Testimony of David Walker, Comp. Gen. of the U.S. Following the 9/11 terrorist attacks, the FBI needed to refocus its efforts to investigate those attacks and to detect and prevent possible future attacks. To do this the FBI has taken steps to change its priorities and sought to transform itself to more effectively address the potential terrorist threats. This testimony addresses the FBI's: progress in updating its strategic plan; develop. of a strategic human capital plan; realign. of staff resources to priority areas; reallocation of staff resources from its drug prog.; efforts to recruit and hire new personnel to address critical staffing needs; efforts to enhance its training prog.; and implementation of new invest. authorities and to help protect individual civil liberties.

In the wake of the 9/11 terrorist attacks, the FBI is in the midst of a reorganization that reflects a profound shift in the FBI's mission priorities. Historically the FBI has investigated violations of federal law, reacting after the crime was committed and viewing successful prosecutions as one of the key benchmarks of success. While the FBI has long discharged its foreign counterintelligence mission, this role was limited and often viewed through a law enforcement and case specific prism. The FBI reorganization is geared toward changing the way the agency does its business, increasing the emphasis on looking ahead and around corners, divining trends or threats through better analysis of intelligence, in order to prevent another terror attack. The FBI has undergone previous reorganizations, and major changes were on the horizon even without 9/11, but no reorganization has been so sweeping nor has any been initiated with the intent of so clearly refocusing the priorities of the FBI. The FBI is now focused on preventing terror attacks against the United States and the reorganization reflects the undisputed importance of this mission. Successful prosecution is now viewed as a means to the end of preventing terror attacks as opposed to an end unto itself. How Director Mueller and other senior officials determined the FBI post 9/11 reorganization plan reflects, not surprisingly, the interplay of people, organizations, and processes. Specifically, Director Mueller and senior FBI officials developed the reorganization plan from internal reviews lead by senior FBI managers, inputs from outside commissions and agencies, an acknowledged change in the threat environment, and Congressional oversight. Sadly, though not surprisingly, the FBI was moving toward a transformation but lacked both the resources and zeal in its own remaking. Coupled with the absence of comprehensive national strategy regarding terrorism, the tragedy of 9/11 was not averted.

This report discusses the Federal Bureau of Investigations's proposed reorganization and realignment efforts. It will address five topics. First, it is very important to recognized that the FBI's reorganization efforts represent a subset of a larger need to fundamentally transform the federal government in light of recent trends and long-range fiscal challenges. This transformation should include a review, reassessment and reprioritization of what the government does, how it does business, and who does the government's business. Second, the major aspects of the FBI's approach to realign its resources, touching on both the promise of these efforts and the challenges yet to be faced. Third, issues important to the success of the plan that are not specifically addressed in this phase of the FBI's reorganization. Fourth, the importance of adherence to some basic elements needed to ensure a successful transformation. Finally, the importance of congressional oversight to the successful implementation of transformational changes like those planned by the FBI.

The Federal Bureau of Investigation (FBI) is the Nation's premier law enforcement organisation responsible for gathering and reporting facts and compiling evidence in cases involving federal jurisdiction. It has broad jurisdiction in federal law enforcement and in national security, and is a statutory member of the US Intelligence Community. From its official inception in 1908, the FBI's mission, jurisdiction, and resources have grown substantially in parallel with the real or perceived threats to American society, culture, political institutions, and overall security. In 2003 the organisation has approximately 26,000 employees, about 12,000 of whom are Special Agents. The FBI has had many successes in countering criminal and hostile foreign intelligence and terrorist activity in its storied history. However, in its zeal to protect US national security, the FBI occasionally exceeded its mandate and infringed upon the protected rights of US citizens. Currently, the FBI is undergoing a massive reorganisation to shift its culture from reaction to crimes already committed to detection, deterrence and prevention of terrorist attacks against US interests. The FBI continues to be a major domestic and international force in the war against terrorism. This new book covers such issues as: Can the FBI sufficiently adapt its law enforcement culture to deter, detect, and prevent terrorism; Should some of the FBI's criminal jurisdiction be devolved to state and local law enforcement; Should a statutory charter for the FBI be developed; and Does the planned co-location of the FBI's operational Counterterrorism Division with the newly formed Terrorist Threat Integration Center provide an opportunity for foreign intelligence entities to engage in domestic intelligence activities. CONTENTS: Preface; The FBI: Past, Present and Future; FBI Intelligence Reform since September 11, 2001; Index.

FBI Reorganization: Initial Steps Encouraging but Broad Transformation Needed