Good
morning, Chairman Wolf, Congressman Serrano, and members of the Subcommittee.
I appreciate your leadership and your support of the FBI, and I welcome
the opportunity to discuss our Fiscal Year 2003 budget request. I
am most appreciative of the support of the full Committee as well.
As you know, I have been the FBI Director for approximately six months.
I took office on September 4 ready to address restructuring the FBI,
confident that we could make immediate headway. Just seven days later,
America experienced the worst act of terrorism in our history. These
events gave an urgency to our plans for restructuring the organization
and reshaping our mission that must never escape our full attention.
Concerning the
September 11th attacks, we have made huge progress in unraveling how
this meticulously crafted plot was planned overseas and how it unfolded
from abroad. Throughout the past six months, I have been extremely
proud of the way the men and women of the FBI have responded to this
tragedy, doing whatever it takes to get the job done. At the same
time, the attacks of September 11th have had a profound impact on
the Bureau, underscoring the urgency for the need for change. In our
view, everything must be, and is, "on the table." Not only must we
change our structures, as you have already seen, but we are re-examining
mission, jurisdictions, hiring, training, information infrastructure,
information sharing, analytical capabilities, resource deployment
and many other areas. Given the tragic events of September 11th, a
different FBI is needed with a new focus, new tools and new resources,
and, in some instances, employees with new or different skill sets.
We have to do more to fix what is broken and to reshape what no longer
fits after the events of September 11th.
This budget request
and the significant supplemental funding which this committee has
provided speaks volumes to your commitment to supporting the FBI's
response to the events of September 11th, the Anthrax incidents which
followed as well as all of the other important work that we do every
day. The nation should be proud of your continuing support for the
FBI in our efforts to strengthen our national security and we are
humbled by the support which you continue to show us. The resources
which you have provided and the foresight which you have shown have
been instrumental in our successful investigation into the attacks
of September 11 and more importantly our efforts to ensure that such
an attack never occurs again. We thank this committee for its continuing
support of the FBI's mission which has become more critical in the
current dangerous times in which we live. The FY 2002 supplemental
and this budget request will build upon this and seek to enhance our
ability to safeguard the United States as well as our citizens around
the world.
Refocusing and
Reorganizing the FBI
Even without
the occurrence of September 11th, a candid assessment of where we
are points to the need for some significant improvements. A series
of events pre-dating September 11th highlight vulnerabilities and
shortcomings in our infrastructure and our workforce. In some areas,
despite robust Congressional support, we have fallen behind where
we should be given our mission, and in other areas, we simply must
improve by doing things differently, in many cases changing our culture
along the way.
Let me give you
some examples. It is no secret that our information infrastructure
is far behind current technology. You have provided us substantial
funding and we are deploying new hardware and networks. We still have
a long way to go on the application side. Having to so dramatically
replace the entire infrastructure rather than make incremental improvements
as is the common private sector approach has made the replacement
process more difficult. Without question, we all believe this is the
number one problem confronting the FBI today, recognize that for a
number of reasons the situation developed over time, and know that
in the future a better approach to technology upgrades must be utilized.
Just as we change
our technology, we must change our workforce. You have given us the
opportunity and we have begun to do so. Over the years the FBI tended
to hire generalists, operating within a culture that most jobs were
best done by Agents. Former Director Freeh began changing that notion.
We intend to accelerate this approach, capitalizing on the opportunities
created by hiring new employees and replacing those who retire. We
need subject matter experts in areas like computers, foreign languages,
internal security, area studies, engineering, records and the like.
We have not adequately recruited and hired towards such a specialized
workforce, or matched very well who comes in the door with the skill
sets we not only need now but also what we will need two, three or
five years out.
There also has
been much in the media about coordination with state and local authorities,
what is commonly referred to as information sharing. After a series
of meetings with local law enforcement officials, it became clear
that solid, personal relationships alone were not addressing the basic
information needs of our local counterparts. They have our attention
and, although we are doing much better, it is clear to me that we
have a long way to go. We have to work through legal, technical and
classification issues but we also have to work through getting the
FBI to fully appreciate how important this is and how much we can
benefit if we succeed. I have made a number of structural and personnel
changes squarely aimed at doing better in this area and I appreciate
the support I am getting from the major law enforcement organizations
as we work through this.
These kinds of issues require a different way of thinking, a more
collaborative FBI, constructed and trained differently from where
we are today.
Having said that,
I have often stated that the Bureau's greatest asset is its people.
I thought that before becoming Director and am more convinced now.
They are dedicated professionals. These and other issues have demanded
our full and undivided attention and have added to the broader mission
and management challenges facing the FBI. It is urgent that we make
changes quickly and judiciously. We must move forward with a comprehensive
plan to strengthen our role in national security, to give employees
the tools and training to do their jobs more effectively, and to improve
the two-way flow of information and expertise with our many public
and private sector partners.
To move forward
on these issues, in December, with the approval of the Attorney General
and subsequently of Congress, we took a significant step in the change
process with a major reorganization of the FBI. We appreciate your
support and input. The first phase of our comprehensive plan created
a Headquarters structure that will help our executive team lead and
manage the Bureau more effectively. As you know, it establishes four
new Executive Assistant Directors who report directly to me and oversee
key areas of our work: Counterterrorism and Counterintelligence; Criminal
Investigations; Law Enforcement Services; and Administration. This
structure reduces the span of control of the former Deputy Director
position, a management concern raised here on Capitol Hill and in
internal and external reviews of the Bureau. These changes also increase
accountability and strengthen executive-level management oversight
of day-to-day operations, and permit a greater focus on strategic
management issues.
The reorganization
addresses some of the other significant management issues and concerns
raised by members of Congress and others in recent months as well.
It is consistent with substantive comments, directions, and guidance
culled from Congressional Appropriations and Intelligence Committees
reports as well as various Administration and Congressionally-directed
reports published since 1996. The reorganization creates a stand-alone
Security Division, headed by an experienced professional from the
CIA, to raise our security practices and standards to the level we
need, to fix what the Hanssen investigation made painfully obvious.
It also includes an Office of Records Management, led by an experienced
records expert, to help us modernize our record-keeping systems, policies,
and processes to prevent another OKBOMB document situation. The reorganization
elevated the position of Chief Technology Officer (CTO) so that the
position reports directly to me. It establishes an Office of Law Enforcement
Coordination that will not only improve relationships and information
sharing with state and local police professionals and others, but
will also help the FBI tap into the strengths and capabilities of
our partners. We are working now to identify an experienced, qualified
executive from state or local law enforcement to head this new office,
someone who will help us understand how best to integrate our state
and local counterparts in the war against terrorism and into major
investigations.
At the same time,
the ongoing reorganization responds directly to the events of September
11th and the new environment by consolidating FBI oversight over the
Counterterrorism and Counterintelligence programs. The new structure
creates the Office of Intelligence, which will focus on building a
strategic analysis capability and improving our capacity to gather,
analyze, and share critical national security information. It also
creates a new Cyber-Crime Division dedicated to preventing and responding
to high tech and computer crimes, which terrorists around the world
are increasingly exploiting to attack America and its allies. Our
old structure was fractured and not well coordinated. This change
will bring together various cyber initiatives and programs under one
umbrella, so we are better focused, organized, and coordinated in
working with our public and private sector partners to protect our
nation's growing digital marketplace and electronic infrastructure.
We have now turned to the second phase of our reorganization. As part
of this phase, we are developing a comprehensive strategy to permanently
shift resources to the fight against terrorism and in support of a
massive prevention effort. We hope to present this strategy to the
Department, Administration, and the Congress soon. We are working
to identify areas where we can redirect resources without compromising
our investigative priorities or our partnerships with law enforcement
and other government agencies. Given the gravity of the current terrorist
threat to the United States, the FBI must make hard decisions to focus
its available energies and resources on preventing additional terrorist
acts and protecting our nation's security. At the same time, I want
to assure you that we will continue to pursue and combat international
and national organized crime groups and enterprises, civil rights
violations, major white-collar crime, and serious violent crime consistent
with available resources and the capabilities of our federal, state,
and local partners. We want our mission driven by the simple principle
that whatever we do, we will devote the resources and expertise to
be the best in the world. Otherwise, we are simply shortchanging ourselves
and the American people. We are revising our strategic plan accordingly.
We believe the changes to date and those that will be proposed in
the near future are vital to ensuring that the FBI effectively satisfies
its national security and criminal investigative missions. They represent
our first steps in the difficult process of change. Again, I have
the greatest respect for the men and women of the FBI, as I know you
do. I have found their diverse talents and their dedication to serving
this nation to be remarkable.
In addition,
over the next few weeks several reviews and inquiries will conclude.
These include the ongoing management study conducted under the direction
of the Attorney General, the Inspector General review of the OKBOMB
documents situation, and the post-Hanssen Webster review, among other
reports. The issues inherent in each of these reviews are so urgent
and critical that we have not waited until their conclusions to begin
fixing our vulnerabilities. We simply cannot afford another 15-year
Hanssen episode, or a records situation like we had in OKBOMB. In
all of these instances we are making significant changes. Here are
a few examples:
OKBOMB Records
Issues (OIG Study)
Records management
is at the heart of the FBI's integrity as a law enforcement organization.
We must be able to eliminate any doubt about the accuracy, completeness
and fairness of our investigations. As was made abundantly clear in
the days preceding the execution of Oklahoma City bomber Timothy McVeigh,
the ability to maintain, access and retrieve documents is critical
to our mission and equally critical to our ability to protect the
rights of those charged with crimes. It is also fundamental to a robust
analytical capacity, something we are rapidly enhancing.
• Congress
has approved $237 Million in the Counterterrorism Supplemental for
the FBI to upgrade technologies and infrastructure for organizing,
accessing and analyzing information throughout the FBI. Improvements
which are currently underway include:
• replacing
the antiquated Automated Case System in favor of a multimedia
and near paperless "virtual case file" with significant improvements
in capabilities that greatly reduce or eliminate the possibility
that future documents will be misfiled, lost or otherwise failed
to be produced.
• modernization of the FBI's computer network to provide
a "data warehousing" collaborative environment instead of application
"stove pipes." The creation of "data warehouses" provides easier
and more robust access to and sharing of information.
• contract vendor support to allow commercial software and
professional scanning, indexing and storage of documents to move
us rapidly out of the paper environment that was so vexing in
the OKBOMB situation.
• Every
employee at the FBI attended a full day of "Back to Basics" training
which focused extensively on proper document production, retrieval,
and management.
• We created the Office of Records Management to focus much
needed attention on the need to ensure that the physical and electronic
actions and authorizations are identified, recorded and maintained
within the FBI's systems.
• Most recently, we hired Mr. William Hooton, a world class
records manager, to head up this new Office. We have charged Mr.
Hooton with restructuring and modernizing our enterprise-wide records
management system. We have also set as a top priority the development
of a comprehensive policy and procedures guide for records management.
Hanssen Espionage
Case (Webster Review):
The human factor
can never be eliminated in the intelligence business. What can be
done and what we are doing is making improvements that are closing
significant gaps in our internal security of information, putting
in place mechanisms to permit detection and investigation of anomalies
much, much sooner; and educate our workforce as we change to a culture
that supports security awareness. As part of this process, we:
• Conducted
an internal evaluation of the FBI's security practices and began
fixing what was broken.
• Implemented interim steps to improve security.
• An
expanded polygraph program to include all employees with access
to highly sensitive information or who are heading to or returning
from a permanent overseas assignment.
• Routine audits and verification of a "need to know" for
employees accessing the most sensitive cases and programs.
• Enhanced analytical scrutiny of background re-investigations
routinely done for employees with access to sensitive information.
• Direct
and personal involvement of Special Agents in Charge (SACs) in
security issues at the field level, ensuring that field security
personnel have direct access to executive management.
• We
recently created the Security Division and appointed Mr. Ken Senser,
an experienced security professional from the CIA, to lead the transformation
of the Security Program and to manage the new Division at the Assistant
Director level. For the first time in FBI history, the Security
program has the level of visibility it needs.
• We established an Information Assurance Program, modeled
on the best practices of the Intelligence Community, to ensure the
protection of FBI information systems.
• Finally, under Mr. Senser's direction, a comprehensive security
action plan has been established. Prioritized initiatives, falling
within 15 separate categories, have been identified where we need
to close security gaps.
Management Review of the FBI:
The DOJ's Strategic
Management Council directed a comprehensive review of four functional
areas of the FBI: organizational structure/mission; information technology
policies and practices; personnel policies and procedures; and crisis
management procedures. When the report is final, we expect it will
confirm many of the areas of improvement which we have already identified
and validate actions which we have already taken.
• We
addressed the issue of span of control at the Executive level by
creating a management team of four Executive Assistant Directors.
• We have spent considerable effort on mission refocusing,
which we will propose to you as Phase II of the reorganization and
articulate in a revised strategic plan.
• We have two separate studies underway examining the FBI's
field office organizational structure.
• We have engaged a consultant to conduct a top to bottom
review of FBI workforce capabilities and to make recommendations
on workforce restructuring.
• As I mentioned earlier, we place high value in leadership.
A course in Leadership Training has been developed for Bureau managers.
• As I also mentioned earlier, I have elevated the position
of CTO so that the position reports directly to me.
• We have charged the CTO with developing a formal information
technology investment management process.
Let me now say
a word about leadership before I address our 2003 Budget Request.
There are certain simple principles about leadership that I believe
all of our employees must understand. Things like working harder than
your employees, never asking them to do what you are unwilling to
do, living and breathing the highest ethical standards, candidly admitting
and correcting mistakes and not being boastful of accomplishments.
We need to refocus our training and our attitude to embody these principles.
We want our employees to want to be leaders and we want them to understand
both how to lead and that leadership does not come without sacrifice.
Everything we do will be remolded towards that end, especially hiring
and training at every level. We believe we will be a stronger, more
accountable FBI as a result.
Overview
of FY 2003 Budget Request
For FY 2003,
the FBI requests a total of $4,203,837,000 and 26,215 permanent positions
(10,752 agents) and 25,464 work years for its Salaries and Expenses
($4,202,587,000) and Construction ($1,250,000) appropriations. These
amounts exclude $120,075,000 in Federal Retiree costs. For FBI Salaries
and Expenses, this amount includes funding for necessary adjustments
to base, such as the proposed 2.6 percent pay raise for FY 2003, higher
Federal Employee health insurance costs, additional General Services
Administration (GSA) rent costs, increased security for stand alone
office space, and annualization of prior year increases. The amount
also includes $237,900,000 to continue activities funded in the FY
2002 Counterterrorism Supplemental and proposes a net total of $446,281,000
for program increases in support of the war against terrorism, for
additional information technology upgrades, and for security.
At this point,
I would like to describe in more detail the three budget initiatives
proposed for FY 2003: Counterterrorism, Information Technology, and
Security.
Counterterrorism Initiative
The FBI's top
priority is the prevention of any further terrorist acts in the United
States or against U.S. citizens and interests abroad. With the support
of this Subcommittee, the FBI was provided with a significant increase
in investigative personnel for its counterterrorism program in FY
2002. We are now in the process of hiring and deploying these positions.
However, an effective investigative capacity not only involves putting
Agents on the streets, it also requires strong programs and resources
to support these Agents. These resources include surveillance operations;
technically proficient, well-equipped, and well-trained personnel;
effective response capabilities; and the ability to combat terrorism
in the cyber arena. Our budget request for an additional 673 positions
(181 agents) and $225,002,000 addresses these specific areas.
National
Infrastructure Protection Field Program (NIPC). America's
electronic and physical infrastructures form the foundation of our
nation's commerce, communications, transportation, water and power
generation, and national security. The potential for disruption and
damage to our systems and our country is high, and the cost of attack
is relatively low. As a result, these infrastructures represent attractive
targets for terrorists. The National Infrastructure Protection Center
(NIPC) is a multi-agency initiative established by the President in
1998 to protect critical infrastructures and respond to attacks that
do occur. The FBI needs additional funds to support the work of the
Agents who participate in the NIPC programs and the FBI's field offices.
The FY 2003 budget
request builds on the resources provided in FY 2002 and includes 138
new positions (81 agents) and $21,025,000. These resources will improve
field office capacity to address computer intrusions and threats in
a more timely matter. More importantly, they will improve our capability
to identify and arrest individuals engaged in these crimes. Emphasis
will be placed on enhancing the investigative capacity of the 28 field
offices that will not have a NIPC squad by the end of FY 2002. The
enhancement includes $6,000,000 in non-personnel funding to give these
investigators the technical equipment required to conduct computer
intrusion investigations.
Surveillance
Support. The FY 2003 request includes $44,893,000. These funds
will enable us to enhance investigative activities that focus on identifying,
preventing, and defeating intelligence operations conducted by foreign
powers within the United States or against United States interests
abroad which pose a threat to national security. Also, the request
will provide the resources for the FBI to address increased costs
and operational support necessary to conduct surveillance activities.
Tactical
Operations. The FBI requests $12,162,000 to enhance the FBI's
ability to respond to increasing physical search requests and to address
changes in technology through research, development, and engineering.
Technically
Trained Agent Program (TTAs). The widespread use of digital
telecommunications technologies and the incorporation of privacy features/capabilities
through the use of cryptography pose a serious technical challenge,
to the FBI. Terrorists are using this technology to shroud their operation
in secrecy and to thwart the efforts of law enforcement. The FY 2003
request of $10,027,000 includes personnel funding for new TTAs to
support the administration of all monitoring functions and to provide
necessary equipment for existing TTAs as well as to support training
initiatives to ensure TTAs have the technical skills to implement
electronic surveillance and to respond quickly and effectively to
emerging technologies.
Crisis Response. The FBI requests an increase of 62
positions (25 agents) and $28,313,000 to enhance existing crisis response
capabilities. These resources would provide the personnel, training,
supplies, and equipment to enable the FBI to quickly respond to crisis
situations, especially those involving the use of hazardous materials.
Funding will:
• Expand
the number of hazardous materials response teams from 17 to 32.
These teams are located in various field offices and are responsible
for reacting to crime scenes involving Weapons of Mass Destruction;
• Enhance
the FBI's capabilities in the areas of crime scene processing, evidence
collection, training, and research;
• Improve
crisis response communications capabilities, enabling the FBI to
respond to multiple crisis sites simultaneously; and
• Provide
the necessary personnel, equipment, and other support to establish
and maintain a logistical structure necessary for rapid deployments
to incidents anywhere in the world.
Federal
Convicted Offender Program. The DNA Analysis Backlog Elimination
Act of 2000 authorizes the FBI to collect DNA samples from individuals
convicted of qualifying offenses. The USA Patriot Act of 2001 expands
the list of qualifying offenses to include terrorism-related offenses
and crimes of violence. The FBI requests 5 positions and $867,000
to manage and type federal convicted offender samples, purchase consumable
equipment, and fund miscellaneous expenses related to this effort.
Aviation.
The FBI's Aviation Program provides key investigative resources to
all 56 FBI field offices. These services include aerial surveillance,
photography and transportation of critical personnel, equipment, and
evidence in crisis situations. Approximately 88 percent of our aviation
assets are dedicated to surveillance. Since the terrorist attacks
of September 11, there has been a 60 percent increase in requests
for aircraft surveillance flights. In order to maintain and enhance
this surveillance capability, the FBI is requesting $46,082,000. The
enhancement would fund additional pilots and mechanics, two Helicopters,
a surveillance aircraft, and maintenance, equipment, and other items
needed in the aviation program.
Intelligence
Production. Currently, the number of analysts available to
support the FBI's requirements in the Counterterrorism Program is
not sufficient to provide in-depth analytical coverage. One of the
major challenges facing the FBI is keeping pace with the explosion
and complexity of information derived from multi-dimensional terrorist
activities. Without an investment in personnel, analysis will continue
to lag significantly behind the rapid flow of information. For FY
2003, the FBI is requesting 110 new analytical positions and $7,731,000
to address tactical and strategic intelligence gaps.
Electronic
Surveillance Data Management System (EDMS). The FBI requests
$11,328,000 to enable the automated sharing of collected electronic
surveillance (ELSUR) intelligence or evidentiary material. The EDMS
project would allow authorized agents, analysts, and translators to
share and analyze data within and among field offices. Analytical
tools planned for EDMS would improve information and intelligence
sharing capabilities and permit FBI personnel to act on lawfully collected
electronic surveillance information on a more timely basis. There
are two separate systems, one for national security and one for criminal
investigations.
Data Collection
Facility. The FBI's request also includes 2 positions and
$5,648,000 for contractor services and equipment to support the classified
operations of a data collection facility.
TIPS Hotline.
The FBI requests 10 agent positions and $1,507,000 to continue support
for the FBI's toll free line for collecting tips from the public on
suspected terrorist activity. The requested funding would provide
for the telecommunications costs and agents needed to gather caller
information on suspected terrorist activity, which can then be shared
with those responsible for investigating the reported information.
Strategic Information and Operations Center (SIOC).
SIOC is a 40,000 square foot state-of-the-art facility within FBI
Headquarters that serves as an information and operations focal point
for the FBI and the nerve center during times of crisis. It supports
the FBI 24 hours a day, 365 days a year, facilitating the flow of
information throughout the Bureau on operational and informational
matters. SIOC has played a prominent role in the investigation of
the September 11th attacks, facilitating the flow of information among
law enforcement, the intelligence community, and other government
agencies. For FY 2003, the FBI requests $1,503,000 in recurring Operations
and Maintenance funding for the SIOC. Resources would be used for
replacement of technical equipment, maintenance contracts, technical
contractor support, and training. This funding is essential to protect
the FBI's multi-million dollar investment in the establishment of
the SIOC.
New York Operations Center Upgrades. Like the SIOC,
the New York Operations Center (NYOC) is an important component of
our communications and investigation management capabilities. Located
in the FBI's largest field office, the NYOC must be able to address
large workload demands and to communicate with local law enforcement
within the New York area in a time of crisis or during a major investigation.
The FBI requests $4,903,000 to expand and update the current operations
center in the New York field office (NYFO), and procure technical
enhancements in conjunction with the planned remodeling and relocation
of the facility to alternate space within the NYFO.
Field Electronic Technician (ET) Program. FBI ETs have
overall technical responsibility for the FBI's nationwide radio system.
ETs ensure that coded and secure communications are available to more
than 10,000 FBI Agents and an estimated additional 2,000 radio users
from other federal, state, and local agencies. These agencies depend
upon the FBI's radio system for communication support, especially
during critical incidents which can quickly overwhelm commercial telecommunications
systems and severely limit access. The FBI's wireless communications
systems are often the only means of law enforcement communications
and interagency contact.
For FY 2003,
the FBI requests 62 positions and $10,064,000 for the ET Program.
The request includes 60 new field ETs and replacement equipment for
existing ETs to support heightened counterterrorism activities, to
address additional workload associated with the implementation of
the Trilogy initiative, and to provide essential electronic security
services to FBI field offices. Our request also includes 2 positions
and non-personnel funding to enable the ET training program to keep
up with training demands, which have grown substantially with technological
advances in the FBI's wireless, networking, video, controlled access,
and intrusion detection systems.
Joint Terrorism
Task Forces. A cornerstone of the FBI's efforts to build cooperation
with our law enforcement partners are the Joint Terrorism Task Forces
(JTTFs). There are currently 44 JTTFs authorized. Approximately 600
full-time and part-time officers from other federal, state, and local
agencies are assigned to these task forces. FBI Agents and their counterparts
across government work shoulder-to-shoulder in these task forces,
sharing information and expertise, jointly investigating acts of terrorism.
For FY 2003, the FBI is requesting $15,677,000 to expand the JTTF
program to all 56 FBI field offices. The requested funding is required
for rental of space, state and local overtime, supplies, and other
costs.
Hazardous
Devices School. The Hazardous Devices School (HDS), located
at Redstone Arsenal in Huntsville, Alabama, and managed by the FBI's
Bomb Data Center, is the only formal domestic bomb training school
for state and local law enforcement. The HDS teaches and prepares
public safety bomb technicians to locate, identify, render safe, and
dispose of improvised hazardous devices, including those containing
explosives, incendiary materials, and materials classified as weapons
of mass destruction. This program also includes training in the use
of specialized equipment and protective clothing needed for the safe
disposal of explosive materials.
With the support
of this committee, during FY 2002, the FBI received a transfer of
funds from the Department of Defense to improve the training capacity
of the HDS. For FY 2003, the FBI requests $3,272,000 to provide additional
courses for bomb technicians, augment student travel funding, and
provide necessary operations and maintenance funding associated with
existing facilities and the construction of practical training villages
underway in 2002.
Information
Technology Initiative
Improving the
FBI's information technology infrastructure and applying information
technology to assist investigators, analysts, and other employees
is critical to the success of the FBI in all of its mission areas.
The value of information technology has been evident in the past six
months with the PENTTBOM and anthrax investigations. Information technology
has been used to manage and exploit the burgeoning number of documents
collected during these investigations.
The Trilogy program,
which focuses on the FBI's core information technology infrastructure
and five key investigative applications, is being accelerated. The
infrastructure platform being built under Trilogy will enable improvements
to other investigative and administrative applications that must also
be modernized. For FY 2003, the FBI requests an additional 6 positions
and $145,971,000 for critical information technology projects including
field contractor support funding for Trilogy.
Trilogy
Contract Support. The FBI requests $8,000,000 to continue
the services of 44 contract computer specialists acquired in FY 2002
to supplement FBI personnel in performing necessary maintenance on
the Trilogy network, as well as legacy enterprise systems and applications.
Investigative
Data Warehousing. The Trilogy project will consolidate data
from the FBI's five main investigative applications to reduce "stovepiping,"
which occurs when the separate databases are not readily accessible
to each other. In FY 2003, the FBI requests $50,300,000 to convert
data from the remaining FBI systems and applications into a single
Virtual Knowledge Database.
Collaborative
Capabilities. The FBI requests $11,000,000 to develop new-generation
Trusted Guards (computer hardware and software which enables the FBI
to access and share data with other law enforcement and the intelligence
community while maintaining network security) and to use other modern
information technologies to provide direct, secure access to external
databases, as well as to establish secure e-mail capabilities among
the FBI and other members of the law enforcement, counterintelligence,
and counterterrorism communities. Funding includes resources to develop
Trusted Guards, perform certification and accreditation, procure equipment
and deploy capabilities.
FBI Headquarters
Continuity of Operations. The FBI requests $10,000,000 to
upgrade backup operations centers in the event the Bureau's primary
data centers are rendered inoperable due to disaster or attack. This
funding would allow the FBI to furnish disaster backup facilities
with existing Trusted Guards and analytical servers; to provide additional
network bandwidth required for the backup facilities; to enable facilities
modifications and equipment at an alternate facility; and to establish
an offsite SIOC capacity.
Digital
Storage and Retrieval. An increase of $10,000,000 is requested
to scan and digitally store documents related to terrorist groups
and organizations.
Legal Attache/International
Information Technology Infrastructure. FBI legal attache offices
in foreign countries require information technology infrastructure
upgrades to accommodate increased network traffic and to enable the
timely transmission of investigative information, such as photographs
and digital images, back to the domestic offices. Funding requested
would allow the FBI to upgrade communications circuits; provide equipment
for multimedia data processing; provide Internet connectivity; fly-away
communications packages, electronic translation capabilities; and
upgrade portable computing capabilities. These upgrades will place
FBI international offices at the same information technology infrastructure
level as domestic field offices. The FBI requests an increase of $21,000,000
to support legal attache information technology upgrades.
Secure
Video Conferencing/Internet Connectivity. More and more domestic
investigations, even smaller ones, have leads which cover multiple
field offices. The FBI is requesting $3,080,000 to deploy secure video
teleconferencing equipment throughout the top 100 resident agencies
so investigators from different offices can discuss leads safely,
securely, and effectively. The new equipment will be compatible with
the Trilogy network. To encourage greater interaction between field
offices and enable field offices to use the Internet, the FBI requests
$3,620,000 to expand high-speed Internet access to FBI locations and
to provide resources for management, auditing, and backup capabilities.
Workforce
Restructuring and Administrative Support Systems. For FY 2003,
the FBI requests $16,527,000 to conduct and implement changes from
a workforce restructuring study and replace the FBI's current, antiquated,
and costly Financial and Human Resource Management Systems.
Analytical
Tools. To help agents and analysts involved in a variety of
investigative activities identify patterns and recognize relationships,
the FBI requests $5,000,000 to purchase additional analytical and
visualization software tools. These tools will be compatible with
the upgraded Trilogy network and legacy systems for case management
and document management, and will enable personnel to sift through
vast amounts of data to find information appropriate for analysis.
Mainframe
Upgrade Operations and Maintenance. To adequately staff and
operate FBI data centers, the FBI requests 6 positions and $7,444,000.
The additional staff will enhance operations support, technical support,
server support, and hardware management activities. This funding will
also support annual hardware and software maintenance for both of
the FBI's data centers' enterprise servers.
Security
Initiative
In
response to the arrest of former FBI Special Agent Robert Hanssen
for espionage, the FBI convened an internal committee comprised of
senior field office and FBI Headquarters executives to evaluate the
FBI's internal security practices both from a practical as well as
historical perspective. This committee was asked to develop recommendations
that could be implemented by the FBI while the independent inquiry
conducted by William H. Webster was completed. The FBI believed that
it could not delay implementing critically needed interim safeguards.
The issues and recommendations identified by this internal committee
do not represent all of the issues that must be addressed. However,
the committee suggested several key areas for immediate FBI management
attention. These include:
• Developing
a professional cadre of Security Officers in field offices and at Headquarters
who would serve as experts relative to the policies, procedures, and
practices that govern security countermeasures, the handling of sensitive
documents, and access to sensitive information systems.
• Creating an atmosphere within the FBI that will better enable
security policies to be disseminated, understood, and observed.
