, the agency’s original plan is being modified considering fiscally driven decisions 

regarding the future of CMS.

STRATEGIC GOAL 3: MINIMIZE REARREST

PSA supervision is designed to minimize risk to the community. We use risk-based services to 

provide appropriate levels of supervision to each defendant. We also provide pro-social 

interventions, such as substance use and/or mental health disorder treatment, to mitigate risk and 

help defendants remain arrest-free. To gauge our effectiveness in minimizing rearrests, we 

implemented a measure of the arrest-free rate.

Strategic Objective 3.1 Risk-Based Services

PSA focus supervision resources on defendants most at risk of violating their release conditions and 

use graduated levels of supervision and interventions to promote compliance. Persons awaiting trial 

released on personal recognizance without PSA supervision receive only notification/reminders of 

their court dates. Lower and medium risk defendants require more direct contact with PSA, which 

may include a combination of telephone, virtual, and in-person supervision meetings with a PSO. 

Higher risk defendants are subject to more frequent and primarily in-person contact with assigned 

PSOs.

PSA’s supervision strategy includes imposing swift and consistent responses for non-compliance 

with release conditions and providing appropriate incentives for defendants who consistently 

comply. PSA uses graduated sanctions to modify defendant behaviors considered precursors to 

criminal activity and/or failure to appear for court. Examples of such behaviors include failing to 

provide current contact information or report for supervision meetings. Responding promptly to 

non-compliance is directly related to achieving our mission. When infractions and/or violations of 

conditions are detected, PSA use all available administrative sanctions, inform the court and, when 

warranted, seek judicial sanctions, including revocation of release. 

PSA also harnesses the power of incentives to encourage changes in defendant behavior. Common 

incentives PSA uses include reduction in the method and/or frequency of contacts required and 

reduction in the frequency of substance use testing. 

To gauge the effectiveness of our supervision strategies, we implemented measures to evaluate the 

rate of our response to a defendant’s misconduct as well as defendant satisfaction with our services.
39

Performance Indicators

Performance

Indicator Area

Indicator Description

FY

2017

Actual

FY

2018

Actual

FY

2019

Actual

FY

2020

Actual

FY

2021

Actual

FY 2022-2026

Target

Strategic Goal 3 Arrest-Free Rate 86% 87% 87% 88% 90% 88%

Violent Crimes 99% 99% 99% 99% 98% 97%

Strategic 

Objective 3.1.1

Response to Defendant 

Conduct12

91% 90% 89% 91%* 93% Drug Infractions 80%

89% 89% 89% 93% 88% Contact Infractions

70%

88% 92%13 95% 94% 98% Electronic Monitoring

Infractions 92%

88% 89% 80% 78% N/A14 Group Session 

Infractions 80%

Strategic 

Objective 3.2.1

Substance Use Disorder 

Assessments

93% 91% 96% 95% N/A 90%

Strategic 

Objective 3.2.2

Placement into Substance Use 

Disorder Treatment

53% 55% 50% 33% N/A 50%

Strategic 

Objective 3.2.3

Reduction in Drug Use 85% 82% 85% 85% N/A 74%

Strategic 

Objective 3.2.4

Mental Health Assessments 95% 95% 93% 84% N/A 90%

Strategic 

Objective 3.2.5

Connection to Mental Health 

Services

88% 89% 86% 92% N/A 80%

PSA met or exceeded its performance targets for performance indicators supporting Strategic Goal 

3: Minimize Rearrest.

Key Strategies Supporting Strategic Direction

1. Prioritize sanctions and court reporting of non-compliance 

To assist judicial officers in identifying court reports that require immediate action, PSA 

implemented a priority reporting system to assist with expediting judicial responses to noncompliance by high-risk and very high-risk defendants. PSA designates reports as “high 

priority” when high-risk and very high-risk defendants are declared a loss of contact, violate a 

stay away order or when defendant (irrespective of risk level) threatens or assaults someone, or 

tampers with GPS equipment. 

12 PSA refined its methodology by removing instances with suspected data entry errors (e.g., observations where the date of noncompliance is addressed occurs before the non-compliance date). This logic update was performed as part of the Agency’s data 

revalidation process.

13 Data captured between February 14th and May 12th, 2018 were excluded due to PSA’s transition from manual to automation 

collection.

14 Due to COVID-19, PSA has not resumed full activity and rates for this performance measure are not reported.
40

2. Support proper assignment of defendants to electronic monitoring supervision and timely 

installation of GPS equipment

Consistent with the shift to risk-based services, PSA is refining its process for recommending 

electronic monitoring to limit its use for defendants who are at greatest risk of pretrial 

misconduct. In addition, PSA is refining its protocols to prioritize high-risk and very high-risk 

defendants for immediate installations.

Strategic Objective 3.2 Assessment-Driven Treatment 

An effective approach for minimizing rearrests during the pretrial period is addressing underlying 

issues, such as substance use disorder and mental health treatment needs. After an appropriate 

assessment, PSA provides, either through contracted services or referral, appropriate behavioral 

health services to enhance supervision compliance. In addition to public safety benefits, the 

community also benefits from the cost savings of providing supervision with the appropriate 

treatment services in lieu of incarceration.

Treatment for substance use and/or mental health disorders is provided as a component of, and as a 

substitute for, PSA’s robust supervision protocols. Just as all defendants are assigned to supervision 

levels based on risk, defendants with behavioral health treatment needs are assigned to supervision 

units that provide services based on both risk and need. In addition to appropriate treatment, 

defendants placed in these programs have release conditions to support compliance, including 

substance use testing, regular supervision contact, and treatment program participation. To gauge 

effectiveness of these interventions, we measure defendant referral, assessment, and placement in 

treatment programs.

Key Strategies Supporting Strategic Direction

1. Ensure timely assessment and connection to behavioral health services and substance use 

disorder treatment

Prior to COVID-19, PSA conducted in person, same-day mental health and substance use 

disorder assessments for referred defendants under pretrial supervision. Following a temporary 

suspension at the onset of the pandemic, PSA has resumed mental health screenings and 

substance use disorder assessments utilizing a virtual platform, to support the case management 

processes and to allow safe assessments of defendant treatment needs during the pandemic. 

2. Assure the use of evidence-based treatment protocols by PSA contractors

PSA contracts with licensed and certified providers to address underlying severe mental 

illnesses and substance use disorders that increase defendant risk of pretrial misconduct. To 

ensure the provision of appropriate, quality-based services, PSA will continue conducting 

routine audits to ensure adherence to contract requirements.

STRATEGIC GOAL 4: MAXIMIZE COURT APPEARANCE
41

The strategic goal of maximizing court appearance is one of the most basic outcome measures for 

pretrial programs. National standards identify minimizing failures to appear as a central function for 

pretrial services agencies. Within PSA, this strategic goal is measured by the defendant appearance 

rate, which indicates the percentage of defendants on pretrial release who make all scheduled court 

appearances.

Strategic Objective 4.1 Court Appearance Notifications

In order to minimize failures to appear, we notify defendants of future court dates. During the last 

strategic period, we expanded our notification process by adding an electronic option to inform, 

remind, and/or update defendants of upcoming court dates. This new process incorporates the use of 

text and email notifications in addition to letters mailed to the defendant’s residence.

During the initial contact, we ask defendants about their preferred method of notification. An 

automatic hierarchy then is generated for notifications to the defendant (e.g., email, text messages, 

and letters) based on the defendant’s preference. An analysis of court appearance notification 

methods suggests that text messages are the most effective in yielding the highest court appearance 

rates. To gauge the effectiveness of the notification for court appearance, we implemented a 

measure to determine the rate of court appearance according to the preferred notification method.

Performance Indicators

Table 4 -Performance Indicators for Strategic Goal 4: Maximize Court Appearance

Performance 

Indicator Area

Indicator 

Description

FY

2017

Actual

FY

2018

Actual

FY

2019

Actual

FY

2020

Actual

FY

2021

Actual

FY 2018-

2022

Target

Strategic Goal 4 Court Appearance

Rate15

88% 89% 88% 91% 92% 87%

Strategic 

Objective 4.1.1

Court Notification 

Automation

25%

Key Strategies Supporting Strategic Direction

1. Update court date notification templates

Due to COVID-19 and the interruption in PSA’s normal operations, the Improving Court 

Appearance Rates Project was discontinued. Upon resumption of normal Agency operations, 

PSA will conduct an internal evaluation using the revised reminders with defendants evaluating 

their effectiveness and will continue to use insights from behavioral science to improve 

defendant communications about their future court dates. 

15 The Court Appearance Rate indicator is for the life of an individual’s case, which can contain multiple court appearances, and 

success is dependent on the individual making all court appearances in order to be counted towards meeting the target.
42

2. Increase the use of alternative notification methods (e.g. text, email)

Once the courts resume more standard operations, PSA will continue automating its court date 

notifications to more efficiently and effectively remind defendants of their upcoming court 

dates. 

RESOURCE REQUIREMENTS BY STRATEGIC GOAL

PSA uses a cost allocation methodology to determine actual and estimated appropriated resources, 

including both direct (e.g., staff performing direct defendant supervision) and indirect (e.g., rent, 

administrative activities, management), supporting each strategic goal. The chart below reflects the 

funding allocation by strategic goal for fiscal years 2021, 2022 and 2023. 

FUNDING BY STRATEGIC GOAL

SUPPORTING MATERIALS 

MANAGEMENT AND ADMINISTRATION 

Strategic Human Capital Management 

✓ Supported achievement of the Agency’s Priority Goal by working to ensure that all labor/ 

bargaining obligations were met. Continued working with organizational units to modify 

FY 2021

Actual

FY 2022 

PB

FY 2023

Request

Change from 

FY 2022

$ in thousands 16,125 17,057 18,493 1,436

FTE 78 79 85 6

$ in thousands 15,721 16,630 18,014 1,384

FTE 75 76 81 5

$ in thousands 17,050 18,035 19,524 1,489

FTE 81 82 88 6

$ in thousands 17,388 18,393 19,908 1,515

FTE 83 84 90 6

Total Base 

Funding 

$ in thousands

66,284 70,115 75,939 5,824

Total FTE 317 321 344 23

$ in thousands 0 7,304 998 (6,306)

Total Budget 66,284 77,419 76,937 (482)

Strategic Goal 1: Judicial Concurrence With PSA Recommendations 

Strategic Goal 2: Continued Pretrial Release

Strategic Goal 3: Minimize Rearrest

Lease Replacement Prospectus

Strategic Goal 4: Maximize Court Appearance
43

position descriptions and performance standards, as appropriate, to ensure that expectations are 

clearly articulated and that employees are held accountable for results.

✓ Revised the Agency’s Employee Awards and Recognition Policy Statement, streamlining 

procedures to allow for faster and more efficient recognition of employees who have made 

significant contributions to the Agency’s mission. 

With CSP, PSA revised the Reasonable Accommodation Joint Policy Statement and associated 

procedures, improving the Agency’s responsiveness to requests for accommodation. In addition, 

worked closely with CSOSA to establish a process that allows for stronger advocacy for 

employees with disabilities.

✓ Supported Agency-wide maximum telework during the pandemic by moving to an almost all 

virtual on-boarding system for new employees. Worked with the Office of the Director to 

develop and launch a virtual Honorary Awards Ceremony while still allowing for recognition of 

our most stellar employees.

✓ Improved efficiency in and accountability of the performance management system by utilizing 

USA Performance. The new automated system eases the paperwork burden for supervisors and 

employees, supports real-time tracking of progress throughout the performance cycle, allows 

quick and easy review of files to ensure that all performance management steps are being 

followed, and provides a robust method of ensuring that employees are consistently aware of 

and held accountable for results.

✓ Increased ability to accurately and easily assess applicant qualifications, and hire the most 

qualified candidates, using USA Hire, which provides access to a library of validated 

competency-based tools. 

✓ Managed a training and career development program committed to developing a workforce 

capable of effectively responding to current and future demands in administering pretrial 

services and creating a work environment that promotes inclusiveness and growth:

• PSA employees completed 340 hours of training to include on-line courses, instructor-led 

courses, forums, shadowing and on-the-job instruction. 

• Hosted five undergraduate student interns.

• Piloted the Risk Based Services’ training program for senior leadership. This curriculum 

was comprised of 4 instructor-led classes and 3 online modules. The curriculum and content 

for this program were developed in support of the Agency’s Priority Goal.

• Developed multiple training programs in the following areas: Diversity (updated content to 

reflect Executive Order, Leadership, Records Management, Emotional Intelligence, SelfCare and Professional Growth.

• Conducted DESS refresher trainings using virtual platforms such as MS Teams and Zoom.

• Successfully onboarded 4 new PSA employees (virtually).

• Upgraded the LMS to meet new security requirements.

• Developed and deployed the agency’s first virtual award ceremony.

Records Management Infrastructure Development

✓ Conducted individual office assessments for record maintenance compliance and timely 

disposal of records that reached or surpassed disposition dates.

✓ Identified approximately 4,300 closed cases for transfer to the Federal Records Center for 

storage.
44

✓ Disposed of approximately 9,100 closed cases, supporting National Archives Records 

Administration (NARA) retention requirements.

✓ Updated and deployed a new Records Management annual training course.

✓ Ensured Agency-wide compliance with the annually mandated records management training.

✓ Developed life-cycle management requirements for Agency mission-critical operating system.

✓ Established centralized workspaces and identified relevant metadata for managing temporary 

electronic records.

✓ Leading the efforts of migrating legacy and current records and information from the network to 

SharePoint On-line (cloud based).

✓ Initiated the efforts to identify Control Unclassified Information.

✓ Submitted seven new record schedules to NARA.

✓ Developed and leads Records Management Steering Committee, which is composed of senior 

executive leadership. 

✓ Conducted an Electronic Systems Inventory to determine which systems will require updating to 

perform life-cycle management.

✓ On-track to meet the requirements of M-19-21 regarding the transition to electronic records.

Financial Statement Audit 

✓ Achieved an unmodified (clean) opinion on the FY 2020 financial statements.

✓ Supported the Management Internal Control and Enterprise Risk Management Programs by 

assisting with the identification of material business risks with corresponding mitigating 

controls.

Information Technology

Accelerated the infrastructure modernization in support of an expanded remote workforce:

• Deployed 240 new mobile smartphones to enable productivity and collaboration outside 

of the traditional workplace.

• Operationalized Microsoft Azure cloud to modernize device management; simplify 

application deployment and create a more secure digital operating environment.

• Increased the number of video conference options in support of new virtual business 

models.

✓ Implemented IT security measures in response to the increase in phishing and ransomware 

attacks.

• Trained 95 percent of staff with significant privacy and security functions on role-based 

security.

• Instituted new account management protocols for administrators and privileged users.

• Increased use of monitoring tools to maintain situational awareness and enhance 

responsiveness to security risk.

Tailored monthly cybersecurity newsletters to increase awareness and education on identifying and 

avoiding phishing scams.
45

BUDGET DISPLAYS

Grade FTE Amount FTE Amount FTE Amount FTE Amount

SES 2 377 2 387 2 387 0 0

GS-15 8 1,490 9 1,528 9 1,528 0 0

GS-14 33 4,633 35 5,193 37 5,486 2 293

GS-13 57 6,823 60 7,120 62 7,844 2 724

GS-12 160 17,592 163 17,598 163 17,598 0 0

GS-11 11 532 7 546 14 1,139 7 593

GS-09 13 1,099 19 1,426 19 1,426 0 0

GS-08 4 409 6 419 6 419 0 0

GS-07 15 919 15 942 15 942 0 0

GS-06 5 483 9 495 9 495 0 0

GS-05 0 0 0 0 8 336 8 336

Total Appropriated FTE 308 34,357 325 35,654 344 37,600 19 1,946

Object Class

11.1 Full-time Permanent 308 34,357 325 35,654 344 37,600 19 1,946

11.3 Other than Full-time Permanent 0 0 0 0 0 0 0 0

11.5 Other Personnel Compensation - Awards 0 20 0 0 0 0 0 0

11.5 Other Personnel Compensation - Other 0 598 0 283 0 2,180 0 1,897

12.0 Personnel Benefits 0 17,125 0 18,910 0 19,893 0 983

Personnel Costs 308 52,100 325 54,847 344 59,673 19 4,826

21.0 Travel and Transportation of Persons 0 0 0 0

22.0 Transportation of Things 0 0 0 0

23.1 Rental Payments to GSA 3,281 3,308 3,308 0

23.2 Rental Payments to Others 2,071 2,119 2,119 0

23.3 Communications, Utilities & Misc. Charges 753 713 713 0

24.0 Printing and Reproduction 9 18 18 0

25.1 Advisory and Assistance Services 186 200 614 414

25.2 Other Services from non-Federal Sources 3,908 5,915 6,415 500

25.3 Other Goods/Services from Federal Sources 1,493 1,265 1,349 84

25.4 Operation and Maintenance of Facilities 6 20 20 0

25.7 Operation and Maintenance of Equipment 176 931 931 0

26.0 Supplies and Materials 605 544 544 0

31.0 Equipment (& Furniture) 622 235 235 0

32.0 Land and Structures 0 0 0 0

43.0 Interest 0 0 0

Non-Personnel Costs 13,110 15,268 16,266 998

 TOTAL 308 65,210 325 70,115 344 75,939 19 5,824

SALARIES AND EXPENSES (BASE FUNDING)

SUMMARY OF REQUIREMENTS BY GRADE AND OBJECT CLASS

(Dollars in Thousands)

FY 2021 

Actual

FY 2022

CR

FY 2022 to 

FY 2023 

Variance 

FY 2023 

PB
46

FTE Amount FTE Amount FTE Amount

Object Class

11.1 Full-time Permanent 0 0 0 0 0 0

11.3 Other than Full-time Permanent 0 0 0 0 0 0

11.5 Other Personnel Compensation 0 0 0 0 0 0

12.0 Personnel Benefits 0 0 0 0 0 0

Personnel Costs 0 0 0 0 0 0

21.0 Travel and Transportation of Persons 0 0 0

22.0 Transportation of Things 0 0 0

23.1 Rental Payments to GSA 0 4,283 0

23.2 Rental Payments to Others 0 0 0

23.3 Communications, Utilities & Misc. Charges 0 0 0

24.0 Printing and Reproduction 0 0 0

25.1 Advisory and Assistance Services 0 507 0

25.2 Other Services from non-Federal Sources 0 0 0

25.3 Other Goods/Services from Federal Sources 0 0 0

25.4 Operation and Maintenance of Facilities 0 295 0

25.7 Operation and Maintenance of Equipment 0 0 0

26.0 Supplies and Materials 0 0 0

31.0 Equipment (& Furniture) 459 2,219 998

32.0 Land and Structures 0 0 0

43.0 Interest 0 0 0

Non-Personnel Costs 459 7,304 998

 TOTAL 0 459 0 7,304 0 998

F Three-year FY 2022/2024 funding was requested to fund increase in costs associated with the Lease Replacement 

Prospectus. G

 Three-year FY 2023/2025 funding is requested to replace any lapsed 2020/2022 funding that is expected to occur due to 

delays with the GSA procurement process for the Lease Replacement Prospectus.

SALARIES AND EXPENSES (NON-RECURRING FUNDING)

SUMMARY OF REQUIREMENTS BY GRADE AND OBJECT CLASS

(Dollars in Thousands)

FY 2021E

Actual

3-year 21/23

Lease Prospectus

FY 2022F

CR

3-year 22/24

Lease Prospectus

FY 2023G

PB

3-year 23/25

Lease Prospectus

E Three-year FY 2021/2023 funding was received to fund additional costs associated with the Lease Replacement Prospectus.