Page Last Updated: Tuesday, 19 January 2016 11:02 EDT, © 2001, 2002, 2008, 2016

HARTLEY CONSULTING
Solving Complex Operational and Organizational Problems

PROJECT: FBI Staffing Study

Dr. Dean S. Hartley III

Project Metadata Keywords
Label Name Other Year DurationYrs
Client Federal Bureau of Investigation (FBI) Department of Justice (DOJ)
Dates 2000 0.5
Employer DOE Oak Ridge Facilities
Partner Haselwood Enterprises, Inc.
Partner University of Tennessee
Pubs Federal Bureau of Investigation (FBI) Criminal Justice Information Services (CJIS) Division Staffing Study Final Report, Y/ACT-3176 co-author 2001
Team J. Keith Bryson, Jr., Margie B. Dyer, Otis Harris, Russ Manning, Karen Pilcher, John Shelton, Cathrine E. Snyder
Analysis of messy data
Data collection
Database design
Human factors
Industrial issues
Organizational structure
Productivity
Software issues

Situation

Oak Ridge was asked by the FBI's Criminal Justice Information Services (CJIS) Division to study the staffing requirements of the entire division.  Increasing automation of the division was greatly affecting the staffing requirements.  On the one hand, certain functions no longer had to performed manually.  On the other hand, the increased efficiency and addition of new services caused missing information in criminal history records to become more critical, requiring staff to locate and enter the data much more quickly than before.  These changes meant that the old set of staffing requirements were no longer appropriate.

Results

The Oak Ridge team adopted a process perspective for business process reengineering, with an enterprise-level approach to ensure that processes were allowed to cross traditional subdivision lines.  The team identified 26 customer services grouped into three categories:

  1. Provide information in response to requests (operational),
  2. Maintain a national repository of information (enabling), and
  3. Provide information through remote access to CJIS services (operational/enabling).

The team then estimated the required staffing levels for each category, with breakdowns within the categories and across organizational units.

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