1

FY2015PerformanceAccountabilityReportAttorneyGeneral,Officeofthe

INTRODUCTIONThePerformanceAccountabilityReport(PAR)measureseachagency’sperformanceforthefiscalyearagainsttheagency’sperformanceplanandincludesmajoraccomplishments,updatesoninitiatives’progressandkeyperformanceindicators(KPIs).MISSIONTheOfficeoftheAttorneyGeneral(OAG)istheChiefLegalOfficeoftheDistrictofColumbia.OAG’smissionistoprovidetheDistrictgovernmentwiththehighestleveloflegaladviceandservice,andtodefendandprotecttheDistrict’sinterestincourt.Inaddition,theOAGischargedwithenforcingthelawsoftheDistrictanddoingsoinamannerthatisinthepublic’sinterest.SUMMARYOFSERVICESOAGischargedwithconductingtheDistrict’s legalbusiness.OAGrepresentstheDistrict invirtuallyall civil litigation, prosecutes certain criminal offenses on the District’s behalf, and represents theDistrictinavarietyofadministrativehearingsandotherproceedings.OAGreviewslanddispositionsfor legal sufficiency toensure the legal soundnessof the government’s actions, provides legal andlitigationsupportinprocurement,taxandfinance,bankruptcy,landuseandpublicworks.OAGalsotakeslegalactiontoprotectchildren,seniors,developmentallydisabledadultsandothervulnerablepopulations and promotes the public interest for consumers and taxpayers. In addition, OAG isresponsibleforadvisingtheExecutiveOfficeoftheMayor,theD.C.Council,theD.C.Courts,variousBoardsandCommissions,and reviewing legislationand regulations. All told, theAttorneyGeneralsupervises the legal work of about 277.5 attorneys and an additional 314.9administrative/professionalstaff.OVERVIEW–AGENCYPERFORMANCEThefollowingsectionprovidesasummaryofOAG’sperformanceinFY2015bylistingOAG’stopthreeaccomplishments,andasummaryofitsprogressachievingitsinitiativesandprogressonkeyperformanceindicators.TOPTHREEACCOMPLISHMENTSThetopthreeaccomplishmentsofOAGinFY2015areasfollows:

• Effectuatingthevoters’decisionofanelectedchieflegalofficerfortheDistrictbystandingupanindependentOfficeoftheAttorneyGeneraltoconductthecity’slawbusinessandprovideindependentandobjectivelegaladvicetoDistrictagencies,theMayor,andtheCounciloftheDistrictofColumbia,establishinganewlyoutward-facingroleforOAGwitharobustcommunity-outreachprogram,andworkingcollaborativelyonmultipleissueswithotherDistrictgovernmentofficialsandagencies.

2

• $104.9millioninrecoveriesfortheDistrictthroughmultiplesettlementsandjudgments

(including$21.5millionfromtheStandard&Poor’ssettlement,$72millionincompensationforbacktaxesfromonlinetravelcompanies,and$9.1millioninafalse-claimslawsuitagainstafood-servicecompanythatcontractedwithD.C.PublicSchools).

• MajorreformstotheDistrict’sjuvenile-justicesystem,includingasix-foldincreaseintherateatwhichwedivertlow-riskyouthtoprogramsdesignedtoprovidethemthewraparoundsupportandservicestheyneedtoavoidre-offending;(87%ofyouthwhohavecompletedtheseprogramshavenotbeenrearrested);endingtheblanketpracticeofshacklingjuveniledefenders;andpilotingarestorativejuvenilejusticemodelinD.C.PublicSchoolstoreducetheschooltoprisonpipeline.

SUMMARYOFPROGRESSTOWARDCOMPLETINGFY2015INITIATIVESANDPROGRESSONKEYPERFORMANCEINDICATORSTable1(seebelow)showstheoverallprogresstheOAGmadeoncompletingitsinitiatives,andhowoverallprogressisbeingmadeonachievingtheagency’sobjectives,asmeasuredbytheirkeyperformanceindicators.

24

15

4

8

2

3

8

0 5 10 15 20 25 30 35

RatedIniQaQves

RatedKeyPerformanceIndicators

MeasuresNotRated

Table1:TotalAgencyMeasuresandIniQaQves,ByCategory

FullyAchieved

ParQallyAchieved

NotAchieved

DataNotAvailable

WorkloadMeasures

BaselineMeasures

3

InFY2015,OAGfullyachievedeightypercentofitsratedinitiativesnearlysixtypercentofitsratedkeyperformanceindicators.Table1providesabreakdownofthetotalnumberofperformancemetricsOAGuses,includingkeyperformanceindicatorsandworkloadmeasures,initiatives,andwhetherornotsomeofthoseitemswereachieved,partiallyachievedornotachieved.Chart1displaystheoverallprogressbeingmadeonachievingOAGobjectives,asmeasuredbytheirratedkeyperformanceindicators.Pleasenotethatchart2containsonlyratedperformancemeasures.Ratedperformancemeasuresdonotincludemeasureswheredataisnotavailable,workloadmeasuresorbaselinemeasures.Chart2displaystheoverallprogressOAGmadeoncompletingitsinitiatives,bylevelofachievement.ThenextsectionsprovidegreaterdetailonthespecificmetricsandinitiativesforOAGinFY2015.PERFORMANCEINITIATIVES–ASSESSMENTDETAILSAgencyManagementOBJECTIVE1:TheobjectiveoftheAgencyManagementDivisionistoguideandsupportthelegaldivisionsoftheoffice.

INITIATIVE1.1: Ensure that litigating divisions receive regular oversight and guidance onhigh-profilematters that could potentially affect the District of Columbia Government orcityresidentsfiscally,politically,orfromapolicystandpoint,followingtheagencycounseltransition.To improve the likelihood of a favorable outcome in high-profile matters, the ImmediateOfficewillmaintainregularcommunicationwiththelitigatingdivisionsoftheOAGtodiscussany high-profile matters that may impact the District of Columbia Government and itsresidents and devise strategies to ensure a successful outcome or mitigate risk. This iscoordinated, inpart, afterOctober1,2014whenagencycounselreporttotheirrespectiveagencies, by establishing new litigation support relationships, by working closely with thenewlycreatedMayor’sOfficeofLegalCounselandbypreparingforthefirstelectedAttorneyGeneralinamannerthatallowshe/shetoassumetheseresponsibilitieswithoutdisruption.Completiondate:September30,2015.

58%31%

11%

Chart1:TotalRatedAgencyKeyPerformanceMeasures,byAchievement

Level

FullyAchievedParQallyAchievedNotAchieved

80%

13%7%

Chart2:TotalAgencyIniQaQves,byAchievementLevel

FullyAchieved ParQallyAchieved

NotAchieved

4

PerformanceAssessmentKey:FullyAchieved. The ImmediateOfficemetwithanddirectlysupervisedlitigatingdivisionsbi-weeklyormoreoftenasneededonhigh-profilemattersandcritical cases and was therefore fully engaged on the status of matters having a potentialimpactontheresidentsoftheDistrictandthemunicipalgovernment.INITIATIVE1.2: Implementa logsystemcapturingthetypesofcommunicationsreceivedthroughtheInternetQuorum.Constituentssenddailye-mailinquiriestotheAttorneyGeneralthatfallwithinthepurviewofanotheragency.AfteragencycounselsweretransferredtotheirassignedagenciesinFY15,theCustomerServiceUnitwillreviewandcategorizealle-mailsinordertoproperlyroutethee-mailinquiries.ThisinformationwillenabletheCustomerServiceUnittotimelydisseminatee-mailstoappropriateOAGdivisionsandotheragencies.Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved.TheCustomerServiceUnitmetandexceededthis initiative. IneveryquarterofFY2015,CustomerServicedeliveredmailtothe intendedrecipient on the sameday itwas received. The average number ofmailingsOAG receivedeachmonthexceeded100.

INITIATIVE1.3:Providetrainingtoinvestigatorsonserviceofprocessinspecializedsubjectmatter.In FY 15,OAGwill have a larger role in preventing truancy in theDistrict of Columbia. Toincrease the likelihood of success at trial, the Investigations Section will ensure that allinvestigators receive trainingontheserviceofprocess inspecializedsubjectmattersuchastruancy. Thetrainingwill includeinformationonthelimitsoftheirauthorityandtheuseofinformationtechnologyandothertoolstoincreasethelikelihoodof locatingawitness. Thesuccessoftheinitiativewillbemeasuredbythenumberofsuccessfulservices. Completiondate:September30,2015.

Performance Assessment Key: Fully Achieved. In FY 2015, OAG’s investigators served anaverage of 300 summonses and subpoenas eachmonthwith a success rate of better than90%. OAG’s investigators all received training, which enhanced their use of informationtechnology and creative and alternative services techniques. This contributed to theinvestigators’ high percentage of successful services, thereby enabling attorneys to betterperformtheirlegalfunctions.

KEYPERFORMANCEINDICATORS–AgencyManagement

5

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofcase/matterreviewmeetingswithseniorstaff

83 12 48 400%OfficeofAttorneyGeneral

%ageofUSMailprocessedwithinonebusinessday

100 93 100% 100%SupportServicesDivision

ChildSupportServicesDivisionOBJECTIVE1:ProvidechildsupportservicestoenhancethelivesofallDistrictchildren.

INITIATIVE1.1:ImplementChildSupportLienNetworkinFY2015.CSSDwillimplementaprogramdesignedtoincreasecollectionsbypartneringwiththeChildSupportLienNetworksothatitcancollectchildsupportpaymentsoncaseswitharrearsfrominsurance andworker’s compensation settlements.Over 30 states are part of the networkalready and have been successful in collecting child support through putting liens onsettlements. For this project to launch CSSD will write policy and procedures, publishregulations in theD.C.Register,determine theappealsprocess, submit liens toRecorderofDeeds, and finalize the contract with the Child Support Lien Network. Completion date:March3,2015.Performance Assessment Key: Partially Achieved. The regulation governing the programwaspublishedintheD.C.Registerfirst;aNoticeofProposedRulemakingwaspublishedintheMarch 27, 2015 D.C. Register. Changes were made to the rule, and a second Notice ofProposedRulemakingwaspublished in the June19, 2015D.C. Register. The final rulewaspublishedintheAugust7,2015D.C.Register.TheruleoutlinestheactionsCSSDwilltaketointercept insurance settlements to pay child support arrearages and what the rights andresponsibilitiesofthenon-custodialparentsare.Inaddition,theChildSupportLienNetworkwasengaged,theRecorderofDeedswascontactedsothatlienscouldbeuploadedoncetheprogramislaunched,thepolicywasdrafted,andthememorandumofunderstandingwiththeOffice of Administrative Hearings was updated. Final steps before the program can belaunched are finalizing the policy and updating CSSD’s automated systemwith new codes.TheWageWithholdingUnit is reviewing thepolicyandwillprovide feedbackby theendofDecember, 2015. The information technologymanager will determine when to install theupdatedactioncodesintoCSSD’sautomatedsystembyJanuary31,2016.

6

INITIATIVE1.2:PartnerwiththeEconomicSecurityAdministrationtostreamlinechildsupportinformationgatheringprocessforTANFrecipients.CSSD partners closely with the Economic Security Administration (ESA), the agency thatadministers theTemporaryAssistancetoNeedyFamilies (TANF)program.AsaconditionofreceivingTANFbenefits,theapplicantmustagreetocooperatewiththechildsupportagencyin establishing paternity and a child support order. Part of this cooperation is providingpertinent information during the TANF application process including but not limited to thelocation of the non-custodial parent. Often CSSD cannot proceed in child support caseswithout this critical information that only the TANF applicant can provide. As part of thisinitiative,CSSDwillworkwithESAtostreamlinetheinformationgatheringprocessforTANFrecipientsandensurethateverythingneededtoprocess thechildsupportcase iscollected.CSSD and ESA will work together to add missing questions to the paper and onlineapplications. As a result of this initiative CSSD hopes to obtain accurate information in atimelymannerandimprovetheexperienceforthecustomer. Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved. ThisinitiativewasfullyachievedinFY2015.ChildsupportquestionsarenowincludedaspartofESA’sstreamlinedcombinedapplication.Theagenciesareworking together toensure the child supportportionof theapplication iscorrectlyfilledoutandtheinformationistransmittedtoCSSD.AdditionaltrainingtoESAstaffwillbeneededinFiscalYear2016alongwithcarefulmonitoringoftheprocess. INITIATIVE1.3:ChildSupportServicesDivisionwillhosta“FatherhoodandFamilyStrengthening”conference.CSSD will coordinate with local sister agencies, local community based organizations, andfatherhoodorganizationstohosta“FatherhoodandFamilyStrengthening”conference.Theseorganizations will provide education for fathers on their legal rights and responsibilities aswell as provide information on services that will assist families in becoming more self-sufficient.CSSDwillalsoofferfreegenetictestingforthoseinattendancewithchildrenbornandresidingintheDistrictofColumbia.CSSDwillmakethiseventbothfunandeducationalfor families. Thiseventwill assist theagency in improving communicationand cooperationwithnon-custodialparentsandwillultimately improvepaternity,childsupport,andmedicalsupportordersforthechildrenintheDistrictofColumbia.Completiondate:September30,2015.

PerformanceAssessmentKey:NotAchieved. CSSDwasunabletoachievethisinitiativedueto logistical requirements associatedwith securing a venue, procurement efforts, initiatingmemorandaofunderstanding,andmulti-agencycoordination.Inanefforttoeffectuatebestpractices, this type of initiative is most effective when executed in the spring or summermonths.However,inAugust2015,CSSDhadrobustChildSupportAwarenessMonthevents,promotingeducationtocustomersthroughoutthecommunity,includingfathers.

7

KEYPERFORMANCEINDICATORS—ChildSupportServicesDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofnon-custodialparentsenrolledinemploymentservicesprogram

55 60 119 198%ChildSupportServices

Numberofparentsnewlyregisteredtoaccesstheironlinepaymenthistories

508 1625 1,896 116.6%ChildSupportServices

Numberofchildsupportordersestablished.

814 1900 2,159 113.6%ChildSupportServices

CivilLitigationDivisionOBJECTIVE1:DefendtheDistrictofColumbia,itsagencies,andemployeesincivilactions.

Initiative1.1:Implementanewprotocolforcaseassignments.During FY 2015, the Civil Litigation Division (CLD) will implement a new protocol for caseassignments that identifies specific case related tasks to be performed by Section Chiefs,AssistantAttorneysGeneralandCLDparalegals.TheinitiativeisdesignedtoensureclearlinesofresponsibilityinordertohandletheDistrict’slitigationmoreeffectivelyandefficiently.ThenewassignmentsystemwillbeoverseenbytheSectionChiefsunder thesupervisionof theDeputyandAssistantDeputy.Thenewassignmentsystemalsowillprovideforfeedbackonthe assigned tasks to encourage better communication among all case team members toensure the successful defense of the District, its agencies and employees in CLDlitigation.ThisInitiativewillbesuccessfulif,duringeachquarter,80%oftheCLDcasesopeninthatquarter,whicharenotresolvedbymotionstodismiss,havebeenincludedinthenewcaseassignmentprotocol.Completiondate:September30,2015.

8

PerformanceAssessmentKey:PartiallyAchieved. TheAssistantDeputyoftheCivilLitigationDivision(CLD)chairedaworkinggroupofchiefs,trialattorneys,andparalegalstoreviewanddevelop uniform case assignment procedures and related litigation support tasks as casesprogressed from the answer stage to trial. The committee developed, and the divisionissued,aformalprotocolthatgovernsthecaseassignmenttasksforthelitigationteamsonacase.Theteamincludesthesectionchief,lineattorney,andparalegal.Thepolicyfocusesoncoretasksforlitigationsupport,includingbutnotlimitedtoissuanceoflitigationholdletters;requesting,ifapplicable,the12-309noticefilesfromtheOfficeofRiskManagement(ORM);and discovery.The policy sets forth procedures under which the chief and trial attorneywouldremainresponsibleforboththefinishedproductofalitigationtaskandassessingthequality of litigation support provided by the paralegal to the trial attorney in a case. Thepolicyalsosetsforthaprocessinwhichassignmentsprovidedbythetrialcounselonacasewouldbe reviewedby the trial counseland sectionchief todeterminewhether therewereany issueswith litigation support within the trial team. The policy has been issued to theentire division.However, the performance assessment is graded as “partially achieved”becausethepolicywasimplementedinconsistentlyindifferentsectionsofthedivision. Initiative1.2:ImplementcreationofadatabaseforcollectionofsampleverdictformsandjuryinstructionsintheSuperiorCourtandtheDistrictCourtfortheDistrictofColumbia.DuringFY2015, theCivil LitigationDivision (CLD)will implement the creationof adatabasethatincludesverdictformsusedinCLDcasesandjuryinstructionsfrequentlyusedinitscases.Thedatabasewillbecodedbyissueandsearchable.ThisinitiativewillimprovetheabilityofCLD attorneys to construct appropriate verdict forms and to prepare appropriate juryinstructions that previously may have been approved or used by a court on the sameissues.Theinitiativewillbesuccessfulif,duringeachquarterofFY2015,60%ofCLD’sverdictformsandjuryinstructionsusedinthatquarterandselectedforinclusionhavebeenaddedtothedatabase.Completiondate:September30,2015.PerformanceAssessment Key: PartiallyAchieved. CLD created a database thatwill allowjury instructions and verdict forms in cases. However, because of the risk of error in trialcounselusing the formswithout regard toa judge’s instructionor the factsof thecase,wedecidedthat thedatabaseoptionwasnotappropriate.Althoughsamplesareavailable forsimplereference,wedecidedthattrialcounselshouldgothroughtheexerciseineachcaseofdrafting separate verdict forms and jury instructions for each case. Standard juryinstructionsareavailableelectronicallytostaffonOAG’sshareddrive.

Initiative1.3:Implementapolicyforuniformandconsistentcourtfilings.DuringFY2015, theCivil LitigationDivision (CLD)will implementapolicy foruniformityandconsistency of all CLD judicial filings including case citations, grammar, word usage andadherence to court rules, ethics standards and office policy relating to court filings. Thisinitiative will assist CLD attorneys and paralegals in preparing and submitting polished,professionalandpersuasivejudicialfilingsthatservetheinterestsoftheDistrict,itsagenciesand employees. The initiative will be successful if, during the first quarter of 2015, CLDcreatesandcirculatestoattorneysandparalegalsamanualfor judicial filings,andobtainsa

9

signedacknowledgementformofreceiptandreviewofthemanualby90%ofattorneysandparalegalsbythefinalquarter.Completiondate:September30,2015.

PerformanceAssessmentKey:FullyAchieved. InDecember2014, theAssistantDeputy forCLD finalized the Civil Litigation Division’s style manual. The prior Attorney Generalapproved themanual foruse inCLD. Thismanualestablishes thepolicyof thedivision forbriefing, case citations, grammar, word usage, and adherence to court requirements forfilings,officepoliciesandethicsrequirements. Thismanualwasdistributedbye-mailtoallstaff(100%distribution)andhasbeenpostedonthedivision’sshareddrive.Becauseoftheelectronicdistributionandpostingona shareddrive,wedecided that itwas impractical todistributehardcopiesofthelengthymanualandobtainsignedreceiptsfromstaff.

KEYPERFORMANCEINDICATORS–CivilLitigationDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofcivillitigationclosedcases

446 375 499 133% Litigation

CommercialDivisionOBJECTIVE1:Providelegaladviceandlitigationsupportintheareasoftaxcollection,realpropertyandothercommercialtransactions,economicdevelopment,andmunicipalfinance.

INITIATIVE1.1:TheCommercialDivisionwillinstitutepracticestocondensepre-trialnegotiations,andotherdiscoverytotimelyinformclient-agencyOfficeofTaxandRevenueoftheparticularsofacasescheduledfortrial.DuringFY2015,theCommercialDivisionwillrequirerealpropertytaxassessmentPetitionerstorespondwithin30daystoaDistrictoffertoresolveapendingmatteror,immediatelyupontheexpirationofthe30-dayperiodwithinwhicharesponsetoaDistrictofferisdue,agreetospecificdatestopreparethecasefortrial.Also,followingeachcourtorderthatschedulesacase for trial, the Commercial Divisionwill systematically complete a Rule 34 property siteinspection, Rule 30(b)(6) depositions, and other discovery in order to apprise client-agencyOfficeofTax&Revenueoftheparticularsofeachcasethatisschedulefortrial.Thisinitiative

10

wouldbeconsideredsuccessfulifwithin60daysofacase’scourt-orderedmediationsessionmorethan80%ofallsuchcasesareeitherresolvedinprincipleorscheduledfortrial.Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved. PriortotheSeptember30deadline,theTaxandFinanceSectionfullyachieveditsgoaltorequirePetitionerstorespondwithin30daystoaDistrictoffertoresolveeachpendingmatterandeitherresolved-in-principleeachsuchcaseor,within60daysof therespectivecase’scourt-orderedmediationsession,scheduledsuchcase for Rule 34 property site inspection, Rule 30(b)(6) depositions, and other discovery inpreparationfortrial.INITIATIVE1.2:TheCommercialDivisionwillcompleteitsreviewoftheOfficeofPlanning’sfinalrevisionstoZoningRegulations.DuringFY2015theCommercialDivisionwillcompletereviewofthefinalrevisionstoZoningRegulationsinordertopermittheZoningCommissiontotakeproposedactiontoadoptanewTitle11DCMR.Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved.PriortotheSeptember30deadline,theLandUse and PublicWorks Section reviewed the proposed revisions to the Zoning Regulations,provided extensive comments to the Office of Planning and the Office of Zoning, andrespondedtoallrequestsforlegalguidance.TheZoningCommissiontookproposedactiontoadoptthenewtextonDecember11,2014,whichisthedeadlineitestablishedforthatactiontobeconsidered.INITIATIVE 1.3: The Commercial Divisionwill facilitate at least three bankruptcy trainingsessionsforthoseclientagencieswiththelargestnumberofbankruptcyissues.During FY 2015, the Commercial Division will facilitate at least three bankruptcy trainingsessions at client agency headquarters – one for theOffice of Tax& Revenue, one for theDepartmentofEmploymentServices,andonefortheDepartmentofConsumer&RegulatoryAffairs.Astimeandresourcespermit,additionaltrainingsessionsmaybeprovidedforotherclientagencieswithbankruptcy-relatedissues.CompletionDate:September30,2015.

Performance Assessment Key: Partially Achieved. Due to the press of bankruptcy courtfilings and other Sectionmatters, the LandAcquisition andBankruptcy Sectionwas able topresent only one client agency training session at the client agency headquarters; anothertraining session was facilitated at OAG headquarters at which numerous client agencyattorneyswereinattendance.

11

KEYPERFORMANCEINDICATORS—CommercialDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

%ofLegalSufficiencyreviewsperformedbyLandUseandPublicWorksSectioncompletedtimely

82.69% 89% 59.8% 67%CommercialDivision

%ofRealEstateTransactionsSectiontransactionaldocumentspreparedand/orreviewedforlegalsufficiencywithin60days

97.77% 96.25% 96% 99.7%CommercialDivision

%oflitigationsuccessbytheLandAcquisitionandBankruptcySection

96.43% 96% 93.5% 97.4% CommercialDivision

%ofProcurementSectionnon-emergencyprocurementreviewscompletedwithin60days

95.45% 96% 93.5% 97.4% CommercialDivision

12

FamilyServicesDivisionOBJECTIVE1: Reduce the risk of harm and protect the rights of: children at risk for abuse andneglect;domesticviolencevictims;andincapacitatedadultswhoarebeingabusedorwhoareself-neglecting.

INITIATIVE1.1:ExpandawarenessoftheErvinActandthecivilcommitmentprocessforindividualswithmentalillness.The Family Services Division Mental Health Section will begin an initiative to expandawareness within the Family Services Division regarding the Ervin Act and the civilcommitmentprocess,forindividualswhoarereceivingservicesinanothersection,andareinneed ofmental health services. The objective is to foster collaborationwithin theDivisionwhenquestionsand/orissuesariseinadomesticviolence(DV)oraChildandFamilyServicesAgency (CFSA) case, regarding the Ervin Act, and those individualswhomay be in need ofmentalhealthtreatment/services.Specificallyaddressingbestlegalpracticetotransitionandconnect the individuals in DV or CFSA’s care, that are in need of mental health services,whetherornotthoseservicesareadministeredvoluntarilyorinvoluntarily,totheappropriateDepartment of Behavioral Health facility. TheMental Health Section will hold educationaltrainings for other Family Services sections, and the section will continue to holdtrainings/forumsforcommunitybasedorganizations,areahospitals,andtheVA, inordertoeducate the organization’s staff, and the public on the Ervin Act, the civil commitmentprocess,andhowtoobtainmentalhealthtreatmentforindividualswhomaywantvoluntarytreatment,aswellasthoseindividualsthatrefusesuchtreatmentandmaybeatriskofinjurytoselforothersduetotheirmentalillness.CompletionDate:September30,2015.PerformanceAssessmentKey:FullyAchieved.TheFamilyServicesDivision’sMentalHealthSection(MHS)conductedtrainingsforOAGsectionsontheErvinActandthecivilcommitmentprocessforindividualswhoarereceivingservicesinanothersection,andareinneedofmentalhealthservices.MHShasalsocollaboratedwiththeDVandChildProtectionSectionsoncases,andexchangedinformationandobtainedandsharedwitnessestolitigatementalhealth,domesticviolence,andchildprotectioncases.InadditiontoconductingeducationaltrainingsforotherFamilyServicessections,thesectionconductedtrainings/forumsforcommunity-basedorganizations,atanAdvisoryNeighborhoodCommission(ANC)meeting,atachurch,atacommunitycenterinBarryFarm,atareahospitals,andfortheVeteransAdministration.Thetrainingshelpededucatetheseorganizations’staffmemberaswellasthepublicontheErvinAct,thecivilcommitmentprocess,andhowtoobtainmentalhealthtreatmentforindividualswhomaywantvoluntarytreatmentaswellasthoseindividualswhorefusesuchtreatmentandmaybeatriskofinjurytoselforothersduetotheirmentalillness.MHSalsoservedonthepanelforaguardianshipforumsponsoredbytheOfficeonAging.INITIATIVE1.2:IncreaseawarenessofCommunityPaperingProcessandprovidetraining.DuringFY2015, theFamilyServicesDivision’sChildProtectionSection (CPS)willcollaboratewith the DC Child and Family Services Agency’s (CFSA) to reduce the number of childrenplaced in foster care by increasing awareness and training on the community papering

13

process.CommunitypaperingallowsCFSAtoinitiatecourtproceedingsforabuseandneglectcaseswhileallowingthechild(ren) toremain in thehomewiththeirparent/caretaker. Thisprocesspreventsplacementof children in foster carewhileallowingcourt interventionandoversight to resolve abuse and neglect issues. The initiative will be considered successfulupon CPS achieving a 10% increase in community papering cases. Completion Date:September30,2015.

PerformanceAssessmentKey:FullyAchieved.InFY14,CPSassistedwithpetitioning48communitypaperingcases.InFY15,CPSassistedwithpetitioning72communitypaperingcases.Thiswasanincreaseof50%.

INITIATIVE 1.3: Expand enforcement of technical provisions of civil protection orders tocombatrecidivism.During FY 2015, the Family Services Division’s Domestic Violence Section will work incooperationwithD.C.SuperiorCourt, theCourtServicesandOffendersSupervisionAgency,and theUnited StatesAttorney’sOffice to expand vigorous enforcement of the “technical”provisionsof civil protectionorders indomestic violence, sexual assault, and stalking cases,thatrequireoffenderstoenrollinandcompletevariousprogramstoreducethepossibilityofrecidivism. In order for this initiative to be successful, the Domestic Violence Section willmonitorallorderstoshowcauseforoffendercomplianceandpursueprosecutionin100%ofcasesinwhichoffendersfailtocompletetherequiredprograms.CompletionDate:September30,2015.

PerformanceAssessmentKey:FullyAchieved.TheDomesticViolenceSectionaccomplishedthisinitiativebyreceivingallorderstoshowcausefromthecourtandpursuingprosecutioninallcasesinwhichtherespondentfailedtocomeintocompliancetothecourt’ssatisfaction.

KEYPERFORMANCEINDICATORS—FamilyServicesDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

%offavorableresolutioninallcaseswhichreachadjudicationinthedivision.

95.21% 96% 94.75%

98%FamilyServicesDivision

%ofchildrenwhosefirstpermanency

95.96% 93% 92.5% 99%FamilyServicesDivision

14

hearingisheldwithin12monthsofthechild’sentryintofostercare.

%ofcasesfiledforterminationofparentalrightbytheChildProtectionSectionswithin45daysofthechild’sgoalbecomingadoption.

100% 92.5% 95% 103%FamilyServicesDivision

LegalCounselDivisionOBJECTIVE1:ProvidelegalresearchandadvicefortheExecutiveOfficeoftheMayor,OfficeoftheAttorneyGeneral,clientagencies,andoccasionallytheCounciloftheDistrictofColumbia.

INITIATIVE1.1:Improvegovernmentefficiencyandresponsivenessbyprovidingtrainingtoattorneysdirectlyinvolvedwithlegislativedrafting.Withoutpropertraining,draftinglegislationcanbedifficulttoaccomplishcorrectlyinatimelymanner.InFY2015theLegalCounselDivisionwilluseitssignificantexpertiseandexperiencein drafting legislation to conduct at least two agency-wide training sessions on legislativedrafting. These sessionswill examine themechanics of legislative drafting, the process forobtainingappropriate reviewandapprovalofdraft legislation,and theprocess forenactinglegislation.Thetrainingwilladdressthedifferenttypesoflegislationandthevariouspurposeof each one. The sessions will also explain themost significant issues andmost commonerrorsinlegislativedrafting.Thisinitiativewillbeconsideredsuccessfulif,bytheendofthefiscalyear,40attorneyshavecompletedthetraining.Completiondate:September30,2015.PerformanceAssessment Key: Fully Achieved.During FY 2015, an attorney from the LegalCounsel Division conducted two training sessions on drafting legislation for the Office ofAttorney General and agency counsel. The openings for the training session filledimmediately, and the attorney leading the trainingwas asked to offer a second session toaccommodate the interest in the training. The training lasted threehours and includedanoverviewofhowlegislationisenacted,whereauthorityforlegislationcanbefound,thenutsandboltsofhowtodraft legislation that is freestandingor thatamendsexisting laws,andsignificantlegalissuesorconcernsregardingdraftinglegislation.

15

INITIATIVE 1.2: Issue quarterly briefing papers to agency general counsel andrepresentativesoftheExecutiveOfficeoftheMayoronrecurringortopicallegalissues.Certain issuesarise regularly in legislationand rulemakingproposals submitted to theLegalCounselDivisionforreview,e.g.,whetheralaworrulemakingcanapplyretroactively.Otherissues arise because attorneys outside of the Legal Counsel Division are not familiar withcertain laws and their application to the District (e.g., under the Anti-Deficiency Act, theDistrictmaynotindemnifyotherpartiesunlessCongresshasprovidedspecialauthoritytodoso).Inaddition,therearecurrentlegaltopicsthatmaybeimportantorofinteresttoothersin government (e.g., the application of various federal privacy laws to the Districtgovernment).InFY2015theLegalCounselDivisionwillissuefourbrief(generallytwo-page)memorandaaddressinglegalissuesofinteresttolawyersintheDistrictgovernmentandtheirclients. This initiative will be considered successful if, by the end of the fiscal year, fourmemorandaarepreparedanddistributed.Completiondate:September30,2015.

Performance Assessment Key: Fully Achieved. The Legal Counsel Division has providednumerousmemoranda toDistrict government agencies, the ExecutiveOffice of theMayor,and theMayor’s Office of Legal Counsel on a wide variety of legal issues, including topicslistedintheinitiative,e.g.,theAnti-DeficiencyActandretroactivityoflawsandregulations.Inaddition, the Legal Counsel Division has offered formal and informal training and informallegal advice to agency counsel on a number of topics of interest to lawyers in the Districtgovernmentandtheirclients.TheLegalCounselDivisionfullyachievedthisinitiative.INITIATIVE1.3: Assist in the implementationof revisedCertifiedBusinessEnterprise lawsandregulations.Legislation to improve employment opportunities for District residents by revising andmodernizing the District’s Certified Business Enterprise laws has been enacted and awaitsfiscal impact certification. The Legal Counsel Division will support this effort by providingdraftingandresearchassistanceforthecomprehensiveimplementingregulationsthatwillbeneededforthisnewlegislation.TheLegalCounselDivisionwillalsoprovideexpeditedreviewforanyemergencyorproposedrulemakingsthatthenewlegislationrequires.This initiativewill be considered successfulwhen all of the first year statutory requirements that can beimplementedbyrulemakingarecompleted.Completiondate:September30,2015.

PerformanceAssessmentKey:Fullyachieved.Inthesummerof2013,aMayoraltaskforceprepared a series of recommended revisions to District law concerning certified businessenterprise. The Legal CounselDivision converted those proposals into legislative form, theCounciladoptedthemwithsomemodifications,andthelegislation–theSmallandCertifiedBusinessEnterpriseDevelopmentandAssistanceActof2014–becameapplicableonOctober1,2014. Duringthis fiscalyear, theLegalCounselDivisionprovided legaladvice,alongwithneededdraftingassistance,asagenciesworkedto implement thenew law. Wereviewedarulemaking designed to conform existing regulations to both the new law and theProcurementPracticesReformActof2010.Inaddition,theLegalCounselDivisionreviewedthree distinct pieces of legislation designed to fine-tune the new law, including a Budget

16

Support Act provision to expand access to the Department of Small and Local BusinessDevelopmentMicroLoanFund.

KEYPERFORMANCEINDICATORS–LegalCounselDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofrulemakingprojectscompletedforclientagencies.

30 40 40

100%LegalCounselDivision

%writtenassignmentscompletedbydeadlinegivenbyclientagency,or30daysifnodeadlinegiven.

99.45% 99% 99% 100%LegalCounselDivision

#ofANClegalquestionsaddressed

14 16 46 287.5%LegalCounselDivision

OfficeoftheSolicitorGeneralOBJECTIVE1: Provide affirmative and defensive appellate litigation services for the District ofColumbiagovernment.

INITIATIVE1.1:ProvidingMootCourtCapacityforTrialDivisions.TheOfficeoftheSolicitorGeneralincludesmanyhighlyexperiencedandskilledattorneyswhoareusedtorigorousmootcourts.Theirexperienceandskillmakethemnaturalcandidatesforprovidingmoot courts for attorneys from the greaterOffice of the AttorneyGeneralwhenimportanttrialcourtargumentsapproach.OfficeoftheSolicitorGeneralmanagerswillalerttrial-divisionmanagers to theavailabilityofourattorneys tohelpwithmootcourts,both inmattersdirectlyrelatedtoappellatelitigationandinmattersonlyindirectlyrelated.Doingsowill lead to improved performance by all attorneys, and help the Office of the SolicitorGeneralbypromotinggoodtrialwork,whichmakesdecisionseasiertodefendonappeal,andthereby increaseour%ageof favorable resolution indefensiveappeals cases. The initiative

17

will be successful ifOfficeof the SolicitorGeneral attorneysparticipate in at least five trialcourtmootcourtswithinthemeasurementperiod.Completiondate:September30,2015.

Performance Assessment Key: Partially Achieved.Although Office of the Solicitor General(OSG) attorneys did not participate in the number ofmoot courts for trial courts thatwashoped, that was largely because of factors that OSG cannot control: the number of trialdivisionmootcourtswaslowerthanexpected,andsothenumberofrequestsforattorneystoparticipate in such moot courts was lower than expected. Thus, instead of assisting trialdivisionattorneysspecificallythroughmootcourts,OSGattorneysdidsothroughmanyothermeans,includingnumerousinstanceswhenOSGattorneyssatdowndirectlywithtrial-divisionattorneys to prepare them for court appearances without the formal trappings of mootcourts.INITIATIVE1.2:BuildingLegislativeHistoryDatabase.Attorneys in theOfficeof theSolicitorGeneral andelsewhere in theOfficeof theAttorneyGeneral frequently have need of legislative history for key statutes, but there is no centralcomputer file thathas it compiled.Buildingsucha file,andmaking itaccessible forusonashared drive, should make our work more efficient, and thereby increase our %age offavorableresolutionindefensiveappealscases.Theinitiativewillbesuccessfulifthedatabasehas legislative history for at least eight different statutory schemes by the end of themeasurementperiod.Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved. OSG’sshareddrivehas legislativehistoryonwell more than the goal of eight legislative history folders. Quick access to the legislativehistoryof important acts like theHomeRuleAct and theAdministrativeProcedureActhasprovenveryusefulinmanycases.INITIATIVE1.3:Bi-YearlyAll-HandsMeeting.Attorneys in theOffice of the Solicitor General typicallywork on projects one-on-onewiththeir supervisors, and therearenot a lotofopportunities to get together as anoffice.Ourattorneysshouldmeetasawholegroupinthefallandspringtobringeveryoneuptodateonmajor projects in the office, new hires/departures (especially Ruff Fellows), trainingopportunities, etc. Sharing knowledge should make our work more efficient, and therebyincrease our%age of favorable resolution in defensive appeals cases. The initiativewill besuccessful if Office of the Solicitor General holds two all-hands meetings within themeasurementperiod.Completiondate:September30,2015.

PerformanceAssessmentKey:FullyAchieved.OSGmetasawholemorefrequentlythanthebi-yearlygoal.

18

KEYPERFORMANCEINDICATORS—OfficeoftheSolicitorGeneral

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

%offavorableresolutionindefensiveappealscases.

88.53% 92.6% 91.5% 98.81%SolicitorGeneralDivision

%ofregularcalendarargumentsinwhichamootcourtwasheld.

100% 100% 100% 100%LegalCounselDivision

Personnel,LaborandEmploymentDivisionOBJECTIVE1:DefendDistrictagenciesinpersonnel-relatedmatters.

INITIATIVE1.1:ReduceAdministrativeLitigation.Before an agencymay issue a final decisiononemployee terminations, agencyheadsmustreceivearecommendationfromaneutralhearingofficer, ifrequestedbytheemployee. Toensurethathearingofficersarefullyawareoftheirresponsibilitiesandreduceadministrativelitigation, the Personnel, Labor and Employment Division (PLED) will conduct at least twohearingofficertrainingsforagencies.Completiondate:September30,2015.PerformanceAssessmentKey:FullyAchieved.PLEDmetthisgoalbyconductingone-on-onehearingofficertrainingfortheGeneralCounselofseveralagencies.

OBJECTIVE2:Hireandretainahighlyqualifiedworkforceofattorneysandlegalsupportstaff.

INITIATIVE2.1:EnhanceEmployeeMorale.Highemployeemorale is importantforanyorganization,notonlyto increaseretention,butalso for productivity and recruitment. To enhance employee morale, PLED will conduct atleast two officewide events aimed at improvingmorale.Completion date: September 30,2015.Performance Assessment Key: Fully Achieved. The Personnel, Labor and EmploymentDivision (PLED) fully met this goal by assisting with the planning, organization and

19

implementationofOAG’sBringYourDaughtersandSonstoWorkDayonApril23,2015. Itwas a fun day for both employees and children who participated. Both OAG unions (theAmerican Federation of Government Employees and American Federation of State, Countyand Municipal Employees) sponsored the event with management, ensuring sufficientemployeeparticipationtoprovideinterestingandinteractiveeventsforthechildrensotheylearned aboutwhatOAGdoes. Also, bothunions eagerly participated and sponsored foodandbeverages,whichbothmadetheunionsvestedinasuccessfulprogramandallowedOAGtohaveamoreorganizedandunifyingevent.PLEDalsofocusedonimprovingthemoraleofourfieldinvestigatorswhoexpressedconcernregardingsafetyinthefield.Afteranallhandsinvestigatormeeting, with the approval of the front office, PLED heeded the investigators’concerns and assisted management with communicating clear written policy/standardoperatingprocedures for fieldsafety. PLEDalsocoordinatedaprogramwithandbroughtavendor in-house to conduct specific training requested by the investigators, Verbal Judo.PLEDnot only received positive feedback, it also received reports that the sessionwas themostusefuleventtheinvestigatorshaveattendedintheirOAGtenure.INITIATIVE2.2:InclusionandBuildingPartnerships.In addition to high employeemorale, professional development of both administrative andprofessionalstaffisimportantforretention,productivityandrecruitment.Itisalsoimportantthatemployeesfeelinvestedandincludedintheirfuturedevelopment.OAGwillpartnerwithits two unions to conduct at least two events to enhance professional development.Completiondate:September30,2015.

PerformanceAssessmentKey:FullyAchieved.PLEDfullymetthisgoalbyworkingwithbothunions to establish an office-wide training committee, which, after considering a training-needs survey,established five sub-committees. The sub-committeeswilldesignoffice-widetraining,primarilyusinginternalandprobonoexperts,inthefollowingareas:1)childsupport,2) litigation, 3) paralegal skills, 4) administrative support, and 5) specialized practices. Thecommittee as a whole designed and offered training, which was specifically requested inemployeesmallgroupdiscussionswithOAG’snewChiefofStaff.InlightoftheclosureofD.C.Superior Court for its judicial conference on April 30 andMay 1, trainingwas provided onthosedayssothatthemajorityofstaffcouldattend.TopicswereD.C.CourtofAppealslegalcaselawupdates,clearandconcisewritingfortheadministrativeprofessional,andworkplacesafety.

20

KEYPERFORMANCEINDICATORS—Personnel,LaborandEmploymentDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofattorneyswholefttheagency.

NA 33 33 100%

PersonnelLabor&EmploymentDivision

Numberofinternsassistingattorneysandstaffonanannualbasis

NA 250 200 80%

PersonnelLabor&EmploymentDivision

Numberofin-housetraininghourstakenperlegalFTE

NA 25 17.37 69.48%

PersonnelLabor&EmploymentDivision

PublicInterestDivisionOBJECTIVE1:Providelegalservicesandadviceforcomplexandpublicinterestlitigation.

INITIATIVE1.1: Increaseenforcementactionsandcollectioneffortsby recruitingProBonoassistance.TosupportitsmissiontoprotectthepublicandcollectmoniesowedtheDistrictofColumbia,theCivilEnforcementSection(CES)willrecruitvolunteerattorneyand/orparalegalsupporttoassistthesectioninitsmission.ThenumberofenforcementcasesinitiatedandresolvedbytheSectionhasadirect impacton itspublicprotectionandcollectionefforts,andrecruitingvolunteerassistancewillenabletheSectiontohandlemorecases.CESintendstoaccomplishthis initiative by collaborating with OAG’s Director of Hiring and Recruitment to enlist theservices of both pro bono attorneys and/or paralegals. This initiative will be consideredsuccessful if the CES enlists at least one volunteer attorney and/or paralegal.Completiondate:September30,2015.PerformanceAssessmentKey: FullyAchieved.TheCivil Enforcement Section fully achievedthisinitiative.InFY15,CESwasabletorecruitfiveprobonoattorneystoassistintheSection.These attorneys have been a considerable asset to the Section, as they have assistedwithconducting legal research and drafting court filings, including complaints, motions, andnotices.Additionally,theSectionwasabletosecuretheassistanceofthreeinternsduringFY

21

15. The interns were very helpful to the Section as they were able to support both theSection’sattorneysandparalegalsbyresearchinglegalissues,draftingadministrativechargingnotices, and performing ministerial tasks—such as scanning and copying documents andcreatingcasefiles.

INITIATIVE1.2: Facilitate interagency coordination and cooperation in fraud-relatedenforcement. ThePublicAdvocacySectionofthePublicInterestDivision,incollaborationwiththeMayor’sTask Force to Combat Fraud, will obtain single-point-of-contact access to federal, state,county, and District agencies that engage in fraud-related enforcement work affecting theWashington,D.C.area.EstablishingthesepointsofcontactwillfacilitateeffortsbyOAG,theDepartment of Consumer and Regulatory Affairs (DCRA), and theMetropolitan PoliceDepartment(MPD)tomakefraud-relatedreferrals,toproposecollaborativeinvestigativeandprosecutorial work, and to invite referrals of fraud matters to District enforcementagencies.SuccessfulcompletionofthisinitiativewillresultinOAG,DCRA,andMPDobtainingsingle points of contact at 12 or more other federal, state, county, or Districtagencies.Completiondate:September30,2015.Performance Assessment Key: Fully Achieved. The Public Advocacy Section fully achievedthis initiative by obtaining single-point-of-contact access to the following 12 federal, state,county, and District agencies that engage in fraud-related enforcement work affecting theDistrict of Columbia: U.S. Department of Justice (consumer protection branch); U.S.Attorney’sOfficeof theDistrictofColumbia (Fraud&PublicCorruptionSection);ConsumerFinancial Protection Bureau (enforcement); Federal Trade Commission (debt collection);Maryland Attorney General’s Office (Consumer Protection Division); Virginia AttorneyGeneral’sOffice(consumerprotection);MontgomeryCountyOfficeofConsumerProtection;D.C. Office of the Inspector General (Medicaid fraud); D.C. Office of Tax and Revenue(enforcement);D.C.Dept.ofHousingandCommunityDevelopment(generalcounsel’soffice);D.C. Dept. of Insurance, Securities and Banking (consumer services); and D.C. Dept. ofConsumerandRegulatoryAffairs(inspectionandcompliance).INITIATIVE 1.3: Increase collaboration and exchange of information among attorneys andstaff.TheEquitySectionofthePublicInterestDivisionincludesmanyhighlyexperiencedandskilledattorneys. These attorneys therefore are well positioned to provide formal or informaltraining regarding substantive legal issues and litigation practices, both to other attorneyswithintheEquitySectionandtoattorneyswithinthelargerOfficeofAttorneyGeneral.TheEquity Section thereforewill encourage attorneys to provide training, and thereby increaseour %age of favorable resolutions. The initiative will be successful if the Equity Sectionprovides at least three training sessions to attorneyswithin the Equity Section, or to othermembersoftheOfficeoftheAttorneyGeneral,withinthemeasurementperiod.Completiondate:September30,2015.

22

Performance Assessment Key: Fully Achieved. The Equity Section fully achieved thisinitiative.DuringFY2015,Equityattorneysprovided four training sessions toattorneysandprofessionalsupportstaff.OneattorneygaveashortprimerontheRulesofEvidenceduringan Equity Section meeting. Another attorney gave training on the D.C. WhistleblowerProtectionAct to theOfficeofRiskManagement.A thirdattorney provided training called“DueProcess inaNutshell” forOAGattorneysandstaff.AndtheSectionChiefspokeaboutemployment law to paralegals and attorneys in a training called “The Nuts and Bolts ofEmploymentDiscrimination:TitleVIIandD.C.HumanRightsAct.”

KEYPERFORMANCEINDICATORS—PublicInterestDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

DollaramountcollectedbythePublicAdvocacySectionexcludingTobaccoSettlement

5,341,739.50 2,800,000 103,330,708 3690%PublicInterestDivision

NumberofClosedCasesintheEquitySection

31 45 50 111%PublicInterestDivision

PublicSafetyDivisionOBJECTIVE1:EnforceDistrict lawsandregulationsbytakingappropriatelegalactiononbehalfoftheDistrictgovernment.

INITIATIVE 1.1: Successfully resolve Consumption of Marijuana in a Public Space casesand/or Public Impairment by Marijuana cases utilizing the newly established MarijuanaPossessionDecriminalizationAmendmentActof2014.Duringthisfiscalyear,theCriminalSectionwillinitiateprosecutionsunderthenewMarijuanaPossession Decriminalization Amendment Act of 2014. The purpose of this initiative is tofurther the goal of protecting the quality of life for District citizens through successfulprosecutions of Consumption of Marijuana in a Public Space and or Public Impairment byMarijuana. This initiativewill be considered successful if, by theendof FY15, theCriminal

23

Sectionsuccessfullyresolves90%ofthecaseschargedunderthisnewlaw.Completiondate:September30,2015.Performance Assessment Key: Fully Achieved. The division received 114 total cases ofconsumptionand/orimpairmentofmarijuana.Ofthose114cases,onlynineremainopenasofOctober1,2015. This isa closure/resolution rateof92%. Thecaseswere resolved inanumberofways,assetforthbelow.Althoughanumberofcaseswere“nopapered,”theseweretheresultofsoundprosecutorialdecisions,which includedareviewof1)thestrengthand/or constitutionality of the arrest and prosecution; 2) the availability of evidence tosupporta successfulprosecution;3)othermore serious chargespresent in the case;4) thepotentialforaprevention-basedoutcomewithadiversionortreatmentrequirementforthedefendant;and5)othersoundprosecutorialdecision-makingoptions.INITIATIVE1.2:Attorneysspeakatcommunitymeetings.During this fiscal year, the attorneys in the Neighborhood and Victim Services Section willspeakatD.C.communitymeetings,usuallyatPatrolServiceAreameetingsormeetingscalledbyanAdvisoryNeighborhoodCommission(ANC).Thepurposeofthis initiativeistoeducatethe public onwhat theNeighborhood andVictim Services Section (NVS) does to help theirneighborhoodsandtogatherinformationregardingnuisancepropertiesfromthecommunityand ultimately assist with abating those nuisance properties. Successful completion of theinitiativewillbeattendingatleast15meetingsduringFY2015.Completiondate:September30,2015.Performance Assessment Key: Fully Achieved. The Public Safety Division (PSD) wasoverwhelmingly successful in this regard and attended167 communitymeetings, averagingalmost 14meetingspermonth. They attendedmeetingsor conferenceswith a numberofconstituent groups, including 1)meetingswith ANC Commissioners for various PSAs in thecity; 2)Ward-specific crime preventionmeetings; 3) citizen advisory councils; 4) legislativehearings;5)MPDPoliceDistrictmeetings;6)schoolconferences;7)trainingsessionsforlawenforcement and community leaders; and 8) other neighborhood-specific meetings. Forexample,duringaonemonthperiod(September2015),thefiveattorneysintheNVSSectionattended19meetings.INITIATIVE 1.3: Review at least 30 truancy cases permonth pursuant to the new truancylaw.Duringthisfiscalyear,athirdtruancyattorneyintheJuvenileSectionwillassisttheOfficeofthe Attorney General in meeting the requirements of the new truancy legislation. Theattorneywillreviewatleast30casespermonth.Thisinitiativewillbeconsideredsuccessfulif, by the end of FY 15, the Juvenile Section has an 80% compliance with the new law.Completiondate:September30,2015.

PerformanceAssessmentKey:FullyAchieved.InFY2015,PSDsetoutto“reviewatleast30truancy casespermonthpursuant to thenew truancy law.” Inorder to accomplish this, athirdtruancyattorneywasaddedwhoreviewedcaseseachmonth,representedOAGincourt

24

onanumberofthesecasesandworkedtogainresourcesforappropriateyouthchargedwithtruancy in the Family Court’s Juvenile Behavioral Diversion Program. PSD also set as itsbenchmark for this Initiativean80%complianceratewiththenew law. PSDfullycompliedwith the new law and reviewed over 1,600 truancy cases and almost 800 FSP cases for FY2015.

KEYPERFORMANCEINDICATORS—PublicSafetyDivision

KPI

MeasureFY2014

YEActual

FY2015YE

Target

FY2015YE

RevisedTarget

FY2015

YEActual

(KPITracker)

FY2015

YERating(KPI

Tracker)

BudgetProgram(KPI

Tracker)

Numberofnuisancepropertyprosecutions

19

15 10 66.66%PublicSafetyDivision

Juvenilesreferredforrehabilitation

89.93% 90 60% 66.66%PublicSafetyDivision

SuccessfulcriminalcasesperFTE

42.83 60 287 478%PublicSafetyDivision

WORKLOADMEASURES–APPENDIXWORKLOADMEASURES MeasureName FY2013YE

ActualFY2014YE

ActualFY2015YE

ActualBudgetProgram

NumberofsummonsservicedperFTE

135.7 137.7

213

SupportServicesDivision

NumberofclosedPublicSchoolSystemSpecialEducationcases

6.53 3.25

14.25

CivilLitigationDivision

25

closedperattorneyFTENumberoflitigationsuccessesbytheTaxandFinanceSectionperFTE

26.6 13.5

35

CommercialDivision

SuccessfullyresolvedcriminalcontemptmotionshandledbytheDomesticViolenceSectionperFTEperquarter.

4.43 4.24

8.5

FamilyServicesDivision

MotionsforsummarydispositionfiledperFTE

8.6 5.6

6.08

OfficeoftheSolicitorGeneral

Numberofin-housetraininghourstakenperlegalFTE

18.57 NA

17

PersonnelLabor&EmploymentDivision

DollaramountcollectedbytheCivilEnforcementSectionperAttorneyFTE

133,578.26 134,184.37

695,664.22

PublicInterestDivision

SuccessfulcriminalcasesperFTE

38.76 NA

287 PublicInterestDivision