FBI Reorganization: Progress Made in Efforts to Transform, but Major Challenges Continue

The FBI has made progress in its transformation efforts as demonstrated by (1) commitment of Director Mueller and senior level leadership to the FBI's reorganization, (2) the FBI's communication of priorities, (3) the implementation of core reengineering processes to improve business practices and assist in the bureau's transformation efforts, (4) the dedication of an implementation team to manage the reengineering efforts, (5) involvement of employees, (6) the realignment of activities, processes, and resources to focus on a key set of principles and priorities, and (7) the development of an updated strategic plan (2004-2009) and a strategic human capital plan. In addition, the FBI has embedded crosswalks and timelines in their various transformation plans that relate one plan to another and has outlined some of its transformation efforts on its website. While the FBI did not develop a comprehensive transformation plan that pulls all of the pieces together in one document, the actions taken by the FBI meet the intent of the recommendation.

The FBI has completed the update to its 1998-2003 Strategic Plan. GAO assessed the (2004-2009) update to the Strategic Plan and testified on this matter before the Senate Appropriations Subcommittee in March 2004 (code 440305), noting that overall, GAO found that the plan has important strengths, as well as some areas in which improvements could be made.

In fiscal year 2004, the FBI took action to link SES performance to pay. The new system requires that all future SES pay increases be based exclusively on individual and organizational performance. Additionally, as part of its transformation efforts, the FBI replaced the pass/fail system for professional support personnel (i.e., non-agent personnel, who include analysts, scientists, and technical specialists) with a new five-level performance appraisal system.

In response to testimony GAO presented before the House Appropriations Subcommittee in June 2003 (440161), and a correspondence (440237) forwarded to Director Mueller in September 2003, the FBI completed the development of a strategic human capital plan that GAO generally found to be consistent with GAO's Model for Strategic Human Capital Planning (440305). The FBI provided GAO with a copy (i.e., published version) of the plan in July 2004. Additionally, on October 11, 2005, the FBI announced the appointment of Donald E. Packham to be the FBI's Chief Human Resources Officer. In this position, Mr. Packham will oversee the FBI's human capital management functions, including recruiting, performance management, talent development, succession planning, compensation, benefits, and awards.

On August 6, 2007, the FBI sent a memorandum to GAO that addressed the agency's efforts to closely monitor drug crime data to assess the impact of its resource alignment efforts on drug enforcement, its investigative priorities, and DOJ's 2003 drug enforcement strategy. GAO reviewed the documentation provided by the FBI and agrees that the FBI has taken appropriate actions to remain informed of the current trends and threats associated with drug trafficking in the United States and are engaged in counter-drug efforts in a limited capacity. The realignment of FBI resources to higher priority programs has resulted in an emphasis on joint, cooperative efforts with other federal, state and local law enforcement agencies to counter drug threats that have a direct impact on the United States.