COMPARISON OF CURRENT FBI AND SERVICE WITHIN

SERVICE PROPOSALS

Purpose

Current FBI: "Intelligence is fundamental to successful FBI operations. Intelligence

functions are woven throughout the fabric of the Bureau, and any changes to this
integrated approach would be counterproductive. Intelligence is embedded in every
aspect of the FBI workforce and organization - the Agents, the analysts, the Laboratory,
the Cyber Division, the Investigative Technologies Division, and even training."
Director Mueller, June 3, 2004.

CRS Report Option 2: "The [National Security Intelligence Service]'s principal

responsibility would be to develop and nurture an integrated intelligence program, and
establish well-defined career paths for special agents and analysts that would hold out
realistic promise of advancement to the highest levels of the FBI and Intelligence
Community." Alfred Gumming and Todd Masse, FBI Intelligence Reform since
September 11, 2001: Issues and Options for Congress, ("CRS Report"), April 6, 2004,
at 39.

Third approach: Ensure the Bureau has institutionalized a management structure that
will continue to support and reward proactive, preventative national security
investigations into the future.

Structure

Current FBI: Five executive assistant directors manage programs at headquarters; field
operations managed by Special Agents in Charge (or Assistant Directors in Charge). CT
and CI cases that involve multiple FBI divisions, sophisticated investigative techniques,
wiretap authorities, or highly sensitive or high profile issues are run from headquarters.
All CT matters are opened by the FBI as intelligence cases. The function of the CT
Division is to manage CT operations in the United States to detect, disrupt and prevent
terrorist activities, conduct analysis to support its own operations, and produce
intelligence reports based on its operations. The Office of Intelligence ("OI") (proposed
to become a directorate or "intelligence service") is separate from the counterterrorism
and counterintelligence divisions as well as other two operational directorates, cyber and
criminal investigative. OI develops the definitions of intelligence functions, develops
intelligence policy (including information sharing policy) and sets requirements (pursuant
to the DCI's requirements process) that are to be executed by agents and analysts in field
intelligence groups, Joint Terrorism Task Forces, and in other components of the bureau.
Analysts are located in operational units, in the field and at headquarters, and in the
Office of Intelligence - including assignments at TTIC.
CRS Report Option 2: Acknowledges there are multiple ways a semi-autonomous
National Security Intelligence Service could be structured but suggests an option that
would pull all (investigative, operational and analytical - headquarters and field) of the
FBI's international terrorism, foreign counterintelligence, JTTF, and security
countermeasures resources into a semi-autonomous agency headed by a Senate-
confirmed, presidential-appointed official who would report to the FBI Director and the
Attorney General, and who would work with the Director of Central Intelligence to
ensure coordination with the intelligence community. Regional service squads could be
established to focus intelligence resources in the field. The service would have its own
resources. The role of the current FBI Office of Intelligence is unclear - or considered
unnecessary because of its merger with international terrorism and foreign
counterintelligence units.

Third approach: Strengthen the Director's proposal to build career paths for agents by
establishing two career services at the Bureau - one for agents devoted to
counterterrorism and counterintelligence, another for agents who will handle cyber crime,
public corruption, civil rights violations, criminal enterprises, major white-collar crime
and significant violent crime (not terrorism-related). Assign analysts, linguists and
surveillance personnel at the Bureau to one service or the other and ensure
counterterrorism personnel in the field cannot be unwillingly reassigned away from
national security matters by Special Agents-in-Charge. Establish a position for an
Assistant Special in Charge at every field office who would be an experienced supervisor
of counterterrorism and counterintelligence personnel. Seek out individuals for the FBI
who wish to become experts in international terrorism and allow them to specialize after
one year of exposure to different aspects of the Bureau (rather than three years, as the
FBI now requires for special agents). Make rotational assignments within the
Intelligence Community a requirement for senior supervisory positions in the CT/CI
service. Continue to encourage the development of intelligence capabilities across the
Bureau through the Office of Intelligence continuing to serve as the conduit for bringing
the DCI's intelligence requirements to the Bureau, representing the FBI in the
development of intelligence policy, and becoming the focal point for the Intelligence
Community's designated mission centers.

Budget resources

Current FBI: Director endorses proposal to submit budget request to Congress in four
budget units which would make clear resources requested and spent on
counterterrorism/counterintelligence, intelligence, and two other units. Funds
reprogrammed from each of these accounts would require congressional approval.

CRS Report Option 2: Would have the NSIS have its own dedicated budget.

Third approach: Congress should carefully track and monitor the utilization of funds
requested by the Bureau for counterterrorism, counterintelligence and intelligence
purposes.