11/14/01 

Immigration & 

Naturalization Service 

Restructuring Proposal
The INS Restructuring Proposal 

Table of Contents 

Key Features of the INS Proposal

Proposed Agency Organization (Chart)

An Overview of the New Structure 

Background

Key Elements of Restructuring 

Bureau of Immigration Services 

Bureau of Immigration Services Organization (Chart)

Bureau of Immigration Services Organization (Text)

Services Areas (Map)

Services Areas (Text)

Bureau of Immigration Enforcement 

Bureau of Immigration Enforcement Organization (Chart)

Bureau of Immigration Enforcement Organization (Text)

Enforcement Areas (Map)

Enforcement Areas (Text)

Appendix A: Agency-Wide Offices

Appendix B: Restructuring Budget Estimates 

Appendix C: Restructuring Timeline 

Appendix D: Initiatives to Complement INS Restructuring

Appendix E: Present State of INS Operations (Chart)
Key Features of the INS Reform and Restructuring Plan 

This reform and restructuring plan fundamentally changes the INS. The 

plan: 

♦ Splits immigration services and immigration enforcement functions 

into two separate bureaus. 

♦ Provides clarity of function by improving accountability and 

professionalism through a chain of command with specific expertise 

at all levels. This is accomplished by eliminating the Regional 

Director and District Director positions, which have dual 

responsibilities for services and enforcement. 

♦ Maintains a strong leader at the top and a unified Office of General 

Counsel to allow swift and decisive action in times of crisis. 

♦ Forms an integrated law enforcement organization that can respond 

quickly to combat terrorism, human smuggling operations and 

illegal immigration activities at the border and in the interior. 

♦ Ensures, through the new Chief Information Officer (CIO), that the 

services bureau maintains access to relevant enforcement data in 

adjudicating benefits applications. The CIO, through the 

Information Coordinator, will also ensure that Bureau of 

Immigration Enforcement personnel maintain necessary and 

appropriate access to data collected by the Bureau of Immigration 

Services. 

♦ Positions INS to better share and utilize intelligence information. 

♦ Establishes a Customer Relations Office in the Bureau of 

Immigration Services. The office will include 25 trained caseworkers 

to allow immigrants, U.S. citizens, and congressional offices direct 

access to individual case problem-solving assistance. 

♦ Creates an Ombudsman in the Bureau of Immigration Enforcement 

to provide the public with a means to communicate concerns and 

complaints. 

1 
♦ Establishes the Office of Juvenile Affairs, reporting to the 

Commissioner, to coordinate and standardize INS decision-making 

on issues affecting unaccompanied minors. 

2 
Office of the Commissioner 

Associate Commission

for Administration

Director of Profession

Responsibility

Director of Congression

Public Affairs 

Associate Commissione

Policy, Planning & Prog

Interagency 

Liaison Officer

Ombudsman 

InternationalField Offices International

Division 

Bureau of Immigration 

Inspections 

Areas 

Detention & 

Removal

Division 

Detention 

Facilities 

Executive Commissioner 

Immigration Enforcem

Information 

Coordinator Chief Information Officer 

Chief Financial Officer 

Director of 

Juvenile Affairs 

General Counsel 

Bureau of Immigration Services 

Service Field Offices 

Centers 

Office of 

Asylum and 

Refugee Affairs 

Office of 

Customer 

Relations 

Field Offices 

Area Offices

Office of Quality 

Assurance 

Executive 

Commissioner for 

Immigration 

Services 

Service 

Center 

Operations 
INS Restructuring: Fundamental Reform 

 An Overview of the New Structure 

The proposed new INS structure represents fundamental reform. The proposal calls for 

radically transforming the current structure by creating two new mission-centered 

bureaus, one for immigration services and one for law enforcement, each with a distinct 

chain of command but operating within the same agency. The Office of the 

Commissioner will continue to provide executive direction to all agency components. 

The Bureau of Immigration Services will be headed by an Executive Commissioner and 

will be responsible for all activities related to the provision of immigration benefits under 

the Immigration and Nationality Act. These include asylum and refugee determinations, 

the processing of naturalization and adjustment of status applications, and requests for 

employment authorization. Reporting directly to the Executive Commissioner for 

Immigration Services will be an Office of Customer Relations, Office of Quality 

Assurance and an Office of Asylum and Refugee Affairs, as well as the directors of six 

area offices and a director of Service Center Operations. 

The Bureau of Immigration Enforcement will be headed by an Executive Commissioner 

and will be responsible for the agency’s enforcement duties. Reporting directly to the 

Executive Commissioner for Immigration Enforcement will be an Ombudsman, an 

Interagency Liaison Officer, an Office of Quality Assurance and the Divisions of

Detention and Removal, International Enforcement, and Border Patrol and Interior 

Enforcement. The establishment of the Border Patrol and Interior Enforcement Division 

is especially important because it creates an integrated law enforcement division headed 

by the Chief for Border Patrol and Interior Enforcement. This division will consolidate 

resources and expertise to enhance national security and effectively prevent illegal 

immigration activities at the border, ports of entry, and in the interior of the United 

States. 

In recognition of the importance of efficiency, consistency and coordination in the 

administration of immigration laws and policy, the proposal provides for key agencywide offices reporting directly to the Commissioner. These offices include the Chief 

Financial Officer; Chief Information Officer; General Counsel; Congressional and Public 

Affairs; Professional Responsibility; Juvenile Affairs; Policy, Planning and Programs; 

and Administration. A more detailed description of the responsibilities of these agencywide offices is included in Appendix A. 

This new structure is designed to be flexible and will be periodically reviewed during 

implementation to ensure that it is functioning as expected. As needed, corrective actions 

will be taken if problems are identified. 

4 
Background 

During the 1990s, a variety of factors complicated and strained the ability of the INS to 

fulfill its mission. External factors included significant growth in illegal immigration 

activity, unprecedented increases in applications for immigration services, and new 

immigration laws that heightened the complexity of the agency’s responsibilities. 

Congress recognized that INS budgetary and staffing resources were inadequate to handle 

the increased workload. The result was funding increases that nearly doubled the 

agency’s staffing levels from Fiscal Year (FY) 1995 to FY 2000. 

Despite the agency’s efforts to manage its rapid growth and improve performance, 

management weaknesses persisted. Congress, the agency’s stakeholders, and many 

within the INS itself acknowledged that restructuring the agency was essential to 

addressing many of its long-standing problems. Although several legislative proposals 

to restructure INS were introduced in the 106th Congress, none was enacted due to a lack 

of consensus about the specifics of the restructuring. 

All of the restructuring proposals that have been considered in recent years have one 

similarity, which is that the agency’s immigration services and enforcement functions 

must be clearly separated at the operational level. President Bush’s “Blueprint for New 

Beginnings” recognized this need for separation to address the challenges INS faces in 

fulfilling its dual missions of service and enforcement. 

The current INS Regional and District offices, which have increasingly struggled with the 

responsibilities of dual missions, will be eliminated and replaced with area and local 

offices organized in networks around a focused immigration service delivery or law 

enforcement mission. The new structure will strengthen accountability through a clear 

definition of roles and responsibilities for managers and other INS employees. 

While the new INS organizational structure is an important element of the agency’s 

commitment to improve performance, reorganization should not be seen as a panacea for 

all challenges that the INS faces. Significant cultural and management issues that are not 

directly resolved by organizational change will continue to be addressed in order for the 

INS to more effectively fulfill its separate, but related, missions. Nonetheless, 

restructuring can provide a foundation for improved performance by better defining roles 

and responsibilities, simplifying the chain of command, and strengthening accountability.

5 
Key Elements of Restructuring 

These are the most important elements of the Administration’s proposal: 

• Enhances Enforcement. Creating a unified law enforcement division that combines 

the Border Patrol, Investigations, Inspections and Intelligence into an integrated unit 

will eliminate a diffuse reporting structure that has prevented INS agents in the field 

from effectively working together and accomplishing the full scope of their mission. 

Moreover, the enhanced career opportunities the new structure provides will improve 

the agency’s ability to motivate employees and to retain key personnel. De-linking 

services from enforcement will reinforce the enforcement culture. District Directors 

are often forced to make difficult decisions about assigning personnel to meet the 

competing requirements of effective customer service and effective enforcement. 

• Eliminates Competing Priorities. By creating separate chains of command, under a 

single agency leader, for employees within either the enforcement or services bureau, 

the dilemma of competing mission priorities is eliminated. In particular, this 

separation eliminates the problem of competing demands at the field office level and 

provides for the development of management expertise specifically related to the 

services or enforcement mission. This new alignment of the field and Headquarters 

structure will eliminate overlapping and occasionally conflicting responsibilities that 

currently hinder efficient operations. 

• Establishes Clear Accountability. The new structure provides clear, separate chains 

of authority for the Bureau of Immigration Services and the Bureau of Immigration 

Enforcement to ensure “top-to-bottom” accountability – accountability running from

the Commissioner to the local manager and front-line staff. 

• Focuses Customer Service. A dedicated, focused, and properly trained immigration 

services management structure will equip INS to provide consistent, courteous, 

accurate, and timely service, and to consider the customer first when developing 

policy and procedures. By establishing consistent procedures and sharing 

information with the enforcement division, the services bureau will be able to better 

analyze applications. 

 

• Preserves vital service and enforcement links necessary to screen individuals and 

enhance security. Immigration enforcement and immigration services are intertwined 

in statute and policy. This requires close coordination and balancing of service and 

enforcement interests to administer the overall system effectively and to achieve the 

objectives of the nation’s immigration laws and this, or any future, Administration’s 

policy. Splitting immigration services and enforcement functions while providing 

unified overall direction under a single agency head is the logical way to ensure 

coherence in the immigration system. 

6 
• Improves data systems and interagency information sharing. The Chief Information 

Officer (CIO) will be responsible for marshalling the information systems to provide 

agency-wide data to the enforcement and services bureaus. The CIO, through the 

Information Coordinator, will ensure that the services bureau maintains access to 

relevant enforcement data for adjudications, and that the enforcement bureau 

maintains access to data collected by the services bureau. The CIO will also be 

responsible for developing the necessary information inter-links with other federal, 

state, local law enforcement, and other relevant agencies. 

• Fosters strategic intergovernmental relationships. The new INS will place emphasis 

on further developing its extensive relationships with foreign, federal, state and local 

law enforcement agencies. The Interagency Liaison Officer will facilitate an 

improved flow of information and cooperation with federal, state, and local law 

enforcement organizations. 

7 
Bureau of 

Immigration Services
Org chart 

Service Centers 

Service Center 

Operations 

Office o

Refu

Field 

Field Offices 

Area Offices 

Office of Q

Assura

Office of Customer 

Relations 

Executive Commissioner 

for Immigration Services 

Bureau of Immigration Services 
Bureau of Immigration Services 

In the past decade, the INS has experienced unprecedented demand for immigration 

services. Increased immigration, coupled with a complicated and multi-layered 

management structure, has strained and, at the same time, inhibited INS service 

operations. Public and congressional attention has focused on backlogs, inconsistent 

application of laws and regulations, and complaints about difficulties communicating 

with the INS. Frustration with INS has led to instances of sharp and vocal criticism of

the agency’s service delivery efforts. 

In response, the agency has instituted a number of programs and projects to make the 

delivery of immigration services more efficient and customer friendly. The proposed 

new structure will facilitate those and other important initiatives, open better lines of

communication with the public, and demonstrate the agency’s commitment to quality 

service. 

The proposed Bureau of Immigration Services structure emphasizes the importance of 

accountability in a new, delayered organization. Eliminating the District and Regional 

structure will streamline reporting relationships and facilitate the flow of information 

between Headquarters and the field. A separate chain of command for personnel within 

the services bureau will eliminate the problem of competing operational priorities. In 

particular, this separation will help solve the dilemma of inconsistent policy 

implementation at the field office level. This alignment of the field and Headquarters 

structure also removes overlapping responsibilities that currently hinder efficient and 

consistent operations. 

Field offices, which are responsible for the provision of immigration services such as 

asylum determinations, the adjudication of naturalization and adjustment of status 

applications, and requests for employment authorization, will have greater flexibility to 

meet customer needs. The new structure will allow field offices the authority to develop 

innovative solutions to local problems. A key improvement is that an Office of Customer 

Relations with 25 specially trained caseworkers will alleviate some of the need for 

congressional intervention resulting from constituent complaints. This office will 

provide quick and fair resolution of individual problems. 

The separation of services from enforcement will help define a distinct career path for 

employees who want to focus on customer service. Progression up the ranks through a 

clearly designed promotion and advancement system will foster opportunities for 

improved recruitment and retention of key personnel. 

Proposed Immigration Services Organizational Structure 

The Office of the Executive Commissioner for Immigration Services will provide 

executive leadership to the bureau. The Executive Commissioner will be at the head of

the chain of command of all service-related employees in the bureau. This chain of 

command will continue to the Area Directors, and then to the field office directors. 

10 
The Office of Customer Relations will oversee all customer service initiatives in the 

bureau. This office will have trained case problem solvers who will work with 

customers to resolve their individual issues. This includes authority to assist customers 

with application-related difficulties. This office will also be responsible for all aspects of 

customer relations, including the National Customer Service Center, service-related 

information on the INS website, customer satisfaction surveys, and the service-related 

outreach to the public. Creating a new, high-level office for customer relations will 

greatly improve the agency's focus on delivery of services and foster customer-centric 

business processes.

The Office of Quality Assurance will report directly to the Office of the Executive 

Commissioner for Immigration Services. This office will be responsible for the 

development of quality assurance and audit programs in order to maintain the integrity of

all application processes in the bureau. Creating a new, high-level office for quality 

assurance will ensure consistent, predictable and equitable decisions regardless of where 

applicants file for benefits. 

The Office of Service Centers Operations will be responsible for the Service Centers, 

which adjudicate approximately 70 percent of the bureau’s current application workload. 

This workload is generally casework that does not require a face-to-face interview with 

the applicant, such as non-immigrant change of status applications. The Centers also 

perform fee receipting and pre-adjudication actions for applications requiring field office 

interviews. Reducing management layers and elevating this office will allow the agency 

to transform its business practices and build an immigration services system that is 

timely, accurate, and consistent.

The Office of the Area Directors will report to the Executive Commissioner. Unlike the 

three Regional Directors and the 33 District Directors who share both services and 

enforcement responsibilities, there will be only six Area Directors who will concentrate 

solely on immigration services. Each of the six Area Directors will have direct line 

authority over the field offices under his or her jurisdiction. The field offices will be 

responsible for the other 30 percent of the service workload, including naturalization, 

adjustment of status, interviews, fingerprinting, and other matters that require personal 

contact with INS service personnel. The Office of the Area Director will also have 

administrative responsibility for the area. Reducing management layers and elevating 

this office will empower field offices to develop innovative solutions in response to local 

problems and ensure service delivery in a courteous and professional manner. 

The Office of Asylum and Refugee Affairs will have direct line authority over the field 

asylum offices. Additionally, this office will administer and oversee the refugee program

overseas, and the bureau’s humanitarian parole authority. Placing the asylum/refugee 

programs in the services bureau will focus the agency on delivery of benefits, while 

serving as a counterbalance to enforcement considerations in decisions about the 

protection of displaced persons. 

11 
map

Immigration Service Areas 



Vancouver, WA

Tampa or St. Petersburg, F

Milwaukee, WI

Laguna Niguel, CA

Dallas

Burling

Hawaii

Guam

Puerto Rico & 

US Virgin Islands
Services Areas

! This plan eliminates the District Director and Regional Director positions. This will 

increase accountability and establish clearer points of contact for immigrants, U.S. 

citizens and Congressional offices. 

! The Area Directors will have substantial authority to control activities within their 

area. The Directors will focus solely on the delivery of immigration services, which 

will limit problems with span of control. 

! Areas keep state borders intact, California being the only exception. This will allow 

Area Directors to maintain strong liaison relationships with other organizations that 

also use state boundaries, e.g. Congress, Community Based Organizations, and 

federal courts for naturalization purposes. Having areas coincide with state borders 

will increase community involvement. 

! The six immigration services areas are relatively similar to one another in terms of 

physical size and client population. The number of benefit applications is similar in 

four of the six proposed areas, while two (the Southwest and Northeast) will have 

double the workload of those four. These two offices will have additional staff to 

meet the demand for services. 

13 
Bureau of 

Immigration Enforcement
Org charg Bureau of Immigration Enforcement 

Detention 

Facilities

Director 

Detention and 

Removal Division 

International 

Field Offices

Director 

International 

Division 

Deputy Chief 

Inspections 

Chief 

Border Patrol and 

Interior Enforcement 

Division 

Deputy Chief 

Intelligence 

Deputy Chief 

Border Patrol 

Chief Patrol 

Agents 

Border Patrol 

Sectors 

Area Port 

Directors 

Ports of Entry 

Ombudsman

Interagency 

Liaison Officer 

Office of Quality Assur

Executive Commissioner for 

Immigration Enforcement 
Bureau of Immigration Enforcement 

The INS employs many thousands of individuals dedicated to enforcing immigration 

laws. However, the current organizational structure prevents optimal use of these welltrained and dedicated personnel. Lines of authority complicate reporting relationships 

and impede accountability. The new structure of the INS Bureau of Immigration 

Enforcement will address those problems by changing both the focus and span of control 

within the law enforcement function. 

The current reporting structure is inefficient and complicated. Border Patrol agents must 

report through Sector Chiefs who must then report through the Regional Directors to the 

Director of Field Operations. The latter two of these have both services and enforcement 

responsibilities. The current organizational chart does not allow direct line authority 

from the Chief of the Border Patrol down to the agents. Other enforcement officers in the 

field must also report to the Director of Field Operations through the Regional Directors 

and District Directors. The same problem arises as with the Border Patrol: managers who 

must prioritize both services and enforcement responsibilities supervise enforcement 

agents. Under the Administration’s restructuring plan that will change. 

The new structure will feature a Bureau of Immigration Enforcement headed by an 

Executive Commissioner. Reporting to the Executive Commissioner is a Chief who will 

head the Border Patrol and Interior Enforcement Division. The Chief will be responsible 

for directing and coordinating the activities of the Border Patrol, Investigations, 

Inspections and Intelligence units in a unified law enforcement structure. The Deputy 

Chief of the Border Patrol will have direct line authority over the 21 Chief Patrol Agents 

in the sectors, a crucial element for effective operations that does not exist today. The 

Deputy Chief of Investigations will have direct line authority over Special Agents in 

Charge (SACs) in the nine enforcement areas, while the Deputy Chief of Inspections will 

have direct authority over the nine Area Port Directors. The Deputy Chief of Intelligence 

will report directly to the Chief. Coordination among Border Patrol, Investigations, 

Inspections and Intelligence will occur at the enforcement area level and at Headquarters, 

through the Chief of the Border Patrol and Interior Enforcement Division. 

The proposed organization of the Bureau of Immigration Enforcement will allow for 

improved law enforcement coordination, vastly greater flexibility to move resources to 

the areas of greatest need, and an increased ability to more quickly respond to urgent 

situations. 

Establishing a clear programmatic identity from top to bottom throughout the 

organization will shorten lines of communication, increase policy oversight and 

coordination, and enhance effectiveness within INS enforcement functions. The Chief of 

the Border Patrol and Interior Enforcement Division will ensure the coordination needed 

to produce effective results in countering terrorism and in the investigation of complex 

criminal activities, such as alien smuggling conspiracies. In addition, the proposed 

organizational structure effectively brings together all INS law enforcement components 

under a single office. 

16 
It is important to note that although there will be an alignment of law enforcement 

personnel, this plan does not mean that uniformed Border Patrol agents will patrol urban 

areas such as New York City, or that investigators in major cities will don Border Patrol 

uniforms. 

The proposed structure eliminates current management layers and therefore increases 

accountability through the consolidation of all law enforcement personnel within a single 

bureau. It connects Headquarters and field offices more directly, resulting in better 

oversight and management, greater consistency in policies and procedures, and clearer 

expectations communicated through the streamlined chain of command. This creates 

clear lines of authority to identify success and, if necessary, address possible failure or 

abuse. 

The INS is keenly aware of the concerns that some INS personnel may not treat the 

public with appropriate care, respect, or consideration. The proposed enforcement 

structure establishes an Ombudsman Office in the Bureau of Immigration Enforcement. 

The Ombudsman will confidentially handle complaints and resolve problems in a fair and 

efficient manner. The Ombudsman will forward allegations of serious misconduct, fraud 

or abuse to the Office of Professional Responsibility in Headquarters for appropriate 

action. There will be a representative of the Ombudsman in the Border Patrol and 

Interior Enforcement Division, and the Detention and Removal Division. 

The structure of the Border Patrol and Interior Enforcement Division anticipates unified 

and standardized training for Border Patrol Agents, Investigators, Inspectors and 

Intelligence officers. This training, along with the new organizational structure, will 

open additional career opportunities for these law enforcement officers. 

This proposal represents a significant improvement over the existing mechanisms for 

conducting law enforcement operations within the INS. It clarifies jurisdiction by 

establishing the Border Patrol as the agency that will conduct human smuggling 

investigations along the Southwest border. Coordination with interior field offices will be 

accomplished by the use of a common case and intelligence management database, which 

will allow Headquarters to identify and assume direction of cases involving common 

targets or duplicative investigations in the field. This improved coordination will also 

improve the agency’s ability to identify and counter potential terrorist activities as early 

as possible. 

As an example, consider a case where a Border Patrol agent encounters a vehicle 

containing smuggled foreign nationals near the Southwest border. Under the current 

structure, if that agent wanted to identify the criminals at the end of the transportation 

route (e.g., Phoenix to Chicago) by allowing the vehicle to proceed under surveillance, 

the agent would have to work with two Regional offices and five District offices. Under 

the Administration's restructuring proposal, the agent would simply contact Headquarters 

at the Bureau of Immigration Enforcement, which would coordinate activities nationwide 

from point to point. Another example would be when two offices in different locations 

17 
report through the automated case management system on smuggling activity that points 

to the same suspect. Analysis at Headquarters would identify this overlap and assume the 

coordination role necessary to complete the case successfully. 

Improved Intelligence Capabilities 

As a result of restructuring, the Intelligence Program also will operate more effectively 

on both the tactical and the strategic level. Tactical Intelligence Officers will operate 

under the guidance of the Special Agents in Charge and the Chief Patrol Agents. These 

intelligence officers working in the field will be able to address situations that call for 

real-time, case-specific actions. On the strategic level, the Intelligence program will 

focus on long-range issues. Strategic Intelligence Officers, who will report to the Deputy 

Chief for Intelligence within the Division of Border Patrol and Interior Enforcement, will 

track and analyze national and international crime trends and conduct threat assessment 

and targeting. Augmented by a database that is enriched continuously, the Intelligence 

program, working under bureau direction, will significantly improve the INS' ability to 

coordinate major national and international investigations. 

In the new structure, INS will be better positioned to act on intelligence in real time 

because of the shorter chains of command and communication with field offices. Because 

Headquarters will provide the global perspective on law enforcement efforts, reporting 

results of these actions to Headquarters will allow for greater national and international 

coordination of efforts, particularly with other law enforcement entities. Working as part 

of the Foreign Terrorist Tracking Task Force and receiving its information, the INS under 

this structure will be better able to investigate and disrupt potential terrorist cells because 

it will directly task field offices in a way not possible under the current structure. That is 

because law enforcement personnel in the field will work under a direct chain of 

command, no longer encumbered by dual service and enforcement missions in the field. 

Proposed Immigration Enforcement Organizational Structure 

The Office of the Executive Commissioner for Immigration Enforcement will lead 

the Bureau of Immigration Enforcement. The Executive Commissioner will be at the 

head of the chain of command of all enforcement-related employees in the bureau. The 

new structure consolidates both domestic and overseas law enforcement programs under 

a single chain of command. One individual in charge of all enforcement operations, yet 

still reporting to a single INS Commissioner, will ensure overall policy consistency and 

coordination in achieving the INS law enforcement mission. 

The Chief of the Border Patrol and Interior Enforcement Division will report to the 

Executive Commissioner for Immigration Enforcement. The Chief will have line 

authority over all law enforcement components in field offices, including the current 21 

Border Patrol Sectors, the nine interior enforcement areas, the nine port areas, and the 

INS Intelligence program. Four Deputy Chiefs will support the Chief: the Deputy Chief 

18 
of the Border Patrol, the Deputy Chief of Investigations, the Deputy Chief of Inspections 

and the Deputy Chief of Intelligence. The consolidation of all the major law enforcement 

activities in the INS under a single experienced law enforcement individual will improve 

operational effectiveness. 

The Deputy Chief of the Border Patrol will supervise the Chief Patrol Agents 

who oversee the daily operations of the Border Patrol Sectors. 

The Deputy Chief of Investigations will supervise the Special Agents in Charge, 

who oversee the day-to-day operations of immigration law enforcement personnel 

in the interior of the United States. 

The Deputy Chief of Inspections will have line authority over all INS ports of

entry. The placement of Inspections in a reformed and restructured INS is a great 

challenge. Because Inspectors have a unique role as both facilitators of bona fide 

travelers and as law enforcement personnel, some have advocated a separate 

Inspections bureau or division reporting to the Commissioner. However, to 

ensure law enforcement coordination at ports of entry and to prevent a possible 

lack of direction that a separate Inspections Bureau may cause, the decision was 

made to place Inspections in the Bureau of Immigration Enforcement. 

The Deputy Chief of Intelligence will coordinate strategic intelligence for the 

purposes of efficient law enforcement. The Intelligence Program at Headquarters 

will focus on long-range issues and will track national and international crime 

trends and conduct threat assessments. Intelligence resources will be used to 

support all law enforcement functions within the Division. 

The Director of the Detention and Removal Division will have line authority over INS 

detention facilities and operational standards nationwide. Centralizing detention and 

transportation decisions will realize economies of scale and bring about greater policy 

consistency throughout the INS. Detention and Removal personnel located in field 

offices will ensure that custody and removal operations are timely and efficient. The 

consolidation of all detention operations under a single office will ensure accountability 

throughout the INS detention process. 

The Director of the International Division will oversee foreign government training 

and liaison and enforcement functions under the direction of the Executive 

Commissioner. The Director of the International Division will have line authority over 

INS overseas offices. The International Division, in coordination with the Department of 

State and the U.S. Coast Guard, will work with foreign governments to monitor and 

disrupt the smuggling of individuals and groups into the United States. The overseas 

field offices will work closely with host countries, air and sea carriers, and international 

law enforcement organizations in facilitating anti-smuggling operations to investigate 

fraud, and dismantle and deter criminal organizations that operate both overseas and 

within the U.S. The separation of the current international enforcement activities from

19 
the asylum and refugee programs will eliminate the competing priorities that often exist 

between international enforcement and benefit responsibilities. 

The Interagency Liaison Officer will facilitate an improved flow of information and 

cooperation with federal, state, and local law enforcement organizations. As part of this 

mission and to augment the current efforts of INS law enforcement to work with state and 

local law enforcement and government officials, the plan envisions dedicated resources in 

each enforcement field office to focus primarily on the effectiveness of law enforcement 

partnership and information-sharing. 

An Office of the Ombudsman will be attached to the Office of the Executive 

Commissioner for Immigration Enforcement. There will be a representative of the 

Ombudsman in the Border Patrol and Interior Enforcement Division, and the Detention 

and Removal Division. The specific role of the Ombudsman will depend upon the 

responsibilities of the division. In general, the offices will provide the public with a 

means to communicate concerns about enforcement activities. The Ombudsman will 

seek to facilitate the swift resolution of complaints, before they reach the stage of

Congressional involvement. Allegations of serious misconduct will be reported to the 

Office of Professional Responsibility. 

The Office of Quality Assurance will report directly to the Executive Commissioner for 

Immigration Enforcement and will monitor the enforcement components to ensure that 

all procedures are applied in a standard, consistent and fair manner. 

20 


San Diego

Minneapolis/ St. Paul

Enforcement Areas

Hawaii

Denver

San Francisco

El Paso

Ne

Atlanta 

Chicago

Seattle

Guam

Puerto Rico & 

US Virgin Islands

Note: The 9 Special Agents in Charge (SACs) for Investigations and the 9 Area Port Directors for Inspections will be co-locate

in the 9 Enforcement Areas to share administrative support and facilitate cooperation. 
Enforcement Areas 

! The elimination of District Director and Regional Director positions requires a new 

enforcement structure that allows for a manageable span of control. The solution is 

the creation of nine investigations offices headed by Special Agents in Charge 

(SACs), nine inspections port areas headed by Area Port Directors, and the 

maintenance of the current 21 Border Patrol Sectors headed by Chief Patrol Agents. 

The existing Border Patrol Sectors are virtually unchanged by this proposal because 

this organization of sectors has proven effective. The sectors and field offices will 

strategically focus resources on the areas of highest security concern and illegal 

immigration activity. 

! The nine SACs for Investigations and the nine Area Port Directors for Inspections 

will be co-located in the nine Enforcement Areas to facilitate cooperation and share 

administrative support. This recognizes the critical role that Inspections plays in antismuggling operations and in protecting the security of the border. International preclearance inspections will report to an international Area Port Director. 

! Under this proposal, coordination within an Enforcement Area will take place at the 

level of the local office head. Where Border Patrol sectors, ports of entry, and 

investigation offices are located in the same geographic area, coordination will be 

ensured by the Chief Patrol Agent, Area Port Director and the SAC in that area. Any 

lack of coordination will be dealt with swiftly through the shortened chain of 

command to Headquarters under the Chief of the Border Patrol and Interior 

Enforcement Division. Conflicts will be resolved more easily due to the sharper 

mission focus and organizational unity that this proposal achieves. By uniting major 

INS law enforcement components under one bureau, the agency’s ability to conduct 

complex investigations across several geographical areas will markedly improve. 

The Office of Quality Assurance will ensure that actions in the field are consistent 

with national policy and intent. 

! Enforcement field offices will manage the four main smuggling corridors - the South 

Texas corridor, the West Texas/New Mexico corridor, the Southern California 

corridor and the Arizona corridor – as illegal immigrants move through the interior to 

various employment magnets. This is designed to enhance interior enforcement. 

 

22 
Appendix A: 

Agency-wide Offices 
Agency-wide Offices 

Chief Financial Officer 

The Chief Financial Officer (CFO) will be responsible for ensuring sound INS financial 

management. The CFO will have broad responsibilities, including the development of 

agency-wide financial policy and procedures, managing integrated financial systems, 

directing the preparation of annual financial plans, and direction of the agency’s debt 

management program. The CFO will also be responsible for all formulation and 

execution activities for the agency’s annual budget including development of the annual 

budget request to the Department of Justice, the Office of Management and Budget, and 

the Congress; execution of the enacted budget; serving as liaison with internal and 

external offices regarding current and future budgets, including support for the annual 

Congressional appropriation process; and administration and analysis of fee studies and 

other research related to the agency budget. 

Office of the General Counsel 

The Office of the General Counsel will provide legal advice and assistance to the 

Commissioner and field managers; represent the INS before the Executive Office for 

Immigration Review (EOIR), including the Immigration Courts and the Board of 

Immigration Appeals (BIA); provide legal assistance in the formulation of regulations 

and legislative proposals; represent the INS in contested naturalization and 

denaturalization hearings; represent the INS in labor-related cases; provide litigation 

support when the agency is a party to lawsuits in federal courts; provide litigation support 

in the issuance of reinstatement of removal orders, expedited removal orders, and 

administrative removal orders by field managers; and represent the INS in employer 

sanctions and civil document fraud litigation. Many legal issues concurrently affect or 

require input from both immigration services and enforcement. The Office of General 

Counsel’s management structure will ensure that the agency’s interests are advocated 

effectively before the Executive Office for Immigration Review, and that the relevant 

subject-matter expertise will be provided on the legal issues faced by the new 

enforcement and immigration services structures. 

Chief Information Officer 

The Chief Information Officer (CIO) will consolidate the current Office of Information 

Resources Management, the Office of Records Services, the Website Management Unit, 

and the Office of Strategic Information and Technology Development. The CIO, through 

the Information Coordinator, will ensure that the services bureau maintains access to 

relevant enforcement data for adjudications, and that the enforcement bureau maintains 

access to data collected by the services bureau. The CIO will also be responsible for 

developing the necessary information inter-links with other federal, state, local law 

enforcement, and other relevant agencies. Data, information systems and records are 

indivisible and need to be available to both enforcement and services in a restructured 

organization. Consolidating the CIO functions as proposed will incorporate the 

investment management, strategic planning, and operational structures which will 

provide the business owners more equitable and flexible systems support services. This 

24 
will provide a needed "center of gravity" for all the issues related to the push toward eGov and electronic filing so that INS can meet external expectations in these areas. 

The CIO will also organize the required information systems to provide agency-wide data 

to both the Bureau of Immigration Enforcement and the Bureau of Immigration Services. 

The CIO will also develop the necessary information inter-links with federal, state and 

local law enforcement and relevant agencies. 

Office of Policy, Planning and Programs 

The Office of Policy, Planning and Programs will be responsible for developing policy 

and setting the INS’ strategic direction. Policy and planning activities will be conducted 

in close collaboration with the Commissioner. In addition to policy development, 

responsibilities will include developing legislative requirements and strategies, direction 

of long range planning activities, provision and analysis of the agency’s official statistics, 

program development and other functions currently in the Office of Programs, and 

direction of the agency’s performance planning and evaluation functions. 

Office of Administration 

The Office of Administration will direct the agency’s responsibilities for human 

resources, equal employment opportunity, procurement, facilities, property, and security. 

The Office of Administration will set standards for health and safety, space acquisition 

and property management, and will monitor all INS capital assets. The creation of two 

separate operational bureaus requires an administrative service delivery system that 

efficiently and effectively meets the needs of the operational components, but allows for 

standardization and seamless connectivity of vital information systems throughout the 

agency. 

The delivery of certain services can be best achieved though the decentralization of 

service to field locations. This independent and direct delivery of administrative services 

within each bureau will allow senior managers to strengthen their authority and decision 

making capabilities, improve response times to resource and operational needs, improve 

communications and allow accountability within the chain of command. The delivery of 

other administrative services may require centralized control to promote economies of 

scale, standardization of product line, effective use of technology, information, and 

communication, and the efficient use of resources. The Headquarters components will 

maintain centralized control of functions, such as hardware and software purchases, cash 

management and vendor payments, fleet purchases, training, major hiring efforts, etc. In 

addition, centralized control oversight is necessary to ensure proper compliance with INS 

policies; procedures; resources decisions; major performance challenges; and to minimize 

waste, fraud, and abuse. 

Office of Congressional and Public Affairs 

Congressional and Public Affairs will provide liaison with Congress, the media, and 

external stakeholders. Within the agency and with the Department of Justice and OMB, 

Congressional Affairs will coordinate the development of legislation and views on 

pending legislation. The office will advise the Commissioner on legislative matters, and 

25 
coordinate hearings and meetings with Congressional offices. The office will also 

provide Congressional offices with responses to case-related inquiries. 

Public Affairs will coordinate the development of agency public affairs strategies, public 

statements, and press releases; provide public affairs advice to the Commissioner; 

oversee all aspects of press briefings and interviews; and represent the daily voice of the 

agency to the media. 

The office will also have liaison responsibility for external intergovernmental 

organizations including state, local, and federal government agencies and representatives 

of those government institutions. The office will coordinate with the external affairs 

operations of the Department of Justice, and provide advice to the Commissioner on 

relevant issues. 

Office of Professional Responsibility 

The Office of Professional Responsibility will accomplish the functions now performed 

by the Office of Internal Audit such as managing the organization’s systems for resolving 

alleged employee misconduct; reviewing and evaluating the efficiency and effectiveness 

of programs; and ensuring proper liaison between the INS and outside audit and 

inspection organizations. The new title better represents the diverse nature of the office’s 

functions and more strongly communicates the agency’s commitment to professionalism

and accountability. 

Office of Juvenile Affairs 

The Office of Juvenile Affairs (OJA) will serve as a central policy office on juvenile 

matters and will lead and direct national programs that meet the needs of unaccompanied 

minors in INS custody. Its mission will be to ensure that the INS meets its responsibility 

that all juveniles with whom it comes into contact are treated with dignity, respect, and 

special concern. OJA will respond to the needs of juveniles (including but not limited to 

unaccompanied minors) in the custody and care of the INS, coordinate services to 

juveniles in INS field offices, and ensure that juveniles found inadmissible/removable 

from the country are removed safely and correctly. The basic tenets of INS policy toward 

minors include developing research-based best practices and service approaches, ensuring 

consistent application of policies and procedures, facilitating family reunification, and 

developing effective case management systems. 

26 
Appendix B: 

Restructuring 

Budget Estimates 
INS Restructuring Budget Estimates 

The costs associated with restructuring the INS fall into two general categories – 

sustainment costs and implementation costs. 

Sustainment costs are those costs that will recur in future years, even after 

restructuring is complete. To a large degree, sustainment costs result from the 

separation of the agency’s two key mission areas into two distinct bureaus, each 

with its own chain of command. 

Implementation costs are those costs which must be incurred in order to 

restructure the agency. The majority of implementation costs are associated with 

necessary expansions of and modifications to facilities, as well as the human 

resources costs associated with the elimination of certain positions, the creation of 

others and the relocation of staff from one geographic location to another. 

Basis for Restructuring Cost Estimates 

Although the separation of the agency’s immigration functions will result in the need for 

increased staffing – primarily to support the creation of separate area offices for services 

and enforcement, a significant portion of these increases will be offset by the elimination 

of all field positions supporting the current Regional Office/District Office structure. 

Thus, the net staffing increase estimated to be needed to achieve restructuring is 522 

positions, which represents only a 1.5 percent increase over current staffing levels. 

Savings from the elimination of positions: 

There are currently a total of 894 filled positions located in the three Regional Offices 

and on the Administrative staffs at the 33 District Offices, all of which will be eliminated. 

Some individuals in positions being eliminated will be reassigned to field offices in these 

locations; others will accept buyouts or will relocate (buyout and relocation costs are 

presented separately below). 

New positions under restructuring (recurring “sustainment” costs): 

Field Offices: The establishment of separate area offices to support the agency’s field 

personnel will require the creation of 1320 new positions. Positions will be created to 

staff the six new area offices of the Bureau of Immigration Services and to staff positions 

within the nine new enforcement areas of the Bureau of Immigration Enforcement. 

Additional positions will be needed to support Office of General Counsel activities in the 

field under the two-bureau concept. The field structure of the Border Patrol will remain 

unchanged. 

Under the current organizational structure, the three Administrative [support] Centers are 

experiencing increasing backlogs. Based upon performance indicators developed 

28 
recently by Advancia, additional positions will be needed to provide the current level of 

service under the restructured organization and to ensure that frontline field units are 

provided with timely and efficient services. 

Headquarters Offices: The establishment of the Bureau of Immigration Enforcement 

will necessitate the creation of new positions for administrative support, for the new 

Office of Quality Assurance and for the Ombudsman. The establishment of the Bureau 

of Immigration Services will necessitate the creation of new positions, including those 

created as part of a customer service initiative to troubleshoot specific problems related to 

the provision of immigration services and to respond to customer service issues. A small 

number of positions will be created to support the newly established Chief Financial 

Officer position as well as the Office of Juvenile Affairs. 

Restructuring Costs (non-recurring implementation costs):

 

Facilities: With the creation of two separate bureaus and the resultant elimination of 

Regional and District offices, significant costs are associated with the cancellation of 

leases, securing of new or additional space in certain locations and modifications to 

existing space. The proposed cost for facilities seeks to take advantage, to the fullest 

degree, of continued use of existing facilities. 

Buyouts and Relocations: It is estimated that, of the 894 positions which will be 

eliminated with the closure of the Regional and District offices, approximately 300 of 

these positions will not fall geographically into one of the area or field office locations. 

The cost estimate assumes that 50 percent of these 300 individuals will accept buyouts 

and 50 percent will choose to relocate. 

29 
Summary of Position Changes and Estimated Costs Under the Proposed INS Restructuring

With Costs in Thousands of Dollars

New / (Lost) Costs/(Savings) 

Office Positions Payroll

Savings from positions no longer needed under Restructuring: 

Regional Offices (all) (275) ($23,300) 

District Offices (DD&Staff) (619) ($38,800)

 Total Savings (894) ($62,100) 

New Positions under Restructuring: 

Field Offices 1,320 $92,239 

Headquarters Offices: 96 $8,931

Total Net Cost of Position Changes 522 $39,070

One-time or Short-Term Costs 

Facilities Costs related to Restructuring $36,800 

Buyouts and Relocations $22,640 

Admin Center Backlog Reduction $3,500

Total One-Time or Short-Term Costs $62,940

Total Estimated Cost of Restructuring $102,010 

 

30 
Appendix C: 

Restructuring Timeline 
Restructuring Timeline 

The INS restructuring will be implemented in multiple phases. The initial phase will 

focus on restructuring the Headquarters offices as well as creating the necessary support 

structure in Headquarters. The next two phases will focus on developing and 

implementing the major organizational changes in the field. By the end of FY 2003, the 

fundamental reform of the INS will have been accomplished, and the new overarching 

structure that splits the INS into two separate bureaus - one focused on services and one 

focused on enforcement - will be complete. FY 2004 will be used to bring staff 

relocations and the final office moves to completion. 

Phase I: Initial Steps – The INS will use its existing authority to accomplish near-term

changes within the FY 2002 budget and in accordance with personnel regulations. The 

Commissioner of the INS will appoint a Director of Restructuring. The Director will 

oversee the development of strategies necessary to implement Phase I of the agency’s 

restructuring which, beginning in early 2002, will include the following steps: 

1) In recognition of the importance of streamlining INS operations, the Director of 

Restructuring will immediately begin to work with senior field and Headquarters staff 

to design and implement changes to reporting relationships which will become

effective as soon as possible. These interim changes will be in place while plans for 

permanent restructuring are finalized and implementation is completed, and will 

strengthen chains of command between services and enforcement program managers 

in the field and senior management officials in Headquarters. 

2) The agency will establish an Office of Juvenile Affairs in Headquarters, reporting 

directly to the Commissioner, to assume responsibility for and ensure consistency on 

matters relating to minors. 

3) In order to respond more quickly and systematically to case inquiries, INS will hire

25 Customer Service Representatives to work in Headquarters to solve specific case 

problems raised by immigrants, U.S. citizens, and Congressional Offices. 

The remaining Headquarters reporting relationships will be realigned to represent the 

split between the services and enforcement missions. The realignment will be achieved 

through judiciously detailing key personnel to temporary assignments as necessary while 

official actions to implement changes on a formal basis are prepared and processed. 

Phase II: FY 2002 – Formal action to reorganize Headquarters will be completed by 

the end of FY 2002. This includes creation of the Headquarters structure for the new 

Bureaus of Immigration Services and Immigration Enforcement as well as creation of a 

Chief Financial Officer and Chief Information Officer. As part of this process, INS will 

specify roles, responsibilities and reporting relationships for each of the new offices. 

Mission and function statements will be drafted for each of the new components. 

32 
Formal personnel actions to establish the new structure will be completed in FY 2002. 

This will include filling new positions through selections or reassignments, as 

appropriate, and processing formal personnel actions for other affected employees whose 

positions are being moved from an existing unit to a new unit. 

Modifications to space within Headquarters buildings and physical moves of employees 

to accommodate the new alignment will also be completed during FY 2002. 

In FY 2002, INS will also complete the planning for restructuring implementation in the 

field. This entails completing a detailed analysis of workload distribution and location, 

capacity, and lease requirements of existing facilities. It also includes developing a 

comprehensive human resource plan for making personnel adjustments to accommodate 

the new alignment of INS functions. 

In addition, INS will specify roles, responsibilities and reporting relationships for each of 

the offices in the new field structure. This will include the identification of those 

delegations of authority that will change in the new structure. 

INS will initiate the formal rule making process to amend 8 CFR. Part 100 contains the 

statement of the INS organization and describes the configuration of Headquarters as well 

as the locations of field offices. Part 102 provides formal delegations of authority within 

INS and outlines the duties of key personnel, such as Area Directors and heads of 

primary Headquarters components. 

Phase III: FY 2003 – Target Completion – INS will restructure the field organization 

in accordance with the detailed plans developed in FY 2002. This will include abolishing 

the existing Regional and District office structures and establishing the new area 

structures for services and enforcement. It also includes establishing the administrative 

support structures to complement the new field alignment. 

Attention first will be given to filling the critical positions to lead the newly designed 

field structure. This will include the Area Director positions and other key positions in 

the field. Similarly, priority will be given to facility acquisition or facility modification 

necessary to house the key leadership components of the new structure. The emphasis 

will be on getting the key components in place as quickly as possible to implement the 

new operating relationships within INS. This includes effecting new reporting 

relationships so that local offices report directly to the appropriate area office. Other 

changes will follow based on a prioritized sequence that takes into account workload 

demands, rules and regulations governing human resource changes, and facility 

constraints. 

Phase IV: FY 2004 – As indicated in Appendix B, two significant aspects of the 

restructuring will involve the adjustment of facilities (office space) to accommodate the 

new field structure and the movement of personnel to new locations. Throughout the 

restructuring process, INS will seek to minimize facilities costs by carefully timing 

offices moves in consideration of such factors as lease expiration dates and the 

33 
availability of new space at a reasonable cost. New reporting relationships, new chainsof-command, and all new offices will be established by September 30, 2003. Some of the 

indirect impact of these changes, including personnel and facility adjustments, may 

extend into FY 2004. Nonetheless, assuming the receipt of sufficient restructuring funds 

and the commencement of a strong interdisciplinary agency-wide restructuring effort, all 

substantial phases of the INS restructuring can be completed by the end of FY 2003. 

34 
Restructuring Timeline 

 FY 2003 

Oct. 1 

Oct. 1 

FY 2004 

FY 2002 

Oct. 1 

Finalize interim reporting 

relationships in Headquarters 

and the field 

Complete Headquarters 

restructuring 

Complete field 

implementation 

planning 

Fill new positions, 

reassign and 

relocate personnel, 

begin adjustment 

of facilities 

inventory to new

field structure 

Begin Initial 

Steps

 Implement Field 

Restructuring 

Establish the 

six Service 

Areas and nine 

Enforcement 

Areas 

Eliminate Regional 

Offices; Replace 

District Offices 

with Enforcement 

and Services field 

offices 

* Finalize Human Resources actions, staff relocations, 

and facilities acquisitions and modifications 

* With sufficient funds, and a coordinated and interdisciplinary agency-wide restructuring effort, nearly

all personnel and facility actions related to INS restructuring will be completed by the end of FY 2003. 

The INS will make fiscally sound decisions that may affect facilities changes, particularly where there 

are existing leases. 

35 
 

Appendix D: 

Initiatives to Complement 

INS Restructuring 
Initiatives to Complement INS Restructuring 

The new INS structure will change the way INS operates internally by streamlining the 

management of service operations, and by creating a direct line of authority and 

accountability from Headquarters to line employees in the field. However, restructuring 

alone cannot drive all improvements within the INS and must be coupled with new and 

existing initiatives to improve performance. 

I. In FY 2003, INS will launch a new initiative to improve the capability of INS field 

offices to provide personalized services to customers in the areas of filing guidance and 

problem resolution. 

Because many field offices currently lack information officers, customers often cannot 

obtain assistance when they need it most. Information officers will provide filing 

guidance, case status information and problem resolution to customers. The deployment 

of these officers to field locations will ensure that customers receive personal assistance 

when and where they need it. 

This initiative enhances INS’ National Customer Service Center strategy as it will ensure 

that callers who require personal assistance will be afforded that service in the area where 

they reside. It also symbolizes our restructuring strategy which is focused on improving 

customer experience through the development of an immigration services system that 

results in timely, accurate, professional and courteous information and decisions. 

II. Other ongoing initiatives include the following:

• An aggressive backlog reduction effort in FY 2002 that will achieve a national 

average processing time of six months by the end of 2003, and will achieve a 

processing time of 6 months or less in every Service office by the end of 2004. 

• On-line filing of at least two immigration benefit applications by the end of FY 2002. 

INS will expand e-filing to additional form types during FY 2003 and FY 2004. 

• The creation of “fillable forms” accessible through the INS website. 

• Expansion of the Application Support centers’ role in collecting applicant data, which 

will prevent time-consuming visits to multiple INS locations. 

• Professional communications skills training for all Inspections field office staff, and 

expansion of automated inspection systems to expedite the entry of low-risk travelers 

at seaports and land border pedestrian lanes. 

• Nation-wide expansion of successful local Border Patrol programs including: the 

Mexican Liaison program with local, state, and federal Mexican law enforcement; the 

Citizens Academy established to provide the public with a better understanding of 

37 
Border Patrol operations and procedures; the Law Enforcement Explorer Program, 

which exposes youth ages 14-20 to federal law enforcement careers and 

professionals; and the Drug Demand Reduction Program, which allows Border Patrol 

agents to work with local students to promote drug demand reduction through safety 

talks, mentoring, and student achievement awards. 

38 
Appendix E: 

Present State of 

INS Operations 
Executive Associate

Commissioner for

Policy and Planning

Associate

Commissioner

Examinations

Associate

Commissioner

Enforcement

Detention and

Deportation

Investigations

Intelligence

Asset

Forfeiture

Border Patrol

File

M

Co

I

M

Execu

Assoc

Commissi

Manage

Administrative

Service

Centers

Executive Associate

Commissioner for

Field Operations

Deputy Executive

Associate

Commissioner

Enforcement

Deputy Executive

Associate

Commissioner

Immigration

Services

Deputy Executive

Associate

Commissioner

Detention and

Removal

Service

Centers

Commissioner

De puty Commissione r

Congressional

Relations

Internal Audit

General Counsel

Public Affairs

Executive Associate

Commissioner for

Programs

Immigration and Naturalization Service

Present State of Operations (December 2000)

Secu

EE

Adjudications

Inspections

Administrative

Appeals

Records

Director

International

Affairs

Districts

Regional

Director

Eastern Region

Districts/

Sectors

Regional

Director

Central Region

Districts/

Sectors

Regional

Director

Western Region

Districts/

Sectors

Office of

Records

Services

Director

Strategic

Information &

Technology

Development

National

Records

Center

Inspections and

Investigations have

Field Ops component

mirroring Programs

A