• Embed Doc
  • Copy Link
  • Readcast
  • Collections
  • CommentGo Back
Download
 
APR.
28.
2004
3:20PM
9-11
COMMISSION
NO.
2541
L«
H.
Hamaton
V^T
Cldaad
FiedP.Kd&if
Junk
S.
GordiclcSlade
Gorton
johnLchmsa
FAX COVER SHEET
it
.i
B-
To: •
Date:
Number of
pages
ef
sheet):
 
T004
3:20PM
9-11
COMMISSION
NO,
2541
For
Chapter
9,
Section
3
The
Emerging Shape
of a War on
Terror
The
Domestic Intelligence part
of the
Equation
The
FBI
continues
to
play
the
lead role
in the
U.S. Government's domestic
counterterrorism
strategy,
and is in the
process
of
implementing
a
number
of
reformsdesigned
to
strengthen
its
intelligence capabilities
and
thus
its
capacity
to
prevent terrorist
acts.
Collection management
is a key
component
of
these
efforts.
The
Bureau's
Office
of
Intelligence
has
taken steps
to
increase
the
Bureau's
capacity
in
each area
of the
intelligence cycle.
Collection
As
the
nation's
premier investigative agency,
the
Bureau
has
always collected
a
large
amount
of
intelligence,
However,
it has not
done
so in a
directed manner. Since
9/11,
the
Bureau
has
worked
to put in
place
a
process
to
manage, capture
and
prioritize
its
intelligence collection
efforts,
beginning with
the
identification
of
collection
requirements.
The FBI is
centralizing
its
Counterterrorism Program,
in
part
to
ensure
that
key
intelligence information obtained
by field
agents through their investigations
is
maintained
centrally, analyzed
and
disseminated appropriately.
The FBI
also
is
dedicating
additional resources
to
translation
and
surveillance.
Analysis
The
Bureau's longstanding case-focused,
law
enforcement approach
to
counterterrorism
has
not
recognized
the
value
of
intelligence analysis
generally,
and
strategic analysis
specifically.
The
Office
of
Intelligence
is
seeking
to professionalize and
promote
theanalysis
function
through
the
creation
of a
Counterterrorism Analysis
Branch,
a
more
formalized
training program,
and a
greater emphasis
on the
production
of
strategic
analysis,
The
demand
for
tactical analysis
and
executive-level
briefings,
however,
has
made
it
difficult
for
senior managers
to
focus
their resources sufficiently
on
strategic
analysis,
The FBI is
engaged
in a
massive
effort
to
hire
additional headquarters
and
field
analysts, but it is not
clear that
the
qualifications, status
and
role
of
most analysts
in the
field
have changed
in
practice.
Dissemination
The
FBI has
long been accused
of
failing
to
share intelligence derived
from its
investigations with
those
who
need
to act on it -
state
and
local
law
enforcement,intelligence community
officials,
policymakers,
and the
public.
It
also
has not
effectively
managed and
shared
its
information internally.
The FBI has
taken several steps
toaddress
this shortcoming, including creating
a
reports
officer
function,
increasing
thenumber of
Joint Terrorism
Task
Forces
at FBI field
offices,
creating
a
National JointTerrorism Task Force
at FBI
headquarters,
and
dedicating significant
resources
to
 
2004
3:20PM
9-11
COMMISSION
NO,
2541
P. 3
upgrading
its
information systems,
The
passage
of me USA
PATRIOT
Act
also
has
helped
in
this area
as it
provides
for the
sharing
of
information obtained under
the
Foreign Intelligence Surveillance Act (FISA) and during grand jury proceedings.
Management Challenges
FBI
leadership
is
confronting
several management challenges
in its
attempts
to
transform
the
reactive,
law
enforcement culture
of the
organization
and
fully
integrate intelligenceinto operations.
•
Leadership:
TheFBI's
decentralized management structure prior
to
September
11,
2001, under which field
offices
set their own priorities, has madecentralization
of its
Counterterrorism Program
difficult.
Our
investigationrevealed some resistance
in the
field
to
this approach
and
found
a gap
between
the
announced
reforms
at FBI headquarters and the reality in the field.
1
Resources;
Director Mueller
has
shirtedjignificantresources
from
otheroperational areas such as drug enforcement to counterterrorism and the FBI hasreceived large
increases
in
funding
since 2001. The Bureau continues to do
additional
hiring, though it still lacks an adequate number of translators, analysts,
and
surveillance personnel.
•
Information sharing:
The FBI is
making progress
in
upgrading
its
information
systems
but the project is behind schedule and improvements have been slow.
FBI
personnel
-
agents
and
analysts
-
still
do not
have easy
access
to the FBI and
other intelligence information they require
to do
their jobs. Information sharingboth internallyandexternally still reliesto agreat extentonpersonalrelationships.• Expertise of personnel: It will take time to build the requisite expertise among
agents,
analysts and others working counterterrorism cases. The Bureau has
announced
a new career path for special agents in which they will specialize in aparticular investigative area
after
spending three years familiarizing
themselves
with
all areas.• Balance of security and liberty: Post-9/11 legal and policy changes have provided
agents
with additional investigative toolsandgreaterflexibility inemployinginvestigative methods. The resulting debate regarding the appropriate balance of
civil
liberties, privacy
and
security will
be
addressed
in
depth
in
Chapter XIV.
Key
Domestic
Intelligence Questions
•
What
policies and
protocols
are
necessary
to
bridge
the
foreign-domestic divide
that
exists in the intelligence arena?
of 00

Leave a Comment

You must be to leave a comment.
Submit
Characters: ...
You must be to leave a comment.
Submit
Characters: ...