12/07/2024
Now that there is a nominee for FBI Director, it is critical that any restructuring of the FBI be thoughtfully considered.
This is my opinion...
A Strong Foundation for the FBI’s Future
As the FBI prepares to meet President-elect Trump’s nominee for Director of the FBI, it’s critical for him to reflect on what has made the Bureau successful in the past and how it can continue to serve the American public effectively in the future. It is important that the new Director listens to those who have walked the path, those who have served in the field, and those who have seen firsthand what made the FBI great and what has caused it to stumble.
First and foremost, the new Director must command respect, not through intimidation but through leadership grounded in competence and a deep understanding of the Bureau’s mission. One of the proposed changes—closing FBI Headquarters on Day One and sending all personnel back to the field offices—raises serious concerns. While the field offices are the backbone of the FBI’s operations, Headquarters plays an indispensable role in supporting the Agents in the field. It is the place where national coordination occurs, where sophisticated investigative techniques like wiretaps and undercover operations are approved, and where budget and policy decisions that impact field operations are made.
During my time at FBI Headquarters, I was regularly called upon to coordinate cases between field offices. I would often represent the field offices before the Department of Justice to gain the necessary approvals for complex investigative actions. Headquarters also provides essential support to field Agents by overseeing national crime networks and offering guidance on strategic investigations. Without Headquarters, these functions would become disjointed and less effective, leaving the field offices unsupported in their vital work.
However, that does not mean Headquarters is beyond reproach. Over the years, the agency has grown into a sprawling bureaucracy that requires thoughtful evaluation and, yes, surgical trimming. When I entered the Bureau in 1970, the management structure was far simpler, consisting of the Director, Deputy Director, and 10 Assistant Directors, each managing a key investigative or support program. Today, however, the structure has ballooned to include six Executive Assistant Directors, 40 Assistant Directors, and a myriad of additional positions that often do not contribute directly to the FBI’s core mission. Crime has become more complex and requires additional sources; however, a critical examination of this bloated structure is essential—not just to ensure each position supports the FBI’s mission, but to identify and remove those with politically driven agendas that undermine the agency’s impartiality.
In addition to reining in Headquarters, the field offices must undergo a thorough evaluation. Are they making the most of sophisticated investigative tools like wiretaps and undercover operations to combat the crime plaguing their jurisdictions? When I took charge of the Memphis field office in 1997, I found a field office somewhat stagnant in its approach to criminal investigations. In the five years prior, the office had not initiated a single wiretap or major undercover operation. Discipline and EEO issues were rampant, and the office lacked clear direction.
But with a little guidance, the change was swift. I introduced a policy of aggressive investigations and made sure that everyone was fully supported in using all available investigative tools. Within two years, Memphis had initiated 19 wiretap cases and several undercover operations. The disciplinary issues vanished, and the field office saw significant improvements in morale and productivity. When leadership is aligned with the FBI’s core values, results follow.
A key aspect of returning the Bureau to its prime will be holding Special Agents in Charge (SACs) accountable. In high-crime cities, SACs must present detailed plans to address crime in their jurisdictions. If they are unable to do so, they must be replaced. The best practices should be shared from FBI Headquarters, and the support and training provided will give field Agents the tools they need to succeed. As an FBI Agent, continuous learning is vital. I always insisted that Agents attend at least two specialized training sessions annually, in addition to mandatory sessions on fi****ms proficiency, defensive tactics, and Constitutional law. Support employees were also required to attend at least one session per year. With the right training and leadership, field Agents can continue to fulfill their mission with the excellence for which the Bureau is known.
The FBI does not need to be decimated and rebuilt from scratch. Instead, selective surgery is needed—streamlining Headquarters, eliminating unnecessary positions, and restoring the agency’s focus on impactful and impartial justice, free from political influence.
To President-elect Trump and his nominee, I urge you both to tap the talent within the ranks of retired Agents with a deep understanding of the Bureau’s founding principles to assist in the Bureau’s recovery. The right person(s) will help the new Director to embrace the FBI’s mission of justice, return the agency to its roots, and ensure that politics never interferes with its critical work. The safety of our nation depends on it.
Tom Locke is Managing Director of the BGR Group and a former senior FBI Executive
