Strategic Plan FY 2012 - 2017In 2008, The Inspector General Act of 1978 was amended to establish the Council of the Inspectors General on Integrity and Efficiency (Council or CIGIE). The Council was created and is uniquely situated to identify and address issues that transcend individual government agencies and enhance the professional development of the OIG workforce through standards and training. To accomplish our statutory mission, we are pleased to present the first CIGIE Five‐Year Strategic Plan, FY 2012 - 2017, which describes the Council Staff’s focus for the next five years. Key to this effort will be the CIGIE membership, which will assist and enable execution of this plan. This strategic plan affirms the Council’s commitment to its mandate and to serving as a trusted resource for the IG community, the President, Congress, and other stakeholders.Although this is the Council's inaugural strategic plan, it builds on the ambitious work of our predecessor organizations, the President's Council on Integrity and Efficiency and the Executive Council on Integrity and Efficiency. In addition, we used the framework of the Government Performance and Results (GPRA) Modernization Act of 2010 in selecting goals and measures. We believe this strategic plan provides the foundation for CIGIE in its mission to improve government operations and to serve and strengthen the IG community.Council of the Inspectors General on Integrity and EfficiencyCIGIE_aceed508-1639-11e5-b87d-1ef336408d87Functions and Duties of the Council:    * Continually identify, review, and discuss areas of weakness and vulnerability in federal programs and operations with respect to fraud, waste, abuse, and mismanagement. * Develop plans for coordinated, government wide activities that address these problems and promote economy and efficiency in federal programs and operations, including interagency and inter‐entity audit, investigation, inspection, and evaluation programs and projects to deal efficiently and effectively with those problems concerning fraud and waste that exceed the capability or jurisdiction of an individual agency or entity.   * Develop policies that will aid in the maintenance of a corps of well‐trained and highly skilled OIG personnel. * Maintain a website and other electronic systems for the benefit of all IGs as the Council determines are necessary or desirable. * Maintain a Training Institute with one or more academies for the professional training of auditors, investigators, inspectors, evaluators, and other OIG personnel. * Submit recommendations of individuals to the appropriate appointing authority for any IG appointment under either section 2 or section 8G of the IG Act, or any other open IG appointment, as appropriate.   * Make such reports to Congress as the Chairperson determines are necessary or appropriate.   * Perform other duties within the authority and jurisdiction of the Council, as appropriate.  CIGIE StaffCIGIE's staff provides support to the Council in order for the Council to meet its mission, vision, and legislated activities and federal mandates required of an Executive branch entity. Further, the staff provides a professional education program designed to continually increase the professionalism of the IG community workforce as the community’s gateway to responsive, high‐quality, cost‐effective, state‐of‐the‐art, specialized training.Deputy Director for Management of OMBExecutive Chairperson – The Deputy Director for Management of OMB serves as the Executive Chairperson. The Executive Chairperson presides over Council meetings and provides summary reports of Council activities and other relevant information to agencies' heads.  CIGIE Chairperson The Chairperson is an elected IG member of CIGIE and serves a two‐year term. The Chairperson: * Convenes meetings of the Council. * Presides over meetings (in the absence of the Executive Chairperson) * Appoints the Vice Chairperson.  * Exercises the functions and duties of the Council. * Oversees the administrative and business functions of the Council. * Establishes standing committees of the Council (in consultation with the membership). * Serves as an ex officio member of each of the standing committees. * Prepares and transmits the annual report to the President and Congress on the activities of the Council.   In addition, the Chairperson, in consultation with the Executive Council, develops procedures for conducting elections. Candidates for Chairperson may be nominated by any member of the Council or self‐nominated... The Chairperson, in consultation with the members of the Council, may establish additional standing or ad hoc committees, redefine committee purposes and responsibilities, or abolish existing committees as the Chairperson determines best meets the needs of the Council and the IG community. Committee Chairs are elected bi‐annually from among all IGs on the Council. Committee Chairs select committee members, who must be IG members of CIGIE. Committees generally have the authority to act within their areas of jurisdiction; however, the issuance of any community‐wide report or guidance, other than the Council's annual report, which the Chairperson approves and issues, shall require a vote of the full Council. Additionally, the Chairperson must approve any expenditure of Council funds. Committee Chairs provide the Chairperson and the Council with regular reports on their committee activities.CIGIE Vice ChairpersonThe Vice Chairperson, an IG member of CIGIE, is appointed by the Chairperson. The Vice Chairperson assists the Chairperson in carrying out the functions of the Council and acts in the absence of the Chairperson.  CIGIE Executive CouncilThe Executive Council consists of the Council Chairperson and the Vice Chairperson, the chairs of each of the standing committees, the immediate past Council Chairperson and Vice Chairperson, and, at the discretion of the Chairperson, an at‐large member. The Chair of the Integrity Committee is not a member of the Executive Council but may be consulted by the Chairperson or the Executive Council. The Executive Council assists the Chairperson in Council governance.CIGIE Integrity CommitteePermanent Committee --    The Integrity Committee is required by the IG Act and is chaired by the FBI official serving on the Executive Council. The committee consists of four CIGIE member IGs appointed by the Council Chairperson for four‐year terms. In addition, the Special Counsel of the Office of Special Counsel and the Director of the Office of Government Ethics are members. The Chief of the Public Integrity Section of the Criminal Division of the Department of Justice, or designee, serves as legal adviser. In conjunction with the Council Chairperson, the Integrity Committee develops its own policies and procedures, which are submitted to the congressional committees of jurisdiction.CIGIE Standing CommitteesThe following are the current standing committees:  CIGIE Audit CommitteeThe Audit Committee provides leadership to and serves as a resource for the Federal IG audit community. The committee sponsors and coordinates audits that address multi‐agency or government‐wide issues, maintains professional standards for OIG audit activities, and administers the audit peer review program. The committee advises the Chairperson, Vice Chairperson, and Executive Director on audit services contracting for CIGIE. CIGIE Professional Development CommitteeThe Professional Development Committee provides educational opportunities, through the Training Institute, for members of the IG community. The Committee solicits input from CIGIE committees on the training and the development needs of the IG community. The committee also seeks opportunities to improve training methods, enhance the development of the OIG workforce, and establish training to meet continuing educational requirements.  CIGIE Information Technology Committee The Information Technology Committee facilitates effective OIG information technology (IT) audits, evaluations, reviews, and investigations, and provides the IG community’s perspective on government‐wide IT operations.  CIGIE Inspection and Evaluation CommitteeThe Inspection and Evaluation Committee provides leadership for the CIGIE inspection and evaluation community's effort to improve agency program effectiveness by maintaining professional standards; leading the development of protocols for reviewing management issues that cut across departments and agencies; promoting the use of advanced program evaluation techniques; and fostering awareness of evaluation and inspection practice in OIGs. CIGIE Investigations CommitteeThe Investigations Committee contributes to improvements in program integrity, efficiency, and cost effectiveness government‐wide by providing analysis of investigative issues common to federal agencies. In addition, the committee provides the CIGIE community with guidance and support in planning, conducting, and reporting high quality investigations.   CIGIE Legislation CommitteeThe Legislation Committee ensures that CIGIE is kept abreast of matters in the congressional arena that are of interest to the IG community. In addition, the committee develops, coordinates, and represents the official IG community positions on legislative issues.  CIGIE MembersInspectors GeneralAll Inspectors General (IGs) whose offices are established under either section 2 or section 8G of the IG Act, or pursuant to other statutory authority (e.g., the Special IGs for Iraq Reconstruction, Afghanistan Reconstruction, and Troubled Asset Relief Program)IG of the Intelligence CommunityIGs of the Office of the Director of National Intelligence or, at the time of appointment, the IG of the Intelligence Community and the Central Intelligence AgencyIG of the Government Printing OfficeIG of the Library of CongressIG of the Capitol PoliceIG of the Government Accountability OfficeIG of the Architect of the CapitolController of the Office of Federal Financial ManagementFBIA senior‐level official of the Federal Bureau of Investigation (FBI) designated by the Director of the FBIDirector of the Office of Government EthicsSpecial Counsel of the Office of Special CounselDeputy Director of the Office of Personnel ManagementDeputy Director for Management of the Office of Management and Budget (OMB)Advancing good government through collaboration._aceed792-1639-11e5-b87d-1ef336408d87Improving government-wide efficiency, effectiveness, and integrity and enhancing the professionalism of CIGIE members._aceed8aa-1639-11e5-b87d-1ef336408d87IntegrityAccountabilityTransparencyCollaborationExcellenceProductsDeliver timely, relevant products that identify and address cross‐government vulnerabilities, opportunities for improvements, and best practices._aceed9ae-1639-11e5-b87d-1ef336408d871Cross­-Government IssuesCoordinate and support CIGIE member activities that address cross­-government issues._aceedad0-1639-11e5-b87d-1ef336408d871.1CIGIE Executive CouncilResponsible Person(s):  The CIGIE Executive Council will determine the responsible person.Measure 1.1.1:  Number of cross‐government projects completed and reported. Target:  Three reports published annually. Measure 1.1.2:  Percentage of cross‐government projects completed on schedule. Target: 100% per year.Education & InformationEducate stakeholders on CIGIE's mission and activities and gather information about stakeholders' needs, priorities, and challenges._aceedba2-1639-11e5-b87d-1ef336408d871.2CIGIE Executive DirectorResponsible Person:  The CIGIE Executive Director is responsible for coordinating with other Council members.Measure 1.2.1:  Number of activities, contacts, or techniques used to educate stakeholders on CIGIE's mission and activities and to gather stakeholder input. Target:  A combination of 12 activities, contacts, or techniques used annually.Professional DevelopmentPromote professional development for the IG community._aceedc74-1639-11e5-b87d-1ef336408d872IG CommunityTrainingProvide high­-quality training courses and services.  _aceedd6e-1639-11e5-b87d-1ef336408d872.1CIGIE Training InstituteResponsible Person:  CIGIE Executive Director for the Training InstituteMeasure 2.1.1:  Number of OIG staff receiving CIGIE‐sponsored professional training courses. Target: 1,000 per year.   Evaluation of Training Courses Measure 2.1.2: Percentage of participants in CIGIE‐sponsored training who submit course evaluations.   Target:  60% per year. Measure 2.1.3:  Percentage of positively scored evaluations of CIGIE‐sponsored training sessions. Target:  80% per year.OutreachImplement and maintain an effective OIG employee development outreach program._aceede54-1639-11e5-b87d-1ef336408d872.2OIG EmployeesOIG CommunityCIGIE Executive DirectorResponsible PersonMeasure 2.2.1:  Number of new resources for employee development established for the OIG community. Target:  Ten opportunities for OIG employee development established annually. Measure 2.2.2:  Number of activities, contacts, or techniques used to educate OIG community with CIGIE's products or information.   Target:  A combination of 12 activities, contacts, or techniques used annually.Competency ModelsChampion the formation of IG workforce competency models._aceedf8a-1639-11e5-b87d-1ef336408d872.3IG WorkforceCIGIE Training InstituteResponsible Person:  CIGIE Executive Director for the Training InstituteMeasure 2.3.1:  Number of OIG workforce competency models reviewed or established. Target:  Two competency models reviewed or established annually.  Course Accreditation & MeasuresDevelop and implement a plan to achieve course accreditation and develop measures in future plans._aceee07a-1639-11e5-b87d-1ef336408d87Strategic Initiative 2.3.1CIGIE Training InstituteResponsible Person:  CIGIE Executive Director for the Training InstituteNeeds AssessmentDevelop a comprehensive, multilevel needs assessment to identify relevant courses, determine course objectives, select and design instructional programs, and implement those programs.   _aceee188-1639-11e5-b87d-1ef336408d87Strategic Initiative 2.3.2CIGIE Training InstituteResponsible Person:  CIGIE Executive Director for the Training InstituteCapacityImprove CIGIE capacity to carry out its mission and vision. _aceee278-1639-11e5-b87d-1ef336408d873Recruitment & DevelopmentRecruit and develop a diverse staff to enhance CIGIE's competency._aceee3ae-1639-11e5-b87d-1ef336408d873.1CIGIE Executive DirectorResponsible PersonMeasure 3.1.1: An open and inclusive recruitment process that attracts a diverse hiring pool with knowledge, skills, and expertise necessary for CIGIE operations. Target: Hiring decisions comply with established Federal timeframes, 90% of the time. Measure 3.1.2: Number of educational opportunities afforded CIGIE staff personnel. Target: Average of two educational opportunities per employee annually.TechnologyLeverage technology to advance CIGIE capacity._aceee49e-1639-11e5-b87d-1ef336408d873.2CIGIE Executive DirectorResponsible PersonMeasure 3.2.1: Implementation of technology to increase staff efficiency. Target: CIGIE's identification and improvement of one process per year.Best PracticesServe as a clearinghouse for best practices to continually improve IG community business operations._aceee5a2-1639-11e5-b87d-1ef336408d873.3CIGIE Executive DirectorResponsible PersonIG CommunityMeasure 3.3.1: Number of formal OIG professional quality standards and peer review guides that have been assessed to determine if updates are needed. Target: 100% of standards or guides reviewed annually. Measure 3.3.2: Number of products describing and identifying best practices that are posted on CIGIE's website. Target: Two products describing best practices and methods posted on CIGIE's website each year.ResourcesAdminister CIGIE resources efficiently._aceee6b0-1639-11e5-b87d-1ef336408d873.4CIGIE Executive DirectorResponsible PersonMeasure 3.4.1: Results of an annual financial statement audit, including review of the Council’s internal control systems. Target: Unqualified opinion annually. Measure 3.4.2: Follow‐up on annual financial statement audit recommendations. Target: 100% of accepted recommendations closed within established timeframes. Measure 3.4.3: Variance within major budget object classes in projected annual budget. Target: Less than 20%. Approval obtained from governing body for all variances over 20%.Financial Management SystemImplement and maintain a sound financial management system._aceee7b4-1639-11e5-b87d-1ef336408d87Strategic Initiative 3.1CIGIE Executive DirectorResponsible Person2011-08-162017-09-302015-06-18https://www.ignet.gov/sites/default/files/files/cigiestratplan12-17.pdfOwenAmburOwen.Ambur@verizon.net