Section II: Ensuring Fair and Effective FOIA Administration

The Attorney General’s 2022 FOIA Guidelines provide that “[e]nsuring fair and effective FOIA administration requires . . . proper training, and a full understanding of FOIA obligations by the entire agency workforce.”  The Guidelines reinforce longstanding guidance to “work with FOIA requesters in a spirit of cooperation.”  The Attorney General also “urge[s] agency Chief FOIA Officers to undertake comprehensive review of all aspects of their agency’s FOIA administration” as part of ensuring fair and effective FOIA administration.

A. FOIA Training

1. The FOIA directs agency Chief FOIA Officers to ensure that FOIA training is offered to agency personnel.  See 5 U.S.C. § 552(a)(j)(2)(F).  Please describe the efforts your agency has undertaken to ensure proper FOIA training is made available and used by agency personnel.

All HHS FOIA Offices encourage FOIA staff to attend internal training offerings, or those that are provided by DOJ or other third-party organizations.  Below is a summary of training activities by OpDiv:

  • OS FOIA Program advised HHS FOIA Offices of DOJ FOIA classes. OS FOIA also provided internal trainings on a regular basis to FOIA and non-FOIA staff. FOIA Training is also available to all employees through the HHS learning portal and is required for all staff in OS’s Public Affairs Divisions.

    Additionally, OS FOIA provided numerous trainings to OS Program Offices and other HHS FOIA Offices. These sessions covered a wide range of subjects including an overview of FOIA and the HHS FOIA program; FOIA search procedures; key FOIA exemptions; Executive Order 12600 and the pre-disclosure notification process; and the FOIA intake, appeals, and litigation process.

  • ARPA-H conducted FOIA Point of Contact (POC) training with specified liaisons. These POCs assist the FOIA office by obtaining records and information from leadership/custodians in their respective departments named in the request or who may have documents responsive to the request.
  • CMS employees attended DOJ/OIP trainings and actively participated in FOIA working groups.
  • FDA provided its FOIA professionals with Advanced FOIA Training that covered topics related to Exemption 5, FOIA Best Practices, and a caselaw update.  FDA FOIA professionals also participated in a monthly “Lunch and Learn” training series that covered topics such as Exemption 4 and FOIA Fees.  Additionally, FDA offered an annual FOIA training to all non-FOIA professionals.  The training slides and materials associated with that training are made available to agency personnel on the FOIA Office’s SharePoint website.
  • HRSA FOIA provided FOIA Exemption 5 training to over 50 HRSA employees.  The training was well received and led to additional opportunities to discuss FOIA-related matters with leaders and decision-makers. Additionally, HRSA’s FOIA Officer was invited to attend an Office of Financial Assistance and Acquisition Management (OFAAM) All-Hands Meeting to discuss FOIA record searches and responses to search tasks with acquisition and grants management personnel.  Over 25 OFAAM personnel attended and actively participated in the discussion.
  • IHS promoted ongoing workforce awareness by publishing annual FOIA training announcements in the IHS weekly bulletin. The Office also provided one-on-one guidance to personnel on conducting searches for responsive records and making release recommendations. In addition, the IHS FOIA webpage includes training presentations and resource links to help agency personnel understand the FOIA process and their responsibilities.
  • NIH used training videos to bring FOIA professionals up to speed on FOIA processes and how to use FOIA-related software.  In addition, NIH leadership provided monthly updates to FOIA professionals on the latest developments in FOIA caselaw and answered questions from FOIA professionals about FOIA policies and procedures.
  • OIG provided FOIA training to its individual components.
  • SAMHSA employees supported by the agency’s National Mental Health and Substance Use Policy Laboratory attended ASAP Conferences in 2024.

2. Did your FOIA professionals or the personnel at your agency who have FOIA responsibilities attend substantive FOIA training during the reporting period such as that provided by the Department of Justice?

Yes.

3. If yes, please provide a brief description of the type of training attended or conducted and the topics covered.

All HHS FOIA Offices encourage FOIA staff to attend trainings that are provided by DOJ or other third-party organizations.  Below is a summary of training activities by OpDiv:

  • The OS FOIA Program conducted several internal training sessions with its FOIA professionals, including many newly hired and temporarily assigned employees on detail, during 2025.  These trainings covered topics such as the FOIA intake process; the structure of FOIA at HHS; the FOIA appeals process; litigation; referrals and consultations; FOIA Exemptions 3, 4, 5, 6, and 7; Executive Order 12600 and the pre-disclosure notification process; the interrelationship between FOIA and the Privacy Act.  Internal FOIA trainings within the OS FOIA Office are scheduled monthly and an additional fifteen minutes of the office’s monthly division meetings are dedicated to training.

    The OS FOIA Program also provided training to its program offices, other HHS FOIA Offices, and the broader FOIA community.  Topics covered included an overview of FOIA and the HHS FOIA program; FOIA search procedures; key FOIA exemptions; Executive Order 12600 and the pre-disclosure notification process; and the FOIA intake, appeals, and litigation process.

  • ARPA-H FOIA professionals participated in Department of Justice Office of Information Policy (OIP) training sessions covering core FOIA topics including application of exemptions, foreseeable harm standard, administrative processing requirements, litigation considerations, and best practices for requester communications.
  • CMS CMS provided various training opportunities for both staff who have direct FOIA responsibilities, and staff in the program centers and offices.  For example, leveraging the training from DOJ’s Office of Information Policy, CMS held an all-FOIA staff two-day training in August 2025 on topics such as Appeals and Litigation Processes, Exemptions 3, 4, and 7E/F, fee waivers, and other FOIA-related topics.  The training also included an overview of significant system automation updates, including the ability to connect multiple similar or related FOIA cases and to capture and track litigation cases.  Additionally, the FOIA group provided training to CMS’s major program offices on their FOIA roles and responsibilities, including providing guidance on the foreseeable harm standard [e.g., Center for Consumer Information Insurance Oversight (CCIIO), Center for Medicare (CM), Center for Program Integrity (CPI), and Center for Medicare & Medicaid Innovation (CMMI)]; distinguishing proactive disclosures for the Office of Legislation’s (OL) handling of Congressional FOIA requests vs. Congressional non-FOIA requests; provided an overview of Exemptions 4 and 6 and the Executive Order 12600 process to CM; and provided guidance to the Office of Program Operations and Local Engagement (OPOLE) on the importance of responding to FOIA requesters on a timely basis and ensuring that each status update is properly annotated in the FOIA tracking system.
  • FDA established regular FOIA All Hands meetings and a FOIA newsletter to communicate updates in case law, best practices, and continuing education opportunities. Additionally, new contractors participated in a formal half day program as well as team-specific trainings. Many FDA employees participated in DOJ-OIP trainings throughout the year.
  • HRSA provided targeted FOIA training and briefings to program staff and acquisition/grants personnel, and FOIA staff attended DOJ/OIP trainings during the period.
  • IHS FOIA professionals attended the following DOJ FOIA trainings in 2025: Procedural Requirements, and Fee and Fee Waivers; Exemption 1 and Exemption 7 Training; Exemption 4 and Exemption 5 Training; Privacy Considerations Training; Advanced FOIA Training; Processing from Start to Finish Workshop; Administrative Appeals, FOIA Compliance and Customer Service Training; Introduction to the Freedom of Information Act; and Significant New Decisions Training.
  • NIH FOIA professionals attended the ASAP semiannual training on the fundamentals of FOIA.
  • OIG FOIA professionals attended FOIA trainings hosted by DOJ.
  • SAMHSA FOIA professionals attended the following DOJ FOIA trainings in 2025: Annual FOIA Report Refresher and Quarterly Report Training; Chief FOIA Officer Report Refresher Training; Introduction to the Freedom of Information Act; Litigation Seminar; Exemption 1 and 7 Training; Exemption 4 and Exemption 5 Training; Privacy Considerations Training; Administrative Appeals, FOIA Compliance and Customer Service Training.

4. Please provide an estimate of the percentage of your FOIA professionals and staff with FOIA responsibilities who attended substantive FOIA training during this reporting period.

Approximately 90% of the Department’s FOIA professionals attended FOIA training during 2025.

5.  OIP has directed agencies to “take steps to ensure that all of their FOIA professionals attend substantive FOIA training at least once throughout the year.” If your response to the previous question is that less than 80% of your FOIA professionals attended training, please explain your agency’s plan to ensure that all FOIA professionals receive or attend substantive FOIA training during the next reporting year.

N/A

6. Describe any efforts your agency has undertaken to inform non-FOIA professionals of their obligations under the FOIA.  In particular, please describe how often and in what formats your agency provides FOIA training or briefings to non-FOIA staff; and if senior leaders at your agency received a briefing on your agency’s FOIA resources, obligations and expectations during the FOIA process?

OS FOIA regularly provided training to Departmental Leadership, program offices, and program office FOIA points of contact that reinforced the principle that all employees are responsible for FOIA.  Topics covered during these trainings included: an overview of FOIA and the HHS FOIA program; FOIA search procedures; key FOIA exemptions; Executive Order 12600 and the pre-disclosure notification process; and the FOIA intake, appeals, and litigation process.

ARPA-H conducted FOIA Point of Contact (POC) training with designated program office liaisons.

CMS staff routinely engage with agency leadership, management, and non-FOIA staff to coordinate FOIA requests within their program components, including to communicate changes in processes and new improvements.  In addition to training already mentioned in question 3 above, FOIA staff completed the following:

  • Continued to distribute a FOIA Tip Sheet to CMS senior leadership for further dissemination to their staff, emphasizing key concepts, instructions, shared responsibilities, and the prioritization of FOIA request processing.
  • Briefed senior officials on FOIA responsibilities within the Office of the Administrator and gave a refresher to senior staff in CM and OL regarding records developed in the implementation of the Inflation Reduction Act with an emphasis on foreseeable harm and Exemptions 4 and 5.
  • Significant outreach was conducted with regional leadership and staff in CCSQ/SOG and CCIIO, who received an increased volume of FOIA requests, to train and clarify FOIA processing requirements. This included training on fee assessments, a review of Exemptions 4 and 5, a targeted review of their caseloads, and quality assurance reviews/audits to enhance timeliness and responsiveness and reduce litigation risks and costs.
  • Met with CMCS and CMMI to provide a brief overview of the FOIA process and educate them on their obligations under the FOIA. The overview included guidance on the foreseeable harm standard and on Exemptions 4, 5 and 6.
  • Briefed OPOLE leadership of their responsibility to provide status updates to all requesters and emphasized the importance of delivering timely responses to ensure FOIA requesters are kept informed about the progress of their requests.

FDA offers training on a yearly basis to all non-FOIA professionals and incorporated FOIA into the agency’s mandatory records management training for all agency personnel in 2025.

HRSA provided exemption 5 training to over 50 HRSA employees and briefed agency personnel during All-Hands meetings.  Specifically, the HRSA FOIA officer briefed acquisition and grants management personnel on their FOIA responsibilities.  Over 25 employees attended that meeting and actively participated in the discussion.

IHS provided one-on-one guidance to non-FOIA professionals at its headquarters and regional offices on questions related to search requirements and the use of FOIA exemptions.  IHS FOIA includes presentations and links to FOIA resources on its FOIA website to assist non-FOIA professionals with the FOIA process. Additionally, IHS provides Request for Materials memorandum that details agency employees’ responsibilities under the FOIA.

NIH provided quarterly training to non-FOIA professionals on FOIA-related topics.

OIG provided Ad hoc training for OIG personnel and individualized training for newly assigned personnel. In addition, the OIG FOIA Office maintains an open-door policy for questions related to FOIA search, production, and other issues. The OIG FOIA Office has provided component level FOIA training throughout the OIG.

SAMHSA met with internal divisions to coordinate responses to large-scope requests involving multi-agency records, workgroup email communications, proposals, financial disclosures, and other complex materials. The FOIA Office also communicated directly with staff and grantees to explain the FOIA process and address questions or concerns regarding disclosure requirements.

B. Outreach

7. As part of the standard request process, do your FOIA professionals proactively contact requesters concerning complex or voluminous requests in an effort to clarify or narrow the scope of the request so requesters can receive responses more quickly?  Please describe any such outreach or dialogue and, if applicable, any specific examples.

As part of the standard request process, HHS FOIA professionals reached out to requesters to provide them with guidance on how to submit perfected requests or to clarify the scope of complex or voluminous requests.  HHS FOIA professionals worked with requesters to better understand their requests and locate the responsive documents.  FOIA Offices offered requesters previously released records or summarized versions of the requested records to satisfy a request either in whole or part.  Successful efforts to narrow the scope of a requests often allow an agency to place requests in the “simple” request track for faster processing.  Overall, these efforts reduced response times and the administrative burden on FOIA offices.

Some specific examples include CMS FOIA staff who often reached out to and collaborated with requesters to clarify and understand the full extent of their requests, more narrowly focus on the scope of records, and respond as quickly as possible to identify concerns or questions.  These practices were applied particularly when an initial search revealed a large data set that would have required an extended period of time to respond to or involved records’ searches by multiple CMS components.  This was a routine process that CMS FOIA staff employed to ensure we were as timely and responsive as possible.  Moreover, customer engagement and perfecting complex requests enabled CMS to achieve a median time frame of 10 and 27 days, respectively, to complete initial perfected simple and complex cases in FY25.

The HRSA FOIA Office staff encourages open communications with the requester community and routinely communicates with requesters to discuss their requests and the HRSA FOIA process.  These communications frequently consist of providing education about the FOIA process and narrowing the scope of the request to help target the information sought, reducing processing fees, and overall processing times.  Often this includes a wide variety of engagement, from informing requesters about information that is already publicly available or that is directly available through program offices, thereby saving the requester (and the agency) time and money.  Further, HRSA FOIA guides requesters to other federal or state agency websites to identify owners of records and the process to obtain records from those entities.  Additionally, the HRSA FOIA Office engages with program subject matter experts to better inform requesters about processes and to better enable the HRSA FOIA Office staff to communicate with requesters as to the type of records typically held and maintained by HRSA, helping requesters fine tune their requests.

OIG proactively engages requesters who submit complex or voluminous requests—such as those seeking entire investigative case files—to clarify and narrow the scope. Through individualized outreach by phone and email, OIG explains how records are maintained and works collaboratively with requesters to focus on key documents, such as investigative memoranda or Reports of Investigation. This approach facilitates faster processing, reduces burden, and ensures requesters receive the most relevant information in a timely manner.

8. Outside of the standard request process or routine FOIA Liaison or FOIA Requester Service Center interactions, did your FOIA professionals engage in any outreach or dialogue, with the requester community or open government groups regarding your administration of the FOIA?  For example, did you proactively contact frequent requesters, host FOIA-related conference calls with open government groups, or provide FOIA training to members of the public?  Please describe any such outreach or dialogue and, if applicable, any specific examples of how this dialogue has led to improvements in your agency’s FOIA administration.

All HHS FOIA Offices work with requesters to explain their agency’s record sets and the process for submitting a perfected request.  FOIA personnel from NIH serve on the 2024-2026 term of the Federal FOIA Advisory Committee.  As a member of the Committee, our NIH colleague partnered with members of the FOIA requester community to develop consensus recommendations for improving FOIA administration across the government.

Some other examples of outreach across HHS include:

CMS staff communicated regularly with a frequent requester and litigator from a well-known non-profit organization.  These interactions were aimed at clarifying requests and providing routine status updates.  Additionally, intake analysts have often guided frequent or third-party requesters on using the FOIA.gov portal through informal tutorials.  This guidance helped reduce errors, minimize duplicate requests, and ensure that documents were not overlooked, thus speeding up processing the requests. Furthermore, CMS FOIA staff proactively reached out to state agencies on behalf of CMS regional staff to ensure the state agencies better understood the requests and to improve communications, resulting in better retrieval of records. These efforts enhanced the Agency’s FOIA administration by reducing mistakes and providing external customers with a better understanding of FOIA processes and the Agency’s procedural rules.

IHS FOIA coordinates regularly with requesters via Microsoft Teams calls and discussed IHS FOIA procedures.  In one instance FOIA staff meet with a frequent requester and discussed how to draft a perfected request for employee emails, i.e., search terms, inclusive dates, etc.  Subsequently, the requester submitted several perfected FOIA requests with detailed descriptors.

OIG routinely reaches out to requesters regarding their FOIA requests, and specifically frequent requesters. Typically, the conversation is focused on narrowing the scope and search, however, there are some instances where we seek clarification of the request. In addition, OIG FOIA participates in a working group consisting of FOIA professionals within other federal agency OIGs to discuss FOIA updates.

9.  The FOIA Improvement Act of 2016 requires additional notification to requesters about the services provided by the agency’s FOIA Public Liaison.  Please provide an estimate of the number of times requesters sought assistance from your agency’s FOIA Public Liaison during Fiscal Year 2025 (please provide a total number or an estimate of the number for the agency overall).

HHS FOIA requesters sought assistance from the HHS FOIA Public Liaisons approximately 800 times during FY 2025.

C. Other Initiatives

10. Has your agency evaluated the allocation of agency personnel resources needed to respond to current and anticipated FOIA demands?  If so, please describe what changes your agency has or will implement.

All HHS FOIA Requester Service Centers have evaluated the allocation of agency personnel and resources needed to respond to current and anticipated demands.

OS FOIA consolidated three previously independent FOIA requester service centers (ACF, ACL and CDC) under the OS FOIA portfolio to streamline operations, improve efficiency, and enhance customer service. In FY 2026, OS FOIA plans to hire a minimum of 10 federal full-time equivalents (FTEs) and approximately 20 contractor personnel to strengthen processing capacity and reduce the backlog. OS FOIA has also made strategic investments in technology to improve processing and review times. Specifically, OS implemented a new case tracking system and is piloting an AI/LLM-based automated review and redaction solution. All AI outputs will be tested and reviewed by qualified FOIA specialists. These enhancements are designed to reduce backlog, support litigation and administrative appeals, and strengthen proactive disclosures in accordance with FOIA subsection (a)(2).

ARPA-H continued to assess staffing models and operational structure to support sustainable FOIA operations.

CMS office regularly evaluates the allocation of personnel resources against volume, complexity, and performance to address current and anticipated FOIA demands.  Based on increases in the number of incoming requests in FY24 and FY25, legislative developments on drug pricing and negotiation, and projected increases in FOIA requests in FY25 and FY26, CMS FOIA garnered three additional full time equivalent (FTE) slots to hire staff in CY 2025 and CY 2026, continued the details of 5 staff from the Office of Medicare Hearing and Appeals through the second quarter of FY25, and restructured contract support resources to address these ongoing needs.

FDA focused on unified policies and procedures to promote consistent outcomes and efficiency in line with HHS objectives. This allowed the agency to better track business needs for FDA’s entire FOIA program. FDA is now tracking search and review hours for all FOIA requests and litigations more closely to make future resource determinations.

HRSA conducted several evaluations of the personnel resources required to meet current and projected FOIA demands. These assessments were informed by ongoing workload analysis, internal reporting requirements, and operational impacts resulting from staffing changes across the organization.  HHS is leading several efforts to enhance the enterprise-wide FOIA program and HRSA FOIA will better gauge its ability to respond to FOIA demands once those enhancements are in place.

11. How does your agency use data or processing metrics to ensure efficient management of your FOIA workload?  For example, case management reports, staff processing statistics, etc. In addition, please specifically highlight any data analysis methods or technologies used.

HHS FOIA Offices currently utilize multiple data collection and processing metrics across the Department. In FY 2026, HHS plans to consolidate six of the nine FOIA Requester Service Centers—OS, ARPA-H, HRSA, IHS, NIH, and SAMHSA—into a single, unified data processing and tracking system. This consolidation will standardize performance metrics, enhance transparency and reporting consistency, and improve the Department’s ability to manage FOIA workload efficiently across the HHS FOIA enterprise.

CMS utilizes an internal request intake and workflow management system to efficiently enter, process, manage, and monitor the FOIA workload.  Weekly, monthly, quarterly, annual, and ad hoc reports are created, shared, and reviewed among FOIA managers, staff, and contract personnel to measure productivity, monitor backlogs, and assess needs for strategic changes.  Internal systems are reviewed at least semi-annually to explore opportunities for enhancements, particularly in data analysis and reporting.  In 2025, CMS continued to assess and implement enhancements to our workflow management system that included the ability to connect multiple related or similar requests and track litigation related cases.

As mentioned in response to question #1 above, CMS leveraged data to develop metrics for continuous process improvements and to prioritize the types of cases that the staff and FOIA contractor should focus on to help reduce the volume of initial requests, appeals, backlogged cases, and productions for litigation; and to improve timeliness and proper classification. The FOIA office developed and implemented metrics as part of the Agency’s Objectives and Key Results’ (OKRs) metrics for priority projects with goals that aligned with CMS’s strategic mission to improve customer experience and foster excellence in operations. These OKRs focused on measures to improve the FOIA process, i.e., timely review and close more simple and complex perfected requests, reduce the backlog of CMS’s 10 oldest perfected requests and appeals, and endeavor not to exceed a backlog of cases beyond a targeted 10% of the total volume of cases for FY25.

FDA implemented a new and robust FOIA platform that allows for detailed metrics gathering and real-time graphs of the backlog. Additionally, FDA used weekly, monthly, and quarterly reports to ensure efficient management of its workload. FDA FOIA’s current tracking system allows for a variety of reports at the agency, component, and employee level that show how many requests have been processed during a specific timeframe, as well as the processing queue designation for those requests.

HRSA As part of the Annual FOIA Report process, HRSA conducted a comprehensive review of FOIA staffing composition, including full‑time FOIA personnel, detailees, interns, and staff who provided partial FTE support. This analysis ensured that the agency accurately accounted for personnel contributing to FOIA processing and related costs such as salary, overhead, and FOIA tracking‑system expenditures.

HRSA also evaluated staffing adequacy in the context of broader workforce shifts, including reductions that affected offices providing critical FOIA support functions. These evaluations clarified which support personnel remained available and where new constraints required adjustments to FOIA Office operations.

Additionally, the FOIA‑related duties performed by program offices highlighted the need for adequate training to ensure continuity of operations. In cases where staff newly assigned to FOIA responsibilities had not received the necessary instruction, the agency identified resulting impacts on processing times and initiated steps to improve training and reduce delays.

As a result of these evaluations, HRSA has implemented and will continue to implement the following changes:

  • More accurate tracking of FOIA staffing levels and FTE contributions to ensure resource needs are appropriately documented for budget and reporting purposes.
  • Strengthened coordination with administrative and budget offices to maintain essential FOIA support functions despite staffing reductions.
  • Improved identification, designation, and training of personnel with FOIA responsibilities—particularly in program offices where duties have been reassigned—to prevent backlogs and maintain the efficiency of FOIA processing.

Through these ongoing evaluations and adjustments, HRSA remains committed to aligning FOIA personnel resources with operational needs and ensuring its capacity to meet both current and anticipated FOIA workloads.

OIG utilizes a FOIA case management system to ensure efficient management of the FOIA workload. The FOIA case management system allows for the generation of reports such as monthly interval reports that include requests received and their status. The data and metrics are used to assign and distribute work.

12. Optional -- If there are any other initiatives undertaken by your agency to ensure fair and effective FOIA administration, please describe them here.

HRSA undertook several initiatives to strengthen fairness, transparency, and operational effectiveness in its FOIA administration. These efforts reflect a commitment to continuous improvement, program integrity, and high‑quality service to the public.

  1. Enhanced Training and Workforce Development: HRSA strengthened its FOIA workforce capabilities by implementing a structured annual FOIA training data call, ensuring that all personnel with FOIA responsibilities report completed training for inclusion in the Chief FOIA Officer’s Report. The FOIA Office also provided targeted technical guidance and system training for program offices with employees who were newly assigned FOIA duties, helping to ensure consistency in search procedures, improve accuracy, and reduce delays caused by turnover or shifting responsibilities.
  2. Improved Cross‑Office Coordination: To support equitable and accurate FOIA processing, HRSA enhanced coordination with internal stakeholders, including program offices responsible for conducting searches and reviewing equities. This included direct engagement with program leadership to address delays, clarify FOIA responsibilities, and ensure full participation in the search and review process. The FOIA Office also strengthened consultation practices with other components to ensure that multi‑office and multi‑agency equities were handled transparently and in accordance with FOIA requirements.
  3. Program Improvement through Management Oversight: HRSA continued to evaluate FOIA workflows, staffing needs, and system requirements. These analyses guided decisions related to augmenting FOIA capacity by leveraging Pathways and fellowship programs, and monitoring program health to anticipate and respond to increases in request volume or complexity.
  4. Technology and Process Modernization: HRSA advanced FOIA technology initiatives by improving the configuration and support of FOIA SWIFT Gatekeeper roles, ensuring proper routing of searches and records. Coordination with the system support team enabled improved functionality and enhanced standardization across program offices. These actions supported more predictable, reliable search processes and improved the integrity of FOIA case files across the agency.
  5. Strengthened Accountability and Quality Assurance: HRSA reinforced FOIA performance expectations by refining staff performance metrics to better align with FOIA responsibilities and program demands. These updates help ensure accountability, promote high‑quality work products, and support the timely and fair processing of FOIA requests.
Content last reviewed