n the short space of five years, Americans have witnessed two major intelligence debacles: first, a sin of omission in 2001 (failure to detect and prevent the 9/11 attacks), followed by a sin of commission in 2002–03 (the estimate that Saddam Hussein had stockpiled weapons of mass destruction). These failures produced four major investigations, two by Congress and two by special commissions, and eventually the most drastic restructuring of the intelligence apparatus since 1947.

The press is currently focused on the White House's calculated leaks, undertaken to mask their misuse of bad pre-war intelligence. Yet the reordering of intelligence agencies is vastly more significant, albeit less titillating. This reorganization shows signs of creating a system more dysfunctional than the one it replaced. If nothing else, the revamped intelligence apparatus is going to cost U.S. taxpayers a lot more money with no discernible gains.

The centerpiece of the reorganization enacted into law in December 2004 was the creation of the Office of Director of National Intelligence (ODNI). It had been argued that the three-hatted job of Director of Central Intelligence (DCI) was too much responsibility for any one person. Managing the CIA, along with serving as the president's principal intelligence adviser, was said to be a full-time job, one that left the DCI too little time for, and not enough authority over, the 17 other agencies that constitute the "intelligence community."

The 9/11 Commission made reallocation of these three responsibilities one of its top recommendations in its effort to "rebuild the bloated and failed intelligence bureaucracies," as John Lehman, one of the commissioners, put it in a November 2005 Op-Ed article. "We wanted a strong national intelligence director to smash bureaucratic layers, [and] tear down information 'stovepipes.'"

After George Bush appointed John Negroponte, a career diplomat, as the first DNI in March 2005, all eyes immediately focused on whether Negroponte would assert for himself the role of principal intelligence briefer of the president; that was not a foregone conclusion, not having been legislated. Negroponte did in fact step into that role—"face time" with the president being the single most precious commodity in Washington—and that marked a turning point. Besides representing a demotion for the CIA director and the agency as a whole, it turned the ODNI away from the lean structure touted by the 9/11 panel. Instead of presiding over the intelligence community as an overall coordinator, the DNI suddenly needed troops, and lots of them.

The ODNI now reportedly boasts 1,000 employees, including a principal-deputy DNI, three associate DNIs, four deputy DNIs, and 19 assistant-deputy DNIs; not to mention its own general counsel, inspector general, and all the other accoutrements of any self-respecting federal entity. The restructuring has led (some would say all too predictably) to an entirely new bureaucracy on top of the already swollen bureaucracy that was supposedly a prime cause of the intelligence failures.

The ODNI has grown so quickly that in late March it even roused the anger of the House Intelligence Committee. Republicans and Democrats on the panel, several of them full-throated supporters of reorganization, voted to reduce the ODNI's budget pending receipt of an "architecture study" from Negroponte. "We don't want more billets, more bureaucracy, more buildings," Rep. Jane Harman, the panel's ranking Democrat, told the Los Angeles Times.