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# Table of Contents

Page No.

**I. Overview 1-1**

**II. Summary of Program Changes 2-1**

**III. Appropriations Language and Analysis of Appropriations Language
3-1**

IV\. Decision Unit Justification

A. Intelligence Decision Unit 4-1

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

B. Counterterrorism/Counterintelligence Decision Unit 4-36

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

C. Criminal Enterprises and Federal Crimes Decision Unit 4-110

1\. Program Description

2\. Performance Tables

3\. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

D. Criminal Justice Services Decision Unit 4-147

1\. Program Description

2\. Performance Tables

3\. 3. Performance, Resources, and Strategies

a\. Performance Plan and Report for Outcomes

b\. Strategies to Accomplish Outcomes

c\. Results of Program Assessment Rating Tool (PART) Reviews

**V. Exhibits**

A.  Organizational Chart

> B. Summary of Requirements
>
> C. Program Increases by Decision Unit

D.  Resources by DOJ Strategic Goal/Objective

E.  Justification for Base Adjustments

F.  Crosswalk of 2006 Availability

G.  Crosswalk of 2007 Availability

H.  Summary of Reimbursable Resources

I.  Detail of Permanent Positions by Category

J.  Financial Analysis of Program Increases/Offsets

K.  Summary of Requirements by Grade

L.  Summary of Requirements by Object Class

M.  Status of Congressionally Requested Studies, Reports, and
    Evaluations

**VI. Construction**

**I. Overview for Federal Bureau of Investigation**

**[Budget Request Summary]{.underline}**

![](media/image2.jpeg){width="2.3847222222222224in" height="2.5in"}For
fiscal year (FY) 2008, the Administration requests a total of
\$6,431,302,000 in direct budget authority for the Federal Bureau of
Investigation (FBI). Of this amount, \$6,349,950,000 is for the FBI's
Salaries and Expenses (S&E) appropriation and \$81,352,000 is for its
Construction appropriation. The FBI request includes 29,373 total
positions, including 11,868 agents, 2,303 intelligence analysts (IAs),
and 15,202 support positions; and 28,704 FTEs. All positions and FTEs
are requested for the S&E appropriation. The total request includes
\$313,843,000 and 714 positions (231 agents, 121 IAs, and 362 support
positions) in program changes. All program changes requested are for the
S&E appropriation.

The total numbers of positions and FTEs reflect the proposed reduction
of 2,700 unfunded positions and FTEs. Current services positions and
FTEs by specific program within each decision unit reflect estimates
that may change once final staffing decisions have been determined.

In addition to directly appropriated resources, the Administration
proposes reimbursable resources in the amount of \$828,648,000 and 2,851
FTE. These totals include \$114,000,000 and 760 FTE pursuant to the
Health Insurance Portability and Accountability Act (HIPPA) of 1996.
These totals also include \$140,232,000 and 899 FTE under the
Interagency Crime and Drug Enforcement Program. The remaining
reimbursable are used to facilitate a number of activities, including
fingerprint-based background checks, name checks, pre-employment
background investigations, and detail assignments to other agencies.

**[The FBI's Mission]{.underline}**

The mission of the FBI is to protect and defend the United States
against terrorism and foreign intelligence threats, to uphold and
enforce the criminal laws of the United States, and to provide
leadership and criminal justice services to federal, state, municipal,
and international agencies and partners.

**[Organization]{.underline}**

![](media/image3.png)

FBI Headquarters in Washington centrally manages and directs worldwide
FBI operations and investigations. Headquarters facilities are also
located in various sites in the Washington area, including Quantico,
Virginia, and in Clarksburg, West Virginia.

On July 26, 2006, the FBI announced a reorganization of its Headquarters
operations designed to support the next phase of the FBI's
transformation efforts. This reorganization created the position of
Associate Deputy Director (ADD), who will oversee the management of the
FBI's personnel, budget, administration, and infrastructure, thereby
allowing the Director and Deputy Director to focus on operations,
intelligence, and liaison. 

Under the new structure, there are five branches headed by Executive
Assistant Directors (EADs).  The National Security Branch (NSB) is
composed of the Counterterrorism Division (CTD), Counterintelligence
Division (CD), Directorate of Intelligence (DI) and the newly created
Weapons of Mass Destruction Directorate (WMDD), which consolidates the
FBI's WMD and counterproliferation efforts. 

The Criminal Investigations Branch is composed of the Criminal
Investigative Division (CID), Cyber Division (CyD), Critical Incident
Response Group (CIRG), Office of International Operations (OIO), and the
Office of Law Enforcement Coordination (OLEC). Placing in one official
the responsibility for criminal and cyber investigations, coordination
with law enforcement, international operations, and crisis response,
ensures that the criminal programs receive strategic guidance and
support, and that the FBI maintains its unparalleled level of excellence
in criminal investigations.

The Human Resources Branch combines the Human Resources Division (HRD),
formerly known as the Administrative Services Division (ASD), and the
Training and Development Division (TDD).  This allows the FBI to
restructure its human capital program and to focus on its greatest
assets -- its people.  The FBI is committed to recruiting, training,
developing, and retaining people who will further the FBI's reputation
for excellence.

The Science and Technology (S&T) Branch combines the Criminal Justice
Information Services Division (CJIS), Laboratory, Operational Technology
Division (OTD), and the Special Technologies and Applications Office
(STAO), formerly part of the CyD.  The S&T Branch will ensure that the
FBI continues to provide exceptional service to the law enforcement
community and stays on top of technical innovation and developments in
the sciences to support investigative and intelligence-gathering
activities.  

The fifth branch is the Office of the Chief Information Officer (OCIO).
While the OCIO's current composition will not change, its new placement
under the ADD will more closely align it with the components handling
strategic planning, finance, security, and facilities.  Given the
importance of Information Technology (IT) to the FBI's transformation
efforts, this alignment is critical.

Under the new structure, there will no longer be an EAD for
Administration or an EAD for Law Enforcement Services.  The ADD will
have direct oversight over the Human Resource Branch, OCIO, the
Inspection Division, the Facilities and Logistics Services Division
(FLSD), the Finance Division (FD), the Records Management Division
(RMD), the Security Division (SecD), and the Resource Planning Office
(RPO).

The FBI operates 56 field offices in major U.S. cities and over 400
resident agencies (RAs) throughout the country. The field facilities are
where the bulk of the investigative and intelligence work of the FBI
takes place. The RAs serve as satellite offices for the larger field
offices and allow the FBI to fully cover territories that are remote
from the field offices. The FBI also operates 59 Legal Attaché (Legat)
offices and 14 sub-offices in foreign countries around the world.

**[Relationship to Overarching Strategic Goals]{.underline}**

*[Department of Justice]{.underline}*

As a component of the Department of Justice (DOJ), the FBI's efforts
contribute to the overall strategic goals and objectives in multiple
ways. Listed below are the DOJ strategic goals and objectives to which
the FBI contributes, along with the total level of resources being
requested that will support each of the goals.

[Strategic Goal 1: Prevent Terrorism and Promote the Nation's Security:
(\$3,837,837,000)]{.underline}

-   1.1: Prevent, disrupt, and defeat terrorist operations before they
    occur

-   1.2: Investigate and prosecute those who have committed, or intend
    to commit, terrorist acts in the United States

-   1.3: Combat espionage against the United States by strengthening
    counterintelligence capabilities

[Strategic Goal 2: Enforce Federal Criminal Laws and Represent the
Rights and Interests of the American People:
(\$2,130,825,000)]{.underline}

-   2.1: Reduce the threat, incidence, and prevalence of violent crime,
    including crimes against children

-   2.2: Reduce the threat, trafficking, use, and related violence of
    illegal drugs

-   2.3: Combat white collar crime, economic crime, and Cybercrime

-   2.4: Uphold the civil and constitutional rights of all Americans,
    and protect vulnerable members of society

[Strategic Goal 3: Assist State, Local, and Tribal Efforts to Prevent or
Reduce Crime and Violence (\$462,640,000)]{.underline}

-   3.1: Improve the crime fighting and criminal justice capabilities of
    state, tribal, and local governments

*[Office of the Director of National Intelligence]{.underline}*

The Intelligence Reform and Terrorism Prevention Act of 2004 established
the Director of National Intelligence (DNI) and redesignated the
National Foreign Intelligence Program (NFIP) as the National
Intelligence Program (NIP). The FBI, because of its position in the
Intelligence Community, plays a significant role in achieving the goals
and objectives in the National Intelligence Strategy. These goals and
objectives directly affect the FBI's Intelligence program including
intelligence production, reporting, and sharing programs. It is
imperative that the FBI achieve the integration of law enforcement and
intelligence operations through the development of intelligence policy
that is consistent with guidance from the DNI and the Attorney General.
This guidance requires the FBI to have the human talent and
infrastructure to collect and analyze intelligence and to disseminate it
"in seamless cooperation and coordination" with state, local, and tribal
law enforcement partners and the IC. The strategic objectives in which
the FBI plays a role are as follows:

-   Mission Objective M1: Defeat terrorists at home and abroad by
    disarming their operational capabilities and seizing the initiative
    from them by promoting the growth of freedom and democracy.

-   Mission Objective M2: Prevent and counter the spread of Weapons of
    Mass Destruction.

-   Mission Objective M4: Develop innovative ways to penetrate and
    analyze the most difficult targets.

-   Mission Objective M5: Anticipate developments of strategic concern
    and identify opportunities as well as vulnerabilities for
    decision-makers.

-   Enterprise Objective E1: Build an integrated intelligence capability
    to address threats to the homeland, consistent with US laws and the
    protection of privacy and civil liberties.

-   Enterprise Objective E2: Strengthen analytic expertise, methods, and
    practices; tap expertise wherever it resides; and explore
    alternative analytic views.

-   Enterprise Objective E3: Re-balance, integrate, and optimize
    collection capabilities to meet current and future customer and
    analytic priorities.

-   Enterprise Objective E4: Attract, engage, and unify an innovative
    and results-focused IC workforce.

-   Enterprise Objective E5: Ensure that Intelligence Community members
    and customers can access the intelligence they need when they need
    it.

-   Enterprise Objective E7: Create clear, uniform security practices
    and rules that allow us to work together, protect our nation's
    secrets, and enable aggressive counterintelligence activities.

-   Enterprise Objective E8: Exploit path-breaking scientific and
    research advances that will enable us to maintain and extend
    intelligence advantages against emerging threats.

-   Enterprise Objective E10: Eliminate redundancy and programs that add
    little or no value and re-direct savings to existing and emerging
    national security priorities.

**[Program Assessment]{.underline}**

Beginning with the FY 2004 budget formulation process, the Office of
Management and Budget (OMB) developed the Program Assessment Rating Tool
(PART) to assess program performance and to determine ways in which
programs can be improved.

During that initial year, OMB conducted two assessments of FBI programs,
White-Collar Crime and Cyber Crime/Critical Infrastructure Protection,
which was defined as the National Infrastructure Protection Center
(NIPC). Both programs were initially rated "Results Not Demonstrated,"
primarily because of a lack of performance measurement information that
met the standards required by the PART.

Since that time, some of the functions of the NIPC were transferred from
the FBI to the Department of Homeland Security (DHS). In the following
year, the FY 2005 budget process included revised PART assessments of
the White-Collar Crime and newly reconstituted Cyber Crime program, as
well as an initial assessment of the Organized Crime and Drug program.
The results of these assessments were ratings of "Adequate" for all
three programs.

During the FY 2006 budget formulation process, OMB conducted a PART
assessment of the Criminal Justice Services (CJS) decision unit. The
primary programs under review in this assessment were in the Criminal
Justice Information Services (CJIS) and Laboratory Divisions. The result
of the CJS PART was a rating of "Moderately Effective."

During the FY 2007 budget formulation process, OMB conducted PART
assessments of the Counterterrorism and Counterintelligence programs.
These programs received ratings of "Adequate" and "Moderately
Effective," respectively.

During the formulation of the FY 2008 budget, OMB conducted PART reviews
of the Intelligence Decision Unit, as well as a reassessment of many FBI
criminal programs within the Criminal Enterprises and Federal Crimes
Decision Unit. The results of these assessments resulted in ratings of
\"Adequate\" and \"Moderately Effective,\" respectively. Details
concerning these reviews are contained in Section IV of this document.

**[Budget Structure]{.underline}**

The FBI's budget and resource structure is central to its efforts to
effectively support its top priorities. The FY 2005 Consolidated
Appropriations Act established a new four-decision unit structure for
the FBI. The decision units are designed to align with the four key
areas of FBI operations. They include:

-   Intelligence

-   Counterterrorism/Counterintelligence (CT/CI)

-   Criminal Enterprises and Federal Crimes (CEFC)

-   Criminal Justice Services (CJS)

The intelligence decision unit includes all resources dedicated to the
FBI's intelligence functions, including the DI, all intelligence
analysts, and many other specialized intelligence projects. The CT/CI
and CEFC decision units include all investigative personnel and
functions for those two areas. The CJS decision unit captures resources
dedicated to assisting the FBI's law enforcement partners.

The costs of support functions are prorated across these four decision
units, providing a better picture of the total cost of each of the four
major mission areas represented by the decision units. The resources for
these support functions are divided based on the share of the
non-support resources allocated to the core functions of each decision
unit. For instance, the share of the total operational resources that is
dedicated to CT and CI is the same as the share of the total support
resources that is allocated to the CT/CI decision unit.

This budget structure links strategic planning to full program costing.
It also provides an accurate cost assessment of the FBI's primary
missions and enables the development of performance measures and program
costing based on those missions. It is also consistent with the
President's Management Agenda's long-term objective to fully integrate
information about costs and program performance in a single oversight
process, including budgeting for the full costs of resources.

**[Information Technology]{.underline}**

In recent years, the FBI has faced and overcome many challenges in the
realm of IT. The ability to assemble, analyze, and disseminate
information both internally and in collaboration with other intelligence
and law enforcement agencies is essential to the FBI's success.
Modernizing IT is therefore a high priority. The FBI is continuing its
efforts to strengthen its IT systems, including the development and
implementation of SENTINEL. This budget request includes resources for
multiple IT initiatives, including resources to be dedicated to NSB
analytical capabilities, IT operation and maintenance, IT management,
DNA and fingerprint identification systems, and technical
revitalization, among other initiatives. The total IT request for the
FBI in FY 2008 is \$1,409,938,000.

Beginning in FY 2007, electronic copies of the Department of Justice's
congressional budget justifications and Capital Asset Plan and Business
Case exhibits can be viewed or downloaded from the Internet using the
Internet address: <http://www.usdoj.gov/jmd/2008justification/>.

**[Spectrum Relocation]{.underline}**

In December 2004, the Congress passed and the President signed the
Commercial Spectrum Enhancement Act (CSEA, Title II of P.L. 108-494),
creating the Spectrum Relocation Fund (SRF) to streamline the relocation
of Federal systems from certain spectrum bands to accommodate commercial
use by facilitating reimbursement to affected agencies of relocation
costs. The Federal Communications Commission has auctioned licenses for
reallocated Federal spectrum, which will facilitate the provision of
Advanced Wireless Services to consumers. Funds are made available to
agencies in fiscal year 2007 for relocation of communications systems
operating on the affected spectrum. These funds are mandatory and will
remain available until expended, and agencies will return to the SRF any
amounts received in excess of actual relocation costs.

**II. Summary of Program Changes**

+----------------+-----------------------+---+---+------------+------+
| **Item Name**  | **Description**       |   |   |            | **Pa |
|                |                       |   |   |            | ge** |
+----------------+-----------------------+---+---+------------+------+
|                |                       | * | * | *          |      |
|                |                       | * | * | *Dollars** |      |
|                |                       | P | F |            |      |
|                |                       | o | T | *          |      |
|                |                       | s | E | *(\$000)** |      |
|                |                       | . | * |            |      |
|                |                       | * | * |            |      |
|                |                       | * |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| National       | Contribute to Foreign | 3 | 1 | \$11,969   | 4-13 |
| Security       | Terrorist Tracking    | 6 | 8 |            |      |
| Branch         | Task Force mission    |   |   |            |      |
| Analytical     | objectives and        |   |   |            |      |
| Capabilities   | support the FBI's     |   |   |            |      |
|                | National Security     |   |   |            |      |
|                | Branch components.    |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Communication  | Enhance the FBI's     | 1 | 9 | 7,809      | 4-19 |
| Exploitation   | ability to exploit    | 8 |   |            |      |
|                | terrorist             |   |   |            |      |
|                | communications by     |   |   |            |      |
|                | leveraging technical  |   |   |            |      |
|                | and analytical        |   |   |            |      |
|                | capabilities to       |   |   |            |      |
|                | ensure that           |   |   |            |      |
|                | communications        |   |   |            |      |
|                | between terrorists    |   |   |            |      |
|                | are obtained in a     |   |   |            |      |
|                | timely and useful     |   |   |            |      |
|                | format to best        |   |   |            |      |
|                | mitigate threats.     |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Human Source   | Enable qualified      | 7 | 3 | 12,729     | 4-22 |
| Validation and | experts to measure    | 5 | 8 |            |      |
| Delta          | the accuracy,         |   |   |            |      |
| Enhancement    | credibility, and      |   |   |            |      |
|                | reliability of        |   |   |            |      |
|                | information supplied  |   |   |            |      |
|                | by a Confidential     |   |   |            |      |
|                | Human Source (CHS).   |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Human          | Improve the FBI\'s    | 1 | 5 | 9,525      | 4-26 |
| Intelligence   | Human Intelligence    | 0 |   |            |      |
| Management     | (HUMINT) training     |   |   |            |      |
|                | capability through    |   |   |            |      |
|                | the delivery of the   |   |   |            |      |
|                | HUMINT Source         |   |   |            |      |
|                | Targeting and         |   |   |            |      |
|                | Development course.   |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Terrorist      | Support on-going TSC  | 1 | 7 | 1,342      | 4-29 |
| Screening      | requirements.         | 4 |   |            |      |
| Center (TSC)   |                       |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Open Source    | Provide staffing of   | 3 | 2 | 375        | 4-31 |
| Program        | the FBI's Open Source |   |   |            |      |
| Staffing       | Program.              |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| National       | Sustain current       | 3 | 1 | 3,450      | 4-33 |
| Virtual        | translation service   |   |   |            |      |
| Translation    | capability at the     |   |   |            |      |
| Center (NVTC)  | Intelligence          |   |   |            |      |
|                | Community Linguistic  |   |   |            |      |
|                | Exploitation Program  |   |   |            |      |
|                | and to support other  |   |   |            |      |
|                | ongoing priority NVTC |   |   |            |      |
|                | requirements.         |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| National       | Support the FBI's     | 2 | 1 | 40,327     | 4-62 |
| Security Field | field investigations  | 4 | 2 |            |      |
| Investigations | program response to   | 5 | 3 |            |      |
|                | emerging national     |   |   |            |      |
|                | security threats.     |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Surveillance   | Provide additional    | 5 | 2 | 11,997     | 4-65 |
|                | resources for the FBI | 0 | 5 |            |      |
|                | to conduct            |   |   |            |      |
|                | surveillance and      |   |   |            |      |
|                | collect intelligence  |   |   |            |      |
|                | in national security  |   |   |            |      |
|                | investigations.       |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| **Item Name**  | **Description**       |   |   |            | **Pa |
|                |                       |   |   |            | ge** |
+----------------+-----------------------+---+---+------------+------+
|                |                       | * | * | *          |      |
|                |                       | * | * | *Dollars** |      |
|                |                       | P | F |            |      |
|                |                       | o | T | *          |      |
|                |                       | s | E | *(\$000)** |      |
|                |                       | . | * |            |      |
|                |                       | * | * |            |      |
|                |                       | * |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Computer       | Address computer      | 3 | 1 | \$5,561    | 4-66 |
| Intrusions     | intrusion-related     | 1 | 5 |            |      |
|                | investigations where  |   |   |            |      |
|                | the Internet,         |   |   |            |      |
|                | computers, or         |   |   |            |      |
|                | networks are the      |   |   |            |      |
|                | primary tools or      |   |   |            |      |
|                | targets of activity.  |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Computer       | Provide ten           | . | . | 22,840     | 4-69 |
| Analysis       | additional CART       | . | . |            |      |
| Response Teams | Storage Area Network  | . | . |            |      |
| (CART)         | (CARTSAN) systems and |   |   |            |      |
|                | CART supplies and     |   |   |            |      |
|                | equipment.            |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Regional       | Expand the Regional   | . | . | 6,000      | 4-72 |
| Computer       | Computer Forensic     | . | . |            |      |
| Forensics      | Laboratory Program.   | . | . |            |      |
| Laboratories   |                       |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| WMD            | Continue the stand-up | 1 | 7 | 18,984     | 4-75 |
| Directorate    | of a WMD program that | 4 | 3 |            |      |
|                | integrates and links  | 6 |   |            |      |
|                | all of the necessary  |   |   |            |      |
|                | counterterrorism,     |   |   |            |      |
|                | intelligence,         |   |   |            |      |
|                | counterintelligence,  |   |   |            |      |
|                | and scientific and    |   |   |            |      |
|                | technological         |   |   |            |      |
|                | components.           |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| FBI            | Provide resources for | . | . | 7,500      | 4-79 |
| Headquarters   | an FBI Headquarters   | . | . |            |      |
| (FBIHQ) Annex  | annex.                | . | . |            |      |
+----------------+-----------------------+---+---+------------+------+
| Data Intercept | Provide additional    | 4 | 2 | 37,795     | 4-81 |
| & Access       | supplies, equipment,  | 1 | 0 |            |      |
|                | and personnel to      |   |   |            |      |
|                | address the demand    |   |   |            |      |
|                | for secure            |   |   |            |      |
|                | interception of data  |   |   |            |      |
|                | from public and       |   |   |            |      |
|                | private networks.     |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Operational    | Provide support to    | . | . | 10,000     | 4-84 |
| Enterprise     | the FBI's information | . | . |            |      |
| Services       | technology            | . | . |            |      |
|                | infrastructure.       |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Digital        | Support the           | 1 | 7 | 10,297     | 4-88 |
| Collection     | development of the    | 4 |   |            |      |
| System (DCS    | DCS 5000 system to    |   |   |            |      |
| 5000)          | collect digital data. |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Tactical       | Address increased     | 1 | 7 | 4,956      | 4-91 |
| Operations     | operational workload  | 3 |   |            |      |
| Support Center | and technical         |   |   |            |      |
|                | challenges in         |   |   |            |      |
|                | tactical operations.  |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Prevention of  | Provide refreshment   | . | . | 5,000      | 4-95 |
| Information    | of the FBI's          | . | . |            |      |
| Technology     | information           | . | . |            |      |
| Obsolescence   | technology            |   |   |            |      |
|                | infrastructure.       |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+
| Render Safe    | Address the White     | 9 | 5 | 11,047     | 4-98 |
| Mission        | House directive       |   |   |            |      |
|                | giving the FBI the    |   |   |            |      |
|                | mission to respond to |   |   |            |      |
|                | devices involving     |   |   |            |      |
|                | Weapons of Mass       |   |   |            |      |
|                | Destruction (WMD)     |   |   |            |      |
|                | within the United     |   |   |            |      |
|                | States and its        |   |   |            |      |
|                | territories.          |   |   |            |      |
+----------------+-----------------------+---+---+------------+------+

  ------------------- ------------------------ ---------- --------- ------------- ----------
  **Item Name**       **Description**                                             **Page**

                                               **Pos.**   **FTE**   **Dollars     
                                                                    (\$000)**     

  Central Records     Provide resources to pay ...        ...       \$4,000       4-104
  Complex (CRC)       General Services                                            
                      Administration lease                                        
                      requirements for the                                        
                      construction of the                                         
                      permanent CRC.                                              

  CIO Management      Provide resources for    ...        ...       7,500         4-106
                      project management                                          
                      services and materials                                      
                      required by the FBI to                                      
                      effectively budget,                                         
                      plan, acquire, manage,                                      
                      and transition IT                                           
                      projects. Provide                                           
                      resources for IT policy                                     
                      and planning, to include                                    
                      enterprise architecture                                     
                      and portfolio                                               
                      management.                                                 

  NCTC Lanes in the   Transfer funding and     \(8\)      \(8\)     (1,160)       4-109
  Road Transfer       positions from the FBI                                      
                      to the Intelligence                                         
                      Community Management                                        
                      Account.                                                    

  Crimes Against      Enhance support for      14         7         2,356         4-133
  Children/Innocent   child abduction, child                                      
  Images              prostitution, and child                                     
                      pornography                                                 
                      investigations.                                             

  DNA Upgrade         Provide resources to the ...        ...       14,644        4-139
                      FBI's DNA Programs to                                       
                      address an increased                                        
                      workload due to changes                                     
                      in federal law.                                             

  Combined DNA Index  Upgrade CODIS to avoid   ...        ...       7,000         4-143
  System (CODIS)      software and                                                
                      obsolescence problems.                                      

  Realignment of      Proposes a permanent     \[100\]    \[100\]   \[14,900\]    4-146
  Agents from         redirection of 100                                          
  Criminal to         Special Agent positions                                     
  Counterterrorism    from the Criminal                                           
                      Enterprises and Federal                                     
                      Crimes Decision Unit to                                     
                      the Counterterrorism/                                       
                      Counterintelligence                                         
                      Decision Unit.                                              

  Interoperability    Provide resources for    ...        ...       10,000        4-157
                      the implementation to                                       
                      link FBI IAFIS with DHS                                     
                      IDENT.                                                      

  Next Generation     Address increasing       ...        ...       25,000        4-163
  Identification      sophistication of                                           
  (NGI)               fingerprint search                                          
                      algorithms, overall                                         
                      storage capacity, and                                       
                      peripheral systems.                                         

  Regional Data       Provide resources to     ...        ...       5,000         4-170
  Exchange (R-DEx)    develop the law                                             
                      enforcement IT network                                      
                      sharing unstructured                                        
                      case data.                                                  

  **Total                                      **714**    **354**   **313,843**   
  Enhancements and                                                                
  Offsets**                                                                       
  ------------------- ------------------------ ---------- --------- ------------- ----------

**III. Appropriations Language and Analysis of Appropriations Language**

**Appropriations Language for Salaries and Expenses**

*[For necessary expenses of the Federal Bureau of Investigation for
detection, investigation, and prosecution of crimes against the United
States; \$6,349,950,000; of which not to exceed \$150,000,000 shall
remain available until expended; and of which \$2,308,580,000 shall be
for counterterrorism investigations, foreign counterintelligence, and
other activities related to our national security. Provided, That not to
exceed \$205,000 shall be available for official reception and
representation expenses; Provided further, That not to exceed \$170,000
shall be available in 2008 for expenses associated with the celebration
of the 100^th^ anniversary of the Federal Bureau of
Investigation.]{.underline}*

**Analysis of Appropriations Language**

-   The FBI deleted "*[\$5,988,658,000]{.underline}*" and added
    "*[\$6,349,950,000]{.underline}*" into its appropriations language.
    No substantive language changes proposed; update to reflect 2008
    request.

-   The FBI deleted "\$2,307,994,000" and added "\$2,308,580,000" into
    its appropriations language. No substantive language changes
    proposed; updated to reflect 2008 request.

-   The FBI added "*[That not to exceed \$170,000 shall be available in
    2008 for expenses associated with the celebration of the 100^th^
    anniversary of the Federal Bureau of Investigation]{.underline}*"
    into its appropriations language. This amount is within the
    representation total and will appear only in FY 2008.

Note: The FY 2008 President's Budget uses the FY 2007 President's Budget
language as a base, so all language is presented as new.

**IV. Decision Unit Justification**

**A. Intelligence Decision Unit**

  -------------------------------------------- ---------------- ---------------- -----------------------
  INTELLIGENCE DECISION UNIT TOTAL             Perm. Pos.       FTE              Amount

  2006 Enacted with Rescissions and            5,530            5,130            \$1,144,883,000
  Supplementals                                                                  

  2007 Estimate                                5,601            5,420            1,124,714,000

  Adjustments to Base and Technical            \(733\)          \(700\)          3,807,000
  Adjustments                                                                    

  2008 Current Services                        4,868            4,720            1,128,521,000

  2008 Program Increases                       208              105              69,746,000

  2008 Offsets                                 ...              ...              ...

  2008 Request                                 5,076            4,825            1,198,267,000

  [Total Change 2007-2008]{.mark}              [(525)]{.mark}   [(595)]{.mark}   [\$73,553,000]{.mark}
  -------------------------------------------- ---------------- ---------------- -----------------------

1\. Program Description

The FBI's Intelligence Decision Unit (IDU) is comprised of the
Directorate of Intelligence (DI), intelligence functions within
Counterterrorism, Cyber, and Criminal Divisions, Special Technologies
and Applications Office, source funding, infrastructure and technology,
and intelligence training. Additionally, to capture all resources that
support these programs, a prorated share of resources from the FBI\'s
support divisions (including Training and Development, Laboratory,
Facilities and Logistics Services, Information Technology Operations,
Administrative, and Staff Offices) is calculated and scored to the
decision unit.

***[Directorate of Intelligence]{.underline}***

The FBI established the DI as a dedicated and integrated intelligence
service. This action was in response to executive and legislative
direction as the logical next step in the evolution of the FBI's
intelligence capability. The DI is the FBI's core intelligence element
and one of the four major organizations that comprise the National
Security Branch (NSB).

The DI is the FBI's dedicated national intelligence workforce. The DI
has clear authority and responsibility for all FBI intelligence
functions, including information sharing policy. The Directorate carries
out its functions through embedded intelligence elements at FBI
Headquarters and in each field office.

**Intelligence Analysts**

A goal of FBI Intelligence Analysts (IAs) is to anticipate customer
requirements and proactively identify intelligence gaps associated with
criminal or national security threats. The FBI's intelligence analysis
capability consists of resources for analyzing information collected
from a variety of Confidential Human Sources (CHSs) and reporting this
collected information as "intelligence products" to the customers at all
levels of government through a variety of information sharing channels.
The products generated by intelligence analysis drive FBI investigative
and operational strategies by ensuring that these strategies are based
on an enterprise-wide understanding of the current and future threat
environment.

**Field Intelligence Groups**

Field Intelligence Groups (FIGs) are the centralized intelligence
component in the field that are crucial to the integration of the
intelligence cycle into field operations. The FIG coordinates, manages,
and executes all of the functions of the intelligence cycle. The FIG
composition includes Special Agents (SAs), IAs, Language Analysts (LAs),
and surveillance personnel, as well as officers and analysts from other
intelligence and law enforcement agencies. FIGs have been established in
every field office and receive operational guidance from the DI. FIGs
strengthen the integration of the entire intelligence cycle
(requirements management, planning and direction, collection, processing
and exploitation of collected information, analysis and production, and
dissemination) into field office operations.

**FIG Special Agents**

FIG SAs are required to perform one or more of the following primary
functions: Intelligence Collection, Collection Management, Confidential
Human Source Coordination, and Intelligence and Partner Relations. FIG
SAs' intelligence collection activities include maintaining a CHS base
and conducting threat assessments. A FIG SA serves as a Confidential
Human Source Coordinator (CHSC) responsible for the oversight of all
administrative, compliance, and program support of the field office's
Confidential Human Source Validation (CHSV) Program. FIG SAs manage
intelligence and partner relations. Specifically, they are responsible
for identifying intelligence customers (government and private);
conducting outreach and education; identifying customer needs;
processing those needs and soliciting customer feedback; and managing
the field office's participation in information sharing initiatives and
networks that are established through national or local efforts. These
efforts will serve to build on and exploit the FBI's ability to leverage
both law enforcement and intelligence collection capabilities.

***[Language Program]{.underline}***

The FBI's success at protecting the U.S. from future terrorist attacks,
countering foreign intelligence operations and espionage, and
dismantling transnational organized criminal enterprises is increasingly
dependent upon a workforce with high quality, robust language
capabilities. Nearly every major FBI investigation now has a foreign
language component, and the demand for highly qualified linguists and
foreign language and culture training continues to increase.

**National Virtual Translation Center**

Congress established the National Virtual Translation Center (NVTC) in
the U.S. PATRIOT Act to serve as a virtual clearinghouse to facilitate
timely and accurate translation of foreign intelligence for all elements
of the Intelligence Community (IC). The FBI serves as the Executive
Agent of the NVTC while the Office of the Director of National
Intelligence (ODNI) maintains oversight of NVTC operations.

**Language Analysts**

Language Analysis, or the Foreign Language Program (FLP), is a critical
process in the FBI's effort to acquire accurate, real-time, and
actionable intelligence to prevent foreign-originated terrorist attacks
upon the U.S. The FBI's language analysis capabilities promptly address
all of its highest priority counterterrorism intelligence translation
requirements, often within 24 hours. LAs also play a significant role in
the FBI's counterintelligence and criminal investigative missions.

***[Intelligence Functions within Counterterrorism]{.underline}***

Within the IDU, several counterterrorism (CT) activities are subject to
programmatic authority and oversight by FBI Intelligence Program (IP)
executives. Three CT activities directly support the FBI's IP, or are
critical partners with other FBI IP programs and activities:
Communications Exploitation Section (CXS); the Terrorist Screening
Center (TSC); and the Foreign Terrorist Tracking Task Force (FTTTF). All
three of these programs are managed within the FBI's Counterterrorism
Division.

**Communication Exploitation Section**

The mission of the CXS is to exploit terrorist communications by
leveraging technical and analytical capabilities to produce
intelligence-driven investigations and prevent acts of terrorism.

**Terrorist Screening Center**

The TSC was created in response to Homeland Security Presidential
Directive (HSPD)-6 in September 2003. The mission of the TSC is to serve
as the authoritative source in coordinating the use of terrorist
identification information and consolidating the approach to screening
for all who act to prevent terrorist activities.

**Foreign Terrorist Tracking Task Force**

The FTTTF is charged with ensuring that federal law enforcement and
intelligence agencies have the best available information with which to
keep foreign terrorists and their supporters out of the country. The
FTTTF was created in response to HSPD-2.

***[Special Technologies and Applications Office]{.underline}***

The Special Technologies and Applications Office (STAO) enables
customers to identify and exploit intelligence and information using
innovative methods. It operates as a service of common concern,
supporting all FBI operational elements, all members of the IC to
include the Department of Homeland Security (DHS), and as needed, state,
local, tribal, and foreign governments. The STAO capabilities are used
to identify actionable intelligence to prevent, disrupt, and defeat
terrorist operations and other criminal acts before they occur, and to
resolve existing CT, counterintelligence (CI), and other criminal cases.
The STAO provides vital support to significant CT, CI, and criminal
investigative matters.

***[Source Funding]{.underline}***

The FBI recruits and operates CHSs to meet its mission of intelligence
collection in order to respond to investigative program priorities, and
to national level and FBI intelligence collection requirements. These
CHSs have access to, or potential access to, intelligence or the targets
of the FBI\'s investigations. They are essential tools in the FBI\'s
fight against terrorism and other crimes. The FBI may reimburse a CHS
for expenses incurred as a result of his/her activity on behalf of the
FBI and under the specific direction of the FBI, or for services in
obtaining information significant to any investigative program.
Additionally, the intelligence collected from these CHSs may be
disseminated to members of the Intelligence and Law Enforcement
Communities in order to support the United States Government\'s national
security and law enforcement objectives.

***[Infrastructure and Technology]{.underline}***

The IDU manages several efforts that are critical enablers for FBI
Intelligence Career Service (ICS) SAs, IAs, LAs, and Physical
Surveillance Specialists (PSSs), to manage, process, share, and protect
classified and unclassified information critical to national security.
Taken together, these efforts form a comprehensive system of security
and efficiency. Comprising the secure side of the system is: secure
workspaces, or Sensitive Compartmented Information Facilities (SCIFs);
are secure information sharing capability through the Sensitive
Compartmented Information Operations Network (SCION), the FBI's TOP
SECRET/SCI-certified data network; and Intelligence Information
Technology (IT), which are the tools used by FBI Intelligence personnel
to perform their duties. On the unclassified side of the system resides
the FBI's ability to share unclassified information with other federal,
state, and local governments and other partners through the Criminal
Justice Information Services' Law Enforcement Online (LEO) system and
UNet, the FBI\'s unclassified connection to the Internet.

**Sensitive Compartmented Information Facilities (SCIF)**

SCIFs are an accredited area, room, group of rooms, building or
installations that have been inspected by Security Division and
certified to meet all of the SCIF specifications and standards, where
SCI information may be stored, used, discussed, and/or electronically
processed.

**Sensitive Compartmented Information Operations Network (SCION)**

SCION is the FBI enterprise network for processing, transmitting, and
storing information at the TS/SCI level. SCION connects the FBI to the
rest of the IC through a connection to the Joint Worldwide Intelligence
Communications System (JWICS), enabling the FBI's National Security
Professionals (NSP) to share information and coordinate with their
counterparts throughout the IC. SCION provides the FBI's NSP with access
to multiple Communities of Interest such as the National Counter
Terrorism Center OnLine and Intelink for Counter Intelligence. SCION
hosts internal applications such as the FISA Management System, Proton,
and Intrepid. The SCION infrastructure is designed to support the
current and future requirements of the FBI intelligence community
without major system design changes.

**Law Enforcement On-Line (LEO)**

LEO provides a secure common communications link by providing broad,
immediate dissemination and exchange of Sensitive But Unclassified (SBU)
information. The system provides a vehicle for the exchange of
information, the conduction of on-line education programs, and
participation in professional special interest and topically focused
dialogue, Virtual Command Centers, and the National Alert System.

***[Intelligence Training]{.underline}***

**[Consistent with reform efforts in the aftermath of the September 11th
attacks, the FBI is in the process of establishing the structure,
policies, and competencies of a professional intelligence cadre to take
the lead intelligence role in protecting the U.S. from terrorist
attacks. The ICS structure is comprised of SAs in intelligence
assignments, IAs, LAs, and PSSs. To achieve a world-class intelligence
capability, the FBI is also acquiring the physical capabilities
necessary to train the ICS, as well as developing and providing a
unified and dedicated analytical training program, and establishing
rigorous training and professional intelligence accreditation
standards.]{.underline}**

<table style="width:100%;">
<colgroup>
<col style="width: 10%" />
<col style="width: 19%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE/RESOURCES TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit:</strong> Intelligence</td>
</tr>
<tr class="odd">
<td colspan="12"><strong>DOJ Strategic Goal/Objective:</strong> Goal 1:
Prevent Terrorism and Promote the Nation’s Security (all objectives),
Goal 2: Enforce Federal Laws and Represent the Rights and Interests of
the American People (all objectives), and Goal 3: Assist State, Local,
and Tribal Efforts to Prevent or Reduce Crime and Violence (Objective
3.1 – Improve the crime fighting and criminal justice system
capabilities of state, tribal and local governments)</td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>WORKLOAD/ RESOURCES</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="odd">
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>5,130</td>
<td>1,132,883</td>
<td>4,812</td>
<td>1,132,042</td>
<td>5,420</td>
<td>1,124,714</td>
<td>(595)</td>
<td>73,553</td>
<td>4,825</td>
<td>1,198,267</td>
</tr>
<tr class="even">
<td><p><strong>TYPE / GOAL /</strong></p>
<p><strong>STRATEGIC OBJECTIVE</strong></p></td>
<td><strong>PERFORMANCE</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>% of Counterterrorism FISA collection reviewed by the Language
Program:</p>
<ul>
<li><p>Audio</p></li>
<li><p>Text</p></li>
<li><p>Electronic File</p></li>
</ul></td>
<td colspan="2"><p>100%</p>
<p>100%</p>
<p>100%</p></td>
<td colspan="2"><p>88%</p>
<p>99%</p>
<p>94%</p></td>
<td colspan="2"><p>100%</p>
<p>100%</p>
<p>100%</p></td>
<td colspan="2"><p>--</p>
<p>--</p>
<p>--</p></td>
<td colspan="2"><p>100%</p>
<p>100%</p>
<p>100%</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure: <em>Responsiveness</em></strong></td>
<td><h3
id="of-fbi-headquarters-finished-intelligence-reports-that-are-responsive-to-national-intelligence-priority-framework-topics-internally-disseminated">%
of FBI <em>Headquarters</em> finished intelligence reports that are
responsive to National Intelligence Priority Framework topics
(Internally disseminated) </h3></td>
<td colspan="2">Baseline (no target previously established)</td>
<td colspan="2">86%</td>
<td colspan="2">88%</td>
<td colspan="2">2%</td>
<td colspan="2">90%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure: <em>Responsiveness</em></strong></td>
<td><h3
id="of-fbi-field-office-finished-intelligence-reports-that-are-responsive-to-national-intelligence-priority-framework-topics.-internally-disseminated">%
of FBI <em>field office</em> finished intelligence reports that are
responsive to National Intelligence Priority Framework topics.
(Internally disseminated)</h3></td>
<td colspan="2">Baseline (no target previously established)</td>
<td colspan="2">73%</td>
<td colspan="2">72%</td>
<td colspan="2">2%</td>
<td colspan="2">74%</td>
</tr>
<tr class="even">
<td><strong>Performance Measure: <em>Responsiveness</em></strong></td>
<td><h3
id="of-fbi-field-office-finished-intelligence-reports-that-are-responsive-to-national-intelligence-priority-framework-topics.-disseminated-to-intelligence-community">%
of FBI field office finished intelligence reports that are responsive to
National Intelligence Priority Framework topics. (Disseminated to
Intelligence Community)</h3></td>
<td colspan="2">Baseline (no target previously established)</td>
<td colspan="2">86%</td>
<td colspan="2">80%</td>
<td colspan="2">5%</td>
<td colspan="2">85%</td>
</tr>
</tbody>
</table>

+------+-------------+--------+--------+--------+--------+--------+
| **   | **PE        | **FY   | **FY   | **FY   | **C    | **FY   |
| TYPE | RFORMANCE** | 2006** | 2006** | 2007** | urrent | 2008   |
| /    |             |        |        |        | Se     | Req    |
| GOAL |             |        |        |        | rvices | uest** |
| /**  |             |        |        |        | Adjus  |        |
|      |             |        |        |        | tments |        |
| **S  |             |        |        |        | and FY |        |
| TRAT |             |        |        |        | 2008   |        |
| EGIC |             |        |        |        | P      |        |
| OBJ  |             |        |        |        | rogram |        |
| ECTI |             |        |        |        | Cha    |        |
| VE** |             |        |        |        | nges** |        |
+------+-------------+--------+--------+--------+--------+--------+
| *    | Number of   | These  |        |        |        |        |
| *Per | high        | data   |        |        |        |        |
| form | priority    | are    |        |        |        |        |
| ance | sources put | class  |        |        |        |        |
| Meas | through an  | ified. |        |        |        |        |
| ure: | enhanced    |        |        |        |        |        |
| *Acc | validation  |        |        |        |        |        |
| urac | process.    |        |        |        |        |        |
| y*** |             |        |        |        |        |        |
+------+-------------+--------+--------+--------+--------+--------+
| *    | ###         | Ba     | 36%    | 38%    | 2%     | 40%    |
| *Per | % of users  | seline |        |        |        |        |
| form | who visit t | (no    |        |        |        |        |
| ance | he Law Enfo | target |        |        |        |        |
| Meas | rcement Onl | prev   |        |        |        |        |
| ure: | ine (LEO) s | iously |        |        |        |        |
| *    | ervice (whi | establ |        |        |        |        |
| Cust | ch provides | ished) |        |        |        |        |
| omer |  intelligen |        |        |        |        |        |
| Sat  | ce dissemin |        |        |        |        |        |
| isfa | ation) more |        |        |        |        |        |
| ctio |  than one m |        |        |        |        |        |
| n*** | onth out of |        |        |        |        |        |
|      |  each year. |        |        |        |        |        |
+------+-------------+--------+--------+--------+--------+--------+
| **Ef | Staff time  | Ba     | 0      | 0\*    | 1,999  | 1      |
| fici | (in         | seline |        |        |        | ,999\* |
| ency | workyears)  | (no    |        |        |        |        |
| M    | saved on    | target |        |        |        |        |
| easu | asset       | prev   |        |        |        |        |
| re** | management  | iously |        |        |        |        |
|      | activities  | establ |        |        |        |        |
|      | through     | ished) |        |        |        |        |
|      | changes in  |        |        |        |        |        |
|      | the human   |        |        |        |        |        |
|      | source      |        |        |        |        |        |
|      | business    |        |        |        |        |        |
|      | process     |        |        |        |        |        |
|      | (via the    |        |        |        |        |        |
|      | new Delta   |        |        |        |        |        |
|      | system).    |        |        |        |        |        |
+------+-------------+--------+--------+--------+--------+--------+
| **   |             |        |        |        |        |        |
| Data |             |        |        |        |        |        |
| Def  |             |        |        |        |        |        |
| init |             |        |        |        |        |        |
| ion, |             |        |        |        |        |        |
| Val  |             |        |        |        |        |        |
| idat |             |        |        |        |        |        |
| ion, |             |        |        |        |        |        |
| V    |             |        |        |        |        |        |
| erif |             |        |        |        |        |        |
| icat |             |        |        |        |        |        |
| ion, |             |        |        |        |        |        |
| and  |             |        |        |        |        |        |
| Li   |             |        |        |        |        |        |
| mita |             |        |        |        |        |        |
| tion |             |        |        |        |        |        |
| s:** |             |        |        |        |        |        |
|      |             |        |        |        |        |        |
| Data |             |        |        |        |        |        |
| are  |             |        |        |        |        |        |
| prov |             |        |        |        |        |        |
| ided |             |        |        |        |        |        |
| by   |             |        |        |        |        |        |
| rec  |             |        |        |        |        |        |
| ords |             |        |        |        |        |        |
| ma   |             |        |        |        |        |        |
| inta |             |        |        |        |        |        |
| ined |             |        |        |        |        |        |
| by   |             |        |        |        |        |        |
| the  |             |        |        |        |        |        |
| F    |             |        |        |        |        |        |
| BI's |             |        |        |        |        |        |
| Dir  |             |        |        |        |        |        |
| ecto |             |        |        |        |        |        |
| rate |             |        |        |        |        |        |
| of   |             |        |        |        |        |        |
| I    |             |        |        |        |        |        |
| ntel |             |        |        |        |        |        |
| lige |             |        |        |        |        |        |
| nce. |             |        |        |        |        |        |
|      |             |        |        |        |        |        |
| \*   |             |        |        |        |        |        |
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| has  |             |        |        |        |        |        |
| cha  |             |        |        |        |        |        |
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| s    |             |        |        |        |        |        |
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| orig |             |        |        |        |        |        |
| inal |             |        |        |        |        |        |
| su   |             |        |        |        |        |        |
| bmis |             |        |        |        |        |        |
| sion |             |        |        |        |        |        |
| of   |             |        |        |        |        |        |
| PART |             |        |        |        |        |        |
| data |             |        |        |        |        |        |
| to   |             |        |        |        |        |        |
| OMB. |             |        |        |        |        |        |
| At   |             |        |        |        |        |        |
| the  |             |        |        |        |        |        |
| time |             |        |        |        |        |        |
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| rese |             |        |        |        |        |        |
| ntat |             |        |        |        |        |        |
| ion, |             |        |        |        |        |        |
| O    |             |        |        |        |        |        |
| MB's |             |        |        |        |        |        |
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| does |             |        |        |        |        |        |
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| ref  |             |        |        |        |        |        |
| lect |             |        |        |        |        |        |
| t    |             |        |        |        |        |        |
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| chan |             |        |        |        |        |        |
| ges. |             |        |        |        |        |        |
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| 007. |             |        |        |        |        |        |
+------+-------------+--------+--------+--------+--------+--------+

**2. Performance, Resources, and Strategies**

The Intelligence Decision Unit contributes to DOJ's first three
Strategic Goals: 1) Prevent Terrorism and Promote the Nation's Security
-- Strategic Objectives: all; 2) Enforce Federal Laws and Represent the
Rights and Interests of the American People -- Strategic Objectives:
all; and 3) Assist State, Local, and Tribal Efforts to Prevent or Reduce
Crime and Violence; Strategic Objectives: 3.1 -- Improve the crime
fighting and criminal justice system capabilities of state, tribal, and
local governments. In addition, this decision unit ties directly to the
FBI's ten priorities:

-   Priority 1 -- Protect the United States from terrorist attack

-   Priority 2 -- Protect the United States against foreign intelligence
    operations and espionage Priority 3 -- protect the United States
    against cyber-based attacks and high-technology crimes Priority 4 --
    Combat public corruption at all levels

-   Priority 5 -- Protect civil rights; Priority 6 -- Combat
    transnational and national criminal organizations and enterprises

-   Priority 7 -- Combat major white-collar crime

-   Priority 8 -- Combat significant violent crime

-   Priority 9 -- Support federal, state, local and international
    partners

-   Priority 10 -- Upgrade technology to successfully perform the FBI's
    mission

**The mission of the Intelligence Program is to optimally position the
FBI to meet current and emerging national security and criminal threats
by aiming core investigative work proactively against threats to U.S.
interests; building and sustaining enterprise-wide intelligence policies
and capabilities; and providing useful, appropriate, and timely
information and analysis to the national security, homeland security,
and law enforcement communities. The DI is responsible for managing all
projects and activities that encompass the FBI's Intelligence Program
and for prioritizing those functions through the formulation of
budgetary requirements.**

The DI has produced a complete set of performance metrics through its
own planning efforts and in conjunction with DOJ and OMB through the
PART review process. As the FBI builds its Intelligence Program, it is
likely that there will be additions or changes to this list of measures.

**a. Performance Plan and Report for Outcomes**

***Performance Measure:*** % of Counterterrorism Foreign Intelligence
Surveillance Act (FISA) collection reviewed by the language program.

***FY 2006 Target:*** 100% for Audio

> 100% for Text
>
> 100% for Electronic File

***FY 2006 Actual:*** 88% for Audio

> 99% for Text
>
> 94% for Electronic File
>
> ***Discussion:*** The FBI now possesses sufficient translation
> capability to promptly address all of the highest priority
> counterterrorism intelligence, often within 24 hours. The FBI's
> prioritization and triage processes are helping reduce the accrued
> backlog. Audio coverage is lower primarily because of a backlog in
> reviewing recordings with a certain amount of white noise.

***FY 2007 Target:*** 100% for each category

***FY 2008 Target:*** 100% for each category

### *Performance Measure - Responsiveness:* % of FBI Headquarters finished intelligence reports that are responsive to National Intelligence Priority Framework (NIPF) topics (Internally disseminated) 

***FY 2006 Target:*** Baseline (no target previously established)

***FY 2006 Actual:*** 86%

> ***Discussion:*** This measure illustrates the Intelligence Program\'s
> responsiveness to Intelligence Community collection requirements
> (i.e., whether or not the intelligence produced by the FBI is filling
> important, high priority collection needs). Because the FBI has some
> regional or local priorities to fulfill, there will always be some
> intelligence reports filed that are of interest to the Bureau and its
> law enforcement colleagues but are not responsive to national-level
> NIPF topics. Accordingly, the maximum attainable percentage for this
> measure is estimated at 90%.

***FY 2007 Target:*** 88%

***FY 2008 Target:*** 90%

### *Performance Measure - Responsiveness:* % of FBI field office finished intelligence reports that are responsive to NIPF topics. (Internally disseminated)

***FY 2006 Target:*** Baseline (no target previously established)

***FY 2006 Actual:*** 73%

> ***Discussion:*** This measure illustrates the Intelligence Program\'s
> responsiveness to Intelligence Community collection requirements
> (i.e., whether or not the intelligence produced by the FBI is filling
> important, high priority collection needs). Because the FBI has some
> regional or local priorities to fulfill, there will always be some
> intelligence reports filed that are of interest to the Bureau and its
> law enforcement colleagues but are not responsive to national-level
> NIPF topics. Accordingly, the maximum attainable percentage for this
> measure is estimated at 80% (less than the maximum for headquarters
> reports because field offices are more likely to be involved in
> regional or local events than the national headquarters office).

***FY 2007 Target:*** 72%

***FY 2008 Target:*** 74%

### *Performance Measure - Responsiveness:* % of FBI field office finished intelligence reports that are responsive to NIPF topics. (Disseminated to Intelligence Community)

***FY 2006 Target:*** Baseline (no target previously established)

***FY 2006 Actual:*** 86%

> ***Discussion:*** This measure illustrates the Intelligence Program\'s
> responsiveness to Intelligence Community collection requirements
> (i.e., whether or not the intelligence produced by the FBI is filling
> important, high priority collection needs). Because the FBI has some
> regional or local priorities to fulfill, there will always be some
> intelligence reports filed that are of interest to the Bureau and its
> law enforcement colleagues but are not responsive to national-level
> NIPF topics. Accordingly, the maximum attainable percentage for this
> measure is estimated at 95%.

***FY 2007 Target:*** 80%

***FY 2008 Target:*** 85%

### *Performance Measure \-- Customer Satisfaction:* % of users who visit the Law Enforcement Online (LEO) service (which provides intelligence dissemination) more than one month out of each year.

***FY 2006 Target:*** Baseline (no target previously established)

***FY 2006 Actual:*** 39%

> ***Discussion:*** This measure serves as a proxy for customer
> satisfaction. Repeated use of LEO is a strong indication that
> customers (other intelligence agencies, state and local law
> enforcement, etc.) find the information they are obtaining on the site
> useful. Targets for this measure are increased at a conservative rate
> (2% per year) because of the many factors that influence this number.
> Note that FY 2005 actual performance is considered
> uncharacteristically high\--usage numbers were artificially driven up
> by the occurrence of the London subway bombings and a domestic
> emergency response training exercise in 2005. Future targets were set
> without assuming any repeat event-based surges in user levels, but, if
> future performance continues to trend high, the targets will be
> adjusted at that time.

***FY 2007 Target:*** 38%

***FY 2008 Target:*** 40%

### *Efficiency Measure:* Staff time (in workyears) saved on source management activities through changes in the human source business process (via the new Delta system).

***FY 2006 Target:*** Baseline (no target previously established)

***FY 2006 Actual:*** 0

> ***Discussion:*** The FBI is preparing to implement a major change in
> its source management business process by introducing a new system,
> the Delta system, to automate source management tasks and activities.
> The new technology will provide a centralized database of human
> sources and allow new functions, such as text searches, geographical
> displays, and data reporting, that are currently done manually. This
> functionality is expected to generate savings in staff time each year,
> particularly as the number of human sources continues to grow. The
> first savings are expected in FY 2008, after Delta is launched.
>
> Development of requirements for the Delta system commenced in
> September 2005 using existing drafts of the Confidential Human Source
> Policy Manual and the Confidential Human Source Validation Standards
> Manual. Knowledge developed as a result of that process and its
> testing; maturation of the policy and standards manuals; and increased
> interaction with the National Clandestine Service on their efforts to
> standardize across the Community prompted the FBI to revisit the FBI's
> baseline for a basic deliverable of Delta and adjust the timeline for
> delivery.

[]{.mark}

> The funding will allow the FBI to meet its obligations to external
> authorities who have concluded and directed that the FBI upgrade its
> management of confidential human sources, including the 9/11 and WMD
> Commissions, and a Presidential Directive that ordered an increase in
> "human source development and management" within the FBI. Without this
> funding, Delta will not have full functionality, and thereby will be
> limited in its ability to contribute to DOJ strategic goals, address
> the conclusions and directives of external authorities, and achieve
> the expected time savings.

***FY 2007 Target:*** 0

***FY 2008 Target:*** 1,999

**b. Strategies to Accomplish Outcomes**

The FBI Intelligence Program was created by Congressional and
Presidential mandates to provide centralized management of the nation's
domestic intelligence efforts; no other federal, state or local program
shares the FBI's specific authorities and responsibilities for domestic
intelligence collection. With respect to broader intelligence collection
and analysis authorities, including foreign intelligence and
counterintelligence, Executive Order 12333 governs the division of
responsibility between FBI and other Intelligence Community members in
order to ensure coordination and prevent duplication of effort. Managers
of the Intelligence Program also work extensively with external partners
to ensure that the FBI's program is not redundant or duplicative of
other efforts, both public and private. In some instances, this involves
the active co-location of groups so that activities and policies can be
better coordinated. For example, many of the FBI's FIGs, which manage
the FBI's intelligence functions in each field office, include members
of state and local law enforcement and other intelligence agencies.
Additionally, in 22 of the FBI's field offices, personnel assigned to
the FIGs are members of regional Fusion Centers, and work alongside
members of state and local law enforcement and other intelligence
community personnel. In other instances, special inter-agency committees
have been created to allow senior leaders to monitor and minimize any
redundancy between programs. The FBI Director or other senior managers
sit on the Justice Intelligence Coordinating Council (JICC), GLOBAL
Intelligence Working Group, and the National Intelligence Analysis and
Production Board (NIAPB), just to name a few.

[]{.mark}

For FY 2008, the FBI requests \$22,254,000 to satisfy the above
strategic outcomes:

The FBI requests 10 positions (6 agents) and \$9,525,000 (\$8,000,000
non-personnel) to improve the FBI\'s Human Intelligence (HUMINT)
training capability through the delivery of the HUMINT Source Targeting
and Development Course (HSTDC). The requested positions would fulfill
core-instructor staff requirements for this critically needed training.
HSTDC is an eight-week program of intensive instruction to build upon
the foundation of general FBI training. On September 15, 2006, the FBI
received a contingent certification of endorsement from Ambassador John
D. Negroponte, the Director of National Intelligence (DNI): "The FBI's
course is a significant step forward in helping us achieve a truly
national HUMINT intelligence capability." With the implementation of
HSTDC, the FBI would satisfy a crucial gap in HUMINT training.

The FBI requests 75 positions (56 IAs and 19 support) and \$12,729,000
(\$3,689,000 non-personnel) to support its Confidential Human Source
Validation (CHSV) Program. The requested personnel would work to ensure
a smooth transition to the FBI's new and comprehensive CHSV process.
CHSV is a multi-step process whereby qualified experts measure the
accuracy, credibility and reliability of information supplied by
Confidential Human Sources (CHS) and conclude whether to continue,
continue with caveats, or discontinue operation of those sources. The
requested \$3,689,000 in non-personnel funding is for Operations and
Maintenance of Delta and development of Delta-S Release 2.x. The Delta-S
2.x is an extension of the Delta-S Release 2.0 version information
technology solution designed to streamline CHS administration, reduce
compliance errors, provide enhanced capabilities of the CHS base, and
support the Confidential Human Source Reengineering Project. The Delta-S
system will greatly enhance and improve the administration and operation
of the CHS and provide an analytical tool to assist Intelligence
Analysts conducting validations. Delta is designed to support the policy
directives promulgated in the Confidential Human Source Validation
Standards Manual and the Confidential Human Source Policy Manual, which
are driven by the new Attorney General Guidelines concerning CHSs and
the ODNI draft validation standards.

[]{.mark}

**c. Results of Program Assessment Rating Tool (PART) Reviews**

OMB conducted a PART review of the FBI's Intelligence Decision Unit in
FY 2006, concurrent with the preparation of the FY 2008 budget. The
results of this review are as follows:

  ----------------------------------- -----------------------------------
  **Section**                         **Score**

  Program Purpose and Design          100%

  Strategic Planning                  86%

  Program Management                  86%

  Program Results                     33%

  **Total\***                         **62%**
  ----------------------------------- -----------------------------------

> \*Note that the total does not reflect an average of the four sections
> because the sections are not weighted equally.

The PART evaluation of the Intelligence Program was largely weighted
upon the establishment of its performance measures. The Intelligence
PART lost some scores in the Strategic Planning and Program Management
areas due to FBI-wide concerns that were not within the direct
management responsibility of the Intelligence Program. However, the
relatively new organization of the Intelligence Decision Unit and its
evaluation as a comprehensive program allowed for only a short period to
establish a performance measurement regime that met the criteria of the
PART review. Ultimately, the Directorate of Intelligence was able to
identify performance measures deemed acceptable for the Program Results
area. However, it will take a few years of data collection to provide a
historical basis to determine whether or not the Intelligence Program
was successful in meeting its performance standards.

The Intelligence Program has agreed upon the following Improvement Plan
with OMB, based upon the results of the PART review:

  ------------------------------------------------------------------------------
  **Year    **Type**      **Follow-up Actions**                     **Status**
  Begun**                                                           
  --------- ------------- ----------------------------------------- ------------
  2006      Performance   Improving the measurement of the value    Action
                          that customers receive from FBI           taken, but
                          intelligence products.                    not
                                                                    completed

  2006      Budgetary     Identifying realistic linkages between    Action
                          budget requests and program performance.  taken, but
                                                                    not
                                                                    completed

  2006      Management    Developing systems for improved           Action
                          management and validation of human        taken, but
                          sources, the intelligence they produce,   not
                          and the ability to identify source gaps   completed
                          in our domain.                            
  ------------------------------------------------------------------------------

[Program Increases]{.underline}

**Item Name: [National Security Branch Analytical
Capabilities]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.3

Organizational Program: [Counterterrorism]{.underline}

Program Increase: Positions [36]{.underline} Agt [5]{.underline}­ FTE
[18]{.underline} Dollars

[\$11,969,000 (\$7,988,000 non-personnel)]{.underline}

Description of Item

The FBI requests 36 positions (5 agents and 10 IAs) and \$11,969,000
(\$7,988,000 non-personnel) for the National Security Branch Analysis
Center (NSAC). The mission of the NSAC is to fulfill the Foreign
Terrorist Tracking Task Force (FTTTF) mission objectives outlined under
Homeland Security Presidential Directive-2 (HSPD-2) and support the
FBI's National Security Branch (NSB) components, including the
Counterintelligence and Counterterrorism Divisions and the Weapons of
Mass Destruction (WMD) and Intelligence Directorates, in the detection,
identification, and tracking of individuals or entities that pose
threats to the United States and its interests through the use of
advanced analytical techniques, technologies, and data resources.

Once operational, the NSAC will be tasked to satisfy unmet analytical
and technical needs of the NSB, particularly in the areas of bulk data
analysis, pattern analysis, and trend analysis. Additionally, subject
matter components of the FBI's Counterterrorism Division (CTD),
specifically domestic terrorism (DT), and the Counterintelligence
Division (CD), the Directorate of Intelligence (DI), and the WMD
Directorate will be supported (outside of HSPD-2
restrictions/limitations), as mission requirements pertain to the
detection, identification, and tracking of individuals or entities that
pose threats to the United States and its interests.

The NSAC will provide subject-based "link analysis" through the
utilization of the FBI's collection data sets, combined with public
records on predicated subjects. "Link analysis" uses data sets to find
links between subjects, suspects, and addresses or other pieces of
relevant information, and other persons, places, and things. This
technique is currently being used on a limited basis by the FBI; the
NSAC will provide improved processes and greater access to this
technique to all NSB components. The NSAC will also pursue "pattern
analysis" as part of its service to the NSB. "Pattern analysis" queries
take a predictive model or pattern of behavior and search for that
pattern in data sets. The FBI's efforts to define predictive models and
patterns of behavior will improve efforts to identify "sleeper cells."
Information produced through data exploitation will be processed by
analysts who are experts in the use of this information and used to
produce products that comply with requirements for the proper handling
of the information.

The FTTTF will become a part of the NSAC, ensuring that the NSAC is able
to effectively capitalize on the existing expertise and infrastructure
of FTTTF. The Investigative Data Warehouse (IDW), combined with FTTTF's
existing applications and business processes, will form the backbone of
the NSB's data exploitation system. The strategy being used to implement
the mission of the NSAC is to capitalize on existing operations within
the FTTTF, with the addition of IDW, to support the NSB. This
enhancement will support the core strategy of the NSB.

This request is designed to implement the analytical and IT requirements
for the NSAC by augmenting the existing HSPD-2 operations to provide the
additional analysis and technology support for the NSB.

Justification

The NSAC will include FTTTF Operations under HSPD-2 and expand to
support NSB requirements, as seen in the diagram below. This diagram is
a visual representation of the NSAC, including lines of authority,
business areas, existing and expanded operations, information technology
(IT) and prioritized IT projects and programs. The Office of the Chief
Information Officer (OCIO) and the Office of the Chief Technology
Officer (OCTO) will provide IT support to the NSAC, as they now do for
the FTTTF.

![](media/image8.wmf){width="5.75in" height="4.25in"}

As a consequence of the terrorist attacks of September 11, 2001, the FBI
identified the need to develop tools that could serve broader FBI
investigative needs by accessing a myriad of data sources previously not
readily available through conventional software tools. The Secure
Collaborative Operative Prototype Environment (SCOPE) was the initial
tool designed to support counterterrorism initiatives. As a
proof-of-concept, SCOPE succeeded in enhancing FBI investigative and
analytical capabilities. Subsequently, the IDW project was initiated,
building upon the successes of the SCOPE and extending its operational
capabilities to a larger number of users and data sets.

FTTTF and IDW have become the two central gatherers of diverse sources
of raw data from many different, yet critically important, sources.
FTTTF developed mission-specific technological tools to explore data.
FTTTF also built a collaborative environment for multiple agencies to
acquire and disseminate vital information on terrorists and their
supporters. The IDW objective was to create a data warehouse that used
certain data elements to provide a single-access repository for
information related to issues beyond counterterrorism, to include
counterintelligence, criminal and cyber related-information.

In addition, FTTTF is in the process of developing ways to leverage new
and emerging technologies to better perform mission critical analytical
functions.

The NSAC will fill an NSB-wide data exploitation gap. Coordinated
analytical teams will be established to support the entire NSB, with
particular focus on the requirements of operational entities.
Additionally, the FBI is seeking funding to create an integrated
solution between the core applications supporting the FTTTF and the IDW.
Between the two entities, the FBI has assembled a strong collection of
valuable operational data and highly successful analytical and technical
applications that realize operational successes.

*NSAC Personnel -- 36 positions (5 agents, 10 IAs, and 21 support) and
\$3,981,000 (all personnel**)***

NSAC staffing will consist of three groups: FBI personnel, personnel
from other government agencies (OGAs), and contractors. The 36 FBI
positions requested here are needed to support NSAC activities related
to the areas of counterintelligence, DT, and WMD. FBI experts are
required to complement and augment the current FTTTF contractor and
government staff. As the NSAC customer base and data sets increase in
size, the need for government experts to handle tasks such as data
management, analysis, lead generation, and collaboration with other
government agencies will also increase.

In support of CTD, the FTTTF currently processes and vets only
international terrorism subjects. With the expanded role of the NSAC and
integration of data to support other FBI components, the number of
subjects will increase significantly. Currently, FTTTF government and
analytical resources have a significant backlog of subjects and data to
vet and disseminate. With the expanded role of the NSAC, the universe of
subjects will expand exponentially to include all main subjects,
references, aliens from selected countries of interest and data
available on all counterintelligence, cyber and intelligence matters.

The FTTTF currently operates with four operational analysis units
(Tracking and Detection, Proactive Data Exploitation, Threat Processing
and Assessment, and Risk Assessment). The 36 new positions requested
here would be distributed based on the table below. Please note that
this table also includes contractor positions, to be funded with the
non-personnel resources described below.

  ------------ -------------- ------------- -------------- ---------------- -------------- --------------- -----------
  ** **        **New FSL:**   **Tracking &  **Threat       **Proactive Data **Risk         **Operational   **Total**
                              Detection**   Processing &   Exploitation**   Assessment**   Support**       
                                            Assessment**                                                   

  Gov\'t       Agents         1             1              1                1              1               5

               Intelligence   4             ...            3                3              ...             10
               Analysts                                                                                    

               General        2             6              2                2              9               21
               Support                                                                                     

  Contractor   Data           5             5              5                5              3               23
               Exploitation                                                                                
               Analysts                                                                                    

  **Total**                   **12**        **12**         **11**           **11**         **13**          **59**
  ------------ -------------- ------------- -------------- ---------------- -------------- --------------- -----------

*Data Exploitation Analysts - \$4,884,000 (all non-personnel)*

This funding will provide for 23 contractor analyst positions (as
pictured in the table above) to search, identify, correlate, vet, and
disseminate information in support of the NSAC's operational analysis
units. These operational units will act in concert with one another and
coordinate closely with NSB management, the Intelligence Community, and
OGAs to support all NSB components with proactive, actionable
intelligence. Please refer to the FBI's classified budget addendum for
more information on this item.

*IT Contract Support - \$1,523,000 (all non-personnel)*

Enterprise integration of the NSAC draws upon the FBI's investment in
analytical capabilities developed to support counterterrorism. For
example, by utilizing the FTTTF/IDW automated data mart services to link
together the data collected in different systems, the fused data can be
stored and manipulated in other NSAC systems. By leveraging the FTTTF,
the IDW, and other technologies, these systems will be utilized to
provide greater counterterrorism capabilities and will have the
potential to be extended to support new functions in support of
counterintelligence, intelligence, and cyber programs.

IT contractors will enhance the FBI's ability to perform core data
integration and system support functions. The contractors will support
two core areas, data ingest and system administration. The NSAC will be
a dynamic organization with an evolving mission, and will require
additional expertise to support concentrated efforts to evolve business
processes and IT solutions to meet new and emerging operational goals
and objectives.

Specifically, the contractors will ensure that the NSAC's basic business
needs are defined, developed, integrated, and maintained as an
enterprise solution. The following technical roles will need to be
filled to support the accomplishment of these functions:

-   Data Ingest Engineers (4): Provide data cleansing and ingest of new
    data sources to support the NSAC operational mission and provide
    automated tools to exploit data.

-   System Administration Support Personnel (2): Provide maintenance and
    oversee operations of the NSAC/FTTTF operational networks.

-   Database Administrator (1): Support the data ingest engineers in
    defining database structures and relationships to the ingest and
    exploitation of data.

*Infrastructure Costs - \$940,000 (all non-personnel)*

Adequate physical infrastructure to support NSAC is necessary to provide
an operational environment for analytical and technical personnel,
technical equipment and storage, and other basic operational essentials
such as copiers, faxes, shredders, and supplies. The physical
infrastructure includes the necessary power and air conditioning
critical for operating and maintaining a technological environment. This
environment will also require an infrastructure to support multiple
classified and unclassified networks, as well as development, test, and
production systems. Most of this will be an expansion of existing
IDW/FTTTF infrastructures, enabling NSAC to achieve economies of scale
with respect to infrastructure costs.

This infrastructure will be designed to support all operational and
technical analysts with an appropriate amount of conference and break
rooms. A leased facility comprised of approximately 90,000 square feet
of existing and new space, would be capable of providing NSAC with this
capability. In addition to the space, the build-out would include
furniture, wiring, desktops, peripherals, and other office equipment, as
needed. Any special computer or server rooms would also be provided as
part of the physical infrastructure.

*Hardware and Software - \$641,000 (all non-personnel)*

The initial priority for hardware and software for NSAC focuses on the
expansion of the FTTTF's core systems to support NSAC requirements.
Communications, networks, computers, and basic software, essential for
normal and routine operations, need to be established. The current
system capabilities for databases and storage must be enhanced to ensure
adequate performance to support the additional NSAC personnel, process
the massive data volume anticipated, and provide the batch processing
capabilities expected to be required. Additional, higher performance
database servers, storage arrays, domain controllers, and data
visualization servers are required to meet the NSAC data exploitation
needs. The NSAC will leverage existing data mining tools to help
identify relationships between individuals, locations, and events that
may be indicators of terrorist or other activities of interest.
Moreover, system core processing hardware and database licenses will
need to be upgraded to accommodate the additional users and volume of
data to maintain NSAC operations.

*Workload Justification*

As of August 2006, the IDW contained over 659 million documents with
76.6 percent from non-FBI sources. This effort is a prime example of the
kind of inter-agency sharing and collaboration mandated by Congress and
the White House. The FTTTF also maintains a large data mart containing
over 1.4 billion documents/records and a suite of other services not
provided by the IDW system. A review was conducted of the data sets
contained in the IDW and FTTTF systems. This review showed that
approximately 800 million of the FTTTF records are unique and not
contained within the IDW. The IDW and FTTTF combined have over 50 other
data sets proposed or pending ingestion and billions of new records.
Some of these include data sets co-sponsored by other NSB divisions and
the FBI's Criminal Investigative Division.

The integration of these data sets and suites of services will allow
users to quickly identify the potential investigative or intelligence
significance of an item in question. Adherence to the development
principles utilized by the FTTTF and IDW will ensure that resources are
utilized efficiently and effectively. These advances will be made in
concert and coordination with the OCIO. The FBI will coordinate with the
various IT efforts to ensure collaboration and periodic cutovers.

Please refer to the FBI's classified addendum for additional workload
information.

Impact on Performance (Relationship of Increase to Strategic Goals)

These resources are directly related to DOJ Strategic Goal 1, "Prevent
Terrorism and Promote the Nation's Security." The NSAC will be an
integral component of the NSB and a critical contributor to the ODNI.
The NSAC is the next essential step in meeting the directive of the
President for a National Security Service within the DOJ and the FBI.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>34</td>
<td>10</td>
<td>34</td>
<td>$51,673</td>
<td>34</td>
<td>10</td>
<td>34</td>
<td>$51,727</td>
<td>34</td>
<td>10</td>
<td>34</td>
<td>$51,805</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| HQ Special      | \$203           | 5           | \$1,015           |
| Agent           |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Intelligence    | 139             | 10          | 1,385             |
| Analyst         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Technical       | 77              | 12          | 918               |
| Information     |                 |             |                   |
| Specialist      |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Supervisory     | 77              | 1           | 77                |
| Security        |                 |             |                   |
| Specialist      |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Security        | 77              | 1           | 77                |
| Specialist      |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Management and  | 77              | 1           | 77                |
| Program Analyst |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Program Analyst | 77              | 2           | 153               |
+-----------------+-----------------+-------------+-------------------+
| Budget Analyst  | 77              | 1           | 77                |
+-----------------+-----------------+-------------+-------------------+
| Clerical        | 68              | 3           | 202               |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 36          | \$3,981           |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Data Exploitation | n/a           | 23          | \$4,884           |
| Analysts          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Information       | n/a           | n/a         | 1,523             |
| Technology        |               |             |                   |
| Contract Support  |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Infrastructure    | n/a           | n/a         | 940               |
| Costs             |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Hardware and      | n/a           | n/a         | 641               |
| Software          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Total             | n/a           | n/a         | \$7,988           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 31  | 10   | 34  | \$3,834  | \       | \$51,805     |
| Services  |     |      |     |          | $47,971 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 36  | 5    | 18  | 3,981    | 7,988   | 11,969       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 67  | 15   | 52  | \$7,815  | \       | \$63,774     |
| Total     |     |      |     |          | $55,959 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Communication Exploitation]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1 and 1.2

Organizational Program: [Counterterrorism]{.underline}

Program Increase: Positions [18]{.underline} IAs [7]{.underline}­ FTE
[9]{.underline} Dollars

[\$7,809,000 (\$5,358,000 non-personnel)]{.underline}

Description of Item

The FBI requests 18 positions (7 IAs) and \$7,809,000 (\$5,358,000
non-personnel) to enhance its ability to exploit terrorist
communications by leveraging technical and analytical capabilities. This
request would provide funding for the telecommunications industry
participation in the Telecommunications Data Collection Center (TDCC).
These resources are necessary to ensure that communications between
terrorists may be obtained in a timely and useful format to best
mitigate threats.

Justification

*Digital Media Exploitation (DMX) Unit --8 positions (3 IAs) and
\$1,456,000 (all personnel)*

The FBI requests an enhancement of eight positions for the DMX (formerly
known as the Document Exploitation Unit, or DocEx) Unit -- three IAs,
four Computer Analysis Response Team (CART) Examiners, and one clerical
support position -- to handle an ever-increasing workload in the unit.
Please refer to the FBI's classified budget addendum for more
information on this item.

*Electronic Operations & Surveillance (EOPS) Unit -- 6 positions (2 IAs)
and \$583,000 (all personnel)*

The FBI requests an enhancement of six positions -- two IAs, two IT
Specialists, and two Technical Information Specialists -- for the EOPS
Unit. Please refer to the FBI's classified budget addendum for more
information on this item.

*Electronic Communications & Analysis Unit (ECAU) -- 3 positions (2 IAs)
and \$345,000 (all personnel)*

The FBI requests three positions -- two IAs and one clerical support
position -- to facilitate technical exploitation and assist with
administrative matters in the ECAU. Please refer to the FBI's classified
budget addendum for more information on this item.

*Drug Enforcement Administration (DEA)/Special Operations Division
(SOD)/Special Coordination Unit (SCU) -- 1 position (0 IAs) and \$67,000
(all personnel)*

The FBI requests one clerical support position to augment the staffing
of the DEA/SOD/SCU. Please refer to the FBI's classified budget addendum
for more information on this item.

*Telecommunications Data Collection Center - \$5,358,000 (all
non-personnel)*

The FBI requests \$5,358,000 to partner with the telecommunications
industry to access lawfully requested telephone records for CT
investigations. The goal of the TDCC is to provide near-real-time access
to United States communications records (including telephone and
Internet records) needed for CT investigations. Currently, the FBI has
partnered with three long-distance carriers. The requested funding would
allow for the continuation of telecommunications industry participation
at the current level of three carriers, providing access to land-line
phone call, calling card, cellular phone call, and Internet
communications records, all delivered in an electronic format that can
be exploited immediately to help resolve terrorist threats.

This request is based on historical experience working with existing
partners. The cost per telecommunications company currently
participating in the TDCC is approximately \$1,800,000. A recurring
budget level of \$5,358,000 would allow for the continued participation
of three telecommunications companies to participate in the TDCC. The
FBI assumes that advances in technology (cost/terabyte of storage) will
offset inflationary increases.

The requested funding will allow for the development of data storage and
retrieval systems by each contractor, accessible only by the contractor,
for at least two years' worth of network calling records. In addition,
each contractor would provide a dedicated on-site employee to process
the exigent lawful requests for data. Without dedicated funding for this
initiative and contractors to pull together data for the FBI, market
demands on these companies only require them to keep records online
(quickly available) for the short period required to collect bills.
After billing periods have passed, records are archived; therefore,
retrieving them in a time frame shorter than several weeks is not
possible.

Impact on Performance (Relationship of Increase to Strategic Goals)

These resources would enhance the FBI's ability to collect, analyze,
exploit, and disseminate intelligence information collected through the
lawful seizure of digital media used by known or suspected terrorists.
The FBI's role as the leader of the nation's CT efforts requires that
its CT Program be adequately staffed and possess the resources required
to support field investigative and operational requirements. This
request directly supports the DOJ's Strategic Goal 1, "Prevent Terrorism
and Promote the Nation's Security."

The mission of the FBI's CTD is to "Lead law enforcement and
intelligence efforts in the United States to defeat terrorism." This
request is directly related to the CTD mission statement, as follows:

-   Balance intelligence collection with Law Enforcement activities

-   Defeat terrorist attacks before they occur

-   Target collection and reporting to meet customer requirements

These areas, in turn, support the following FBI's NSB Mission
objectives:

-   Respond to the prevailing threat environment by pursuing activities
    to preempt threats to US national security, economic vitality and
    public confidence, including the investigation and disruption of
    those involved in terrorist, foreign intelligence or espionage
    operations

-   Integrate, coordinate and manage the intelligence analysis process
    -- both strategic and tactical -- to produce quality intelligence
    products for internal and external customers

-   Meet the needs of NSB customers and stakeholders by providing timely
    and actionable intelligence and investigative support

Both the CTD mission and the NSB Mission Objectives support the
following ODNI's objectives:

-   Defeat terrorists at home and abroad by disarming their operational
    capabilities and seizing the initiative from them by promoting the
    growth of freedom and democracy

-   Build an integrated intelligence capability to address threats at
    home

-   Anticipate developments of strategic concern and identify
    opportunities as well as vulnerabilities for decision-makers.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>91</td>
<td>22</td>
<td>91</td>
<td>$32,981*</td>
<td>91</td>
<td>22</td>
<td>91</td>
<td>$11,997**</td>
<td>91</td>
<td>22</td>
<td>91</td>
<td>$12,201</td>
</tr>
</tbody>
</table>

\*Please note that the FY 2006 Enacted column includes \$14,767,000 for
Document Exploitation (telephone traffic), received as part of the FY
2006 War Supplemental; this funding is not included in the FY 2007 or FY
2008 columns, as it is available for one year only.

\*\*The additional reduction seen from the FY 2006 Enacted dollar amount
to the FY 2007 Estimate dollar amount represents the pending DEA/SOD
offset included in the FY 2007 President's Budget.

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Intelligence    | \$139           | 7           | \$970             |
| Analyst         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Professional    | 77              | 4           | 306               |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| CART Examiner   | 243             | 4           | 973               |
+-----------------+-----------------+-------------+-------------------+
| Clerical        | 68              | 3           | 202               |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 18          | \$2,451           |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Partnership with  | n/a           | n/a         | \$5,358           |
| T                 |               |             |                   |
| elecommunications |               |             |                   |
| Industry          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Total             | n/a           | n/a         | \$5,358           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 91  | 22   | 91  | \$9,828  | \$2,373 | \$12,201     |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 18  | ...  | 9   | 2,451    | 5,358   | 7,809        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 109 | 22   | 100 | \$12,279 | \$7,731 | \$20,010     |
| Total     |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Human Source Validation and ]{.underline}**

**[Delta Enhancement]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Intelligence Program]{.underline}

Program Increase: Positions [75]{.underline} Agt [...]{.underline} IA
[56]{.underline} FTE [38]{.underline} Dollars [\$12,729,000 (\$3,689,000
non-personnel)]{.underline}

Description of Item

The FBI requests 75 positions (56 IAs and 19 support) and \$12,729,000
(\$3,689,000 non-personnel) to support its Confidential Human Source
Validation (CHSV) Program. The requested personnel would work to ensure
a smooth transition to the FBI's new and comprehensive CHSV process.
CHSV is a multi-step process whereby qualified experts measure the
accuracy, credibility, and reliability of information supplied by a
Confidential Human Source (CHS) and reach a conclusion to continue,
continue with caveats, or discontinue operation of that CHS.

The requested \$3,689,000 in non-personnel funding is for Operations and
Maintenance (O&M) of Delta and development of Delta-S Release 2.x
(formally Delta Phase IV). The Delta-S 2.x is an extension of the
Delta-S Release 2.0 version Information Technology (IT) solution
designed to streamline CHS administration, reduce compliance errors,
provide enhanced capabilities of the FBI's CHS base, and support the
Confidential Human Source Re-Engineering Project. The Delta-S system
will greatly enhance and improve the administration and operation of the
FBI's CHS and will provide an analytical tool to assist Intelligence
Analysts (IAs) conducting validation. Delta is designed to support the
policy directives promulgated in the *Confidential Human Source
Validation Standards Manual* *(CHSVSM)* and the *Confidential Human
Source Policy Manual (CHSPM),* which are driven by the new Attorney
General Guidelines (AGGs) concerning CHSs and the Office of the Director
of National Intelligence (ODNI) draft validation standards.

Justification

*Confidential Human Source Validation - 75 Positions (56 IAs) and
\$9,040,000 (all personnel)*

The importance of an effective CHSV process, recognized by the
recommendations of the President of the United States in his Memorandum
to the Attorney General dated November 18, 2004 and the Commission on
the Intelligence Capabilities of the United States Regarding Weapons of
Mass Destruction (WMD Commission), cannot be overstated. The WMD
Commission criticized the ineffectiveness of current CHSV, calling for
immediate reform, necessary for producing "reliable, well-vetted
intelligence." The Commission concluded, "The Intelligence Community's
failure to validate assets adequately and communicate fabrication
notices properly proved especially costly in the Iraq WMD debacle." In
addition to the referral by the WMD Commission, a Presidential Directive
to the Attorney General, dated November 23, 2004, specified increased
"standards for asset validation." In addition and prior to the WMD
Commission report, the FBI recognized the need for a more comprehensive
CHSV process following the Whitey Bulger and Katrina Leung cases. In
November 2004, the FBI began the Human Intelligence (HUMINT)
Re-engineering effort, which included a new *CHSVSM* and the creation of
dedicated Validation Units (VUs) in the Counterintelligence Division,
Counterterrorism Division, and Cyber Division.

The CHSV process, as described in the *CHSVSM*, is a continuous,
multi-layered process by which the FBI measures the value and manages
the risks associated with the operation of a validation CHS. The process
ensures the accuracy, credibility, and reliability, or lack thereof, of
information supplied by a CHS, any individual who provides useful and
credible information to the FBI about matters within the FBI's
jurisdiction, and from whom the FBI expects or intends to obtain
additional useful and credible information in the future. The FBI
recruits new CHSs every day and CHSV standards are applied to all CHSs
on a continuous basis. With current resources, the FBI is unable to
reach a point where all CHSs are successfully subjected to the CHSV
process. CHSV is an on-going process so long as a CHS remains open.

The *CHSVSM* details a new process whereby the FBI will conduct a
comprehensive validation of every CHS. The new manual describes the
fundamental FBI CHSV procedures. Investigative personnel at FBI
Headquarters (FBIHQ), case agents, the FIGs, and supervisors at each
field office will play a role in the process. In FY 2006, the FBI
conducted a phased-in validation approach, starting with a nationwide
validation of some of the FBI\'s most sensitive CHSs supplied from each
of the 56 field offices. By July 2008, the FBI intends to implement
validation standards on all CHSs. To fully implement the validation of
all CHSs on a continuous basis, additional IAs must be dedicated to
perform the work.

As part of the Re-engineering effort, the FBI mandated that each field
office assign a dedicated Special Agent of the FIG to be the
Confidential Human Source Coordinator (CHSC). The coordinators handle
all administrative compliance matters and are responsible for ensuring
field office personnel, both agent and analyst, comply with the new CHSV
requirements. The FBI requests 75 positions (56 IAs) to be distributed
among FBIHQ VUs and the 56 field offices to support the implementation
of CHSV in accordance with the standards cited by the *CHSVSM*. Although
the current funded staffing level (FSL) for FIGs IAs is 1,278, these IAs
are not dedicated to the vast demands of CHSV. The 75 personnel
requested would be deployed according to the needs of FBIHQ VUs and the
56 field offices. IAs are a vital and necessary part of the validation
process. IAs in field offices will evaluate the CHS's reporting in
comparison to other CHSs providing similar information within the field
office. IAs at FBIHQ will conduct independent reviews to include
Suitability and Production Reviews.

Additionally, as part of the FIGs, IAs would be responsible for
providing a FIG Intelligence Analyst Source Report every two years, a
necessary component to the investigative division's review. The
appropriate IAs in each field office would be responsible for generating
these reports pertaining to all CHSs handled by their field office.
These reports are sent to the appropriate division at FBIHQ during the
validation period.

*Delta-S Release 2.x (formally Delta Phase IV) - \$3,689,000 (all
non-personnel)*

The Delta-S system will replace two current antiquated systems, Criminal
Informant Management System (CIMS) and Asset Database, by putting all
CHS information into one system with updated search capabilities. The
FBI requests \$3,689,000 to provide O&M for the Delta system
(\$1,500,000) and begin the development of Delta-S Release 2.x
(\$2,189,000). Delta is the FBI's initiative to provide the IT required
by the Human Source Re-engineering Project chartered in November 2004.
This project encompasses new policy, streamlined administrative
procedures, and an IT solution to help manage over 15,000 of the FBI's
CHSs. Delta is designed to address the administrative aspects of
intelligence with regard to CHS, from opening the CHS to capturing and
sharing CHS background information and CHS intelligence. Delta-S Release
2.x would build upon the current Delta-S (Release 2.0) system scheduled
to be operational in FY 2007.

Implementation of the Delta-S system addresses the findings,
conclusions, and referrals of a Presidential Directive, the 9/11
Commission, and the WMD Commission by revising the FBI's methods of CHS
management, CHS security, CHSV, and information sharing among members of
the Intelligence Community. A Presidential Directive to the Attorney
General, dated November 23, 2004, ordered increased "human source
development and management" within the FBI. The Delta-S will enable the
implementation of a standard set of documentation forms and workflow to
address this Presidential Directive.

Delta-S Release 2.x will consist of deliverables that extend the
operational benefits of the system beyond those available in Release
2.0. Requested funding would be for the following requirements
identified as highly critical: 1) additional or modifications to
existing web-based forms, 2) archiving of legacy data, and 3) enhancing
the automation of quarterly Supervisory Source Review. In addition,
Delta-S Release 2.x requirements would increase compliance with file
review requirements, ensuring more efficient and effective means of
validation. These additional forms are required to support the
implementation of the AGGs.

As part of the Release 2.x upgrade, the FBI requests \$2,005,000 to
create additional web-based forms in order to support communications by
FBIHQ entities and Legal Attachés, printed communications going outside
the FBI, and to increase the number of standardized forms for managing
and validating CHSs. The additional web-based forms would enhance a case
agent's ability to report and share information, both nationally and
internationally. The FBI requests \$95,000 to roll archived information
from the Criminal Informant Management System (CIMS) and Asset Database
into "Pre-Delta Archives," which is a portion of the Delta-S system. The
data in the CIMS and Asset Database legacy systems will need to be
integrated into the Delta-S system so that case agents can determine
whether a CHS has been previously opened. No additional funding will be
required to maintain the CIMS and Asset Database systems after this
phase is completed as they may be retired. Currently, there is no
automated way to ensure that CHS file reviews are completed on time. The
FBI requests \$89,000 to enhance the automation of quarterly Supervisor
Source Reviews within the Delta-S system, which would automatically
capture dates of file reviews, and notify appropriate individuals using
the Delta-S system. This automation will increase compliance with review
requirements and validation procedures, and allow Supervisory Special
Agent (SSA) to conduct file reviews from his or her office.

The FY 2006 Global War on Terrorism (GWOT) Supplemental included
\$4,000,000 for the development of Delta-S Release 2.0. However, since
the FY 2006 GWOT request was made, additional capabilities and
requirements have been identified for enhancing the functionality of the
Delta-S system. An enhancement of \$1,000,000 for O&M requirements for
Delta-S Release 2.0 is pending in the FY 2007 President's Budget.

Impact on Performance (Relationship of Increase to Strategic Goals)

Confidential Human Source Validation and the Delta-S system will support
DOJ's Strategic Goals I, II, and III. Without the personnel necessary to
oversee CHSV, the FBI will be unable to effectively ensure the accuracy,
credibility, and reliability of information provided by more than 15,000
CHSs. In order to properly and effectively support the FBI's Human
Source Re-engineering Project, the FBI must have the resources necessary
to develop the Delta-S Release 2.x system and to support on-going O&M
requirements for Delta-S Release 2.0. Without this funding, the FBI
would be unable to enhance the capabilities required for a robust Human
Source management program.

# 

# Funding

Base Funding

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><h3 id="fy-2006-enacted">FY 2006 Enacted</h3></td>
<td colspan="4"><h3 id="fy-2007-estimate">FY 2007 Estimate</h3></td>
<td colspan="4"><h3 id="fy-2008-presidents-budget">FY 2008 President’s
Budget</h3>
<h3 id="current-services">Current Services</h3></td>
</tr>
<tr class="even">
<td><h3 id="pos">Pos</h3></td>
<td><h3 id="agt">Agt</h3></td>
<td><h3 id="fte">FTE</h3></td>
<td><h3 id="section-1">$(000)</h3></td>
<td><h3 id="pos-1">Pos</h3></td>
<td><h3 id="agt-1">Agt</h3></td>
<td><h3 id="fte-1">FTE</h3></td>
<td><h3 id="section-2">$(000)</h3></td>
<td><h3 id="pos-2">Pos</h3></td>
<td><h3 id="agt-2">Agt</h3></td>
<td><h3 id="fte-2">FTE</h3></td>
<td><h3 id="section-3">$(000)</h3></td>
</tr>
<tr class="odd">
<td><h3 id="section-4">17</h3></td>
<td><h3 id="section-5">7</h3></td>
<td><h3 id="section-6">9</h3></td>
<td><h3 id="section-7">$6,238* </h3></td>
<td><h3 id="section-8">22</h3></td>
<td><h3 id="section-9">8</h3></td>
<td><h3 id="section-10">12</h3></td>
<td><h3 id="section-11">$3,781</h3></td>
<td><h3 id="section-12">22</h3></td>
<td><h3 id="section-13">8</h3></td>
<td><h3 id="section-14">12</h3></td>
<td><h3 id="section-15">$4,021</h3></td>
</tr>
</tbody>
</table>

\*Please note that the FY 2006 Enacted column includes \$4,000,000 for
Delta received as part of the FY 2006 War Supplemental; this funding is
not included in the FY 2007 or FY 2008 columns, as it is available for
one year only.

[Personnel Increase Cost Summary]{.underline}

+-------------------+----------------+------------+-------------------+
| Type of Position  | Modular Cost   | Number of  | FY 2008 Request   |
|                   |                |            | (\$000)           |
|                   | per Position   | Positions  |                   |
|                   | (\$000)        |            |                   |
|                   |                | Requested  |                   |
+-------------------+----------------+------------+-------------------+
| Intelligence      | \$139          | 56         | \$7,757           |
| Analyst           |                |            |                   |
+-------------------+----------------+------------+-------------------+
| Clerical Support  | 68             | 19         | \$1,283           |
+-------------------+----------------+------------+-------------------+
| Total Personnel   | n/a            | 75         | \$9,040           |
+-------------------+----------------+------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+----------------+------------+-------------------+
| Non-Personnel     | Unit Cost      | Quantity   | FY 2008 Request   |
| Item              |                |            |                   |
|                   |                |            | (\$000)           |
+-------------------+----------------+------------+-------------------+
| Web-based Forms   | n/a            | n/a        | \$2,005           |
+-------------------+----------------+------------+-------------------+
| Pre-Delta         | n/a            | n/a        | 95                |
| Archiving         |                |            |                   |
+-------------------+----------------+------------+-------------------+
| Automated         | n/a            | n/a        | 89                |
| Supervisor Review |                |            |                   |
| File              |                |            |                   |
+-------------------+----------------+------------+-------------------+
| Delta-S 2.0 O&M   | n/a            | n/a        | 1,500             |
+-------------------+----------------+------------+-------------------+
| Total             | n/a            | n/a        | \$3,689           |
| Non-Personnel     |                |            |                   |
+-------------------+----------------+------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 22  | 8    | 12  | \$2,956  | \$1,065 | \$4,021      |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 75  | ...  | 38  | 9,040    | 3,689   | 12,729       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 97  | 8    | 50  | \$11,996 | \$4,754 | \$16,750     |
| Total     |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+

#   {#section-16}

**Item Name: [Human Intelligence Management]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4

Organizational Program: [Intelligence Program]{.underline}

Program Increase: Positions [10]{.underline} Agt [6]{.underline} IA
[...]{.underline} FTE [5]{.underline} Dollars [\$9,525,000 (\$8,000,000
non-personnel)]{.underline}

Description of Item

The FBI requests 10 positions (6 agents) and \$9,525,000 (\$8,000,000
non-personnel) to improve its Human Intelligence (HUMINT) training
capability through the delivery of the HUMINT Source Targeting and
Development Course (HSTDC). The requested positions would fulfill
core-instructor staff requirements for this critically needed HUMINT
training. HSTDC is an eight-week program of intensive instruction to
build upon the foundation of general FBI training for Agents. On
September 15, 2006, the FBI received a contingent certification of
endorsement from the Director of National Intelligence (DNI) who noted,
"...the FBI's course is a significant step forward in helping us achieve
a truly national HUMINT intelligence capability." With the
implementation of HSTDC, the FBI would satisfy a crucial gap in HUMINT
training.

Justification

The WMD Commission and 9/11 Commission each recommended improvements to
FBI training and practice in the area of HUMINT operations. Further, the
DOJ OIG raised concerns regarding the practice and compliance
deficiencies in Confidential Human Source Operations by the FBI and
strongly advised improvements in training to address these deficiencies.
This effort is an essential element in addressing a Congressional
recommendation for the creation of a National Security Career Path
within the FBI. The FBI examined HUMINT training courses at the Central
Intelligence Agency (CIA), the Defense Intelligence Agency (DIA), and
other intelligence agencies, and determined that the courses offered by
those agencies would not meet the needs of the FBI\'s unique law
enforcement and intelligence collection missions.

The FBI has incorporated relevant elements from these agencies' courses
into the framework for a curriculum customized to the FBI's authorities
and mission. HSTDC would put SAs in a position to execute practical
disciplines such as target development and operational planning that
would be focused upon the eventual recruitment of a desired target. Such
training is critical to effectively improving FBI HUMINT collection
operations.

HUMINT is the collection of intelligence through the utilization of
human collection mechanisms. HSTDC is a comprehensive program of
intensive instruction, which builds upon the foundation of general FBI
training provided during the New Agents Training (NAT) program. The
fundamental skills and concepts discussed during NAT would then honed
through practical field experience and are further developed through the
anticipated delivery of the proposed Confidential Human Source Operation
Course to all SA personnel during their first three years of employment.
Following three years of experience, designated SA personnel could
compete to be selected for this training. Successful completion of this
course would yield DNI approved certification.

The proposed HUMINT training course would provide instruction through
various techniques: classroom lecture, demonstration, practical
exercise, and a Temporary Duty (TDY) assignment. The course would not
only focus on instruction in the arts and techniques of HUMINT
collection, but also provide a structured and approved curriculum for
which the FBI has sought and received contingent certification by the
DNI. Such certification indicates consistency with instruction provided
to other HUMINT collectors around the Intelligence Community (IC) and
considers the unique aspects of FBI jurisdictional, operational, and
environmental realities.

The FBI requests 10 positions: 6 SSA instructors and 4 support
instructors (former Intelligence Community-Trained personnel) as
Subject-Matter Expert (SME) instructors. These individuals would serve
as the core instructor cadre to allow for on-going and overlapping
delivery of this course. Of the 10 instructors, 8 would serve as the
staff core instructor cadre, and a minimum of 2 instructors would remain
with the course for the entirety of each iteration.

The FBI requests \$8,000,000 in non-personnel funding to further
strengthen its HUMINT training capability. The requested resources would
support the entire FBI HUMINT Program, covering all investigative
programs. The requested funding includes \$6,400,000 to cover
anticipated requirements such as travel, per diem, contract role player
service hours, instructor and adjunct instructor travel/per diem, and
two iterations of an advanced training course. Other delivery
requirements for the course expansion include additional infrastructure,
upgrades, and equipment totaling \$1,600,000.

Impact on Performance (Relationship of Increase to Strategic Goals)

Without this training, the FBI would lack the full capacity to provide
SAs the comprehensive tradecraft, procedural, legal and policy direction
needed to execute the significant and constitutionally sensitive
domestic intelligence collection mission with confidence. The FBI would
be dependent upon a risky, time consuming, and distributed
train-the-trainer environment at a time when the demand for SAs with
these skills is high. The FBI would lack the ability to provide
consistency in the execution of training and to certify performance
against standards. In addition, the FBI would be unable to be responsive
to specific shortfalls highlighted by several reviews of the FBI's
Intelligence Program to include the 9/11 Commission Report, the WMD
Commission Recommendations, and a review by the DOJ OIG and the ODNI.

**Funding**

Base Funding

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>24</td>
<td>9</td>
<td>12</td>
<td>$2,991</td>
<td>24</td>
<td>9</td>
<td>12</td>
<td>$3,048</td>
<td>24</td>
<td>9</td>
<td>12</td>
<td>$3,090</td>
</tr>
</tbody>
</table>

Personnel Increase Cost Summary

+-----------------+------------------+------------+-------------------+
| Type of         | Modular Cost     | Number of  | FY 2008 Request   |
| Position        |                  |            | (\$000)           |
|                 | per Position     | Positions  |                   |
|                 | (\$000)          |            |                   |
|                 |                  | Requested  |                   |
+-----------------+------------------+------------+-------------------+
| Agents          | \$203            | 6          | \$1,219           |
+-----------------+------------------+------------+-------------------+
| Support         | 77               | 4          | 306               |
| Instructors     |                  |            |                   |
+-----------------+------------------+------------+-------------------+
| Total Personnel | n/a              | 10         | \$1,525           |
+-----------------+------------------+------------+-------------------+

Non-Personnel Increase Cost Summary

+-----------------+------------------+------------+-------------------+
| Non-Personnel   | Unit Cost        | Quantity   | FY 2008 Request   |
| Item            |                  |            |                   |
|                 |                  |            | (\$000)           |
+-----------------+------------------+------------+-------------------+
| Training Course | n/a              | n/a        | \$8,000           |
+-----------------+------------------+------------+-------------------+
| Total           | n/a              | n/a        | \$8,000           |
| Non-Personnel   |                  |            |                   |
+-----------------+------------------+------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 24  | 9    | 12  | \$3,090  | ...     | \$3,090      |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 10  | 6    | 5   | 1,525    | 8,000   | 9,525        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 34  | 15   | 17  | \$4,615  | \$8,000 | \$12,615     |
| Total     |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+

#  {#section-17}

**Item Name: [Terrorist Screening Center]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3

Organizational Program: [Counterterrorism]{.underline}

Program Increase: Positions [14]{.underline} Agt [1­]{.underline} FTE
[7]{.underline} Dollars

[\$1,342,000 (all personnel)]{.underline}

Description of Item

The FBI requests 14 positions (1 agent), and \$1,342,000 (all personnel)
to support on-going Terrorist Screening Center (TSC) requirements. The
FBI requests a personnel enhancement to provide security for the new TSC
stand-alone facility (anticipated to be occupied in late FY 2007),
provide audit and analytical assistance, augment the TSC's airport
liaison personnel cadre, and handle key office support requirements.

Justification

The requested positions would provide additional administrative
personnel to the TSC and its Operations Branch, particularly the
Terrorist Screening Tactical Operations Center, the Nominations Unit,
the Data Integrity Unit, the Special Projects Unit, and Administrative
Branch, all of which will expand in the new facility. These areas are
anticipated to face significant increases in administrative workload as
a result of anticipated encounters with known or suspected terrorists by
FY 2008. Factors driving these increases include the following:
additional international agreements with visa waiver countries;
increased coordination with EUROPOL and INTERPOL; and multiple
transportation programs operated by the DHS. All of these efforts will
require additional personnel to be screened against the TSC's
consolidated watchlist.

The 13 support positions requested will provide support to the following
areas: financial and programmatic audit assistance; physical and
operational security for the new facility; analytical assistance to
support Nomination Review and the Data Integrity processes; and direct
analytical and programmatic support to TSC executive management.

In 2006, the TSC began assigning some of its SA personnel to serve as
airport liaison personnel at the highest priority airports including Los
Angeles, New York (John F. Kennedy), Miami, and Washington (Dulles). The
FBI requests one SA position to serve as an airport liaison in Chicago
in FY 2008 due to the increased volume of encounters produced by
International Flight pre-screening and Domestic Flight pre-screening
associated with the advent of Secure Flight. The selection of Chicago as
one of the airports chosen to have TSC representation is due to its
passenger volume, size, international flight connections, the number of
encounters documented by the TSC and its critical relationship to the
air transportation industry. The SA assigned to it will follow up on all
encounters related to these initiatives as an extension of the TSC.

Impact on Performance (Relationship of Increase to Strategic Goals)

The FBI's TSC is the embodiment of the DOJ's Strategic Goal 1, "Prevent
terrorism and promote the nation's security." The TSC also falls in line
with goals outlined in DOJ's IT Strategic Plan for FYs 2006 through
2011: 1) Share information quickly, easily and appropriately -- inside
and outside the DOJ; 2) Secure and protect information; 3) Provide
reliable, trusted and cost-effective IT services; and 4) Use IT to
improve program effectiveness and performance. The TSC must fulfill
these goals to accomplish its mission.

The TSC supports the FBI's number one priority to "protect the United
States from terrorist attack," and falls in line with the FBI's NSB
goals of superiority in IT and information sharing. The TSC stands at
the center of information sharing between a plethora of federal, state,
local, territorial, and tribal law enforcement agencies, intelligence
community agencies, and foreign governments. The FBI requires the
appropriate level of staffing for the TSC to ensure that the partners
and customers who are at the heart of this effort are seamlessly
integrated. Appropriate information sharing is essential to preventing
terrorism, and the personnel requested here are essential to promoting
that concept of information sharing.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>108</td>
<td>17</td>
<td>78</td>
<td>$102,518</td>
<td>108</td>
<td>17</td>
<td>108</td>
<td>$102,660</td>
<td>108</td>
<td>17</td>
<td>108</td>
<td>$102,893</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Special Agent   | \$203           | 1           | \$203             |
+-----------------+-----------------+-------------+-------------------+
| Police Officer  | 105             | 5           | 527               |
+-----------------+-----------------+-------------+-------------------+
| Auditor         | 77              | 2           | 152               |
+-----------------+-----------------+-------------+-------------------+
| Management and  | 77              | 3           | 230               |
| Program Analyst |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Management and  | 77              | 3           | 230               |
| Program         |                 |             |                   |
| Assistant       |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 14          | \$1,342           |
+-----------------+-----------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 108 | 17   | 108 | \$10,835 | \       | \$102,893    |
| Services  |     |      |     |          | $92,058 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 14  | 1    | 7   | 1,342    | ...     | 1,342        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 122 | 18   | 115 | \$12,177 | \       | \$104,235    |
| Total     |     |      |     |          | $92,058 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Open Source Program Staffing]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1

Organizational Program: [National Security]{.underline}

Program Increase: Positions [3]{.underline} Agt [...]{.underline} FTE
[2]{.underline} Dollars

[\$375,000 (all personnel)]{.underline}

Description of Item

The FBI requests 3 support positions and \$375,000 (all personnel) to
staff its Open Source Program. These positions would be used to
formalize an Open Source Program for the FBI and to liaison with other
agencies to determine how open source information should be exploited
and integrated into shared intelligence. In addition, these positions
would be responsible for the exploitation of tools developed by the Open
Source Center (OSC) or other agencies in support of the Intelligence
Community (IC).

Justification

Intelligence Community Directive (ICD) Number 301: National Open Source
Enterprise directs the IC to "...ensure efficient and effective use of
open source information and analysis." FBI personnel use open source
information extensively in support of the FBI's mission. An Information
Sharing Officer is requested to identify and mitigate barriers to
information sharing with the other IC agencies and to serve as the
FBI\'s primary point of contact for open source outreach implementation.
The FBI also requests one Collection Requirements Manager (CRM) to
develop and control the FBI\'s open source collection, processing,
exploitation, and reporting requirements. The CRM would participate in
the National Open Source Enterprise CRM Subcommittee and would implement
the Open Source Requirements Management System for the FBI. One
librarian is requested to leverage knowledge of open source and
information sources; and to exploit data repositories to support
analysis, collection, operations, and mission-related decision-making.

Impact on Performance (Relationship of Increase to Strategic Goals)

Development of a robust Open Source Program would ensure that the
exploitation of open source information is an integral part of the
Intelligence Program. This effort is directly linked to ICD 301 and to
the Department of Justice's strategic objective of "developing an
intelligence capability that fully supports the Department's
counterterrorism efforts," defined in Strategic Objective 1.1. The
failure to fully exploit open source information deprives the FBI's
Intelligence Program of insight into a myriad of issues from the
perspective of individuals and organizations outside the IC and foreign
governments. Excluding these viewpoints from the analysis process can
result in the regurgitation of the same U.S. government-collected
information instead of a fresh perspective.

#  {#section-18}

#  {#section-19}

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>2</td>
<td>…</td>
<td>1</td>
<td>$250</td>
<td>2</td>
<td>…</td>
<td>2</td>
<td>$250</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008 Request   |
| Position        |                 |             | (\$000)           |
|                 | per Position    | Positions   |                   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Information     | \$125           | 1           | \$125             |
| Sharing Officer |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Collection      | 125             | 1           | 125               |
| Requirements    |                 |             |                   |
| Manager         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Librarian       | 125             | 1           | 125               |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 3           | \$375             |
+-----------------+-----------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 2   | ...  | 2   | \$250    | ...     | \$250        |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 3   | ...  | 2   | 375      | ...     | 375          |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 5   | ...  | 4   | \$625    | ...     | \$625        |
| Total     |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [National Virtual Translation Center (NVTC)]{.underline}**

Budget Decision Unit(s): [Intelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1

Organizational Program: [Intelligence]{.underline}

Program Increase: Positions [3]{.underline} Agt [...]{.underline} FTE
[1]{.underline} Dollars

[\$3,450,000 (\$3,000,000 non-personnel)]{.underline}

Description of Item

The FBI requests 2 positions and \$3,300,000 (\$3,000,000 non-personnel)
to provide funding to sustain current technology operations at the
National Virtual Translation Center (NVTC) and to support NVTC program
office management. The NVTC's mission is to serve as a clearinghouse to
facilitate timely and accurate translation of foreign intelligence for
all elements of the IC. Its mission is not to replace, but rather to
augment the foreign language capabilities of all elements of the IC.

The FBI is also requesting 1 position and \$150,000 (personnel) to
support the Intelligence Community Linguistic Exploitation Program.

Justification

*NVTC Language Technology Initiatives - \$3,000,000 (all non-personnel)*

The NVTC objective is to be the national virtual model and most trusted
provider of choice for IC interagency translation services. By
leveraging existing IC networks and connectivity protocols and by
accrediting innovative technologies, NVTC products are quickly and
securely disseminated across the IC throughout the U.S.

The Translators Online Network Support (TONS) System is designed to
support the enterprise level workflow business processes of the NVTC.
The system is designed to receive documents from customers and route
them to translators without requiring the latter to leave their
preferred place of work. The TONS workflow management system provides a
highly flexible, modular, and extensible system to manage and support
translators and the translation business. Initial funding for the TONS
system came from the NVTC program's base. The FBI requests \$2,000,000
to procure 19,000 hours of systems administration, software development,
license renewals, limited equipment upgrades, and Commercial-Off-The
Shelf (COTS) products.

The NVTC is modifying the Law Enforcement and Intelligence Linguist
Access (LEILA) database of contractor-provided translators to become the
National Linguist Data Base (NLDB). This database will be a community
repository of vendor translators and independent contract linguist that
is searchable by languages and by subject matter expert terms. The
results of a search provide a contract point of contact within the IC
through which the requestor would be able to request translation
assistance. This effort has been offered to the Department of Defense as
a demonstration project for the IC-wide Civilian Linguist Reserve Corps
(CLRC) initiative. The CLRC initiative was inaugurated by the President,
the Secretaries of State and Defense, and the Director of National
Intelligence to address IC-wide critical needs for translators on a wide
array of languages. This initiative was funded from the NVTC program's
base. The FBI requests \$400,000 to procure approximately 2,300 hours of
data base development and management to support the NLDB.

The NVTC is developing the Language Technology & Resource Nexus
(LANTERN) Community Portal, a language portal through which NVTC program
staff, government civilian and military linguists, independent contract
linguists, and vendor linguists can access language translation aids,
communicate across the community, and share information about
translations. This resource will support not only NVTC program and
language staff, but will also be available to provide linguist
community-wide access to the translation tools and shared information
found in LANTERN. The former Community Management Staff (CMS) Chief
Information Officer (CIO) provided initial funds for the development of
this community portal and additional funding was drawn from NVTC
program's base. The FBI requests \$400,000 to procure 2,500 hours of
software development and database management to support the development
of LANTERN.

The NVTC, jointly with the National Air and Space Intelligence Center
(NASIC), is leading the acquisition of a parallel corpus repository that
included original source data and the corresponding translated data
representing what the IC collects, processes, and analyzes on a daily
basis. This collection of authentic document pairs (source and human
translation) will support the needs of the research community in the
training of machine translation engines, the educators in testing and
development of materials, and the language professionals in terminology
management, and translation memory. The NVTC will be working with NASIC
to collect corpus data, align a subset of the data, and host and
disseminate the corpora to the rest of the IC. The ODNI provided initial
funds for this initiative. The FBI requests \$200,000 to procure
approximately 1,300 hours of software development to support Parallel
Corpora.

*NVTC Program Office Management -- 2 positions and \$300,000 (all
personnel)*

These positions provide Joint Duty positions for the NVTC Operations
Director and NVTC Technology Director. These positions would support
rotational assignments of GS-15 level personnel from Intelligence
Community agencies to be assigned at NVTC headquarters. This ensures
active coordination and enhanced interaction between those agencies and
the NVTC.

*Intelligence Community Linguistic Exploitation Program - 1 position and
\$150,000 (all personnel)*

Funds will support a program staff linguist to support the Intelligence
Community Linguistic Exploitation Program. This linguist manager would
provide oversight of the program to supervise in-country operations and
coordinate workflow among and between IC elements, routing finished
products between Doha, NVTC headquarters and IC customers.

Impact on Performance (Relationship of Increase to Strategic Goals)

As an element of the FBI, the NVTC's effort as described above will
enhance the FBI's capacity to detect, deter, counter and prevent
terrorist activity. This effort is directly linked to the Department of
Justice's (DOJ's) strategic objective of "developing an intelligence
capability that fully supports the Department's counterterrorism
efforts" defined in Strategic Objective 1.1.

The U.S. Government's (USG) success at protecting the homeland from
future terrorist attacks, countering foreign intelligence operations,
and dismantling transnational organized criminal enterprises is
increasingly dependent upon foreign language processing. Today nearly
all USG intelligence operations have a language component and demand for
competent language service is growing exponentially. Since September 11,
2001, intelligence collection levels in Urdu, Pashto, and especially in
Arabic have increased over 100%. Given these demands, the NVTC has
identified and effectively manages linguist workforce planning,
recruiting and processing; has centralized its command and control
structure to insure linguist resources are properly aligned with the
DOJ's strategic goals; has expanded the pool of qualified linguists
through innovative virtual work place modalities and earned a solid
reputation as a small can-do organization. Failure to fund this
initiative could cause serious harm to national security should
actionable intelligence remain un-translated.

#  {#section-20}

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>10</td>
<td>…</td>
<td>5</td>
<td>$7,485</td>
<td>10</td>
<td>…</td>
<td>10</td>
<td>$7,706</td>
<td>10</td>
<td>…</td>
<td>10</td>
<td>$7,968</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Linguist        | \$150           | 2           | \$300             |
| Manager         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Task Manager    | 150             | 1           | 150               |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 3           | \$450             |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| TONS contractor   | \$93.00       | 19,000      | \$1,767           |
| support           |               | hours       |                   |
+-------------------+---------------+-------------+-------------------+
| TONS Equipment    | n/a           | n/a         | \$233             |
| and Licenses      |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| NLDB              | \$172.00      | 2,325 hours | \$400             |
+-------------------+---------------+-------------+-------------------+
| LANTERN           | \$156.00      | 2,564 hours | \$400             |
+-------------------+---------------+-------------+-------------------+
| Parallel Corpora  | \$157.10      | 1,273 hours | \$200             |
+-------------------+---------------+-------------+-------------------+
| Total             | n/a           | n/a         | \$3,000           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | 10  | ...  | 10  | \$1,083  | \$6,885  | \$7,968      |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | 3   | ...  | 1   | 450      | 3,000    | 3,450        |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | 13  | ...  | 11  | \$1,533  | \$9,885  | \$11,418     |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

#  {#section-21}

**B. Counterterrorism/Counterintelligence Decision Unit**

+-------------------------------------------+------+-----+------------+
| COUNTERTERRORISM/COUNTERINTELLIGENCE      | P    | FTE | Amount     |
|                                           | erm. |     |            |
| DECISION UNIT TOTAL                       | Pos. |     |            |
+-------------------------------------------+------+-----+------------+
| 2006 Enacted with Rescissions             | 11   | 10, | \$2,1      |
|                                           | ,149 | 769 | 52,394,000 |
+-------------------------------------------+------+-----+------------+
| 2006 Supplementals                        | ...  | ... | 90,845,000 |
+-------------------------------------------+------+-----+------------+
| 2006 Enacted w/ Rescissions and           | 11   | 10, | 2,2        |
| Supplementals                             | ,149 | 769 | 43,239,000 |
+-------------------------------------------+------+-----+------------+
| 2007 Estimate                             | 11   | 11, | 2,2        |
|                                           | ,404 | 312 | 72,804,000 |
+-------------------------------------------+------+-----+------------+
| Adjustments to Base and Technical         | \(5  | \   | 1          |
| Adjustments                               | 81\) | (59 | 11,858,000 |
|                                           |      | 3\) |            |
+-------------------------------------------+------+-----+------------+
| 2008 Current Services                     | 10   | 10, | 2,384,662  |
|                                           | ,823 | 719 |            |
+-------------------------------------------+------+-----+------------+
| 2008 Program Increases                    | 495  | 247 | 1          |
|                                           |      |     | 59,816,000 |
+-------------------------------------------+------+-----+------------+
| 2008 Program Offsets                      | 92   | 92  | 13,740,000 |
+-------------------------------------------+------+-----+------------+
| 2008 Request                              | 11   | 11, | 2,5        |
|                                           | ,410 | 058 | 58,218,000 |
+-------------------------------------------+------+-----+------------+
| Total Change 2007-2008                    | 6    | \   | \$2        |
|                                           |      | (25 | 85,414,000 |
|                                           |      | 4\) |            |
+-------------------------------------------+------+-----+------------+

1\. Program Description

The FBI's Counterterrorism/Counterintelligence (CT/CI) Decision Unit is
comprised of the Counterterrorism Program, the Weapons of Mass
Destruction Directorate (WMDD), the Foreign Counterintelligence (FCI)
Program, a portion of the Cyber Computer Intrusions Program, the
Critical Incident Response Group, and the portion of the Legal Attaché
(Legat) Program that supports the FBI's CT and CI missions.
Additionally, to capture all resources that support these programs, a
prorated share of resources from the FBI\'s support divisions (including
Training and Development, Laboratory, Security, Information Technology
Operations, administrative divisions, and staff offices) is calculated
and scored to the decision unit.

***Counterterrorism Program***

The mission of the FBI's CT program is to prevent, disrupt, and defeat
terrorist operations before they occur; to pursue the appropriate
sanctions for those who have conducted, aided, and abetted those engaged
in terrorist acts; and to provide crisis management following acts of
terrorism against the U.S. and U.S. interests. This mission is
accomplished by gathering intelligence from all sources and using
intelligence and analysis to enhance preventive efforts and exploit
links between terrorist groups and their support networks. Threat
information is shared with all affected agencies and personnel to create
and maintain efficient threat mitigation response procedures and provide
timely and accurate analysis to the Intelligence Community (IC) and
senior policy makers.

The threat posed by international terrorists will continue for the
foreseeable future. A trend in international terrorism in recent years,
as exemplified by the attacks on September 11, 2001, the Madrid and
London bombings, and other recent terror scares, has been the execution
of high-intensity, mass-casualty attacks.

The FBI is committed to stopping terrorism at any stage, from thwarting
those intending to conduct an act of terrorism to investigating the
financiers of terrorist operations. All CT investigations are managed at
FBI Headquarters, thereby employing and enhancing a national perspective
that focuses on the CT strategy of creating an inhospitable terrorist
environment.

The FBI aims to protect the U.S. from terrorist attacks by disrupting
terrorists' ability to perpetrate harm. Training, finances, recruiting,
logistical support, pre-attack planning, and preparation are all
required components of terrorist operations. These requirements expose
vulnerabilities, and the FBI focuses on creating a comprehensive
intelligence base to exploit these vulnerabilities.

To develop a comprehensive intelligence base, the FBI employs its Model
Counterterrorism Investigative Strategy, focusing each terrorist case on
intelligence, specifically on identification of terrorist training,
fundraising, recruiting, logistical support, and pre-attack planning.

Under the leadership of Director Mueller, the FBI has moved aggressively
to implement a comprehensive plan that has fundamentally transformed the
FBI. The FBI has overhauled its counterterrorism operations, expanded
its intelligence capabilities, modernized its business practices and
technology, and improved coordination with its partners. The FBI is no
longer content to concentrate on investigating terrorist crimes after
they occur; it is dedicated to disrupting terrorist plots before they
are executed. The FBI's CT Program has five priorities:

-   To detect, disrupt, and dismantle terrorist sleeper cells in the
    U.S. before they act;

-   To identify and prevent acts of terrorism by individuals with a
    terrorist agenda acting alone;

-   To detect, disrupt, and dismantle terrorist support networks,
    including financial support networks;

-   To enhance its capability to quickly ascertain the reliability,
    implications and details of terrorist threats and to improve the
    capacity to disseminate threat-related information to local, state,
    and federal agencies, and to the private sector as needed; and

-   To enhance its overall contribution to the IC and senior policy
    makers in government by providing timely and accurate in-depth
    analysis of the terrorist threat and other information of value on
    an on-going basis.

To implement these priorities, the FBI has increased the number of
Special Agents assigned to terrorism matters. The FBI has also
established a number of operational units and entities that provide new
or improved capabilities to address the terrorist threat. These include
the around-the-clock Counterterrorism Watch and the National Joint
Terrorism Task Force (NJTTF) to manage and share threat information, the
Terrorism Financing Operation Section to centralize efforts to stop
terrorist financing, document/media exploitation squads to exploit
material found both domestically and overseas for its intelligence
value, deployable "Fly Teams" to lend counterterrorism expertise
wherever it is needed; the 24/7 Terrorist Screening Center (TSC) and
Foreign Terrorist Tracking Task Force (FTTTF)[^1] to help identify
terrorists and keep them out of the U.S., the Terrorism Reports and
Requirements Section (TRRS) to disseminate FBI terrorism-related
intelligence to the IC, and the Counterterrorism Analysis Section to
"connect the dots" and assess the indicators of terrorist activity
against the U.S. from a strategic perspective.

Re-engineering efforts are making the FBI more efficient and more
responsive to operational needs. The FBI has revised its approach to
strategic planning and refocused recruiting and hiring efforts to
attract individuals with skills critical to its counterterrorism and
intelligence missions. The FBI has also developed a comprehensive
training program and instituted new leadership initiatives to keep its
workforce flexible.

[]{.mark}

The FBI continues to expand its CT program by increasing analytic
strength and intelligence output. During FY 2006, the FBI's TRRS
produced over 5,500 CT intelligence information reports. In FY 2005, the
FBI produced 5,146 CT intelligence reports, an increase of 89 percent
over FY 2004 production. The FBI is working with partners both in the
Joint Terrorism Task Forces (JTTFs) and at national centers such as the
National Counterterrorism Center (NCTC) to ensure that information from
the FBI and its partners is integrated into intelligence products that
are both timely and actionable. The FBI's Field Intelligence Groups
(FIGs) are fully functional, integrating investigative and intelligence
operations.

[]{.mark}

The FBI has divided its CT operations into branches, each of which
focuses on a different aspect of the current terrorism threat facing the
U.S. These components are staffed with Special Agents, Intelligence
Analysts, and subject matter experts who work closely with investigators
in the field and integrate intelligence across component lines. This
integration allows for real-time responses to threat information and
quick communication with decision-makers and the field.

The FBI has also established strong working relationships with other
members of the IC. From the Director's daily meetings with other IC
executives, to the regular exchange of personnel among agencies, to
joint efforts in specific investigations and in the NCTC, the TSC, and
other multi-agency entities, to the co-location of personnel at Liberty
Crossing, the FBI and its partners in the IC are now integrated at
virtually every level of operations.

With terrorists traveling, communicating, and planning attacks all
around the world, coordination with foreign partners has become more
critical than ever before. The FBI has steadily increased its overseas
presence and now routinely deploys Special Agents and crime scene
experts to assist in the investigation of overseas attacks. Their
efforts have played a critical role in successful international
operations.

FBI Headquarters CT management was responsible for a vital disruption of
a plot to bomb U.S.-bound airplanes from the United Kingdom (U.K.) in
July 2006. The experience of the Counterterrorism Field Agents on
18-month temporary assignments provided the critical workforce at FBI
Headquarters that was needed to accomplish the intelligence-based
investigations that detected and prevented recent terrorist act/s from
occurring against the U.S. and its interests. The disruption and arrests
in the U.K. are a testament to the FBI's partnership with British
intelligence.

The FBI recently realigned and consolidated existing WMD and counter
proliferation initiatives, formerly managed in multiple divisions, under
a single organizational entity, the WMD Directorate. The strategic focus
of this Directorate is to prevent and disrupt the acquisition of WMD
capabilities and technologies for use against the U.S. homeland by
terrorists and other adversaries, including nation-states. The WMD
Directorate integrates and links all of the necessary counterterrorism,
intelligence, counterintelligence, and scientific and technological
components to accomplish the FBI's overall WMD mission. The WMD
Directorate is organized to provide a mechanism to perform the following
essential capabilities:

-   Intelligence

-   Countermeasures

-   Preparedness

-   Assessment and Response

-   Investigative

-   Science and Technology Support

-   Policy and Planning

The WMD Directorate provides flexibility for growth and development and
represents a flexible structure to leverage federal resources and
coordinate with interagency partners. The Directorate addresses the
identified essential capabilities through the establishment of three new
sections which reside in the Directorate. These include: Countermeasures
and Preparedness Section (CPS), Investigations and Operations Section
(IOS), and Intelligence and Analysis Section (IAS). The WMD Directorate
also has components to address policy, planning, budget, administrative,
detailee matters and other functions which serve the entire Directorate.
A joint reporting relationship with the Laboratory Division (LD) and the
Critical Incident Response Group (CIRG) exists.

[]{.mark}

The FY 2008 base for the total CT Program is 4,879 positions (2,954
agents), 4,855 FTEs, and \$1,001,929,000.

***Foreign Counterintelligence Program***

Executive Order 12333 assigns to the Director of the FBI, under the
supervision of the Attorney General and pursuant to such regulations the
Attorney General may establish, responsibility for conducting and
coordinating counterintelligence activities within the U.S. designed to
protect against intelligence collection activities conducted for, or on
behalf of, foreign powers, organizations, or persons. The FCI Program is
responsible for conducting investigations to identify, prevent, and
deter foreign intelligence collection activities that are inimical to
U.S. national security.

At the Headquarters management level, the FCI program coordinates FCI
investigations and operations nationally. This is accomplished by
providing oversight, guidance, and support to field offices in
connection with their efforts to identify and neutralize hostile
intelligence collection activities within their territories.

In connection with its efforts to enhance the FCI Program\'s disruption
of these threats, the Counterintelligence Division has developed a
National Strategy for Counterintelligence that delineates specific
actions designed to enhance the FBI\'s capacity to address its
counterintelligence responsibilities by providing the following:

-   A centrally controlled and managed FCI Program that guides, directs,
    and provides adequate resources to support an effective national FCI
    effort.

-   A shift in emphasis of the FBI's organizational culture from
    criminal emphasis and reactive approach to national security
    emphasis and proactive approach.

-   A restructured and improved FCI information management and sharing
    program both within the FBI and between the FBI and the IC.

-   A commitment to maintain a fully trained, highly experienced
    workforce of FBI agents, highly skilled analysts, and professional
    support with recognized expertise in priority areas.

***Dedicated Technical Program***

The FBI's Dedicated Technical Program (DTP) administers resources to
provide technical support as well as research and development activities
through which the FBI ensures that investigative tools keep pace with
evolving investigative requirements and private sector technologies. In
compliance with Executive Order 12333 - United States Intelligence
Activities and Director of National Intelligence (DNI)
requests/guidance, the DTP deploys technical systems in support of
foreign intelligence requirements of other IC entities. The DTP provides
support enabling achievement of the following strategic goals:

-   Identify, prevent, and defeat intelligence operations conducted by
    any foreign power within the U.S. or against certain U.S. interests
    abroad that constitute a threat to U.S. national security.

-   Prevent, disrupt, and defeat terrorist operations.

***Cyber Program***

The FBI's Cyber Program consolidates Headquarters and field resources
dedicated to combating cyber-crime under a single entity. This allows
the Cyber Program to coordinate, supervise, and facilitate the FBI\'s
investigation of those federal violations in which the Internet,
computer systems, or networks are exploited as the principal instruments
or targets of terrorist organizations, foreign government-sponsored
intelligence operations, or criminal activity. Included under the
purview of the Cyber Program are counterterrorism, counterintelligence
and criminal computer intrusion investigations; intellectual property
rights-related investigations involving theft of trade secrets and
signals; copyright infringement investigations involving computer
software; credit/debit card fraud where there is substantial Internet
and online involvement; online fraud and related identity theft
investigations; and the Innocent Images National Initiative.

The FY 2008 base for the entire Cyber Program is 1,151 positions (659
agents), 1,151 FTEs, and \$258,490,000.

***Critical Incident Response Program***

The Critical Incident Response Group (CIRG) facilitates the FBI\'s rapid
response to, and management of, crisis incidents. CIRG was established
to integrate tactical and investigative resources and expertise for
incidents requiring an immediate law enforcement response. CIRG
furnishes distinctive operational assistance and training to FBI field
personnel as well as state, local, federal, tribal and international law
enforcement partners. CIRG personnel are on call around the clock to
respond to crisis incidents.

[]{.mark}

The FBI provides the U.S. Government with a tactical Counterterrorist
Team capability within the Federal Law Enforcement community for
situations where the only other available option would be the domestic
use of Department of Defense assets to enforce civilian law. In April
2005, the FBI received the responsibility for the Render Safe Mission,
which requires a dedicated and integrated rapid response force.

CIRG's continual readiness posture provides the U.S. Government with the
ability to counter a myriad of CT/CI threats---from incidents involving
WMD to a mass hostage taking. The FBI\'s crisis response protocols are
built upon lessons learned from past incidents. They include a tiered
response, streamlined command and control, standardized training,
equipment, and operating procedures, and coordination with other
partners. To counter the range of potential crises, an integrated
response package that brings command and control, aviation, and
technical and tactical assets under a unified structure is essential;
CIRG encompasses all of these elements.

The FY 2008 base for CIRG is 381 positions (227 agents), 380 FTEs, and
\$102,176,000.

***Legal Attaché (Legat) Program***

Legats are the forward element of the FBI\'s international law
enforcement effort and often provide the first response to crimes
against the U.S. and its citizens that have an international nexus. The
counterterrorism component of the Legat Program is comprised of Special
Agents stationed overseas who work closely with their foreign
counterparts to prevent terrorism from reaching into the U.S., help
solve crimes, and assist with the apprehension of international
terrorists who violate U.S. laws.

The FY 2008 base for the Legat Program, including CT, CI, and Criminal
operations, is 276 positions (170 agents), 275 FTEs, and \$78,866,000.

***Management and Support Services***

In addition to the CT, FCI, Cyber, CIRG, and Legat Programs, which make
up the core elements of the CT/CI Decision Unit, the FBI\'s various
human resources, administrative and security programs provide essential
support services. A prorated share of human resources, administrative
and support services is scored to the CT/CI Decision Unit based on the
percentage of the FBI\'s core functions that contain CT/CI core
elements.

The FBI\'s human resources and administrative programs lead the FBI
through the challenges and changes that are continuously presented to
federal law enforcement; provide direction and support to investigative
personnel; and ensure that adequate resources are available to address
the FBI\'s criminal investigative, national security, and law
enforcement support responsibilities. A prorated share of the resources
associated with the Finance Division, Human Resources Division,
Inspection Division, Office of Equal Employment Opportunity Affairs,
Office of Public Affairs, Office of Congressional Affairs, Office of
General Counsel, and Office of Professional Responsibility support the
CT/CI Decision Unit.

The FBI's Security Program enables the FBI to serve and protect the
American people by protecting and keeping secure FBI people,
information, operations and facilities and providing services that
enable the FBI to achieve its mission. The FBI's Security Program seeks
to prevent and/or neutralize the possibility of the hostile penetration
of the FBI by foreign intelligence services (FISs), terrorist groups, or
other persons/organizations, and is responsible for the oversight and
national coordination of the FBI\'s efforts to protect national security
information (NSI) and sensitive but unclassified (SBU) information
within the FBI. The program develops policies and guidelines relative to
the FBI\'s security functions and oversees field security activities.

The mission of the FBI's Training Program is to lead and inspire,
through excellence in training and research, the education and
development of FBI personnel. The FBI\'s Training Program provides
training to FBI personnel and the law enforcement community. The
cornerstone of FBI training efforts is the New Agent training program,
which provides comprehensive instruction to ensure entry level Special
Agents possess the basic knowledge and skills required to serve the
American public.

The FBI also recognizes a continuing need to provide training and
development courses for FBI personnel. This training maintains and
enhances the professional skills of FBI personnel in their current
assignments, equips personnel to handle investigative and administrative
requirements, and develops the leadership and management skills of
potential managers and executives.

The FBI Laboratory, one of the largest and most comprehensive criminal
laboratories in the world and the only full-service civilian federal
forensic laboratory in the U.S., performs examinations of evidence for
all duly constituted federal, state, tribal, and local law enforcement
agencies in the U.S. upon request. The FBI Laboratory is recognized as
the leader in the scientific analysis and solution of crime in the U.S.
The successful investigation and prosecution of crimes requires the
collection, examination, and scientific analysis of evidence recovered
at the scene of the incident and obtained during the course of the
investigation. Prosecutors frequently use physical evidence to
demonstrate the guilt, either directly or circumstantially, of the
person on trial. In other instances, evidence can exonerate individuals
wrongly accused of crimes.

The mission of the FBI's Information Technology (IT) Program, which
includes the Office of the Chief Information Officer, the Office of IT
Policy and Planning, the Office of the Chief Technology Officer, the
Office of IT Program Management, and the IT Operations Division, is to
provide secure information management and information technology
services for the FBI\'s worldwide operational and administrative
activities. This organizational model, which is based on best practices
within industry and the federal government, ensured that all FBI IT
functions work closely with each other in implementing full life cycle
management of all FBI IT systems, programs, and projects. The
Information Technology Program develops and procures systems capable of
performing effective and efficient case management, information
analysis, and intelligence sharing, both internally and with other law
enforcement entities. The program is responsible for maintenance of over
50 FBI computer systems, computer data centers, and information
technology centers.

The mission of the FBI's Criminal Justice Information Services (CJIS)
Division is to reduce terrorist and criminal activities by maximizing
the ability to provide timely and relevant criminal justice information
to the FBI and qualified law enforcement, criminal justice, civilian,
academic, employment, and licensing agencies concerning individuals,
stolen property, criminal organizations and activities, and other law
enforcement-related data. The CJIS Division has several major program
activities that support this mission including the Integrated Automated
Fingerprint Identification System (IAFIS), National Crime Information
Center (NCIC), National Instant Criminal Background Check System,
Uniform Crime Reporting, and Law Enforcement Online (LEO).

**[Program Objectives]{.underline}**

The FBI\'s CT Program focuses on detecting and deterring terrorist acts
against the U.S., its interests and the American people. To effectively
address terrorism, the FBI has developed a comprehensive strategy that
includes an assessment of the program\'s capability, identification of
performance gaps, and a process by which to focus resources on
identified priorities and filling the gaps identified. This method
enables the FBI to maintain a specific and defined strategy, thorough
intelligence gathering, straightforward reporting and tracking
mechanisms, and intra- and interagency liaison and cooperation. FBI's
program objectives for the CT Program include the following:

-   Identify and neutralize terrorist activity, including the use or
    threatened use of WMD, through the initiation of appropriate
    criminal investigations to bring about the arrest and prosecution of
    terrorist group members and other individuals who perpetrate
    criminal acts.

-   Aggressively develop and use human sources to obtain information on
    the identities, methods, and targets of terrorist organizations and
    operatives.

-   Improve the scope and timeliness of operational (tactical)
    analytical support and continue the development of the FBI\'s
    ability to conduct strategic analysis relative to the intelligence
    plans, methods, capabilities, and personnel of terrorist
    organizations and operatives.

-   Expand outreach activities to develop meaningful partnerships with
    appropriate federal, state, local, and foreign law enforcement and
    intelligence entities, enlisting the support of those entities in
    connection with CT investigations and initiatives.

-   Increase the FBI's capacity to identify information, collected
    during the course of investigative activities, that may be of value
    to its partners in the intelligence and law enforcement communities,
    and prepare Intelligence Information Reports that are appropriate
    for dissemination.

-   Establish and institutionalize policies, processes, and procedures
    to exploit seized terrorism-related materials, intercepted
    telecommunications, and e-mails to further efforts to identify,
    disrupt, and dismantle terrorist organizations.

-   Develop and apply the technical resources necessary to collect,
    disseminate, and track terrorism-related information.

The FBI's CI Program is responsible for identifying and neutralizing
ongoing national security threats. The Counterintelligence Division
provides centralized management and oversight for all FCI
investigations. It ensures that offensive operations and investigations
are fully coordinated with the IC and focused on those countries,
foreign powers, or entities which pose the most significant threat to
the U.S. The Counterintelligence Division integrates law enforcement and
intelligence efforts to investigate violations of the espionage statutes
under Title 18 of the U.S. Criminal Code. The investigative priorities
of the FCI Program include:

-   Detect and lawfully counteract actions of both traditional and
    nontraditional FISs and organizations that employ human and
    technical means to gather information about the U.S. that adversely
    affects U.S. national interests.

-   Implement an effective, analytically-based threat assessment process
    that serves as the basis for the evaluation of the nature and scope
    of the threat posed to U.S. national security by the intelligence
    activities of foreign powers, and implement initiatives to
    neutralize these activities.

-   Implement a coherent and cohesive national counterintelligence
    strategy that provides a centrally-driven FCI Program with strategic
    direction, priorities, guidance, and support flowing from FBIHQ to
    the field.

-   Provide new and existing FCI professionals with a standardized set
    of FCI training opportunities that leverage the institutional
    knowledge the FBI and its FCI Community partners have developed over
    many years.

The strategic objectives of the FBI's CI Program are as follows:

-   **Strategic Objective I:** Prevent or neutralize the foreign
    acquisition of Weapons of Mass Destruction (WMD) information
    technology or equipment, which, if acquired, would constitute
    immediate danger for the United States.

-   **Strategic Objective II:** Prevent the Penetration of the U.S.
    Intelligence Community.

-   **Strategic Objective III:** Prevent the Penetration of U.S.
    Government entities and contractors.

-   **Strategic Objective IV:** Prevent the Compromise of Critical
    National Assets (CNAs).

-   **Strategic Objective V:** Conduct CI operations, focusing on
    countries that constitute the most significant threat to the United
    States strategic objectives.

The Cyber Program addresses the international aspects and national
economic implications of cyber threats. The rapid evolution of computer
technology, coupled with ever-creative techniques used by foreign
intelligence actors, terrorists, and criminals requires FBI
investigators and professionals to have highly specialized
computer-based skills. The FBI Cyber Program uses a
centrally-coordinated strategy to support crucial counterterrorism,
counterintelligence, and criminal investigations whenever aggressive
technical investigative assistance is required. The Cyber Program also
targets major criminals operating with a cyber nexus.

The Cyber Program's goal is to protect the U.S. against cyber-based
attacks and high-technology crimes and is focused on achieving four
strategic objectives: identify and neutralize the most significant
individuals or groups conducting computer intrusions, the dissemination
of malicious code, or other computer supported operations; identify and
neutralize online predators or groups that sexually exploit and endanger
children for personal or financial gain; identify and neutralize
operations targeting U.S. intellectual property; and identify and
neutralize the most significant perpetrators of Internet fraud.

<table style="width:100%;">
<colgroup>
<col style="width: 15%" />
<col style="width: 20%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="12"><strong>PERFORMANCE/RESOURCES TABLE</strong></th>
</tr>
<tr class="odd">
<th colspan="12"><strong>Decision Unit:</strong>
Counterterrorism/Counterintelligence</th>
</tr>
<tr class="header">
<th colspan="12"><strong>DOJ Strategic Goal/Objective</strong> Goal 1:
Prevent Terrorism and Promote the Nation’s Security (Objective 1.1 -
Objective 1.3)</th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>WORKLOAD/ RESOURCES</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td colspan="2"><strong>Workload –</strong> Number of Cases</td>
<td colspan="2">†</td>
<td colspan="2">44,466</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>10,769</td>
<td>2,243,239</td>
<td>11,339</td>
<td>2,210,081</td>
<td>11,312</td>
<td>2,272,804</td>
<td>(254)</td>
<td>285,414</td>
<td>11,058</td>
<td>2,558,218</td>
</tr>
<tr class="even">
<td><p><mark></mark></p>
<p><strong>TYPE/</strong></p>
<p><strong>STRATEGIC OBJECTIVE</strong></p></td>
<td><strong>PERFORMANCE</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td rowspan="2"><p><mark></mark></p>
<p><strong>Program Activity/ 1.1; 1.2</strong></p></td>
<td rowspan="2"><strong>1. Counterterrorism (CT)</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="even">
<td>5,745</td>
<td>1,338,135</td>
<td>7,068</td>
<td>1,342,103</td>
<td>6,146</td>
<td>1,236,566</td>
<td>(159)</td>
<td>295,391</td>
<td>5,987</td>
<td>1,531,956</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Terrorist acts committed by foreign nationals against U.S. interests
(within U.S. borders)</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">0</td>
<td colspan="2">--</td>
<td colspan="2">0</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Positive encounters with subjects through screening process</td>
<td colspan="2">14,780</td>
<td colspan="2">19,967</td>
<td colspan="2">*22,400</td>
<td colspan="2">3,900</td>
<td colspan="2">*26,300</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of participants in the JTTF</td>
<td colspan="2">3,900</td>
<td colspan="2">3,540</td>
<td colspan="2">*3,600</td>
<td colspan="2">25</td>
<td colspan="2">*3,625</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Percentage of CT personnel completing training within competency
profile</td>
<td colspan="2">40%</td>
<td colspan="2">74%</td>
<td colspan="2">*77%</td>
<td colspan="2">3%</td>
<td colspan="2">*80%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Percentage of CTD human sources validated</td>
<td colspan="2">50%</td>
<td colspan="2">0%</td>
<td colspan="2">*100%</td>
<td colspan="2">0%</td>
<td colspan="2">*100%</td>
</tr>
<tr class="even">
<td><strong>Efficiency Measure</strong></td>
<td>Percentage of human sources reporting on Tier 1 groups</td>
<td colspan="2">50%</td>
<td colspan="2">33%</td>
<td colspan="2">38%</td>
<td colspan="2">4%</td>
<td colspan="2">42%</td>
</tr>
<tr class="odd">
<td rowspan="2"><strong>Program Activity/ 1.3</strong></td>
<td rowspan="2"><strong>2. Counterintelligence</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="even">
<td>4,391</td>
<td>708,870</td>
<td>3,522</td>
<td>765,874</td>
<td>4,519</td>
<td>916,756</td>
<td>(40)</td>
<td>(10,276)</td>
<td>4,479</td>
<td>906,481</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Percentage of offices that have sufficiently identified Foreign
Intelligence Service (FIS) activities</td>
<td colspan="10">These data are classified.</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Percentage of field offices with adequate coverage of known or
suspected intelligence officers</td>
<td colspan="10">These data are classified.</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Percentage of field offices satisfactorily engaged in strategic
partnerships with other USIC entities</td>
<td colspan="10">These data are classified.</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Percentage of field offices that have satisfactorily demonstrated
knowledge of and liaison with vulnerable entities within their
domain</td>
<td colspan="10">These data are classified.</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Percentage of field offices that have identified and documented
priority threat country operations</td>
<td colspan="10">These data are classified.</td>
</tr>
<tr class="even">
<td><strong>Efficiency Measure</strong></td>
<td>Cost savings through the Interactive Multimedia Instruction and
Simulation Program ($000)</td>
<td colspan="2">1,952</td>
<td colspan="2">2,746</td>
<td colspan="2">2,133</td>
<td colspan="2">188</td>
<td colspan="2">2,321</td>
</tr>
<tr class="odd">
<td rowspan="2"><p><mark></mark></p>
<p><strong>Program Activity/ 1.1</strong></p></td>
<td rowspan="2"><strong>3. Cyber Program (Intrusions)</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="even">
<td>633</td>
<td>196,234</td>
<td>749</td>
<td>102,104</td>
<td>647</td>
<td>119,482</td>
<td>(55)</td>
<td>299</td>
<td>592</td>
<td>119,781</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Computer Intrusion Program Convictions/Pre-trial diversions</td>
<td colspan="2">††</td>
<td colspan="2">118</td>
<td colspan="2">††</td>
<td colspan="2">††</td>
<td colspan="2">††</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of new tradecraft tools identified</td>
<td colspan="2">100</td>
<td colspan="2">1,126</td>
<td colspan="2">500</td>
<td colspan="2">100</td>
<td colspan="2">600</td>
</tr>
<tr class="odd">
<td colspan="12"><p><strong>Data Definition, Validation, Verification,
and Limitations:</strong></p>
<p>- For purposes of FBI Counterterrorism program performance measures,
terrorist acts concern the “unlawful use of force and violence against
persons or property to intimidate or coerce a government, the civilian
population, or any segment thereof, in furtherance of political or
social objectives.” (28 C.F.R. Section 0.85). The FBI defines a
terrorist <u>act</u> as an attack against a single target (e.g. a
building or physical structure, an aircraft, etc.). Acts against single
targets are counted as separate acts, even if they are coordinated to
have simultaneous impact. For example, each of the September 11, 2001
acts (North Tower of the World Trade Center (WTC), South Tower of the
WTC, the Pentagon, and the Pennsylvania crash site) could have occurred
independently of each other and still have been a significant terrorist
act in and of itself. The FBI uses the term terrorist <u>incident</u> to
describe the overall concerted terrorist attack. A terrorist
<u>incident</u> may consist of multiple terrorist <u>acts</u>. The
September 11, 2001 attacks, therefore, are counted as four terrorist
acts and one terrorist incident.</p>
<p>* Modified target. At the time of this budget presentation, OMB’s
PARTWeb database does not reflect these changes. PARTWeb will be updated
to reflect these target changes in Spring 2007.</p>
<p>† Due to the large number of external and uncontrollable factors
influencing these data, the FBI does not project numbers of
cases.</p></td>
</tr>
</tbody>
</table>

  ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
  **PERFORMANCE MEASURE TABLE**                                                                                                                                                          
  ---------------------------------------- ----------------------- ------------- ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
  **Decision Unit:                                                                                                                                                                       
  Counterterrorism/Counterintelligence**                                                                                                                                                 

  **Performance Report and Performance                             **FY 2000**   **FY 2001**  **FY 2002**  **FY 2003**  **FY 2004**  **FY 2005**  **FY 2006**               **FY 2007**  **FY 2008**
  Plan Targets**                                                                                                                                                                         

                                                                   **Actual**    **Actual**   **Actual**   **Actual**   **Actual**   **Actual**   **Target**   **Actual**   **Target**   **Target**

  **Performance Measure**                  Terrorist Acts          0             4            1            0             0           0            0            0            0            0
                                           Committed by Foreign                                                                                                                          
                                           Nationals Against U.S.                                                                                                                        
                                           Interests (within U.S.                                                                                                                        
                                           borders)                                                                                                                                      

  **Performance Measure**                  Positive encounters     N/A           N/A          N/A          N/A          5,396        15,730       14,780       19,967       22,400       26,300
                                           with subjects through                                                                                                                         
                                           screening process                                                                                                                             

  **Performance Measure**                  Increase the number of  N/A           N/A          N/A          2,394        3,163        3,714        3,900        3,540        3,600        3,625
                                           participants in the                                                                                                                           
                                           JTTF                                                                                                                                          

  **Performance Measure**                  Percentage of CT        N/A           N/A          N/A          3%           10%          15%          40%          74%          77%          80%
                                           personnel completing                                                                                                                          
                                           training within                                                                                                                               
                                           competency profile                                                                                                                            

  **Performance Measure**                  Percentage of CTD human N/A           N/A          N/A          3%           10%          0%           50%          0%           100%         100%
                                           sources validated                                                                                                                             

  **Efficiency Measure**                   Increase the percentage N/A           N/A          N/A          15%          35%          34%          50%          33%          38%          42%
                                           of human sources                                                                                                                              
                                           reporting on Tier 1                                                                                                                           
                                           groups                                                                                                                                        

  **Performance Measure**                  Percentage of offices   These data                                                                                                            
                                           that have sufficiently  are                                                                                                                   
                                           identified Foreign      classified.                                                                                                           
                                           Intelligence Service                                                                                                                          
                                           (FIS) activities                                                                                                                              

  **Performance Measure**                  Percentage of field     These data                                                                                                            
                                           offices with adequate   are                                                                                                                   
                                           coverage of known or    classified.                                                                                                           
                                           suspected intelligence                                                                                                                        
                                           officers                                                                                                                                      

  **Performance Measure**                  Percentage of field     These data                                                                                                            
                                           offices satisfactorily  are                                                                                                                   
                                           engaged in strategic    classified.                                                                                                           
                                           partnerships with other                                                                                                                       
                                           USIC entities                                                                                                                                 

  **Performance Measure**                  Percentage of field     These data                                                                                                            
                                           offices that have       are                                                                                                                   
                                           satisfactorily          classified.                                                                                                           
                                           demonstrated knowledge                                                                                                                        
                                           of and liaison with                                                                                                                           
                                           vulnerable entities                                                                                                                           
                                           within their domain                                                                                                                           

  **Performance Measure**                  Percentage of field     These data                                                                                                            
                                           offices that have       are                                                                                                                   
                                           identified and          classified.                                                                                                           
                                           documented priority                                                                                                                           
                                           threat country                                                                                                                                
                                           operations                                                                                                                                    

  **Efficiency Measure**                   Cost savings through    257           264          209          272          706          1,210        1,952        2,746        2,133        2,321
                                           the Interactive                                                                                                                               
                                           Multimedia Instruction                                                                                                                        
                                           and Simulation Program                                                                                                                        
                                           (\$000)                                                                                                                                       

  **Performance Measure**                  Computer Intrusion      69            100          108          99           86           80           N/A          118          N/A          N/A
                                           Program                                                                                                                                       
                                           Convictions/Pre-trial                                                                                                                         
                                           diversions                                                                                                                                    

  **Performance Measure**                  Number of new           N/A           N/A          2            11           48           100          100          1,126        500          600
                                           tradecraft tools                                                                                                                              
                                           identified                                                                                                                                    
  ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

#### [Counterterrorism]{.underline}

[]{.mark}

**a. Performance Plan and Report for Outcomes**

The FBI is committed to stopping terrorism at any stage, from thwarting
those intending to conduct an act of terrorism to investigating the
financiers of terrorist operations. All CT investigations are managed at
FBI Headquarters, thereby employing and enhancing a national perspective
that focuses on the strategy of creating an inhospitable environment for
terrorists.

As the leader of the nation's CT efforts, the FBI must understand all
dimensions of the threats facing the nation and address them with new
and innovative investigative and operational strategies. The FBI must be
able to effectively respond to the challenges posed by unconventional
terrorist methods, such as the use of chemical, biological,
radiological, explosive, and nuclear materials. When terrorist acts do
occur, the FBI must rapidly identify, locate, and apprehend. As part of
its CT mission, the FBI will continue to combat terrorism by
investigating those persons and countries that finance terrorist acts.

Under the leadership of Director Mueller, the FBI has moved aggressively
to implement a comprehensive plan that has fundamentally transformed the
FBI. Director Mueller has overhauled the FBI's CT operations, expanded
its intelligence capabilities, modernized its business practices and
technology, and improved coordination with its partners. The FBI is no
longer content to concentrate on investigating terrorist crimes after
they occur; it is dedicated to disrupting terrorist plots before they
are executed.

The FBI has also established strong working relationships with other
members of the Intelligence Community (IC). From the FBI Director's
daily meetings with other IC executives, to regular exchange of
personnel among agencies, to joint efforts in specific investigations
and in the National Counterterrorism Center, the Terrorist Screening
Center, and other multi-agency entities, to the co-location of personnel
at Liberty Crossing, the FBI and its partners in the IC are now
integrated at virtually every level of operations.

Finally, to develop a comprehensive intelligence base, the FBI will
employ its Model Counterterrorism Investigative Strategy focusing each
terrorist case on intelligence, specifically on identification of
terrorist training, fundraising, recruiting, logistical support, and
pre-attack planning.

***Performance Measure*:** Terrorist Acts Committed by Foreign Nationals
Against U.S. Interests (within U.S. Borders)

***FY 2006 Target:*** Zero terrorist acts.

***FY 2006 Actual:*** Zero terrorist acts.

> ***Discussion:*** The CT program worked on many investigations during
> FY 2006 which all contributed to the accomplishment of this goal, some
> of which are detailed below:

-   The investigation of Sami Al-Arian proved that he was involved in
    providing material support to the terrorist group Palestinian
    Islamic Jihad (PIJ). In 2006, Al-Arian, a former professor at the
    University of South Florida, pled guilty and admitted that he
    performed services for the PIJ in 1995 and thereafter, even though
    he knew that the PIJ had been designated by President Clinton as a
    terrorist organization. Al-Arian also acknowledged that he knew the
    PIJ used acts of violence as a means to achieve its objectives.
    Nevertheless, Al-Arian continued to assist the terrorist
    organization by filing official paperwork to obtain immigration
    benefits for PIJ associate Bashir Nafi and concealing the terrorist
    associations of various individuals associated with the PIJ. He
    further admitted to assisting PIJ associate Mazen al-Najjar in a
    federal court proceeding in which al-Najjar and Nafi both falsely
    claimed under oath that they were not associated with the PIJ.
    Moreover, Al-Arian acknowledged that in late 1995, when Ramadan
    Shallah, co-conspirator and former director of Al-Arian\'s \"think
    tank,\" the World and Islam Studies Enterprise (WISE) was named as
    the new Secretary General of the PIJ, Al-Arian falsely denied to the
    media that he knew of Shallah\'s association with the PIJ. Sami
    Al-Arian was convicted of conspiracy to make or receive
    contributions of funds, goods or services to or for the benefit of
    the PIJ and admitted he provided material support to the PIJ for
    terrorist attacks that killed hundreds in Israel and the Palestinian
    Territories. His associate, Hatim Fariz, also pled guilty to
    violation of the International Emergency Economic Powers Act (IEEPA)
    statute. Another associate, Sameeh Hammoudeh, was sentenced for
    other criminal charges related to their provision of material
    support for the PIJ and was deported in 2006. Al-Arian was sentenced
    to 46 to 57 months in prison based on a five-year maximum statutory
    sentence and will be deported upon completion of his prison
    sentence.

-   The Liberation Tigers of Tamil Eelam (LTTE), a U.S. Department of
    State-designated foreign terrorist organization, has been under
    investigation by the FBI since March 2000. A Newark cooperating
    witness (CW) has penetrated the top echelon of a LTTE cell operating
    in the New Jersey/New York area and is highly regarded by the LTTE.
    This cell controls all LTTE operations in North America. Members of
    the LTTE cell, by direction of senior LTTE leaders in Sri Lanka,
    requested the CW\'s assistance in four separate matters: the bribery
    of U.S. Department of State officials, purchase of classified
    information, weapons procurement, and immigration smuggling. In
    2006, the case was designated as a Major Case, consisting of 65
    investigations involving 20 field divisions and six Legats. This
    Major Case has allowed the FBI to gather criminal evidence and
    intelligence on LTTE cadre, to include members of mid-to-upper
    echelon leadership, operating in the U.S. and overseas. The FBI has
    employed a variety of sophisticated investigative techniques, to
    include a Group I undercover operation; 588 CW consensual
    recordings; Title III interception of two subject\'s telephone
    numbers and three subject\'s e-mail accounts; and 15 criminal search
    warrants on email accounts used by the subjects. In August 2006, the
    FBI initiated a take-down in this Major Case and arrested 12 LTTE
    operatives in the U.S. engaged in weapons procurement, alien
    smuggling, fund-raising, bribery of U.S. public officials, and
    attempts to purchase classified U.S. information. Approximately 10
    searches and over 40 interviews of suspected LTTE operatives and
    organizations were conducted in the U.S. during this timeframe. With
    assistance from the Royal Canadian Mounted Police and New Scotland
    Yard, two additional LTTE operatives were arrested in Canada and
    searches are anticipated in the United Kingdom. The FBI anticipates
    that cooperation from those arrested and interviewed, along with
    evidence obtained from the execution of search warrants, will
    produce a second wave of arrests. Arrests stemming from the takedown
    of this Major Case will severely disrupt communications,
    fund-raising, procurement, and alien smuggling efforts of LTTE cadre
    in the U.S. and overseas. This operation is a direct result of the
    FBI\'s ability to evolve and fuse complex intelligence gathering
    with law enforcement capabilities to disrupt future acts of
    terrorism.

> ***FY 2007 Target:*** Regardless of terrorist activity, the target
> will always remain the same: zero terrorist acts.

***FY 2008 Target:*** Zero terrorist acts.

***Performance Measure:*** Positive encounters with subjects through
screening process.

> ***FY 2006 Target***: 14,780
>
> ***FY 2006 Actual***: 19,967
>
> ***Discussion:*** Identifying terrorists and preventing their entry
> into the U.S. is the function of the CTD\'s Terrorist Screening Center
> (TSC), which is funded under the Intelligence Decision Unit, and is a
> joint venture with the Department of Homeland Security (DHS). The TSC
> consolidates the Government\'s approach to screening for individual
> terrorists by creating a single comprehensive database of known or
> appropriately suspected terrorists. A positive encounter is one in
> which an encountered individual is positively matched with an identity
> in the Terrorist Screening Data Base (TSDB). The TSC was started in
> December 2003. The FY 2008 Budget requested enhancement includes
> \$1,342,000 to fund 14 additional personnel which will provide
> security for the new TSC stand-alone facility (anticipated to be
> occupied in late FY 2007), provide audit and analytical assistance,
> augment the TSC's airport liaison personnel cadre, and handle key
> office support requirements . Specifically, the 13 support positions
> will be allocated to support the following: provide financial and
> programmatic audit assistance; provide physical and operational
> security to the new facility; increase the level of analytical
> assistance to support Nomination Review and the Data Integrity
> process; and provide direct analytical and programmatic support to TSC
> executive management.

***FY 2007 Target:*** 22,400

***FY 2008 Target:*** 26,300

***Performance Measure:*** Number of participants in the Joint Terrorism
Task Force.

> ***FY 2006 Target:*** 3,900
>
> ***FY 2006 Actual:*** 3,540
>
> ***Discussion:*** The FBI\'s Joint Terrorism Task Force participants
> serve as the \"operational arm\" of the US Government\'s domestic
> Counterterrorism strategy, and partner FBI personnel with hundreds of
> investigators from various federal, state, and local agencies in field
> offices across the country and are important force multipliers aiding
> our fight against terrorism.

***FY 2007 Target:*** 3,600

***FY 2008 Target:*** 3,625

***Performance Measure:*** Percent CTD personnel having completed
competency profile training.

> ***FY 2006 Target:*** 40%
>
> ***FY 2006 Actual:*** 74%

[]{.mark}

> ***Discussion:*** The CTD, in conjunction with the FBI\'s Training
> Division, has developed a competency profile for Special Agents and
> JTTF members assigned to the CT program, with plans to expand the
> competency profile to analysts under CTD program management as well.
> Current data only reflect the Basic portion of the training envisioned
> by the competency profile, since this is the only part of the relevant
> training program currently implemented. These data will be revised as
> the training program is expanded.
>
> []{.mark}

***FY 2007 Target:*** 77%

***FY 2008 Target:*** 80%

***Performance Measure:*** Percentage of CTD human sources validated.

> ***FY 2006 Target:*** 50%
>
> ***FY 2006 Actual:*** 0%
>
> ***Discussion:*** Gathering intelligence from all sources to stop
> terrorism requires CTD to ensure the validity, reliability, and
> productivity of all CTD human sources. Source validation is a process
> which allows CTD to measure value and manage risks associated with the
> operation of a confidential human source. It also serves as a check
> against the inherently secretive nature of Human Source activities
> ensuring that sources are who they say they are, free of external
> control. The validation of human sources is an essential component of
> CTD human intelligence that is used to further CTD investigations and
> contribute to intelligence gathering that protects the nation from
> terrorists.
>
> The FY 2006 estimate to validate 50% of all the CTD sources was
> inaccurate due to the initial requirements formulated in the creation
> of the HSVRU in 2006. Specifically, the CTD established the Human
> Source Validation and Review Unit (HSVRU) in an attempt to bring CTD
> source validations to the level of other NSB Divisions. To this end,
> the WMD Commission, as well as the 9/11 Commission mandated that the
> NSB have a uniform validation process and tasked the DI to fulfill
> this requirement. As a result of this mandate, in May 2006, the DI
> mandated that all Field Offices (FO\'s) provide their top two sources
> for validation. In August 2006, HSVRU received the FO source
> submissions and initiated the validation process. The aforementioned
> validations are expected to be 100% complete in FY 2007, contingent
> upon the receipt of the DI requirements for the validation of the NSB
> sources. The HSVRU anticipates that 100% of the required validations
> will occur in FY 2008 as mandated by the DI.

***FY 2007 Target:*** 100%

***FY 2008 Target:*** 100%

***Efficiency Measure:*** Percentage of human sources reporting on Tier
1 groups.

> ***FY 2006 Target:*** 50%
>
> ***FY 2006 Actual:*** 33%
>
> ***Discussion:*** In December 2002, the FBI's Counterterrorism
> Division (CTD) completed a comprehensive national assessment of the
> terrorist threat to the US homeland based on comprehensive
> intelligence and priority groups were identified. The groups were
> prioritized by their intent to harm the US homeland, their links to
> al-Qa\'ida, and their capabilities. Those prioritized in the first
> tier have high intentions to harm the homeland, moderate or strong
> links with al-Qa\'ida, and high capabilities to inflict harm. CTD will
> increase human source reporting on Tier 1 threat groups by focusing
> collection, analytical and intelligence/investigative resources on
> groups listed in Tier 1. The enhancement request of 100 field agents
> would allow for additional resources to be dedicated to recruiting
> human sources that fall into the Tier 1 category.

***FY 2007 Target:*** 38%

***FY 2008 Target:*** 42%

**b. Strategies to Accomplish Outcomes**

As the leader of the nation's counterterrorism efforts, the FBI must
understand all dimensions of the threats facing the nation and address
them with new and innovative investigative and operational strategies.
The FY 2008 budget request directly addresses these threats and assists
in pursuing the FBI's missions and objectives. The FBI must be able to
effectively respond to the challenges posed by unconventional terrorist
methods, such as the use of chemical, biological, radiological,
explosive, and nuclear materials. When terrorist acts do occur, the FBI
must rapidly identify, locate, apprehend, and prosecute those
responsible. As part of its counterterrorism mission, the FBI will
continue to combat terrorism by investigating those persons and
countries that finance terrorist acts. The FBI will aggressively use the
money laundering and asset forfeiture statutes to locate and disrupt the
financial sources of terrorist organizations. The FBI will also work to
effectively and efficiently utilize the tools authorized by Congress in
the USA PATRIOT Act of 2001. While the ultimate goal is to prevent a
terrorist act before it occurs, the FBI must be able to respond should
an act occur. The FBI's efforts in this area include improved
intelligence gathering and sharing, improved analytical capabilities,
and enhanced training and liaison.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

The Counterterrorism program went through its first PART review during
the preparation of the FY 2007 budget. It received a rating of
"Adequate." Numerical scores are as follows:

  ----------------------------------- -----------------------------------
  **Section**                         **Score**

  Program Purpose and Design          100%

  Strategic Planning                  86%

  Program Management                  86%

  Program Results                     33%

  **Total\***                         **62%**
  ----------------------------------- -----------------------------------

> \*Note that the total does not reflect an average of the four sections
> because the sections are not weighted equally.

Much of the strategic planning that the CT program has engaged in since
the events of September 11, 2001 has contributed towards the development
of performance measures that were approved by OMB during the PART
process. However, the CT program had not established targets for their
measures until recently, which limited the scope of the data available
for scoring in the Program Results section. Some initiatives towards
managing the CT program through its new performance metrics were still
in the early stages at the time of the review, and thus were not able to
achieve higher scores through OMB's rating. The FBI believes that future
comparison of the CT program's progress against the targets it has set
will result in higher marks for its Program Results.

The FBI's Counterterrorism Program has agreed upon the following
Improvement Plan with OMB, based upon the results of the PART review:

  --------------------------------------------------------------------------
  **Year    **Type**     **Follow-up Actions**                  **Status**
  Begun**                                                       
  --------- ------------ -------------------------------------- ------------
  2005      Management   Ensuring human intelligence sources    Action
                         provide reliable information and       taken, but
                         increasing training opportunities for  not
                         counterterrorism personnel.            completed

  2005      Management   Strengthening the links between budget Action
                         requests and performance levels.       taken, but
                                                                not
                                                                completed
  --------------------------------------------------------------------------

#### [Counterintelligence]{.underline}

**a. Performance Plan and Report for Outcomes**

During FY 2005, the Counterintelligence program underwent a review of
its performance measurement in conjunction with its PART review. The FBI
has adopted several new performance measures related to the review of
field operations conducted by the Counterintelligence program. Most of
the performance measures established during the PART review are
classified.

***Efficiency Measure:*** Cost savings through the Interactive
Multimedia Instruction and Simulation (IMIS) Program (\$000)

> ***FY 2006 Target:*** \$1,952
>
> ***FY 2006 Actual:*** \$2,746
>
> ***Discussion:*** Cost savings based upon number of students
> completing online course, as opposed to traveling to attend platform
> instruction. Actual is higher than the original Target, reflecting
> greater savings than anticipated. In addition there was a Bureau-wide
> requirement for all employees associated with the National Security
> Branch to take the Introduction to CI IMIS course. This resulted in a
> total for students of 11,970 with a savings of \$16,686,000.

***FY 2007 Target:*** \$2,133

***FY 2008 Target:*** \$2,321

**b. Strategies to Accomplish Outcomes**

The FBI's CI Program has completed a thorough and wide-ranging internal
review of its operations and, as a result, has developed a comprehensive
new Counterintelligence strategy. The CI program is now actively
carrying out this strategy, which is predicated on the need for a
centralized national direction that facilitates a focus on common
priorities and specific objectives in all areas of the country. It also
recognizes the need for collaboration with other members of the U.S.
Intelligence Community. This new strategy will enable the program to
more effectively combat the intelligence threats facing the United
States.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

The Counterintelligence program went through its first PART review
during the preparation of the FY 2007 budget. It received a rating of
"Moderately Effective." Numerical scores are as follows:

  ----------------------------------- -----------------------------------
  **Section**                         **Score**

  Program Purpose and Design          100%

  Strategic Planning                  86%

  Program Management                  86%

  Program Results                     50%

  **Total\***                         **71%**
  ----------------------------------- -----------------------------------

> \*Note that the total does not reflect an average of the four sections
> because the sections are not weighted equally.

[]{.mark}

The CI program has spent the past few years developing a program
evaluation scheme that reviews the organization and performance of CI
squads in each FBI Field Division. The data from these evaluations has
resulted in performance measures approved by OMB during the PART
process. Many new CI squads were reviewed, and the CI program noted a
great deal of progress that it would like to achieve in the next few
years as far as the level of activity engaged in by these squads. The
FBI scores in future PART exercises reviewing CI should be higher due to
these newer CI squads benefiting from experience and program guidance.

The Counterintelligence Program has agreed upon the following
Improvement Plan with OMB, based upon the results of the PART review:

  ----------------------------------------------------------------------------
  **Year    **Type**     **Follow-up Actions**                    **Status**
  Begun**                                                         
  --------- ------------ ---------------------------------------- ------------
  2005      Management   Completing program reviews on the        Action
                         remaining field offices.                 taken, but
                                                                  not
                                                                  completed

  2005      Management   Improving performance on annual          Action
                         measures.                                taken, but
                                                                  not
                                                                  completed

  2005      Management   Strengthening the links between budget   Action
                         requests and performance levels.         taken, but
                                                                  not
                                                                  completed
  ----------------------------------------------------------------------------

**[Computer Intrusions]{.underline}**

**a. Performance Plan and Report for Outcomes**

The Computer Intrusions Program is the national security aspect of the
FBI's Cyber Division.

***Performance Measure:*** Computer Intrusion Program
Convictions/Pre-Trial Diversions

> ***FY 2006 Target:*** In accordance with Department guidance, targeted
> levels of performance are not projected for this indicator.

***FY 2006 Actual:*** 118

> ***Discussion:*** Computer intrusion convictions are expected to rise
> as a result of increased investigations and level of agent expertise.

***FY 2007 Performance Target:*** N/A

***FY 2008 Performance Target:*** N/A

***Performance Measure:*** Number of New Tradecraft Tools Identified

***FY 2006 Target:*** 100

***FY 2006 Actual:*** 1,126

> ***Discussion:*** A tradecraft is the unique, identifiable method
> employed by an intruder to achieve his/her objectives. If the unique
> pattern of an intruder is known, the FBI links different instances of
> intrusions among common perpetrators and measures progress toward
> identifying and neutralizing the most significant perpetrators. The
> requested enhancements will allow the FBI to investigate more cases
> and develop more sources/assets through an increased intelligence
> base. Therefore, the expected increase in the caseload and the
> intelligence base will directly and proportionally increase the number
> of new tradecraft tools identified. The sizeable increase noted is
> directly related to the advancement of new technologies (i.e.,
> spyware, adware, trackware and operating systems) for items such as
> PDAs and cell phones. It is anticipated that the Anti-virus industry
> will capture information regarding tools, malicious codes and exploits
> in a whole new manner. In turn, this will bring about changes in the
> reporting format for this Performance Measure.

***FY 2007 Performance Target:*** 500

***FY 2008 Performance Target:*** 600

**b. Strategies to Accomplish Outcomes**

Through computer intrusion detections, investigations, and prosecutions,
the FBI works to stop those who perpetrate computer intrusions that
affect the National Information Infrastructure. In addition, these
investigations enable the FBI to gather information, develop and
solidify relationships with critical partners, and maintain a visible
presence to both potential criminals and the American public.

The number of counterterrorism/counterintelligence-based computer
intrusion investigations continues to rise exponentially every year.
There has been a 1,033% increase in these investigations since fiscal
year 2001. Additional resources are critically needed to address
investigations and thwart future intrusions. In addition, the
identification of computer crimes on an international level has made it
critically necessary for the FBI to work closer with our international
partners. Through a series of international cooperative agreements and
the legal attache offices worldwide, the FBI is putting agents on the
ground, working directly with foreign law enforcement partners in joint
criminal investigations and the subsequent prosecution of criminals in
their home countries. Some examples of recent overseas investigation
with successful outcomes include; the Seattle Division's ZOTOB/MYTOB
Internet Worm, Major Case 177 (Cardkeeper) in the Richmond Division and
the Fifth Third Bank investigation in the Cincinnati Division.

c\. Results of Program Assessment Rating Tool (PART) Reviews

In 2002, the National Infrastructure Protection Center (NIPC) underwent
a PART review and was rated "Results not Demonstrated." Since then, that
program has been transferred to the Department of Homeland Security and
the FBI is therefore not responsible for any programmatic changes that
it has made.

In 2003, the full Cyber program, including the Computer Intrusions
Program, underwent a PART review as a follow up on the previous year's
NIPC PART. It received a rating of "Adequate." Numerical scores are as
follows:

  ----------------------------------- -----------------------------------
  **Section**                         **Score**

  Program Purpose and Design          100%

  Strategic Planning                  75%

  Program Management                  86%

  Program Results                     33%

  **Total\***                         **61%**
  ----------------------------------- -----------------------------------

> \*Note that the total does not reflect an average of the four sections
> because the sections are not weighted equally.

[]{.mark}

As part of the development of its new National Strategy and the
completion of the PART assessment, the Cyber Program established new
performance measures and targets for those measures. This effort to
develop a centralized plan and performance measures helped to
significantly improve the score in the Strategic Planning over the
previous NIPC review. The score in the Program Results section also
benefited from these efforts. In general, the areas of concern noted in
the Cyber PART tended to be common across the FBI programs assessed the
same year.

FBI's Cyber Division has agreed upon the following Improvement Plan with
OMB, based upon the results of the PART review:

  -----------------------------------------------------------------------------
  **Year    **Type**      **Follow-up Action**                     **Status**
  Begun**                                                          
  --------- ------------- ---------------------------------------- ------------
  2003      Performance   Monitoring program success against       Action
                          performance goals, while investigating   taken, but
                          opportunities for additional measures.   not
                                                                   completed

  -----------------------------------------------------------------------------

[Program Increases]{.underline}

**Item Name: National Security Field Investigations**

Budget Decision Unit(s):
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1 and 1.2

Organizational Program: [National Security]{.underline}

Program Increase: Positions [245]{.underline} Agt [150]{.underline} FTE
[123]{.underline} Dollars

[\$40,327,000]{.underline} [(\$1,528,000 non-personnel)]{.underline}

Description of Item

The FBI requests 245 positions (150 agents) and \$40,327,000
(\$1,528,000 non-personnel) to increase the level of field resources
dedicated to national security investigations. The FBI requires these
resources to effectively respond to emerging national security-related
threats.

This narrative provides an overview of this request. Please see the
classified addendum for more information on this request, including the
portions of the request not discussed here.

Justification

*Counterterrorism Field Support*

The requested resources would allow the FBI to expand efforts to
identify, penetrate, and neutralize terrorist organizations and threats
and improve the FBI's capability to effectively respond to a terrorist
attack through swift deployment of investigative personnel to the crime
scene. These resources would also increase efforts within FBI field
offices to develop and strengthen working relationships with the FBI's
federal, State, and local partners.

In support of counterterrorism (CT) investigations, the FBI recently has
designed and developed a CT curriculum for Special Agents, Analysts, and
Joint Terrorism Task Force (JTTF) members. This curriculum provides the
tools, techniques, and methods to prevent, deter, disrupt, and dismantle
terrorist operations and organizations. These additional resources,
along with the newly developed CT curriculum, will act as a force
multiplier in the fight against terrorism.

The number of agents requested is based on a strategic analysis of
attributes involving the counterterrorism workforce, its workloads, case
load and workforce ratios, the growth and threat targeted Intelligence
Base, the intelligence products produced, and the efforts and resources
utilized in the threat management process. The FBI's approximate
overburn of CT agents is approximately 700. As such, this request takes
into account the pending transfer of 300 agents from criminal
investigations to counterterrorism matters, as proposed in the FY 2007
President's budget request.

Without these resources, the ability of FBI field offices to effectively
execute investigative strategies will be severely hampered.

Impact on Performance (Relationship of Increase to Strategic Goals)

These resources are directly related to DOJ Strategic Goal 1, "Prevent
Terrorism and Promote the Nation's Security." The FBI's role as the
leader of the nation's counterterrorism efforts requires that its CT
Program be adequately staffed and possess the resources required to
support field investigative and operational requirements. This request
will improve the ability of FBI field offices to effectively execute
investigative strategies designed to identify, disrupt, and neutralize
terrorist organizations and improve the ability of the FBI to
efficiently manage special events.

The mission of the FBI's Counterterrorism Division (CTD) is to "Lead law
enforcement and intelligence efforts in the United States to defeat
terrorism." This enhancement request directly relates to the CTD mission
through:

-   Defeating terrorist attacks before they occur

-   The preservation of civil liberties

-   The enhancement of human and technical penetrations

-   The application of timely and effective threat mitigation strategy

These areas, in turn, support the FBI's National Security Branch (NSB)
Mission objectives of:

-   Pursuing strategies to identify and disrupt those engaged in weapons
    of mass destruction (WMD) plots, terrorist plots, foreign
    intelligence operations or espionage, and preparation to effectively
    respond to attacks

-   Responding to the prevailing threat environment by pursuing
    activities to preempt threats to United States national security,
    economic vitality and public confidence, including the investigation
    and disruption of those involved in terrorist, foreign intelligence
    or espionage operations

-   Developing human source and technical collection capabilities to
    collect against national intelligence priorities and to meet
    investigative needs

Both the FBI's CTD mission and NSB Mission Objectives support the Office
of the Director of National Intelligence's (ODNI's) objectives of:

-   Defeating terrorists at home and abroad by disarming their
    operational capabilities and seizing the initiative from them by
    promoting the growth of freedom and democracy

-   Developing innovative ways to penetrate and analyze the most
    difficult targets

#  {#section-22}

# Funding

[Base Funding]{.underline}

<table>
<colgroup>
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 11%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 11%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 10%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>4,009</td>
<td>2,823</td>
<td>4,009</td>
<td>$570,901</td>
<td>4,309</td>
<td>3,123</td>
<td>4,309</td>
<td>$631,500</td>
<td>4,309</td>
<td>3,123</td>
<td>4,309</td>
<td>$643,241</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Domestic        | \$203           | 150         | \$30,479          |
| Special Agent   |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Investigative   | 110             | 36          | 3,953             |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Clerical        | 68              | 54          | 3,646             |
+-----------------+-----------------+-------------+-------------------+
| Technical       | 144             | 5           | 721               |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 245         | \$38,799          |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Cost Summary

+--------------------+-------------+-----------------+----------------+
| Non-Personnel Item | Unit Cost   | Quantity        | FY 2008        |
|                    |             |                 | Request        |
|                    |             |                 |                |
|                    |             |                 | (\$000)        |
+--------------------+-------------+-----------------+----------------+
| Classified         | n/a         | n/a             | \$1,528        |
| Non-Personnel Item |             |                 |                |
+--------------------+-------------+-----------------+----------------+
| Total              | n/a         | n/a             | \$1,528        |
| Non-Personnel      |             |                 |                |
+--------------------+-------------+-----------------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 4,  | 3    | 4,  | \        | \       | \$643,241    |
| Services  | 309 | ,123 | 309 | $612,075 | $31,166 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 245 | 150  | 123 | 38,799   | 1,528   | 40,327       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 4,  | 3    | 4,  | \        | \       | \$683,568    |
| Total     | 554 | ,273 | 432 | $650,874 | $32,694 |              |
+-----------+-----+------+-----+----------+---------+--------------+

Please see the classified addendum for additional funding information.

**Item Name: [Surveillance]{.underline}**

Budget Decision Unit(s):
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3

Organizational Program: [Counterintelligence]{.underline}

Program Increase: Positions [50]{.underline} Agt ... IA ... FTE
[25]{.underline}

> Dollars [\$11,997,000 (\$2,814,000 non-personnel)]{.underline}

Please see the classified addendum for more information on this request.

**Funding**

Please see the classified addendum for additional funding information
for this request including the base funding and total request charts.

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| Surveillance    | \$184           | 50          | \$9,183           |
| Personnel       |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 50          | \$9,183           |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+--------------------+-------------+-----------------+----------------+
| Non-Personnel Item | Unit Cost   | Quantity        | FY 2008        |
|                    |             |                 | Request        |
|                    |             |                 |                |
|                    |             |                 | (\$000)        |
+--------------------+-------------+-----------------+----------------+
| Vehicle            | n/a         | n/a             | \$1,155        |
| maintenance        |             |                 |                |
+--------------------+-------------+-----------------+----------------+
| Gasoline Fuel      | n/a         | n/a             | 246            |
| Costs              |             |                 |                |
+--------------------+-------------+-----------------+----------------+
| Training           | 10,820      | 114             | 1,233          |
+--------------------+-------------+-----------------+----------------+
| Training Facility  | n/a         | n/a             | 130            |
+--------------------+-------------+-----------------+----------------+
| EZ Pass            | n/a         | n/a             | 50             |
+--------------------+-------------+-----------------+----------------+
| Total              | n/a         | n/a             | \$2,814        |
| Non-Personnel      |             |                 |                |
+--------------------+-------------+-----------------+----------------+

**Item Name: [Computer Intrusions]{.underline}**

Budget Decision Unit(s):
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.3, 3.1

Organizational Program: [Cyber]{.underline}

Program Increase: Positions [31]{.underline} Agt [25]{.underline} IA
[...]{.underline} FTE [15]{.underline} Dollars [\$5,561,000 (\$0
non-personnel)]{.underline}

Description of Item

The FBI requests 31 positions (25 agents) and \$5,561,000 in personnel
funding for its Computer Intrusion Program (CIP) to conduct criminal,
counterterrorism (CT), and counterintelligence (CI) computer
intrusion-related investigations where the Internet, computers, or
networks are the primary tools or targets of the activity. The strategic
focus of the FBI's CIP is to work closely with the CT, CI, and Criminal
Investigative Divisions to identify and disrupt computer-supported
operations that threaten our nation and its cities.

Computer intrusions are any actions that compromise the integrity or
confidentiality of information contained in computers or networks. They
are designed to alter the functionality of a computer or network. They
are attempts to bypass security controls to alter, release, or deny
data. More specifically, a denial of service attack (DoS) paralyzes
computers or networks with floods of information. A distributed denial
of service attack (DDoS) runs simultaneously from multiple computers.
DDoS attacks often use viruses, worms, or trojan horse programs that
create "back doors" on victim networks. Attacks are most threatening
when launched against the U.S. critical information infrastructure. Even
relatively short interruptions in service can cause significant economic
loss and jeopardize critical services. Computer intrusions are employed
by perpetrators for a variety of purposes, including stealing sensitive
data or learning more about the functioning of systems prior to
launching an attack.

Justification

The FBI requires additional field personnel resources to address the
increase in computer attacks that lead to significant economic losses
and service disruptions. These personnel will respond to and investigate
computer intrusion incidents, properly manage cases and personnel, and
rapidly deploy as needed.

As our nation\'s critical infrastructure has become more dependent on
computers, and the Internet continues to be an integral part of our
society, new digital vulnerabilities have made the U.S. a target to an
increasing number of individuals and groups, both foreign and domestic.
The attack technology has become increasingly complex and stealthy, thus
increasing the time it takes to discover and analyze the attack
mechanisms. Moreover, the computer intrusion threat to the U.S. is
rapidly expanding as the number of actors with the ability to utilize
computers for illegal, harmful, and possibly devastating purposes is on
the rise. As attacks increase in frequency, number, and sophistication,
the FBI's workload increases. The number of Computer Intrusion
investigations has risen 43 percent since FY 2001. Furthermore, from FY
2004 to FY 2006, the number of malicious codes/exploits identified
increased by 2,245 percent, as shown in the following chart:

**Computer Intrusion Attacks (by year)**

  --------------------------- ------------------------ -------------------
  **Fiscal Year**             **Number of Malicious    **Variants
                              Codes/Exploits           Identified**
                              Identified**             

  **2004**                    **48**                   **459**

  **2005**                    **100**                  **666**

  **2006**                    **1126**                 **746**
  --------------------------- ------------------------ -------------------

The threat stems from two groups, non-state actors and state actors,
which heightens the difficulty of tracking down perpetrators. Non-state
actors are terrorist groups and hackers that act independently of
foreign governments, while state actors include foreign governments that
have developed cyber espionage or information warfare programs to target
U.S. networks. The number of foreign governments and non-state actors
exploiting computer networks and developing their cyber capabilities is
on the rise, thereby increasing the risk level to national security.
Threats include cyber-terrorism, foreign computer intrusions, and cyber
theft of sensitive data. These attackers need only a computer, moderate
skill level, and access to the Internet in order to launch a crippling
attack.

[Impact on Performance (Relationship of Increase to Strategic
Goals)]{.underline}

The requested resources directly support DOJ Strategic Goal l, "Prevent
Terrorism and Promote the Nation's Security," DOJ Strategic Goal 2
"Enforce Federal Criminal Laws," and DOJ Strategic Goal 3 "Assist State,
Local, and Tribal Efforts to Prevent or Reduce Crime and Violence."

The successful identification, investigation, and prosecution of illegal
computer intrusion activity deters future illegal activity by foreign
powers, terrorists, and other criminal elements. Due to the complexity
of criminal computer intrusion investigations and the borderless
environment inherent in the information infrastructure, a significant
amount of field office support is required to ensure that all cases are
investigated and addressed appropriately. The FBI must ensure that every
field office has sufficient personnel resources to aggressively address
this escalating crime problem.

**Funding**

Base Funding

+-----+-----+----------+-----+-----+---------+----+-----+----------+
| FY  |     |          | FY  |     |         | FY |     |          |
| 2   |     |          | 2   |     |         | 20 |     |          |
| 006 |     |          | 007 |     |         | 08 |     |          |
| E   |     |          | Es  |     |         | P  |     |          |
| nac |     |          | tim |     |         | re |     |          |
| ted |     |          | ate |     |         | si |     |          |
|     |     |          |     |     |         | de |     |          |
|     |     |          |     |     |         | nt |     |          |
|     |     |          |     |     |         | 's |     |          |
|     |     |          |     |     |         | Bu |     |          |
|     |     |          |     |     |         | dg |     |          |
|     |     |          |     |     |         | et |     |          |
|     |     |          |     |     |         | C  |     |          |
|     |     |          |     |     |         | ur |     |          |
|     |     |          |     |     |         | re |     |          |
|     |     |          |     |     |         | nt |     |          |
|     |     |          |     |     |         | Se |     |          |
|     |     |          |     |     |         | rv |     |          |
|     |     |          |     |     |         | ic |     |          |
|     |     |          |     |     |         | es |     |          |
+-----+-----+----------+-----+-----+---------+----+-----+----------+
| Pos | FTE | Dollars  | Pos | FTE | Dollars | P  | FTE | Dollars  |
|     |     | (\$000)  |     |     | (\$000) | os |     |          |
|     |     |          |     |     |         |    |     | (\$000)  |
+-----+-----+----------+-----+-----+---------+----+-----+----------+
| 354 | 354 | \$74,469 | 354 | 354 | \       | 3  | 354 | \$76,312 |
|     |     |          |     |     | $75,380 | 54 |     |          |
+-----+-----+----------+-----+-----+---------+----+-----+----------+

[Personnel Increase Cost Summary]{.underline}

+----------------------------+------------+------------+---------------+
| Type of Position           | Modular    | Number of  | FY 2008       |
|                            | Cost       |            |               |
|                            |            | Positions  | Request       |
|                            | per        |            |               |
|                            | Position   | Requested  | (\$000)       |
|                            | (\$000)    |            |               |
+----------------------------+------------+------------+---------------+
| Field Agent                | \$203      | 25         | \$5,079       |
+----------------------------+------------+------------+---------------+
| Technical/Computer         | 144        | 1          | 144           |
| Specialist                 |            |            |               |
+----------------------------+------------+------------+---------------+
| Clerical Specialist        | 68         | 5          | 338           |
+----------------------------+------------+------------+---------------+
| Total Personnel            | n/a        | 31         | \$5,561       |
+----------------------------+------------+------------+---------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 354 | 322  | 354 | \$60,009 | \       | \$76,312     |
| Services  |     |      |     |          | $16,303 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 31  | 25   | 15  | 5,561    | ...     | 5,561        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 385 | 347  | 369 | \$65,570 | \       | \$81,873     |
| Total     |     |      |     |          | $16,303 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Computer Analysis Response Team]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [...]{.underline} Agt [\...]{.underline}­ FTE
[\...]{.underline} Dollars [\$22,840,000]{.underline}

[(all non-personnel)]{.underline}

Description of Item

The FBI requests \$22,840,000 to support its effort to efficiently
develop new Computer Analysis Response Team (CART) technical
capabilities. The CART program enables the FBI to address the challenge
of collecting, examining, reviewing, and/or analyzing the
ever-increasing amount of digital evidence obtained in intelligence and
criminal investigations, such as terrorism and espionage, violent
crimes, the trafficking of illegal drugs, crimes against children,
bias‑motivated crimes and racial discrimination, corporate crime, cyber
crime, and tax and identity fraud. CART provides digital, forensic and
technical capabilities, services, and support to the FBI, intelligence
organizations, and other law enforcement agencies. CART leverages highly
trained agent and support personnel and methodically tests and validates
state‑of‑the‑art digital evidence forensics tools and techniques. These
services support the operational needs of the FBI and the Intelligence
Community (IC).

Justification

*CART Storage Area Network (SAN) System Implementation (\$21,200,000)*:
The FBI requests funding to purchase and install ten additional CARTSAN
Systems in FY 2008 and to upgrade existing CARTSANs to adequately
address operational standards. This request is comprised of \$16,800,000
for equipment, \$700,000 for services, and \$3,700,000 for supplies.
Equipment consists of \$10,000,000 for upgrades on existing CARTSANs and
\$6,800,000 for the purchase of ten additional CARTSAN systems. Services
consist of \$500,000 for existing CARTSANs and \$200,000 for the
additional ten new systems. Supplies consist of \$2,700,000 for existing
CARTSANs and \$1,000,000 for the ten new systems.

The FBI has developed an aggressive plan to provide each CART Laboratory
with the capability to process multiple terabytes of digital evidence in
a timely and efficient manner. In FY 2005, CART seized and processed
more than 1.42 Petabytes (a petabyte is equal to 1,024 terabytes) of
data for the end users (e.g., case agents/special agents/investigators)
to review and determine what was pertinent to their investigations. This
represents an increase from the 655 Terabytes (one terabyte is
equivalent to 250 million pages of text) of data seized the previous
year. In FY 2006, CART collected and processed approximately 2.13
Petabytes of data, an increase of 50% from FY 2005. The amount of data
collected and processed continues to increase dramatically each year.
CART has an immediate need to provide each FBI field office with a
proven and reliable solution to quickly address the overwhelming
quantity of digital evidence being collected and reviewed in their
investigations. The proposed forensic networked system meets this need.

*CART Tactical Program (\$220,000):* The requested funding will be used
to purchase highly specialized equipment and technical tools used for
covert/overt search and seizure forensic operations in order to provide
the capability that is necessary to support the covert/overt entry and
search operations. This funding will allow the technology challenges
including bypass, defeat, or compromise of computer systems. These tools
will expeditiously collect data in a manner conducive to providing a
forensically sound examination. This enhancement is particularly
critical in the post-9/11 world as the FBI continues to protect national
security and prevent acts of terrorism.

*Field Supply (\$1,420,000):* Receipt of these resources will ensure
that adequate field supplies are available for CART Forensic Examiners
to operationally respond to the investigative needs of conducting
searches, preserving evidence, examining collected data, and producing
results on various media in support of investigations across all FBI
crime classifications. The request includes hard disk drives, data
storage tapes/cartridges, digital video disks, compact disks, and other
removable digital storage media required in the digital forensic
examination process.

Impact on Performance (Relationship of Increase to Strategic Goals)

From FY 2004 to FY 2005, CART\'s case backlog increased from 1,258 cases
to 1,991 (a 58% increase). In FY 2006, the CART case backlog decreased
slightly for the first time in its history in large part due to the
successful deployment of the initial CARTSANs forensic networks. Case
examination volumes are expected to continue to increase in FY 2007, and
requests generated for CART assistance are expected to increase as well.

For the past several years, there has been an increasing deficit in
CART\'s capability to process all digital evidence in support of the
FBI\'s priorities. A continued lack of non-personnel funding and
personnel will result in the continued increase of case examination
backlogs and ultimately affect CART\'s ability to support the FBI\'s
first and second priorities of combatting terrorism and foreign
intelligence operations. CART is already seeing the effect of the
current limited funding on its ability to proactively and completely
address the computer forensic needs in the crimes against children
classifications. In FY 2005, excessive delays in digital evidence
processing began to force FBI field offices and their associated
Assistant United States Attorneys (AUSA) to seek forensic services from
examiners outside of the FBI. As the practice of seeking outside support
continues, it results in using unknown providers, whose digital forensic
capabilities may or may not be certified or accredited, and may not be
consistent with FBI forensic procedures, protocols and quality. The
results of such analysis run the increasing risk that the digital
evidence may not be reliable enough to stand up in a court of law.

Without the requested enhancements, the FBI will be unable to keep pace
with rapid changes in technology, maintain the congressionally mandated
IT Network Security, or address the investigative digital evidence
needed to support its priorities. Further, without this funding, CART
will be unable to perform the operational maintenance on the existing
tools and systems used to process digital evidence. The impact of
systems failure or unrenewed and/or updated software and hardware
licenses and maintenance services will adversely impact the cycle time,
causing delays and excessive backlogs.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>56</td>
<td>4</td>
<td>56</td>
<td>$20,914</td>
<td>54</td>
<td>4</td>
<td>54</td>
<td>$19,397</td>
<td>54</td>
<td>4</td>
<td>54</td>
<td>$19,735</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Equipment         | n/a           | n/a         | \$17,020          |
+-------------------+---------------+-------------+-------------------+
| Supplies          | n/a           | n/a         | 5,120             |
+-------------------+---------------+-------------+-------------------+
| Services          | n/a           | n/a         | 700               |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$22,840          |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 54  | 4    | 54  | \$6,322  | \       | \$19,735     |
| Services  |     |      |     |          | $13,075 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | \...     | 22,840  | 22,840       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 54  | 4    | 54  | \$6,322  | \       | \$42,575     |
| Total     |     |      |     |          | $35,915 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Regional Computer Forensic Laboratories]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.3

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars [\$6,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$6,000,000 in non-personnel resources to launch one
new Regional Computer Forensics Laboratory (RCFL) and to provide
training to newly registered state and local forensic examiners. The
cost, based on a 16,000 - 18,000 square feet facility housing 21
forensic examiners, is approximately \$4,200,000 for facility setup and
\$1,800,000 for training, equipment, and workstations. The goal of the
RCFL Program is to combine and leverage scarce technical resources and
capabilities to combat terrorism, foreign intelligence operations, cyber
crime, white collar crime and other major criminal activity with a
unique partnership that promotes quality computer forensics and
strengthens the computer forensic capacity of all levels of government.
RCFLs improve the ability of the FBI to support investigative operations
by enhancing the technical processes, forensic analysis capabilities,
and working relationships that contribute to effective examinations.

Justification

Public Law 107-56, Section 816 requires that: \"The Attorney General
shall establish such regional computer forensic laboratories as the
Attorney General considers appropriate, and provide support to existing
computer forensic laboratories.\"

RCFLs provide a very flexible resource that can be quickly applied to
major projects and incidents. Due to economies of scale, RCFLs have
provided tremendous support to major cases such as the Innocent Images
National Initiative and the 9/11 investigation. In the latter case,
examiners from two RCFLs processed over 50 percent of the digital
evidence involving the aftermath of September 11th and examined more
than 40 computers and hundreds of pieces of loose media.

The RCFL Program also provides high-tech, cutting-edge forensic
capability in locations with minimal resources available to law
enforcement. As the RCFL network grows, so does law enforcement\'s
digital forensics capacity. One of the primary goals of the RCFLs is
training, and the program makes a substantial investment in every
detailee by providing FBI-sponsored training for the duration of his/her
tenure, and in some cases, beyond. RCFL examiners bring this knowledge
and experience back to their home agencies and begin training new
recruits. Every RCFL is equipped with a 20-seat, state-of-the-art
classroom where the staff can teach state and local law enforcement
personnel to properly seize and protect digital evidence, so they are
better equipped to identify, preserve, and process digital evidence. To
date, the RCFL Program has trained more than 10,000 law enforcement
personnel in these techniques. That number will continue to grow as more
RCFLs become operational.

Impact on Performance (Relationship of Increase to Strategic Goals)

The RCFL Program aligns with FBI strategic goal 3 to support state and
local law enforcement and the Department of Justices' primary goal of
preventing terrorism and enforcing federal laws in the interests of the
American people. The RCFL strategy is to expand the number and
capabilities of RCFLs and to increase the quality and timeliness of the
products and services. To assist with these efforts, RCFLs strengthen
the ties with prosecuting organizations, academia, industry, and other
government organizations that advance the efficiency and effectiveness
of computer forensic services.

During 2006, the RCFLs supported some of the most high-profile
investigations in the country, including the public corruption case
against Ex-Governor George Ryan in Illinois, the Bay Area Laboratory
Co-Operative (BALCO) case in California, and the case against Warren
Steed Jeffs. Computer forensic examination capacity within law
enforcement communities is a key component of the RCFLs. In 2006, the
RCFL program conducted 3,534 examinations (an increase of 557 from
2005), processed 890 terabytes (one terabyte equals 250 million pages of
text) of data, and received 3,910 requests for assistance from federal,
state and local law enforcement agencies. Digital evidence involves
scientific examination, analysis, and/or evaluation in legal matters,
and digital artifacts (i.e., e-mails, chat room logs, internet searches,
documents, and graphic images) can yield critical evidentiary value in a
court of law. However, as technology continues to make electronic
devices such as computers, cell phones, personal digital assistants
(PDAs), and digital cameras more user-friendly, these common devices are
easily used by criminals/terrorists to facilitate unlawful acts. Without
additional funding, the training currently provided to state and local
law enforcement will be curtailed. Base funding will have to be diverted
and existing RCFLs will be unable to support state and local law
enforcement training in digital evidence.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>4</td>
<td>2</td>
<td>4</td>
<td>$9,411</td>
<td>4</td>
<td>2</td>
<td>4</td>
<td>$8,415</td>
<td>4</td>
<td>2</td>
<td>4</td>
<td>$8,423</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Professional      | n/a           | n/a         | \$4,800           |
| Services          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Equipment         | n/a           | n/a         | 600               |
+-------------------+---------------+-------------+-------------------+
| Supplies          | n/a           | n/a         | 600               |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$6,000           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 4   | 2    | 4   | \$570    | \$7,853 | \$8,423      |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | \...     | 6,000   | 6,000        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 4   | 2    | 4   | \$570    | \       | \$14,423     |
| Total     |     |      |     |          | $13,853 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Weapons of Mass Destruction (WMD)
Directorate]{.underline}**

Budget Decision Unit(s): [Intelligence,]{.underline}
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3

Organizational Program: [Weapons of Mass Destruction]{.underline}

Program Increase: Positions [146]{.underline} Agt [29]{.underline} IA
[48]{.underline} FTE [73]{.underline}

> Dollars [\$18,984,000 (\$1,230,000 non-personnel)]{.underline}

Description of Item

The FBI requests 146 positions (29 agents, 48 Intelligence Analysts) and
\$18,984,000 (\$1,230,000 non-personnel) for the expansion of the newly
established Weapons of Mass Destruction (WMD) Directorate. The initial
staffing cadre included in the congressionally-approved reprogramming
focused on consolidating the FBI's current WMD and counterproliferation
programs but it did not provide for any new capabilities. This request
would allow the FBI to continue to develop the essential baseline
capabilities to build a dedicated WMD program designed to prevent,
prepare for, and respond to the threat of WMD. The strategic focus of
the Directorate is to prevent and disrupt the acquisition of WMD
capabilities and technologies for use against the U.S. homeland by
terrorists and other adversaries. The Directorate integrates and links
all of the necessary counterterrorism, intelligence,
counterintelligence, and scientific and technological components to
accomplish the FBI's overall WMD mission and strategic objectives. The
Directorate incorporates specific program responsibilities to perform
the following essential capabilities: policy and planning, prevention,
preparedness, assessment and response, intelligence, investigative, and
science and technology support.

Justification

One of the highest priorities of the United States Government (USG) is
protecting the United States and its allies from the continuing threat
posed by WMD. This policy has been articulated through a series of
Presidential directives, national strategies, and presidential and
congressional commissions. Through federal statutes, policies, and
plans, the FBI is charged with serving as the lead agency in the USG for
the investigative, intelligence, and law enforcement response to a
terrorist threat or incident, and is tasked with lead agency
responsibility for investigating violations of WMD-related statutes that
may be terrorist in nature. A critical, yet extremely challenging
component of this mission is to detect, deter, and disrupt the
acquisition and use of WMD against the U.S.

The FBI\'s highest priority is preventing terrorist attacks, including
preventing the use of a WMD against the U.S. and its interests around
the world. To accomplish this goal, the FBI's mission includes
identifying and responding to WMD threats and fully coordinating the
investigative response of the USG to a WMD threat or incident. This
involves leading law enforcement operations to identify, detect, and
disrupt WMD terrorist activities, including developing and deploying all
available resources to collect, analyze, exploit, and disseminate
intelligence and investigative information.

In order to effectively carry out these responsibilities (from
prevention to response), the FBI must continue to develop and maintain a
robust WMD program. The WMD Directorate is designed to build the
capabilities to achieve, at the forefront, a proactive and multi-layered
prevention strategy. This includes coupling intelligence and
investigative activities through the integration of overseas
Intelligence Community (IC) operations with domestic FBI investigations,
and developing countermeasures to detect and disrupt efforts to acquire
or use WMD.

In addition to strengthening interactions between the FBI and other
members of the IC, the WMD Directorate will organize prevention
activities that leverage significant coordination and outreach, and
liaison with the private sector and other federal, state, and local
agencies and organizations. This area of prevention will focus on
identifying the material, equipment, and expertise our adversaries
require in order to develop a terrorist WMD operation, and devise
specific FBI countermeasures to detect and disrupt such operations.

The investment of significant resources in WMD preparedness is also
necessary to have the ability to respond rapidly and decisively to a WMD
event. This requires the FBI to enhance partnerships with a broad range
of federal, state, and local response agencies and organizations. FBI
preparedness responsibilities also involve developing and conducting
WMD-related exercises and contingency planning at both the national and
local level, and WMD training of the FBI executive management, response,
analytical and investigative personnel are critical components of
overall readiness.

The requested enhancement of 146 positions (29 agents, 48 IAs) and
\$18,984,000 (\$1,230,000 non-personnel) would bring the WMD Directorate
closer to its staffing requirement. By increasing the staffing of the
WMD Directorate Front Office, Countermeasures and Preparedness Section,
Investigations and Operations Section, and Intelligence and Analysis
Section, resources would also provide the non-personnel enhancements
necessary to build up the Directorate's infrastructure and support
functions. These increases would allow the FBI to enhance strategic
partnerships focused on WMD with foreign intelligence, law enforcement,
security, public health, agricultural, chemical, and other public and
private sector agencies and organizations.

The non-personnel request of \$1,230,000 for advisory and assistance
services is based on the integration of past and projected WMD
investigative operations, intelligence analysis, and countermeasures and
preparedness initiatives. This funding will ensure that the FBI is
prepared to effectively prevent and respond to WMD threats by funding
domestic and international outreach programs, training, contractor
services, and exercises. As the WMD Directorate expands, it is important
that the Directorate has funding for "strategic level" studies/projects
that drive investigative operations, intelligence analysis, and
countermeasures and preparedness initiatives.

Impact on Performance (Relationship of Increase to Strategic Goals)

The FBI 2004-2009 Strategic Plan states that it is a strategic objective
of the FBI to "identify and respond to WMD threats and fully coordinate
the investigative response of the United States Government to a WMD
threat or attack." The Directorate will better enable the FBI to
accomplish its current WMD mission and utilize the identified
WMD-related essential capabilities. Further, the WMD Directorate
directly supports Department of Justice Goal 1: "Prevent Terrorism and
Promote the Nation's Security." The WMD Directorate will directly
support the strategic goal of preventing terrorism and promoting the
nation's security by aiming to prevent and disrupt the acquisition of
WMD capabilities and technologies for use against the U.S. homeland by
terrorists and other adversaries.

As a new component of the FBI, the WMD Directorate's base resources have
been reprogrammed from other divisions. However, it is important to
augment these resources with enhancements specifically tailored to meet
WMD program needs. If provided with the requested enhancements, the WMD
Directorate would be able to participate in many critical programs and
initiatives with federal, state, and local agencies, as well as
non-governmental entities. These programs would include targeted
outreach/tripwire programs, national and local training sessions,
conferences, participation in field office operations and exercises,
security initiatives, and interactions with those entities involved in
the production or distribution of materials that could potentially be
used as WMDs. The establishment of these liaisons not only provides a
proactive focus on prevention and preparedness through targeted tripwire
activities, training and information sharing, but also ensures that, in
the event of a WMD attack, the proper response and investigative steps
can be taken by all those involved, ensuring the safety of responders
and facilitating successful investigation and subsequent prosecution.

**Funding**

[Base Funding\*]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>170</td>
<td>57</td>
<td>170</td>
<td>$41,286</td>
<td>170</td>
<td>57</td>
<td>170</td>
<td>$42,194</td>
<td>170</td>
<td>57</td>
<td>170</td>
<td>$43,123</td>
</tr>
</tbody>
</table>

\*These dollar amounts represent what was approved by Congress in the
WMD Directorate Reprogramming documents and have been inflated for FYs
2007 and 2008.

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request           |
|                 |                 |             |                   |
|                 | (\$000)         | Requested   | (\$000)           |
+-----------------+-----------------+-------------+-------------------+
| HQ Special      | \$203           | 29          | \$5,893           |
| Agent           |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Intelligence    | 139             | 48          | 6,649             |
| Analyst         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Management and  | 77              | 53          | 4,056             |
| Program Analyst |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Clerical        | 68              | 15          | 1,013             |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Technical       | 144             | 1           | 144               |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 146         | \$17,754          |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+-----------------+----------------+-----------------+----------------+
| Non-Personnel   | Unit Cost      | Quantity        | FY 2008        |
| Item            |                |                 | Request        |
|                 |                |                 |                |
|                 |                |                 | (\$000)        |
+-----------------+----------------+-----------------+----------------+
| Advisory and    | n/a            | n/a             | 1,230          |
| Assistance      |                |                 |                |
| Services        |                |                 |                |
+-----------------+----------------+-----------------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 170 | 57   | 170 | \$43,123 | ...     | \$43,123     |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 146 | 29   | 73  | 17,754   | \$1,230 | 18,984       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 316 | 86   | 243 | \$60,877 | \$1,230 | \$62,107     |
| Total     |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [FBI Headquarters (FBIHQ) Annex]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Facilities and Logistics Services]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars

[\$7,500,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$7,500,000 (all non-personnel) to address the
shortfall of space at the FBIHQ facility by acquiring and building out
an FBIHQ Annex in the Washington, D.C. area. This space shortfall is
especially acute due to the expansion of the FBI's intelligence and
counterterrorism programs over the past several years. This request
would provide adequate, consolidated space (to include space for
Sensitive Compartmented Information Facilities) for these critical
programs.

Justification

The FBIHQ facility and infrastructure programs have not kept pace with
the FBI's rapid transformation from a law enforcement entity to a major
player in the Intelligence Community's (IC) fight against terrorism and
threats posed by foreign intelligence operatives. In March 2005, a
consultant conducted an independent space study that determined that
FBIHQ accommodates over 30 percent more employees than its workspace can
adequately support. Moreover, many operational units and sections have
staff located in different parts of the building, thereby limiting their
ability to work collaboratively. Space is critically needed for the FBI
to be able to hire and house staff in adequate workspace. Since National
Security Branch programs have experienced the greatest growth, other
programs have had to occupy substandard space to free up space for these
priority programs.

To address these space shortfall problems, the FBI plans to acquire an
FBIHQ Annex to house non-operational divisions, providing additional
space for the Counterterrorism and Counterintelligence Divisions at the
FBIHQ. The Annex would be able to accommodate approximately 833
personnel, would be located in the national capital region, and would
also house new hires and consultant staff that must work with government
personnel. The FBI requested funding in the FY 2007 President's Budget
in the amount of \$8,824,000, including a \$3,758,400 reimbursable work
authorization (RWA) transfer to the General Services Administration
(GSA) for space buildout, \$3,065,600 for information technology
systems, including data and networking, and \$2,000,000 for equipment
and furnishings. Additional requirements in FY 2008 associated with the
FBI Annex are as follows:

Additional FBIHQ Annex Requirements

  ----------------------------------- -----------------------------------
  Item                                Cost

  Furniture                           \$4,009,000

  UNet, FBINet Connectivity           \$1,598,000

  CISCO Equipment                     \$1,458,000

  Alarms/Access Control               \$435,000

  **Total**                           **\$7,500,000**
  ----------------------------------- -----------------------------------

Impact on Performance (Relationship of Increase to Strategic Goals)

These requested resources support DOJ Strategic Goals 1, 2, and 3, as
they would enable FBI personnel to focus on critical missions and tasks
in physical surroundings that promote productivity and efficiency. With
the FBI's transformation from a law enforcement entity to a more
integral member of the IC, the FBI must take all possible steps to
ensure that its facilities are equipped to meet new responsibilities.

Without the FBIHQ Annex, critical facilities requirements will go unmet
resulting in inefficient use of available space and a poor-quality work
environment.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>$8,824</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>$1,720</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

  ------------------- ---------------- -------------- --------------------
  Non-Personnel Item  Unit Cost        Quantity       FY 2008 Request
                                                      (\$000)

  Furniture           \$7,214          555            \$4,009

  UNet, FBINet        \$1,600          2,915          1,598
  Connectivity                                        

  CISCO Equipment     ...              ...            1,458

  Alarms/Access       ...              ...            435
  Control                                             

  Total Non-Personnel n/a              n/a            \$7,500
  ------------------- ---------------- -------------- --------------------

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | ... | ...  | ... | ...      | \$1,720  | \$1,720      |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | \$7,500  | \$7,500      |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | ... | ...  | ... | ...      | \$9,220  | \$9,220      |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

**Item Name: [Data Intercept and Access Program]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 2.3

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [41]{.underline} Agt [6]{.underline}­ FTE
[20]{.underline} Dollars [\$37,795,000 (\$28,596,000
non-personnel)]{.underline}

Description of Item

This program currently supports many fewer criminal investigations than
the more sensitive Foreign Intelligence Service Act (FISA). Therefore
full justification and impact statements are difficult to portray in an
unclassified document. Therefore further classified details of the true
impact of this funding are available upon request. This enhancement will
provide the FBI with the technical expertise, training, and all
necessary equipment to execute lawfully authorized electronic
surveillance of data network communications facilities under Title 50
U.S.C. 1801 (FISA) and Title 18 U.S.C 2511 (Wiretap). The cost per
intercept solution and the day-to-day operating costs are accelerating
in tandem with the speed of network communications and the Internet.
Internet technology is changing at a very rapid pace and if the FBI does
not continue to develop the technical ability to conduct court ordered
data collections, then the Data Intercept & Access Program (DIAP) will
not be able to support FBI and Intelligence Community (IC)
investigations, therefore crippling the IC's ability to fight terror.

Justification

The ability of the FBI to continue to thwart terrorism is greatly
dependant on the above stated enhancement. The entire intelligence and
law enforcement community will benefit from this enhancement. If not
approved, there will be a large gap in the Intelligence Community's
ability to collect, process and disseminate counterterrorism and FCI
data. This process must move forward and be ready for the vastly
differing data types and quantities that lie ahead. The lack of
resources available to investigate new data technologies such as
wireless Internet will leave the FBI delinquent in its role as the
premier law enforcement agency. The FBI's total number of
counterterrorism data intercepts has increased greatly since 9/11/2001,
without additional appropriated funding. As the DIAP provides a very
specific capability to the rest of the IC, the entire community suffers
when the DIAP is unable to perform.

The additional funding and staff is not only required to gain new
technology for future requirements but is also critical to simply keep
pace with the growing need. With the explosion of technology and many
variations of communication techniques used by suspects, a severe need
for technology refreshment, new development, and a number of deployable
systems is apparent to simply keep pace with current requirements. Along
with more seamless security applications, more available mobile
technologies, and more sophisticated criminal elements, the mission to
properly effect court ordered data interception has become extremely
complicated. For example, the increased network speed and the increase
in numerous methods of accessing the internet (i.e. mobile phones, WIFI
hotspots) have made the performance of data intercepts change shape
significantly.

Representatives from the Information Technology (IT) industry have made
the law enforcement community aware of the growing need for data
security in current and future networks. It is only through a close IT
industry/law enforcement outreach relationship that the FBI can ensure
that capabilities are implemented that will allow plaintext access to
evidence and intelligence traversing these networks pursuant to
appropriate legal authorities. Through such outreach efforts with the
nation\'s various ISPs who do not have intercept capabilities built into
their networks, we can take appropriate steps to convince these ISPs of
the need for such intercept capabilities from a public safety
standpoint. Should the requested enhancements for our efforts not be
realized, it will significantly hinder the FBI's efforts to ensure such
intercept capabilities exist within these networks and preclude the FBI
from acquiring critical national security and public safety related
evidence in various criminal, terrorist, and counterintelligence
investigations.

Impact on Performance (Relationship of Increase to Strategic Goals)

The DIAP has continued its significant performance of data network
electronic surveillances pursuant to FISA and Title III in support of
the Bureau's counterterrorism, counter intelligence, criminal and cyber
missions. Without the requested resources, the DIAP will not be able to
provide assistance to various other federal, state and local law
enforcement agencies thus jeopardizing the FBI's ability to stay on the
cutting edge of electronic surveillance. Not only will the DIAP not be
able to keep pace with future technology but will also begin to less
effectively be able to support current mission needs. The final impact
will negatively affect the real‑time targeting ability and intelligence
gathering of specific sources that can only be deemed thru this method.
This will severely hamper the entire IC and the information that is
currently harvested in near real time. This data is of extreme
importance in identifying terrorists and preventing terrorist attacks.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>20</td>
<td>5</td>
<td>20</td>
<td>$17,815</td>
<td>20</td>
<td>5</td>
<td>20</td>
<td>$17,860</td>
<td>20</td>
<td>5</td>
<td>20</td>
<td>$17,900</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+------------------+-----------------+------------+-------------------+
| Type of Position | Modular Cost    | Number of  | FY 2008           |
|                  |                 |            |                   |
|                  | per Position    | Positions  | Request (\$000)   |
|                  | (\$000)         |            |                   |
|                  |                 | Requested  |                   |
+------------------+-----------------+------------+-------------------+
| Special Agent    | \$203           | 6          | \$1,219           |
+------------------+-----------------+------------+-------------------+
| Electronics      | 221             | 15         | 3,320             |
| Engineer         |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Electronics      | 233             | 20         | 4,660             |
| Technician       |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Total Personnel  |                 | 41         | \$9,199           |
+------------------+-----------------+------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Engineering       | n/a           | n/a         | \$17,400          |
| Services          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Equipment         | n/a           | n/a         | 11,196            |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$28,596          |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 20  | 5    | 20  | \$2,575  | \       | \$17,900     |
| Services  |     |      |     |          | $15,325 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 41  | 6    | 20  | 9,199    | 28,596  | 37,795       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 61  | 11   | 40  | \$11,774 | \       | \$55,695     |
| Total     |     |      |     |          | $43,921 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Operational Enterprise Services]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Information Technology Operations]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [...]{.underline}

> Dollars [\$10,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$10,000,000 (all non-personnel) for Operational
Enterprise Services (OES) to provide the services, licensing, and IT
hardware/software products required to sustain, enhance, and expand its
technical infrastructure to meet the growing demands of the
organization's mission. The FBI is requesting additional funding for the
following:

-   Additional maintenance and software support for the FBI's enterprise
    of desktops, laptops, and servers;

```{=html}
<!-- -->
```
-   Network upgrades to FBINet (the FBI's Secret Network), UNet (the
    FBI's Unclassified Network), and SCION;

-   Maintenance of the Enterprise Management System program, operation
    support for the increasingly complicated EMS tool set, and
    improvements to the existing tool set functionality;

```{=html}
<!-- -->
```
-   Maintenance for the FBI's primary and back-up Automated Call
    Distribution system;

```{=html}
<!-- -->
```
-   Purchase of additional licenses for NetIQ, the FBI's data management
    and monitoring tool; and

```{=html}
<!-- -->
```
-   Contractor support for the re-engineering and re-hosting of the
    Activity & Performance Review Application, Bureau Aircraft
    Operations Application, Commercial Payments Unit Invoice Management
    System, and Vehicle Management Application.

Justification

*Desktops, Laptops, and Servers Software Support - \$8,001,000 (all
non-personnel)*

The OES program supports maintenance, upgrade, and licensing of the
software used on the FBI's 60,000 desktops; 27,000 laptops; and 2,600
servers across the enterprise. Additional funding is required due to the
extensive growth and complexity of the baseline software on all enclaves
\-- FBINet, UNet, and SCION \-- covering the enterprise. The software
maintenance funding was initially designed to cover only the FBINet
enclave and not the multiple enclaves or the progressive growth the FBI
has experienced. The original license and maintenance for the Microsoft
licenses were estimated at \$5,340,000 but current costs exceeded
\$10,000,000 in FY 2006. Other software license/maintenance costs have
escalated in proportion to the Microsoft amounts. An increase of
\$8,001,000 is needed to maintain the IT equipment with licenses
sufficient for all FBI and contractor personnel.

*Network Upgrades - \$100,000 (all non-personnel)*

The FBI requires funds to maintain and upgrade network components and
acquire replacement network hardware and enterprise management software
with new features. These new products are required to replace existing
products that are incompatible with new versions of the operating system
and network protocols. Additionally, the FBI has been mandated by OMB to
convert the existing network protocol to IPv6. All Intelligence
Community entities have received this mandate in order to meet
information sharing requirements. These upgrades require the FBI to run
dual protocols until the conversion is complete. This mandate cannot be
satisfied without the procurement of new network encryption hardware,
which is requested separately.

*Enterprise Management System (EMS) - \$800,000 (all non-personnel)*

The EMS tool set is currently composed of eight IT infrastructure
management software tools. Enhancement of these tools will improve the
management and reliability of the FBI's IT infrastructure. An
enhancement of \$800,000 will allow the FBI to maintain the EMS program,
operate the increasingly complicated EMS tool set, and improve the
existing tool set functionality.

*Automated Call Distribution (ACD) - \$99,000 (all non-personnel)*

The FBI's Enterprise Operation Center (EOC) provides 24 hour a day,
seven days a week (24/7) technical support to the FBI worldwide. The EOC
installed a new ACD system that satisfies Continuity of Operations
(COOP) requirements and provides uninterrupted service, which currently
requires maintenance. The upgrade eliminated the single point of failure
weakness in the previous system. However, to ensure the Aspect Spectrum
ACD System is maintained in accordance with system specifications, the
FBI requires \$66,000 for on-site maintenance for the primary system
located at FBI Headquarters, and \$33,000 to maintain the redundant
system located at the FBI's Information Technology Center (ITC). Without
this support and maintenance, a failure of an ACD component could
disrupt the EOC's ability to provide timely technical support for FBI
personnel.

*NetIQ - \$150,000 (all non-personnel)*

NetIQ is a data management and monitoring tool for use by Headquarter
and Field Office technical staff. The product provides access to
end-user account management functions. An increase of \$150,000 is
required to acquire additional licenses for new users and to avoid
copyright infringement.

*Legacy Application Re-engineering and Re-hosting - \$850,000 (all
non-personnel)*

The requested funding will provide a contractor for each of the four
applications for the purpose of initiating and performing re-engineering
(improving process efficiency) and/or re-hosting (moving application to
a new software language or relational database). The applications
include the Activity & Performance Review Application (APRA), Bureau
Aircraft Operations Application (BAOA), Commercial Payments Unit Invoice
Management System (CPUIMS), and Vehicle Management Application (VMA).

Current staffing levels are not sufficient to maintain the above
applications and perform re-engineering/re-hosting efforts by the end of
FY 2008. Re-hosting APRA will result in quicker dissemination of
inspection data, more robust processing of data using the Microsoft
Suite of Office Products, reduction in maintenance costs, and increased
accessibility to data, via a web interface and a standard Oracle
Relational Database Management System. This will enable APRA to provide
a more seamless interface with the Sentinel system. Re-hosting BAOA via
a web-based interface will allow implementation of backlogged change
requests and result in improved data accuracy, facilitate the
standardization of data, reduce maintenance costs, fulfill
federally-mandated reporting requirements, and eliminate dependence on
obsolete technology.

Additionally, re-engineering the CPUIMS application on a web-based
system and extending invoice processing into field offices will reduce
the payment cycle for commercial invoices. This will result in fewer
late payment penalties while aligning CPUIMS with the FBI's Enterprise
Architecture. Re-hosting VMA will bring the system in line with the
FBI's Enterprise Services Oriented Architecture, improve accuracy of VMA
data, facilitate data entry, provide simultaneous updates to the
Property Management Application, and fulfill additional data tracking
requirements required by the A-76 study conducted in 2003.

Impact on Performance (Relationship of Increase to Strategic Goals)

The requested resources directly support DOJ Strategic Goal 1, "Prevent
Terrorism and Promote the Nation's Security," DOJ Strategic Goal 2
"Enforce Federal Criminal Laws," and DOJ Strategic Goal 3 "Assist State,
Local, and Tribal Efforts to Prevent or Reduce Crime and Violence." This
program provides information technology support to all of the FBI's
programs and personnel. Without the proper information technology
maintenance, FBI personnel will be unable to support the DOJ Strategic
Goals efficiently and effectively.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 9%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>6</td>
<td>…</td>
<td>6</td>
<td>$6,036</td>
<td>6</td>
<td>…</td>
<td>6</td>
<td>$6,049</td>
<td>6</td>
<td>…</td>
<td>6</td>
<td>$6,062</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------------------+---------------+--------+------------+
| Non-Personnel Item            | Unit Cost     | Qu     | FY 2008    |
|                               |               | antity |            |
|                               | (\$000)       |        | Request    |
|                               |               |        |            |
|                               |               |        | (\$000)    |
+-------------------------------+---------------+--------+------------+
| Desktops, Laptops, and        | n/a           | n/a    | \$8,001    |
| Servers Software Support      |               |        |            |
+-------------------------------+---------------+--------+------------+
| Network Upgrades              | n/a           | n/a    | 100        |
+-------------------------------+---------------+--------+------------+
| EMS Upgrades                  | n/a           | n/a    | 800        |
+-------------------------------+---------------+--------+------------+
| Automated Call Data (ACD)     | n/a           | n/a    | 99         |
+-------------------------------+---------------+--------+------------+
| NetIQ                         | n/a           | n/a    | 150        |
+-------------------------------+---------------+--------+------------+
| Legacy Application Re-hosting | n/a           | n/a    | 850        |
+-------------------------------+---------------+--------+------------+
| Total Non-Personnel           | n/a           | n/a    | \$10,000   |
+-------------------------------+---------------+--------+------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | 6   | ...  | 6   | \$734    | \$5,328  | \$6,062      |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | 10,000   | 10,000       |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | 6   | ...  | 6   | \$734    | \$15,328 | \$16,062     |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

**Item Name: [Digital Collection System (DCS-5000)]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.3

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [14]{.underline} Agt [...]{.underline} FTE
[7]{.underline} Dollars [\$10,297,000 (\$7,035,000
non-personnel)]{.underline}

Description of Item

The FBI requests 14 positions and \$7,035,000 in non-personnel funding
for digital collection capabilities. The Digital Collection Project
(DCP) provides the FBI with essential capabilities to meet its
priorities in protecting the United States from terrorist attack,
foreign intelligence operations, and espionage. To meet these
challenges, DCP endeavors to:

-   provide technical solutions for immediate access to and
    dissemination of information collected through Foreign Intelligence
    Surveillance Court (FISC) authorized data and telecommunications
    intercepts;

-   provide an improved technical support environment for federal,
    state, and local law enforcement; and

-   effectively coordinate with FBI field managers, the FBI's
    Counterintelligence Division (CD), and the FBI's Counterterrorism
    Division (CTD) in identifying capabilities and in delivering
    technology and expertise to address operational challenges.

The DCP is the FBI\'s singular system that collects telephone,
microphone, and facsimile evidence and intelligence through the
development and deployment of communications interception techniques and
systems. Digital Collection facilitates and supports Foreign
Intelligence Surveillance Act (FISA) efforts. The requested enhancement
of 14 positions and \$7,035,000 in non-personnel funding (\$3,850,000
for equipment and \$3,185,000 for professional services) will enhance
the FBI's capacity to provide capabilities that enable the FBI to
accomplish its audio and data collection in the furtherance of its
foreign counterintelligence (FCI) and counterterrorism (CT)
responsibilities. These essential resources will also provide
replacement equipment for inoperable systems and component replacements
for obsolete equipment.

Justification

The DCP supports the FBI and DOJ Strategic Plans for foreign
intelligence and terrorism activities that directly threaten the
national or economic security of the United States. This program
provides the FBI with the means to collect evidence and intelligence
through the acquisition, deployment, and support of communications
interception techniques and systems to facilitate and support national
security, domestic counterterrorism, and criminal investigative efforts.
Systems provided through this program consist of multi-source digital
(and analog) communications information for intelligence gathering and
investigations.

The continued deployment of advanced digital collection systems
represents a significant and critical factor in collection technology.
This requires knowledgeable staff for installation, training, and
maintenance as well as provision of a new generation of collection
systems to collect information in the most efficient manner. These
collection systems will be required to interface with the Electronic
Surveillance Database Management System (EDMS) to maintain current
capabilities until their replacement. Lessons learned during the
development of systems using FBI-specific requirements and purchasing
commercially available systems have identified gaps in critical
knowledge needed for full life cycle acquisitions. The nonpersonnel
enhancement will be used for systems and equipment purchases
(\$3,850,000), system upgrades and installation (\$385,000), and service
maintenance agreements (\$2,800,000).

The required personnel will:

-   improve the FBI\'s collection and processing capability through the
    deployment of digital collection systems that provide innovative,
    cost-effective mission support to field offices

-   guarantee quality technical support to field offices

-   provide continuous digital collection in the event of catastrophic
    failure of individual systems

-   deploy a digital collection infrastructure to which EDMS is
    compatible and complementary

-   ensure continuous assessment of field office requirements and
    provide a mechanism for feedback and the establishment of standard
    operating procedures

-   plan for and respond to emerging technologies

Please see classified addendum for more information on this request.

Impact on Performance (Relationship of Increase to Strategic Goals)

Failure to obtain the requested resources will result in a heavy
reliance on under-funded contractor support. It will also overtax
current FBI capabilities and could cause delays in regularly scheduled
deployments and upgrades. Without the requested positions, the FBI will
be unable to ensure consistent and adequate support to the FBI's digital
collection capability.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-1" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-1" class="heading">FY 2007
Estimate </p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-1" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-1" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>8</td>
<td>1</td>
<td>8</td>
<td>$19,161</td>
<td>8</td>
<td>1</td>
<td>8</td>
<td>$19,178</td>
<td>8</td>
<td>1</td>
<td>8</td>
<td>$19,194</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+------------------+-----------------+------------+-------------------+
| Type of Position | Modular Cost    | Number of  | FY 2008           |
|                  |                 |            |                   |
|                  | per Position    | Positions  | Request (\$000)   |
|                  | (\$000)         |            |                   |
|                  |                 | Requested  |                   |
+------------------+-----------------+------------+-------------------+
| Electronics      | \$233           | 14         | \$3,262           |
| Technician       |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Total Personnel  |                 | 14         | \$3,262           |
+------------------+-----------------+------------+-------------------+

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Equipment         | n/a           | n/a         | \$3,850           |
+-------------------+---------------+-------------+-------------------+
| Professional      | n/a           | n/a         | 3,185             |
| Services          |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$7,035           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 8   | 1    | 8   | \$975    | \       | \$19,194     |
| Services  |     |      |     |          | $18,219 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 14  | ...  | 7   | 3,262    | 7,035   | 10,297       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 22  | 1    | 15  | \$4,237  | \       | \$29,491     |
| Total     |     |      |     |          | $25,254 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Tactical Operations Support Center]{.underline}**

Budget Decision Unit(s):
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 2.3

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [13]{.underline} Agt [6]{.underline}­ FTE
[7]{.underline} Dollars [\$4,956,000 (\$2,442,000
non-personnel)]{.underline}

Description of Item

The FBI requires an increase of 13 positions (6 agents), and \$4,956,000
(\$2,442,000 nonpersonnel) to address increasing demand for the use of
the covert entry/search technique in support of the FBI's
intelligence/evidence collection requirements.

The TOSC reflects the seamless integration of five units, each of which
are responsible for functional areas associated with the execution of
the covert entry/search technique. Each TOSC Unit is organized,
structured, and staffed identically with only minor variations based on
workload and nuances of specialty area. In this regard, each TOSC Unit
is staffed with Agent personnel that conduct the actual surreptitious
entry and search operations, as well as identify and advocate for the
technical capabilities, tools, and systems required to address obstacles
being encountered during operations. The support personnel provide
technical support in the research, development, engineering, training,
and procurement of technical tools needed by the agent personnel to
detect, identify, and defeat/bypass the security and countermeasure
systems.

Justification

Historically, and with even greater emphasis after the events of
September 11, 2001, the covert entry/search technique has proven to be a
valuable tool in addressing the intelligence/evidence collection
requirements associated with the FBI's operational priorities. As the
TOSC's workload emanates from field office requirements for access to
denied spaces, the refocusing of FBI operational priorities and the new
emphasis placed on intelligence-based activities that occurred
subsequent to the events of 9/11 has resulted in a dramatic increase in
the TOSC's operational caseload. This new emphasis has resulted in
significant changes in how the TOSC goes about carrying out its
responsibilities. For example, the number of National Security cases
supported have increased by 155% from FY 2001 to FY 2006 and represented
the overwhelming majority of cases supported (88%) in FY 2006.

This distribution reflects the continuation of an upward trend first
witnessed after the events of 9/11, and is consistent with the emphasis
that the FBI Director has placed on preventing terrorist attacks and
hostile intelligence collection activities targeting US interests. This
growth in caseload is a significant issue driving the need for
additional resources as covert entry/search operations executed on
behalf of these programs often represent the most challenging and
difficult endeavors addressed by the TOSC. The above caseload trends are
depicted in the following charts.

![](media/image18.wmf){width="6.0in" height="4.07992125984252in"}

![](media/image19.wmf){width="5.997916666666667in" height="3.625in"}

The execution of covert entry/search operations usually requires the
TOSC to physically deploy a team of approximately 11 agent personnel
full time over a period of time (usually at least 3 days) to the target
location. During FY 2006, TOSC operational SSAs spent an average of 97
days on travel status, which accounts for approximately 39% of a 251-day
work year, and supported cases originating in 41 of the 56 field
divisions. This level of travel per agent can negatively affect the
TOSC's capacity to adequately prepare and execute entry/search
operations.

In addition to the challenges emanating from its burgeoning operational
caseload, the TOSC also faces challenges that emanate from the
convergence of technology within the security industry. Traditional
lines of separation (alarms, locks, safes, access controls, biometrics,
video, etc.) within the industry have blurred with manufacturers
integrating security functions and features. TOSC tools that in the past
addressed a specific obstacle or technology must now be significantly
changed to integrate new capabilities to remain viable.

In view of the preceding, an increase of 13 positions (six agents), and
\$4,956,000 (\$2,442,000 nonpersonnel) is requested to address the
increasing demand for the use of the covert entry/search technique in
support of the FBI's intelligence/evidence collection requirements. The
requested increase of six agents is directly derived from the projected
increase in the operational workload and the need to enhance the TOSC\'s
capacity to support investigations through the execution of safe,
covert, and successful entry and search operations at any targeted
location. Receipt of the six agents requested would allow TOSC agents to
dedicate more time toward the planning and preparation for individual
operations.

The seven support positions requested are required to enhance the TOSC's
capacity to conduct the engineering and operational support activities
required to ensure the continued ability to use the covert entry/search
technique to address operational requirements for access to denied
spaces. The seven support positions are needed to enhance the TOSC's
capacity to address the myriad engineering, maintenance, logistical
management, and operational support tasks inherent with the utilization
of the covert entry/search technique. TOSC is requesting two Electronics
Engineers, three Electronics Technicians, and two Management and Program
Analysts.

An increase of \$2,442,000 in services funding is required to ensure
that the tools available to the operational teams stay in lock step with
the security countermeasures capabilities that are currently being used
by our targets as well as the myriad of security capabilities that are
now flooding the US marketplace. The successful execution of the
surreptitious entry/search operations is dependent on continued
aggressive applied scientific and engineering efforts directed at the
emerging technologies in the security and countermeasures industries.
The requested increase in nonpersonnel funding would enhance TOSC's
capacity to take a proactive approach to identifying the technologies
emerging in the marketplace, as well as conduct the research and
development necessary to produce the tools necessary to detect and
defeat them.

Please see classified addendum for more information on this request.

Impact on Performance (Relationship of Increase to Strategic Goals)

The capabilities provided by the TOSC are consistent with Objective 2.2
of the National Security Branch's (NSB) Strategic Direction, which calls
for developing "human source, technical and other collection
capabilities that close knowledge gaps and meets national intelligence
priorities and investigative needs." The requested
resources/enhancements for FY 2008 are designed to ensure that TOSC
capabilities keep pace with advances in technology in the security and
countermeasures arenas. The enhancements would also support TOSC\'s
effort to take a proactive approach to both identify the technologies
emerging in the marketplace and to conduct the R&D necessary to produce
the tools adequately sophisticated enough to detect and defeat them. The
enhancements would allow the TOSC to continue to address the increased
operational workload, and would enable the TOSC to continue to respond
to 100 percent of requests for surreptitious entry and search
operations, while maintaining at least a 90 percent success rate in the
conduct of tactical operations. This increase in operational capacity
would, in turn, enable the TOSC to enhance its ability to assist field
divisions in addressing intelligence/evidence collection requirements
associated with the FBI's operational priorities.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-2" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-2" class="heading">FY 2007
Estimate </p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-2" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-2" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>45</td>
<td>18</td>
<td>45</td>
<td>$16,839</td>
<td>45</td>
<td>18</td>
<td>45</td>
<td>$16,947</td>
<td>45</td>
<td>18</td>
<td>45</td>
<td>$17,037</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+------------------+-----------------+------------+-------------------+
| Type of Position | Modular Cost    | Number of  | FY 2008           |
|                  |                 |            |                   |
|                  | per Position    | Positions  | Request (\$000)   |
|                  | (\$000)         |            |                   |
|                  |                 | Requested  |                   |
+------------------+-----------------+------------+-------------------+
| Special Agent    | \$203           | 6          | \$1,219           |
+------------------+-----------------+------------+-------------------+
| Electronics      | 221             | 2          | 443               |
| Engineer         |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Electronics      | 233             | 3          | 699               |
| Technician       |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Professional     | 77              | 2          | 153               |
| Support          |                 |            |                   |
+------------------+-----------------+------------+-------------------+
| Total Personnel  |                 | 13         | \$2,514           |
+------------------+-----------------+------------+-------------------+

Non-Personnel Increase Cost Summary

+-----------------------------+-----------+-----------+----------------+
| Non-Personnel Item          | Unit Cost | Quantity  | FY 2008        |
|                             |           |           |                |
|                             |           |           | Request        |
|                             |           |           | (\$000)        |
+-----------------------------+-----------+-----------+----------------+
| Research & Development      | n/a       | n/a       | \$2,442        |
| Services                    |           |           |                |
+-----------------------------+-----------+-----------+----------------+
| Total Non-Personnel         |           |           | \$2,442        |
+-----------------------------+-----------+-----------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 45  | 18   | 45  | \$6,165  | \       | \$17,037     |
| Services  |     |      |     |          | $10,872 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 13  | 6    | 7   | 2,514    | 2,442   | 4,956        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 58  | 24   | 52  | \$8,679  | \       | \$21,993     |
| Total     |     |      |     |          | $13,314 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Prevention of Information Technology ]{.underline}**

**[Obsolescence]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Information Technology Operations]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [...]{.underline}

Dollars [\$5,000,000 (all non-personnel )]{.underline}

Description of Item

The FBI requests \$5,000,000 in non-personnel funding to prevent the
obsolescence of its information technology (IT) infrastructure. The
request specifically provides funding for:

-   Refreshment of the FBI's Desktops, Laptops, Servers and Printers,
    and

-   Copier Device maintenance and replacement.

Justification

*Desktops, Laptops, Servers, and Printers - \$4,000,000 (all
non-personnel)*

The current funding available for prevention of IT obsolescence was
designed to replace 33% of the original Trilogy hardware on an annual
basis. The original hardware included 28,000 desktops; 350 servers;
2,100 printers; and the new Fast Ethernet network. However, the FBI has
experienced extensive new IT growth in FBINet, UNet , SCION, and other
smaller, yet hardware intensive, enclaves/programs. The FBI currently
has over 60,000 desktops; 27,000 laptops; 21,000 printers; and over
2,600 servers.

The FBI requires additional funding to refresh and upgrade its IT
components. With additional funding, the FBI will minimize obsolescence
and hardware failures, and maintain a level of readiness needed for the
enterprise to accomplish the mission.

The FBI has implemented a systematic and orderly replacement program.
The planned 20 percent per year replacement schedule fits well within a
7 year budgetary formulation guideline for planning and allows for a
systematic approach to IT asset management. Equipment for non-critical
tasks will be recycled and re-used for the FBI's Sensitive but
Unclassified system. The current 6 -- 10 percent enterprise-wide
replacement of IT components will render many machines useless as the
newer software and operating systems cease to operate on the older
hardware.

The intent of this program is to initiate a standard IT infrastructure
base that addresses all IT hardware requirements to include Network
Hardware for the FBINet and UNet. Additionally, the FBI will establish a
systematic approach to refresh the in-service equipment of the enclaves
at a rate dependent on available funding. Given the current projected FY
2008 funding, this will refresh 10 percent of the desktops with required
licensing to reuse the refreshed equipment per year. The FBI's goal is
to refresh networks at 30 percent and servers, printers and scanners at
15 percent of the total enterprise. If approved, this enhancement
request will assist the FBI in beginning to reach those goals.

Future requirements will incorporate the SCION enclave as well as
additional FBI specialized networks, providing a completely centralized
IT refreshment approach of critical FBI IT infrastructure assets. This
phased approach prevents total operational dependency on this investment
until maturity and supplier stability is reached, a concern of
management that reduces risk to FBI's daily operations.

*Copier Device Management - \$1,000,000 (all non-personnel)*

The Copier Device Management Program directs the policy for the use of
copiers in the FBI; the acquisition process to acquire new copiers; the
maintenance and support contracts for the FBI's 2,700 copiers; and the
planning and scheduling of replacing out-of-date copiers based on DOJ
guidelines. Annually, the program manages and funds copier services for
all headquarters divisions, and monitors the use of copiers across the
enterprise. It also provides funds to maintain and repair copiers at all
field and Legal Attaché locations, within the limits of annual funding.
The FBI's goal is to refresh copiers at 20 percent each year.

The FBI requests funds for the replacement of old copiers and for
maintenance contracts to maintain new and old devices. Maintenance costs
have increased 40 percent over the last 2 years due to repairs for older
equipment. The enhancement request for copier funds reflects a required
adjustment to catch up and replace all six to eight-year old copiers in
service, and thereby maintain or reduce the maintenance costs across the
enterprise.

Copiers are scheduled to replace many printers in the future, reducing
per copy costs across the enterprise. Implementation of this process
will reduce the cost of supplies and materials required in older model
printers, resulting in an overall cost avoidance to the FBI as the
current growth continues.

The Copier Device Management Program is critical because the FBI is
still largely a paper-based organization. While the FBI does have
electronic records for historical reference and data collections, it
still operates with paper documents, original signatures, and a standing
requirement to copy case materials and communications into a paper form
when dealing with local and US Attorney partners. For that reason, all
divisions, with an emphasis on field offices, are dependent on their
copiers to accomplish their mission tasks.

[Impact on Performance (Relationship of Increase to Strategic
Goals)]{.underline}

The requested resources directly support DOJ Strategic Goal 1 "Prevent
Terrorism and Promote the Nation's Security," DOJ Strategic Goal 2
"Enforce Federal Criminal Laws," and DOJ Strategic Goal 3 "Assist State,
Local, and Tribal Efforts to Prevent or Reduce Crime and Violence." This
program provides information technology support to all of the FBI's
programs and personnel. Without the proper information technology
upgrades, FBI personnel will be unable to support the DOJ Strategic
Goals efficiently and effectively.

The FBI will employ industry standards with regard to the prevention of
technical obsolescence of its critical IT infrastructure by upgrading
its infrastructure. Further, this initiative prevents the FBI's IT
infrastructure from decreasing the capabilities of the FBI's mission
collaborators (Federal, state, local, and tribal entities) in the areas
of intelligence, counterterrorism, and law enforcement. Sustaining this
primary asset of the FBI's operations prevents degradation of the
services the FBI provides.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 9%" />
<col style="width: 11%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 10%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-3" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-3" class="heading">FY 2007
Estimate</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-current-services"
class="heading">FY 2008 President’s Budget Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>6</td>
<td>…</td>
<td>6</td>
<td>$19,504</td>
<td>6</td>
<td>…</td>
<td>6</td>
<td>$19,517</td>
<td>6</td>
<td>…</td>
<td>6</td>
<td>$19,530</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+------------------------------+-----------+----------+---------------+
| Non-Personnel Item           | Unit Cost | Quantity | FY 2008       |
|                              |           |          | Request       |
|                              | (\$000)   |          |               |
|                              |           |          | (\$000)       |
+------------------------------+-----------+----------+---------------+
| Desktops, Laptops, Servers & | n/a       | n/a      | \$4,000       |
| Printers                     |           |          |               |
+------------------------------+-----------+----------+---------------+
| Copier Device Management     | n/a       | n/a      | 1,000         |
+------------------------------+-----------+----------+---------------+
| Total Non-Personnel          | n/a       | n/a      | \$5,000       |
+------------------------------+-----------+----------+---------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 6   | ...  | 6   | \$734    | \       | \$19,530     |
| Services  |     |      |     |          | $18,796 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | ...      | 5,000   | 5,000        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 6   | ...  | 6   | \$734    | \       | \$24,530     |
| Total     |     |      |     |          | $23,796 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Render Safe Mission]{.underline}**

Budget Decision Unit(s): [Counterterrorism/Counterintelligence
and]{.underline}

[Criminal Enterprises and Federal Crimes]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3

Organizational Program: [Critical Incident Response]{.underline}

Program Increase: Positions [\_9\_]{.underline} Agt \_[3]{.underline} ­
FTE [\_5\_]{.underline} Dollars

[\$11,047,000 (\$9,857,000 non-personnel)]{.underline}

Description of Item

The FBI requests nine positions and \$11,047,000 (\$9,857,000
non-personnel) for the Render Safe Mission (RSM). This RSM request
addresses the White House directive giving the FBI the mission to
respond to devices involving Weapons of Mass Destruction (WMD) within
the United States and its territories. In 1999 the FBI, with its primary
responsibility for counterterrorism, was directed to staff, equip, and
train WMD response teams in order to increase the United States
Government's capability to respond to WMD devices. The FBI continued the
establishment and development of technical response teams with the
capability to respond to WMD devices, known as "Incident Response
Readiness" (IRR), which became the basis for the FBI's Hazardous Devices
Response Unit (HDRU).

The initial requirement for the FBI was met in April 2005 with the
assumption of the National Capital Region (NCR) mission. Follow-on
requirements, directed by the Administration, require the FBI to be
prepared to deploy render safe assets nationwide to include the support
of designated National Special Security Events (NSSE). Thus, on a daily
basis, the FBI must be prepared to respond to multiple simultaneous
events. This requirement expands further during the conduct of an NSSE.
To meet this task, the FBI created technical teams (housed in HDRU) to
address these requirements.

The complete development of a robust response for the directed
contingencies requires the FBI to develop the command and control
capability necessary to support deployments and to provide the FBI and
United States government leaders with the information required to make
time-critical decisions. To accomplish this, the FBI\'s National Asset
Response Unit (NARU) was stood up in April 2005 to provide a dedicated
staff to the National Asset Commander (NAC) (a member of FBI executive
leadership, usually the Special Agent in Charge of the Critical Incident
Response Group (CIRG), allowing the NAC to command and control actions
at the incident site and relay critical information back to the
Department of Justice (DOJ), FBI and national leadership.

The current NARU-funded staffing level provides the minimum acceptable
staffing level to allow the FBI to assume the NCR mission but not the
expanded domestic mission. NARU must increase its funded staffing level
to develop the necessary support infrastructure to meet National mission
requirements. In addition, NARU is currently authorized to hire 10
personnel to serve as a Hazardous Materials Response Team (HMRT) to
stand up an initial capability in support of the RSM to respond to WMD
threats or the actual use of WMD involving a chemical, biological,
radiological, or nuclear (CBRN) device.

Justification

*National Asset Response Unit (NARU) -- 9 positions (3 agent) and
\$6,997,000 (\$5,807,000 non-personnel)*

[NARU Personnel -- 9 positions (3 agent) and \$1,190,000 (all
personnel)]{.underline}

Three agents are requested to serve as Special Mission Planners (SMP).
SMPs must possess the operational expertise and experience to organize
specific assets, develop courses of action, and tailor crisis plans to
optimize the probability of success. These individuals would serve the
NAC and monitor event execution checklists, assist in coordination with
local field offices, supporting Department of Defense (DoD) assets,
answer the requirements of the FBI\'s Strategic Information and
Operations Center (SIOC), and complete other tasks as assigned by the
NAC. When not operationally deployed, these individuals would formulate
and coordinate FBI activities to ensure seamless integration in daily
preparedness training, operations and mission planning. The SMPs would
also formulate and coordinate all planning activities for future events,
including policy development, conduct required individual
training/certification, maintain liaison with other government agencies,
and attend exercise development meetings.

Five physical security specialists are requested to assist HDRU
personnel in conducting downrange radiological surveys of incident sites
and process relayed information to determine dose rate, contamination
levels, stay times, and isotopes present. These personnel would complete
the packaging of identified devices, screen all personnel and equipment
through the hotline, and accompany packages to final disposition sites.
These additional positions would provide the personnel required to allow
for a rotation between on-call (deployment), training (initial and
recertification requirements), and leave status.

One logistics management specialist is requested to manage the
acquisition, transportation, maintenance, and monitoring of high cost,
specialized equipment for the NARU. The NARU equipment program involves
the purchase and tracking of high dollar, sensitive equipment and
systems. It is expected that on-hand equipment inventory value will soon
exceed \$12,000,000. The NARU maintains approximately 2,000 pieces of
equipment, including seven fully equipped command and control response
vehicles used for operational deployments (including NSSEs) and training
purposes. This equipment includes sensitive COMSEC equipment. All of
this equipment must be continually inspected, calibrated, transported or
shipped, returned/received, audited and inventoried.

[Communications (\$2,993,000)]{.underline} -- The ability to have
dedicated and reliable communications is critical to conducting command
and control operations. NARU personnel are tasked with providing remote,
redundant, secure voice (Secret and Top Secret) and data communications
from the incident site to multiple sites including the FBI\'s SIOC, the
White House Situation Room, the DOJ Command Post, and the Department of
Energy's (DOE) National Laboratory complex. This requires the use of
satellite communications equipment and dedicated commercial satellite
transponders. Completion of the development of three communications
packages, one for each contingency -- NCR, deliberate deployment, and
NSSE -- requires an additional \$1,275,000 for equipment purchase. This
cost would recur to maintain and update the four sets of sophisticated
ground and air deployable systems and keep them compatible with the
supporting interagency systems. An additional \$1,538,000 in annual
satellite services and \$180,000 in communications supplies and tactical
fiber are also required to maintain the communications lynchpin. These
resources are critical, as there are no other means of passing the
time-sensitive and vital information to personnel at/from the
above-cited locations and entities.

[Exercises and Deployments (\$1,329,000)]{.underline} -- Exercise funds
would allow for the planning and execution of one full scale interagency
exercise (deliberate deployment) per year. This exercise will build on
additional training provided to the federal, state, and local
responders. Exercises provide an invaluable forum for mission rehearsals
and would familiarize FBI field office crisis management teams and state
and local responders with the WMD National Response Plan and protocols,
as directed by the National Security Council (NSC). Estimated exercise
costs, broken out below, include contract air, military airlift
reimbursement, meals and incidentals.

-   Military Fixed Wing Air Reimbursement: \$993,000

-   Travel Commercial Cargo: \$143,000

-   Travel: \$100,000

-   Military Rotary Wing Air Reimbursement: \$50,000

-   Full Scale Exercise Training Aide: \$43,000

[Training (\$475,000)]{.underline} -- NARU consists of selected agent
and support personnel who receive extensive, specialized, and classified
training in order to support HDRU in analyzing and disarming WMD threat
devices. These personnel receive their training from a number of sources
including HazMat trainers, the DOE's National Laboratory complex, and
the United States Army Medical Research Facility for Infectious
Diseases. The training information is perishable and changing, and
HazMat certification requirements must be met. This funding would
support training for personnel currently assigned to NARU and other
personnel as necessary.

[Interagency Tool (\$425,000)]{.underline} -- All agencies with render
safe responsibilities must be kept aware of fast-moving events to allow
for timely support and concurrent and reactive planning, such as
consequence management. This requires near real time situational
awareness by the supporting agencies. Interagency situational awareness
is provided through a SIPRnet-based interagency collaboration tool
called Information Work Space. This software is currently an operational
prototype and requires software upgrades as well as user training to
maintain its effectiveness; funding is requested to continue its
development. This cost is based on continued support for modification
(\$375,000) and user training (\$50,000).

[Enhanced HMRT (\$246,000)]{.underline} -- NARU's enhanced HMRT provides
dedicated personnel to support HDRU and NARU in the mitigation of CBRN
devices involving WMDs. The NARU enhanced HMRT is an enhanced
headquarters element which requires additional equipment which is not
currently funded through other channels.

[Response Vehicles (\$169,000)]{.underline} -- Funding is requested to
upgrade existing vehicles to all weather four wheel drive vehicles
capable of pulling a trailer, at a cost of \$12,000 per vehicle, and to
provide for the installation of emergency response equipment such as
lights, sirens, radio systems and specialized tactical communications
systems (\$5,000 per vehicle). Additional gas (\$931 per vehicle) and
maintenance (\$847 per vehicle), above and beyond what is provided in
the FBI\'s personnel cost module is also required, due to the type of
vehicle being requested.

[Individual Deployment Gear (\$90,000)]{.underline} -- Providing
individual deployment gear and equipment costs \$10,000 per individual;
this funding would outfit the personnel requested, as funding for gear
of this type is not included in the FBI\'s personnel cost module. This
gear would best equip personnel to respond to deployments in any
environment, from extreme cold to desert conditions. It consists of
all-weather deployment equipment and contingency items (\$7,000 per
person) and personal protective equipment (\$3,000 per person for a
protective mask, clothing, and boots).

[FBI Field Office Training (\$50,000)]{.underline} -- As part of the
newly assumed RSM, the FBI must educate field office personnel on the
roles, responsibilities and expectations of the state and local first
responders and local field offices, including familiarizing field
offices with the WMD National Response Plan and protocols. This would be
accomplished through a series of training seminars and exercises. The
first step in the training process is to train local field offices. NARU
would accomplish this by conducting two regional training
seminars/exercises for the field offices annually. Costs for regional
field office training are estimated at \$25,000 each annually and
include airfare, lodging, meals and incidentals for the participants.
Costs were estimated based upon historic information gathered from other
FBI entities. All FBI field offices would require this training. The
order in which offices receive this training would be based on threat
assessments.

[Operational Supplies (\$30,000)]{.underline} -- While technical
requirements make up a majority of the render safe response, NARU staff
and the NAC cannot operate without appropriate supplies. Many of the
items used by the NARU are expendables which cannot be recovered and
must be replenished. For example, items such as the 256 kb flash drive
are used to move technical information from the working point to the DOE
scientists. Once items taken from the flash drives enter the DOE
computer they are no longer allowed to be used in FBI computers due to
security restrictions. This request is based on the provision of \$2,500
each month for operational supplies.

*Hazardous Devices Response Unit (HDRU) - \$4,050,000 (all
non-personnel)*

[HDRU Equipment (\$1,600,000)]{.underline} -- Funding is necessary to
equip the existing teams with improved tools and technologies. New
systems for both precision aiming and isotopic identification are needed
to provide greater accuracy and improved deployment capability.
Precision aim systems consist of sophisticated measurement and survey
equipment with integrated data collection and analysis capabilities to
accurately target bomb components for disablement. Four sets are
requested (one per team) at a total cost of \$1,000,000.

Next generation isotopic identification instruments provide
high-resolution accurate analysis and identification of nuclear and
radiological material. Identification of the threat material is an
essential aspect of the diagnostic phase of the operation, permitting
the technical team to make render safe and disposition decisions based
on the known material. Current instruments are limited in operational
employment due to size, weight, and maintenance requirements; improved
technology developed by DOE would be available in FY 2008. Eight
instruments are requested (two per team) at a total cost of \$600,000.

[HDRU Supplies (\$650,000)]{.underline} -- Funding is requested to
replace explosive shape charges. This funding would allow the teams to
set up and use the types of specialty charges against realistic training
aids to validate procedures and exercise technical skills.

[HDRU Training (\$1,800,000)]{.underline} -- HDRU consists of selected
agent and support personnel who have received extensive, specialized,
and classified training in order to analyze and disarm any WMD threat
device. These technicians receive their training from a number of
sources including electronics experts, HazMat trainers, and courses
conducted through the DOE's National Laboratory complex. Increased
demand and complexity of the types of training necessary for these
technicians to maintain existing skills as well as preparing for new
threats has tripled training costs since the base was established in FY
2002. Therefore, an increase in funding for technical training is
requested. A breakout of this request is below:

-   [\$1,200,000 for IND Training Devices:]{.underline} This would fund
    the design and construction of four high-fidelity training aids by
    the DOE National Nuclear Weapons Laboratories for use by FBI
    technical response teams (two devices each for the four technical
    teams). These devices are necessary for the continued development
    and maintenance of the specialized skills and techniques necessary
    to defuse an improvised nuclear device.

-   [\$600,000 for DOE Technical Training:]{.underline} This funding
    will provide for two additional classified technical courses
    relating to Improvised Nuclear Device (IND) design and disassembly
    based on new technical intelligence. The cost for two courses each
    for four existing technical teams is estimated (from DOE training
    providers) at \$75,000 for each course.

Impact on Performance (Relationship of Increase to Strategic Goals)

These resources are directly related to the Department of Justice (DOJ)
Strategic Goal 1, "Prevent Terrorism and Promote the Nation's Security."
Without the additional personnel and non-personnel funding, the FBI
would be constrained in its ability to meet the established mission
response requirements. Due to the devastating effects that failure of
the RSM would bring, there is no room for error.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>57</td>
<td>45</td>
<td>29</td>
<td>$15,682</td>
<td>71</td>
<td>45</td>
<td>67</td>
<td>$25,355</td>
<td>71</td>
<td>45</td>
<td>71</td>
<td>$25,516</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Modular Cost    | Number of   | FY 2008           |
| Position        |                 |             |                   |
|                 | per Position    | Positions   | Request (\$000)   |
|                 | (\$000)         |             |                   |
|                 |                 | Requested   |                   |
+-----------------+-----------------+-------------+-------------------+
| HQ Special      | \$203           | 3           | \$610             |
| Agent           |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Logistics       | \$77            | 1           | \$77              |
| Management      |                 |             |                   |
| Specialist      |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Physical        | \$101           | 5           | \$504             |
| Security        |                 |             |                   |
| Specialist      |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | 9           | \$1,190           |
+-----------------+-----------------+-------------+-------------------+

Non-Personnel Increase Cost Summary

+-----------------+----------------+-----------------+----------------+
| Non-Personnel   | Unit Cost      | Quantity        | FY 2008        |
| Item            |                |                 | Request        |
|                 |                |                 |                |
|                 |                |                 | (\$000)        |
+-----------------+----------------+-----------------+----------------+
| **[National     |                |                 |                |
| Asset Response  |                |                 |                |
| Unit            |                |                 |                |
| ]{.underline}** |                |                 |                |
+-----------------+----------------+-----------------+----------------+
| Deployment Gear | \$10,000       | 9               | \$90           |
+-----------------+----------------+-----------------+----------------+
| Vehicles        | 18,778         | 9               | 169            |
+-----------------+----------------+-----------------+----------------+
| Training        | n/a            | n/a             | 475            |
+-----------------+----------------+-----------------+----------------+
| Communications  | n/a            | n/a             | 2,993          |
+-----------------+----------------+-----------------+----------------+
| Interagency     | n/a            | n/a             | 425            |
| Tool            |                |                 |                |
+-----------------+----------------+-----------------+----------------+
| Operational     | n/a            | n/a             | 30             |
| Supplies        |                |                 |                |
+-----------------+----------------+-----------------+----------------+
| Training        | n/a            | n/a             | 50             |
+-----------------+----------------+-----------------+----------------+
| Exercises       | n/a            | n/a             | 1,329          |
+-----------------+----------------+-----------------+----------------+
| Enhanced HMRT   | n/a            | n/a             | 246            |
+-----------------+----------------+-----------------+----------------+
| **[Hazardous    |                |                 |                |
| Devices         |                |                 |                |
| Response        |                |                 |                |
| Unit            |                |                 |                |
| ]{.underline}** |                |                 |                |
+-----------------+----------------+-----------------+----------------+
| Equipment       | n/a            | n/a             | 1,600          |
+-----------------+----------------+-----------------+----------------+
| Supplies        | n/a            | n/a             | 650            |
+-----------------+----------------+-----------------+----------------+
| Training        | n/a            | n/a             | 1,800          |
+-----------------+----------------+-----------------+----------------+
| Total           | n/a            | n/a             | \$9,857        |
| Non-Personnel   |                |                 |                |
+-----------------+----------------+-----------------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 71  | 45   | 71  | \$10,911 | \       | \$25,516     |
| Services  |     |      |     |          | $14,605 |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | 9   | 3    | 5   | 1,190    | 9,857   | 11,047       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 80  | 48   | 76  | 12,101   | \       | \$36,563     |
| Total     |     |      |     |          | $24,462 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Central Records Complex]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Records Management]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars

[\$4,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$4,000,000 in non-personnel funding to pay General
Services Administration (GSA) lease requirements for the construction of
the permanent Central Records Complex (CRC), planned to break ground in
FY 2008.

Justification

The effective creation, maintenance, use, and dissemination of records
is critical to the FBI's operations. The FBI reestablished the Records
Management Division (RMD) in 2002 to ensure executive direction and
oversight over all records policy and functions, consolidating all
records operations to ensure consistency, thoroughness, and
accountability. Sound records management and document accountability are
at the heart of the FBI's ability to support investigations,
prosecutions, and intelligence sharing within the law enforcement and
intelligence communities. In addition, federal agencies must meet the
National Archives and Records Administration's revised Records Storage
Facilities Standards by the end of 2009. No current FBI facilities meet
these standards; the CRC will be built to these standards.

*Previous Funding*

In FY 2004, the FBI received an appropriation of \$10,000,000
(\$9,648,000 after rescissions) for records management activities. The
FBI hired a consultant to conduct an independent feasibility study for a
CRC in Winchester, Virginia. The CRC will house all records management
activities, giving the FBI the security, equipment, and space required
to manage all of its records at one location.

Congress provided the FBI \$9,000,000 (\$8,879,440 after rescissions) in
FY 2005 to lease an interim facility in Frederick County, Virginia. This
funding was also provided for the relocation of FBI personnel and
equipment to the interim facility. As directed, the FBI identified and
occupied two interim facilities to coordinate RMD's transition to
Winchester, to train new employees, and build a sustainable workforce
comprised of new hires and relocated personnel. The FBI is currently
planning the relocation of approximately 500 positions to these interim
facilities over the next two years.

In FY 2006, the FBI received \$10,000,000 (\$9,872,000 after
rescissions) for equipment and associated costs for the CRC. The FBI is
utilizing this funding to furnish and equip the interim facilities;
conduct polygraph examinations for applicants; and provide transfer
benefits to FBI employees relocating to the interim facility.

*GSA Lease Requirements - \$4,000,000*

The permanent CRC will be a build-to-suit GSA leased facility. The GSA
and the FBI are currently working to identify suitable land and select a
developer for the permanent CRC. \$4,000,000 is required for the
permanent CRC in FY 2008 to provide funds to the GSA in conjunction with
the lease award. This funding is required for the payment of inherently
governmental items associated with the construction of the facility,
such as fencing, vehicle barriers, and guard booths. These funds are
required by GSA at the time the lease is awarded. Failure to obtain
these funds would delay the start of construction and delay the targeted
FY 2010 occupancy.

Impact on Performance (Relationship of Increase to Strategic Goals)

Currently, the FBI's records management systems, along with its physical
records, are decentralized. The dispersion of these systems is
disjointed, inefficient, and utilizes expensive office space that could
be reallocated for employees at FBIHQ, field offices, and large resident
agencies.

The primary purpose of the CRC is to consolidate all of the FBI's
records in a single facility to allow for a rapid and thorough search
and dissemination process. Additionally, locating these valuable records
in a location outside of the immediate Washington, D.C. area will afford
greater protection in the event of a terrorist or other criminal act
within the Washington, D.C. area. Finally, the consolidation of FBI
records provides an unparalleled opportunity to improve intelligence
sharing across organizational boundaries, which is critical to the
success of U.S. counterterrorism efforts.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>…</td>
<td>…</td>
<td>…</td>
<td>$9,872</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>…</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| GSA Lease         | n/a           | n/a         | \$4,000           |
| Requirement       |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$4,000           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | ... | ...  | ... | ...      | ...      | ...          |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | \$4,000  | \$4,000      |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | ... | ...  | ... | ...      | \$4,000  | \$4,000      |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

**Item Name: [CIO Management]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 3.1

Organizational Program: [Office of the Chief Information
Officer]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [...]{.underline}

Dollars [\$7,500,000]{.underline} [(all non-personnel)]{.underline}

Description of Item

The FBI requests \$7,500,000 in non-personnel funding for the FBI's
Office of the Chief Information Officer (OCIO). Of this amount,
\$6,429,000 is requested for indirect project management services and
materials required by the Office of Information Technology Program
Management (OIPM) to effectively budget, plan, acquire, manage, and
transition IT projects for the CIO. The services are essential to
enabling the FBI's CIO to function effectively by providing the
necessary manpower and specialized experience to augment the direct
project staff as it transitions to managing in a centralized, enterprise
context. Also included in this request is \$1,071,000 for contractor
support and materials required by the Office of IT Policy and Planning
(OIPP).

Justification

The international and domestic post-9/11 environment has made fighting
terrorism at home and abroad the top national priority. To meet this
national priority, the FBI can no longer continue to develop stand-alone
systems, applications, and networks that are tailored to fighting
individual battles. The FBI needs to share information both internally
and across intelligence and law enforcement agencies to win the war on
terrorism. In addition, the FBI has been pressed with greater urgency to
implement government-wide best practices for IT portfolio and investment
management and program management. Oversight audits, inquiries, and
reports from the Government Accountability Office, the DOJ Office of the
Inspector General, and Congressional committees continue to emphasize
needed improvements in the FBI's management of IT investments and
programs.

IT is an essential enabler for the FBI's intelligence and law
enforcement missions and the upgrade of IT is a top FBI priority. To
accomplish this upgrade, the FBI is reorganizing and centralizing IT
systems, projects, requirements, and budgets within the OCIO. This will
ensure that the FBI is taking advantage of the most effective
technologies and has the business processes in place to meet strategic
mission goals.

*Office of IT Program Management (\$6,429,000)*

The FBI's OIPM continues to experience funding shortfalls as the number
of FBI IT projects grow and are in need of program management expertise.
Enhanced funding would enable the OCIO to provide expert oversight,
analysis, and administrative functions for additional OIPM projects and
ensure these projects follow all applicable laws, policies, and
regulations during system development. This investment directly
addresses the well-documented weaknesses regarding poor oversight
controls and lack of effective project management experienced with some
recent high-profile FBI system development projects. Formal project
management practices are proven methods for reducing risk to the
government of failed or underperforming projects.

This request will:

-   Ensure OIPM can continue the current level of activity in 2008

-   Allow OIPM to add 9 projects to its portfolio, thus providing full
    OIPM support services to 26 identified FBI IT development projects
    (an increase from 50 percent of the FBI's IT portfolio to 75 percent
    of the FBI IT portfolio)

These services improve projects' ability to meet cost, schedule and
performance goals. Projects without OIPM oversight have experienced
greater difficultly with performing within programmatic constraints,
resulting in unforeseen cost increases, schedule delays, or failure to
meet customer needs.

With these resources, OIPM will be able to ensure the successful
completion of 75 percent of all critically needed FBI IT software
applications currently under development. Every IT project that has
reached the stage of deployment while being managed by OIPM has been
completed within schedule and within or below budget. These OIPM-managed
projects have produced technologically advanced systems that are being
used to fulfill missions critical to the data sharing initiatives
required to prevent terrorist attacks and other criminal activities.
Furthermore, OIPM-managed projects have helped the FBI to design and
develop systems that are not plagued by the cost overruns and project
failures that have been highly publicized in the past.

With base funding, OIPM is able to support only 50 percent of the 35
most critically needed FBI IT projects. With the enhancements requested
for FY 2008, OIPM would provide management and oversight for 75 percent
of these 35 projects. OIPM will provide the trained and experienced
resources that will manage the projects and provide independent
oversight and guidance in close day-to-day interaction with the project
managers to ensure that all of these projects follow the development
guidelines and formal progress and compliance reviews as defined in the
FBI's Life Cycle Management Directive (LCMD). The LCMD process defines
each critical step of the design and development of IT projects that
will result in projects that are completed within the boundaries of
accepted best practices, and methodologies for software development.

*Office of IT Policy and Planning (\$1,071,000)*

The FBI's OIPP is responsible for the establishment and maintenance of
the enterprise IT governance framework and implementation practices that
optimize the alignment of the FBI\'s IT investments to meet the FBI's
mission. The resources requested will provide the following:

-   Business, Program Integration and IT Portfolio Management Tool
    Program

-   Enterprise Architecture, Portfolio Management, and Investment
    Management Programs

-   Enterprise Metrics, Federal Information Security Act, Life Cycle
    Management Directive Programs

-   Project Assurance and Enterprise Requirements Programs

Impact on Performance (Relationship of Increase to Strategic Goals)

The resources requested for the OIPM and the OIPP directly support DOJ
Strategic Goal 1, "Prevent Terrorism and Promote the Nation's Security,"
DOJ Strategic Goal 2 "Enforce Federal Criminal Laws," and DOJ Strategic
Goal 3 "Assist State, Local, and Tribal Efforts to Prevent or Reduce
Crime and Violence."

The mission of OIPM is to deliver IT capabilities on time and within
budget to meet mission needs. As such, this investment helps the FBI
meet the priority to upgrade technology, which in turn supports all
other strategic priorities. Many of the IT systems that are managed by
OIPM provide critically important investigative data to DOJ and other
local, tribal, and federal investigative agencies outside of the U.S.

The OIPP enhancement will help align the FBI's IT investments to better
achieve the FBI's mission, which will in turn produce efficiencies and
save valuable research time, reduce costs, and improve business
capabilities.

**Funding**

[Base Funding]{.underline}

<table>
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 11%" />
<col style="width: 11%" />
<col style="width: 8%" />
<col style="width: 9%" />
<col style="width: 10%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4">FY 2006 Enacted</td>
<td colspan="4">FY 2007 Estimate</td>
<td colspan="4"><p>FY 2008 President’s Budget</p>
<p>Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>5</td>
<td>…</td>
<td>5</td>
<td>$7,868</td>
<td>5</td>
<td>…</td>
<td>5</td>
<td>$7,878</td>
<td>5</td>
<td>…</td>
<td>5</td>
<td>$7,889</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-----------------------------+-----------+---------+----------------+
| Non-Personnel Item          | Unit Cost | Q       | FY 2008        |
|                             |           | uantity | Request        |
|                             |           |         |                |
|                             |           |         | (\$000)        |
+-----------------------------+-----------+---------+----------------+
| Consulting Services         | n/a       | n/a     | \$6,429        |
+-----------------------------+-----------+---------+----------------+
| Investment Management       | n/a       | n/a     | 536            |
| Program                     |           |         |                |
+-----------------------------+-----------+---------+----------------+
| Project Assurance Program   | n/a       | n/a     | 535            |
+-----------------------------+-----------+---------+----------------+
| Total Non-Personnel         |           |         | \$7,500        |
+-----------------------------+-----------+---------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 5   | ...  | 5   | \$610    | \$7,279 | \$7,889      |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | ...      | 7,500   | 7,500        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 5   | ...  | 5   | \$610    | \       | \$15,389     |
| Total     |     |      |     |          | $14,779 |              |
+-----------+-----+------+-----+----------+---------+--------------+

[Program Offsets]{.underline}

**Item Name: [Lanes in the Road Study]{.underline}**

Budget Decision Unit(s):
[Counterterrorism/Counterintelligence]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2

Organizational Program: [Counterterrorism]{.underline}CounC

Program Reduction: Positions [(8)]{.underline} Agt [...]{.underline}­ FTE
[(8)]{.underline} Dollars [(\$1,160,000)]{.underline}

[(\$0 non-personnel)]{.underline}

Description of Item

This offset transfers funding and positions from the FBI to the
Intelligence Community Management Account to expand the analytic
capability of the National Counterterrorism Center's Directorate of
Intelligence pursuant to the Counterterrorism Analytic Framework
(Lanes-in-the-Road) study.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-4" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-4" class="heading">FY 2007
Estimate </p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-3" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-3" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
<td>n/a</td>
</tr>
</tbody>
</table>

[Personnel Reduction Cost Summary]{.underline}

+-----------------+-----------------+-------------+-------------------+
| Type of         | Cost per        | Number of   | FY 2008           |
| Position        | Position        |             |                   |
|                 | (\$000)         | Positions   | Request (\$000)   |
|                 |                 |             |                   |
|                 |                 | Offset      |                   |
+-----------------+-----------------+-------------+-------------------+
| Professional    | 145             | \(8\)       | (1,160)           |
| Support         |                 |             |                   |
+-----------------+-----------------+-------------+-------------------+
| Total Personnel | n/a             | \(8\)       | (1,160)           |
+-----------------+-----------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Offsets   | \(  | ...  | \(  | (1,160)  | ...      | (1,160)      |
|           | 8\) |      | 8\) |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | \(  | ...  | \(  | (1,160)  | ...      | (1,160)      |
| Total     | 8\) |      | 8\) |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

**C. Criminal Enterprises and Federal Crimes Decision Unit**

  ------------------------------------- --------- --------- -----------------
  CRIMINAL ENTERPRISES AND FEDERAL      Perm.     FTE       Amount
  CRIMES DECISION UNIT TOTAL            Pos.                

  2006 Enacted w/ Rescissions and       12,595    12,377    \$2,087,557,000
  Supplementals                                             

  2007 Estimate                         12,049    11,970    2,045,860,000

  Adjustments to Base and Technical     (1,167)   (1,152)   64,056,000
  Adjustments                                               

  2008 Current Services                 10,882    10,818    2,109,916,000

  2008 Program Increases                18        10        35,809,000

  2008 Offsets                          \(100\)   \(100\)   (14,900,000)

  2008 Request                          10,800    10,728    2,130,825,000

  Total Change 2007-2008                (1,249)   (1,242)   \$84,965,000
  ------------------------------------- --------- --------- -----------------

1\. Program Description

The Criminal Enterprises and Federal Crimes (CEFC) decision unit
comprises all headquarters and field programs that support the FBI\'s
criminal investigative missions. The decision unit includes:

1)  the FBI's Criminal Enterprise Program, consisting of the
    Transnational and Americas Criminal Enterprise Programs and the
    Criminal Intelligence Section;

2)  the National Crimes Program, with investigative responsibilities in
    Financial Crimes, Integrity in Government/Civil Rights, and Violent
    Crimes;

3)  the Public Corruption and Government Fraud programs which
    investigate state, local and federal government acts of impropriety
    and including the rising level of federal and state legislative
    corruption;

4)  the Criminal investigative components of the Cyber Division\'s
    programs, such as the Innocent Images National Initiative (IINI) and
    the Internet Crime Complaint Center (IC3); and

5)  a share of the FBI\'s Legal Attaché (Legat) program.

Additionally, the decision unit includes a pro rata share of resources
from the FBI\'s support divisions (including Training and Development,
Laboratory, Security, Information Technology Operations, and the
administrative divisions and offices).

The structure of the FBI's criminal intelligence program maximizes the
effectiveness of resources, improves investigation and intelligence
gathering processes, focuses on threats from criminal enterprises, and
promotes the collection, exchange and dissemination of critical
information throughout the FBI and other authorized agencies. The total
base for the FBI's Criminal Enterprises and Federal Crimes decision unit
is 10,882 positions (5,765 agents), 10,818 FTE, and \$2,109,917*.*

***Public Corruption/Civil Rights***

The Public Corruption and Government Fraud programs involve sensitive
and complex cases where the FBI is the only law enforcement agency
primarily charged with investigating legislative, executive, judicial,
and significant law enforcement corruption. The FBI is the only law
enforcement agency that targets federal campaign finance violations and
ballot fraud (and the agency also handles most obstruction of justice
violations), and Foreign Corruption Practices Act (FPCA) violations.

***Criminal Enterprises***

Through the Transnational and Americas Criminal Enterprise (ACE)
Programs, the FBI seeks to dismantle criminal organizations by employing
the enterprise theory of investigation to identify, investigate, and
prosecute members of the groups. Within these programs, the FBI's
investigative mission is to disrupt the local, regional, national, and
transnational criminal enterprises that pose the greatest threats to the
economic and national security of the United States. ACE crime elements
involve gangs, narcotics, or a combination of both.

The FBI's Safe Streets, Violent Gang, and major theft programs have
combined efforts to increase the number of investigations and cases,
sharing equitable intelligence resources in similar areas of interest
and providing leadership to state and local law enforcement agencies.

To challenge the growing narcotics industry, often controlled by violent
gang elements, the FBI provides resources to major Department of Justice
initiatives such as the Organized Crime Drug Enforcement Task Force
(OCDETF) Program and the High Intensity Drug Trafficking Area (HIDTA)
initiative. Both programs work closely with other federal law
enforcement agencies in addition to state and local government
authorities.

The FBI has developed a comprehensive counter-drug strategy designed to
investigate and prosecute illegal drug traffickers and distributors,
reduce drug related crime and violence, provide assistance to other law
enforcement agencies, and strengthen international cooperation. The
strategy focuses the FBI\'s counter-drug resources on 42 international
organizations identified on DOJ's Consolidated Priority Organizational
Targets (CPOT) list. These organizations are associated primarily with
the Colombian, Mexican, and Caribbean drug trafficking organizations
that have the most adverse impact on U.S. national interests.

The FBI will maintain its focus on transnational criminal enterprise
groups, including the La Cosa Nostra, Middle Eastern criminal
enterprises, Asian criminal enterprises, Eurasian and Italian organized
crime groups, and Nigerian/West African criminal organizations.
Transnational criminal enterprise groups are responsible for many
identity theft crimes and cases of human smuggling.

***Violent Crime***

Through the Violent Crime Program, the FBI investigates a wide range of
Federal criminal violations, including crimes against children; crimes
on federal reservations/property (including Indian reservations);
assaults against public officials; unlawful flight to avoid prosecution;
and manufacturing and distribution of child pornography.

In addition to responding to reports of individual crimes, the FBI
employs proactive investigative techniques such as joint agency violent
crime Safe Streets Task Forces; wire intercepts; the Indian Gaming
Working Group and; undercover operations. The current major areas of
focus for the Violent Crime Program are crimes against children, child
abductions, and violent gangs.

***Financial Crime***

Through the Financial Crime program, the FBI investigates a myriad of
financial crimes including health care fraud, public corruption,
financial institution fraud, insurance fraud, securities and commodities
fraud, telemarketing fraud, bankruptcy fraud, money laundering, and
intellectual property rights violations. In addition, the program
facilitates the forfeiture of assets from those engaging in federal
crimes.

In the United States, citizens and businesses lose billions of dollars
each year to criminals engaged in non-violent fraudulent enterprises.
The globalization of economic and financial systems, advancement of
technology, decline of corporate and individual ethics, and
sophistication of criminal organizations have resulted in annual
increases in the number of illegal acts characterized by deceit,
concealment, or violations of trust. The loss incurred as a result of
these crimes is not merely monetary. These crimes also contribute to a
loss of confidence and trust in financial institutions, public
institutions, and industry.

***Cyber Program***

The Cyber Program consolidates headquarters and field resources
dedicated to combating cyber-crime under a single entity. For a more
detailed explanation, please refer to the Cyber Program description in
the Counterterrorism/Counterintelligence Decision Unit justification.

***Legal Attaché (Legat) Program***

Legats are the foremost element of the FBI\'s international law
enforcement effort, and often provide the first response to crimes
against the United States that have an international nexus. The criminal
component of the Legat program provides for a prompt and continuous
exchange of information with foreign law enforcement and supports the
FBI\'s efforts to meet its investigative responsibilities.

***Management and Support Services***

In addition to the criminal investigative, cyber, and Legat programs
that make up the core elements of the CEFC decision unit, the FBI\'s
various administrative and other security programs provide essential
support services.

**[Program Objectives]{.underline}**

-   Provide a rapid and effective investigative response to reported
    federal crimes involving the victimization of children; reduce the
    vulnerability of children to acts of sexual exploitation and abuse;
    reduce the negative impact of domestic/international parental rights
    disputes; and strengthen the capabilities of federal, state and
    local law enforcement through training programs and investigative
    assistance.

-   Infiltrate, disrupt and dismantle violent gang activities by
    targeting groups of gangs using sensitive investigative and
    intelligence techniques to initiate long term proactive
    investigations. This objective is achieved through identifying gang
    leadership and hierarchy with the use of task forces and working
    closely with state and local law enforcement.

-   Reduce the economic loss associated with the theft and loss of
    United States intellectual property by criminal conspiracies and
    other major offenders.

-   Reduce the incidence of public corruption within targeted sectors of
    local, state, and federal government.

-   Deter civil rights violations through aggressive investigation of
    those crimes wherein the motivation appears to have been based on
    race, color, religion, or ethnic/national origin; reports of abuse
    of authority under color of law; reports of slavery and involuntary
    servitude; and reports of the use of force or the threat of force
    for the purpose of injuring, intimidating, or interfering with a
    person seeking to obtain or provide reproductive health services and
    through proactive measures such as the training of local law
    enforcement in civil rights matters.

-   Identify, investigate, disrupt, and dismantle major criminal
    enterprises (CEs), including violent gangs.

-   Continue to support the Southwest Border Initiative, which focuses
    the FBI\'s efforts on the most significant CEs operating along the
    southwest border.

-   Identify, disrupt, and dismantle corrupted money laundering
    industries and confiscate criminal assets.

-   Reduce the economic loss attributable to fraudulent billing
    practices affecting private and public health care insurers.

-   Minimize economic loss due to crimes such as check fraud, loan
    fraud, and cyber-banking fraud in federally insured financial
    institutions.

-   Reduce the amount of reported economic loss due to fraud and abuse
    in federally funded procurement, contracts, Electronic Benefits
    Transfer, and entitlement programs.

-   Reduce the amount of economic loss to the insurance industry due to
    fraud, both internal and external.

-   Reduce economic loss to investors due to fraud in the investment
    marketplace, bogus securities, and internet fraud.

-   Reduce the amount of economic loss in the United States due to
    national and international telemarketing fraud and internet fraud.

-   Reduce the amount of economic loss caused by fraudulent bankruptcy
    filings throughout the United States.

-   Provide timely and coordinated responses to violent and serious
    crimes in connection with the FBI\'s investigative mandate in Indian
    Country and strengthen the capabilities of Indian Country law
    enforcement investigators through training programs and
    investigative assistance.

<table>
<colgroup>
<col style="width: 11%" />
<col style="width: 21%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="12"><strong>PERFORMANCE/RESOURCES TABLE</strong></th>
</tr>
<tr class="odd">
<th colspan="12"><strong>Decision Unit:</strong> Criminal
Enterprises/Federal Crimes</th>
</tr>
<tr class="header">
<th colspan="12"><strong>DOJ Strategic Goal/Objective</strong> Goal 2:
Enforce Federal Laws and Represent the Rights and Interests of the
American People. Objectives: 2.1 – Reduce the threat, incidence, and
prevalence of violent crime, including crimes against children; 2.2 –
Reduce the threat, trafficking, use, and related violence of illegal
drugs; 2.3 – Combat white collar crime, economic crime, and cyber crime;
and 2.4 –Uphold the civil and constitutional rights of all Americans,
and protect vulnerable victims of society.</th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Workload / Resources</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments &amp; FY 2008
Program Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td colspan="2"><strong>Workload --</strong> # of cases investigated
(pending and received)</td>
<td colspan="2">†</td>
<td colspan="2">99,382</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="even">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>12,377</td>
<td>2,091,838</td>
<td>11,399</td>
<td>2,040,075</td>
<td>11,970</td>
<td>2,045,860</td>
<td>(1,242)</td>
<td>84,965</td>
<td>10,728</td>
<td>2,130,825</td>
</tr>
<tr class="even">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>PERFORMANCE</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td rowspan="2"><strong>Program Activity/ 2.3</strong></td>
<td rowspan="2"><strong>1. White-Collar Crime/Cybercrime</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="even">
<td>5,620</td>
<td>790,890</td>
<td>5,312</td>
<td>961,401</td>
<td>5,549</td>
<td>948,327</td>
<td>(448)</td>
<td>30,648</td>
<td>4,929</td>
<td>978,975</td>
</tr>
<tr class="odd">
<td colspan="2"><strong>Workload --</strong> # of cases investigated
(pending and received)</td>
<td colspan="2">†</td>
<td colspan="2">37,099</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>Restitutions &amp; Recoveries / Fines ($000)</p>
<ul>
<li><p>Intellectual Property Rights Violations</p></li>
<li><p>Public Corruption</p></li>
<li><p>White-Collar Crimes (all other)</p></li>
</ul></td>
<td colspan="2">††</td>
<td colspan="2"><p>111,877 / 1,005</p>
<p>321,815 / 29,542</p>
<p>7,799,218 / 1,363,711</p></td>
<td colspan="2">††</td>
<td colspan="2">††</td>
<td colspan="2">††</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>Convictions/Pre-Trial Diversions (total)</p>
<ul>
<li><p>Intellectual Property Rights Violations</p></li>
<li><p>Public Corruption</p></li>
<li><p>White-Collar Crimes (all other)</p></li>
</ul></td>
<td colspan="2">††</td>
<td colspan="2"><p>194</p>
<p>929</p>
<p>3,707</p></td>
<td colspan="2">††</td>
<td colspan="2">††</td>
<td colspan="2">††</td>
</tr>
<tr class="even">
<td><h2 id="efficiency-measure">Efficiency Measure</h2></td>
<td>% of Major Financial Institution Fraud (FIF) Investigations to all
pending</td>
<td colspan="2">90%</td>
<td colspan="2">82%</td>
<td colspan="2">85%</td>
<td colspan="2">--</td>
<td colspan="2">85%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of Criminal Enterprises Engaging in White-Collar Crimes
Dismantled</td>
<td colspan="2">45</td>
<td colspan="2">231</td>
<td colspan="2">*125</td>
<td colspan="2">15</td>
<td colspan="2">*140</td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 11%" />
<col style="width: 21%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td><strong>TYPE/ STRATEGIC OBJECTIVE</strong></td>
<td><strong>PERFORMANCE</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of Major Corporate Fraud Cases Successfully Investigated</td>
<td colspan="2">25</td>
<td colspan="2">45</td>
<td colspan="2">*60</td>
<td colspan="2">--</td>
<td colspan="2">*60</td>
</tr>
<tr class="odd">
<td><h2 id="efficiency-measure-1">Efficiency Measure</h2></td>
<td>Turnaround Time for Data Processing on Seized Storage Devices for
Computer-Related Investigations (hours)</td>
<td colspan="2">37</td>
<td colspan="2">37</td>
<td colspan="2">37</td>
<td colspan="2">--</td>
<td colspan="2">37</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>Number of Child Pornography Websites</p>
<p>or Web Hosts Shut Down</p></td>
<td colspan="2">2,300</td>
<td colspan="2">906</td>
<td colspan="2">1,000</td>
<td colspan="2">--</td>
<td colspan="2">1,000</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of high-impact Internet fraud targets neutralized**</td>
<td colspan="2">6</td>
<td colspan="2">9</td>
<td colspan="2">*10</td>
<td colspan="2">1</td>
<td colspan="2">*11</td>
</tr>
<tr class="even">
<td rowspan="2"><strong>Program Activity/ 2.1, 2.2, 2.4</strong></td>
<td rowspan="2"><strong>2. Criminal Enterprises/Civil Rights /Violent
Crimes</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="odd">
<td>6,757</td>
<td>1,300,948</td>
<td>6,087</td>
<td>1,078,674</td>
<td>6,421</td>
<td>1,097,533</td>
<td>(794)</td>
<td>54,317</td>
<td>5,799</td>
<td>1,151,850</td>
</tr>
<tr class="even">
<td colspan="2"><strong>Workload --</strong> # of cases investigated
(pending and received)</td>
<td colspan="2">†</td>
<td colspan="2">62,283</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>Convictions/Pre-trial Diversions</p>
<ul>
<li><p>Organized Criminal Enterprises</p></li>
<li><p>Gangs/Criminal Enterprises</p></li>
<li><p>Crimes Against Children</p></li>
<li><p>Civil Rights</p></li>
</ul></td>
<td colspan="2">††</td>
<td colspan="2"><p>674</p>
<p>2,070</p>
<p>170</p>
<p>195</p></td>
<td colspan="2">††</td>
<td colspan="2">††</td>
<td colspan="2">††</td>
</tr>
<tr class="even">
<td><h2 id="efficiency">Efficiency</h2></td>
<td>% of FBI OCDETF Investigations with links to CPOT-linked DTOs</td>
<td colspan="2">12%</td>
<td colspan="2">12%</td>
<td colspan="2">12%</td>
<td colspan="2">--</td>
<td colspan="2">12%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>CPOT-Linked DTOs</p>
<ul>
<li><p>Disruptions</p></li>
<li><p>Dismantlements</p></li>
</ul></td>
<td colspan="2"><p><mark></mark></p>
<p>35</p>
<p>15</p></td>
<td colspan="2"><p><mark></mark></p>
<p>36</p>
<p>17</p></td>
<td colspan="2"><p><mark></mark></p>
<p>30</p>
<p>15</p></td>
<td colspan="2"><p><mark></mark></p>
<p>--</p>
<p>--</p></td>
<td colspan="2"><p><mark></mark></p>
<p>30</p>
<p>15</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of Organized Criminal Enterprise Dismantlements</td>
<td colspan="2">30</td>
<td colspan="2">36</td>
<td colspan="2">32</td>
<td colspan="2">2</td>
<td colspan="2">34</td>
</tr>
<tr class="odd">
<td><h2 id="performance-measure">Performance Measure</h2></td>
<td>Number of Gangs/Criminal Enterprises Dismantlements</td>
<td colspan="2">111</td>
<td colspan="2">135</td>
<td colspan="2">111</td>
<td colspan="2">--</td>
<td colspan="2">111</td>
</tr>
<tr class="even">
<td colspan="12"><p><strong>Data Definition, Validation, Verification,
and Limitations:</strong></p>
<p>Accomplishment and caseload data are obtained from the FBI’s Resource
Management Information System (RMIS), which houses the Integrated
Statistical Reporting and Analysis Application (ISRAA) and Monthly
Administrative Report (MAR) applications that report these data. Data
are verified by an FBI field manager before being entered into that
system and are subsequently verified through the FBI’s Inspection
process. Other non-standardized data are maintained in files by their
respective FBIHQ programs.</p>
<p>* Modified target. At the time of this budget presentation, OMB’s
PARTWeb database does not reflect these changes. PARTWeb will be updated
to reflect these target changes in Spring 2007.</p>
<p>** Revised Performance Measure: FY 2006 target based upon previous
measure.</p>
<p>† FBI does not project targets for case workload data.</p>
<p>†† FBI does not set targets for investigative output data.</p></td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 10%" />
<col style="width: 23%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE MEASURE TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit:</strong> Criminal
Enterprises/Federal Crimes</td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>Restitutions &amp; Recoveries ($000)</p>
<ul>
<li><p>Intellectual Property Fraud</p></li>
<li><p>Public Corruption</p></li>
<li><p>White-Collar Crimes (all other)</p></li>
</ul></td>
<td><p>45,761 119,527</p>
<p>3,041,812</p></td>
<td><p>24,932 20,437</p>
<p>4,971,886</p></td>
<td><p>46,106 28,223</p>
<p>9,113,549</p></td>
<td><p>205,120 1,631,692</p>
<p>8,433,421</p></td>
<td><p>115,967 101,647</p>
<p>7,881,151</p></td>
<td><p>432,316 1,116,266</p>
<p>13,056,937</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>111,877</p>
<p>321,815 7,799,218</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>Fines ($000)</p>
<ul>
<li><p>Intellectual Property Fraud</p></li>
<li><p>Public Corruption</p></li>
<li><p>White-Collar Crimes (all other)</p></li>
</ul></td>
<td><p>251 3,113</p>
<p>817,690</p></td>
<td><p>25,593 11,188</p>
<p>485,251</p></td>
<td><p>203 10,792</p>
<p>501,380</p></td>
<td><p>1,053 3,293</p>
<p>362,396</p></td>
<td><p>208 22,657</p>
<p>532,496</p></td>
<td><p>538 25,500</p>
<p>757,113</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>1,005</p>
<p>29,542</p>
<p>1,363,711</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>Convictions/Pre-Trial Diversions (total)</p>
<ul>
<li><p>Intellectual Property Fraud</p></li>
<li><p>Public Corruption</p></li>
<li><p>White-Collar Crimes (all other)</p></li>
</ul></td>
<td><p>95 563</p>
<p>6,470</p></td>
<td><p>179 507</p>
<p>6,451</p></td>
<td><p>104 650</p>
<p>6,783</p></td>
<td><p>110 579</p>
<p>5,022</p></td>
<td><p>116</p>
<p>661</p>
<p>4,368</p></td>
<td><p>121</p>
<p>812</p>
<p>3,976</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>194</p>
<p>929</p>
<p>3,707</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
</tr>
<tr class="even">
<td><strong>Efficiency</strong></td>
<td>% of Major Financial Institution Fraud (FIF) Investigations to all
pending</td>
<td>N/A</td>
<td>53%</td>
<td>59%</td>
<td>68%</td>
<td>76%</td>
<td>82%</td>
<td>90%</td>
<td>82%</td>
<td>85%</td>
<td>85%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of Criminal Enterprises Engaging in White-Collar Crimes
Dismantled</td>
<td>48</td>
<td>59</td>
<td>49</td>
<td>73</td>
<td>137</td>
<td>163</td>
<td>45</td>
<td>231</td>
<td>125</td>
<td>140</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of Major Corporate Fraud Cases Successfully Investigated</td>
<td>N/A</td>
<td>N/A</td>
<td>18</td>
<td>58</td>
<td>46</td>
<td>35</td>
<td>25</td>
<td>45</td>
<td>60</td>
<td>60</td>
</tr>
<tr class="odd">
<td><strong>Efficiency Measure</strong></td>
<td>Turnaround Time for Data Processing on Seized Storage Devices for
Computer-Related Investigations (hours)</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>38.1</td>
<td>37</td>
<td>37</td>
<td>37</td>
<td>37</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of Child Pornography Websites or Web Hosts Shut Down</td>
<td>N/A</td>
<td>N/A</td>
<td>18</td>
<td>201</td>
<td>2,638</td>
<td>2,088</td>
<td>2,300</td>
<td>906</td>
<td>1,000</td>
<td>1,000</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of high-impact Internet fraud targets neutralized</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>5</td>
<td>7</td>
<td>10</td>
<td>6</td>
<td>9</td>
<td>10</td>
<td>11</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>Convictions/Pre-Trial Diversions</p>
<ul>
<li><p>Organized Criminal Enterprises</p></li>
<li><p>Americas Criminal Enterprises</p></li>
<li><p>Crimes Against Children</p></li>
<li><p>Civil Rights</p></li>
</ul></td>
<td><p>744</p>
<p>6,179</p>
<p>359</p>
<p>206</p></td>
<td><p>794</p>
<p>6,109</p>
<p>310</p>
<p>229</p></td>
<td><p>714</p>
<p>5,284</p>
<p>205</p>
<p>195</p></td>
<td><p>824</p>
<p>4,089</p>
<p>154</p>
<p>163</p></td>
<td><p>572</p>
<p>2,923</p>
<p>145</p>
<p>155</p></td>
<td><p>897</p>
<p>4,292</p>
<p>164</p>
<p>139</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>674</p>
<p>2,070</p>
<p>170</p>
<p>195</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
<td><p>N/A</p>
<p>N/A</p>
<p>N/A</p>
<p>N/A</p></td>
</tr>
</tbody>
</table>

<table>
<colgroup>
<col style="width: 10%" />
<col style="width: 24%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Efficiency Measure</strong></td>
<td>% of FBI OCDETF Investigations with links to CPOT-linked DTOs</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>N/A</td>
<td>12%</td>
<td>13%</td>
<td>12%</td>
<td>12%</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>CPOT-Linked DTOs</p>
<ul>
<li><p>Disruptions</p></li>
<li><p>Dismantlements</p></li>
</ul></td>
<td><p>18</p>
<p>20</p></td>
<td><p>49</p>
<p>18</p></td>
<td><p>30</p>
<p>16</p></td>
<td><p>41</p>
<p>15</p></td>
<td><p>27</p>
<p>12</p></td>
<td><p>25</p>
<p>18</p></td>
<td><p>35</p>
<p>15</p></td>
<td><p>36</p>
<p>17</p></td>
<td><p>30</p>
<p>15</p></td>
<td><p>30</p>
<p>15</p></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of Organized Criminal Enterprise Dismantlements</td>
<td>19</td>
<td>21</td>
<td>17</td>
<td>17</td>
<td>29</td>
<td>34</td>
<td>24</td>
<td>36</td>
<td>27</td>
<td>30</td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Number of Americas Criminal Enterprise Dismantlements</td>
<td>211</td>
<td>240</td>
<td>185</td>
<td>138</td>
<td>112</td>
<td>149</td>
<td>111</td>
<td>135</td>
<td>111</td>
<td>111</td>
</tr>
</tbody>
</table>

2\. Performance, Resources, and Strategies

The Criminal Enterprises/Federal Crimes decision unit contributes to the
Department's Strategic Goal 2: Enforce Federal Laws and Represent the
Rights and Interests of the American People. Within this goal, the
resources specifically support the following Departmental Strategic
Objectives: 2.1 -- Reduce the threat, incidence, and prevalence of
violent crime, including crimes against children; 2.2 -- Reduce the
threat, trafficking, use, and related violence of illegal drugs; 2.3 --
Combat white collar crime, economic crime, and cyber crime; and 2.4
--Uphold the civil and constitutional rights of all Americans, and
protect vulnerable victims of society. This decision unit ties directly
to six FBI priorities: Priority 3 -- Protect the United States against
cyber-based attacks and high-technology crimes; Priority 4 -- Combat
public corruption at all levels; Priority 5 -- Protect civil rights;
Priority 6 -- Combat transnational and national criminal organizations
and enterprises; Priority 7 -- Combat major white-collar crime; and
Priority 8 -- Combat significant violent crime.

**[Organized Criminal Enterprises & Gangs/Criminal
Enterprises]{.underline}**

**a. Performance Plan and Report for Outcomes**

In FY 2004 and the first three quarters of FY 2005, the Criminal
Investigative Division (CID) at FBI Headquarters reorganized several of
its programs. Future performance data will be reported to reflect the
realigned focus of the FBI towards these types of criminal enterprises.
In May 2006, CID changed the name of the Transnational Criminal
Enterprises program back to its original name, the Organized Criminal
Enterprises program, and the Americas Criminal Enterprises program to
the Gang/Criminal Enterprise program.

[Organized Criminal Enterprises \[formerly Transnational Criminal
Enterprises\]]{.underline}

Investigative subprograms that focus on criminal enterprises involved in
sustained racketeering activities and that are mainly comprised of
ethnic groups with ties to Asia, Africa, the Middle East, and Europe are
consolidated into the Organized Criminal Enterprise program. Organized
criminal enterprise investigations, through the use of the Racketeering
Influenced Corrupt Organization statute, target the entire entity
responsible for the crime problem. With respect to groups involved in
racketeering activities, the FBI focuses on: the La Cosa Nostra and
Italian organized crime groups, Russian/Eastern European/Eurasian
organized crime groups, Balkan/Albanian Organized crime groups, Middle
Eastern criminal enterprises, Asian criminal enterprises and
Nigerian/West African criminal enterprises. Each of these groups is
engaged in a myriad of criminal activities.

***Performance Measure:*** Organized Criminal Enterprises Dismantled

> ***FY 2006 Target:*** 24

***FY 2006 Actual:*** 36

> ***Discussion:*** The Organized Criminal Enterprises program met its
> performance targets for FY 2006. The notable accomplishments are:

The leader of an African criminal enterprise was sentenced to five years
of confinement and three years of supervised release, as well as being
ordered to pay nearly \$62,000 in restitution for operating an illegal
money transfer business in Newark, New Jersey. The enterprise employed
numerous individuals who collected money, opened bank accounts, made
cash deposits, and conducted wire transfers. Money was illegally
deposited in amounts less than \$10,000 to avoid filing currency
transaction reports. The money was then wire transferred overseas to
accounts located in 13 different countries.

Several Asian criminal enterprises were dismantled in different
divisions. One such enterprise, involved in the distribution of
methylenedioxymethamphetamine tablets (a.k.a. \"Ecstasy\"),
methamphetamine, marijuana, and cocaine, was dismantled by the FBI\'s
Norfolk Division. The U.S. Government indicted and successfully
convicted 23 named conspirators in that case. Another enterprise
involved in illegal prostitution was dismantled by the FBI\'s Chicago
Division. In that investigation, 13 subjects were sentenced and nearly
\$3,000,000 in forfeiture judgments was entered. Similarly, the FBI\'s
Detroit Division dismantled another group engaged in illegal
prostitution, as well as alien smuggling.

***FY 2007 Target:*** 32

***FY 2008 Target**:* 34

[Gang/Criminal Enterprises - Consolidated Priority Organization Targets
(CPOT)]{.underline}

With respect to criminal enterprises engaged in drug trafficking, the
DOJ has developed a single national list of major drug trafficking and
money laundering organizations. This list of targets, known as the CPOT
list, reflects the most significant international narcotic supply and
related money laundering organizations, poly-drug traffickers,
clandestine drug manufacturers and producers, and major drug
transporters supplying the U.S. The FBI tracked its own priority list,
the National Priority Threat List (NPTL), before DOJ established the
CPOT list in FY 2003.

The FBI has developed a comprehensive counter-drug strategy that is
designed to investigate and prosecute illegal drug traffickers and
distributors, reduce drug related crime and violence, provide assistance
to other law enforcement agencies, and strengthen international
cooperation. The strategy focuses the FBI\'s counter-drug resources on
46 identified CPOTs associated primarily with Colombian, Mexican, and
Caribbean drug trafficking organizations that have the most adverse
impact on U.S. national interests.

***Performance Measure:*** CPOT-linked Drug Trafficking Organizations
(DTOs) dismantled

> ***FY 2006 Target:*** 15
>
> ***FY 2006 Actual:*** 17
>
> ***Discussion:*** The FBI reached its targets for CPOT-linked
> dismantlements and disruptions. The FBI continues to prioritize its
> drug investigations on CPOT-linked targets. On September 14, 2006, a
> CPOT-linked North Valley Cartel trafficker, Gabriel Puerta-Parra, pled
> guilty to Conspiracy to Import Cocaine (more than 150 kilograms) in
> U.S. District Court. Puerta-Parra was indicted as the result of a
> joint FBI Miami/DEA Miami investigation. Puerta-Parra was also
> indicted in the District of Colombia by DOJ's Narcotics and Dangerous
> Drug Section (NDDS) and the Special Operations Division (SOD) for his
> involvement in a separate North Valley Cartel Racketeer Influenced and
> Corrupt Organizations Act (RICO) investigation. Puerta-Parra's
> involvement in drug trafficking dates back to the early 1980s, and he
> is considered to be one of the founding members of the North Valley
> Cartel. At the time of his capture, Puerta-Parra was considered the
> \"elder statesman\" of not just the North Valley Cartel, but other
> Colombian trafficking groups as well.
>
> ***FY 2007 Target:*** 15
>
> ***FY 2008 Target:*** 15

***Performance Measure:*** CPOT-linked Drug Trafficking Organizations
(DTOs) disrupted

> ***FY 2006 Target:*** 35
>
> ***FY 2006 Actual:*** 36
>
> ***Discussion:*** See above.
>
> ***FY 2007 Target:*** 30
>
> ***FY 2008 Target:*** 30

***Performance Measure:*** Percentage of FBI OCDETF Investigations with
Links to CPOT-linked DTO's

> ***FY 2006 Target:*** 12%
>
> ***FY 2006 Actual:*** 13%
>
> ***Discussion:*** The FBI, in conjunction with the Drug Enforcement
> Administration (DEA) and the Executive Office of Organized Crime Drug
> Enforcement Task Forces (OCDETF) strives to increase the proportion of
> investigations that are linked to CPOT targets. Reclassification of
> organizations listed on the CPOT List can potentially have an impact
> on the accomplishments reported. The CPOT Working Group diligently
> reviews proposals from the OCDETF member agencies for additions to and
> deletions from the CPOT List. The FY 2007 CPOT List contains five new
> targets and deletes five current targets. Six months into the fiscal
> year, the CPOT list will contain more additions and deletions to the
> FY 2007 CPOT List.
>
> ***FY 2007 Target:*** 12%
>
> ***FY 2008 Target:*** 12%

**b. Strategies to Accomplish Outcomes**

Asian criminal enterprises (ACEs) are involved in criminal violations
that include organized crime activities, such as murder, alien
smuggling, extortion, loansharking, illegal gambling, counterfeit
currency and credit cards, prostitution, money laundering, drug
distribution, and various acts of violence. Loosely knit, flexible and
highly mobile, ACEs have become more sophisticated, diverse, and
aggressive in directing their activities, and profiting through
legitimate and illegitimate businesses to avoid law enforcement
attention and scrutiny. Russian/Eastern European/Eurasian criminal
enterprise groups (ECEs) in the United States are engaged in traditional
racketeering activity such as extortion, murder, prostitution, and
drugs. Both ECEs and Middle Eastern criminal enterprise organizations
are also deeply involved in large-scale white-collar crimes, such as
gasoline excise tax scams, fraudulent insurance claims, stock fraud, and
bank fraud. The strategy for the FBI's Criminal Enterprise Program,
encompassing both the Organized and the Gang/Criminal Enterprise
programs, emphasizes the development and focusing of resources on
national targets, the use of the Enterprise Theory of Investigations,
the enhanced use of intelligence, and the exploitation and development
of FBI technical capabilities.

[]{.mark}

To address the threat that violent urban gangs pose on a local,
regional, national and even international level, the FBI established a
National Gang Strategy to identify the gangs posing the greatest danger
to American communities, to combine and coordinate the efforts of local,
state, and federal law enforcement in Safe Streets/Violent Gang Task
Forces throughout the U.S., and to utilize the same techniques
previously used against organized criminal enterprises. In particular,
the increasingly violent activity of Mara Salvatrucha-13 (MS-13), a
primarily El Salvadorian gang, has prompted an FBI initiative that will
assure extensive coordination between all field offices involved in the
investigation of MS-13 matters. Additionally, due to a significant
number of MS-13 gang members residing in Central America and Mexico,
liaison with international law enforcement partners abroad will be a key
part of the FBI's strategy against this gang threat. In FY 2005,
Congress approved funding for a National Gang Intelligence Center, which
is being used as a mechanism for gathering data on violent gangs. In FY
2006, DOJ and DHS established the National Gang Targeting Enforcement
Coordination Center (GangTECC), a multi-agency initiative anti-gang
enforcement, deconfliction, coordination and targeting center headed by
an experienced DOJ criminal division prosecutor staffed with
representatives from ATF, BOP, DEA, FBI, ICE and the USMS.

[]{.mark}

In order to make the most progress with the resources available, the FBI
concentrates counter-narcotics resources against DTOs with the most
extensive drug networks in the U.S. As entire drug trafficking networks,
from sources of supply through the transporters/ distributors, are
disrupted or dismantled, the availability of drugs within the U.S. will
be reduced. To assess its performance in combating criminal enterprises
that engage in drug trafficking, the Gang/Criminal Enterprise program
works in tandem with DEA and the Executive Office for OCDETF to track
the number of organizations linked to targets on DOJ's CPOT list.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

OMB conducted a revised PART assessment of the Organized Crime/Drug PART
during FY 2006. This new assessment expanded the scope of the original
by including the remaining programs managed by the FBI's Criminal
Investigative Division (CID) not covered by previous assessments,
particularly those within the Violent Crimes program. This broader
Criminal Enterprises PART assessment reflected the Criminal
Investigative Division's reorganization. The revised PART resulted in an
initial rating of "Moderately Effective," a 13-point increase from the
previous "Adequate" rating for the Organized Crime/Drug PART. This is
the highest score attained by an FBI PART assessment to date.

  --------------------------- -------------- -------------- ---------------
  **Section**                 **2003 Score** **2006 Score** **(U)Change**

  Program Purpose and Design  100%           100%           0%

  Strategic Planning          75%            88%            +13%

  Program Management          83%            86%            +3%

  Program Results             45%            67%            +22%

  **Total\***                 **67%**        **80%**        **+13%**
  --------------------------- -------------- -------------- ---------------

> \*Note that the total does not reflect an average of the four sections
> because the sections are not weighted equally.

The original Organized Crime/Drug PART assessment identified some areas
where the OC/Drug program needed to improve in order to increase its
score. Follow-up actions currently defined in OMB's PARTWeb database
were modified during the finalization of the PART ratings in Fall 2006.
Below are the Follow-up Actions as currently entered in PARTWeb:

  --------------------------------------------------------------------------
  **Year      **Type**     **Improvement Plan**                 **Status**
  Begun**                                                       
  ----------- ------------ ------------------------------------ ------------
  2006        Management   Identifying realistic linkages       Action
                           between budget requests and program  taken, but
                           performance.                         not
                                                                completed

  2006        Budgetary    Completing corrective actions on all Action
                           material weaknesses identified       taken, but
                           during financial audits.             not
                                                                completed
  --------------------------------------------------------------------------

**[White-Collar Crime]{.underline}**

**a. Performance Plan and Report for Outcomes**

To track its performance, the White-Collar Crime (WCC) program uses
performance measures that concentrate on priority programs such as
Corporate Fraud, as well as traditional accomplishment data such as
convictions and pre-trial diversions and the level of recoveries,
restitutions, and fines generated by the WCC program.

***Performance Measure:*** Number of Major Corporate Fraud Cases
Successfully Investigated.

> ***FY 2006 Target:*** 25
>
> ***FY 2006 Actual:*** 45
>
> ***Discussion:*** The FBI met its target for this performance measure.
> Among the multiple accomplishments made during FY 2006, results in the
> Enron Corporation case are the most notable. On May 25, 2006, former
> Enron chiefs Kenneth Lay and Jeffrey Skilling were convicted on
> multiple charges in connection with the bankruptcy of Enron in
> December 2001. Lay was convicted on all counts of conspiracy, wire
> fraud, bank fraud, false statements, and securities fraud charged
> against him, although his convictions were abated due to his later
> death. Skilling was convicted on 19 of 28 counts against him,
> including conspiracy, securities fraud, false statements, and insider
> trading. The Enron collapse resulted in the loss of thousands of jobs
> and billions of dollars in investments and retirement savings.
>
> The Enron investigation is considered the most sophisticated and
> extensive white-collar criminal probe in history, and has produced
> convictions of 20 people to date, besides Lay.
>
> ***FY 2007 Target:*** 35
>
> ***FY 2008 Target:*** 35

***Performance Measure:*** Number of Criminal Enterprises Engaging in
White-Collar Crimes Dismantled.

***FY 2006 Target:*** 45

> ***FY 2006 Actual:*** 231
>
> ***Discussion:*** Reallocation of available resources continues to
> impact WCC investigations since the events of September 11, 2001 and
> may have an effect on future WCC dismantlements. However, CID program
> managers suspect that the upward trend reported for WCC dismantlements
> in recent years may partially be due to more diligent reporting of
> these types of accomplishments.
>
> ***FY 2007 Target:*** 125

***FY 2008 Target:*** 140

***Performance Measure:*** Percentage of Major Financial Institution
Fraud (FIF) Investigations to all Pending

***FY 2006 Target:*** 90%

> ***FY 2006 Actual:*** 82%
>
> ***Discussion:*** Field offices desiring to open FIF investigations
> with less than \$100k loss must obtain approval from FBIHQ, thus
> giving latitude to address FIF issues with relatively low dollar
> losses, but which may have a high community impact in any given area.
> Currently, 82% of FIF investigations are major cases, which is in line
> with the expectations of CID program managers.
>
> ***FY 2007 Target:*** 85%

***FY 2008 Target:*** 85%

***Performance Measure:*** Convictions/Pre-Trial Diversions in White
Collar Crime

> ***FY 2006 Target:*** N/A
>
> ***FY 2006 Actual:*** 4,636
>
> ***Discussion*:** In accordance with Department guidance, targeted
> levels of performance are not projected for this indicator.

***FY 2007 Target:*** N/A

***FY 2008 Target:*** N/A

***Performance Measure:*** Recoveries, Restitutions, and Fines in
billions.

> ***FY 2006 Target:*** N/A
>
> ***FY 2006 Actual:***

-   Restitutions/Recoveries: \$8.121

-   Fines \$1.393

> ***Discussion*:** In accordance with Department guidance, targeted
> levels of performance are not projected for this indicator.

***FY 2007 Target:*** N/A

***FY 2008 Target:*** N/A

**b. Strategies to Accomplish Outcomes**

In FY 2007, under the leadership of the Corporate Fraud Task Force, the
FBI will continue to identify and target fraud schemes such as corporate
fraud. The FBI will also continue to pursue health care fraud, money
laundering, financial institution fraud, insurance fraud,
securities/commodities fraud, and identity theft, which threaten to
undermine our nation\'s financial institutions. The FBI will
aggressively utilize the money laundering and asset forfeiture statutes
to ensure that fraudulently obtained funds are located and proper
restitution is made to the victims of fraud. The enforcement strategy is
a coordinated approach whereby the FBI will continue to work with other
federal agencies to identify and target fraud schemes by successfully
investigating, prosecuting, and obtaining judgments and settlements.

In the area of Public Corruption, the FBI will address the problem
through: (1) increasing awareness of the significant harm caused by
public corruption and thus interest in combating it; (2) making public
corruption investigations top priority; and (3) holding training events
for state, local, international and other federal law enforcement.

One of the key strategic goals in the FBI regarding public corruption is
the increased awareness and pursuit of international matters, including
U.S. contract corruption and violations of the Foreign Corrupt Practices
Act (FCPA). The current caseload of investigations is not indicative of
the true extent of the problem, but is an indication of the difficulty
of pursuing these inquiries. Unfortunately, investigation of U.S. crimes
in foreign jurisdictions may present legal and diplomatic problems with
the host country. In addition, foreign countries oftentimes do not have
the financial or personnel resources, political structure, or subject
matter expertise to provide significant assistance on such matters.
However, the FBI is making a concerted effort to gain intelligence into
such activities to support its own investigations.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

The FBI's White-Collar Crime (WCC) program has undergone two PART
reviews in recent budget cycles. The FY 2002 PART originally rated the
program "Results not Demonstrated," mainly due to low scores in the
reporting of its performance measures. In FY 2003, the WCC program
completed its second PART review and, as shown in the table below,
demonstrated that it had made significant progress in several areas in
the intervening year. The program received an overall rating of
"Adequate."

  -------------------------- -------------- -------------- ---------------
  **Section**                **2002 Score** **2003 Score** **(U)Change**

  Program Purpose and Design 100%           100%           0%

  Strategic Planning         17%            71%            +54%

  Program Management         67%            83%            +16%

  Program Results            0%             33%            +33%

  **Total\***                **35%**        **60%**        **+25%**
  -------------------------- -------------- -------------- ---------------

> \*Note that the total does not represent an average of the sections
> scores because sections are not weighted equally.

As is apparent from the scores, the program improved significantly in
Strategic Planning and Program Results and moderately in Program
Management between the two years. This change in scoring resulted from
the following improvements in the program:

-   The program developed a number of long-term and annual performance
    measures for which it could establish targets and measure its
    success against them. This improvement greatly affects the PART
    scores in several sections.

```{=html}
<!-- -->
```
-   The program received some additional \"credit\" from OMB for acting
    on the results of the 2002 PART assessment and improving some of the
    weaknesses.

-   The program\'s score was further improved in that the new
    performance measures allowed the program to demonstrate that it was,
    in fact, effectively meeting some of its goals. In 2002, due to the
    lack of performance measures that could be targeted, there were no
    means for demonstrating progress. However, the program's new annual
    performance measures were not allowed a score since they did not
    have previously established performance targets.

The FBI has agreed upon the following updated Improvement Plan for
White-Collar Crime with OMB, based upon the results of the PART review
and current progress in meeting performance targets:

  --------------------------------------------------------------------------------
  **Year    **Type**      **Follow-up Action**                        **Status**
  Begun**                                                             
  --------- ------------- ------------------------------------------- ------------
  2006      Performance   Monitoring success against long-term and    Action
                          annual performance goals to demonstrate the taken, but
                          contribution of the program, and to justify not
                          continued investment.                       completed

  --------------------------------------------------------------------------------

**[Cyber Crime]{.underline}**

**a. Performance Plan and Report for Outcomes**

The changing economy and the emergence of Internet technology have
created an unprecedented flow, exchange, and production of data. They
have also created new arenas and techniques for criminal transactions.
Three priority areas of concern with the new vulnerabilities in the era
of the Internet's emergence are the online exploitation of children,
computer facilitated theft of intellectual property, and Internet fraud.
In June 2002, Director Mueller approved the organizational structure of
the new Cyber Division. The Cyber Division addresses cyber threats in a
coordinated manner, allowing the FBI to stay technologically one step
ahead of the cyber adversaries threatening the U.S.

***Performance Measure:*** Turnaround Time for Data Processing on Seized
Storage Devices for Computer-Related Investigations

> ***FY 2006 Target:*** 37 hours
>
> ***FY 2006 Actual:*** 37 hours
>
> ***Discussion:*** One of the responsibilities of the FBI's Cyber
> Division is the data processing of computer hard drives and other
> storage devices for purposes of forensic analysis associated with
> Cybercrime and other types of investigations. The FBI strives to
> enable investigators to have access to copies of seized storage
> devices as fast as possible so that this analysis can commence without
> any alteration of the actual evidence seized.
>
> ***FY 2007 Target:*** 37 hours
>
> ***FY 2008 Target:*** 37 hours

[Innocent Images National Initiative]{.underline}

***Background/Program Objectives:*** Facilitation of crimes against
children through the use of a computer and the Internet is a national
crime problem that is growing dramatically. The Innocent Images National
Initiative (IINI), part of the Cyber Division, uses the following
performance measure to track its progress in combating the exploitation
of children through the Internet. The FBI will continue to make efforts
to apprehend those who commit sexual exploitation offenses against
children, including those who traffic in child pornography.

The Prosecutorial Remedies and Other Tools to End the Exploitation of
Children Today Act of 2003 (the "PROTECT Act"), Pub. L. No. 108-066, 117
Stat. 650, was signed into law by President Bush on 04/30/2003 to
enhance federal child exploitation laws in several significant ways.
This law updated Title 42 USC §13032 - Reporting of Child Pornography by
Electronic Communication Service Providers, which created a mandatory
reporting requirement for electronic communication service providers,
Internet Service Providers (ISPs), and remote computing service
providers, to report violations of federal child pornography laws to any
law enforcement agency and/or the National Center for Missing and
Exploited Children (NCMEC). This law comes with a penalty of civil fines
up to \$50,000 per day per infraction that is not reported.

***Performance Measure:*** Number of Child Pornography Websites or Web
Hosts Shut Down

> ***FY 2006 Target:*** 2,300
>
> ***FY 2006 Actual:*** 906
>
> ***Discussion:*** A website/web host gets shut down at the request of
> the FBI once a subpoena is served to obtain information on who is
> responsible for the illicit content. Often the subpoena would be the
> factor that alerted the ISP of the illegal content. The reported
> websites/web hosts shut down by the FBI\'s staff assigned to the NCMEC
> account for approximately half of the FBI\'s reported totals.
> According to the Innocent Images FBI Supervisor detailed to NCMEC,
> ISPs are now getting in compliance with the PROTECT Act and this
> compliance has led to several changes that have reduced the way that
> the FBI receives data on the number of websites shut down:

-   The largest ISPs where offenders host child pornography websites on,
    including AOL and Yahoo, are now aggressively and automatically
    shutting down the website upon confirmation of illicit material.
    Previously they had waited for the FBI and other law enforcement to
    investigate and request the website be shut down. The ISPs still
    report the website to the NCMEC to fulfill their reporting
    obligations, but the number of reports where the website is still
    active by the time the lead is referred to the FBI has significantly
    decreased.

-   FBI subpoenas to effect the shutting down of a website typically
    contained only a few websites on each subpoena to shut down. This
    was due to the fact that NCMEC\'s reporting mechanism only allowed
    ISPs to make a few reports per tip submitted. However, NCMEC
    recently changed their submission form to allow ISPs to include many
    more reports per tip submitted. This allows greater efficiency and
    reduced duplication of reporting by the ISPs. It also provides more
    viable leads to the FBI at one time that can be contained in the
    same subpoena. This results in less subpoenas being served, but
    those that are served shutdown more websites. This method of serving
    subpoenas is much more efficient, but decreased the number of
    subpoenas served on each ISP, which are currently the only data
    available used to track this measure.

-   Several FBI Divisions reported that it has become common practice
    for the FBI to request that citizens refer their complaints directly
    to NCMEC, since they can efficiently triage these tips. Thus, some
    of the complaints that used to go directly to the FBI now are
    directed to NCMEC. This shift in procedures ensures that NCMEC does
    not send out leads that were already referred to other qualified law
    enforcement agencies to avoid duplication of efforts. NCMEC will
    only refer a lead to the FBI if an administrative subpoena is
    required.

> During FY 2007, the FBI will explore alternative methods to track
> accomplishments in the fight against child pornography and those who
> use computers to commit sexual exploitation offenses against children.
>
> ***FY 2007 Target:*** 1,000

***FY 2008 Target:*** 1,000

[Internet Fraud]{.underline}

***Background/Program Objectives:***

Internet fraud is any scam that uses one or more components of the
Internet to present fraudulent solicitations to prospective victims,
conduct fraudulent transactions, or transmit the proceeds of fraud to
financial institutions or others that are connected with the scheme.
Identity theft and Internet auction fraud are problems that plague
millions of U.S. victims, and the threat of illegitimate online
pharmacies exposes the American public to unregulated, often dangerous
drugs.

The FBI will use synchronized, nation-wide takedowns (i.e., arrests,
seizures, search warrants, indictments) to target the most significant
perpetrators of on-line schemes. In addition, the FBI and National White
Collar Crime Center partnered in May 2000 to support the Internet Crime
Complaint Center (ICCC or IC3), a national repository for receipt and
exchange of federal and industry Internet crimes data. The IC3 allows
for an enhanced capability for intelligence development to assist in
these multi-divisional investigations.

***Revised Performance Measure:*** Number of high-impact Internet fraud
targets neutralized

> ***FY 2006 Target:*** 6
>
> ***FY 2006 Actual:*** 9
>
> ***Discussion:*** The FBI's IC3 has revised the previous measure
> "Number of top-ten Internet fraud targets neutralized" into this
> measure. IC3 defines a high-impact target using the following
> criteria:

-   Total loss amount greater than \$100,000

-   International nexus

-   White Collar Crime-related fraud, such as: Economic Crime, Financial
    Institution Fraud, Money Laundering Scheme, and Pharmaceutical Fraud

-   "Phishing" Attack/Identity Theft

-   High volume of victims

> Criteria such as the amount of loss or the number of victims are given
> more weight in making this determination than the other factors. With
> the participation of Bureau resources such as IC3, the FBI
> investigates and coordinates with state, local, other federal, and
> international law enforcement partners to ensure that these
> high-impact targets are unable to perpetuate their frauds any further.
> Data from the previous measure will be shown for FY 2003-2005.
>
> Some notable cases in FY 2006 involved the aftermath of the Hurricane
> Katrina disaster in September 2005. As a result of Internet fraud
> perpetrators attempting to capitalize on the disaster, the IC3 took
> the initiative to review and analyze potentially fraudulent websites.
> Approximately 96 referrals were sent to the field. As a result of one
> of these referrals, the FBI's Miami Division opened an investigation
> on the case of airkatrina.com and worked with the Economic Crimes
> Section at the U.S. Attorney's Office. The subject, Gary Kraser,
> received over \$39,000 from 51 donors. Kraser claimed the donations
> were going to be used to purchase jet fuel for pilots who were
> donating their time and airplanes to deliver supplies/operate relief
> flights from Florida to New Orleans. Kraser admitted he did not have a
> pilot\'s license, that no rescue missions were made, and he was
> spending the money for personal use. Kraser was sentenced on May 5,
> 2006, on one count of wire fraud for 21 months in jail and 2 years of
> supervised release.
>
> []{.mark}
>
> ***FY 2007 Target:*** 10

***FY 2008 Target:*** 11

**b. Strategies to Accomplish Outcomes**

In its effort to thwart the online exploitation of children, the FBI
will prioritize those investigations involving organizations, E-groups,
or enterprises that exploit children for profit. The second priority
will be cases involving travelers. The third priority will be the
producers, distributors, and possessors of child pornography. These
priorities will be addressed by expanding current UCOs and undercover
techniques to target and identify sexual predators and enterprises. The
FBI also will develop and implement proactive initiatives designed to
identify child victims and prevent exploitation before it can occur.

The FBI has recently formed the Innocent Images International Task Force
(IIITF), where investigators from more than five countries are assigned
to the Innocent Images program within the US. These international
investigators are helping the FBI address this global crime problem. The
current focus on several large international cases draws upon extensive
resources, thus potentially diminishing the attention to shutting down
individual websites.

The FBI's IPR program is in the process of building the FBI HQ capacity
to support field divisions with HQ-driven undercover operations. While
field offices should tackle the IPR crime problem where it exists, this
centralization will allow the FBI to target the heads of organizations
that have tentacles throughout the U.S. and the world, and then give
those cases back to the division or country with jurisdiction.

The FBI's main mechanism to address Internet fraud has transformed
itself both in name, from the Internet Fraud Complaint Center (IFCC) to
the Internet Crime Complaint Center (ICCC or IC3), and in approach. The
name change better reflects the scope of complaint data IC3 receives and
analyzes, and serves more of a "one-stop-shop" for Internet crime
referrals, consistent with the FBI's Cyber Division Implementation Plan.
The IC3 is also implementing a Business Complaint Management System
(BCMS). Enlisting support from significant members of the e-commerce
community in launching the BCMS, IC3 will recognize a significant
increase in not only the number of complaints received, but will be
better equipped to package and develop such complaints to a higher level
(dollar loss and victim base) through this collaboration. Another part
of IC3's transition involves an increased emphasis on program
coordination. This will include the transfer of responsibility for
current and developing national undercover operations involving Internet
fraud.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

In 2003, the full Cyber Program, including the Cyber Crime Program,
underwent a PART review as a follow up on the previous year's NIPC PART.
It received a rating of "Adequate." For a more detailed explanation,
please refer to the Cyber Program PART results description for the
Counterterrorism/Counterintelligence Decision Unit.

[Program Increases]{.underline}

**Item Name: [Crimes Against Children/Innocent Images]{.underline}**

Budget Decision Unit(s): [Criminal Enterprises and Federal
Crimes]{.underline}

Strategic Goal(s) & Objective(s): 2.1, 2.3, 2.4, 3.1

Organizational Program: [Criminal/Cyber]{.underline}

Program Increase: Positions [14]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [7]{.underline} Dollars [\$2,356,000]{.underline}
([\$750,000 non-personnel]{.underline})

Description of Item

The FBI requests 14 positions and \$2,356,000 (\$750,000 non-personnel)
for Crimes Against Children (CAC) and the Innocent Images National
Initiative (IINI) to provide a coordinated investigative, operational,
and intelligence effort to combat CAC and to address child abductions,
predators who sexually assault children, and child prostitution.

The FBI requests 4 investigative support personnel for the CAC Program
to assist Child Abduction Rapid Deployment (CARD) Teams; provide support
to the Innocence Lost National Initiative to combat child prostitution;
and coordinate law enforcement efforts to locate and apprehend
unregistered sex offenders before they commit additional crimes.
Additionally, the FBI requests \$750,000 in FY 2008 to fund operations
associated with the FBI's CARD Teams. The funds would be utilized for
the following operating expenses: \$150,000 for software system
upgrades; \$350,000 to increase the capacity of the Violent Crimes -
Wireless Intercept Tracking Teams (VC-WITT); \$200,000 for training CAC
coordinators; and \$50,000 for laptops, GPS, and satellite phones.

The FBI also requests 10 support personnel, consisting of 8
investigative support positions and 2 computer specialists, to support
the IINI. The IINI fights the sexual exploitation and abuse of children
through the use of computers; identifies and rescues child victims;
investigates sexual predators that use the Internet and other online
services to sexually exploit children for personal or financial gain;
and strengthens the capabilities of federal, state, local, and
international law enforcement through training programs and
investigative assistance. As of December 2006, this initiative is
operating at an agent overburn rate of 77 percent. Additional personnel
would investigate cases generated by the National Center for Missing and
Exploited Children (NCMEC), DOJ Internet CAC Task Forces, individual law
enforcement agencies, citizen complaints, the CyberTipline, and online
service providers.

Justification

*Crimes Against Children -- 4 positions and \$1,189,000 (\$750,000
non-personnel)*

*Child Abductions*

The National Center for the Analysis of Violent Crime conducted a study
of 750 child abductors. Of this sample, 21 percent had been arrested for
a crime against a child prior to abducting a child and 24 percent had
been arrested for a forcible sex crime. Results of this and other
studies indicate that oftentimes child abductors are previous offenders.
For this reason, once a child is abducted, the FBI conducts an immediate
investigation into the possible locations of sex offenders in the
surrounding area. Given the number of sex offenders who have failed to
register, coupled with the number of individuals who have registered but
cannot be located, personnel and additional resources are needed to
locate sex offenders and either eliminate them as suspects or to pursue
possible investigative leads.

The FBI's policy with regard to any reported or suspected child
abduction or mysterious disappearance of a child is an immediate and
aggressive response. This immediate response is crucial because a
majority of children who are abducted and killed are murdered within
just a few hours from the actual abduction. The rapid deployment of FBI
resources during these critical hours after abduction enhances the odds
of recovering the victim alive, precludes others from becoming victims,
and facilitates the identification and arrest of the offender.

The unique nature of child abductions necessitates the response of
agents who can provide expertise to assist state and local law
enforcement on these investigations. In each region of the United
States, a CAC Coordinator is designated to interact with numerous law
enforcement components when a major CAC case occurs. The CAC coordinator
maintains contact with the Amber Alert Coordinator within each state
affiliated with the system, victim specialists, and state and local law
enforcement officers.

In FY 2006, the FBI created four CARD Teams to enhance the FBI's
response to child abductions. CARD Teams provide investigative,
technical, and resource assistance during the most critical time
following a child abduction. CARD Team members are highly trained agents
with experience in every facet of child abduction investigations,
including implementation of a response plan, command post operations,
and search capabilities. Since the program's inception in March 2006,
the CARD Teams have been deployed on five occasions. Providing
additional support for the coordination and operation of these teams
will allow agents to devote more time to investigative, rather than
administrative, matters.

The requested \$750,000 in non-personnel funding would be used to
enhance the capabilities of the CARD Teams. \$350,000 of this funding
would be utilized to further support the operations of the VC-WITTs,
which support the CARD Teams by designing, updating, and operating
enhanced wireless tracking technology. This technology enables the FBI
to quickly locate suspects or victims by tracking electronic devices,
such as cell phones, during the critical hours immediately following an
abduction. Since its implementation in May 2006, the VC-WITTs have been
used on 18 missions, resulting in 20 arrests.

The requested non-personnel funding would also provide four additional
CAC coordinator training classes each year, allowing FBI personnel to
gain additional expertise in how to deal with CAC cases. The remaining
\$200,000 in non-personnel resources would allow the FBI to purchase the
laptops, phones, and software system upgrades, required for the CARD
Teams to most effectively locate suspects or victims during child
abduction investigations.

*Child Prostitution - Innocence Lost National Initiative*

The Innocence Lost National Initiative was started in June 2003 by the
DOJ Child Exploitation and Obscenity Section, the NCMEC, and the FBI.
This initiative was designed to address the domestic trafficking of
children for the purposes of prostitution. According to a 2001
University of Pennsylvania study, approximately 300,000 youth are at
risk of becoming victims of commercial and sexual exploitation. Other
organizations have estimated this number as high as 800,000. These
juveniles do not freely enter into the life of prostitution; they are
forced by their parents, tricked by a pimp, or forced to prostitute as a
means of survival.

The FBI initially identified 14 cities with high instances of child
prostitution and requested that these field offices set up task forces
to address this crime problem. Since the inception of the Innocence Lost
National Initiative, the FBI has identified additional cities with a
child prostitution problem. These cases require multi-agency
coordination in order to dismantle the criminal enterprise. Due to the
high mobility of the subjects and victims, additional personnel would be
used to provide significant coordination between field offices and FBI
headquarters.

According to the 2002 National Incidence Studies of Missing, Abducted,
Runaway and Throwaway Children (NISMART II), 1,600,000 children are
estimated to run away from home each year, and it is estimated that
approximately 40,000 of those children will have some type of
involvement with sexual trafficking. Many of these victims are abandoned
or neglected children who are usually not reported as missing to law
enforcement or are runaways from their homes or the foster care system.
The age of a child first introduced into prostitution is typically
between 11 and 14 with some as young as 9 years. A large percentage of
these children leave home because of physical, sexual, and psychological
abuse and often have low self-esteem. These runaways become a prime
target for sex offenders, pornographers, and pimps.

The FBI focuses its CAC resources on criminal enterprises engaged in the
transportation of juveniles for the purpose of prostitution. In an
effort to discover the full scope of the criminal organization and its
members' activities, the FBI utilizes the Enterprise Theory of
Investigation. These investigations are workload intensive, intelligence
driven, and make use of sophisticated investigative techniques such as
wiretaps. Each investigation requires a significant amount of
administrative support to coordinate between field offices and other law
enforcement agencies. The 4 additional support personnel would be
utilized to assist FBI agents with the administrative tasks associated
with these cases, allowing the FBI to more efficiently investigate child
prostitution cases across the country.

*The Innocent Images National Initiative (IINI)* - *10 positions and
\$1,166,796 (all personnel)*

The FBI requests 10 support positions in order to meet the increasing
workload of the IINI, a component of the FBI\'s Cyber Crime Program.
This initiative is an intelligence driven, multi-agency investigative
operation to combat the proliferation of child pornography/child sexual
exploitation (CP/CSE) facilitated by an online computer. Pedophiles
commonly utilize computer telecommunications to share illegal
photographic images of minors and to lure children into illicit sexual
relationships. The Internet has dramatically increased the access that
sex offenders have to the population they seek to victimize. It also
provides them with greater access to a community of people who validate
their sexual preferences. The IINI provides centralized coordination and
analysis of case information, requiring unprecedented coordination among
FBI field offices and Legal Attachés and with state, local, and
international governments. The IINI focuses on:

-   Online organizations, enterprises, and communities that exploit
    children for profit or personal gain

-   Individuals who travel, or indicate a willingness to travel, for the
    purpose of engaging in sexual activity with a minor

-   Producers of child pornography

-   Major distributors of child pornography, such as those who appear to
    have transmitted a large volume of child pornography via an online
    computer on several occasions to several other people

-   Possessors of child pornography

In FY 1996, there was one Innocent Images Undercover Operation (UCO); as
of December 2006, 37 approved UCOs were being worked in a task force
environment utilizing federal, state, and local resources. Each of the
FBI\'s 56 field offices has worked investigations developed by the IINI,
and international investigations are coordinated through the FBI\'s
Legal Attaché program which coordinates investigations with the
appropriate foreign law enforcement. IINI investigations are coordinated
with DOJ Internet CAC Task Forces, and IINI training is provided to all
law enforcement involved in these investigations.

The additional law enforcement partnerships and training, education,
community outreach, and successful multi-agency investigations have
reduced CP/CSE crimes. However, more incidents of online CP/CSE are
being reported or identified for investigation, thereby exposing new
portals and servers used for child pornography. As the level of
technically sophisticated Internet users increases, the FBI falls behind
in maintaining agents with the required technical expertise to
investigate the growing case load. As of January 2007**,** the FBI was
conducting 4,614 child pornography cases with 77 percent of the Cyber
overburn occurring within the Innocent Images Initiative. The following
table illustrates the growth of the IINI throughout the life of the
program:

+--------+-----------+-----------+-----------+-----------+-----------+
| **F    |           |           |           |           |           |
| EDERAL |           |           |           |           |           |
| BUREAU |           |           |           |           |           |
| OF     |           |           |           |           |           |
| INV    |           |           |           |           |           |
| ESTIGA |           |           |           |           |           |
| TION** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **IN   |           |           |           |           |           |
| NOCENT |           |           |           |           |           |
| IMAGES |           |           |           |           |           |
| NA     |           |           |           |           |           |
| TIONAL |           |           |           |           |           |
| INITIA |           |           |           |           |           |
| TIVE** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
|        |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
|        | **New     | **Info    | *         | **Con     | *         |
|        | Cases     | rmations/ | *Arrests/ | victions/ | *Agents** |
|        | Opened**  | Indi      | Locates/  | Pre-Trial |           |
|        |           | ctments** | Summons** | Div       | **O       |
|        |           |           |           | ersions** | n-Board** |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 113       | 99        | 68\*      | 68        | 34        |
| 1996** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 301       | 94        | 56\*      | 87        | 63        |
| 1997** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 698       | 112       | 103\*     | 84        | 59        |
| 1998** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 1,497     | 307       | 337\*     | 315       | 94        |
| 1999** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 1,541     | 421       | 482       | 476       | 110       |
| 2000** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 1,559     | 497       | 519       | 557       | 154       |
| 2001** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 2,370     | 648       | 692       | 646       | 176       |
| 2002** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 2,430     | 722       | 863       | 714       | 210       |
| 2003** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 2,645     | 938       | 1,385     | 881       | 242       |
| 2004** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 2,402     | 946       | 1,649     | 994       | 243       |
| 2005** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **FY   | 2,135     | 968       | 1,546     | 1,018     | 232       |
| 2006** |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| **TO   | *         | **5,752** | **7,700** | **5,840** |           |
| TALS** | *17,691** |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+
| \*     |           |           |           |           |           |
| This   |           |           |           |           |           |
| figure |           |           |           |           |           |
| in     |           |           |           |           |           |
| cludes |           |           |           |           |           |
| an     |           |           |           |           |           |
| addi   |           |           |           |           |           |
| tional |           |           |           |           |           |
| 105    |           |           |           |           |           |
| l      |           |           |           |           |           |
| ocates |           |           |           |           |           |
| that   |           |           |           |           |           |
| some   |           |           |           |           |           |
| div    |           |           |           |           |           |
| isions |           |           |           |           |           |
| c      |           |           |           |           |           |
| laimed |           |           |           |           |           |
| after  |           |           |           |           |           |
| a new  |           |           |           |           |           |
| policy |           |           |           |           |           |
| change |           |           |           |           |           |
| in FY  |           |           |           |           |           |
| 2004.  |           |           |           |           |           |
+--------+-----------+-----------+-----------+-----------+-----------+

The 10 requested support positions will help the FBI keep pace with the
expanding IINI workload. Eight additional investigative support
specialists will enhance the FBI's ability to address the voluminous
amount of administrative subpoenas generated as a result of work
conducted by the IINI. These positions will support the continued
expansion of the program by allowing for an additional personnel
resource to be assigned at the NCMEC. The investigative support
specialists will also be used to further develop and enhance the FBI's
Innocent Images task forces and expand the IINI's global reach. The two
computer specialists will service the nearly 100 desktop and laptop
computers used by the FBI for the IINI. These machines are used for
training, and covert investigative activities, while others are utilized
to interface with the FBI internal network.

[Impact on Performance (Relationship of Increase to Strategic
Goals)]{.underline}

FBI initiatives addressing child exploitation crime problems have
increased greatly in the past five years. In order to reach DOJ goals
and strategic objectives, particular emphasis is placed on protecting
the most "vulnerable members of society," notably America's children.

The capability of the Innocence Lost National Initiative to combat child
prostitution will be negatively impacted without these additional
resources. Under the current funding level, Innocence Lost
investigations are limited to 10 cities at any one time. Because of
state and local fiscal constraints, most communities will be unable to
support the growing number of child exploitation cases requiring
attention.

Without this additional funding, CARD team coordination and operation
will not have the technology, administrative support, and training
required for the fastest response possible during child abduction
investigations. A lack of funding will prevent further development and
dissemination of information from the FBI's sex offender tracking
system. In addition, the FBI's ability to address the global
proliferation of child abuse images, and the resulting sexual abuse of
children, would be greatly hampered. The IINI would be unable to keep
pace with its traditional covert online investigative workload.

The requested resources will support the FBI's efforts to maintain its
leadership role in coordinating, investigating, and ensuring the
successful prosecution of all crimes against children. The FBI and other
law enforcement agencies are participating in joint efforts to address
the growing problems of child prostitution, child pornography, child
abductions, and the unsolicited spam to minors containing obscene and
sexually explicit material. Additional resources will enable the FBI to
further assist state and local law enforcement in combating crimes
against children.

# Funding

Base Funding for Crimes Against Children

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-availability" class="heading"> FY 2006
Availability </p></td>
<td colspan="4"><p id="fy-2007-estimate-5" class="heading">FY 2007
Estimate</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-4" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-4" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
</tr>
<tr class="odd">
<td>77</td>
<td>54</td>
<td>72</td>
<td>$19,842</td>
<td>77</td>
<td>54</td>
<td>77</td>
<td>$20,266</td>
<td>77</td>
<td>54</td>
<td>77</td>
<td>$21,267</td>
</tr>
</tbody>
</table>

Base Funding for IINI

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-availability-1" class="heading"> FY 2006
Availability </p></td>
<td colspan="4"><p id="fy-2007-estimate-6" class="heading">FY 2007
Estimate</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-5" class="heading">FY
2008 President’s Budget</p>
<p id="current-services-5" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td><p>Dollars</p>
<p>$(000)</p></td>
</tr>
<tr class="odd">
<td>245</td>
<td>124</td>
<td>221</td>
<td>$33,083</td>
<td>245</td>
<td>124</td>
<td>245</td>
<td>$34,785</td>
<td>245</td>
<td>124</td>
<td>245</td>
<td>$37,182</td>
</tr>
</tbody>
</table>

[Personnel Increase Cost Combined Summary]{.underline}

+----------------------+-----------------+------------+---------------+
| Type of Position     | Modular Cost    | Number of  | FY 2008       |
|                      |                 |            |               |
|                      | per Position    | Positions  | Request       |
|                      |                 |            |               |
|                      | (\$000)         | Requested  | (\$000)       |
+----------------------+-----------------+------------+---------------+
| Investigative        | 110             | 12         | \$1,318       |
+----------------------+-----------------+------------+---------------+
| Information          | 144             | 2          | 288           |
| Technology           |                 |            |               |
+----------------------+-----------------+------------+---------------+
| Total Personnel      | n/a             | 14         | \$1,606       |
+----------------------+-----------------+------------+---------------+

Non-Personnel Increase Cost Combined Summary

+-----------------------------+----------+-----------+----------------+
| Non-Personnel Item          | Unit     | Quantity  | FY 2008        |
|                             | Cost     |           | Request        |
|                             |          |           |                |
|                             | (\$000)  |           | (\$000)        |
+-----------------------------+----------+-----------+----------------+
| Software System Upgrades    | \$38     | 4         | \$150          |
+-----------------------------+----------+-----------+----------------+
| Wireless Intercept Tracking | 88       | 4         | 350            |
| Teams (VC-WITT)             |          |           |                |
+-----------------------------+----------+-----------+----------------+
| Training                    | 50       | 4         | 200            |
+-----------------------------+----------+-----------+----------------+
| Electronic Communications   | 4        | 12        | 50             |
| Equipment                   |          |           |                |
+-----------------------------+----------+-----------+----------------+
| Total Non-Personnel         | n/a      | n/a       | \$750          |
+-----------------------------+----------+-----------+----------------+

Total Request for this Item (Combined Initiatives)

+-----------+------+-----+-----+----------+---------+--------------+
|           | Pos  | Agt | FTE | P        | Non-Pe  | Total        |
|           |      |     |     | ersonnel | rsonnel |              |
|           |      |     |     |          |         | (\$000)      |
|           |      |     |     | (\$000)  | (\$000) |              |
+-----------+------+-----+-----+----------+---------+--------------+
| Current   | 322  | 178 | 322 | \$48,821 | \$9,628 | \$58,449     |
| Services  |      |     |     |          |         |              |
+-----------+------+-----+-----+----------+---------+--------------+
| Increases | 14   | ... | 7   | 1,606    | 750     | 2,356        |
+-----------+------+-----+-----+----------+---------+--------------+
| Grand     | 336  | 178 | 329 | \$50,427 | \       | \$60,805     |
| Total     |      |     |     |          | $10,378 |              |
+-----------+------+-----+-----+----------+---------+--------------+

**Item Name: [DNA Upgrade]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 2.1, 2.4, 3.1

Organizational Program: [Laboratory]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [...]{.underline}

> Dollars [\$14,644,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$14,644,000 (all non-personnel) to upgrade its DNA
programs so that it is able to address a growing workload resulting from
recent legislative requirements. The FBI provides DNA testing services
to all federal agencies, including U.S. Attorneys; military tribunals;
duly constituted state, county, and municipal law enforcement agencies
in the U.S.; territories of the U.S., and; other countries in
conjunction with criminal and counterterrorism investigative matters.
The FBI also provides expert witness testimony in criminal judicial
proceedings. Among the FBI's DNA programs are the Federal Convicted
Offender (FCO) Program and the Regional Mitochondrial DNA (mtDNA)
Laboratory Program.

The FCO Program works with federal and international agencies involved
in the collection of DNA samples from federal felons, federal arrestees,
illegal immigrants, and non-US citizen detainees. The FBI provides
instruction and collection kits to each agency; these agencies return
the collection kits to the FBI Laboratory for DNA analysis and uploading
into the Combined DNA Index System (CODIS).

The Regional mtDNA Laboratory Program is a partnership between the FBI
and the Arizona Department of Public Safety, the Connecticut Department
of Public Safety, the Minnesota Bureau of Criminal Apprehension, and the
New Jersey State Police for the purpose of analyzing mtDNA casework at
no cost to local and state law enforcement. The FBI reimburses these
agencies for the salaries of employees, supplies, and testimony travel
costs. In return, these labs perform mitochondrial DNA analysis and
attest to their results in local and state cases that would otherwise be
handled by the FBI. MtDNA analysis is often used in cases where
biological evidence may be degraded or small in quantity. Cases in which
hairs, bones, or teeth are the only evidence retrieved from a crime
scene are particularly well-suited to mtDNA analysis.

Justification

*Federal Convicted Offender Program and Casework Program -- \$12,644,000
(all non-personnel)*

This enhancement would provide the FBI with the non-personnel resources
required to comply with the DNA Backlog Elimination Act of 2000, the USA
PATRIOT Act of 2001, the Justice for All Act of 2004, the DNA
Fingerprint Act of 2005, and the Adam Walsh Child Protection and Safety
Act of 2006. These pieces of legislation authorize the collection of a
DNA sample from the following individuals: any person arrested, facing
charges for or convicted of a federal, military, or District of Columbia
felony, any federal terrorism offense, any aggravated sexual abuse,
sexual abuse, sexual abuse of a minor or ward, abusive sexual contact,
sexual abuse resulting in death, or any crime of violence; all illegal
immigrants; and all non-US citizen detainees. Previously, DNA was
collected only after conviction for certain offenses. These new statutes
have greatly expanded the scope and authority for obtaining DNA samples.

For FY 2007, the FBI estimates that approximately 300,000 DNA samples
will be submitted as a result of the changes in legislation. However,
the main collection agencies, Administrative Offices of U.S. Courts
(Federal Probations) and Bureau of Prisons (BOP), have had different
transition periods for implementing new legislation. Federal Probations
began sample collection in line with the Justice for All Act in November
of 2004, whereas BOP did not begin its collections in support of this
legislation until 2006. The Violence Against Women Reauthorization Act
of 2005 and the DNA Fingerprint Act of 2005, which involve greater
collection scopes than previous legislation, will presumably result in a
longer transition time to full implementation by collection agencies. As
a result, the FBI expects that the number of samples submitted in FY
2008 will increase by over 430 percent to 1,300,000 samples -- 1,000,000
from illegal immigrants and detainees and between 250,000 and 300,000
from federal arrestees.

Section 155 of the recently-enacted Adam Walsh Child Protection and
Safety Act of 2006 (Walsh Act) amends the DNA Analysis Backlog
Elimination Act of 2000 and authorizes the Attorney General to collect
DNA samples from U.S. individuals who are arrested, facing charges or
convicted, or from non-U.S. persons who are detained under the authority
of the U.S. Previous legislation required the Attorney General to
collect DNA samples from individuals who are arrested, or from non-U.S.
persons who are detained under authority of the U.S. With the assistance
of the FBI, the Attorney General is expected to enforce the Walsh Act.
With the change in legislation, the FBI anticipates receiving an
additional 90,000 DNA samples per year. These samples will be processed
by the FCO Program.

In order to carry out the FCO Program, the FBI requires collection kits,
analysis supplies and equipment, and service contracts to maintain the
equipment. The non-personnel request is for \$12,644,000: \$9,600,000
for kits and supplies, \$1,339,000 for equipment including robotics, and
\$1,705,000 for services. Collection kits cost \$8 each; therefore, the
FBI will be able to purchase 662,500 kits at a cost of \$5,300,000. The
supplies to analyze these kits, including general laboratory and
archiving supplies, account for the additional \$4,300,000. Robotic
equipment is needed to accommodate the high volume of samples. This
equipment would allow the FBI Laboratory to run 24 hours a day, 7 days
per week, in an automated environment.

*The Regional mtDNA Laboratory Program - \$2,000,000 (all
non-personnel)*

Each of the four Regional mtDNA Program partner laboratories requires
\$1,000,000 per year to function, totaling \$4,000,000 per year for the
program. Base funding is insufficient to meet this requirement. The FBI
has been able to maintain this program since inception in 2003 because
of the time delay between the cooperative agreements and the initial
funding of the program. However, this lapse will end in FY 2007 and full
funding will be required in FY 2008.

Without the assistance of these laboratories, the U.S. would see an
estimated 50% decrease in the output of mitochondrial DNA casework,
which equates to a decrease of approximately 700 cases per year. This
decrease would affect criminal casework, as well as missing persons
casework, which is currently a focus of the forensic community and is
benefited by mtDNA analysis. This decrease would also have an adverse
effect on the FBI's ability to complete mtDNA cases related to terrorism
because these laboratories, which perform mtDNA analysis in cold cases,
give the FBI the ability to focus on federal casework, the majority of
which involves terrorism-related evidence.

Any alternatives to the Regional mtDNA Laboratory Program would be much
more costly to the federal government. The FBI does not have the
resources to hire 36 individuals to make up for the shortfall that would
be created if this program did not exist. Moreover, the cost of
outsourcing this work to a commercial laboratory would be much greater
than that of the Regional mtDNA Laboratory Program, as costs per sample
range from \$1,000 to \$3,500 at commercial labs. Finally, the quality
of outsourced mtDNA analysis would be much more difficult to monitor and
maintain.

Impact on Performance (Relationship of Increase to Strategic Goals)

Through this enhancement, the FBI would generate high volumes of data to
aid investigations that specifically support the protection of the U.S.
from terrorism and violent crimes. The FBI's DNA Programs support DOJ
Strategic Goal 1 and help "prevent terrorism and promote the nation's
security" by ensuring that DNA samples from those who have been
convicted, arrested, or detained are properly analyzed and uploaded into
CODIS so that they may be shared and used to link violent crimes to
offenders. CODIS information is searched against several databases in an
effort to protect the U.S. from terrorism and violent crimes.

This enhancement would help the FBI fulfill DOJ Strategic Goal 2,
"enforce federal laws and represent the rights and interests of the
American people," by ensuring that the FBI has the proper resources to
comply with the DNA Backlog Identification Act of 2000, the USA PATRIOT
Act of 2001, the Justice for All Act of 2004, the DNA Fingerprint Act of
2005, and the Adam Walsh Child Protection and Safety Act of 2006.
Without the requested funds, the FBI would be unable to process DNA
samples collected under these acts from U.S. individuals who are
arrested, facing charges, or convicted, or from non-U.S. persons who are
detained under the authority of the U.S.

This enhancement also helps the FBI "assist state, local, and tribal
efforts to prevent or reduce crimes of violence" (DOJ Strategic Goal 3).
The DNA samples that will be sent to the FBI will be uploaded into
CODIS, to which participating state and local laboratories have access.
Subsequent hits and convictions generated from systematic CODIS searches
provide support to both national and international law enforcement
agencies.

#  {#section-23}

# Funding

Base Funding

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-5" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-7" class="heading">FY 2007
Estimate</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-6" class="heading">FY
2008 President’s Budget</p>
<p id="current-services-6" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>94</td>
<td>1</td>
<td>94</td>
<td>$12,121</td>
<td>94</td>
<td>1</td>
<td>94</td>
<td>$12,310</td>
<td>94</td>
<td>1</td>
<td>94</td>
<td>$12,406</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+------------------------+---------+-----------------+----------------+
| Non-Personnel Item     | Unit    | Quantity        | FY 2008        |
|                        | Cost    |                 | Request        |
|                        |         |                 |                |
|                        |         |                 | (\$000)        |
+------------------------+---------+-----------------+----------------+
| Applied Biosystems     | \$3,000 | 1               | \$3,000        |
| Reagent Contract       |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Applied Biosystems     | n/a     | n/a             | 500            |
| Maintenance Contract   |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Fitzco Collection Kit  | n/a     | n/a             | 500            |
+------------------------+---------+-----------------+----------------+
| Collection Kit for     | 8       | 662,500         | 5,300          |
| Arrestees              |         |                 |                |
+------------------------+---------+-----------------+----------------+
| General Equipment      | n/a     | n/a             | 300            |
| Maintenance            |         |                 |                |
+------------------------+---------+-----------------+----------------+
| General Lab Supplies   | n/a     | n/a             | 300            |
+------------------------+---------+-----------------+----------------+
| Archiving Supplies     | n/a     | n/a             | 500            |
+------------------------+---------+-----------------+----------------+
| General Lab Equipment  | n/a     | n/a             | 419            |
+------------------------+---------+-----------------+----------------+
| Artel Robotic          | 60      | 2               | 120            |
| Calibration            |         |                 |                |
| Instruments            |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Capillary              | 300     | 1               | 300            |
| Electrophoresis        |         |                 |                |
| Instruments            |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Capillary              | 250     | 1               | 250            |
| Electrophoresis        |         |                 |                |
| Instrument             |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Maintenance & Support  | 330     | 1               | 330            |
| Contract               |         |                 |                |
+------------------------+---------+-----------------+----------------+
| STaCS Maintenance &    | 450     | 1               | 450            |
| Support Contract       |         |                 |                |
+------------------------+---------+-----------------+----------------+
| i3 Maintenance &       | 100     | 1               | 100            |
| Support                |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Services to support 4  | n/a     | n/a             | 2,000          |
| Regional mtDNA Labs    |         |                 |                |
+------------------------+---------+-----------------+----------------+
| Robotic Workstation    | 250     | 1               | 250            |
+------------------------+---------+-----------------+----------------+
| Robotics Maintenance   | n/a     | n/a             | 25             |
+------------------------+---------+-----------------+----------------+
| Total Non-Personnel    | n/a     | n/a             | \$14,644       |
+------------------------+---------+-----------------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 94  | 1    | 94  | \$9,585  | \$2,821 | \$12,406     |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | ...      | 14,644  | 14,644       |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 94  | 1    | 94  | \$9,585  | \       | \$27,050     |
| Total     |     |      |     |          | $17,465 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Item Name: [Combined DNA Index System (CODIS)]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 2.1, 2.4, 3.1

Organizational Program: [Laboratory]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline} IA
[...]{.underline} FTE [...]{.underline}

> Dollars [\$7,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$7,000,000 (all non-personnel) to upgrade the Combined
DNA Index System (CODIS) software through a development contract that
would allow CODIS to continue to operate in the future. As the FBI is
using base funding for daily operations, support, and maintenance of the
CODIS baseline, additional funds are necessary in FY 2008 for the
upgrade. The software upgrade would allow CODIS to accommodate the
increased number of DNA profiles that are expected to be submitted to
the FBI Laboratory as a result of recent changes in legislation. Also,
this upgrade would further address software obsolescence issues by
expanding CODIS' capabilities related to DNA match technologies,
interoperability, computer-based training, and automated hit counting.

CODIS provides a three-tiered hierarchy of Index Systems -- the National
DNA Index System (NDIS), State DNA Index System (SDIS), and Local DNA
Index System (LDIS) -- that form a collaborative database of DNA
profiles collected from convicted offenders, crime scenes, missing
persons and their relatives, and unidentified human remains.
Participating federal, state, and local crime labs are able to exchange
and compare DNA profiles electronically, thereby linking violent crimes
to each other and to known offenders, and identifying missing persons
and human remains.

Justification

As of December 31, 2006, CODIS contained almost 4.2 million DNA
profiles. In 2006, more profiles were added than in any previous year.
However, while the participating laboratories provided more profiles
than they ever have, a few state and local laboratories did not come on
line as expected. With these considerations, the number of profiles
contained in CODIS over the next few years is expected to be as follows:

  ----------------------------------- -----------------------------------
  **Year**                            **Number of Profiles**

  2005 (actual)                       2,952,886

  2006 (actual)                       4,193,669

  2007 (estimated)                    6,290,504

  2008 (estimated)                    9,435,755

  2009 (estimated)                    14,153,633
  ----------------------------------- -----------------------------------

The number of profiles contained in CODIS is expected to grow even more
due to recent legislation, including the DNA Analysis Backlog
Elimination Act of 2000, USA PATRIOT Act of 2001, Justice for All Act of
2004, DNA Fingerprint Act of 2005, and Adam Walsh Child Protection and
Safety Act of 2006. The effect of legislative changes has been to expand
the authority of the Attorney General to collect DNA samples from
persons convicted of a qualifying federal offense to persons arrested,
facing charges or convicted of any (federal) felony, any federal crime
of terrorism, aggravated sexual abuse, sexual abuse, sexual abuse of a
minor or ward, abusive sexual contact, sexual abuse resulting in death,
or any crime of violence, as well as from non-U.S. persons detained
under the authority of the U.S.

The FBI is responsible for maintaining CODIS so that all of these
profiles can be searched. The current CODIS design is unable to
accommodate more than 10,000,000 profiles and will experience processing
problems and obsolescence to the point that a search could take 24 to 36
hours. CODIS software is over 10 years old and only minor upgrades have
been made since the system was developed. Existing base funds are not
adequate to make all of the necessary upgrades. In order to work with
databases larger than 10,000,000 profiles and continue to meet mission
needs in the future, the FBI must upgrade CODIS software. The
requirement of the software development contract is to be able to
process greater than 50,000,000 profiles within the performance
requirements, which include complete searches of the entire database
against itself in eight hours or less and complete searches of one
profile against the entire database in one hour or less.

Redeveloping CODIS would not only allow for the system to process more
profiles but would also expand its capabilities. The bill that
authorized CODIS included funding specifically for the FBI to use
mitochondrial DNA to assist in the identification of missing persons.
While the FBI currently has a Missing Persons DNA Database of
mitochondrial DNA samples, supported by a different software baseline
known as CODIS + Mito, the CODIS system itself lacks the capability to
link mitochondrial and nuclear DNA because it does not have the matching
algorithm needed to make calculations necessary for familial
identifications. Kinship analysis through familial identifications is a
useful tool in identifying victims of mass fatalities, like those
resulting from terrorist attacks and natural disasters, and missing
persons. The software development contract to be funded with the
requested resources would implement a kinship analysis module that would
complete CODIS' national missing persons capability and allow the FBI to
fulfill its forensic mission associated with disaster victim
identification (DVI). The CODIS and CODIS + Mito baselines would be
combined as a result of this enhancement, eliminating the need to
maintain two separate baselines.

Additional capabilities that would result from the software development
contract include interoperability with other systems (e.g., National
Crime Information Center, Interstate Identification Index or I3, and
Interpol), updated security features, computer-based training, and
automated hit counting. Moreover, automation of hit counting, which is
currently a manual process, and interoperability, would allow DNA
analysts to focus on DNA casework and not on performing these processes.
Finally, computer-based training would ensure that employees receive the
appropriate training.

Impact on Performance (Relationship of Increase to Strategic Goals)

The use of CODIS supports DOJ Strategic Goals 1, 2, and 3 by improving
information sharing and coordination with federal, state, and local
partners in order to prevent terrorism and reduce crimes of violence.
CODIS provides the only way to effectively and efficiently coordinate
and search every state in the nation for DNA matches. CODIS information
is searched against several databases in an effort to protect the US
from terrorism and other violent crimes. It has proven to be the most
effective means for identifying criminals who have committed violent
crimes that may otherwise remain unsolved.

Hits and convictions generated from systematic CODIS searches provide
support to both national and international law enforcement agencies.
Through October 2006, CODIS aided approximately 40,000 investigations in
49 states and 2 federal crime laboratories. CODIS is used by personnel
at all levels of government at approximately 200 participating labs and
the number of participating labs is expected to increase as funding from
the President's DNA Initiative flows to state and local labs, enabling
them to join SDIS and LDIS. CODIS users depend on the FBI to maintain
the integrity of the system.

In addition to assisting state, local, and tribal partners, this
enhancement would help the FBI comply with legislation, namely the DNA
Fingerprint Act of 2005, which will have dramatic effects on the
requirements placed on CODIS, and would allow the FBI to support DOJ
Strategic Goal 2 -- Enforce Federal Laws and Represent the Rights and
Interests of the American People.

#  {#section-24}

# Funding

Base Funding

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-6" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-8" class="heading">FY 2007
Estimate</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-7" class="heading">FY
2008 President’s Budget</p>
<p id="current-services-7" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>12</td>
<td>…</td>
<td>12</td>
<td>$10,704</td>
<td>12</td>
<td>…</td>
<td>12</td>
<td>$10,728</td>
<td>12</td>
<td>…</td>
<td>12</td>
<td>$10,740</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+----------------------+-----------+-----------------+----------------+
| Non-Personnel Item   | Unit Cost | Quantity        | FY 2008        |
|                      |           |                 | Request        |
|                      |           |                 |                |
|                      |           |                 | (\$000)        |
+----------------------+-----------+-----------------+----------------+
| CODIS Development    | n/a       | n/a             | \$7,000        |
| Contract             |           |                 |                |
+----------------------+-----------+-----------------+----------------+
| Total Non-Personnel  | n/a       | n/a             | \$7,000        |
+----------------------+-----------+-----------------+----------------+

Total Request for this Item

+-----------+-----+------+-----+----------+---------+--------------+
|           | Pos | Agt  | FTE | P        | Non-Pe  | Total        |
|           |     |      |     | ersonnel | rsonnel |              |
|           |     |      |     |          |         | (\$000)      |
|           |     |      |     | (\$000)  | (\$000) |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Current   | 12  | ...  | 12  | \$1,212  | \$9,528 | \$10,740     |
| Services  |     |      |     |          |         |              |
+-----------+-----+------+-----+----------+---------+--------------+
| Increases | ... | ...  | ... | ...      | 7,000   | 7,000        |
+-----------+-----+------+-----+----------+---------+--------------+
| Grand     | 12  | ...  | 12  | \$1,212  | \       | \$17,740     |
| Total     |     |      |     |          | $16,528 |              |
+-----------+-----+------+-----+----------+---------+--------------+

**Program Offset : [Realignment of Criminal Investigative Agents to
Counterterrorism Matters]{.underline}**

Budget Decision Units: [Counterterorrism/Counterintelligence; Criminal
Enterprises and Federal Crimes]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 1.2, 2.1, 2.2, 2.3, 2.4

Organizational Program: [Counterterrorism and Criminal
Investigations]{.underline}

Program Reduction: Positions [\[100\]]{.underline} Agt.
[\[100\]]{.underline} FTE [\[100\]]{.underline} Dollars
\[[\$14,900,000\]]{.underline}

Description of Item

The FBI proposes a permanent redirection of 100 Special Agent positions
from the Criminal Enterprises and Federal Crimes Decision Unit to the
Counterterrorism/Counterintelligence Decision Unit. This permanent shift
of agent resources further aligns the FBI's investigative effort to
address its highest priority, protecting the United States from
terrorist attack. Without the additional criminal special agents
currently assigned to work on counterterrorism, staffing levels would
not be sufficient to sustain the level of management, operational
support, and analysis needed to meet the terrorist threat to the United
States. The FBI proposed a similar realignment of 300 agent positions
for FY 2007. Should both of these proposals be approved, a total of 400
agent positions would be realigned.

Justification

Since the terrorist attacks of September 11, 2001, the FBI has received
or reallocated resources to better support its counterterrorism program.
However, during the same period, workload has continued to increase.
This request is consistent with the FBI's multi-year approach of
building a capability commensurate with the shift of focus from an
investigative to an intelligence agency and the increasing threat facing
the United States. Therefore, it is critical that the FBI continue its
work, at an enterprise level, to improve its counterterrorism
operations.

Since the terrorist attacks of September 11, 2001, the FBI has realigned
priorities and resources into a forward-looking counterterrorism
organization, devoting the level of resources necessary to prevent
terrorist attacks before they occur, rather than the historic position
of investigating criminal activity after the crime. Agents appropriated
for criminal cases have been required to work counterterrorism cases
continually since September 11, 2001. This proposal would formalize the
placement of these critical agent resources in the
Counterterrorism/Counterintelligence Decision Unit.

**D. Criminal Justice Services Decision Unit**

  --------------------------------- ---------- ---------- ---------------
  CRIMINIAL JUSTICE SERVICES        Perm. Pos. FTE        Amount
  DECISION UNIT TOTAL                                     

  2006 Enacted with Rescissions     2,082      2,093      \$283,341,000

  2006 Supplementals                ...        ...        2,250,000

  2006 Enacted w/ Rescissions and   2,082      2,093      285,591,000
  Supplementals                                           

  2007 Estimate                     2,305      2,310      406,110,000

  Adjustments to Base and Technical \(219\)    \(217\)    6,898,000
  Adjustments                                             

  2008 Current Services             2,086      2,093      413,008,000

  2008 Program Increases            1          ...        49,632,000

  2008 Offsets                      ...        ...        ...

  2008 Request                      2,087      2,093      462,640,000

  Total Change 2007-2008            \(218\)    \(217\)    \$56,530,000
  --------------------------------- ---------- ---------- ---------------

1\. Program Description

The Criminal Justice Services (CJS) Decision Unit is comprised of most
of the programs in the Criminal Justice Information Services Division;
the portion of the Laboratory Division that provides criminal justice
information and forensic services to the FBI\'s state and local law
enforcement partners; and the state and local training programs of the
Training and Development Division. Additionally, the CJS Decision Unit
includes a prorated share of resources from the FBI\'s support divisions
(Security, Information Technology Operations, and the administrative
divisions and offices).

***Criminal Justice Information Services (CJIS) Division***

The CJIS Division provides timely and relevant criminal justice
information to the FBI and to qualified law enforcement, criminal
justice, civilian, academic, employment, and licensing agencies
regarding individuals, stolen property, criminal organizations and
activities, and other law enforcement data. The total FY 2008 base for
CJIS, including Law Enforcement Online which is scored to the
Intelligence Decision Unit, is 1,737 direct positions (10 agents), 1,748
FTE, and \$305,987,849. Additionally, CJIS has 627 reimbursable FTE.

The CJIS Division includes several major program activities that support
this mission:

[Integrated Automated Fingerprint Identification System
(IAFIS)]{.underline}: IAFIS provides timely and accurate identification
services in a paperless environment 24 hours a day, 7 days a week. The
system identifies individuals through name, date-of-birth, other
descriptors, and/or fingerprint image comparisons, and provides criminal
history records on individuals for law enforcement and civil purposes.
IAFIS is designed to process criminal fingerprint submissions in 2 hours
or less and civil submissions in 24 hours or less. The FBI conducted
over 23.1 million fingerprint background checks in FY 2006.

[National Crime Information Center (NCIC)]{.underline}: The NCIC is a
nationwide information system that supports the FBI and other law
enforcement agencies in their mission to uphold the law and protect the
public. The NCIC allows for the compilation, dissemination, and exchange
of timely and critical criminal justice and law enforcement information,
such as criminal history records available from IAFIS, wanted person
information, stolen vehicles, and other data. The NCIC averaged over 5.2
million transactions per day in FY 2006.

[National Instant Criminal Background Check System (NICS)]{.underline}:
The NICS is a national system established to enforce the provisions of
the Brady Handgun Violence Prevention Act. The NICS allows Federal
Firearms Licensees to determine whether receipt of a firearm by a
prospective purchaser would violate state or federal law. The system
ensures the timely transfer of firearms to individuals who are not
specifically prohibited and denies transfer to prohibited persons. In FY
2006, the NICS processed over 9.7 million inquiries. The FBI conducted
over 5.2 million of these checks, resulting in 71,217 denials to
prohibited persons. Approximately 4.4 million checks were conducted by
individual states in FY 2006.

[Uniform Crime Reporting (UCR)]{.underline}: The UCR Program collects,
analyzes, and publishes nationwide crime statistics based on crime data
submitted from more than 17,000 state and local law enforcement
agencies. The program produces official measures of crime in the United
States. Through the use of these data, policy makers can study crime
trends and strategically allocate resources.

***Laboratory Division***

A portion of the Laboratory Division programs that provide forensic
services to the FBI\'s state and local law enforcement partners is
scored in the CJS Decision Unit. The total FY 2008 base for the FBI
Laboratory, including elements scored to other decision units, is 669
positions (62 agents), 659 FTE, and \$178,115,548.

The successful investigation and prosecution of crimes require the
collection, examination, and scientific analysis of evidence recovered
at the scene of the incident and obtained during the course of the
investigation. Without such evidence, many crimes would go unsolved and
unpunished. At the same time, forensic examination of evidence
exonerates individuals wrongly accused of crimes.

The FBI Laboratory is the only full-service civilian federal forensic
laboratory in the United States. Examinations support investigations
that cross all FBI investigative programs and international, federal,
state, and local boundaries. With the exception of property crimes and
drug investigations, the FBI Laboratory performs examinations of
evidence, free of charge, for all duly constituted law enforcement
agencies in the United States that are unable to perform the
examinations at their own facilities. In addition to the actual
processing of physical evidence, the FBI Laboratory provides
comprehensive technical reports, training, and expert testimony to
federal, state, and local agencies.

The Laboratory at Quantico, which spans nearly 500,000 square feet, has
significantly improved the FBI\'s forensic capabilities since it began
operating in 2003. The facility includes 5 floors for specialized
laboratories and offices, a 900-space parking garage, and a stand-alone
central utilities plant. The advanced design of the FBI\'s laboratory
features a multi-building concept that incorporates both a laboratory
and a main office building. The unique design emphasizes the secure
transfer, handling, and processing of evidence, with specified paths for
the acceptance, circulation, and return of evidence. Laboratory work
space is separated from offices and public areas to avoid evidence
contamination and to provide examination areas free of distractions.

The Laboratory conducted 862,080 forensic examinations in FY 2006.

***Training and Development Division***

State and local law enforcement training programs of the Training and
Development Division (TDD) are encompassed by the CJS Decision Unit.
Additionally, to capture the administrative resources required to
support the CJS program, a prorated share of other TDD and field
training resources are scored in this decision unit. The total FY 2008
base for the Training Program is 613 positions (285 agents), 598 FTE,
and \$150,512,663.

The FBI provides instruction for state and local criminal justice
practitioners, both at the FBI Academy and throughout the United States
at state, regional, and local training facilities. The principal course
for state and local law enforcement officers is the FBI National
Academy, a 10-week multi-disciplinary program for officers who are
considered to have potential for further advancement in their careers.
In FY 2006, 1,006 state, local, and international law enforcement
officers participated in the National Academy program at the FBI Academy
in Quantico, Virginia.

In addition to sessions offered at the FBI Academy, the FBI conducts and
participates in courses and seminars at state, regional, and local
training facilities. These training sessions cover the full range of law
enforcement training topics such as hostage negotiation,
computer-related crimes, death investigations, violent crimes, criminal
psychology, forensic science, and arson. In FY 2006, 96,000 criminal
justice personnel received training from FBI instructors at state,
regional, and local training facilities.

Due to the increasingly global nature and mandate of many of the FBI\'s
investigative initiatives, the FBI has in recent years emphasized the
need to train its foreign law enforcement partners through the
International Training and Assistance Program. In FY 2006, the FBI
trained 7,182 international police officers in the field and 160 at the
FBI Academy.

***Management and Support Services***

In addition to CJIS and other investigative support divisions which make
up the core elements of the CJS Decision Unit, the FBI\'s various
administrative and other support programs provide essential services. A
prorated share of these administrative and other support services are
scored to the CJS Decision Unit. The FBI\'s administrative programs lead
the FBI effectively through the challenges and changes that are
continuously presented to federal law enforcement; provide effective
direction and support to investigative personnel; and ensure that
adequate resources exist to address the FBI\'s criminal investigative,
national security, and law enforcement support responsibilities. A
prorated share of resources associated with the Finance Division,
Administrative Services Division, Inspection Division, and other
administrative entities support the CJS mission.

**[Program Objectives]{.underline}**

-   Reduce criminal activity by providing timely and quality criminal
    justice information to federal, state, and local law enforcement
    agencies.

-   Provide new technologies and address critical shortfalls in forensic
    investigative capabilities including latent fingerprint,
    firearms/toolmark, explosive, trace evidence, DNA, and training of
    personnel.

-   Lead and inspire, through excellence in training and research, the
    education and development of the criminal justice community.

<table>
<colgroup>
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<col style="width: 6%" />
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</colgroup>
<thead>
<tr class="header">
<th colspan="12"><strong>PERFORMANCE/RESOURCES TABLE</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td colspan="12"><strong>Decision Unit:</strong> Criminal Justice
Services</td>
</tr>
<tr class="even">
<td colspan="12"><strong>DOJ Strategic Goal/Objective</strong> Goal 3:
Assist State, Local, and Tribal Efforts to Prevent or Reduce Crime and
Violence / Objective 3.1 – Improve the crime fighting and criminal
justice system capabilities of state, tribal, and local governments</td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>WORKLOAD/ RESOURCES</strong></td>
<td colspan="2"><strong>Final Target</strong></td>
<td colspan="2"><strong>Actual</strong></td>
<td colspan="2"><strong>Estimate</strong></td>
<td colspan="2"><strong>Changes</strong></td>
<td colspan="2"><strong>Requested (Total)</strong></td>
</tr>
<tr class="even">
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008 Program
Changes</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="odd">
<td colspan="2">IAFIS fingerprint background checks</td>
<td colspan="2">19,350,000</td>
<td colspan="2">23,155,354</td>
<td colspan="2">19,800,000</td>
<td colspan="2">555,000</td>
<td colspan="2">20,355,000</td>
</tr>
<tr class="even">
<td colspan="2">NCIC transactions</td>
<td colspan="2">1,675,338,065</td>
<td colspan="2">1,801,802,679</td>
<td colspan="2">1,809,365,000</td>
<td colspan="2">36,187,000</td>
<td colspan="2">1,845,552,000</td>
</tr>
<tr class="odd">
<td colspan="2">Total number of federal, state, and local investigations
aided by the Combined DNA Index System (CODIS)</td>
<td colspan="2">†</td>
<td colspan="2">10,887</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="even">
<td colspan="2">Total number of forensic and offender matches identified
at the National DNA Index System (NDIS), State DNA Index System (SDIS),
and Local DNA Index System (LDIS)</td>
<td colspan="2">†</td>
<td colspan="2">11,335</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
<td colspan="2">†</td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Total Costs and FTE</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
<td><strong>FTE</strong></td>
<td><strong>$000</strong></td>
</tr>
<tr class="even">
<td>2,093</td>
<td>285,591</td>
<td>2,538</td>
<td>285,591</td>
<td>2,310</td>
<td>406,110</td>
<td>(217)</td>
<td>56,530</td>
<td>2,093</td>
<td>462,640</td>
</tr>
<tr class="odd">
<td><p><strong>TYPE/</strong></p>
<p><strong>STRATEGIC OBJECTIVE</strong></p></td>
<td><strong>PERFORMANCE</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td colspan="2"><strong>FY 2007</strong></td>
<td colspan="2"><strong>Current Services Adjustments and FY 2008
Program</strong></td>
<td colspan="2"><strong>FY 2008 Request</strong></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>IAFIS:</p>
<p>% of electronically submitted fingerprint identification
requests:</p>
<p>- Criminal: completed within 2 hours</p>
<p>- Civil: completed within 24 hours</p></td>
<td colspan="2"><p>93%</p>
<p>98%</p></td>
<td colspan="2"><p>97%</p>
<p>98%</p></td>
<td colspan="2"><p>94%</p>
<p>98%</p></td>
<td colspan="2"><p>1%</p>
<p>--</p></td>
<td colspan="2"><p>95%</p>
<p>98%</p></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>NCIC:</p>
<p>- System availability</p>
<p>- Downtime in minutes</p></td>
<td colspan="2"><p>99.5%</p>
<p>2,628</p></td>
<td colspan="2"><p>99.8%</p>
<p>1,277</p></td>
<td colspan="2"><p>99.5%</p>
<p>2,635</p></td>
<td colspan="2"><p>--</p>
<p>-7</p></td>
<td colspan="2"><p>99.5%</p>
<p>2,628</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>NICS:</p>
<p>% of NICS checks with an Immediate Determination</p></td>
<td colspan="2">90%</td>
<td colspan="2">91%</td>
<td colspan="2">90%</td>
<td colspan="2">--</td>
<td colspan="2">90%</td>
</tr>
</tbody>
</table>

+------+--------------+--------+--------+--------+--------+--------+
| *    | **P          | **FY   | **FY   | **FY   | **C    | **FY   |
| *TYP | ERFORMANCE** | 2006** | 2006** | 2007   | urrent | 2008   |
| E/** |              |        |        | Presi  | Se     | Req    |
|      |              |        |        | dent's | rvices | uest** |
| **S  |              |        |        | Bu     | Adjus  |        |
| TRAT |              |        |        | dget** | tments |        |
| EGIC |              |        |        |        | and FY |        |
| OBJ  |              |        |        |        | 2008   |        |
| ECTI |              |        |        |        | Pro    |        |
| VE** |              |        |        |        | gram** |        |
+------+--------------+--------+--------+--------+--------+--------+
| *    | S            | 2,568  | 2,614  | 2,678  | 97     | 2,775  |
| *Per | tudent-weeks |        |        |        |        |        |
| form | of           |        |        |        |        |        |
| ance | Instruction  |        |        |        |        |        |
| M    | at the       |        |        |        |        |        |
| easu | Hazardous    |        |        |        |        |        |
| re** | Devices      |        |        |        |        |        |
|      | School (HDS) |        |        |        |        |        |
+------+--------------+--------+--------+--------+--------+--------+
| *    | Number of    | 469    | 469    | 478    | 4      | 482    |
| *Per | Accredited   |        |        |        |        |        |
| form | Bomb Squads  |        |        |        |        |        |
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| easu |              |        |        |        |        |        |
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| gram |              |        |        |        |        |        |
| was  |              |        |        |        |        |        |
| d    |              |        |        |        |        |        |
| evel |              |        |        |        |        |        |
| oped |              |        |        |        |        |        |
| as a |              |        |        |        |        |        |
| req  |              |        |        |        |        |        |
| uire |              |        |        |        |        |        |
| ment |              |        |        |        |        |        |
| by a |              |        |        |        |        |        |
| co   |              |        |        |        |        |        |
| ntra |              |        |        |        |        |        |
| ctor |              |        |        |        |        |        |
| du   |              |        |        |        |        |        |
| ring |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| dev  |              |        |        |        |        |        |
| elop |              |        |        |        |        |        |
| ment |              |        |        |        |        |        |
| of   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| NCIC |              |        |        |        |        |        |
| 2000 |              |        |        |        |        |        |
| sys  |              |        |        |        |        |        |
| tem. |              |        |        |        |        |        |
| The  |              |        |        |        |        |        |
| d    |              |        |        |        |        |        |
| evel |              |        |        |        |        |        |
| oped |              |        |        |        |        |        |
| code |              |        |        |        |        |        |
| for  |              |        |        |        |        |        |
| this |              |        |        |        |        |        |
| req  |              |        |        |        |        |        |
| uire |              |        |        |        |        |        |
| ment |              |        |        |        |        |        |
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| goro |              |        |        |        |        |        |
| usly |              |        |        |        |        |        |
| te   |              |        |        |        |        |        |
| sted |              |        |        |        |        |        |
| thr  |              |        |        |        |        |        |
| ough |              |        |        |        |        |        |
| Sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| Int  |              |        |        |        |        |        |
| egra |              |        |        |        |        |        |
| tion |              |        |        |        |        |        |
| and  |              |        |        |        |        |        |
| Test |              |        |        |        |        |        |
| (    |              |        |        |        |        |        |
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| p    |              |        |        |        |        |        |
| rior |              |        |        |        |        |        |
| to   |              |        |        |        |        |        |
| b    |              |        |        |        |        |        |
| eing |              |        |        |        |        |        |
| put  |              |        |        |        |        |        |
| into |              |        |        |        |        |        |
| ope  |              |        |        |        |        |        |
| rati |              |        |        |        |        |        |
| ons. |              |        |        |        |        |        |
| The  |              |        |        |        |        |        |
| inf  |              |        |        |        |        |        |
| orma |              |        |        |        |        |        |
| tion |              |        |        |        |        |        |
| prod |              |        |        |        |        |        |
| uced |              |        |        |        |        |        |
| in   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| NCIC |              |        |        |        |        |        |
| rep  |              |        |        |        |        |        |
| orts |              |        |        |        |        |        |
| is   |              |        |        |        |        |        |
| also |              |        |        |        |        |        |
| v    |              |        |        |        |        |        |
| alid |              |        |        |        |        |        |
| ated |              |        |        |        |        |        |
| by   |              |        |        |        |        |        |
| CJIS |              |        |        |        |        |        |
| Divi |              |        |        |        |        |        |
| sion |              |        |        |        |        |        |
| s    |              |        |        |        |        |        |
| taff |              |        |        |        |        |        |
| p    |              |        |        |        |        |        |
| rior |              |        |        |        |        |        |
| to   |              |        |        |        |        |        |
| rele |              |        |        |        |        |        |
| ase. |              |        |        |        |        |        |
|      |              |        |        |        |        |        |
| \-   |              |        |        |        |        |        |
| Sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| Avai |              |        |        |        |        |        |
| labi |              |        |        |        |        |        |
| lity |              |        |        |        |        |        |
| data |              |        |        |        |        |        |
| are  |              |        |        |        |        |        |
| c    |              |        |        |        |        |        |
| olle |              |        |        |        |        |        |
| cted |              |        |        |        |        |        |
| manu |              |        |        |        |        |        |
| ally |              |        |        |        |        |        |
| from |              |        |        |        |        |        |
| Sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| Ma   |              |        |        |        |        |        |
| nage |              |        |        |        |        |        |
| ment |              |        |        |        |        |        |
| Ce   |              |        |        |        |        |        |
| nter |              |        |        |        |        |        |
| (    |              |        |        |        |        |        |
| SMC) |              |        |        |        |        |        |
| l    |              |        |        |        |        |        |
| ogs. |              |        |        |        |        |        |
| Sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| Avai |              |        |        |        |        |        |
| labi |              |        |        |        |        |        |
| lity |              |        |        |        |        |        |
| is   |              |        |        |        |        |        |
| b    |              |        |        |        |        |        |
| ased |              |        |        |        |        |        |
| on   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| time |              |        |        |        |        |        |
| that |              |        |        |        |        |        |
| a    |              |        |        |        |        |        |
| sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| is   |              |        |        |        |        |        |
| out  |              |        |        |        |        |        |
| of   |              |        |        |        |        |        |
| ser  |              |        |        |        |        |        |
| vice |              |        |        |        |        |        |
| u    |              |        |        |        |        |        |
| ntil |              |        |        |        |        |        |
| it   |              |        |        |        |        |        |
| is   |              |        |        |        |        |        |
| retu |              |        |        |        |        |        |
| rned |              |        |        |        |        |        |
| to   |              |        |        |        |        |        |
| ser  |              |        |        |        |        |        |
| vice |              |        |        |        |        |        |
| as   |              |        |        |        |        |        |
| reco |              |        |        |        |        |        |
| rded |              |        |        |        |        |        |
| by   |              |        |        |        |        |        |
| SMC  |              |        |        |        |        |        |
| pe   |              |        |        |        |        |        |
| rson |              |        |        |        |        |        |
| nel. |              |        |        |        |        |        |
| CJIS |              |        |        |        |        |        |
| Divi |              |        |        |        |        |        |
| sion |              |        |        |        |        |        |
| s    |              |        |        |        |        |        |
| taff |              |        |        |        |        |        |
| i    |              |        |        |        |        |        |
| nput |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| inf  |              |        |        |        |        |        |
| orma |              |        |        |        |        |        |
| tion |              |        |        |        |        |        |
| into |              |        |        |        |        |        |
| spre |              |        |        |        |        |        |
| adsh |              |        |        |        |        |        |
| eets |              |        |        |        |        |        |
| that |              |        |        |        |        |        |
| c    |              |        |        |        |        |        |
| alcu |              |        |        |        |        |        |
| late |              |        |        |        |        |        |
| per  |              |        |        |        |        |        |
| cent |              |        |        |        |        |        |
| a    |              |        |        |        |        |        |
| vera |              |        |        |        |        |        |
| ges. |              |        |        |        |        |        |
| The  |              |        |        |        |        |        |
| al   |              |        |        |        |        |        |
| gori |              |        |        |        |        |        |
| thms |              |        |        |        |        |        |
| used |              |        |        |        |        |        |
| wi   |              |        |        |        |        |        |
| thin |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| spre |              |        |        |        |        |        |
| adsh |              |        |        |        |        |        |
| eets |              |        |        |        |        |        |
| were |              |        |        |        |        |        |
| v    |              |        |        |        |        |        |
| alid |              |        |        |        |        |        |
| ated |              |        |        |        |        |        |
| p    |              |        |        |        |        |        |
| rior |              |        |        |        |        |        |
| to   |              |        |        |        |        |        |
| b    |              |        |        |        |        |        |
| eing |              |        |        |        |        |        |
| used |              |        |        |        |        |        |
| by   |              |        |        |        |        |        |
| in-h |              |        |        |        |        |        |
| ouse |              |        |        |        |        |        |
| pe   |              |        |        |        |        |        |
| rson |              |        |        |        |        |        |
| nel. |              |        |        |        |        |        |
| The  |              |        |        |        |        |        |
| Sy   |              |        |        |        |        |        |
| stem |              |        |        |        |        |        |
| Avai |              |        |        |        |        |        |
| labi |              |        |        |        |        |        |
| lity |              |        |        |        |        |        |
| fig  |              |        |        |        |        |        |
| ures |              |        |        |        |        |        |
| are  |              |        |        |        |        |        |
| tra  |              |        |        |        |        |        |
| cked |              |        |        |        |        |        |
| clo  |              |        |        |        |        |        |
| sely |              |        |        |        |        |        |
| on a |              |        |        |        |        |        |
| we   |              |        |        |        |        |        |
| ekly |              |        |        |        |        |        |
| b    |              |        |        |        |        |        |
| asis |              |        |        |        |        |        |
| by   |              |        |        |        |        |        |
| Sys  |              |        |        |        |        |        |
| tems |              |        |        |        |        |        |
| Mana |              |        |        |        |        |        |
| gers |              |        |        |        |        |        |
| and  |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| Sec  |              |        |        |        |        |        |
| tion |              |        |        |        |        |        |
| C    |              |        |        |        |        |        |
| hief |              |        |        |        |        |        |
| in   |              |        |        |        |        |        |
| ch   |              |        |        |        |        |        |
| arge |              |        |        |        |        |        |
| of   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| op   |              |        |        |        |        |        |
| erat |              |        |        |        |        |        |
| ions |              |        |        |        |        |        |
| and  |              |        |        |        |        |        |
| mai  |              |        |        |        |        |        |
| nten |              |        |        |        |        |        |
| ance |              |        |        |        |        |        |
| of   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| CJIS |              |        |        |        |        |        |
| Div  |              |        |        |        |        |        |
| isio |              |        |        |        |        |        |
| n\'s |              |        |        |        |        |        |
| syst |              |        |        |        |        |        |
| ems. |              |        |        |        |        |        |
|      |              |        |        |        |        |        |
| *    |              |        |        |        |        |        |
| *-** |              |        |        |        |        |        |
| HDS  |              |        |        |        |        |        |
| data |              |        |        |        |        |        |
| are  |              |        |        |        |        |        |
| ma   |              |        |        |        |        |        |
| inta |              |        |        |        |        |        |
| ined |              |        |        |        |        |        |
| in   |              |        |        |        |        |        |
| cen  |              |        |        |        |        |        |
| tral |              |        |        |        |        |        |
| f    |              |        |        |        |        |        |
| iles |              |        |        |        |        |        |
| and  |              |        |        |        |        |        |
| d    |              |        |        |        |        |        |
| atab |              |        |        |        |        |        |
| ases |              |        |        |        |        |        |
| loc  |              |        |        |        |        |        |
| ated |              |        |        |        |        |        |
| at   |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| HDS. |              |        |        |        |        |        |
| The  |              |        |        |        |        |        |
| HDS  |              |        |        |        |        |        |
| Pro  |              |        |        |        |        |        |
| gram |              |        |        |        |        |        |
| A    |              |        |        |        |        |        |
| dmin |              |        |        |        |        |        |
| istr |              |        |        |        |        |        |
| ator |              |        |        |        |        |        |
| rev  |              |        |        |        |        |        |
| iews |              |        |        |        |        |        |
| and  |              |        |        |        |        |        |
| appr |              |        |        |        |        |        |
| oves |              |        |        |        |        |        |
| all  |              |        |        |        |        |        |
| sta  |              |        |        |        |        |        |
| tist |              |        |        |        |        |        |
| ical |              |        |        |        |        |        |
| ac   |              |        |        |        |        |        |
| comp |              |        |        |        |        |        |
| lish |              |        |        |        |        |        |
| ment |              |        |        |        |        |        |
| data |              |        |        |        |        |        |
| for  |              |        |        |        |        |        |
| di   |              |        |        |        |        |        |
| ssem |              |        |        |        |        |        |
| inat |              |        |        |        |        |        |
| ion. |              |        |        |        |        |        |
|      |              |        |        |        |        |        |
| †    |              |        |        |        |        |        |
| DOJ  |              |        |        |        |        |        |
| is   |              |        |        |        |        |        |
| no   |              |        |        |        |        |        |
| lo   |              |        |        |        |        |        |
| nger |              |        |        |        |        |        |
| re   |              |        |        |        |        |        |
| ques |              |        |        |        |        |        |
| ting |              |        |        |        |        |        |
| e    |              |        |        |        |        |        |
| stim |              |        |        |        |        |        |
| ates |              |        |        |        |        |        |
| for  |              |        |        |        |        |        |
| t    |              |        |        |        |        |        |
| hese |              |        |        |        |        |        |
| data |              |        |        |        |        |        |
| star |              |        |        |        |        |        |
| ting |              |        |        |        |        |        |
| with |              |        |        |        |        |        |
| the  |              |        |        |        |        |        |
| FY   |              |        |        |        |        |        |
| 2008 |              |        |        |        |        |        |
| bu   |              |        |        |        |        |        |
| dget |              |        |        |        |        |        |
| sub  |              |        |        |        |        |        |
| miss |              |        |        |        |        |        |
| ion. |              |        |        |        |        |        |
| Ac   |              |        |        |        |        |        |
| tual |              |        |        |        |        |        |
| data |              |        |        |        |        |        |
| will |              |        |        |        |        |        |
| be   |              |        |        |        |        |        |
| repo |              |        |        |        |        |        |
| rted |              |        |        |        |        |        |
| as   |              |        |        |        |        |        |
| cur  |              |        |        |        |        |        |
| rent |              |        |        |        |        |        |
| work |              |        |        |        |        |        |
| load |              |        |        |        |        |        |
| o    |              |        |        |        |        |        |
| nly. |              |        |        |        |        |        |
+------+--------------+--------+--------+--------+--------+--------+

<table style="width:100%;">
<colgroup>
<col style="width: 9%" />
<col style="width: 25%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="12"><strong>PERFORMANCE MEASURE TABLE</strong></td>
</tr>
<tr class="even">
<td colspan="12"><strong>Decision Unit: Criminal Justice
Services</strong></td>
</tr>
<tr class="odd">
<td colspan="2" rowspan="2"><strong>Performance Report and Performance
Plan Targets</strong></td>
<td><strong>FY 2000</strong></td>
<td><strong>FY 2001</strong></td>
<td><strong>FY 2002</strong></td>
<td><strong>FY 2003</strong></td>
<td><strong>FY 2004</strong></td>
<td><strong>FY 2005</strong></td>
<td colspan="2"><strong>FY 2006</strong></td>
<td><strong>FY 2007</strong></td>
<td><strong>FY 2008</strong></td>
</tr>
<tr class="even">
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Actual</strong></td>
<td><strong>Target</strong></td>
<td><strong>Target</strong></td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>IAFIS:</p>
<p>% of electronically submitted fingerprint identification
requests:</p>
<p>- Criminal: completed within 2 hours</p>
<p>- Civil: completed within 24 hours</p></td>
<td><p>N/A</p>
<p>N/A</p></td>
<td><p>89.1%</p>
<p>99.6%</p></td>
<td><p>90.3%</p>
<p>98.9%</p></td>
<td><p>91.6%</p>
<p>97.5%</p></td>
<td><p>94.8%</p>
<p>99.2%</p></td>
<td><p>96.5%</p>
<p>99.2%</p></td>
<td><p>93%</p>
<p>98%</p></td>
<td><p>97%</p>
<p>98%</p></td>
<td><p>94%</p>
<p>98%</p></td>
<td><p>95%</p>
<p>98%</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td><p>NICS:</p>
<p>% of NICS checks with an Immediate Determination</p></td>
<td>71.3%</td>
<td>70.0%</td>
<td>77.8%</td>
<td>91.23%</td>
<td>91.85%</td>
<td>91.6%</td>
<td>90%</td>
<td>91%</td>
<td>90%</td>
<td>90%</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td><p>NCIC:</p>
<ul>
<li><p>System availability</p></li>
<li><p>Downtime in minutes</p></li>
</ul></td>
<td><p>N/A</p>
<p>N/A</p></td>
<td><p>N/A</p>
<p>N/A</p></td>
<td><p>99.5%</p>
<p>2,497</p></td>
<td><p>99.7%</p>
<p>1,788</p></td>
<td><p>99.7%</p>
<p>1,606</p></td>
<td><p>99.7%</p>
<p>1,602</p></td>
<td><p>99.8%</p>
<p>2,628</p></td>
<td><p>99.8%</p>
<p>1,277</p></td>
<td><p>99.5%</p>
<p>2,635</p></td>
<td><p>99.5%</p>
<p>2,628</p></td>
</tr>
<tr class="even">
<td><strong>Performance Measure</strong></td>
<td>Student-weeks of Instruction at the Hazardous Devices School
(HDS)</td>
<td>2,526</td>
<td>2,013</td>
<td>1,963</td>
<td>2,245</td>
<td>2,304</td>
<td>2,593</td>
<td>2,568</td>
<td>2,614</td>
<td>2,678</td>
<td>2,775</td>
</tr>
<tr class="odd">
<td><strong>Performance Measure</strong></td>
<td>Number of Accredited Bomb Squads</td>
<td>359</td>
<td>390</td>
<td>421</td>
<td>444</td>
<td>455</td>
<td>458</td>
<td>469</td>
<td>469</td>
<td>478</td>
<td>482</td>
</tr>
</tbody>
</table>

2\. Performance, Resources, and Strategies

The Criminal Justice Services decision unit contributes to the Justice
Department's Strategic Goal 3: Assist State, Local, and Tribal Efforts
to Prevent or Reduce Crime and Violence. Within this goal, the resources
specifically support Departmental Strategic Objective 3.1 -- Improve the
crime fighting and criminal justice administration capabilities of
state, tribal, and local governments. This decision unit ties directly
to the FBI's ninth priority: Support federal, state, local, and
international partners.

**a. Performance Plan and Report for Outcomes**

#### [Hazardous Devices School (HDS)]{.underline}

Two key elements of domestic preparedness are expertise in hazardous
devices and emergency response capabilities to address threats such as
Weapons of Mass Destruction (WMD). The HDS is the only formal domestic
training school for state and local law enforcement to learn safe and
effective bomb disposal operations. The HDS prepares bomb technicians to
locate, identify, render safe, and dispose of improvised hazardous
devices, including those containing explosives, incendiary materials,
and materials classified as WMD.

***Performance Measure:*** State and Local Bomb Technicians Trained (#
of student-weeks) at the HDS

> ***FY 2006 Target:*** 2,568
>
> ***FY 2006 Actual:*** 2,614
>
> ***Discussion:*** HDS is adding a new course, which will increase the
> projected overall amount of instruction.
>
> ***FY 2007 Target:*** 2,678
>
> ***FY 2008 Target:*** 2,775

***Performance Measure:*** Number of Accredited Bomb Squads

> ***FY 2006 Target:*** 469
>
> ***FY 2006 Actual:*** 469
>
> ***Discussion:*** Every bomb technician is required to be recertified
> every three years. Attrition due to separations, transfers,
> retirements, and deaths etc., cannot be planned on.
>
> ***FY 2006 Performance Target:*** 478
>
> ***FY 2007 Performance Target:*** 482

**b. Strategies to Accomplish Outcomes**

Through its Laboratory Division, the FBI strives to provide timely,
high-quality forensic science services (i.e., examinations, reports,
testimony, and support to law enforcement partners across all levels of
government) to its customers consistent with the FBI's priorities. As
the presence of terrorist cases persists, the Laboratory Division's
workload increases not only in terms of the examination of the volume of
evidence, but in the administrative aspects associated with the volume
of physical evidence. The FBI Federal Convicted Offender Program (FCOP)
was expanded to comply with the USA PATRIOT Act of 2001, which requires
persons convicted of terrorist acts and crimes of violence to be
included in the National DNA Index System (NDIS). In addition, NDIS
includes an index for DNA profiles from relatives of missing persons and
known reference DNA profiles of missing children.

The FBI's CJIS provides law enforcement and civil identification and
information services with timely and critical information that matches
individuals with their criminal history records, criminal activity
(e.g., stolen property, gang or terrorist affiliation, fugitive status,
etc.), and latent fingerprints, and provides information used for
employment, licensing, or gun purchase consideration. To meet future
demand, such as civil fingerprint-based background checks for
employment, licensing, and border entry, CJIS needs to significantly
increase its systems capacity. Automation and computer technology
inherently requires constant upgrading and enhancement if such systems
are to remain viable and flexible to accommodate changing customer
requirements.

The FBI HDS provides state-of-the-art technical intelligence to state,
local, and federal first responders in five separate courses regarding
the criminal and terrorist use of improvised explosive devices (IEDs)
and the tactics, techniques, and procedures to render these hazardous
devices safe. As the U.S. Government\'s only civilian bomb disposal
training facility, HDS provides training on emerging threats targeting
the United States and its interests. This training includes
countermeasures targeting suicide bombers, vehicle borne IEDs, stand-off
weapons, WMD devices, and radio-controlled IEDs. To meet future demand
for the training of first responders, HDS needs to add additional
courses and increase student capacity to significantly impact the
preparedness of our first responder public safety bomb squads throughout
the country. HDS is meeting the FBI\'s number one priority of terrorism
prevention.

**c. Results of Program Assessment Rating Tool (PART) Reviews**

Programs within the FBI's Criminal Justice Services decision unit
underwent a PART review in spring 2004. As shown in the table below,
these FBI programs did well under the criteria used in the PART. The
program received an overall rating of "Moderately Effective." This score
is one of the highest among DOJ programs:

  ----------------------------------- -----------------------------------
  **Section**                         **Score**

  Program Purpose and Design          100%

  Strategic Planning                  88%

  Program Management                  86%

  Program Results                     67%

  **Total\***                         **79%**
  ----------------------------------- -----------------------------------

> \*Note that the total does not represent an average of the sections
> scores because sections are not weighted equally.

Of note during this PART assessment was the implementation of the FBI's
new program evaluation protocol, started through a joint initiative of
Finance Division and Inspection Division. This initiative relies upon
the efforts of the Organizational Program Evaluation and Analysis Unit
(OPEAU) to conduct program evaluations designed to meet OMB's criteria
for independent evaluations. OMB has recognized this effort as
sufficient to satisfy its requirements.

The FBI has agreed upon the following Improvement Plan with OMB, based
upon the results of the PART review:

  -----------------------------------------------------------------------------
  **Year    **Type**      **Follow-up Action**                     **Status**
  Begun**                                                          
  --------- ------------- ---------------------------------------- ------------
  2004      Performance   Developing a comprehensive measure for   Action
                          the forensic services program.           taken, but
                                                                   not
                                                                   completed

  -----------------------------------------------------------------------------

[Program Increases]{.underline}

**Item Name: [Interoperability]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 3.1

Organizational Program: [Criminal Justice Information
Services]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars [\$10,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI Integrated Automated Fingerprint Identification System (IAFIS)
is a ten-rolled fingerprint identification system that was deployed in
1999 and is used by Federal, state, and local law enforcement and
authorized non-criminal justice agencies to identify subjects with
criminal history information. The Department of Homeland Security (DHS)
Automated Biometric Identification System (IDENT) is a two-flat
fingerprint identification system originally deployed by the Immigration
and Naturalization Service in 1994 as a database of criminal and illegal
aliens to assist Border Patrol Officers in quickly and accurately
identifying aliens who repeatedly attempt illegal border crossings. The
DHS utilizes IDENT for search and enrollment purposes when non-US
citizens travel to the United States through an authorized port of
entry. Furthermore, the Department of State (DOS) Consular Posts utilize
the IDENT repository for search and enrollment purposes when determining
suitability for aliens traveling to the United States.

Various legislative acts have required the Department of Justice (DOJ)
and DHS to ensure that the systems are interoperable and that the
criminal and immigration information contained therein is accessible to
and shared among other Federal, state, and local law enforcement
agencies. The FBI is seeking a direct appropriation of an additional
\$10,000,000 (all non-personnel) to support the development of
Interoperability. Specifically, these non-personnel funds would be used
to purchase hardware, software, and contract services. Additionally,
travel, training, and maintenance funds are needed to ensure development
proceeds accordingly.

Justification

In 1999, Rafael Resendez-Ramirez was apprehended by the Border Patrol
and released into Mexico despite the fact he was wanted for murder -
information discoverable with an IAFIS search. Because IAFIS and IDENT
were not integrated, Border Patrol did not learn of the outstanding
warrant for his arrest. Following his return to Mexico, he reentered the
United States and murdered four individuals.

In 2002, a Mexican citizen named Victor Manuel Batres was detained by
the Border Patrol on two separate occasions for illegally entering the
United States. On each occasion, the Border Patrol returned him
voluntarily to Mexico. The apprehending Border Patrol agents did not
learn of Batres' extensive criminal record or past deportations. If his
full history had been discovered through an integrated IDENT/IAFIS
search, Batres would have been detained and prosecuted. Instead, after
his voluntary return to Mexico, Batres illegally reentered the United
States and traveled to Oregon where he brutally raped two nuns, killing
one.

Due to the aforementioned high-profile cases and Congressional mandates,
the FBI recognizes a clear need to not only collect as much data as
possible within Information Technology systems, but to make this
information accessible to all levels of law enforcement. DOJ and DHS
also recognize the need to efficiently share biometric and related
biographic information in support of the global war on terrorism and in
the efforts to secure our homeland.

The DHS United States Visitor and Immigrant Status Indicator Technology
(US-VISIT) and the FBI have been cooperating to overcome a number of
technical and operational challenges in order to achieve the integration
goals set out by Congress. Interoperability between IAFIS and IDENT will
ensure that biometric‑based immigration and travel history within IDENT
and criminal history record information within IAFIS are available to
authorized personnel. US‑VISIT access to criminal history files
maintained by the FBI will facilitate improved decisions regarding an
individual\'s admissibility, eligibility for immigration benefits, and
deportability from the United States. DOJ/FBI and IAFIS‑user access to
US‑VISIT data will simplify information retrieval to one request to
search both databases. Dependent on a particular user\'s needs, access
to information will enhance the ability to develop comprehensive
histories and threat profiles of individuals during investigations,
intelligence gathering, latent processing, or at the time of criminal or
civil encounter.

Successful implementation of an interoperability solution will eliminate
the need for biographic‑based extracts. Currently, the FBI provides
extracts from the National Crime Information Center (NCIC) to the DOS
and extracts from the Interstate Identification Index (III) to the DHS
on a daily basis. However, the extraction process does not provide
real-time access to current information; it includes only a subset of
information and is very labor-intensive. The extracts are intended
solely as an interim measure until true interoperability between DHS and
the FBI is achieved. Biographic data extracts consist of records of
wanted individuals with: foreign or unknown places of birth, non-United
States citizenship, or previous arrests by immigration and customs. This
biographic data is generally self-reported and may not accurately
represent an individual's true nationality or immigrant status. In
addition, the FBI provides known or suspected terrorist files and a
portion of unsolved latent files to the DHS. The data extracts neither
cover the full IAFIS set of Wants and Warrants, nor account for the
dynamics of the live environment and are not supported by state and
local law enforcement agencies due to data control concerns.
Interoperability investment will greatly improve the quality and
timeliness of the information that is shared from FBI to DHS and will
achieve the reciprocal sharing of information from DHS to IAFIS users.

Sharing biometric information contained within IAFIS and IDENT will
provide the following improvements:

-   Immediate notification of high‑risk individuals;

-   Establishment and/or verification of identity;

-   Determination of eligibility for benefits, positions, or privileges;

-   Development of investigative cases relating to prosecution or to
    other potential adverse actions

-   Ability to analyze trends and intelligence related to travel,
    immigration, criminal, and non-criminal activity

Interoperability will provide improved service and new information for
IDENT and IAFIS users. Below is an outline of long-term Interoperability
goals:

-   To increase the number of DHS records and DOS records available to
    Federal, state, local law enforcement, and authorized non-criminal
    justice agencies from 399,000 and approximately 25,000 respectively.
    Target records to be available include the full biometric population
    of the IDENT database, including DOS records.

-   To increase the IAFIS records available to DHS and DOS from
    approximately 679,000 records. Target records to be available
    include the full IAFIS Criminal Master File (CMF). Current CMF
    records consist of approximately 52,000,000 records growing by 6,000
    records per day.

-   To incrementally increase the capability for fingerprint searches
    against IDENT from 1,000 per day to 50,000 per day and eventually to
    200,000 per day.

-   To increase the total number of DOS searches conducted against IAFIS
    data.

-   To increase the total number of DHS searches conducted against IAFIS
    data.

-   Identify the number of individuals denied a visa due to criminal
    history information available through IAFIS.

-   Identify the number of individuals stopped at the border and
    detained due to criminal history information available through
    IAFIS.

In addition, Interoperability will reduce the current maximum allotted
response times on priority searches of the IAFIS CMF. The current
standard is no more than 2 hours for criminal searches and no more than
24 hours for civil searches. Interoperability, in conjunction with Next
Generation Identification enhancements, will provide, for record
searches beyond entry processing, four response times tailored to
particular user's needs rather than relying on the current criminal vs.
civil standard. These response times will range from 10 seconds to 24
hours for an immediate priority risk assessment of terrorist, wanted,
and DHS Watchlist files to a low-priority, full search of all available
information within either IDENT or IAFIS.

1\. Immediate priority---10-second search of wanted, known and suspected
terrorists, and other high priority records that will return all
biometrically matched candidates for this category of search. These
immediate priority searches will allow for an immediate assessment of
risk.

> 2\. High priority---15-minute search of the IAFIS CMF and the IDENT
> files that will return biometrically matched subjects for this
> category of search. This includes the same data searched for immediate
> priority searches and expands to encompass the entire IAFIS CMF.
>
> 3\. Medium priority---2-hour search of all biometric information
> contained within the IDENT and IAFIS. The purpose of medium-priority
> searches is to provide all available information to decision-makers
> for urgent criminal and non-criminal justice purposes.
>
> 4\. Low priority---24-hour search of all biometric information
> contained within the IDENT and IAFIS. The purpose of low-priority
> searches is to provide all available information to decision-makers
> for non-urgent criminal and non-criminal justice purposes. This is the
> same data searched for medium-priority searches; however, the business
> need for users does not require the same level of immediacy as
> specified for medium-priority searches.

In addition, it is anticipated that Interoperability will be used to
exchange data with new agencies in the future. For example, should the
FBI enter into an agreement with a foreign government to exchange
biometric information, the concept and procedures established to allow
the near real-time exchange of information between IDENT and IAFIS would
form the foundation for that interoperability agreement as well.

Interoperability will capitalize on the reengineering of search capacity
based upon the new search solution delivered by the Next Generation
Identification (NGI) program, including the benefits of the Enhanced
IAFIS Repository (availability of "Rap Back" service and the IAFIS civil
file), the Advanced Fingerprint Identification Technology initiative
(improved response times, search capacity, and system availability), and
the Interstate Photo System (more photos available to end-users).

Interoperability will provide a comprehensive biographic case data
screening, which will provide a clear indication if the subject is of
interest to any Interoperability partner because of either an
administrative or enforcement issue. This information will provide
alternatives at the state and local levels regarding detention and
prosecution. For example, if a subject of DHS‑interest is encountered by
another agency, DHS will be notified of the contact and may act upon it.
Conversely, if an individual of DOJ interest, such as Victor Manuel
Batres, is encountered by DHS, DOJ can respond accordingly.

*iDSM*

In an effort to address the immediate need for improved sharing of IAFIS
and IDENT data, the FBI and DHS/US-VISIT deployed an interim solution,
the interim Data Sharing Model (iDSM), in September 2006. The iDSM
established the platform and processes necessary to increase the data
shared between DHS and DOJ, and piloted technology alternatives for the
full data sharing solution. The FBI populated the iDSM with the
fingerprint images for approximately 679,000 wanted subjects and the DHS
populated the iDSM with the fingerprint images for approximately 399,000
expedited removals and approximately 25,000 visa critical refusals. The
iDSM supported the most urgent requirements for data access and
initiated data sharing in both directions (IDENT-IAFIS).

Impact on Performance (Relationship of Increase to Strategic Goals)

For the FBI, the interoperability of IAFIS and IDENT will support the
mission "to uphold the law through the investigation of violations of
Federal criminal law; to protect the United States from foreign
intelligence and terrorist activities; to provide leadership and law
enforcement assistance to Federal, state, local, and international
agencies; and to perform these responsibilities in a manner that is
responsive to the needs of the public and is faithful to the
Constitution of the United States," by providing criminal justice
services to Federal, state, municipal, and international agencies and
partners that includes DHS-maintained information.

The Interoperability initiative supports the following DOJ goals and
strategic objectives:

*Strategic Goal 1: Prevent Terrorism and Promote the Nation's Security.*

Interoperability will protect the United States from terrorist attacks
by providing criminal and immigration information to law enforcement and
authorized non-criminal justice agencies in time frames responsive to
program needs. Ensuring the interoperability of the systems will improve
national security efforts by reducing the risk of terrorism and
supporting the facilitation of legitimate travel to and from the United
States.

*Strategic Goal 2: Enforce Federal Laws and Represent the Rights and
Interests of the American People.*

Interoperability will assist in the enforcement of federal laws and
represent the rights and interests of the American people by providing
the Department of Homeland Security improved access to criminal history
information at the United States borders in order to prevent individuals
from entering the United States illegally pursuant to the Immigration
and Nationality Act.

*Strategic Goal 3: Assist State, Local, and Tribal Efforts to Prevent or
Reduce Crimes of Violence.*

Interoperability will improve the crime fighting and criminal justice
system capabilities of state, tribal, and local governments by providing
access to immigration and criminal history record information currently
found in IDENT. This access will allow for improved decisions regarding
detention and prosecution, as well as decisions of authorization.
Further, Interoperability will provide state, tribal and local
governments the ability to develop comprehensive histories and threat
profiles for investigations, intelligence gathering, and latent
processing.

**Funding**

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-7" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-9" class="heading">FY 2007
Estimate </p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-8" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-8" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>3</td>
<td>…</td>
<td>3</td>
<td>$3,069</td>
<td>3</td>
<td>…</td>
<td>3</td>
<td>$36,072</td>
<td>3</td>
<td>…</td>
<td>3</td>
<td>$36,075</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Hardware          | n/a           | n/a         | \$7,120           |
+-------------------+---------------+-------------+-------------------+
| Contractor        | n/a           | n/a         | 1,266             |
| Support           |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Hardware          | n/a           | n/a         | 1,149             |
| Maintenance       |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Software          | n/a           | n/a         | 224               |
+-------------------+---------------+-------------+-------------------+
| Software          | n/a           | n/a         | 222               |
| Maintenance       |               |             |                   |
+-------------------+---------------+-------------+-------------------+
| Training          | n/a           | n/a         | 10                |
+-------------------+---------------+-------------+-------------------+
| Travel            | n/a           | n/a         | 9                 |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$10,000          |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | 3   | ...  | 3   | \$216    | \$35,859 | \$36,075     |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | 10,000   | 10,000       |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | 3   | ...  | 3   | \$216    | \$45,859 | \$46,075     |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

Note: Does not reflect actual or potential use of user fees to support
automation efforts.

**Item Name: [Next Generation Identification (NGI)]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 2.1, 2.3

Organizational Program: [Operational Technology]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars [\$25,000,000 (all non-personnel)]{.underline}

Description of Item

The FBI requests \$25,000,000 (all non-personnel) to support development
of NGI. Specifically, these non-personnel funds would be used to
purchase hardware, software, and contract services. Additionally,
travel, training, and maintenance funds are needed to ensure development
proceeds accordingly. The requested resources would help address the
following areas:

1\. Improve Integrated Automated Fingerprint Identification System
(IAFIS) Speed and Accuracy (through)

> a\. Advanced Fingerprint Identification Technology
>
> b\. Automation of Text-Based Quality Checks on Fingerprint
> Transactions
>
> c\. The development of the Repository for Individuals of Special
> Concern (RISC), formerly known as the Enhanced Terrorist
> Identification Service (ETIS) as a subset of AFIT

2\. Enhance the Criminal History Record Information (CHRI) Database
(through)

> a\. Expanded Photo File Capabilities
>
> b\. More Options for Disposition Information Submissions
>
> c\. Civil File Enhancements

3\. Latent Palm Print Capabilities

Justification

The FBI successfully implemented the IAFIS in July 1999. At that time,
IAFIS provided state-of-the-art services to its customers. However,
technology has rapidly advanced and the IAFIS customer base and its
needs have since evolved. Therefore, it is essential that enhancements
be made to IAFIS for it to remain responsive to its customers in the
future.

The FBI is implementing a two-phase approach for acquiring new and
updated system capabilities for NGI, the first phase of which consists
of a comprehensive requirements study that will produce Functional
Requirements Documents, Document Change Notices to the IAFIS System
Requirements Document, and a Requirement Validation Traceability Matrix
which are required for NGI development. With the enactment of the
Consolidated Appropriations Act, 2005 (Public Law 108-447), Congress
authorized the use of unobligated balances in the Department of
Justice's (DOJ) Working Capital Funds (WCF) "*to begin design for
hardware and software modernization at \[the Criminal Justice
Information Services Division\] CJIS located in Clarksburg, West
Virginia*." The FBI has utilized a portion of these funds to support the
requirements phase of the project. The remainder of these funds will be
used for the second phase of NGI which will consist of the design,
development, and implementation of modular builds based on study
findings. During FY 2007, the FBI plans to establish the NGI development
contract and begin to design and develop the first set of NGI modular
builds. The FBI plans an incremental development approach to ensure that
new and enhanced NGI capabilities are placed into operational use
without being dependent upon future funding needs in subsequent fiscal
years.

*Improve IAFIS Speed and Accuracy (\$17,950,000)*

This initiative would increase search accuracy to as close to 100
percent as technologically possible; allow for the submission, storage,
and search of flat fingerprints; automate the quality check process of
text-based data submitted with fingerprints; and develop rapid search
capabilities for the RISC.

The law enforcement community and a growing number of private sector
customers are demanding faster, more accurate fingerprint-based
identification services. To meet these demands, advanced fingerprint
identification technology must be utilized. IAFIS fingerprint search
capabilities built 10 years ago have an accuracy rate of 95 percent.
Technically advanced AFIS systems currently on the market offer an
improved accuracy rate. To ensure the integrity and quality of the
services provided to the customers, the IAFIS must be enhanced to take
advantage of advances in filtering, feature extraction, and matching
algorithms. The FBI's goal is to increase the reliability rate to as
close to 100 percent as technologically possible.

Customers also are demanding the ability to use flat fingerprint
technology for background checks for employment and licensing purposes.
Flat fingerprint technology will allow fingerprints to be obtained with
ease, which is critical for non-criminal justice agencies with limited
fingerprinting expertise. Flat impressions are attractive because the
capture process is less invasive, faster, reduces sequence errors, and
allows less skilled operators to obtain acceptable quality images.

A need exists for a rapid search capability for fingerprint-based checks
for known or suspected terrorists and wanted persons. The development of
this capability -- known as RISC -- would support the DOJ's goal of
preventing, disrupting, and defeating terrorist operations before they
occur by swiftly adapting and responding to the needs of the terrorist
screening agencies and the law enforcement communities. With this
initiative, the FBI would establish a terrorist fingerprint
identification system that is compatible with other systems such as the
TSC and biometric systems at the DHS, DOS, and DOD. This would also
increase the accessibility and number of IAFIS terrorist fingerprint
records.

*Enhance the CHRI Database (\$5,041,000)*

This initiative would expand the ability for contributors to add photos
and other images to previously submitted data; provide additional
methods for contributors to submit disposition data; and expand Civil
File functionality and service offerings.

IAFIS's true benefit comes from its ability to link an indisputable
identification marker with known background files that may indicate a
person's threat to society. To ensure that a person does not "slip
through the cracks," the FBI must maintain a complete CHRI database.

Currently, only 46 percent of the arrest records that reside in the
IAFIS repository contain disposition data. The FBI must provide the law
enforcement community with a variety of electronic alternatives for
submitting disposition information in a more timely and efficient
manner, which will encourage a higher rate of data submission.

The IAFIS Criminal and Civil Repositories are currently maintained as
separate and distinct databases that do not allow for the automated
transition of records between repositories. Additionally, the Civil
Repository does not provide sufficient functionality, such as the
ability to search and modify records, to meet the ever growing needs of
the FBI\'s customers. Reorganizing the repositories will result in two
categories of data, which are described below.

-   *Category 1:* Records of individuals who have at least a single
    criminal arrest fingerprint submission which has been added to the
    IAFIS history.

-   *Category 2:* Records of individuals who have at least a single
    civil fingerprint submission which has been added to the IAFIS
    history.

Both categories of data would be available to authorized users for
criminal, civil, humanitarian, and remote and internal latent search
purposes. With this initiative, only one record would be needed for each
subject and responses could be generated to submitting agencies. For
instance, a RapBack functionality will enable the FBI to notify
authorized customers of any updates to records belonging to individuals
in positions of trust.

*Latent Palm Print Capabilities (\$2,009,000)*

IAFIS does not allow for the submission, storage, or search of palm
prints. However, according to the International Association for
Identification, "agencies that have a well developed palm print system
find that 30 percent of latent lifts are made from palm prints rather
than fingerprints. This statement evidences the vast untapped potential
for criminal identifications that could result with an increased
emphasis on palm print identifications." Development of this capability
will benefit not only state and local criminal investigations, but also
the FBI's own investigations.

The following table summarizes the benefits NGI would provide compared
with current IAFIS capabilities.

+---------+----------------+-------------+----------------------------+
| # Cap   | # Current      | # NGI       | # Benefits                 |
| ability |                |             |                            |
|         | # IAFIS        |             |                            |
+=========+================+=============+============================+
| Search  | -   95% AFIS   | -           | -   Interoperability with  |
| Cap     |     accuracy   |   Increased |     other systems          |
| ability |     rate in    |             |                            |
|         |     the        | reliability | -   More efficient         |
|         |     current    |     rate to |     searches               |
|         |     system     |     as      |                            |
|         |                |     close   | -   Ensure fewer misses in |
|         | specifications |     to 100% |     fingerprint searches   |
|         |                |     as      |                            |
|         |                |     tech    |                            |
|         |                | nologically |                            |
|         |                |             |                            |
|         |                |    possible |                            |
|         |                |             |                            |
|         |                | -   Improve |                            |
|         |                |             |                            |
|         |                |  efficiency |                            |
|         |                |     of      |                            |
|         |                |             |                            |
|         |                |  processing |                            |
|         |                |     flat    |                            |
|         |                |     f       |                            |
|         |                | ingerprints |                            |
+---------+----------------+-------------+----------------------------+
| Fing    | -   Ten rolled | -   Ten or  | -   Compatible with other  |
| erprint |                |     fewer   |     systems                |
| Requi   |   fingerprints |             |                            |
| rements |     only       | fingerprint | -   More efficient         |
|         |                |     ca      |     searches               |
|         |                | pabilities, |                            |
|         |                |     flat or |                            |
|         |                |     rolled  |                            |
+---------+----------------+-------------+----------------------------+
| Search  | -   160,000    | -   200,000 | -   Accommodates increased |
| C       |                |     s       |     needs in               |
| apacity |   searches/day | earches/day |     pre-employment         |
|         |                |             |     background checks,     |
|         | -   1,000      | -   1,500   |     licenses, etc.         |
|         |     latent     |     latent  |                            |
|         |                |     s       | -   Will support increase  |
|         |   searches/day | earches/day |     in border patrol and   |
|         |                |             |     entry/exit checks      |
|         |                |             |                            |
|         |                |             | -   Avoids hiring          |
|         |                |             |     additional staff to    |
|         |                |             |     accommodate increased  |
|         |                |             |     workload volumes       |
+---------+----------------+-------------+----------------------------+
| Quality | -   50% of     | -           | -   Verifies authorized    |
| Check   |     ten-print  |  Automation |     users                  |
| (QC)    |                |     will    |                            |
| F       |    submissions |     reduce  | -   Guarantees only        |
| unction |     require a  |     the     |     serious offenses are   |
|         |     manual QC  |     manual  |     retained in the        |
|         |                |     work    |     database               |
|         |                |     load to |                            |
|         |                |     ap      | -   Streamlines work       |
|         |                | proximately |     processes, reduces     |
|         |                |     25%     |     overall response time  |
|         |                |             |                            |
|         |                |             | -   Reduces number of      |
|         |                |             |     ten-print transactions |
|         |                |             |     rejected by the FBI,   |
|         |                |             |     saving costs to local  |
|         |                |             |     law enforcement and    |
|         |                |             |     allowing more timely   |
|         |                |             |     updates of records     |
|         |                |             |                            |
|         |                |             | -   Better management of   |
|         |                |             |     user fee transactions  |
+---------+----------------+-------------+----------------------------+
| Disp    | -   46% of     | -           | -   Will facilitate a more |
| osition |     arrest     |    Provides |     complete Criminal      |
| Data\   |     records    |             |     History Record (CHR)   |
| (C      |     contained  |  electronic |     that will support      |
| riminal |     within the |     a       |     local, state, and      |
| History |     IAFIS      | lternatives |     federal criminal       |
|         |     Criminal   |     for     |     justice agencies       |
| R       |     History    |             |                            |
| ecords) |     Repository |  submitting | -   A more complete CHR    |
|         |     have       |             |     will also benefit the  |
|         |                | disposition |     adjudication of civil  |
|         |    disposition |     data to |     applicant background   |
|         |     data       |     IAFIS   |     checks                 |
|         |                |             |                            |
|         | -   Three      |             |                            |
|         |     methods to |             |                            |
|         |     submit     |             |                            |
|         |                |             |                            |
|         |    disposition |             |                            |
|         |                |             |                            |
|         |   information: |             |                            |
|         |                |             |                            |
|         | > \- United    |             |                            |
|         | > States       |             |                            |
|         | > Postal       |             |                            |
|         | > Service      |             |                            |
|         | >              |             |                            |
|         | > \- Machine   |             |                            |
|         | > Readable     |             |                            |
|         | > Data (MRD)   |             |                            |
|         | > process      |             |                            |
|         | >              |             |                            |
|         | > \- Inclusion |             |                            |
|         | > with initial |             |                            |
|         | > fingerprint  |             |                            |
|         | > submission   |             |                            |
+---------+----------------+-------------+----------------------------+
| IAFIS   | -   Two        | -   *Rap    | -   Will notify            |
| Rep     |     logical    |     Back*   |     responsible agency     |
| ository |     areas:     |             |     regarding criminal     |
| R       |     Criminal   |  capability |     activity of enrolled   |
| edesign |     and Civil  |             |     individuals in         |
|         |     File       | -   Reo     |     sensitive positions    |
|         |                | rganization |                            |
|         | -   Unable to  |     of      | -   Automatically allows   |
|         |     move data  |     records |     for transition of      |
|         |     between    |             |     files between civil    |
|         |     files      | -   New     |     and criminal           |
|         |                |     search  |     repositories           |
|         | -   No         |     and     |                            |
|         |     automated  |             | -   Creates new            |
|         |     response   |    response |     functionality for the  |
|         |     generation |             |     civil file             |
|         |     for Civil  |  generation |                            |
|         |     searches   |     fu      | -   Provides the ability   |
|         |                | nctionality |     to search the civil    |
|         | -   Limited    |     for the |     records with remote    |
|         |     search     |     civil   |     latent fingerprint     |
|         |     capability |     file    |     submissions            |
|         |     of the     |             |                            |
|         |     civil file |             | -   Will provide           |
|         |                |             |     expanded/new search    |
|         |                |             |     and response           |
|         |                |             |     generation             |
|         |                |             |     capabilities           |
|         |                |             |                            |
|         |                |             | -   Collectively locate    |
|         |                |             |     civil history and CHR  |
|         |                |             |     to facilitate the      |
|         |                |             |     search, addition,      |
|         |                |             |     consolidation,         |
|         |                |             |     modification,          |
|         |                |             |     expungement, response  |
|         |                |             |     generation, and file   |
|         |                |             |     maintenance of civil   |
|         |                |             |     and criminal           |
|         |                |             |     information            |
+---------+----------------+-------------+----------------------------+
| Photo   | -   Limited    | -           | -   Easier submission and  |
| File    |                |   Increased |     retrieval of photos    |
|         |   capabilities |     number  |     into database          |
|         |                |     of      |                            |
|         | -   Photos     |     photo   | -   Increased number of    |
|         |     must       |     sets    |     photos retained        |
|         |     accompany  |             |                            |
|         |     arrest     |    accepted | -   New search             |
|         |     submission |             |     capabilities will help |
|         |                | -   New     |     to solve crimes        |
|         | -   No photo   |     avenues |                            |
|         |     search     |     to add  | -   Ability to collect and |
|         |     capability |     and     |     retain data to field   |
|         |                |             |     facial identification  |
|         |                |    retrieve |     services in a future   |
|         |                |     photos  |     multi-modal system     |
|         |                |             |                            |
|         |                | -   Ability |                            |
|         |                |     to      |                            |
|         |                |     search  |                            |
|         |                |     for     |                            |
|         |                |     facial, |                            |
|         |                |     scar,   |                            |
|         |                |     mark,   |                            |
|         |                |     or      |                            |
|         |                |     tattoo  |                            |
|         |                |     photos  |                            |
|         |                |             |                            |
|         |                | -           |                            |
|         |                |  Acceptance |                            |
|         |                |     of bulk |                            |
|         |                |             |                            |
|         |                | submissions |                            |
+---------+----------------+-------------+----------------------------+
| Palm    | -   No         | -   Provide | -   Will allow for         |
| Prints  |     National   |     and     |     identification of more |
|         |     Palm Print |             |     prints (estimates are  |
|         |     System     |    maintain |     that 30% of latent     |
|         |     (NPPS)     |     NPPS    |     lifts are made from    |
|         |     currently  |             |     palm prints)           |
|         |     exists     | -   Provide |                            |
|         |                |             | ```{=html}                 |
|         |                |   candidate | <!-- -->                   |
|         |                |     list    | ```                        |
|         |                |     based   | -   Provides an additional |
|         |                |     upon    |     tool to solve more     |
|         |                |             |     crimes                 |
|         |                |   resulting |                            |
|         |                |     matches |                            |
|         |                |             |                            |
|         |                | -   Allow   |                            |
|         |                |     bulk    |                            |
|         |                |             |                            |
|         |                |  submission |                            |
|         |                |     of palm |                            |
|         |                |     prints  |                            |
|         |                |     from    |                            |
|         |                |     c       |                            |
|         |                | ontributors |                            |
|         |                |             |                            |
|         |                | -           |                            |
|         |                | Incorporate |                            |
|         |                |     latent  |                            |
|         |                |     search  |                            |
|         |                |             |                            |
|         |                |  capability |                            |
|         |                |     against |                            |
|         |                |     the     |                            |
|         |                |     NPPS    |                            |
+---------+----------------+-------------+----------------------------+

Impact on Performance (Relationship of Increase to Strategic Goals)

The NGI initiative supports the following DOJ goals and strategic
objectives:

*1 -- Prevent Terrorism and Promote the Nation's Security*

-   The RISC would allow the FBI to establish a terrorist fingerprint
    identification system that is interoperable with other systems;
    increases the accessibility and number of IAFIS terrorist
    fingerprint records; and provides latent fingerprint search
    capabilities. These benefits would support programs such as U.S.
    Visitor and Immigrant Status Indicator Technology, Secure Flight,
    and the TSC. Additionally, the customer base for RISC could be
    expanded to include local and state law enforcement agencies.

*2 -- Enforce Federal Laws and Represent the Rights and Interests of the
American People*

-   The Disposition Reporting Improvements capability will enhance the
    CHRI database within the IAFIS by implementing alternative avenues
    for the submission of the disposition information. This capability
    will support the enforcement of gun laws by providing a more
    comprehensive response to CHRI inquiries by the NICS, created by the
    Brady Handgun Violence Prevention Act 1993.

-   The AFIT capability will provide a powerful tool in combating crimes
    against children by providing the RISC. Law enforcement will be
    authorized to direct searches against the RISC which is anticipated
    to contain records of Wanted Persons, Known or Suspected Terrorists,
    and other persons of special interest to possibly include Sex
    Offenders. By providing a rapid identification response via NCIC or
    CJIS Wide Area Network, law enforcement may be able to prevent
    abductions, sexual exploitation, or physical abuse of a child.

-   The National Palm Print System (NPPS) capability will assist the law
    enforcement community to reduce the prevalence of violent crime
    nationwide by establishing a palm print repository, providing a
    latent palm print search process, and a reverse latent palm print
    search process. The NPPS will support searches of unsolved latent
    palm prints against special populations, criminal, and civil
    repositories, as well as the Unsolved Latent File and return a list
    of potential candidates.

*3 -- Assist State, Local, and Tribal Efforts to Prevent or Reduce
Crimes of Violence.*

-   Improving IAFIS speed and accuracy would improve the crime fighting
    for all criminal justice and authorized noncriminal justice agencies
    by ensuring fewer mistakes in fingerprint searches with an accuracy
    rate as close to 100 percent as technologically possible; enabling
    interoperability with other systems for more efficient searches; and
    reducing overall response times from hours to seconds when
    applicable.

```{=html}
<!-- -->
```
-   Enhancing the CHRI Database would improve the crime fighting for all
    criminal justice and authorized noncriminal justice agencies by
    ensuring more relevant criminal history data is available as a
    result of a more complete criminal history record. In addition, the
    state, tribal, and local governments would benefit by having more
    efficient methods for updating the FBI's criminal repository with
    dispositional information.

-   Overall, NGI will provide local, state, federal, and international
    law enforcement agencies with access to critical law enforcement
    information, including access to specialized files and
    identification of known criminals through fingerprint identification
    services supporting the FBI\'s priority to support federal, state,
    local, and international partners.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-8" class="heading"> FY 2006
Enacted *</p></td>
<td colspan="4"><p id="fy-2007-estimate-10" class="heading">FY 2007
Estimate **</p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-9" class="heading">FY
2008 President’s Budget **</p>
<p id="current-services-9" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>23</td>
<td>…</td>
<td>23</td>
<td>$18,418</td>
<td>23</td>
<td>…</td>
<td>23</td>
<td>$39,771</td>
<td>23</td>
<td>…</td>
<td>23</td>
<td>$39,794</td>
</tr>
</tbody>
</table>

\*Reflects non-recurring funds of \$16,808,000 received through the
Working Capital Fund (WCF) in the FY 2006 Appropriations Act. Also
includes internal FBI realignment of 23 positions with the CJIS
division.

\*\*Reflects the recurring FY 2007 President's Budget request for
\$38,138,000.

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Hardware          | n/a           | n/a         | \$19,508          |
+-------------------+---------------+-------------+-------------------+
| Software          | n/a           | n/a         | 5,400             |
+-------------------+---------------+-------------+-------------------+
| Travel            | n/a           | n/a         | 69                |
+-------------------+---------------+-------------+-------------------+
| Training          | n/a           | n/a         | 23                |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$25,000          |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | 23  | ...  | 23  | \$1,656  | \$38,138 | \$39,794     |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | 25,000   | 25,000       |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | 23  | ...  | 23  | \$1,656  | \$63,138 | \$64,794     |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

**Item Name: [Regional Data Exchange (R-DEx)]{.underline}**

Budget Decision Unit(s): [All]{.underline}

Strategic Goal(s) & Objective(s): 1.1, 2.1, 2.3, 3.1

Organizational Program: [Criminal Justice Information
Services]{.underline}

Program Increase: Positions [...]{.underline} Agt [...]{.underline}­ FTE
[...]{.underline} Dollars [\$5,000,000 (all non-personnel)]{.underline}

Description of Item

The Department of Justice (DOJ) Law Enforcement Information Sharing
Program (LEISP) strategy has been developed to facilitate improved
capabilities for law enforcement agencies to collaborate across agency,
jurisdictional and geographic boundaries. The Regional Data Exchange
(R-DEx) system facilitates the collection and sharing of regional data
between state and local law enforcement agencies, regional FBI sites,
and other Federal law enforcement agencies. Agencies can query and
analyze data using advanced analytical tools. R-DEx allows users to
capture the cumulative knowledge of area law enforcement agencies in a
systematic and ongoing manner so as to produce regional crime strategies
and cooperative investigations that cannot otherwise be developed. One
of the strongest defenses the United States has in our efforts against
terrorism is to ensure that law enforcement agencies have the
information they need to detect and prevent possible threats. R-DEx
gives state, local, and tribal law enforcement appropriate access to
federal investigative and intelligence information that is critical to
protecting our nation.  R-DEx is currently operational in St. Louis, San
Diego, Seattle, Jacksonville, and Atlanta.

Justification

The FBI requests an increase of \$5,000,000 in non-personnel funding to
support the development of additional functionality for R-DEx. The
functionality development would commence after the initial operational
system was tested and fielded. The additional functionality consists of:

-   Additional and enhanced collaboration tools for analysts, such as
    tailored queries, and the saving and sharing of customized analyses
    and reports;

-   Additional and more powerful software tools for the searching,
    linking, displaying and sharing of data; and

-   Additional storage capacity to accommodate more data sources.

-   Alert Messages for non-silent "hits;"

This enhancement would also provide for the upgrading of the original
hardware and software suite to incorporate improved system scalability,
higher system performance for an increased number of users and the
larger database, and additional software licenses to support a larger
user base.

Impact on Performance (Relationship of Increase to Strategic Goals)

Information sharing has become a mission critical component of today\'s
public safety mandate. Most law enforcement agencies (LEAs) in the
United States utilize some type of computerized database to collect
incident and investigative information. Moving this data across
jurisdictional boundaries into the hands of those who need to know
continues to be a significant challenge. To bridge the gap, R-DEx will
provide LEAs with a powerful new investigative tool to search, link,
analyze and share criminal justice information across the nation to a
degree never before possible. Nationally, LEAs are expending funds to be
compliant with the system, anticipating further development.

The FBI's mission to prevent terrorism and promote the nation's security
is directly related to the ability to collect and analyze information
from law enforcement and homeland security partners, and the degree to
which LEAs share law enforcement and homeland security information. The
development of R-DEx will show state and local law enforcement that the
FBI and the DOJ are serious about information sharing. This will help
build additional trust and cooperation that is necessary to improve the
nation's overall security posture.

Without this enhancement, the speed of access and link analysis
processing for investigators to analyze and connect data will be slow;
the data storage capability will not increase; information sharing will
not improve; the ability to expand the capabilities of the current
system and functionality will be limited; and the flexibility of the
system to adjust to new techniques/applications and reporting and
sharing requirements will be minimal. The LEISP provides current state
of the market tools to connect the dots across areas and regions to link
information such as names, addresses, license plate numbers and specific
crimes from one region to the next. Without funding, the success rate
and speed in solving crimes and the ability of investigators to link
criminal and terrorist activity in the prevention of crime across the
country will lose the potential to improve.

# Funding

[Base Funding]{.underline}

<table style="width:100%;">
<colgroup>
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 14%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 13%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 15%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="4"><p id="fy-2006-enacted-9" class="heading"> FY 2006
Enacted </p></td>
<td colspan="4"><p id="fy-2007-estimate-11" class="heading">FY 2007
Estimate </p></td>
<td colspan="4"><p id="fy-2008-presidents-budget-10" class="heading">FY
2008 President’s Budget </p>
<p id="current-services-10" class="heading">Current Services</p></td>
</tr>
<tr class="even">
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
<td>Pos</td>
<td>Agt</td>
<td>FTE</td>
<td>$(000)</td>
</tr>
<tr class="odd">
<td>…</td>
<td>…</td>
<td>…</td>
<td>$…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>$…</td>
<td>…</td>
<td>…</td>
<td>…</td>
<td>$5,000</td>
</tr>
</tbody>
</table>

Non-Personnel Increase Cost Summary

+-------------------+---------------+-------------+-------------------+
| Non-Personnel     | Unit Cost     | Quantity    | FY 2008           |
| Item              |               |             |                   |
|                   |               |             | Request (\$000)   |
+-------------------+---------------+-------------+-------------------+
| Equipment         | n/a           | n/a         | \$5,000           |
+-------------------+---------------+-------------+-------------------+
| Total             |               |             | \$5,000           |
| Non-Personnel     |               |             |                   |
+-------------------+---------------+-------------+-------------------+

Total Request for this Item

+-----------+-----+------+-----+----------+----------+--------------+
|           | Pos | Agt  | FTE | P        | Non-P    | Total        |
|           |     |      |     | ersonnel | ersonnel |              |
|           |     |      |     |          |          | (\$000)      |
|           |     |      |     | (\$000)  | (\$000)  |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Current   | ... | ...  | ... | \$\...   | \$5,000  | \$5,000      |
| Services  |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+
| Increases | ... | ...  | ... | ...      | 5,000    | 5,000        |
+-----------+-----+------+-----+----------+----------+--------------+
| Grand     | ... | ...  | ... | \$\...   | \$10,000 | \$10,000     |
| Total     |     |      |     |          |          |              |
+-----------+-----+------+-----+----------+----------+--------------+

[^1]: Please note that while the TSC and the FTTTF are part of the FBI's
    CT Program, their resources are scored to the Intelligence Decision
    Unit.