2008 Comprehensive Response to the 

DHS CIS Ombudsman Report 

September 30, 2008 
1 

TABLE OF CONTENTS 

I. INTRODUCTION 2 

II. NATIONAL SECURITY 2 

A. FBI Name Check 2 

B. Background Check System (BCS) 3 

III. EMPLOYMENT-BASED VISAS 4 

A. Visa Usage 4 

B. Multi-Year Employment Authorization Documents (EADs) 5 

IV. USCIS FEE FUNDING STRUCTURE 5

A. Fee Revenue 5 

B. Premium Processing Revenue 6 

C. Revolving Trust 6 

V. TRANSFORMATION AND INFORMATION TECHNOLOGY ENHANCEMENTS 6 

A. Case Management System – Recommendation 1 6 

B. Enterprise Service Bus (ESB) 7 

C. Data Security and Collection 8 

D. Digitization Initiative – Recommendation 2 9 

E. National File Tracking – Recommendation 3 9 

VI. INFORMATION AND CUSTOMER SERVICE 10

A. Dissemination of Information – Recommendation 4 10 

B. USCIS Website – Recommendation 5 12 

C. Exchange Program – Recommendation 6 12 

D. Tier 1 Call Center Representatives – Recommendation 7 13 

E. Customer Service Systems – Recommendation 8 15 

F. Tip Sheets – Recommendation 9 16 

VII. USCIS WORKFORCE 16 

A. Staffing 16 

B. Workforce Elements of Surge Plan – Recommendation 10 17 

VIII. ITEMS OF NOTE 17 

A. E-Verify 17 

B. Upfront Processing (DORA) 18 

C. K-3 Visa Family Reunification Process 19 

D. Naturalization Ceremonies 19 

E. Quality Assurance 20 

IX. CONCLUSION 20 

X. ACRONYMS AND INITIALISMS 21
2 

RESPONSE TO THE CITIZENSHIP AND IMMIGRATION SERVICES 

OMBUDSMAN’S 2008 ANNUAL REPORT 

JULY 2008

I. INTRODUCTION

U.S. Citizenship and Immigration Services (USCIS) recently celebrated its fifth anniversary as 

an agency within the Department of Homeland Security (DHS). In those 5 years, USCIS has 

focused on strengthening the security and integrity of the immigration system while improving 

service to its customers. During that time, the Citizenship and Immigration Services 

Ombudsman (CISOMB) has remained committed to assisting the agency in achieving its goals. 

Each year, the CISOMB’s Annual Report to Congress provides USCIS with an opportunity to 

reflect on recent successes and to review areas of operation for improvement. USCIS has 

carefully reviewed each recommendation and topic of discussion in this year’s report. As much 

as possible, this response parallels the format of the CISOMB’s report. 

II. NATIONAL SECURITY 

National security remains a top priority for the agency. USCIS has been proactive in its efforts 

to rapidly identify any individuals who may pose risks to the United States. As part of that 

effort, USCIS is working to improve the processing of the FBI name checks as well as to 

implement a system that will track the status of background and security checks for pending 

cases. 

A. FBI Name Check 

The FBI name check backlog elimination initiative remains a focus for the agency, and 

significant progress has been made towards eliminating the backlog. USCIS has revised its 

policies and increased efforts to address the current backlog. In February 2008, USCIS revised 

its FBI name check policy in response to recommendations from the DHS Office of Inspector 

General (OIG-06-06) regarding the need to align the agency’s background and security check 

policies with those of Immigration and Customs Enforcement (ICE). As a result of the revised 

policy, the agency now adjudicates certain applications, including adjustment of status 

applications, if the FBI name check has been pending for more than 180 days, provided that the 

FBI fingerprint and IBIS checks have been completed and resolved. 

This revised policy does not apply to Applications for Naturalization (Form N-400). Thus, the 

current priority for the staff of the FBI National Name Check Program (NNCP) is to complete 

name checks associated with naturalization applications. 

In addition to the policy revision, USCIS and the FBI have aggressively sought ways to improve 

the name check process. The two agencies developed a joint plan and signed an agreement in 

April 2008 to eliminate the backlog of pending FBI name checks. To date, USCIS and the FBI 

either have achieved or are on track to achieve the six backlog elimination milestones (shown in 

the following table) set by the agencies. By June 2009, USCIS and the FBI expect to process 98 

percent of all name checks within 30 days, and the remaining 2 percent within 90 days. 
3 

When USCIS and the FBI entered into the agreement, approximately 275,000 cases had pending 

FBI name checks. Through the agencies’ combined efforts, that number has been reduced 

dramatically. In the first 5 months of the agreement, the total number of pending cases 

decreased by 78 percent to 60,000 pending cases. 

The chart below reflects the agencies’ progress through the first 5 months of the agreement and 

forecasts progress through June 30, 2009: 

FBI Name Check Backlog Elimination Milestones 

Date Interim Goal Status & Forecast (after 5 months)

May 31, 

2008 

Process all name checks 

pending more than 3 years 

Achieved. 

July 31, 

2008 

Process all name checks 

pending more than 2 years 

Achieved. 

Nov. 30, 

2008 

Process all name checks 

pending more than 1 year 

On target – 93% reduction from April to 

Sept. 2. 

Feb. 28, 

2009 

Process all name checks 

pending more than 180 days 

On target – 87% reduction from April to 

Sept. 2. 

May 31, 

2009 

Process all name checks 

pending more than 90 days 

On target – 84% reduction from April to 

Sept. 2. 

June 30, 

2009 

Process 98% within 30 days and 

the remaining 2% within 90 

days 

On target to achieve final goal. 

B. Background Check System (BCS) 

The Background Check System (BCS) was intended to be an adjudicator-accessible database that 

stored the results of various background security checks on individual applicants; however, the 

BCS project did not meet its projected availability of Spring 2008. Accordingly, USCIS 

conducted a comprehensive review of the project status, projected costs, and direction. Based on 

that review, USCIS made the business decision to cancel the current implementation in favor of a 

more complete, contemporary solution design that will more effectively address the needs of the 

agency. 

USCIS subsequently conducted a comprehensive analysis of its requirements for biometrics 

storage, identity management, and background check services. This analysis began with a 

detailed engineering study by an independent contractor of background checks and identity 

management. The engineering study, which was recently completed, took a critical look at all of 

the various USCIS information technology (IT) projects and systems that relate to background 

checks and biometric storage, such as the Biometrics Storage System (BSS) and the unreleased 

BCS. The principal purpose of the engineering study was to determine how much of the 

functionality in these systems could be combined into a more efficient and comprehensive 

background check solution. The agency is currently evaluating the recommendations set forth in 
4 

this study. New functional requirements and development timelines will be based upon these 

recommendations. 

It is anticipated that the proposed automated solution will expedite the adjudication of 

applications for immigration and citizenship benefits. At the present time, for the adjudication of 

most immigration benefits, USCIS field offices and Service Centers must either manually check 

each pending name check in the central name check automated system (FBIQUERY) on a 

periodic basis or use locally-developed automated batch checks for these cases.1 By 

implementing this new service, USCIS will provide field offices and Service Centers with a 

more timely and consistent method for obtaining background check information. This will 

reduce the number of staff hours presently devoted to the current labor-intensive process. 

III. EMPLOYMENT-BASED VISAS 

USCIS received an unprecedented number of applications and petitions during the summer of 

2007. Changes published by the Department of State (DOS) in its July 2007 Visa Bulletin 

resulted in the filing of nearly 300,000 applications for employment-based adjustment of status 

and nearly 500,000 associated petitions and applications for benefits. With the large number of 

employment-based I-485 applications received, USCIS is increasing its efforts to ensure that the 

maximum number of employment-based visas is used each year. Because several employmentbased visa categories will not become current for some time, USCIS has sought to minimize the 

filing burden on those customers by expanding the use of multi-year employment authorization 

documents (EADs). 

A. Visa Usage 

USCIS is aware of the public’s concern that all available employment-based visas are not used 

each year and has taken appropriate steps to address this concern. 

USCIS continues to partner with the Department of State (DOS) to closely monitor the pending 

inventory of employment-based visas. Through these efforts, DOS can more precisely set the 

priority dates for the Visa Bulletin. USCIS Service Center Operations (SCOPS) hired a program 

manager to assist DOS in monitoring the monthly flow of inventory. The program manager 

works directly with the DOS Visa Bulletin Chief to compare current inventory with the 

availability of visa numbers. The program manager communicates regularly with USCIS 

management, DOS, and the CISOMB. The March 2008 Visa Bulletin was the first publication 

that accounted for the joint efforts of USCIS and DOS. 

As previously noted, USCIS issued guidance in February 2008 that allowed the agency to 

complete thousands of adjustment of status cases with pending FBI name checks. A greater pool 

of employment-based cases became available to USCIS for adjudication, thus aiding USCIS in 

its efforts to maximize its use of all available employment-based visas. 

With the successful collaboration between DOS and USCIS, coupled with the revised FBI name 

check guidance, USCIS had used 82 percent of its annual allotment of employment-based visas 

by the end of the third quarter of FY08. As a result, USCIS is optimistic that all employmentbased visas will be used in the current fiscal year, as in FY07. 

 

1

 Refugee Asylum and Parole System (RAPS) and Asylum Pre-Screening System (APSS) are two 

examples of national systems capable of conducting automated batch FBI name checks. 
5 

USCIS believes that many past problems were attributable to accounting inefficiencies. The 

agency has scheduled improvements to the CLAIMS 3 system for September 2008 that will 

provide USCIS with a more accurate view of its pending inventory of cases. This will allow the 

agency to better manage its workflow and minimize the potential for the underutilization of 

visas. 

B. Multi-Year Employment Authorization Documents (EADs) 

USCIS agrees that the use of multi-year EADs can be beneficial and has already started issuing 

them for certain cases. In an effort to more efficiently service those individuals who have filed 

for their Lawful Permanent Resident status and whose immigrant visa numbers have retrogressed 

in the DOS Visa Bulletin, USCIS is providing an EAD with a validity period of two-years. This 

card is available for adjustment of status applicants applying under 8 C.F.R. § 274a.12(c)(9)2

 in 

instances where immigrant visas are unavailable due to visa retrogression. The processing of the 

two-year EAD cards began on July 1, 2008. 

USCIS recently extended the validity of initial work authorization documents for refugees to 

two years after arrival in the United States. Previous policy required renewal of the EAD after 

one year. The new policy will reduce the financial burden on refugees by eliminating the need 

for many refugees to apply for renewal of work documents before they are able to adjust status 

to Lawful Permanent Resident. USCIS estimated that a refugee would request, at minimum, 

one EAD renewal prior to adjustment of status if the EAD validity period was not extended to 

two years. By extending the work authorization validity period, USCIS can increase agency 

efficiency by reallocating resources from adjudication of refugee EAD renewals to other 

immigration benefit services. Finally, the policy change ensures consistency in the validity 

periods for initial EADs issued to both refugees and asylees (USCIS began issuing two-year 

initial EADs to asylees in 2006). 

USCIS will continue to review its processes to determine if extensions in other categories are 

warranted. 

IV. USCIS FEE FUNDING STRUCTURE

This section clarifies the current USCIS fee structure and highlights the benefits of the current 

system over the alternative proposed by the CISOMB. 

A. Fee Revenue 

In the report, the CISOMB states, “The USCIS funding structure continues to present challenges 

to the efficient and timely delivery of immigration services,” but does not outline a specific 

reason for that view. USCIS continues to believe that a financing system completely funded by 

fees is not only consistent with congressional intent and the law providing USCIS fee authority, 

but also is the optimal approach to meet operational needs. A program completely financed 

through fees has more flexibility because the law makes those revenues immediately available 

for use once the customer has submitted the fee. Conversely, appropriated funds are not 

available until after: 1) the enactment of an appropriations bill; 2) the Department of Treasury 

 

2

 “Aliens who must apply for employment authorization. An alien within a class of aliens described in this 

section must apply for work authorization . . . (9) An alien who has filed an application for adjustment of 

status to lawful permanent resident pursuant to part 245 of this chapter.” 
6 

issues a warrant; and 3) the Office of Management and Budget (OMB) apportions funding to the 

agency. Additionally, with appropriations, availability is usually limited to one year. And, 

although OMB has the option of apportioning all funding up front, it generally distributes the 

funding over the course of four quarters. Lastly, USCIS could not be assured of the level of 

funding that Congress would be willing to provide for any given year. Thus, USCIS maintains 

that a fee-funded structure best serves the agency’s needs. 

The report makes oblique reference to fee levels that may be too high, but does not offer a basis 

for such a determination or supporting information for this view. USCIS remains sensitive to 

cost considerations and is committed to reviewing its cost and fee structure every 2 years, as 

required by law. 

B. Premium Processing Revenue 

The CISOMB report suggests that, if premium processing revenue falls below expectations, 

USCIS will be unable to effectively modernize the agency. While USCIS did link premium 

processing revenue to the transformation program, that specific action does not preclude the 

agency from using revenue from other Immigration Examinations Fee Accounts (IEFA) for 

transformation purposes. If premium processing revenue falls below expectations, USCIS may 

use revenue from those other accounts as long as appropriate notification is provided to 

Congress. One benefit of the current fee financing system is that financing adjustments can be 

made when necessary, particularly when fee revenue is available from prior years. 

C. Revolving Trust

As in the 2007 report, the CISOMB again suggests that USCIS failed to adequately explain why 

budget scoring issues would undermine the benefits of the 2006 CISOMB recommendation 

advocating the use of a revolving trust. The prior recommendation was offered under the 

assumptions that a revolving trust: 1) would ensure a readily available source of funds when 

needed; and 2) could raise funds faster than through other means (e.g., fee increases and/or 

appropriations). The agency’s point on budget scoring was made to emphasize that drawing 

down on a trust fund would trigger a scoring effect on the budget much like an appropriation. At 

a minimum, such an action would force multiple layers of legislative and executive branch 

review. Those reviews often take significant time and negotiation. As a result, the ability to 

obtain funds in an expedited manner is diminished, thus undermining the purpose of such a fund. 

V. TRANSFORMATION AND INFORMATION TECHNOLOGY ENHANCEMENTS

As in previous reports, the CISOMB pays particular attention to the agency’s modernization 

efforts. USCIS is committed to transforming the agency from a paper-based environment into an 

entirely electronic adjudication process that will enhance national security, improve customer 

service, and increase efficiency. 

A. Case Management System – Recommendation 1 

The Ombudsman recommends that USCIS expeditiously implement a comprehensive and 

effective case management system. USCIS should determine whether the Transformation 

Program Office (TPO) pilot has the necessary capabilities and, if so, implement agency-wide. 

USCIS Response:
7 

The USCIS Secure Information Management Service (SIMS) pilot implemented a web-based 

case management system to enable end-to-end electronic processing of intercountry adoption 

applications, with a focus on adoptions subject to the Hague Adoption Convention. The pilot 

uses the US-VISIT Enumeration Service to assign an enumerator to link biometric and 

biographic data in the case management system. 

The National Benefit Center (NBC), a deployment site of the SIMS case management system, is 

the centralized location for processing Hague Adoption Convention cases. USCIS estimates that 

this centralized processing will represent 70 to 80 percent of the agency’s adoption workload. 

Earlier this year, several stakeholders, including the CISOMB, participated in a due-diligence 

meeting to discuss a national case management system with potential vendors. Based on 

proposals provided by vendors, USCIS will determine the ability to leverage the SIMS case 

management system for case types beyond adoption or whether another system should be 

developed to meet this business need. USCIS will implement capabilities based on information 

learned during the SIMS development lifecycle. TPO anticipates awarding a solutions architect 

contract shortly and will provide updates to the public once a definitive timeline is established. 

B. Enterprise Service Bus (ESB) 

In addition to a case management system, the CISOMB noted that information technology (IT) 

systems continue to be an important challenge for USCIS. Among other systems, the agency has 

made considerable progress with regards to the Enterprise Service Bus (ESB). Since its 

deployment in 2007, the ESB has provided a service-oriented architecture framework for 

connecting USCIS, ICE, DOS, and US-VISIT systems across a single National Information 

Exchange Model (NIEM)-supported messaging bus. The ESB currently connects 11 systems3

from USCIS, ICE, DOS, and US-VISIT. Another seven systems4 will be added to the ESB by 

the end of this year. 

 

The most notable end-user component of the ESB is the Person-Centric Query Service (PCQS). 

The PCQS is a composite service, which allows a user or system to submit a single query for all 

transactions involving an alien across a number of DHS and DOS systems. It returns a 

consolidated and correlated view of an alien’s past interactions with the Government as he or she 

passed through the U.S. immigration system. The PCQS currently has more than 600 registered 

users and provides single-login, read-only access to seven systems.5

 The USCIS Office of 

Information Technology (OIT) will be adding four more systems6

 to the PCQS in November 

2008. Users will then be able to access 11 systems for simultaneous query under a single login. 

 

Current users of the PCQS include: 

 

3

 Citizenship and Immigration Services Centralized Oracle Repository (CISCOR), Central Index System 

(CIS), Reengineered Naturalization Applications Casework Systems (RNACS), Computer-Linked 

Application Information Management System 3.0 Mainframe (CLAIMS 3 MF), Aliens Change of Address 

System (AR-11), Computer-Linked Application Information Management System 4.0 (CLAIMS 4), Secure 

Information Management System (SIMS), Image Storage and Retrieval System (ISRS), ICE Student 

Exchange Visitor Information System (SEVIS), the DOS Consular Consolidated Database (CCD), and 

Automated Biometric Identification System (IDENT) 

4

 RAPS, RNACS, ENFORCE Integrated Database (EID), SEVIS, EDMS, Lockbox Intake Service, and 

American Association of Motor Vehicle Administrators – Systematic Alien Verification for Entitlements 

(AAMVA-SAVE) 

5

 DOS-CCD, AR/11, ISRS, CIS, CISCOR, CLAIMS 3, and CLAIMS 4 6

 RNACS, RAPS, EID and SEVIS 
8 

• Bureau of Consular Affairs (CA) of DOS: PCQS provides them with a comprehensive 

picture of an applicant’s status from visa application to naturalization. It also provides 

consular officers with information on USCIS adjudication of applications or petitions and 

other decisions relating to nonimmigrant and immigrant visas. 

• USCIS Verification Division: This division uses PCQS as part of the secondary 

immigration status verification for benefits determinations and employment authorization 

for the SAVE and E-Verify programs. 

• CBP Secure Integrated Government Mainframe Access (SIGMA) Application: 

Customs and Border Protection (CBP) Officers access PCQS via their SIGMA system to 

validate the authenticity of immigration and travel documents (i.e., visas, passports and 

green cards) presented by individuals at the ports of entry (POE). 

C. Data Security and Collection 

In addition to OIT’s efforts with PCQS, which has already been recognized as a major step 

forward in a person-centric approach to customer service, TPO is initiating a long-term effort to 

bring USCIS systems into a more person-centric configuration. In concert with TPO’s efforts to 

provide a modernized case management system, OIT has initiated the CLAIMS3 Program 

Optimization (C3PO) effort to provide security to current case management systems. The C3PO 

project is currently engaged in an effort to: 1) protect the information in CLAIMS3, USCIS’ 

principal revenue-generation system, and 2) consolidate the multiple, disparate instances of this 

distributed system from the current seven operating locations into a single instance at a 

consolidated location and a secure backup facility. C3PO will thus provide better protection as 

customer information is processed through the case management system. 

To review data collection and reporting and to provide efficient, non-repetitive collection 

mechanisms, USCIS is implementing the Enterprise Performance Analysis System (e-PAS). 

This system will improve and better automate the monthly collection, storage, and reporting of 

USCIS workload and resource utilization data. The e-PAS solution/process begins with the 

capture of production and resource utilization performance data for Discrete Data Providers, 

such as adjudicators or records administrators. At a minimum, the captured data will mimic the 

production and resource utilization data collected using the G-22/G-23 series of legacy PAS 

feeder forms. The e-PAS system will then be used to consolidate and aggregate data for 

querying and reporting purposes. 

In an effort to collect, present, and share statistics and reports internally and externally, USCIS 

has initiated the Standard Management Analysis Reporting Tool (SMART) project. For many 

USCIS systems, available reporting functions are either minimal or nonexistent. None of the 

existing systems contains truly flexible reporting and analytics capabilities. To compensate for 

this, data are manually exported from each system into other software applications (e.g., MS 

Excel and MS Access) that require additional manual effort to meet the agency’s reporting 

needs. The result is a series of disparate and disconnected reporting systems. SMART’s primary 

objective is to provide USCIS and its users with a centralized, enterprise-level business 

intelligence tool to access USCIS data sources and to provide both actionable and intelligent 

reporting. This pilot has been initiated and is set to run through February 2009. USCIS will 

evaluate the results of the pilot and then determine its next course of action. 
9 

D. Digitization Initiative – Recommendation 2 

The Ombudsman recommends that USCIS publicize near-term goals for the “digitization 

initiative” (electronic form filing and case processing). 

USCIS Response:

USCIS agrees with the recommendation to publicize near-term goals for digitization and has 

begun to educate other DHS and non-DHS components about the initiatives. Progress reports 

from specific efforts are discussed in bi-weekly meetings with the Integrated Project Team (IPT). 

The IPT consists of both DHS components (ICE and CBP) and internal stakeholders (OIT, 

Office of Records Services, and the National Records Center (NRC)). Furthermore, periodic 

updates are provided to entities external to DHS, including OMB and the Government 

Accountability Office (GAO). The digitization effort consists of several IT enhancements and 

timetables, which are critical to the implementation of each phase. 

Additionally, the Scan-on-Demand project is currently implemented at the Records Digitization 

Facility (RDF) to digitize active files and make them available via the Enterprise Document 

Management System (EDMS). On average, RDF receives 200 requests per week to digitize files 

and responds within 72 hours. To date, over 300,000 files have been digitized and captured. 

Phase I of the Scan-on-Demand expansion is scheduled to begin on October 23, 2008, at the 

NRC. During Phase I, Scan-on-Demand will process up to 1,365 A-files per month in response 

to USCIS, ICE, and CBP priority requests.

Phase II is scheduled to begin in the 2nd quarter of FY09. During Phase 2, Scan-on-Demand 

will process up to 8,400 A-files per month in response to USCIS, ICE, and CBP priority 

requests.

Phase III is scheduled to begin in FY10. During Phase III, expedited system requests and FOIA 

requests will be added to the Scan-on-Demand requirements. Through Scan-on-Demand, the 

number of captured files will increase to approximately 24,900 per month. 

USCIS will continue to update the CISOMB and stakeholders on progress of the digitization 

effort against these milestones. 

E. National File Tracking – Recommendation 3

 

The Ombudsman recommends that USCIS convene a working group to define and implement 

near-term, national file tracking goals. 

USCIS Response: 

USCIS concurs with the recommendation to convene a working group to define and implement 

near-term national file tracking goals. A Tri-Bureau working group (ICE, CBP, USCIS) was 

recently established to modify the current processes involving A-file requests. At the Records 

Roundtable in August 2008, a meeting was held with this working group to discuss ways to 

improve file tracking capabilities throughout ICE, CBP, and USCIS. 
10 

NSRV will chair the Tri-Bureau working group to define and implement near-term national file 

tracking goals, and the Records Division of USCIS will take the lead in setting up periodic 

working group meetings with representatives from ICE, CBP, and the USCIS Domestic 

Operations and Refugee, Asylum, and International Operations (RAIO) Directorates. The 

working group will provide periodic updates to USCIS management on the progress of this 

initiative.

VI. INFORMATION AND CUSTOMER SERVICE

Several points in this year’s report were devoted to customer service. USCIS seeks to provide 

exemplary customer service including continuous, accurate information to the public. USCIS 

further aims to ensure that all communications apply the basic principles contained within the 

USCIS Plain Language initiative. This is particularly important since English is not the first 

language for many of the agency’s customers. 

A. Dissemination of Information – Recommendation 4 

The Ombudsman recommends that USCIS standardize proactive dissemination of information to 

all customer service avenues to ensure USCIS personnel can provide consistent and accurate 

information to customers. 

USCIS Response: 

USCIS acknowledges that providing accurate and comprehensive information regarding 

immigration policy, processes, case status, and other areas is a critical component of the 

agency’s mission. As noted in the report, USCIS has made significant strides in delivering 

excellent customer service. 

Currently, senior managers conduct weekly meetings to provide updates and to inform field 

managers about upcoming guidance and/or issues that may impact field office operations. These 

meetings allow headquarters senior managers to coordinate with appropriate offices within 

USCIS. 

Employees are notified daily regarding specific administrative, procedural and/or operational 

changes. The Office of Communications (OCOMM) assists employees who have questions or 

concerns regarding internal broadcast announcements. 

New guidance and policies are disseminated electronically through internal mechanisms such as 

the agency’s intranet. USCIS believes that the Office of Field Operations and Information and 

Customer Service Division (ICSD) could strengthen their communication to ensure ICSD knows 

as soon as possible of new information to facilitate its incorporation into Call Center Scripts. As 

ICSD moves forward in terms of posting Call Center Scripts on the agency’s public website, this 

will be even more critical. When posted to USCIS’ website, the scripts will serve as a single 

source of up-to-date information available for all users. 

Prior to issuing a notice to the public, USCIS coordinates the dissemination of information to 

offices responsible for outreach. In preparation for the release of a notice, USCIS informs 

program offices responsible for outreach to ensure proper coordination with the media, 

community-based organizations (CBOs), special interest groups, and Members of Congress. 

USCIS closely aligns the posting of the information on the agency’s website with the release of 
11 

information to the public. ICSD informs the customer by providing updates to the Call Center 

Scripts and developing appropriate correspondence based on the information presented. This 

ensures that clear, consistent, and accurate information is relayed to the public. 

This section of the report also noted the creativity of the Albuquerque Office in its outreach 

effort, which the CISOMB encouraged for other offices. It should be noted that every office 

routinely reaches out to customers in a variety of ways. The Community Relations Division 

within OCOMM regularly engages local and district offices to assist with outreach to CBOs and 

non-governmental organizations (NGOs). Some of these outreach efforts include: 

1. Rollout of Urdu Immigrant Guide in New York – USCIS strives to educate 

community-based groups and special interest groups regarding the agency’s initiatives or 

efforts that have a direct or indirect impact on specific groups. For instance, the Chief of 

the Office of Citizenship and the Director of the New York District Office met with the 

Pakistani community in Brooklyn to introduce the Urdu Version of “Welcome to the 

United States, a Guide for New Immigrants.” The event was hosted by the Council of 

Peoples Organization and the Center for the Advancement and Integration of New 

Americans in the Coney Island area of Brooklyn. Approximately 100 people attended. 

The Chief of the Office of Citizenship discussed the New Immigrant Guide and 

encouraged the group to become active participants in their communities. The group was 

also reminded about an array of products offered by USCIS that are designed to assist 

them in their quest for citizenship. The District Director took questions and feedback 

from the audience. As a result, the Community Relations Officer (CRO) facilitated a 

town hall meeting with community officials to discuss various topics of concern. 

2. Radio KJZZ/NPR Interview – USCIS has also fostered relationships with 

syndicated and non-syndicated radio broadcasters to help inform the public about 

citizenship. The Phoenix CRO joined four naturalization candidates in an interview with 

a local radio show KJZZ to determine if their decision to naturalize was based mainly on 

their desire to vote. USCIS representatives later appeared on KJZZ’s morning radio 

show to discuss various immigration procedures. 

3. Registrar of Voters a Key Speaker at Naturalization Ceremony – USCIS District 

24 invited the San Diego County’s Registrar of Voters to speak about civic responsibility 

at the District’s largest monthly naturalization ceremony. The spokesperson from the 

Registrar of Voters discussed the importance of civic integration, invited new citizens to 

register to vote after the ceremony, and emphasized the importance of voting in the 

November 4, 2008 General Election. The presiding District Court judge echoed the 

spokesperson’s sentiments, and added that civic participation also includes the 

importance of serving on juries. 

Lastly, one proposal that USCIS generally disagrees with is the concept of providing customers 

with access to individual adjudicators. At present, USCIS does provide adoptive parents with 

direct access to the adjudicators who are handling their cases. Since the number of adoptive 

parents is a smaller population than other types of applicants, USCIS is able to provide this 

additional layer of service. In general, though, requiring adjudicators to respond to telephone 

calls and/or emails from applicants and their representatives would decrease the adjudicators’ 

ability to effectively process cases assigned to them. USCIS IIOs are trained in immigration law, 

policies and procedures and are therefore well-equipped to provide assistance. This position 

description was created in part to ensure adjudicators would be free to focus on cases rather than 
12 

inquiries from the public. USCIS appreciates the desire of any given applicant to gather as much 

information as possible regarding the status of his or her case. To address this need, USCIS 

established the Case Status Online (CSOL) and the Service Request Management Tool (SRMT). 

CSOL is available through the agency’s website and Tier 1 Call Centers. The SRMT is an 

alternative means for obtaining information. If applicants are having difficulty obtaining 

information about their cases, they can contact the National Customer Service Center (NCSC) 

and have a CSR or IIO create a service request utilizing the SRMT. The service request will be 

issued electronically to the local office having jurisdiction over the case for response to the 

customer. 

B. Resources for USCIS Website – Recommendation 5

The Ombudsman recommends that USCIS examine whether it has devoted adequate resources to 

the agency’s website given the importance of the website to customers. 

USCIS Response: 

USCIS remains committed to improving the agency’s website and other internet-based vehicles 

in order to deliver quality customer service. 

Since briefing the CISOMB in February 2008, the New Media Division within OCOMM has 

filled two staff positions, one of which was newly created to assist in the development of a 

Spanish language version of the website. In addition, the Division has brought in two 

contractors to assist with content management and development. The Division continues to 

improve ease of navigation and search engine capabilities on the agency’s website. 

OCOMM will soon introduce a new survey to the agency’s website that applies the American 

Customer Satisfaction Index (ACSI) standards. This will enable USCIS to better measure user 

satisfaction related to the agency’s website and compare it with satisfaction levels for websites 

from other government agencies and those in the private sector. 

C. Exchange Program – Recommendation 6 

The Ombudsman recommends that USCIS develop an exchange program for USCIS staff who 

routinely work directly with USCIS customers, including staff at Tiers 1 and 2 of the NCSC, and 

IIOs who handle INFOPASS appointments. 

USCIS Response: 

USCIS agrees in part with this recommendation. Due to the nature of the service contract, 

USCIS does not believe that an exchange program for Tier 1 Call Center representatives would 

be beneficial. However, USCIS finds merit to an exchange program for Tier 2 personnel and 

IIOs who handle InfoPass appointments and has already conducted several such exchanges. 

USCIS disagrees with a Tier 1 exchange program because Tier 1 representatives are only 

responsible for relaying basic immigration information to the customer through scripts prepared 

by USCIS. By contract, they are not permitted to deviate from the information provided in the 

scripts. The success of Tier 1 representatives depends primarily on the accuracy of the scripts. 

Consequently, the benefits of an exchange program for staff at the Tier 1 Call Centers would be 
13 

negligible. An exchange program for Tier 1 personnel, ultimately, would be an inefficient use of 

the agency’s resources. 

USCIS does believe that there are benefits to employee exchanges and has engineered several 

programs, particularly between Tier 2 and the field office representatives. For example, the 

Western Telephone Center (WTC) in Los Angeles implemented an exchange program between 

the WTC and other local USCIS offices in 2007. This exchange of employees has proven 

valuable for sharing processes, making recommendations for improved information sharing, and 

increasing awareness of the NCSC function. This effort will continue and expand to other 

offices within ICSD as work priorities, staffing, and funding permit. 

USCIS believes that many benefits of an exchange program can be obtained by reinforcing 

existing avenues of information sharing. For example, ICSD hosted the Supervisory 

Immigration Information Officer (SIIO) Conference in March 2008 to facilitate dialogue on best 

practices from SIIOs throughout the country. Ninety representatives from Districts, Service 

Centers, Call Centers and headquarters made the conference very productive, with 88 percent of 

the attendees giving favorable or very favorable feedback. Many appreciated the opportunity to 

discuss issues and to gain perspective from peers. 

D. Tier 1 Call Center Representatives – Recommendation 7 

The Ombudsman recommends that USCIS ensure its Tier I Customer Service Representatives 

(CSRs) of the NCSC follow the scripted information and are properly notified of changes to 

scripts. 

USCIS Response: 

USCIS agrees with this recommendation, and notes that several information quality controls are 

already in place. The Call Center Enterprise Office (CCEO) in ICSD closely monitors Tier 1 

and Tier 2 Call Center performance. For quality assurance purposes, 100 percent of calls are 

recorded for future review, if needed. 

As previously indicated, Tier 1 representatives are contractually obligated to adhere to the 

scripts. Tier 1 CSRs are continually reminded that the information in the scripts may change. 

As such, they are instructed not to memorize the scripts and not to deviate from them. 

There are several Quality Assurance (QA) reviews that monitor the quality of calls and ensure 

that CSRs follow the scripts. 

 

• A supervisor monitors at least two phone calls of every CSR each day. If a CSR is 

not following the scripts, appropriate corrective action is taken. 

• ICSD and the Call Centers conduct “calibration sessions.” Calibration sessions are to 

ensure that calls are handled with professionalism, courtesy, and accuracy. Each 

month, two calls per Call Center are randomly selected for review. Representatives 

from ICSD and the Call Centers listen to a recorded call and evaluate it based upon 

22 identifiable “soft skills.”7

 This has enabled ICSD and the Call Centers to develop 

a uniform standard of review. 

 

7

 Greeted Customer, Verified Customer, Established Rapport, Used Customer’s Name, Expressed 

Empathy, Maintained Composure, Expressed Commitment, Offered Additional Assistance, Terminated 

Call Appropriately, Obtained Information, Listened Actively, Took Responsibility, Summarized Actions, 
14 

• ICSD has developed its own internal review. ICSD conducts an independent 

evaluation of approximately 30 calls per month. ICSD listens to a call, analyzes it, 

and reports the results to the Call Center. 

• USCIS employed an independent third party contractor to monitor Call Center 

performance through “mystery shopper” calls. Posing as an ordinary customer, the 

contractor calls the NCSC and grades all aspects of the conversation – from showing 

proper respect to the caller to providing accurate and comprehensive responses. The 

contractor makes over 1,000 “mystery shopper” calls per month. Based on reports 

from the contractor, Tier 1 Call Centers may be rewarded or penalized based on their 

performance. Recently, USCIS determined that the contractor did not have the skill 

set necessary to properly execute this responsibility. A new contractor is expected to 

be in place and operational by October 1, 2008. 

USCIS believes that the NCSC generally receives proper notification when changes are made to 

the scripts. ICSD alerts the Call Centers prior to any change to the scripts. The Call Centers are 

encouraged to initiate contact with ICSD at any time if clarification is needed. The Content 

Management Office (CMO) in ICSD hosts bi-weekly meetings with the Call Centers to 

determine whether the scripts are clear, consistent, and accurate. While the scripts are also 

available to Tier 2 IIOs for reference, they are not required to use them since most of their calls 

are case specific. 

The CISOMB’s report also discussed wait times at the Call Centers. USCIS has seen significant 

improvements in NCSC performance. In 2006, the average wait time from the Interactive Voice 

Response (IVR)8

 to Tier 1 was 10.8 minutes; average wait time from Tier 1 to Tier 2 was 33.1 

minutes. Wait times did spike temporarily during the 2007 filing increase of applications. 

However, by June 2008, average wait times dropped to 53 seconds for Tier 1 and just over 2 

minutes for Tier 2. USCIS attributes much of this success to the ability of CSRs to promptly 

identify issues and to respond to customers at the Tier 1 level. 

The volume of transfers from the IVR to Tier 1 and also from Tier 1 to Tier 2 directly relates to 

the time a customer must wait for live assistance at each tier. ICSD recently reported that the 

percentage of calls transferred from Tier 1 to Tier 2 has been reduced to 11 percent. This can be 

attributed to ICSD’s efforts to revise the scripts so that Tier 1 representatives are better equipped 

to resolve customer inquiries. 

USCIS believes that it is meeting a majority of its customer service goals at the NCSC. To 

provide perspective, the NCSC answered 1,313,740 phone calls from April 1 through June 30 of 

this year. During that time, USCIS received fewer than 10 formal complaints about the service 

provided by the NCSC. In each of those instances, the CCEO conducted a QA review to 

determine whether accurate information was provided in a professional and courteous manner. 

When appropriate, corrective action was taken. 

 Projected Enthusiastic Tone, Conveyed Confidence, Spoke with Clarity, Used Appropriate Language, 

Controlled Call, Used Time Efficiently, Minimized “Dead Air,” Extended Hold Courtesies, and 

Transferred Call Appropriately 

8

 The IVR is the automated voice that greets all callers to the NCSC. 
15 

E. Customer Service Systems – Recommendation 8 

The Ombudsman recommends that USCIS ensure that all its systems used by customer service 

personnel to provide information to the public are consistent and accurate. 

 

USCIS Response: 

USCIS agrees that all of the agency’s systems used by customer service personnel to provide 

information to the public should be consistent and accurate. USCIS recently discovered a data 

interface problem between the CLAIMS systems and the Customer Relationship Information 

System (CRIS), which maintains the software applications currently used by customer service 

personnel. USCIS IT personnel have already started working to correct the interface problems. 

The agency will implement a complete rewrite of those interfaces by the end of this calendar 

year. 

USCIS recognizes that CRIS needs modernization. At present, the system is housed in the 

Department of Justice (DOJ) Data Center on legacy Immigration and Naturalization Service 

(INS) hardware. ICSD and OIT have initiated a project that will move CRIS onto a USCIScontrolled environment by the end of October 2008. This move will immediately alleviate the 

slow performance of the system and set the stage for the agency’s next phase of modernization: 

moving from a custom-coded application to commercial off-the-shelf (COTS) Customer 

Relationship Management (CRM) software. 

USCIS has submitted a contract modification for Phase 1 of a four-phase, 24-month 

implementation project that will take full advantage of present-day CRM technology. The first 

phase will include Computer Telephony Integration, which will allow for customer information 

to be automatically populated within the SRMT. CSRs and IIOs will be provided with an 

integrated view of the customer inquiry. This will replace the current SRMT system, which 

appears to be the focus of the CISOMB’s concern. Phase 2 of the implementation will allow 

real-time status reporting of service requests, enabling USCIS management to better ensure that 

requests are processed timely and accurately. Phase 3 incorporates additional business processes 

and allows offices to enter, update, and deploy operational data in real time. For example, 

managers will be able to update Processing Times, Civil Surgeon Locator information, and Field 

Office Locator information. ICSD will have the ability to define and update content online 

without submitting changes for implementation through a time-consuming process as required 

today. Phase 4 will enhance customer self-service options and allow customers to submit service 

requests online. 

USCIS is continuing efforts to improve the handling of customer inquiries. For example, the 

agency recently deployed a new, more user-friendly version of the IVR. USCIS will keep the 

CISOMB aware of any further progress in this regard. 
16 

F. Tip Sheets – Recommendation 9 

The Ombudsman recommends that USCIS expand the use of filing guidance “tip sheets” to 

reduce the current “Request for Evidence” (RFE) issuance rates. 

USCIS Response: 

USCIS agrees the expanded use of “tip sheets” may reduce RFE issuance rates. USCIS has 

begun developing additional “tip sheets” in the form of processing worksheets for each type of 

application and petition. These worksheets will make clear the initial evidence required and be 

made available to the public via the agency’s website. So far, USCIS has completed a 

processing worksheet for the FY09 H-1B petition, utilized by many stakeholders. The 

document, which incorporates principles of the plain language initiative, highlights many of the 

requirements necessary for filing a Form I-129 petition requesting an H-1B nonimmigrant visa. 

USCIS will continue to expand this important project. 

VII. USCIS WORKFORCE

USCIS is dedicated to recruiting, hiring, and training high caliber employees. In preparation for 

the 2007 fee increase, USCIS developed a plan to increase staffing levels agency-wide using feeincrease funds. However, in the months prior to implementation of the fee increase, USCIS 

received a larger than anticipated surge of applications and petitions. To effectively respond to 

this additional workload, USCIS developed a reprogramming plan to further increase staffing 

levels with funding from the application surge. 

A. Staffing 

USCIS has made important strides in implementing the enhancements funded by the fee increase 

and surge reprogramming. 

• Through August 16 of FY08, USCIS components that were responsible for hiring 

under the fee rule and surge reprogramming9

 have grown by 1,702 Government 

employees. 

• USCIS was tasked to hire 723 new adjudicators as a result of the fee increase. Within 

1 year of the fee increase, USCIS hired and trained the required staff. 

• Using funding from both the fee increase and the surge reprogramming, USCIS has 

added 1,011 adjudicators through August 16 of FY08, increasing the total number of 

adjudicators to 3,638. USCIS plans to add at least 430 more adjudicators by the end 

of FY08. 

• To reach the total staffing level provided by the fee increase, USCIS still needs to add 

483 employees by the end of the fiscal year. To reach the total staffing level provided 

 

9

 Domestic Operations Directorate (DOMO), Fraud Detection and National Security (FDNS), Office of 

Security and Integrity (OSI), OIT, Office of the Chief Counsel (OCC), Human Capital and Training (HCT), 

FOIA within Records Division, Office of the Chief Financial Officer (OCFO), Office of Administration 

(OA), Office of Emergency Management and Safety (OEMS), and Office of Policy and Strategy (OP&S) 
17 

by the surge reprogramming, the agency will need to hire an additional 1,231 

employees. 

B. Workforce Elements of Surge Plan – Recommendation 10 

The Ombudsman recommends that USCIS review the workforce elements of its 2007 surge plan, 

and make public an after-action report on its findings, including best practices, for possible 

future application surges. 

USCIS Response: 

USCIS concurs with the recommendation to develop an after-action report. The report will 

highlight the significant administrative and operational achievements realized through the 

development of a comprehensive production and staffing surge plan. During the surge, an open 

and effective dialogue was created that enabled a thoughtful exchange of ideas regarding process 

improvements, management and administrative efficiencies, and operational productivity. 

Through these efforts, USCIS was able to develop an efficient response to the unprecedented 

surge in applications received by USCIS in FY07. 

The workforce component of the surge plan has yielded especially impressive results. 

Collectively, this component established a well-defined, structured process for announcing job 

vacancies, making selections, administering applicant security reviews, scheduling entry-on-duty 

dates, and assigning new employees to training classes. These elements have proven highly 

effective in delivering fully trained, productive adjudication officers to field and Service Center 

offices. The lessons learned and experience gained from this process will be invaluable should 

USCIS again face an unexpected surge in immigration applications. 

VIII. ITEMS OF NOTE

The following section provides brief updates and clarifications on various programs and 

processes discussed in the CISOMB Annual Report. The CISOMB identified many of these 

topics as emerging issues or items deserving of special attention. 

A. E-Verify 

In 1997, USCIS instituted the Basic Pilot Program to test the possibility of electronic 

employment verification. Basic Pilot has since developed into the national system now known 

as E-Verify, currently used by more than 78,000 employers. Each week, USCIS adds an average 

of 1,000 new employers to the system. As of July 26, 2008, employers had submitted more than 

5 million inquiries during the current fiscal year. Approximately 94 percent of all inquiries were 

automatically verified as employment authorized. Fewer than 1 percent of the new hires 

contested the validity of a mismatch response – and only half of that number successfully 

contested the mismatch. 

The E-Verify photo tool allows employers to check the photo on the new hire’s DHS-issued 

identity document against nearly 15 million images stored in the E-Verify system. The tool has 

already helped identify several hundred cases of suspected document and identity fraud. 

USCIS, DHS, and the Social Security Administration (SSA) continue to seek ways to improve 

the system. Last Fall, E-Verify instituted a pre-mismatch typographical error check that allows 
18 

employers to review the information they entered into the system with employee documents. 

This update has reduced the number of mismatches by 30 percent. 

On May 5, 2008, the following enhancements were added to E-Verify: 

• An automated check against the USCIS naturalization databases for all U.S. citizen 

new hires, who have not yet updated their citizenship status with SSA. 

• A toll-free number enabling employees who receive a citizenship-related tentative 

non-confirmation to be able to call DHS directly to resolve their status. 

• Real-time arrival data to the E-Verify system. The addition of this data helps to 

eliminate current mismatches resulting from non-citizen arrival information awaiting 

data entry into the Interagency Border Inspection System (IBIS). 

USCIS intends to add passport data to the E-Verify initial check in September 2008, which will 

further reduce the number of citizenship-related mismatches issued by the system. The E-Verify 

Monitoring and Compliance Branch is beginning efforts to analyze usage of the system to help 

detect and deter potential discriminatory usage of the program. In addition, the program is 

finalizing a Memorandum of Agreement (MOA) with ICE that specifies the process for referring 

egregious violators of the program to ICE Worksite Enforcement. 

Also of note, E-Verify was recently designated as the system of choice for federal contractors to 

ensure that the Federal Government only works with companies that agree to verify the legality 

of their new hires and, further, that specific employees identified to perform contract services in 

the United States for the Federal Government are authorized to work. 

B. Upfront Processing (DORA) 

In 2007, the CISOMB recommended that USCIS either implement a version of the District 

Office Rapid Adjudication (DORA) pilot program nationwide or another program to give 

customers upfront and same-day processing. DORA, which began as a pilot in 2004, expired on 

September 21, 2007. In the 2008 report, the CISOMB notes that USCIS did not provide any 

analysis to his office that outlined the reasons for allowing the DORA program to expire. 

The DORA pilot program was designed to increase USCIS customer service, processing 

efficiency, and national security. As background, the DORA pilot was expanded pursuant to a 

Notice published in the Federal Register, 71 FR 55206, on September 21, 2006. The concept of 

DORA was championed by the CISOMB as a way to address complaints and concerns regarding 

the level and quality of customer service in USCIS local field offices. While USCIS agreed with 

the CISOMB that improved customer service is critical to the USCIS mission, analysis of the 

DORA pilot suggested that the protocols used under DORA had only a minimal impact on 

improving the delivery of quality service to USCIS customers in the participating field offices. 

In reaching the decision to recommend the cessation of the DORA pilot program, the 

headquarters Office of Field Operations reviewed the impact of the pilot program on: 1) 

customer service, 2) operational efficiency, and 3) enhanced national security. In addition, the 

Office of Field Operations compared the analysis of data from the DORA sites to similar data 

generated from USCIS field offices offering a “90-day” processing protocol. (90-day processing 

used the services of the National Benefits Center for front-end paperwork processing.) In 

summary, USCIS found that: 
19 

• Applicants often had to wait longer to file their paperwork after making an InfoPass 

appointment (since they were filing the paperwork in person rather than through direct 

mailing of the documentation). 

• The efficiencies USCIS gained by using the Lockbox concept of initial fee receipting 

were lost. 

• DORA protocols are not easily adaptable to filing surges. 

• DORA processing requires more non-officer administrative support at the local field 

office level. 

• Interviews were conducted without the adjudicator receiving the results of the FBI name 

check or fingerprint check results in advance or the individual’s A-file. 

For these reasons, USCIS elected to allow the DORA program to expire on September 21, 2007. 

C. K-3 Visa Family Reunification Process 

In the 2006 Annual Report, the CISOMB recommended that USCIS consolidate the petitions that 

a U.S. citizen must file on behalf of a foreign spouse in order to obtain a K-3 nonimmigrant visa. 

Current procedures require that a K-3 petitioner file the I-129F petition with a copy of the I-130 

receipt notice. This requirement has been in place since the K-3 regulations were enacted. In 

light of stakeholder concerns, USCIS recently reviewed the regulations to determine if there is 

leeway to permit concurrent filing of an I-129F with an I-130. A close reading of the regulations 

appears to permit the concurrent filing of the petitions for K-3 classification; however, the 

agency is still conferring on this issue. Provided this is permissible, concurrent filing of the I129F and I-130 petitions will require filing instruction changes and coordination with the 

Lockbox to revise the intake templates. USCIS will notify the CISOMB when a final 

determination has been made. 

D. Naturalization Ceremonies 

The CISOMB expresses concern that delays in swearing in approved naturalization candidates 

have occurred in districts where courts have claimed exclusive jurisdiction over scheduling and 

ceremonies. Although noting that these delays are beyond the control of USCIS, the CISOMB 

indicates that this situation will be monitored over the course of the next year, and asks USCIS to 

look at districts that have implemented more frequent court-sponsored ceremonies as models for 

improving the process. 

It is an important point that in USCIS districts where a Federal court has claimed exclusive 

jurisdiction, USCIS may supplement judicial ceremonies with administrative ceremonies only

with the court’s approval. Still, USCIS is committed to swearing in approved naturalization 

candidates with as little delay as possible. To that end, USCIS will remind districts operating 

under a court’s exclusive jurisdiction to reach out to the court in an attempt to schedule more 

frequent oath ceremonies if they are needed. USCIS will also review protocols at the agency’s 

larger districts where local management and the courts have forged good working relationships 

in order to share these best practices agency-wide. 
20 

E. Quality Assurance 

The Quality Management Branch under the Domestic Operations Directorate has established a 

Quality Advisory Group (QAG) within the past six months. This group is comprised of senior 

quality assurance personnel from headquarters and the field. The QAG will guide the Domestic 

Operations quality assurance program. The goals of the group include developing and 

implementing consistent quality management and reviews, and establishing training to provide 

uniform functional performance tools and understanding to staff at all levels. 

The QAG recognizes that quality depends in large measure on standardization. To this end, the 

QAG will concentrate on updating the Quality Handbook by the first quarter of FY09, 

standardizing duties for quality assurance personnel by the second quarter of FY09, 

implementing training in quality tools and techniques, and updating standard operating 

procedures by the fourth quarter of FY09.

IX. CONCLUSION

USCIS would like to thank the CISOMB for the analysis and evaluation of the agency’s 

processes and for the recommendations provided in the 2008 Annual Report. USCIS appreciates 

the CISOMB’s continued efforts to assist and improve the agency. USCIS has made notable 

achievements in the areas of national security, customer service, and operational efficiencies and 

looks forward to working with the CISOMB in the upcoming year to achieve further success. 
21 

X. ACRONYMS AND INITIALISMS

A

AAMVA-SAVE American Association of Motor Vehicle Administrators – Systematic

Alien Verification for Entitlements

ACSI American Customer Satisfaction Index 

APSS Asylum Pre-Screening System 

AR11 Aliens Change of Address System 

B

BCS Background Check System 

BSS Biometrics Storage System 

C

C3PO CLAIMS3 Program Optimization 

CBO Community-Based Organization 

CBP Customs and Border Protection 

CCD Consular Consolidated Database 

CCEO Call Center Enterprise Office 

CIANA Center for the Advancement and Integration of New Americans 

CIS Central Index System 

CISCOR Citizenship and Immigration Services Centralized Oracle Repository 

CISOMB CIS Ombudsman 

CLAIMS Computer-Linked Application Information Management System 

CMO Content Management Office 

COPO Council of Peoples Organization 

COTS Commercial off-the-shelf 

CRIS Customer Relationship Information System 

CRM Customer Relationship Management 

CRO Community Relations Officer 

CSOL Case Status Online 

CSR Customer Service Representative 

D

DDP Discrete Data Providers 

DHS Department of Homeland Security 

DOJ Department of Justice 

DOMO Domestic Operations Directorate 

DORA District Office Rapid Adjudication 

DOS Department of State 

E

EAD Employment Authorization Document 

EID ENFORCE Integrated Database 

EDMS Enterprise Document Management System 
22 

e-PAS Enterprise Performance Analysis System 

ESB Enterprise Service Bus 

F

FBI Federal Bureau of Investigation 

FDNS Fraud Detection and National Security 

FY Fiscal Year 

G

GAO Government Accountability Office 

H

HCT Human Capital and Training 

I

IBIS Interagency Border Inspection System 

ICE Immigration and Customs Enforcement 

ICSD Information and Customer Service Division 

IDENT Automated Biometric Identification System 

IEFA Immigration Examination Fee Accounts 

IIO Immigration Information Officer 

IPT Integrated Project Team 

ISRS Image Storage and Retrieval System 

IT Information Technology 

IVR Interactive Voice Response 

M

MOA Memorandum of Agreement 

N

NBC National Benefits Center 

NCSC National Customer Service Center 

NGO Non-Governmental Organization 

NIEM National Information Exchange Model 

NNCP National Name Check Program 

NRC National Records Center 

NSRV National Security and Records Verification 

O

OA Office of Administration 

OCC Office of the Chief Counsel 

OCFO Office of the Chief Financial Officer 

OCOMM Office of Communications 
23 

OEMS Office of Emergency Management and Safety 

OIT Office of Information Technology 

OMB Office of Management and Budget 

OP&S Office of Policy and Strategy 

ORS Office of Records Services 

OSI Office of Security and Integrity 

P

PCQS Person Centric Query Service 

POE Port of Entry 

Q

QA Quality Assurance 

QAG Quality Assurance Group 

R

RAIO Refugee, Asylum, and International Operations Directorate 

RAPS Refugee Asylum and Parole System 

RDF Records Digitization Facility 

RFE Request for Evidence 

RNACS Reengineered Naturalization Applications Casework Systems 

S

SAVE Systematic Alien Verification for Entitlements 

SCOPS Service Center Operations 

SEVIS Student Exchange Visitor Information System 

SIGMA Secure Integrated Government Mainframe Access 

SIIO Supervisory Immigration Information Officer 

SIMS Secure Information Management Service 

SMART Standard Management Analysis Reporting Tool 

SRMT Service Request Management Tool 

SSA Social Security Administration 

T

TPO Transformation Program Office 

U

USCIS U.S. Citizenship and Immigration Services

W

WTC Western Telephone Center