◆ SpookStack

Stage 4 Intelligence Workforce Now that the Intelligence Program |s established and developing, we are turning to the next stage of transforming the Bureau into an intelligence agency — reformulating our personnel and administrative procedures to instill within our workforce an expertise in the processes and objectives of intelligence work. We recently issued five directives. that will fundamentally reorient the development of our entire workforce toward the intelligence mission. From recruitment to training to career advancement to the evaluation of persannel and programs, these initiatives will transform our administrative and personnel systems to ensure that intelligence objectives are paramount in our plans and performance Some components of these initiatives have already been implemented, some are in advanced stages of development; and others are in the early planning stages The following summarizes these initiatives: Recruitment We are targeting our recruitment efforts to attract agent and analyst candidates with Intelligence Community or other intelligence experience, or with backgrounds in international studies and international finance. We sought input from other Intelligence Community agencies to determine “best practices” for successfully recruiting individuals with intelligence- related skills, and we incorporated these best practices into new recruiting plans for Special Agents and analysts. We aré.recruiting at colleges and universities with outstanding academic programs in inteligence-related disciplines. In addition, since one of the richest fields for inteiligence backgrounds Is military intelligence, we are soliciting the services of an experienced contractor who specializes in placing miliary officers and enlisted candidates who possess intelligence expertise. Special Agent Career Tracks Traditionally, the Bureau has recruited, trained, rewarded, and promoted its agents primarily for law enforcement work. This approach was adequate so long as the Bureau's mission was perceived largely as law enforcement. Kis no longer adequate now that intelligence work has assumed such a central role. in our efforts to prevent terrorism. On March 22, 2004, we established a new career path for Special Agents designed with three objectives. First, the career path will give all agents experience with intelligence and analysis. Second, the career path will give agents an opportunity to develop specialized skills, experience, and aptitudes tn one of the four program areas: 1) Intelligence; 2) Counterterrorism/Counterintelligence; 3) Cyber; or 4) Criminal. Third, it makes intelligence expertise and experience a prerequisite for elevation to. senior supervisory ranks. This plan will produce a cadre of agents who are proficient.in the processes of intelligence collection, but wha also have the law enforcement powers to take advantage of our integrated operational approach. This career track will take Special Agents through the following stages: First Assignment We reinstituted the FBI's traditional Rotational Transfer Policy to expose new agents to a wide range of field experience, and then help them progress to more specialized skills to handle complex investigative and intelligence responsibilities. Mast new agents will be assigned for the first three years to one of the smallest 41 FBI field offices. Assignment to smaller offices and to positions in each of the four program areas will Sc Doc. #5 31 000000370