FY2023-FY2027 Year One Strategic Plan Implementation Progre…

Fort Worth Police Department FY2023 - FY2027 Strategic Plan

Year 1 - FY2023 Implementation Status Report

CRIME REDUCTION

ORGANIZATION

STRATEGIC PRIORITIES

COMMUNITY POLICING

CULTURE

COMMUNICATION

INFRASTRUCTURE

FY2023 Strategic Plan Implementation Report

FY2023 Strategic Plan Implementation Report Table of Contents

FY2023 - FY2027 Strategic Plan Quick Facts ……………………………………..4 Overall Implementation Progress ……………………………………………………5 Strategic Priority 1: Organization ……………………………………………………6 Strategic Priority 2: Culture …………………………………………………………….8 Strategic Priority 3: Communication ……………………………………………...10 Strategic Priority 4: Crime Reduction …………………………………………….12 Strategic Priority 5: Community Policing ……………………………………….14 Strategic Priority 6: Infrastructure ………………………………………………...16

FY2023 Strategic Plan Implementation Report

FWPD FY2023 - FY2027 Strategic Plan Quick Facts

The Fort Worth Police Department ’ s current five - year strategic plan was created in 2022 with guidance from a Strategic Plan Advisory Committee and approved in 2023. The department is continually working toward accomplishing our Vision, Mission, and proactively focus on the six Strategic Priorities , which include 21 objectives and 105 action items.

VISION In partnership with our community, make Fort Worth the nation ’ s safest major city.

MISSION Provide quality service in partnership with the community to create a safe environment for all.

Priority 1: Organization Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. Objectives : 5 Actions : 22

Priority 4: Crime Reduction Continue to develop meaningful strategies that result in crime reduction. Objectives : 3 Actions: 14 Priority 5: Community Policing Continue to implement the best practices of community policing that enhance the safety of both officers and the public. Objectives : 4 Actions: 21

CRIME REDUCTION

ORGANIZATION

Priority 2: Culture Create a culture in the department where all people are safe, healthy, and resilient. Objectives : 2 Actions: 11

STRATEGIC PRIORITIES

COMMUNITY POLICING

CULTURE

COMMUNICATION

INFRASTRUCTURE

Priority 3: Communication Be a model for excellence in internal and external communication. Objectives : 3 Actions: 15

Priority 6: Infrastructure Ensure Police Department infrastructure is operationally adequate to serve the community. Objectives : 4 Actions: 22

https://police.fortworthtexas.gov/Public/strategic - plan

FY2023 Strategic Plan Implementation Report

FWPD FY2023 - FY2027 Strategic Plan Overall Implementation Progress

The following report provides details on the status of each action item during the first year of plan implementation. Of the 105 Action Items, 3 (3%) are Complete, 52 (49%) are Ongoing, 21 (20%) have Started, and 29 (28%) have Not Started. Overall Year One Implementation Progress

Complete - 3

Ongoing - 52

Started – 21

Not Started - 29

Numbers indicate the total number of Action Items in the Strategic Plan.

Implementation Legend

Green shields indicate action items are Complete .

Blue shields indicate action items are Ongoing .

Yellow shields indicate action items have Started .

Red shields indicate action items have Not Started . (These items will continue to be monitored to ensure implementation starts.)

FY2023 Strategic Plan Implementation Report

Strategic Priority 1: Organization Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. Objectives : 5 Actions : 22

Strategic Objectives

Actions

1.1 Establish framework to assess Key Performance Indicators (KPI) including how they are measured, evaluated, and reported.

1.2 Continually identify staffing priorities to ensure Key Performance Indicators are met.

1.3 Develop short and long - term strategies to ensure needs are met.

1.4 Assess and refine recruiting and hiring practices to attract quality candidates who mirror Fort Worth ’ s community.

1.5 Develop innovative practices to enhance employee training and promote the department ’ s values, 4

Action Item Status:

Ongoing - 12

Complete - 1

Started - 6

Not Started - 3

Numbers indicate the total number of Action Items in Strategic Priority 1.

Highlights and Milestones

Objective 1.1: Establish framework to assess Key Performance Indicators (KPI) including how they are measured, evaluated, and reported. • The KPI working group members were identified and meetings are forthcoming based on the new Perfor- mance Based Budgeting System. Objective 1.2: Continually identify staffing priorities to ensure Key Performance indicators are met • The Matrix consulting group completed the staffing study update in June 2023. Objective 1.4: Assess and refine recruiting and hiring practices to attract quality candidates who mirror Fort Worth ’ s community.

• FWPD attended a police recruitment and retention seminar to bring in new ideas.

• Emails are sent to officers and their respective sergeants when applicants say interaction with the officer was the reason for joining the department. • FWPD is refining the quarterly demographic report to include demographic information on police applicants that test and proceed through the background check, enter the academy and graduate.

FY2023 Strategic Plan Implementation Report

Strategic Priority 1: Organization Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. Objectives : 5 Actions : 22

Action Items

Status

1.1.1 Create KPI working group to assess KPIs and develop framework to ensure they are evidence - informed and logically consistent.

FY27

1.1.2

Establish KPIs down to Division and Unit level.

FY27

1.1.3 Regularly evaluate KPIs in the Business Process Plan to ensure they are suited for operational needs and requirements.

Annually

1.1.4

Update Business Performance Plan based on Framework.

Annually

1.2.1

Update 2018 staffing study to identify staffing needs.

FY23

1.2.2

Create Staffing Study implementation progress report

Annually

1.2.3 Create process for both staffing changes (i.e. transfers, reclass, staffing reductions, etc.) and the addition of new personnel in relations to the BPP. FY23

1.2.4 Utilize KPI framework, staffing study, stakeholder feedback, and needs assessment system to identify highest staffing priorities.

Annually

1.2.5 Develop plan for alignment with the staffing study for current and future operations.

FY24

1.2.6

Continue to track, evaluate and report on attrition rate.

Annually

1.3.1 Utilize Needs Assessment System and Budget Committee rankings to conduct overall annual prioritization of funding to identify funding source. FY23

Ensure staffing needs are met. 1.3.2.a Continuously review and update attrition modeling. 1.3.2.b Request recruit training funding to fill vacancies without exceeding authorized strength. Ensure training needs are met. 1.3.3.a Increase awareness of training currently available to Police personnel. 1.3.3.b Streamline current supplemental funding policies and procedures for training. 1.3.3.c Coordinate with the Training Advisory Board to ensure high quality training recommendations are included when allocating training funding. 1.3.3.d Identify resources that can be leveraged to increase number of trainings provided to personnel.

1.3.2

Annually

1.3.3

Annually

1.4.1 Research and implement police recruiting and hiring process best practices, i.e. volunteer pipeline, employee referral system, etc. 1.4.2 Continue to market the department at a diverse group of colleges, universities, community colleges, and other institutions locally and nationally.

Ongoing

1.4.3 Continue to use all forms of media to share officer recruitment information

Ongoing

1.4.4 Evaluate changes to hiring criteria including written examinations, oral interviews, background checks and investigations, physical requirements, as well as medical, polygraph, etc.

Ongoing

1.4.5 Develop a demographic report based on individuals that take test, proceed through backgrounds, enter the academy and graduate. Annually

1.5.1 Research, implement, and evaluate law enforcement training best practices.

Ongoing

1.5.2 Utilize the Training Advisory Committee to develop training recommendations .

FY23

1.5.3 Create report showing types of training classes held, number of hours and employees received training.

Annually

1.5.4 Create system for personnel to provide feedback regarding training topics.

FY23

FY2023 Strategic Plan Implementation Report

Strategic Priority 2: Culture Create a culture in the department where all people are safe, healthy, and resilient. Objectives: 2 Actions: 11

Strategic Objectives

Actions

2.1 Promote a culture of professionalism and mutual respect.

2.2 Encourage employees to be empowered, healthy, and resilient.

Action Item Status:

Ongoing - 4

Complete - 1

Started - 1

Not Started - 5

Numbers indicate the total number of Action Items in Strategic Priority 2.

Highlights and Milestones

Objective 2.1: Promote a culture of professionalism and mutual respect.

• Required reports and audits are up - to - date and compliant with the Best Practices Program.

• The FY2023 - FY2027 Strategic Plan was emailed to the department and added to the department website.

• Recently hired a new Public Communications Officer.

• The General Orders Manual is continually updated and reviewed for officer behavior and education.

• The Career Mentor contact sheet listed on the Police Portal provides an interested person a place to begin when inquiring about positions in other units. The mentors are intended to be a sounding board for generic questions about a specialized unit. • City of Fort Worth HR Training has a 360° feedback option. Investigating if City option will meet the needs of action item 2.1.6. Objective 2.2: Encourage employees to be empowered , healthy, and resilient. • The creation of a committee to research and present to Executive Staff the best practices that focus on a positive work environment will be assigned to the new Employment Services Specialist when the position is filled this year.

FY2023 Strategic Plan Implementation Report

Strategic Priority 2: Culture Create a culture in the department where all people are safe, healthy, and resilient. Objectives: 2 Actions: 11

Action Items

Status

2.1.1 Review law enforcement best practices to enhance professionalism and standards of conduct.

Ongoing

2.1.2 Publicize and educate personnel about the department ’ s five - year vision, mission and Strategic Plan.

FY23

2.1.3 Establish system to encourage employees to submit ideas for organizational and operational improvements. FY23

2.1.4 Review and enhance policies to ensure behavior that may influence future decisions is in line with professional standards and conduct.

Ongoing

2.1.5 Formalize existing mentoring programs.

FY23

2.1.6 Implement a 360° evaluation assessment to provide employees an opportunity to provide feedback and input for Sergeants and above (sworn only).

FY23

2.2.1 Create committee to research and present to Executive Staff the best practices that focus on a positive work environment. FY23

2.2.2 Promote counseling, mental wellness, and vulnerability by sharing mental health resources.

Ongoing

2.2.3 Establish a web - based speaker series where all ranks are invited to share their experiences on being safe,

FY24

2.2.4 Survey employees to get feedback on department ’ s progress and perception.

FY24

2.2.5 Research and implement physical fitness programs to promote a healthy lifestyle.

Ongoing

FY2023 Strategic Plan Implementation Report

Strategic Priority 3: Communication Be a model for excellence in internal and external communication. Objectives: 3 Actions :15

Strategic Objectives

Actions

3.1 Improve internal communication

3.2 Ensure internal communication is open and conducive to problem solving. 5 3.3 Utilize external communication best practices to establish and improve community relationships and increase transparency. 6

Action Item Status:

Ongoing - 6

Complete - 0

Started - 1

Not Started - 8

Numbers indicate the total number of Action Items in Strategic Priority 3.

Highlights and Milestones

Objective 3.1: Improve internal communication.

• Chief Noakes requested updates from his office be formatted in a visually appealing newsletter. FWPD is looking to purchase Canva (software program) to assist with this request. A Public Communications Officer was recently hired and will assist in improving internal and external communication. Objective 3.2: Ensure internal communication is open and conductive to problem solving. • New communication ideas such as the use of SharePoint were presented from other organizations that are replicable in FWPD. The Public Communications Officer has a background in large organization internal communications. Public Relations Office (PRO) Team Sergeant attended courses for internal communication at the Texas Association of Municipal Information Officers Meeting. Objective 3.3: Utilize external communication best practices to establish and improve community relationships and increase transparency. • PRO Team utilizes external communication such as social media to establish and improve community rela- tionships. The team looks for and post about trends, stories, and positive things as they come available. The team uses all media outlets for posting press releases and are always researching best practices to expand our reach and enhance transparency.

FY2023 Strategic Plan Implementation Report

Strategic Priority 3: Communication Be a model for excellence in internal and external communication. Objectives: 3 Actions :15

Action Items

Status

3.1.1 Chief continues providing email or video operational updates to all employees in the department.

Ongoing

3.1.2 Command Staff should periodically attend roll calls and specialized unit meetings on all shifts.

Annually

3.1.3 Develop process that invites employees to discuss issues and concerns and offer suggestions with chain of command.

FY23

3.1.4 Survey personnel satisfaction on the type, speed, and inclusiveness of information and communication

Annually

3.2.1 Encourage personnel to use Ask Executive Staff on the police portal.

Ongoing

3.2.2 Chief holds biannual department open forums to discuss issues and request feedback.

Biannual

3.2.3 Research best practices on how to communicate information internally so it is inclusive and clear to all employees. 3.2.4 Create informational tools about departmental processes such as flow charts and division/unit responsibilities to share with the department. 3.2.5 Encourage personnel to utilize the Fort Worth Employee University classes related to communication and research law enforcement communication classes for sworn personnel.

Ongoing

Annually

Ongoing

3.3.1 Develop a comprehensive strategic communications plan.

FY25

3.3.2 Hold community meetings that focus on explaining issues, problem solving, and trust.

FY25

3.3.3 Inclusively inform and educate the community about crime trends and significant incidents and share positive and engaging stories.

Ongoing

3.3.4 Use all media outlets to increase external communication.

Ongoing

3.3.5 Conduct routine assessment of police website to ensure information is available to the public.

Ongoing

3.3.6 Continually research best practices for communication transparency and identify any perceived gaps.

Ongoing

FY2023 Strategic Plan Implementation Report

Strategic Priority 4: Crime Reduction Continue to develop meaningful strategies that result in crime reduction. Objectives: 3 Actions :14

Actions

Strategic Objectives

4.1 Continue to use intelligence - led policing strategies to prevent, reduce and solve crime.

4.2 Continually assess crime reduction strategies.

4.3 Reduce calls for service response times.

Action Item Status:

Ongoing - 7

Complete - 0

Started - 5

Not Started - 2

Numbers indicate the total number of Action Items in Strategic Priority 4.

Highlights and Milestones

Objective 4.1: Continue to use intelligence - led policing strategies to prevent, reduce, and solve crime.

• FWPD has partnerships with the FBI, Homeland Security, ATF, the Secret Service, DPS, and the DEA. FWPD has Temporary Field Officers assigned to Homeland Security, the ATF, and the FBI. DPS, FBI, and Homeland Security all have employees that office out of Tactical Command at least on a part - time basis. FWPD actively partners with the DEA in dealing with the fentanyl epidemic.

Objective 4.3: Reduce calls for service response times. •

Research has been conducted to review officer assignments measuring the number of patrol officers compared to response times for priority 1 calls during the last 10 years. The research shows fluctuations in patrol officer numbers, but a continuous increase in call volumes increasing the call per officer volumes.

• Requests were sent to 10 large US police agencies requesting response time data and have received data from three agencies. Online research shows record/response time is defined as the timeframe from when the officer is dispatched to the call until the officer arrives on scene.

• 15 Civilian Response Unit (CRU) positions are currently being filled. The CRU academy began September 25, 2023. Once field training has been completed, CRU will be fully staffed to address additional calls, freeing up patrol to respond to higher priority calls in a timely manner.

FY2023 Strategic Plan Implementation Report

Strategic Priority 4: Crime Reduction Continue to develop meaningful strategies that result in crime reduction. Objectives: 3 Actions :14

Action Items

Status

4.1.1 Reduce overall crime rate by 8%.

Annually

4.1.2 Reduce violent crime rate by 10%.

Annually

4.1.3 Utilize existing and research new technology tools to prevent, reduce, and solve crime.

Ongoing

4.1.4 Continue to partner with other law enforcement agencies to prevent, reduce, and solve crime.

Ongoing

4.2.1 Research and analyze methods to accurately track and measure crime reducing strategies and update KPIs as necessary. FY26

4.2.2 Analyze success of Fort Worth Safe strategy to reduce drug crimes, shootings, and family violence.

Annually

4.2.3 Collaborate with the court systems to evaluate warrant issuance and Tarrant County Sheriff ’ s Office for jail release processes.

Ongoing

4.2.4 Collaborate with the Tarrant District Attorney ’ s Office to ensure violent offenders remain in jail.

Ongoing

4.3.1 Research and implement standardized method to create attainable target response times.

FY23

4.3.2 Research and evaluate minimum staffing numbers for Patrol Bureau to ensure there are enough officers to meet target response times (every division, every shift).

Annually

4.3.3 Evaluate the expansion of the Civilian Response Unit (CRU) to further reduce priority 3 calls sworn officers respond to, allowing officers more time to respond to higher priority calls. Annually

4.3.4 Track response time data in Business Performance Plan.

Annually

4.3.5 Answer 97% of calls within 15 seconds.

Annually

4.3.6 Reduce number of calls to 911 by educating public about non - emergency number, online reporting resources, text 911, information cards, social media, etc.

Ongoing

FY2023 Strategic Plan Implementation Report

Strategic Priority 5: Community Policing Continue to implement the best practices of community policing that enhance the safety of both officers and the public. Objectives: 4 Actions :21

Strategic Objectives

Actions

5.1 Build legitimacy with the community. 7 5.2 Evaluate and expand partnerships for crime prevention and intervention programs to increase the feeling of safety in the community. 5 5.3 Increase education initiatives for crime prevention, officer safety, and interaction 6 5.4 Continue to implement a patrol beat concept that engages the community and establishes relationships. 3

Action Item Status:

Ongoing - 8

Complete - 0

Started - 5

Not Started - 8

Numbers indicate the total number of Action Items in Strategic Priority 5.

Highlights and Milestones

Objective 5.1: Build legitimacy with the community.

• Expansion of Crisis Intervention Team (CIT) to three teams allows expanded coverage for citizens in crisis. Objective 5.2: Evaluate and expand partnerships for crime prevention and intervention programs to increase the feeling of safety in the community. • FWPD working with City Council and citizens to organize town hall meetings on crime reduction strategies, host informational sessions on Crime Control and Prevention District (CCPD) grant application process for organizations with crime prevention component. • Collaborating with outside agencies (LAPD, DPD, Arlington PD, and St. Cloud PD) to implement successful programs for crime reduction. Objective 5.3: Increase education initiatives for crime prevention, officer safety, and interaction.

• Established a Fireworks Committee to address Fireworks and Street Racing.

• Monthly roll call training to improve relationships between patrol and specialized units in the department.

• Monthly newsletters are created and published on the FWPD website. Objective 5.4: Continue to implement a patrol beat concept that engages the community and establishes relationships.

• NPOs interact with citizens in their beat and answer calls with beat officers to engage with communities.

FY2023 Strategic Plan Implementation Report

Strategic Priority 5: Community Policing Continue to implement the best practices of community policing that enhance the safety of both officers and the public. Objectives: 4 Actions :21

Action Items

Status

5.1.1

Create new Community Advisory Board.

Ongoing

5.1.2 Officers host educational/training meetings and attend meetings in assigned beats with neighborhoods (single - family, multifamily), businesses, and schools with people of all ages. 5.1.3 Continue to evaluate units that serve innovative community service roles such as Civilian Response Unit and Crisis Intervention Team. 5.1.4 Evaluate if police service to the community (e.g. calls for service response time, non - emergency calls, solving crimes, etc.) affects the department ’ s legitimacy.

Ongoing

5.1.5 Post departmental reports on the police website and share on social media platforms.

Ongoing

5.1.6

Educate and promote existing crime reduction efforts.

Annually

5.1.7 Assess existing surveys to ensure community feelings of safety are tracked and utilized for operational decisions.

FY24

5.2.1 Establish a list of internal and external active crime reduction community partners and their roles.

FY23

5.2.2 Partner with research institutions to develop crime prevention programs.

Ongoing

5.2.3 Host meetings with the community to encourage new Crime Control and Prevention District (CCPD) Community Based Program Applications. 5.2.4 Work with other City of Fort Worth departments and agencies to develop crime prevention and intervention strategies. 5.2.5 Host community meetings to educate and problem solve specific crime issues occurring throughout the city.

Annually

FY23

Ongoing

5.3.1

Encourage community involvement by promoting volunteer programs.

Ongoing

5.3.2 Officers host educational/training meetings and attend meetings in assigned beats with neighborhoods (single - family, multifamily), businesses, and schools with people of all ages.

Ongoing

5.3.3 Create web - based crime prevention and officer safety educational videos.

FY24

5.3.4

Promote Crime Prevention Unit ’ s work with the community.

Ongoing

5.3.5

Distribute patrol division newsletters.

Ongoing

5.3.6 Distribute standardized police operational card that includes basic information such as police programs and contact numbers in multiple languages that officers share with the community.

FY24

5.4.1 Ensure Patrol Officers and Neighborhood Police Officers have time to engage with the community.

Ongoing

5.4.2 Increase visibility and encourage positive interactions between the community Neighborhood Police Officers/Patrol Officers in assigned beats.

Annually

5.4.3 Evaluate and adjust beat and division boundaries if needed due to annexations, population, and

Annually

FY2023 Strategic Plan Implementation Report

Strategic Priority 6: Infrastructure Ensure Police Department Infrastructure is operationally adequate to serve the community. Objectives: 4 Actions :22

Strategic Objectives

Actions

6.1 Improve/expand existing systems or solutions that aid investigations and improves operations. 5 6.2 Maximize the department ’ s ability to meet it ’ s operational needs with adequate facility infrastructure that accommodates staffing and enhances service to the community. 6 6.3 Prioritize the purchase of police equipment to maintain and increase operational efficiencies, effectiveness, and lifecycle replacement. 5

6.4 Provide adequate technological infrastructure to meet department and community needs.

Action Item Status:

Ongoing - 15

Complete - 1

Not Started - 3

Started - 3

Numbers indicate the total number of Action Items in Strategic Priority 6.

Highlights and Milestones

Objective 6.1: Improve/expand existing systems or solutions that aid investigations and improves operations. • The Continuity of Operations Plan (COOP) was updated in February 2023. • A plan to implement a quartermaster system in the department is in progress. A working group has been formed with regular meetings to review the potential of the system. Data gathering, research, benchmarking, and implementation plan development are ongoing. • A contract and vendor management plan is in development to review contracts, vendors, and items that can be standardized. Objective 6.2: Maximize the department ’ s ability to meet its operational needs with adequate facility infrastructure that accommodates staffing and enhances service to the community. • Funding for a Facilities Master Plan was approved. The RFP will be advertised and the study underway in FY24. Objective 6.3: Prioritize the purchase of police equipment to maintain and increase operational efficiencies, effectiveness, and lifecycle replacement. • The initial review of the comprehensive equipment inventory process is complete. • Despite global economic issues, fleet has stayed within budget while obtaining and upfitting vehicles for frontline and support units. Fleet is on pace to meet all internal equipment goals and deadlines. Objective 6.4: Provide adequate technological infrastructure to meet department and community needs. • Upgrade to current RMS system occurred in August. The upgrade added additional case management tools needed by FWPD. Currently reviewing crash report systems to improve reporting.

FY2023 Strategic Plan Implementation Report

Strategic Priority 6: Infrastructure Ensure Police Department Infrastructure is operationally adequate to serve the community. Objectives: 4 Actions :22

Action Items

Status

6.1.1

Create a department - wide infrastructure replacement plan.

FY27

6.1.2 Improve the Needs Assessment System to align with the budget process.

FY25

6.1.3 Review purchasing practices to achieve standardization in supplies, equipment, and technology where possible.

Annually

6.1.4

Update the department - wide continuity plan

Annually

6.1.5 Create functional continuity plans for sensitive operations such as the Jail and Communications.

FY24

6.2.1 Work with the Property Management Department to complete funded facility projects ensuring operational needs are met. 6.2.2 Utilize the improved Needs Assessment System to identify the highest facility priorities for funding and annually rank with the Assistant Chiefs and Chief.

Annually

6.2.3

Locate, design, and construct future facilities to meet operational needs.

Ongoing

6.2.4

Lease facilities only when operationally and fiscally prudent.

Annually

6.2.5

Prioritize needs replacement of aging and outdated facilities.

Annually

6.2.6 Incorporate facility projects into the five - year Capital Improvement Plan.

Annually

6.3.1

Review comprehensive equipment inventory process.

FY25

6.3.2

Review equipment plans.

Annually

6.3.3 Utilize the improved Needs Assessment System to identify the highest equipment priorities for funding.

Annually

6.3.4

Research the market for the latest state - of - the - art equipment.

Ongoing

6.3.5 Ensure vehicles and equipment quantity and quality are adequate to accommodate personnel and operational needs.

Ongoing

6.4.1 Utilize the improved Needs Assessment System to identify the highest technology priorities for funding.

Annually

6.4.2

Replace aging and outdated technology.

Annually

6.4.3 Improve/expand existing systems or solutions that aid investigations, improve operations, or increase data access or transparency. 6.4.4 Continue to conduct research to advance the department in the use of technology in support of law enforcement each year. 6.4.5 Implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.

Ongoing

6.4.6

Evaluate IT storage and its costs and update systems as needed.

Ongoing

FY2023 Strategic Plan Implementation Report

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