The latest report from the National Alliance of Retired and Active Duty FBI Special Agents and Analysts has been widely described as damning. Headlines highlight words like “toxic,” “paralyzed,” and “in over his head.” Some commentators present the document as proof that Kash Patel and Dan Bongino are failing. This is a mistake. A close reading of the Alliance’s own data, set against its earlier 2023 and 2024 reports, reveals something quite different. The new report, covering the first six months of Patel’s tenure, documents a Bureau in painful transition, not a Bureau in collapse. It records resistance, fear, and bruised feelings, which is exactly what one should expect when a stagnant institution is finally being forced to change. Crucially, it also records eight concrete areas of improvement that are large, measurable, and directly responsive to the Alliance’s earlier criticisms.
To see this, it helps to recall who is speaking. The Alliance is not a cheerleading squad for Trump’s second term. Its prior work was sharply critical of the pre-2025 FBI. In 2023, it warned of “alarming trends” in agent recruitment and selection, describing a decline in standards and a drift toward ideological hiring. In 2024, it documented how local law enforcement had lost trust in the Bureau, with working relationships frayed and federal help increasingly unwelcome. The new report carries forward that institutional memory. When such a group concedes that things are headed “in the right direction,” and when its own sources describe improvements in day-to-day operations, we should take that seriously. It is rational to weigh these developments more heavily than anonymous grumbling about tone, social media habits, or perceived slights.
The first and most striking improvement is operational effectiveness. Under the prior administration, agents describe a culture of “walking on eggshells.” Field squads had to persuade managers, U.S. attorneys, and main justice that politically sensitive investigations were worth the risk. The Alliance’s sources now say that this dynamic has been turned on its head. Counterterrorism and criminal squads report that prosecutors are backing their work rather than burying it. One veteran agent states flatly that “operational effectiveness has dramatically improved” and that there is “no more walking on eggshells” to convince leadership to act. Another reports that complex cases stalled under the old regime are now moving with full support from DOJ and local USAOs. This is not a minor tweak. It is a structural correction, from a system in which law enforcement actions were filtered through political anxiety to a system in which prosecutors and agents share the same mission and are willing to pursue it.
The second improvement is closely related. Case work and threat response have been reprioritized. The Alliance’s sources consistently distinguish between an “intel-driven” model and an “agent-run” model. Under the former, operational tempo slows, decisions are routed through analytic bureaucracies, and field squads feel they are serving PowerPoint decks rather than the public. Under the latter, the people who know the streets and the targets have more say. The 2025 report states that the FBI is becoming “more of an agent-run agency” and that criminal, CT, and violent crime squads are being “beefed up.” That shift is not cosmetic. It means that the FBI is refocusing on concrete offenses, identifiable threats, and prosecutable cases. Even sources who plainly dislike Patel and Bongino concede that the mission has moved in that direction. When critics admit that the Bureau is “headed in the right direction” operationally, despite their objections to personalities and style, this is powerful evidence that the underlying reform is real.
Third, the report documents the near-total elimination of DEI as an organizing force inside the Bureau, and the resulting reduction in administrative drag. Before Patel’s tenure, multiple sources describe offices in which “feelings mattered more than case work,” DEI affinity groups shielded low performers, and senior managers were afraid to discipline certain employees for fear of being called racist. Younger staff could burn hours in mandatory DEI training rather than working leads. Those claims are not partisan talking points invented on cable news. They are internal descriptions from career agents and professional staff. According to the same voices, that burden has now been lifted. DEI requirements have been removed from performance reviews. Mandatory trainings and meetings have been curtailed. Agents declare that the administrative load has eased because they are no longer pulled away for ideological programming. One source captures the new ethos with refreshing bluntness: the mission is shifting back to “do your f’ing job.” That is exactly what critics of politicized policing have demanded for years.
Fourth, there is evidence of improving morale in at least some field offices, tied directly to mission clarity and prosecutorial support. In the Alliance’s earlier work, morale was depicted as uniformly dismal, with senior leadership scoring near the bottom of all federal subcomponents on measures of engagement and effectiveness. In the 2025 report, that picture becomes more nuanced. A counterterrorism-focused office in the East is described in almost glowing terms. The reporting agent says that his own morale and that of his colleagues is high, and he credits three things: strong backing from DOJ, a cooperative relationship with the local US Attorney, and a clear focus on CT and criminal work. In other words, when agents are allowed to do the job they signed up to do, and when political second-guessing recedes, they respond with renewed pride and energy. That some other offices remain deeply demoralized is unsurprising. Reform is not a light switch; it is a gradient. The important point is that the gradient has begun to slope upwards somewhere.
Fifth, the report provides strong evidence that relationships with local law enforcement are improving, reversing the decline documented in the Alliance’s 2024 study. That earlier report described local agencies that no longer trusted the FBI, resented its political entanglements, and saw federal involvement as a liability. In the new report, by contrast, multiple sources emphasize new joint task forces on violent crime and renewed cooperation with city and county departments. One agent remarks that working relationships with local partners have “never been better.” Another notes that local departments welcome the renewed focus on violent crime and terrorism rather than culture war investigations. This is precisely the kind of repair that critics have said was necessary if the Bureau was to function as a legitimate federal partner rather than an unwelcome political actor.
Sixth, there is a qualitative shift in the behavior of DOJ and USAOs. It is useful here to remember the basic structure of federal law enforcement. Agents can investigate, surveil, and develop targets, but without prosecutors willing to file charges, the work goes nowhere. Under the previous administration, the Alliance’s sources describe DOJ as risk-averse and politically hypersensitive. The new report shows that this has changed. Prosecutors are no longer described as blocking or slow walking cases. Instead, they are said to be “more aggressive” and “engaging rather than retreating.” One source notes that operational tempo is now better aligned with threat levels. It is easy to caricature this as careerism, as some do, but that misses the larger point. Agents now expect that if they build a solid case on a violent offender, a terrorist suspect, or a serious criminal network, DOJ will stand behind them. That is the minimum condition for a functioning federal justice system, and the report suggests that it has been restored.
Seventh, the Alliance’s own language indicates that the long-overdue rebalancing between the Intelligence Division and field operations is underway. For years, conservative critics argued that the FBI had converted itself into a kind of domestic intelligence bureaucracy, modeled more on European security services than on the traditional American cop plus analyst pairing. The 2025 report bears out that concern, but also records movement away from it. Sources describe a Bureau in which staff operations specialists are being surged to squads, Intel heavy bottlenecks are receding, and field agents are less beholden to Washington analysts who do not share their risk. The phrase “agent-run agency” is repeated for good reason. When decisions about arrests, raids, and resource allocation are made by people who actually know the targets, the incentives shift. The temptation to treat citizens as data points for political risk models decreases, and the pressure to pursue real criminals increases.
Eighth, the report admits that institutional reform is uneven and incomplete, but also concludes that it is “headed in the right direction.” That sentence appears almost grudgingly, after pages of criticism of Patel’s inexperience, Bongino’s locker at HRT, and crude remarks about social media. Yet it is there, and it matters. It acknowledges that corrupt or incompetent executives have been removed, that excessive DEI infrastructure has been dismantled, and that new regional leadership models are being tried. Critically, this conclusion comes from sources who do not like the personalities at the top. When a witness with an obvious motive to criticize nonetheless concedes that the trajectory is positive, rational observers should give that concession significant weight. The overall picture is not of an unreformable agency sliding further into politicization, but of an agency in the early, turbulent stages of being dragged back toward its proper mission.
What, then, of the negative commentary on Patel and Bongino that the drive-by media has seized upon? The report cites anonymous complaints that the director is “in over his head,” that he mishandled communications after high-profile incidents, or that he is too active on 𝕏. It records discomfort with early retirement offers and anger about the purging of certain managers. These objections are predictable. When an institution has spent years protecting its own comfort rather than serving its legal mandate, any serious attempt to restore accountability will feel like persecution to the embedded class. Firings that look overdue from the outside can feel arbitrary from the inside. Limits on DEI can feel like an attack on identity. New expectations about casework can feel like disrespect for legacy projects. None of this shows that reform is failing. It shows that reform is occurring.
A useful analogy is corporate turnaround. When a new CEO enters a failing firm, the first six months are almost always marked by fear, anger, and accusations of incompetence. Layoffs are resented. Reallocation of resources is portrayed as ignorance of the business. Middle managers who prospered under the old equilibrium complain to anyone who will listen. If one were to survey only those voices, one might conclude that the firm is in worse shape than ever. But a more careful analyst looks not only at sentiment, but at metrics like cash flow, customer retention, and product quality. In the case of the 2025 FBI report, the metrics are the eight improvements just canvassed. More cases are being pursued, more threats are being prioritized, DEI is being rolled back, local partners are reengaged, and morale is rising where mission clarity and prosecutorial support have been restored. That is what reform looks like from the inside.
This does not mean that every step Patel and Bongino have taken is optimal. The Alliance is right to insist on transparency in major investigations, to warn against overcorrecting in ways that neglect important counterintelligence work, and to remind leadership that their oath is to the Constitution, not to any individual politician. It is also fair to query specific operational choices, such as the balance between immigration enforcement support and high-end national security work, or how early retirement incentives are structured. But those are second-order questions. The first order question is whether Trump’s second term has moved the FBI toward or away from a politicized, paralyzed agency that uses its powers selectively. On the Alliance’s own evidence, the answer is that it has moved in the right direction.
Congress and the White House should read the report with this orientation. Instead of treating it as a brief for indictment, they should treat it as a mid-course performance review of a challenging turnaround. The right response is not to pull back from reform under pressure from anonymous sources, but to deepen it in the directions where the report itself records success. That means strengthening the agent-run model, consolidating the rollback of DEI, continuing to rebuild trust with local partners, and ensuring that DOJ’s revitalized prosecutorial posture survives changes in personnel. It also means shielding Patel and Bongino, within the boundaries of law and prudence, from efforts by entrenched interests to reverse the reforms that threaten them.
For years, conservatives have argued that the FBI could only be trusted again if its culture changed from the inside. The 2025 pulse check is, on its face, a hard read. It contains stories of fear, resentment, and institutional awkwardness. Yet a more philosophical perspective reminds us that there is no painless route from a captured bureaucracy back to a rule of law agency. The path necessarily runs through a period in which those who benefited from the old order will complain the loudest. If we take seriously both the Alliance’s previous condemnations and its current begrudging concessions, we should see this report not as a death sentence, but as rough proof that Kash Patel and Dan Bongino are, in fact, beginning to fix the FBI.
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Awesome then Comey can get prosecuted etc et al
There was a lot of trash to take out at the fbi and there’s likely a lot more laying low, but I trust Bongino and Patel to continue clearing the leftist infestation……MAGA!