i

Pretrial Services Agency 

for the District of Columbia

Congressional Budget Justification

Fiscal Year 2024

March 9, 2023
ii

LEADERSHIP

Executive Management

Leslie C. Cooper, Esq.

Director

Victor Valentine Davis, Esq.

Assistant Director, Defendant Engagement 

and System Support

Karen L. Lellock

Assistant Director, Management and 

Administration

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

Heather N. Pinckney, Esq.

Director, Public Defender Service for the 

District of Columbia
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TABLE OF CONTENTS

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

PRESIDENT’S BUDGET 2024...................................................................................................3

ORGANIZATIONAL STRUCTURE........................................................................................18

PSSTRATEGIC FRAMEWORK ..............................................................................................23

PROGRAM PERFORMANCE..................................................................................................24

RESOURCE REQUIREMENTS BY STRATEGIC GOAL .....................................................36

SUPPORTING MATERIALS ...................................................................................................38

BUDGET DISPLAYS................................................................................................................41
1

AGENCY OVERVIEW

The mission of the Pretrial Services Agency for the District of Columbia (PSA) 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, drug 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 of Columbia (DC or District) operates a 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 money-based detention. PSA employs evidence-based practices to help judges in

the District’s 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 and Prevention (CDC). The Agency 

implemented social distancing, maximum telework, and other measures necessary to safeguard 

the health and safety of our workforce and the defendant population we serve. In addition, the 

Agency modified business practices in response to surge demands for services. Overall, while the 

number of arrests decreased across the District, the number of cases assigned to PSA supervision, 

court case processing times, and the number of days defendants remain under PSA supervision

increased, creating novel challenges for the Agency. 

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

offenses to homicide. During fiscal year (FY) 2022, PSA served 25,687 arrestees and defendants. 

The Agency supervised 15,353 defendants on pretrial release, which corresponds to an average of 

8,396 defendants on any given day. Most defendants (92 percent) are awaiting trial in DC 

Superior Court, with a smaller number (8 percent) awaiting trial in US District Court. PSA 

provided services to an additional 10,334 arrestees and defendants, which included completing 

criminal history checks for persons who were released on citation or personal recognizance or 

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

whose charges were dismissed prior to the first appearance in court. Additionally, PSA conducted 

drug testing for 5,912 non-defendants, bringing the Agency’s total responsibility to just under 

32,600 individuals throughout the year. 

During FY 2022, defendants remained under supervision for an average of 134 days, which is a 

continuation of the marked increase coinciding with the onset of the COVID-19 pandemic. Prior 

to the pandemic, defendants remained under supervision for an average of 94 days. This average 

rose to a high of 214 days during FY 2021. In response to these increases, PSA reallocated staff 

and adjusted operations to minimize the likelihood of defendant rearrest and maximize court 

appearances during the first quarter of FY 2023, this trend has continued to trend downward, but 

has still not reached pre-pandemic levels.

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.

• Responding to behavioral health needs that may jeopardize a defendant’s ability to adhere 

to court ordered release conditions.

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

capacity for meeting defendants’ social service's needs; 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 assessment. 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. Most recently we have provided virtual and inperson technical assistance, which included a series of meetings with law students and 

practitioners from Nigeria, and presentations to the National Center for State Courts and National 

Conference of State Legislators.

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 substance use-related public safety risks posed by individuals under 
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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 among 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 RAI 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 they produce valid results for the population being served and are unbiased with respect to 

race, gender, or other factors. PSA’s RAI was most recently validated in 2018 and a revalidation 

is planned for FY 2023.

Despite our long-standing commitment to risk assessment, PSA traditionally has utilized a 

program-based approach to supervision where defendants received uniform services, despite their 

level of assessed risk. After considerable planning, in FY 2022, PSA began transitioning to a riskbased services (RBS) model of supervision. Under RBS, both release conditions and case 

management are individualized and tailored to each defendant’s risk and needs. This 

individualized approach, which comprises all supervision and treatment-related activities 

performed by PSA, supports a defendant’s compliance with court-ordered conditions of release, 

appearance at all scheduled court hearings, and arrest-free behavior while on pretrial release.

PSA successfully adapted operations in response to the COVID-19 pandemic. By reimagining 

assessment and supervision services, the agency assured continuity of operations, despite a

myriad of challenges and dynamic circumstances. PSA introduced a risk-based triage system to 

schedule defendants for in-person contact, transitioned to telephonic diagnostic interviews, and 

implemented virtual support of courtroom operations to achieve its mission. In addition, PSA 

deployed technology to shift traditionally in-person defendant engagement activities into the 

virtual sphere. Examples include institution of virtual supervision meetings between defendants 

and Pretrial Services Officers (PSOs); virtual behavioral health services, including substance use 

disorder (SUD) assessments, mental health screenings, and treatment groups. As PSA progresses 

in its post-pandemic operating posture, we are leveraging the lessons learned from the pandemic 

to continue informing our decisions regarding the delivery of supervision and treatment services. 
4

PRESIDENT’S BUDGET 2024

PSA’s FY 2024 President’s Budget (PB) is $88,674,000 including 375 FTEs, a net increase of 

$8,237,000, or 10.24 percent above the FY 2023 Enacted Budget.

PSA’s PB 2024 budget request includes changes to base operations funding in the following 

areas:

PB 2024 Adjustments to Base $3,235,000 0 FTE

Lease Prospectus -$998,000 0 FTE

The PB 2024 reduces $998,000 in non-recurring three-year (FYs 2023-2025) headquarter 

relocation contingency associated with Prospectus Number PDC-12-WA19. This funding does 

not recur in FY 2024.

Pay Increases $2,861,000 0 FTE 

The PB 2024 includes $2,861,000 civilian pay increase with an estimated 5.2 percent pay raise.

Annual 3-Year Total 

Amount Amount Amount

FY 2023 Enacted Budget 371 79,439 998 80,437

Adjustments to Base:

Non-recurring Resources FY 2023-2025 A-998 -998

Pay Raise 2,861 2,861

FERS Retirement Increase 181 181

Lease Increase 193 193

Sub-Total, Adjustments to Base 0 3,235 -998 2,237

Requested Program Changes:

IT Cybersecurity 1,295 1,295

IT Software Licenses 57 57

FTEs 4 831 831

HQ Lease Inflation Costs 1,314 1,314

FY 2024-2026 Lease Replacement and Relocation Costs B 2,503 2,503

Sub-Total, Program Changes 4 3,497 2,503 6,000

President's Budget (PB) 2024 375 86,171 2,503 88,674

 4 6,732 1,505 8,237

1.08% 8.47% 150.80% 10.24%

Footnote:

B. FY 2024 contains total of $2,503,000 ($2,044,000 moving cost and $459,000 in three-year FYs 2024-2026) funding PSA’s relocations

Pretrial Services Agency for the District of Columbia

President's Budget (PB) 2024 CBJ Summary of Change

(in Thousands of Dollars)

FTE

Increase/Decrease versus FY 2023 Enacted:

Percent Increase/Decrease versus FY 2023 Enacted:

A. FY 2024 reduces $998,000 in non-recurring three-year FYs 2023-2025 relocation contingency
5

FERS Retirement Increase $181,000 0 FTE

The PB 2024 includes $181,000 increase to support Agency contributions to employee Federal 

Employees Retirement System (FERS) retirement accounts. 

Lease Increase $193,000 _______ 0 FTE

PSA requests $193,000 for building rent cost increases and inflation. In past fiscal years, PSA has 

been absorbing these cost increases, however, absorbing these costs increases has forced PSA to 

redirect resources away from mission critical programs and continuing to do so effectively serves 

as a funding reduction.

PB 2024 Program Changes $6,000,000 4 FTE

Cybersecurity $1,295,000 0 FTE

FY Description Percent Amount

2024 Pay Increase 5.20% $ 2,861

Total Amount $ 2,861

PB 2024 Budget - Pay Increase (in Thousands of Dollars)

Fiscal Year 2024 Budget Request - Federal Employees Retirement System (FERS)

FY 2023 FY 2024

Retirement Coverage

Standard 

Retirement 

Coverage Code

Employing Agency 

Contribution %

Employing Agency 

Contribution % Delta % Delta Amount

FICA and CSRS (Partial) C

FERS K 18.4% 18.4% 0.0% $ -

Law Enforcement -FERS M 37.6% 38.2% 0.6% $ 161,586

FERS-RAE KR 16.6% 16.5% -0.1% $ (144)

Law Enforcement -RAE MR 35.8% 36.4% 0.6% $ 2,585

FERS-FRAE KF 16.6% 16.5% -0.1% $ (1,867)

Law Enforcement - FRAE MF 35.8% 36.4% 0.6% $ 18,839

FY 2024 Employing Agency Contribution Additional Total Amount $ 181,000

Description FY 2024

FY 2021

$ 3,280,659 $ 3,317,403 $ 3,383,751 $ 3,451,426

$ 4,744,973 $ 2,076,081 $ 2,138,363 $ 1,965,514

$ (237,000)

$ 5,352,255 $ 5,393,484 $ 5,522,114 $ 5,416,940

FY 2024 Lease Increase $ 40,913 $ 128,630 $ 128,630 $ (105,174) $ 193,000

GSA Sub-Total:

Non-GSA Sub-Total:

PSA Lease Total:

Lease Type FY 2022 FY 2023 FY 2024

Total

Rental Saving From Relocation
6

PSA requests $1,295,000 to support permanent cost increases related to recent federal 

cybersecurity requirements in the areas of threat event logging, vulnerability detection and 

response, and Zero Trust Architecture (ZTA).

PSA and the Community Supervision Program (jointly, the Court Services and Offender 

Supervision Agency, or CSOSA) operate a shared information technology (IT) network for 

purposes of cost and management efficiencies. The resources identified in this justification apply 

to PSA only.

PSA assures that all automated information systems are designed, operated, and maintained with 

the appropriate IT security and privacy data protections. Most programs, projects, and activities 

administered by the Agency depend upon the trust of the public, our clients, and public safety 

partners in PSA’s ability to retain the confidentiality of personally identifiable 

information. Maintaining public trust is a primary objective of the PSA cybersecurity 

program. PSA’s automated case management and drug testing systems contain important offender 

and defendant data that must be properly protected from unauthorized access or other 

compromise. This requires recurring security assurance, monitoring, and testing of controls to 

manage risk from the ever-evolving threat landscape. PSA currently has three systems and is 

responsible and accountable for managing risk and preventing compromise of the related 

information and IT assets. Every general-purpose computing environment and every specific 

program application system must be subjected to risk-based security control testing prior to 

implementation and must be persistently monitored to guard against an increasing number of 

sophisticated threats. PSA works to ensure that security policies and processes are in place to 

support compliance with the requirements of federal laws and OMB and National Institute of 

Standards and Technology (NIST) guidance related to IT security and privacy.

Description Amount

Security Operations Center as a Service $ 74,613 

Information System Security Officer contractors $ 175,223 

Network Operations $ 15,300 

Justice Cloud-Optimized Trusted Internet Connection Share $ 108,701 

Justice Unified Telecommunications Network $ 43,630 

Customer Support and Maintenance $ 24,000 

Security Posture Dashboard $ 15,000 

Microsoft Office 365 G-5 Licenses $ 250,000 

Cloud Management SW Licenses $ 87,300 

Security Information Event Management System Administration $ 82,500 

Zero Trust Operations/Software $ 195,000 

Zero Trust Contractor $ 82,500 

Microsoft Office 365 & Network Vulnerability (Qualsys) Contractor $ 82,500 

Miscellaneous Cybersecurity Software/Hardware Maintenance $ 58,732 

FY 2024 Cybersecurity Requirement Total: $ 1,295,000

FY 2024 Program Change - Cybersecurity
7

Background:

PSA is required to meet a constantly growing list of cybersecurity, privacy, and continuous 

monitoring requirements. Since 2017, PSA has leveraged cybersecurity and network 

infrastructure shared services offered by the US Department of Justice (DOJ) to include Security 

Operations Center as a Service, information security support, and network services. The services 

provided are as follows:

DOJ Security Operations Center as a Service:

• Detect and analyze security events 24 hours a day, seven days a week, 365 days a year 

• Respond to inbound reports of new incidents and cybersecurity questions

• Identify security incidents, assess the nature and scope of incidents, inform PSA of new 

incidents, and provide recommended mitigation and recovery steps

• Maintain incident documentation (e.g., incident log, post-incident documentation) in the 

Justice Incident Management System (JIMS)

• Provide timely dissemination of information regarding identified threats and 

vulnerabilities

DOJ Information Security Support:

• Enable PSA to implement the Risk Management Framework process and procedures to 

meet Federal Security Modernization Act (FISMA) requirements

• Complete Assessment and Authorization and Continuous Monitoring of PSA mission 

critical systems and applications to maintain operational compliance and achieve ATOs

• Conduct vulnerability scanning and track remediation of vulnerabilities

• Provide support in responding to various Executive Orders and Department of Homeland 

Security (DHS) Cybersecurity and Infrastructure Security Agency (CISA) directives

• Participate in the system development lifecycle for new applications to ensure security and 

risk management aspects are taken into consideration

• Create, track, and support the closure of Plans of Action and Milestones.

• Utilize the automated Customer Support Automated System (CSAM) system to maintain 

IT system inventory

• Utilize Security Posture Dashboard Report (SPDR) to identify configuration and 

vulnerabilities remediation that should be implemented to improve PSA’s risk score

DOJ Network Services:

• Managed Technical Internet Services (TIC) provided under Justice Cloud-Optimized 

Trusted Internet Connection Service (JCOTS) and Justice Unified Telecommunications 

Network (JUTNET) 
8

• Secured internet services in accordance with federal security requirements

• Data Loss Protection

Justification of Request:

PSA is required to meet the following new cybersecurity requirements:

• Executive Order 14028 3“Improving the Nation’s Cybersecurity,” dated 5/12/2021

• OMB Directive M-21-31 4, “Improving the Federal Government’s Investigative and 

Remediation Capabilities Related to Cybersecurity Incidents,” dated 8/27/2021

• OMB Directive M-22-01 5“Improving Detection of Cybersecurity Vulnerabilities and 

Incidents on Federal Government Systems through Endpoint Detection and Response,” 

dated 10/08/2021

• OMB Directive M-22-09 6“Moving the U.S. Government Toward Zero Trust 

Cybersecurity Principles,” dated 1/26/2022.

Executive Order (EO) 14028 directs agencies to improve the nation’s cybersecurity by enhancing 

the Federal Government’s capabilities to detect vulnerabilities, investigate events, perform log 

management of events, remediate events, adopt a ZTA and to realize the security benefits of a 

cloud-based infrastructure.

OMB Directive M-21-31 implements EO 14028 by addressing logging, log retention and log 

management, with a focus on ensuring centralized access and visibility for the highest-level 

enterprise security operations center (SOC) of each agency. In addition, this Memorandum 

establishes requirements for agencies, except national security systems as defined in EO 14028, to 

increase the sharing of such information, as needed and appropriate, to accelerate incident 

response efforts and to enable more effective defense of federal information and executive branch 

departments and agencies. Agencies have two years after issuance of M-21-31 to achieve 

Enterprise Logging (EL3) (Advanced) maturity; provide, upon request and to the extent consistent 

with applicable law, relevant logs to CISA and Federal Bureau of Investigation (FBI) and share 

log information, as needed and appropriate, with other federal agencies to address cybersecurity 

risks or incidents. 

OMB Directive M-22-01 further implements EO 14028 by providing implementation guidance on 

the adoption of Endpoint Detection and Response (EDR) solutions to improve visibility into, and 

detection of, cybersecurity vulnerabilities and threats to the Government. EDR combines realtime continuous monitoring and collection of endpoint data with rules-based automated response 

and analysis capabilities. EDR is an essential component for transitioning to ZTA, because every 

device that connects to a network is a potential attack vector for cyber threats. 

OMB Directive M-22-09 sets forth a federal ZTA strategy, requiring agencies to meet specific 

cybersecurity standards and objectives by the end of FY 2024 to reinforce the Government’s 

defenses against increasingly sophisticated and persistent threat campaigns. The strategy outlines 

3 EO 14208

4 OMB: M-21-31 MEMO

5 OMB: M-22-01 MEMO

6 OMB: M-22-09 MEMO Federal Zero Trust Strategy
9

how agencies shall address the five Zero Trust Pillars of Identity, Devices, Network, Application 

and Data over the next two years. As described in the Department of Defense Zero Trust 

Reference Architecture, “The foundational tenet of the Zero Trust Model is that no actor, system, 

network, or service operating outside or within the security perimeter is trusted. Instead, we must 

verify anything and everything attempting to establish access. It is a dramatic paradigm shift in 

philosophy of how we secure out infrastructure, networks, and data, from verify once at the 

perimeter to continual verification of each user, device, application, and transaction.”

This strategy places significant emphasis on stronger enterprise identity and access controls, 

including multi-factor authentication (MFA) and envisions a Federal Government where: 

1. Federal staff have enterprise-managed accounts, allowing them to access everything they 

need to do their job while remaining reliably protected from targeted, sophisticated 

phishing attacks. 

2. The devices that federal staff use to do their jobs are consistently tracked and monitored, 

and the security posture of those devices is considered when granting access to internal 

resources.

3. Agency systems are isolated from each other, and the network traffic flowing between and 

within them is reliably encrypted.

4. Enterprise applications are tested internally and externally and can be made available to 

staff securely over the internet.

5. Federal security teams and data teams work together to develop data categories and 

security rules to automatically detect and ultimately block unauthorized access to sensitive 

information. 

As a small agency, PSA will continue to leverage DOJ cybersecurity services and expertise to the 

extent possible. However, PSA requires additional software and contractor support to address 

recent federal cybersecurity requirements: 

• PSA must convert current Microsoft Office 365 licenses from version G-3 to version G-5. 

This provides PSA with the advanced capabilities of Microsoft Security and Compliance 

Center and Microsoft Defender, which is essential to meeting the requirements of 

Enterprise logging maturity (OMB M-21-31), Vulnerability Management (OMB M-22-01) 

and Zero Trust (OMB M-22-09).

• PSA requires capacity to support the entire enterprise with Cloud Log aggregation, 

management, and monitoring. The annual product cost coupled with the recurring 

administration of the product provides PSA with the capability to achieve EL3 within 

required timeframes. OMB M-21-31 and OMB M-22-09 require PSA to integrate activity 

and security log suspicious/anomalous events into PSA managed Security Operations 

Center as a Service provided by DOJ and to supply requisite event feed to DHS and FBI 

as required by directive. PSA requires contracted product management assistance to 

perform capacity management and ensure alignment of Agency applications to the 

product. The DOJ Security Operations Center as a Service provides all monitoring, 

logging, remediation, reporting and distribution of security threat information. 
10

• OMB M-22-01 requires PSA to have vulnerability management technology. Currently, 

Qualys Vulnerability Management technology is supplied to PSA via the Department of 

Homeland Security’s Continuous Diagnostics and Mitigation (CDM) program at no cost 

to PSA in FY 2022. To support government-wide and Agency-specific efforts to 

implement, adequate, risk-based, and cost-effective cybersecurity, DHS has committed to 

provide this software at no cost to PSA at least through FY 2024. Therefore, PSA’s FY 

2024 budget request does not contain resources to address vulnerability management 

systems requirements. However, recurring administration support is required.

• OMB M-22-09 requires PSA to implement Zero Trust Architecture. PSA is required to 

make engineering changes and adaptations to the PSA IT infrastructure and application.

PSA requests $1,295,000 to support permanent cost increases to meet new cybersecurity 

requirements. This will enable PSA to conduct adequate management and oversight of the 

Agency’s IT Security Program, meet compliance requirements of EO 14028, OMB Directives M21-31/M-22-01/M-22-09, FISMA, the Privacy Act, and other directives and mandates, and to 

maintain cybersecurity standards for event log management/monitoring, vulnerability 

management, and Zero Trust Architecture, which entail a significant amount of documentation, 

policies, procedures, and training.

Software Licenses $57,000 0 FTE

PSA requests $57,000 to support additional licensing requirements for additional personnel new 

to PSA. In FYs 2022 and 2023, PSA was provided additional funding to hire for critical positions

to ensure PSA’s mission and strategic goals and objectives continued to be met. The new hires 

span across the Agency and, as such, require Adobe and Zoom licenses to conduct business. The 

IT Service Desk also requires additional ManageEngine Service Desk Plus licenses to provide 

efficient and effective support to the growing workforce. This requirement directly supports 

PSA’s Management Objective 1, Efficient Agency Administration, focused on building greater 

efficiency in meeting customer needs by modernizing operations and service delivery, 

streamlining processes, reducing administrative costs, and strengthening internal controls to drive 

efficiency.

a) Adobe in the Cloud recurring costs: PSA requests $23,000 to increase the quantity of 

licenses from 325 to 375 to support new hires. The licenses and associated services are 

assigned to individual users and are not transferable across the enterprise.

b) Zoom licenses (45 business and three webinar) and ManageEngine (65 licenses): PSA 

requests $34,000, to account for $19,300 in Zoom licenses and $14,700 in ManageEngine 

licenses. PSA’s organization supports a hybrid work environment, which requires 
11

software that supports work outside of traditional office spaces (i.e., telework and other 

forms of remote work). The IT Solutions Center also requires an upgraded IT service desk 

solution to meet the demands of an expanding workforce and the changing organization. 

Virtual collaboration services are needed to conduct business with expanding audiences, 

to support emergency situations and events, such as the COVID-19 pandemic, and to 

collaborate and coordinate more efficiently with partners and customers internal and 

external to the Agency.

FTEs Increase $831,000 4 FTE

PSA requests an increase of $ $831,000, which includes $550,137 for personnel salaries and 

$280,864 for benefits to support projected demands for supervision services and administrative 

functions. 

The FY 2023 enacted budget included $3,500,000 to support PSA hiring gaps with an FTE count 

of 371. For FY 2024, PSA is requesting a program change to support four additional FTEs in high 

priority of areas of defendant engagement and Agency operations and administration. Many of 

PSA’s administrative offices have a single FTE responsible for critical duties, putting the Agency 

at risk when employees retire or move to other positions outside of PSA. 

The request below supports four additional FTEs and provides detailed background information 

on the individual positions. 

PSA’s mission to promote pretrial justice and enhance community safety is accomplished through 

a variety of integrated programs of investigation, reporting, assessments, recommendations, and 

other services to the court in management of defendants pending trial; assistance to defendants in 

complying with their pretrial obligations; provision of or referral of defendants for certain 

intervention services; assurance of defendants’ appearance in court; and of the safety of the 

community.

PSA is divided organizationally into two divisions, Defendant Engagement and System Support 

(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 information technology support, human capital 

management and training, financial, budget and acquisitions support, legal service, policy and 

project management support, communications, and stakeholder and partnership development. 

Pretrial Services Officer (PSO) $188,905 1 FTE

PSA requests $188,905to add one PSO position.

 FTE Salary Estimate Benefit Estimate Total Salaries and Benefits

4 $550,137 $280,864 $831,000

FY 2024 Prioritized FTEs
12

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

that includes the use of risk mitigation strategies, including drug use testing, treatment, and 

electronic 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 in court and rearrest, and reporting compliance to the 

court.

In the District of Columbia, over 90 percent 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. While slow progress is being achieved in reducing these 

ratios, as of July 2022, caseloads in US District Court remain at 94:1, far beyond the 

recommended best practice. New cases are being assigned to the Agency daily, albeit at overall 

lower rates during the pandemic. However, cases are being resolved through trial and 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. 

During FY 2022, defendants remained under supervision for an average of 134 days.

Contract Specialist $206,843 1 FTE

PSA requests $206,843 to add one Contract Specialist position.

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

 FTE Position Official Title Pay Plan Grade/Step FY24 Salary 

Estimate 

FY24 Benefit 

Estimate Total Amount 

1 Pretrial Services Officer (PSO) GS 12/10 $ 124,460 $ 64,445 $ 188,905

Justification for Program Increase

Two Contract Specialist 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 1: Efficient Agency Administration

 FTE Position Official Title Pay Plan Grade/Step FY24 Salary 

Estimate 

FY24 Benefit 

Estimate Total Amount 

1 Contract Specialist GS 13/07 $ 136,608 $ 70,235 $ 206,843
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The contract and acquisition work of PSA has grown in volume and complexity and one FTE is 

requested for a contract specialist position to provide the Agency with an appropriately sized 

acquisitions team. The contract function at PSA has not been adequately staffed for many years, 

resulting in a reactive approach to contract management at the Agency. Additional resources will 

focus on managing contracting programs and processes to acquire complex and specialized 

services in treatment, supervision and other areas that support the pretrial mission. These 

resources will support the award of flexible contract vehicles that will support PSA cybersecurity 

and IT infrastructure needs. Additional FTEs will advise management and work with program 

staff to define and document requirements and develop procurement objectives; prepare 

determination findings and prepare and maintain plans and schedules for contract actions. These 

resources will allow for more effective and efficient contract administration including, decisions 

or recommendations on issues such as incremental funding, modifications, coordination of time 

extensions, incorporation of change orders, evaluation of contractor performance, identification 

and resolution of possible non-compliance issues, payment approval and contract closeout.

Budget Analyst (Execution) $228,410 1 FTE

PSA requests $228,410 to add one Budget Analyst (Execution) position.

PSA requests one FTE for an additional Budget Analyst to expand the small PSA budget team, as 

currently we have only a single FTE covering this responsibility and no bandwidth for expansion. 

This resource will focus on budget execution for PSA and monitor, adjust and report on current 

fiscal year budgets. The resource will develop fiscal guidance and procedures through annual 

program operating plans and work with program officials and senior PSA management to forecast 

spending requirements. The FTE is needed to support the development of a robust annual Agency 

master spending plan, considering historical spending and other analyses, program requirements, 

payroll projections, new initiatives, and OMB and Congressional guidance. The FTE will provide 

key cross-cutting support to ensures that budget analyses, estimates and operating plans are 

consistent with and support PSA goals, objectives, and performance measures. The FTE will also 

coordinate with the management staff of the Office of the Director, Office of Human Capital 

Management, Procurement, all other PSA offices, and programs, and CSOSA’s Office of 

Financial Management to ensure the PSA budget objectives are met.

Management and Program Analyst $206,843 1 FTE

PSA requests $206,843 to increase budgeted FTE and base funding to include one Management 

and Program Analyst position.

Justification for Program Increase

Budget Analyst (Execution) 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

 FTE Position Official Title Pay Plan Grade/Step FY24 Salary 

Estimate 

FY24 Benefit 

Estimate Total Amount 

1 Budget Analyst (Execution) GS 14/05 $ 152,462 $ 75,948 $ 228,410
14

During FY 2019, PSA introduced its enterprise risk management (ERM) program, in accordance 

with OMB Circular A-123. Leveraging existing human capital resources, the Agency developed 

its initial program and ERM infrastructure. 

PSA’s ERM program aims to combine the individual risks from offices, projects, contracts, and 

other sources into an interrelated portfolio. Having a single, comprehensive view of risks and 

opportunities facilitates decision-making and compliance with applicable laws and regulations. 

Presently, PSA is maturing its ability to make appropriate business/program risk assessments. The 

process of capturing, documenting, classifying, analyzing, and refining the necessary information 

is both labor and data intensive. Establishment of a dedicated FTE to support these functions will 

allow the Agency to ensure an appropriate focus on this critical program. The Management and 

Program Analyst assigned to ERM would:

• Assist senior leaders across the Agency in developing detailed and complete business risk 

assessments.

• Develop and implement Agency-wide risk monitoring mechanisms and ensure accurate 

reporting.

• Develop and establish Agency-wide risk reporting protocols.

• Maintain the Agency’s risk registry.

• Summarize findings and research; and

• Conduct risk analyses for complex and cross-programmatic risks.

As the program expands and matures, PSA has determined that the continued performance of 

these duties as a collateral assignment is insufficiently responsive to the OMB requirements. The 

Agency requires a dedicated FTE to ensure proper oversight, maintenance, and execution of its 

ERM program. 

Lease Prospectus Inflation Increase $1,314,000 0 FTE

PSA requests $1,314,000 in one-time funding for a projected 15 percent increase in costs due to 

consumer price index increases and inflationary factors, stemming from protracted delays in the 

GSA procurement process to secure a new headquarters location for the Agency. These cost 

increases are associated with Prospectus Number PDC-12-WA19, which was submitted to 

Congress by GSA. This funding will be used in conjunction with three-year funding (FYs 2022-

2024), first referenced in the FY 2019 Enacted Budget ($7,304,000), three-year funding (FYs

2023- 2025), first referenced in the FY 2020 Enacted Budget ($998,000) and three-year funding

Justification for Program Increase

Senior Level Scientist Quality Assurance 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

 FTE Position Official Title Pay Plan Grade/Step FY24 Salary 

Estimate 

FY24 Benefit 

Estimate Total Amount 

1 Management and Program Analyst GS 13/07 $ 136,608 $ 70,235 $ 206,843
15

(FYs 2024- 2026), first referenced in the FY 2021 Enacted Budget ($459,000), to support PSA’s 

relocation of the offices at 601 and 633 Indiana Avenue, NW, and 1025 F Street, NW.

As mentioned above, this Prospectus has been on-going since FY 2019. The new solicitation was 

expected to occur during the first quarter of FY 2023 but, as of March 9, 2023, no action has been 

initiated. After award, three to four additional years is the expected timeframe to procure supplies 

and services and to modify the space to prepare for relocation. The table below represents the 

annual percentage and funding increases derived from an online inflationary calculator. The 

amounts are based on the initial fiscal year of the enacted estimated funding. 

Lease Prospectus $2,503,000 0 FTE

PSA’s FY 2024 budget lease prospectus total amount of $2,503,000 includes $459,000 for 

headquarters relocation and $2,044,000 for move costs.

PSA requests $459,000 in three-year funding (FYs 2024–2026) to replace three-year funding 

(FYs 2021-2023) funding that will lapse due to protracted delays in the GSA procurement process 

to secure a new headquarters location for the Agency. This request represents cost increases 

associated with Prospectus Number PDC-12-WA19, which was submitted to Congress by GSA. 

This funding request is made in accordance with 40 USC § 585(a), 40 USC § 3307(a)(1) and (2)

and (h), and applicable GSA procedures and regulations. This funding will be used in conjunction 

with three-year funding (FYs 2022–2024), first referenced in the FY 2019 Enacted Budget 

($7,304,000) and three-year funding (FYs 2023–2025), first referenced in the FY 2020 Enacted 

Budget ($998,000), to support PSA’s relocation of the headquarters locations at 601 and 633 

Indiana Avenue, NW, and 1025 F Street, NW. 7

7 FY 2020 CBJ, FY 2021 CBJ, FY 2022 CBJ, and FY 2023 CBJ

Initial Enacted Budget Description FTE Amount Estimated Inflation 

Amount

FY 2019 - FY 2022 Appropriation FY 2022 - FY 2024 0 $ 7,304,000 $ 1,095,450

FY 2020 - FY 2022 Appropriation FY 2023 - FY 2025 0 $ 998,000 $ 149,700

FY 2021 - FY 2023 Appropriation FY 2024 - FY 2026 0 $ 459,000 $ 68,850

Total Relocation Amount $ 8,761,000 $ 1,314,000

Justification for Program Increase Replacement Lease Prospectus

Management Objective 1 – Effective Agency Administration
16

The design phase of this project was originally set to start during the first quarter of FY 2019. 

However, as of FY 2023, GSA’s procurement process is being revised and a new prospectus has

been developed. The new solicitation for this initiative is expected to occur during the second 

quarter of FY 2023 and the award is expected to occur in FY 2024.

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 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.

Budget Estimate:

In May 2019, PSA received a revised Move and Replication Cost Estimate from GSA that was 

significantly higher than the original cost estimate on which PSA based its FY 2019 and FY 2020 

budget requests. Below is the total funding requested in FY 2019 and FY 2020 and the cost 

estimate requested in FY 2021.

The FY 2021 Congressional Budget Justification (CBJ)-Appendix A contains a detailed 

crosswalk between the previous estimated costs for the project and the revised May 2019 cost 

estimate. 8

The factors driving the increase included: 1) an increase in rentable space of approximately 2,000 

usable square feet that was added to the cost estimate; 2) an increase in the cost per square foot or 

per unit for some cost program areas; and 3) additional costs that were not included in the original 

estimate.

Effective April 2023, PSA will become solely responsible for the costs of maintaining space in 601

Indiana Avenue. While PSA has been working with GSA on a long-term prospectus that would 

provide a single location to house operations currently at 633 Indiana Avenue, 601 Indiana Avenue,

and 1025 F Street, the prospectus for this combined location has not yet been issued and a planned 

PSA move date would be sometime during FYs 2026-2027. PSA has been discussing near-term 

space needs with GSA to determine options for remaining in 601 Indiana Avenue or consolidating 

operations into 633 Indiana Avenue. The funding requested will support the consolidation of 

operations and allow PSA to reduce security and IT support costs and improve operational 

efficiencies by co-locating training, IT support, and defendant engagement services within 633 

8 FY 2021 CBJ

Description Replacement Requested $ Non-Recurring 

Resources $ Amount

FY 2022 - FY 2024 FY 2019 - FY 2022 Appropriation $ 7,304,000 $ (7,304,000) $ -

FY 2023 - FY 2025 FY 2020 - FY 2022 Appropriation $ 998,000 $ (998,000) $ -

FY 2024 - FY 2026 FY 2021 - FY 2023 Appropriation $ 459,000 $ - $ 459,000

Total Relocation Amount $ 8,761,000 $ (8,302,000) $ 459,000

Program Changes for Lease Prospectus
17

Indiana Avenue. The estimated total cost is $2,044,000 for construction, IT support, and the 

physical move of staff from 601 Indiana Avenue and 1025 F Street into 633 Indiana Avenue.

Additional Information:

The GSA lease for 633 Indiana Avenue, NW, and the non-GSA lease for 601 Indiana Avenue, 

NW, are both being renewed. PSA shares the 633 building with CSP, and the Public Defender 

Service for the District of Columbia (PDS) and each agency holds a separate occupancy 

agreement with GSA. PSA opted to include the leases at 1025 F Street, NW, and 601 Indiana 

Avenue, NW, in the prospectus because these leases were scheduled to expire within one year or 

less of the 633 Indiana Avenue lease. This option is intended to streamline overall space 

acquisition planning, consolidate the managing of facilities, and reduce the Agency’s footprint.

Update on Lease Prospectus

GSA provided a letter to the Committee on Environment and Public Works as required by the 

Consolidated Appropriations Act, 2021, P.L. 116-260 (Division E, Title V, Administrative 

Provisions – General Services Administration, Section 525), confirming a change to the approved 

delineated area for Prospectus PDC-12-WA19 from 1.1 miles to 0.5 miles from the DC Superior 

Court. The approved prospectus is for the lease procurement of up to 201,000 rentable square feet 

of office and special space to house the CSOSA and PSA.

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

in PSA’s FY 2020 CBJ. The FYs 2021–2023 Congressional Budget Justifications also provide 

information on revisions and changes to this Lease Prospectus. 9

9 FY 2020 CBJ, FY 2021 CBJ, FY 2022 CBJ, and FY 2023 CBJ

Leased Spaces Lease Expiration Lease Status

1025 F Street, NW 11/7/2023 Active

601 Indiana Avenue, NW* Renewal in Progress

633 Indiana Avenue, NW Renewal in Progress
18

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 for the District of Columbia, 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).

DEFENDANT ENGAGEMENT AND SYSTEM SUPPORT (DESS)

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

Superior Court and US District Court. DESS is comprised of the offices responsible for prerelease 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.
19

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 is comprised of Diagnostic Services Teams that interview and 

review the criminal history of defendants arrested and charged with certain DC Code offenses and 

US Code offenses in the DC Superior Court. This 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 according to their risk level.

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, and 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 

release conditions. 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 1, Supervision 2, 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, which consist of 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 SUDs and/or acute mental health 

treatment needs. The unit specializes in the synchronization of supervision and behavioral health 
20

interventions and consists of three teams: Social Services and Assessment, Treatment, 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.

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

Drug Court, 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 Treatment 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 SUD treatment and 

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

trauma-impacted individuals. 

The Treatment Team also administers the Sanction-Based Treatment Track (SBTT). SSBT is 

intended for individuals not eligible for Drug Court but in need of intensive outpatient treatment. 

Individuals in SBTT receive the same treatment options and are subject to the same 

administrative and judicially imposed sanctions as Drug Court participants but, unlike Drug 

Court, SBTT participants have limited judicial interaction and are not eligible for case dismissal 

or other favorable case disposition upon successful completion of treatment. 

Forensic Toxicology Services

The Office of Forensic Toxicology Services (OFTS) performs forensic drug testing in urine and 

oral fluid specimens collected from pretrial defendants, offenders supervised by the CSP and 

certain juveniles and respondents with cases in DC Superior Court Family Division.

Urine specimens are screened for up to 32 illicit substances: marijuana, phencyclidine (PCP),

opiates (codeine/morphine; oxycodone/oxymorphone; hydrocodone/hydromorphone), methadone,

cocaine, heroin, amphetamines (methamphetamine/amphetamine, MDMA/MDA), fentanyl, and 

synthetic cannabinoids (16 analytes). Additionally, specimens are tested for ethyl glucuronide 

(EtG) to confirm alcohol use and for creatinine levels to determine specimen validity. Oral fluid 

specimens are screened for up to nine substances: marijuana; phencyclidine (PCP); opiates; 

methadone; cocaine; alcohol; amphetamines; methamphetamine; oxycodone. OFTS uses gas

chromatography and mass spectrometry (GC-MS) to confirm drug 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 emergent opioids and synthetic compounds. Toxicologists 
21

conduct levels analyses to determine if detected drugs signify new use or if they are residual to 

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

OFTS also conducts forensic research, as needed, 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 decision-making.

Administrative Services

The Office of Administrative Services (OAS) is responsible for a full range of support services 

for PSA’s offices that includes enterprise risk management, and emergency management for the 

Agency; and quality-management, and contract execution oversight for DESS. OAS works across 

offices to ensure management objectives align with PSA’s strategic goals and performance 

objectives. The office also conducts analyses and evaluations of business processes within DESS 

to support supervisory and management staff with recommendations for enhancements to perform 

consistently at the desired level of excellence.

MANAGEMENT AND ADMINISTRATION (MA)

The Division of Management and Administration is comprised of the offices responsible for 

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

human capital management, legal services, financial management, procurement, and facilities 

management.

Justice and Community Relations

The Office of Justice and Community Relations (OJCR) 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.
22

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,

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 Unit (TCDU), 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. 

TCDU 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; manages the agency’s cybersecurity program and 

compliance with external requirements; 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.

Legal Services

The Office of Legal Services (OLS) is responsible for providing legal counsel to PSA 

management to ensure adherence to relevant laws, regulations and policies governing the 

supervision and monitoring of pretrial defendants; representing the Agency and its interests in 

litigation and before administrative bodies; and providing legal advice and recommendations 

related to the Agency’s administrative functions, including financial management, procurement, 

facilities management, information technology and human resources (including employee and 

labor relations and disability program management).

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, advances the 

Agency’s mission by administering a range of mission-critical functions, including strategic 

planning, business analysis, development and measurement of key performance indicators, budget 

support, policy development and management, evidence-based research and analyses, and

dashboard development. OPPA routinely tracks and ensures accurate reporting of Agency 

performance data. OPPA’s Deputy Assistant Director serves as PSA’s Performance Improvement 

Officer and Chief Data Officer.
23

STRATEGIC FRAMEWORK

PSA’s strategic plan sets the Agency’s priorities, goals and objectives that cascade throughout all 

levels of the organization to guide our work in achieving our mission of promoting pretrial justice 

and enhancing community safety while striving for efficient Agency administration. Agency 

leaders and employees will use this plan to drive resource allocations and transform strategies into 

actions and measurable results. Progress on our goals is routinely measured and collaboratively 

reviewed with staff at all levels of the Agency. This review process facilitates thoughtful 

discussion on our progress, highlights areas of success and identifies opportunities for 

improvements and adjustments.

PSA’s FYs 2022–2026 strategic plan is composed of four strategic goals and one management 

objective that outline the long-term outcomes we plan to achieve (see Figure 1). The four strategic 

goals focus on effective mission accomplishment, and the management objective focuses on 

efficient Agency administration. The four strategic goals are supported by specific objectives 

essential to our success. Key strategies outline how we will achieve our objectives and the 

performance indictors measure progress toward our goals. 

The structure of PSA’s strategic plan from strategic goals down to performance indicators allows

us to effectively assess Agency performance. PSA proactively monitors performance at all

organizational levels and adjusts operations, as needed, to ensure mission accomplishment. 

Figure 1. PSA’s FY 2022–2026 Strategic Framework
24

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 comply with recommendations 

and implement measures necessary to slow the spread of the virus. In coordination with the 

courts, the Agency initially reduced defendant in-person reporting, suspended defendant lockup 

interviews, drug testing, treatment assessments, and referrals to treatment programs, all of which 

require close in-person contact. PSA also increased virtual support to court operations. To safely 

resume these mission critical tasks, PSA implemented a phased reopening plan that maximized 

virtual supervision for defendants and telework for most of its workforce whose duties could be 

performed remotely. In July 2022, PSA increased in-person work onsite, increased on-site 

defendant reporting, resumed lockup drug testing and court ordered spot testing, increased 

surveillance drug, and reintroduced in-person diagnostic interviews. Additional in-person work

for staff in the Management and Administration offices is planned for April 2023, in accordance 

with OMB requirements.

During FY 2022, most DC Superior Court hearings continued to be held virtually. Despite the 

considerable impact of COVID-19 on Agency operations, PSA sustained performance on key 

operations and met or exceeded performance targets for all strategic goals during FY 2022. 

Table 1. Overall Performance by Strategic Goal, FYs 2018–2022

Performance Indicator FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023–2026

Performance Description Actual Actual Actual Actual Actual Target

Strategic 

Goal 1

Judicial 

Concurrence 

with PSA 

Recommendation

81% 78% 79% 84% 76% 70%

Strategic 

Goal 2

Continued Pretrial 

Release

85% 87% 85% 89% 89% 85%

Strategic 

Goal 3

Arrest Free Rate 87% 87% 88% 90% 93% 88%

(Violent Crimes) 99% 99% 99% 98% 99% 97%

Strategic 

Goal 4

Court Appearance 

Rate

89% 88% 91% 92% 89% 87%
25

FY 2022 KEY AGENCY ACCOMPLISHMENTS

In FY 2022, 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. Both operations and management offices achieved notable accomplishments during 

the year, some of which are detailed below.

The Office of Policy, Planning, and Analysis (OPPA) developed the At-a-Glance dashboard to 

provide a current snapshot of important Agency performance metrics to senior leadership. The 

dashboard highlights defendant counts, average days of supervision, the four main strategic goal 

performance rates, a select set of strategic objective rates, and average daily caseload by 

supervision team. This combines numerous reports into one dashboard in a visually appealing 

way that saves time and is easy to understand. The Office of Administrative Services (OAS)

enhanced the Agency-wide Enterprise Risk Management (ERM) program, which is designed to:

• strengthen decision-making by enhancing both the quantity and quality of the information 

available for decisions.

• improve information flow among decision-makers by encouraging transparency and use 

of fact-based information, and

• comply with legal and regulatory requirements to help the Agency make better decisions 

based on a more holistic view of risks and their interdependencies. 

During FY 2022, OAS developed an Agency risk registry and continued implementing the ERM 

program to ensure a common approach to addressing the full spectrum of the PSA's significant 

risks. Before implementing the program, risk management duties fell under the purview of the 

Agency Director and the individual Deputy Assistant Directors. Now, the ERM program is 

working to ensure risk management is incorporated into every Agency program and supports all 

decision making. The program distributes risk management responsibility amongst three working 

groups. The first group, the Risk Management Working Group, consists of representatives from 

all PSA offices and is responsible for identifying and defining the risks. The second group, the 

Risk Management Board, consists of the Deputy Assistant Directors and determines how to 

address identified risks. The third group, the Risk Management Executive Board, consists of the 

Director and the Assistant Directors, and is responsible for approving and prioritizing projects and 

managing external risks.

The Office of Human Capital Management (OHCM) onboarded over 40 new employees during 

FY 2022, filling many mission-critical positions in the Agency that had been vacant and/or were 

unable to be filled for several years due to budget constraints. Staff from PSA’s Training and 

Career Development Unit (TCDU) facilitated a comprehensive orientation program to acquaint 

new staff to the Agency upon onboarding. In FY 2022, OHCM—in consultation with staff from 

operations and management offices—also developed and deployed training for the Agency’s new 

Risk-Based Services (RBS) initiative, which is planned to be fully implemented during FY 2023.

Finally, OHCM launched its first Human Capital Effectiveness Survey in FY 2022 to assess staff 

satisfaction with overall customer service, recruitment and onboarding, and resolution of 

employee and labor relations issues. Results from the survey have allowed PSA to begin 
26

improving efficiencies in the Agency’s onboarding and offboarding processes, which will 

continue into FY 2023.

KEY AGENCY STRATEGIES 

During FY 2022, PSA worked collaboratively with its labor union to finalize implementation 

plans and fulfill all labor obligations associated with the introduction of the RBS initiative.

Additionally, all staff were trained on RBS, which is expected to be fully deployed in the Spring 

of 2023. PSA will continue to actively engage its union throughout deployment and postdeployment activities. 

PSA made updates needed to its legacy client management system (CMS), the Pretrial Realtime 

Information System Manager (PRISM), to support RBS and is on track to deploy the majority of 

necessary changes during 2023. PSA is now working towards securing and reinforcing PRISM to

bring it into compliance with modern IT security standards and ensure the system can support 

RBS into the future. PSA has conducted an independent assessment of PRISM and will work with 

a systems integrator to address the 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 subsequent migration to the cloud. Moving the CMS to the cloud will improve 

its security posture significantly by introducing built-in security features, such as data at rest 

encryption, multi-factor authentication, least privilege access control, and retention rules, all of 

which 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 to reasonably assure 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 in court 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 drug use testing, 

behavioral health assessment and treatment, electronic monitoring, and regular contact with a 

PSO. To gauge how often judges concur with our initial release condition 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.

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 
27

ensure its predictive validity and evaluated to ensure that it is not biased with respect to race. 10

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, PSA

implemented a measure of PSR completeness. A PSR is considered “complete” when it contains 

defendant interview responses (or documented refusal thereof), lockup drug 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 2. Performance Indicators for Strategic Goal 1: Judicial Concurrence with PSA 

Recommendations, FYs 2018–2022

Performance Indicator FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023–2026

Performance Description Actual Actual Actual Actual Actual Target

Strategic 

Goal 1

Judicial Concurrence 

with PSA 

Recommendations

81% 78% 79% 84% 76% 70%

Strategic 

Objective 

1.1

Risk Assessment 

(e.g., Completed 

PSRs) a

80% 72% 73% N/A N/A 73%

a Rates are not reported for this performance measure for FYs 2021 and 2022 because some or all activity needed to 

calculate the measure was suspended for at least 50 percent of the fiscal year as a result of the COVID-19 

pandemic.

PSA exceeded its performance targets for Strategic Goal 1: Judicial Concurrence with PSA 

Recommendations and its supporting strategic objective.

10 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-improvepretrial-justice-and-public-safety-results.
28

Key Strategies Supporting Strategic Direction

1. Revalidate the risk-assessment instrument for DC Superior Court to ensure it continues to 

maintain predictive validity and accuracy.

During FY 2023, PSA will conduct an independent revalidation of its risk assessment 

instrument to ensure it continues to perform with predictive efficacy; determine whether 

performance can be improved by modifying risk factors or weights applied to those risk 

factors that calculate overall risk scores; control, to the extent possible, for bias with respect 

to race: and appropriately identify any increased risks associated with a defendant’s history of 

firearm-related arrests, and/or convictions.

2. Implement a revised PSR to more effectively inform judicial officer decisions in DC 

Superior Court. 

To support judicial determinations, PSA provides a Pretrial Services Report (PSR) and 

recommends, as appropriate, a variety of release conditions to the judge consisting of 

interventions designed to allow defendants to safely remain in their community while 

increasing the likelihood of their appearance in court. In the revised PSR, PSA will 

recommend release conditions that more appropriately match the defendant’s level of risk to 

more effectively inform risk-based decision making.

3. Implement and evaluate the validity of a new risk assessment instrument for US District 

Court to ensure consistency with federal district courts across the nation.

PSA will implement a new risk assessment instrument for federal defendants that mirrors a 

model developed by the federal judiciary to ensure synchronization of our efforts with those 

of other federal judicial districts nationwide. Use of this instrument enhances our ability to 

provide comprehensive summary to the court of each defendant’s demographic information, 

criminal history and recommended release conditions. To gauge the efficacy of the 

instrument, PSA will conduct an independent evaluation of this risk assessment instrument to 

ensure it performs with the expected predictive efficacy. 

4. Expand the judicial concurrence metric to measure judicial concurrence with PSA 

recommendations throughout the pretrial supervision period.

Effective supervision requires structured, evidence-based protocols, strategically targeting and 

individual’s assessed criminogenic risks and needs. From arraignment hearings to subsequent 

hearings, PSA recommends, as appropriate, a variety of release conditions and behavioral 

health interventions that are designed to help defendants safely remain in the community. To 

gauge judicial concurrence beyond the initial hearing, PSA will expand the judicial 

concurrence measure to examine court agreement with Agency release condition 

recommendations throughout the supervision period.
29

5. Expand capacity for virtual courtroom support.

Upon the court’s return to primarily in-person operations, PSA will maintain the ability to 

support courtrooms virtually for arraignment and subsequent hearings, particularly during 

weather related closures or other events impacting physical access to court facilities.

STRATEGIC GOAL 2: CONTINUED PRETRIAL RELEASE 

Allowing defendants to safely remain in the community while awaiting trial is an important 

component of an effective pretrial system. During the pretrial period, PSA undertakes efforts to 

address and resolve non-compliant behavior to help achieve the goal of continued community 

presence; however, in instances of sustained and/or egregious non-compliance, the Agency may 

request revocation of supervision. 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

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 release conditions, appearance at all scheduled court hearings, and arrest-free 

behavior while on pretrial release. To gauge the effectiveness of risk-based services, PSA

implemented a measure of defendant compliance at case disposition.

Performance Indicators

Table 3. Performance Indicators for Strategic Goal 2: Continued Pretrial Release, FYs 

2018–2022

Performance Indicator FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023–2026

Performance Description Actual Actual Actual Actual Actual Target

Strategic 

Goal 2

Continued 

Pretrial Release

85% 87% 85% 89% 89% 85%

Strategic 

Objective 

2.1

Compliance 

with Release 

Conditions 

(e.g., Closeout 

Assessment)

75% 77% 74% 68% 78% 77%
30

PSA exceeded its performance targets for Strategic Goal 2: Continued Pretrial Release and its 

supporting strategic objective.

Key Strategies Supporting Strategic Direction

1. Continue improving and evaluating business processes for risk-based services. 

PSA will assess the efficacy and effectiveness of risk-based services and focus on continuous 

evaluation and ongoing improvement of our services to ensure that supervision strategies are 

targeting individuals with medium-to-high levels of risk and needs, and services are aligned 

with defendant’s assessed level of risk.

2. Expand the use of virtual technologies to increase communication with defendants.

PSA will expand the use of email/text messaging to communicate with defendants to remind 

them of court dates, mental health screenings/SUD assessments, and supervision meetings. 

PSA will also continue to expand its capability to conduct diagnostic interviews over the 

telephone, and supervision meetings, SUD assessments and mental health screeners using 

teleconferencing applications, when necessary. 

3. Increase defendant access to community-based resources through expanded partnerships

PSA will expand its partnerships with law enforcement, justice partners, and neighboring 

communities within the DC, Maryland, and Virginia metropolitan area to increase 

community awareness of PSA’s public safety role, and defendants’ access to culturally 

relevant and geographically specific community-based resources to address their identified 

needs.

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 focuses supervision resources on defendants most at risk of violating their release conditions 

and uses graduated levels of supervision and pro-social interventions to promote compliance. 

Persons awaiting trial who are 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 strategies include imposing swift and consistent responses for non-compliance 

with release conditions and providing appropriate incentives for defendants who consistently 
31

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 uses all available administrative sanctions, informs the court and, 

when warranted, seeks 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 drug testing. 

To gauge the effectiveness of our supervision strategies, we implemented measures to evaluate 

the rate of our response to a defendant’s misconduct.

Strategic Objective 3.2 Assessment-Driven Treatment 

An effective approach for minimizing rearrests during the pretrial period is addressing underlying 

issues, such as SUD and mental health treatment needs. After an appropriate assessment, PSA 

provides, either through contract 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 

never 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.

Performance Indicators

Table 4. Performance Indicators for Strategic Goal 3: Minimize Rearrest, FYs 2018–2022

Performance Indicator FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023–

2026

Performance Description Actual Actual Actual Actual Actual Target

Strategic 

Goal 3

Arrest-Free Rate

(Overall)

87% 87% 88% 90% 93% 88%
32

(Violent Crimes) 99% 99% 99% 98% 99% 97%

Strategic 

Objective 

3.1.1

Response to 

Defendant 

Conduct (Drug 

Infractions)

90% 89% 91% 93% 91% 80%

(Contact 

Infractions)

89% 89% 93% 88% 86% 70%

(Electronic 

Monitoring 

Infractions)

92% a 95% 94% 98% 98% 92%

(Group Session 

Infractions) b

89% 80% 78% N/A 80% 80%

Strategic 

Objective 

3.2.1

Substance Use 

Disorder (SUD) 

Assessments b

91% 96% 95% N/A 93% 90%

Strategic 

Objective 

3.2.2

Placement into 

Substance Use 

Disorder (SUD) 

Treatment b

55% 50% 33% N/A 44% 50%

Strategic 

Objective 

3.2.3

Reduction in 

Drug Use b

82% 85% 85% N/A 77% 74%

Strategic 

Objective 

3.2.4

Mental Health 

Assessments b

95% 93% 84% N/A 76% 90%

Strategic 

Objective 

3.2.5

Connection to 

Mental Health 

Services b

89% 86% 92% N/A 76% 80%

a Data captured between February 14th and May 12th, 2018 were excluded from FY 2018 reporting due to PSA’s 

transition from manual to automation collection.

b Rates are not reported for this performance measure for FY 2021 because some or all activity needed to calculate 

the measure was suspended for at least 50 percent of the fiscal year as a result of the COVID-19 pandemic.
33

PSA exceeded its performance targets for Strategic Goal 3: Minimize Rearrest and six of nine 

performance indicators associated with the strategic objectives supporting the goal. The 

performance indicators in which the Agency fell short of established targets are:

• Strategic Objective 3.2.2: Placement into Substance Use Disorder (SUD) Treatment

• Strategic Objective 3.2.4: Mental Health Assessments

• Strategic Objective 3.2.5: Connection to Mental Health Services

The suspension of drug testing and limitations associated with both SUD treatment and mental 

health services following the onset of the COVID-19 pandemic and emergence of new virus 

variants required PSA to adjust and curtail services requiring close in-person contact. This 

unprecedented shift in operations initially had a negative impact on some performance outcomes.

However, to address these challenges, PSA began adapting its supervision and treatment 

strategies for the post-pandemic world.

With the emergence of new COVID-19 variants, many of PSA’s drug testing, SUD, and mental 

health-related activities (e.g., assessments and treatment) remained suspended or operated in a 

limited capacity for the majority of FY 2021 and, therefore, the Agency was unable to report 

performance outcomes for that year. PSA was able to restore a good portion of services in FY 

2022, though many have not yet returned to pre-pandemic levels. Several residential and 

outpatient treatment facilities were still restricted in the number of individuals they could serve 

during FY 2022, and to this day, many defendants continue to be hesitant about engaging in close 

in-person contact that participation in treatment services requires. These constraints led to delays 

in placing defendants in treatment or connecting them with services, which likely had a negative 

impact on the completion of assessments, resulting in lagging performance on measures 

associated with those activities (see, Table 4; Placement into SUD Treatment, Mental Health

Assessments and Connection with Mental Health Services). 

Despite the challenges faced, PSA was able to assess and place considerably more defendants in 

treatment and/or connect them to mental health services in FY 2022 compared to FY 2021 and, 

for defendants completing SUD treatment during the year, 77 percent demonstrated a decrease in 

substance use following treatment (see, Table 4; Reduction in Drug Use). This suggests that 

PSA’s strategies and the adjustments made to the treatment program and associated activities in 

response to the COVID-19 pandemic have been effective.

Among PSA’s priorities for the FYs 2022–2026 planning period are to continue adapting 

supervision strategies for the post-pandemic world and assessing the effectiveness of these 

strategies. PSA is working to continue expanding assessment and treatment offerings to include 

additional virtual offerings, where applicable, to accommodate defendants unable or unwilling to 

attend in-person.

Key Strategies Supporting Strategic Direction (Strategic Objective 3.1)

1. Prioritize sanctions and court reports for non-compliant high- risk defendants

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 non-
34

compliance by high-risk defendants. PSA designates reports as “high priority” when high-risk 

defendants are declared a loss of contact, violate a stay away order or when a defendant 

(irrespective of risk level) threatens or assaults someone, or tampers with electronic monitoring 

equipment. With the introduction of RBS, PSA will further refine reports to aid in judicial 

decision making.

2. Ensure timely installation of electronic monitoring equipment

Court-ordered electronic monitoring (EM) provides an alternative to incarceration in managing 

higher-risk defendants under PSA supervision. Judiciary requests for courthouse installations of 

EM equipment installations are completed the same day. All other defendants court-ordered to 

EM have equipment installed within one business day.

3. Respond timely to defendant non-compliance with conditions of release to enhance 

defendants' observance of court requirements.

PSA uses graduated responses to address defendant’s non-compliance with release conditions. 

With the migration to RBS, a Risk-Based Graduated Response Guide has been developed to 

assist PSOs with identifying appropriate responses to non-compliant behaviors within one to 

three business days based on defendant’s risk-level.

Key Strategies Supporting Strategic Direction (Strategic Objective 3.2)

1. Expand the availability to conduct virtual assessments, as appropriate, to eligible defendants.

During the pandemic, PSA acquired software that enables the agency to provide virtual mental 

health screenings and SUD assessments to defendants with behavioral health needs under PSA 

supervision. This assists PSOs in making appropriate referrals for treatment services. 

2. Increase virtual offerings for intensive outpatient treatment, as appropriate.

PSA will continue to work with its contract-funded treatment vendors to provide virtual group 

services for SUD treatment to its higher risk defendants participating in Drug Court and 

sanction-based treatment, as necessary. Treatment services will also be expanded to other 

supervised defendants assessed with SUD treatment needs. 

3. Ensure timely assessment and connection to behavioral health services.

PSA completes same day screenings when requested by judges. For screenings that identify

emergency or urgent needs, referrals for service are provided immediately. For screenings that 

reveal non-emergency needs, referrals for service are provided within five business days.

4. Ensure the use of evidence-based treatment protocols by contracted service providers.

PSA will routinely evaluate treatment curricula utilized by contracted service providers to 

ensure the use of evidence-based protocols and the provision of current treatment practices for 

group facilitation and innovative treatment services for its PSA Support, Treatment and 

Addiction Recovery Services (STARS) program.
35

STRATEGIC GOAL 4: MAXIMIZE COURT APPEARANCE

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 in court 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 is then 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 5. Performance Indicators for Strategic Goal 4: Maximize Court Appearance, FYs 

2018–2022

Performance Indicator FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023–2026

Performance Description Actual Actual Actual Actual Actual Target

Strategic 

Goal 4

Court Appearance

Rate

88% 88% 91% 92% 89% 87%

Strategic 

Objective 

4.1

Court Notification 

Automation

26% 22% 28% 29% 43% 25%

PSA exceeded its performance targets for Strategic Goal 4: Maximize Court Appearance and its 

supporting strategic objective.
36

Key Strategies Supporting Strategic Direction

1. Continue to increase the use of automated notification methods (e.g., text, email)

PSA notifies defendants of future court dates to minimize failures to appear in court. To 

continue with timeliness of these reminders, PSA will ask defendants about their preferred 

method of notification to increase the use of automated notification methods. An automatic 

hierarchy will be applied for generating notification to defendants based on their preference.

2. Update templates for court date notification letters, emails and texts.

PSA will conduct an internal evaluation using revised reminders with defendants evaluating 

their effectiveness and will continue to use insights from behavioral science to improve 

communications to defendants about their future court dates.
37

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 table below reflects 

the funding allocation by strategic goal from FY 2022 to FY 2024. 

FUNDING BY STRATEGIC GOAL

FTE Amount FTE Amount FTE Amount FTE Amount Percent

Strategic Goal 1 Judicial Concurrence With PSA Recommendations 80 17,808 92 19,443 94 21,174 1 1,732 8.91%

Strategic Goal 2 Continued Pretrial Release 77 17,380 86 18,687 87 20,083 1 1,396 7.47%

Strategic Goal 3 Minimize Rearrest 82 18,785 95 20,503 96 22,272 1 1,769 8.63%

Strategic Goal 4 Maximize Court Appearance 86 19,143 97 20,805 98 22,642 1 1,837 8.83%

Sub-Total 325 73,116 371 79,439 375 86,171 4 6,733 8.48%

3-Year Lease Prospectus 7,304 998 2,503 1,505 150.80%

Total 325 80,420 371 80,437 375 88,674 4 8,238 10.24%

(in thousands of dollars)

Pretrial Services Agency for the District of Columbia

Strategic Goal

Strategic Goal Description

FY 2022 Enacted FY 2023 Enacted FY 2024 Estimate 2023 to 2024 Change
38

SUPPORTING MATERIALS 

MANAGEMENT AND ADMINISTRATION

Strategic Human Capital Management 

• Supported achievement of the shift to RBS by working to ensure that all labor/ bargaining 

obligations were met. Continued working with organizational units to modify position 

descriptions and performance standards, as appropriate, to ensure that expectations are clearly 

articulated and that employees are held accountable for results.

• Worked to improve processes and employee accountability by entering mid-term bargaining 

with the Union on telework and performance management.

• Led the Agency’s development of the COVID-19 Safety and Testing Plan to ensure safe 

reentry to the jobsite and to support operations during the on-going pandemic.

• Improved efficiency in and accountability of the performance management system by 

launching 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.

• Improved employee accountability by revising the Alternative Dispute Resolution Policy.

• Supported the achievement of all Agency goals by leading the effort to fill approximately 50 

mission-critical vacancies across the Agency.

• Improved security for the Agency by gaining access to and utilizing software that assigns 

physical security limits for on-boarding employees.

• 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 12,594 hours of training to include on-line courses, 

instructor-led courses, forums, shadowing and on-the-job instruction.

▪ Hosted two undergraduate student interns. 

▪ Contracted with an external vendor to provide facilitation and moderate workshops to 

prepare assigned subject matter experts (SME)s to facilitate RBS pilots and training 

classes. SMEs facilitated pilot of the RBS training program for senior leadership and 

supported the training for approximately 180 DESS employees. This curriculum was 

comprised of four instructor-led classes and three online modules. 

▪ Developed multiple training programs in the following areas: Technical Training, 

Diversity (updated content to reflect Executive Order 14035), Leadership, Records 

Management, Emotional Intelligence, Self-Care, and Professional Growth.

▪ Expanded on-site offerings by providing 27 classes to address learning goals identified 

from both the annual training needs assessments and supervisory recommendations.

▪ Conducted DESS refresher trainings using virtual platforms such as MS Teams and 

Zoom. 
39

▪ Completed cost/benefit analysis regarding learning management system (LMS)

changes. Based on qualitative data, determined it to be to the Agency’s benefit to 

maintain our current system and add the career management module to support 

individual succession planning goals. 

▪ Successfully completed the Agency’s second virtual Special Achievement Awards 

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.

• 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.

• Led efforts to migrate legacy and current records and information from the network to 

SharePoint On-line (cloud based).

• Initiated the efforts to identify Controlled Unclassified Information.

• Submitted seven new record schedules to NARA.

• Maintained Records Management Steering Committee, which is composed of senior Agency 

leadership. 

• Conducted an electronic systems inventory to determine which systems will require updating 

to perform life-cycle management.

• Remained 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 2022 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:

▪ Operationalized Microsoft Azure cloud to modernize device management; simplify 

application deployment and create a more secure digital operating environment.

▪ Deployed 290 new laptops to PSA staff to support virtual and hybrid work 

environments.
40

▪ Deployed 262 docking stations to enable network connectivity and connection of 

monitors and peripherals to laptops.

▪ Operationalized Dameware Remote Support to troubleshoot desktops, laptops, 

software, and peripherals for staff working on-site and remotely.

▪ 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 100 percent of staff with significant privacy and security functions on rolebased 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.

▪ Implemented automation tools to increase the efficiency of audit and system log 

reviews.

▪ Replaced standalone host-based detection into an integrated platform security solution.

▪ Enforced two-factor authentication for all enterprise network users.
41

BUDGET DISPLAYS

Grade FTE Amount FTE Amount FTE Amount FTE Amount FTE Amount

SES 2 $377 3 $580 3 $595 3 $618 0 $23

GS-15 8 $1,490 11 $1,824 11 $1,874 11 $1,944 0 $70

GS-14 33 $4,633 40 $5,929 48 $6,855 49 $7,486 1 $631

GS-13 57 $6,823 64 $8,097 74 $9,373 77 $10,204 3 $831

GS-12 160 $17,592 170 $17,368 179 $19,400 179 $20,726 0 $1,326

GS-11 11 $532 10 $797 10 $818 10 $851 0 $33

GS-09 13 $1,099 16 $1,183 16 $1,215 16 $1,268 0 $53

GS-08 4 $409 4$293 4 $301 4 $314 0 $13

GS-07 15 $919 15 $940 17 $1,031 17 $1,145 0 $114

GS-06 5 $483 0 $0 1 $53 1 $55 0 $2

GS-05 0 $0 11 $172 8 $444 8 $462 0 $18

Total 308 $34,357 344 A $37,183 371 B $41,959 375 $45,073 4 $3,114

A

 The FY 2022 344 FTE represents PSA's operating plan based on final appropriation received.

B

 FY 2023 371 FTE represents PSA's operating plan based on final appropriation received.

Enacted Enacted Estimate Change

Pretrial Services Agency for the District of Columbia

President's Budget (PB) 2024 CBJ Summary of FTEs by Pay Grade

(in Thousands of Dollars)

Description

FY 2021 FY 2022 FY 2023 PB 2024 2023 to 2024

Actual
42

FY 2021 FY 2022 FY 2023 PB 2024

Actual Enacted Enacted Estimate Percent

11.1 Full-Time Permanent $ 34,183 $ 37,184 $ 41,959 $ 45,073 $ 3,114 7%

11.3 Other than Full-Time Permanent

11.5 Other Personnel Compensation $ 298 $ 1,006 $ 1,520 $ 1,184 $ (336) -22%

12.1 Civilian Personnel Benefits $ 17,402 $ 16,368 $ 20,036 $ 22,161 $ 2,125 11%

13.0 Benefits for Former Personnel

Personnel Compensation and Benefits Total $ 51,883 $ 54,558 $ 63,515 $ 68,418 $ 4,903 -4%

21.0 Travel and Transportation of Persons $ 2 $ - $ 1 $ 1

22.0 Transportation of Things

23.1 Rental Payments to GSA $ 3,386 $ 3,305 $ 3,391 $ 3,448 $ 57 2%

23.2 Rental Payments to Others $ 2,056 $ 2,074 $ 2,172 $ 1,963 $ (209) -10%

23.3 Communications, Utility & Miscellaneou Charges $ 661 $ 650 $ 800 $ 750 $ (50) -6%

24.0 Printing and Reproduction $ 20 $ 4 $ 18 $ 18 $ - 0%

25.1 Advisory and Assistance Services $ 65 $ 499 $ 500 $ 500 $ - 0%

25.2 Other Services from Non-Federal Sources $ 4,551 $ 6,465 $ 4,000 $ 4,987 $ 987 25%

25.3 Other Goods and Services from Federal Sources $ 1,419 $ 1,544 $ 1,300 $ 1,500 $ 200 15%

25.4 Operation and Maintenance of Facilities $ 17 $ 63 $ 30 $ 65 $ 35 117%

25.6 Medical Care

25.7 Operation and Maintenance of Equipment $ 151 $ 140 $ 743 $ 500 $ (243) -33%

26.0 Supplies and Materials $ 520 $ 730 $ 600 $ 750 $ 150 25%

31.0 Equipment (& Furniture) $ 1,553 $ 3,085 $ 2,369 $ 3,271 $ 902 38%

32.0 Land and Structures

43.0 Interest and Dividends

Contractual Services, Training, & Supplies Total $ 14,401 $ 18,558 $ 15,924 $ 17,753 $ 1,829 11%

Gross Obligations Total $ 66,284 $ 73,116 $ 79,439 $ 86,171 $ 6,732 7%

Pretrial Services Agency for the District of Columbia

President's Budget (PB) 2024 CBJ Summary of Obligations by Object Class

(in Thousands of Dollars)

Object Class and Description

Change: 2023 to 2024

Enacted Dollars Percent

Lease Prospectus 3-Year/2023 3-Year/2024 3-Year/2025 3-Year/2026

31.0 Equipment (& Furniture) $ 459 $ 7,304 $ 998 $ 2,503 $ (1,505) -151%

Gross Obligations Total $ 459 $ 7,304 $ 998 $ 2,503 $ (1,505) -151%

Enacted Estimate

Pretrial Services Agency for the District of Columbia

President's Budget (PB) 2024 CBJ Summary of Relocation Obligations by Object Class

(in Thousands of Dollars)

Object Class and Description

FY 2021 FY 2022 FY 2023 PB 2024 Change: 2023 to 2024

Enacted