The FBI Refocused its Mission and Revised its Priorities
Refocused its Mission and Revised its Priorities
Commerce-Justice-State Subcommittee Hearing on the Transformation of the
Federal Bureau of Investigation: Testimony of FBI Director Robert S. Mueller,
III. Senate Appropriations
Committee, Subcommittee on the Departments of Commerce, Justice, and State, the
Judiciary, and Related Agencies. Washington D.C. March 23, 2004.
afternoon Mr. Chairman, Senator Hollings, and members of the Subcommittee.
Before I begin, I want to take a moment to thank you for your leadership and
strong support of the FBI. The funding you have provided has been critical to
our mission and our efforts to transform the FBI. Over the past two and a half
years, we have moved from an organization that was primarily focused on
traditional criminal investigations to one that is actively investigating and
disrupting terrorist operations. I welcome the opportunity to come before you
today to discuss this transformation and specifically address three areas that
have been key to it -- information technology, management, and training.
essential for the FBI to achieve its strategic goals. It is the basis for the
success of each individual employee, from Special Agents to analysts, and for
the FBI as a whole. As threats based on terrorism and technology increase, the
FBI must prepare its employees to meet these threats by providing high-quality
training. The cornerstone of this training is the FBI Academy at Quantico,
Virginia. As you know, new agents complete a 17-week training program at the FBI
Academy. All analysts receive training at the College of Analytical Studies,
also located at Quantico. In addition, the FBI provides training to state,
local, and international law enforcement officials at the National Academy and
hosts numerous training conferences.
Over the past
few years, the FBI has made significant progress in improving the training we
provide to agents, support personnel, and our law enforcement partners.
Special Agents to meet our highest priority—terrorism prevention—our
Counterterrorism modules now include financial investigative techniques, source
development strategies, terrorist groups, and domestic terrorism. We have also
developed a number of practical problems that have greatly enhanced our
counterintelligence and counterterrorism training. For example, we have
developed white-collar practical problems focusing on terrorist fundraising that
enables New Agent trainees to experience one of the means of identifying and
dismantling terrorist networks before they strike. Of course, we also include
practical problems where the trainees must respond to a terrorist event such as
the release of cyanide or anthrax. In the past, our practical exercises focused
exclusively on criminal applications, such as bank robberies and kidnappings.
While these remain an important part of our program, we have refocused our
training efforts to address our number one priority of protecting the United
States against terrorist attack.
established the College of Analytical Studies (CAS) in October 2001 to provide
analysts with a formal training program in support of our counterterrorism
mission. The CAS includes a basic course of six weeks for FBI analysts, as well
as Joint Terrorism Task Force (JTTF) analysts, who may be Department of Justice
(DOJ) employees, state and local law enforcement officials, or analysts from
other federal agencies. The CAS trained 880 students in FY 2003Ca four-fold
increase over the 193 students in FY 2002.
The FBI also
provides training to its state, local, and international partners through the
National Academy, the National Executive Institute, and the Law Enforcement
Executive Development Seminar. In addition, we have partnered with the
Department of Justice to provide a comprehensive ATrain the Trainer@ program, at
the FBI Academy, to teams of agents from each FBI field office. After completing
their training, these teams will train state and local police officers in their
territory on pre-incident awareness, preparation, and prevention in the areas of
antiterrorism and extremist criminal activity. The goal is for each FBI field
office to train 120 police officers per quarter, resulting in the annual
training of at least 26,800 first responders in basic CT. As of March 9, 2004,
one "Train the Trainer" course had been taught, and a second was offered last
week, resulting in certification of approximately 55 trainers.
University Education Program (UEP), we are providing funding for employees to
pursue advanced degrees in critical skills areas as identified by the FBI's list
of priorities. This will allow FBI employees to readily adapt to changes in
mission and keep pace with rapid advances in technology. In FY 2004, 147
employees were approved to work toward their degrees. Eighty-four are pursuing
master degrees or Ph.D.'s. We have also invested in executive management and
leadership training, developed by the Kellogg School of Management in Chicago.
Approximately 250 Senior Executive Service (SES) managers have already received
training at the Kellogg School.
FBI Academy at Quantico supports a tremendous amount of the training the FBI
provides, it is over 30 years old and not in a condition conducive to 21st
century training. It has become clear that a substantial investment is needed in
our infrastructure now in order to prevent further deterioration. The FY 2005
President's budget request includes $21.3 million in nonpersonnel funding in
order to renovate the FBI Academy and provide for operations and maintenance of
the facility, so we can ensure the future of law enforcement has the best
possible training environment.
We have made
substantial progress in the information technology (IT) area since I arrived at
the FBI in September 2001, eight days before the terrorist attacks of September
11th. At that time, the FBI's technology systems were several
generations behind industry standards, existing legacy systems were approaching
30 years old. IT equipment was inadequate. For example, our personnel were
working on hand-me down computers from other federal agencies. We had little to
no Internet connections in our field offices, and our networks could not do
something as simple as transmit a digital photo. Much of the progress the FBI
has made on the investigative front rests upon a strong foundation of
information technology. Nearly 500 counterterrorism and counterintelligence FBI
Headquarters employees have been provided with access to Top Secret/Sensitive
Compartmented Information (TS/SCI) at their desks. We implemented the Wide Area
Network on schedule in March 2003. We improved data warehousing technology to
dramatically reduce stove piping and cut down on man-hours that used to be
devoted to manual searches. We have deployed nearly 30,000 new computers for FBI
Headquarters and field offices.
September 11th terrorist attacks, we were required to make an
in-depth assessment of our information technology systems. This assessment
determined that we needed to address some key areas including the lack of
databases that contained current information, limited analytical tools,
continual dependency on Automated Case Support (ACS), and outdated equipment.
I have taken
specific steps to address our deficiencies in information technology. I made it
a top priority that we establish required databases and develop analytical
tools. In a post-Robert Hanssen environment, it was critical that we implement
new security protocols. I also completely replaced the management team
responsible for Trilogy. I brought onboard a new Chief Information Officer (CIO),
as well as a project manager from the IT community to monitor the progress of
As you know,
during the past year we encountered some setbacks regarding the deployment of
Full Site Capability (FSC) and the Virtual Case File, and we are moving quickly
to address them. We are working to resolve each issue, and will continue
deployment throughout the country.
that we are now on the right track, and we are closing in on the goal of
completion. We are being diligent in our efforts to complete this project within
the resources available, and I am committed to ensuring the successful
completion of this project.
For FY 2005,
the FBI requests increases of $20 million in technology investments to continue
moving forward. A portion of these resources will allow the FBI to install the
TS/SCI Operational Network in up to 10 field offices and add users to the
Headquarters TS/SCI Local Area Network (LAN). Expanding the TS/SCI network will
provide every agent and analyst with classified e-mail and message delivery, as
well as an electronically searchable archive on their desktop. I will continue
to seek your help and support as the FBI moves forward into an increasingly
high-tech future. FBI Culture
of the FBI is now and always has been a culture of hard work, integrity, and
dedication to protecting the United States, no matter what challenges we face.
The FBI was created 96 years ago to fight the spread of traditional crime across
county and state lines. Today's FBI faces a world in which crimes as diverse as
terrorism, corporate fraud, identity theft, human trafficking, illegal weapons
trade, and money laundering traverse easily back and forth across international
boundaries. Today, we are dealing with organized crime groups that launder money
for drug groups, which sell weapons to terrorists, who commit white-collar crime
to fund their operations. In the wake of the September 11, 2001, attacks, it
became clear that the FBI must be more flexible, agile, and mobile in the face
of these new threats. As a result, the FBI has:
its mission and revised its priorities;
its workforce to address these priorities;
• Shifted its
management and operational environment to strengthen flexibility, agility, and
Restructured FBI Headquarters; and
dozens of projects aimed at reengineering our internal business practices and
- We are
building a workforce for the future by:
the FBI's applicant base for critical skills and diversity;
new agent training to reflect our revised priorities;
Establishing new career tracks for counterterrorism, counterintelligence, cyber,
security, and for analysts; and
management and leadership development.
modernizing FBI technology by implementing Trilogy and developing cutting-edge
technology. We have opened and strengthened lines of communication between the
FBI and our partners in the federal, state, local, and international law
enforcement and intelligence communities.
our original core values to accountability for our actions and leadership
through example both at work and in our communities.
In short, we
have overhauled the FBI, transforming it into a stronger, more flexible, more
proactive, and more modern organization, better equipped to confront the myriad
of threats we face in a post-September 11th world. We will continue
to evolve and make comprehensive changes in the overall structure, organization,
and business practices of the FBI to ensure that we remain the very best law
enforcement and intelligence agency in the world.
We have made
great progress, but our work is not yet finished. The FBI has a duty to protect
the United States, secure freedom, and preserve justice for all Americans. The
FBI has always answered and will always answer this call with fidelity, bravery,
and integrity. The men and women of the FBI work tirelessly each and every day
to fulfill the FBI's mandate to protect the United States. With the support of
this Subcommittee, we can give the men and women of the FBI the resources they
need to carry out their mission.