	FBI Efforts Part of Broader Transformation Efforts

Last June, I highlighted the importance of the FBI’s success in  transforming itself, noting several basic aspects of a successful  transformation as well as the need for broader government  transformation. Thus  far, we are encouraged by the progress that the FBI has made in some  areas in the year since the announcement of phase II of its reorganization. Specifically, the commitment of Director Mueller and senior level  leadership to the FBI’s reorganization; the FBI’s communication of  priorities; and the FBI’s efforts to realign its activities, processes, and  resources warrant recognition. However, a comprehensive transformation  plan with key milestones and assessment points to guide its overall  transformation effort is still needed. At the same  time, it has made some progress in its strategic planning efforts. These include (1) initiating several  reengineering projects on human capital issues, such as succession  planning, enhancing the FBI’s communication strategy and streamlining its  hiring process; (2) initiating the staffing of the Office of Intelligence, a key  component of building the FBI’s intelligence mission; (3) realigning agents  and support staff to counterterrorism, counterintelligence, and cyber  crime investigations to address priority areas; and (4) implementing plans  to enhance recruitment and hiring for critical skill needs and training staff  shifted to priority areas to address the change in the FBI’s priorities. Since September 11, 2001, the FBI has permanently realigned  some of its field agent workforce from criminal investigative programs to  work counterterrorism, counterintelligence, and cyber programs. However,  despite these efforts, the FBI continues to face major challenges in critical  staffing areas. Some of the more noteworthy challenges include (1) a  continuing need to utilize special agent and staff resources from other  criminal investigative programs to address counterterrorism workload,   (2) lack of adequate analytical and technical assistance, and (3) lack of  adequate administrative and clerical support personnel. These areas include  (1) the FBI’s completion and implementation of a revised strategic plan;  (2) the FBI’s progress in integrating a human capital approach consistent  with its mission and goals; (3) the long term impact on state and local law  enforcement agencies, and the public, of the FBI’s shift of staff resources  away from drug enforcement and other criminal programs; and (4) FBI  agents’ compliance with the new investigative authorities granted under  the revised Attorney General’s Guidelines. Revisions to the FBI’s Training Programs in Priority Areas

The FBI has taken steps to provide revised training to FBI personnel  assigned to the priority areas. Appendix VII: Internal Controls to Protect Against Civil Liberties Abuses

The following sections present more detail about (1) the extent to which  internal controls have been incorporated into the Attorney General’s  Guidelines on General Crimes, Racketeering Enterprise and Terrorism  Enterprise Investigations, (2) other internal control mechanisms that are  in place to ensure FBI compliance with the Guidelines, and (3) concerns  about how the Guidelines may adversely affect the protection of civil  liberties.
Why GAO Did This Study

Following the September 11, 2001, 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 specifically addresses the FBI's (1) progress in updating its strategic plan; (2) development of a strategic human capital plan; (3) realignment of staff resources to priority areas; (4) reallocation of staff resources from its drug program; (5) efforts to recruit and hire new personnel to address critical staffing needs; (6) efforts to enhance its training program; and (7) implementation of new investigative authorities and internal controls to ensure compliance with the revised Attorney General's Guidelines on General Crimes, Racketeering Enterprise and Terrorism Enterprise Investigations and to help protect individual civil liberties.

What GAO Found

Last June, GAO highlighted the importance of the FBI's success in transforming itself, noting several basic aspects of a successful transformation. Thus far, GAO is encouraged by the progress that the FBI has made in some areas in the past year, but a number of major challenges remain. The commitment of Director Mueller and senior level leadership to the FBI's reorganization and the FBI's communication of priorities warrant recognition. However, a comprehensive transformation plan with key milestones and assessment points to guide its overall transformation efforts is still needed. The FBI has also not completed updating its strategic plan and has not developed a strategic human capital plan, although it has made some progress in both these areas. To better ensure focus on the highest priorities, over the last year, several actions were taken, including permanently redirecting a portion of the field agent workforce from criminal investigative programs to counterterrorism and counterintelligence. However, the FBI continues to face challenges in critical staffing areas including: (1) utilizing staff resources from other criminal investigative programs to address counterterrorism, and (2) a lack of adequate analytical and technical assistance and administrative support personnel. The FBI's efforts to address critical skill needs and revise its training program are commendable. GAO also found internal controls in place to help ensure compliance with the revised Attorney General's Guidelines and protect individual civil liberties.