The FBI Strategic Plan 2004-2009 serves as a high-level road map for the next five years, with strategic goals and objectives that address the mission of the FBI and fulfill the imperatives of the President, the Attorney General, and the Director of Central Intelligence (DCI).

This document updates our earlier strategic plan (FBI Strategic Plan 1998-2003) and reflects profound and far-reaching changes to our investigative priorities and business practices since 9/11. The FBI’s efforts to remake and reengineer itself continue and this plan serves as a primary guide to the new realities of the war on terrorism.

The plan reflects these external and internal changes by laying out a new set of priorities and an altered structure for the organization’s goals and objectives. Our reinvigorated strategic planning process, outlined on facing page, translates these goals and objectives into actionable and measurable activities in order to track their progress. Annual implementation plans provide priority actions and measures to incrementally achieve our strategic goals, and completion dates are assigned and tracked to ensure that deadlines are met. Comprehensive program evaluations are conducted to measure whether we have met our goals and objectives. Although this plan improves on its predecessor, we recognize that improvements can still be made and we anticipate annual updates, as the FBI continues to make fundamental changes to its organizational culture and administrative processes.

The plan is divided into four sections. Section I provides an FBI forecast. Section II provides strategic goals, objectives, and priority actions for achieving the mission of the FBI over the next five years. Section III addresses the most important asset of the FBI — its people. Section IV is devoted to the tools we must have to perform our mission effectively and efficiently. Appendices A, B, and C provide information about the external and internal factors, or “drivers,” that affect FBI planning, the stakeholders who provide input into that process, and the program evaluations that address whether programs are operating effectively.

Download FBI Strategic Plan 2004-2009

PDF format, 13.6MB, 132Pages, provided by FBI (Federal Bureau of Investigation). 

FBI PRIORITIES:

The FBI’s principal mission is to defend the security of the United States and within that mission there are priority focus areas. On May 29, 2002, Director Mueller announced the priorities of the FBI to clearly articulate to the American public, our Law Enforcement and Intelligence Community partners, and the employees of the FBI, the manner in which the FBI will address its wide range of responsibilities.

The order of the listed priorities is determined by the interaction of three factors: (1) the significance of the threat to the security of the United States as expressed by the President in National Security Presidential Decision Directive 26; (2) the priority the American public places on various threats; and (3) the degree to which addressing the threat falls most exclusively within the FBI’s jurisdiction.

The FBI has a broad mission with varied and competing challenges. By weighing and evaluating the above factors, the top priorities of the FBI become clear.

Director Mueller has established ten priorities. The first eight are listed in order of priority. The final points (collaborative partnerships and technology improvement) are key enabling functions that are of such importance they merit inclusion. The priorities are:

1. Protect the United States from terrorist attack;
2. Protect the United States against foreign intelligence operations and espionage;
3. Protect the United States against cyber-based attacks and high-technology crimes;
4. Combat public corruption at all levels;
5. Protect civil rights;
6. Combat transnational and national criminal organizations and enterprises;
7. Combat major white collar crime;
8. Combat significant violent crime;
9. Support federal, state, local, and international partners;
10. Upgrade technology to successfully perform the FBI’s mission.

By stating our priorities, we discipline our actions. We now staff and work high priority matters before lower ones. Support processes, including hiring and technological competence, serve our highest priorities first.

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