us coast guard auxiliary eighth western rivers region strategic plan ...

U.S. COAST GUARD
AUXILIARY
EIGHTH WESTERN RIVERS REGION
STRATEGIC PLAN
2012-2014
8 TH WESTERN RIVERS REGION
8 th WRR Strategic Plan 2012-2014 1

United States Coast Guard Auxiliary
8 th Western Rivers Region
COMM Richard L. Lawrence
District Chief of Staff
28 Pine Manor Drive
Little Rock, AR 72207
Phone: 501.663.2312 Cell: 501.690.3604
Email: law28@aristotle.net
To:
COMMO Jim Vass, National Commodore
Date: 10 August 2011
Re: 8WR Strategic Plan 2012-2014
In accordance with assignments of the Auxiliary Senior Officers Course, please find enclosed a
draft copy of the 8 th WRR Strategic Plan.
After a full review and discussion, it is anticipated that this Strategic Plan will be presented to the
District Board for approval and implementation.
Respectfully submitted,
Richard L. Lawrence
8 th WRR Strategic Plan 2012-2014 2

Table of Contents
Cover Page………………………………………………………..1
Letter of Transmittal to the National Commodore……………….2
Table of Contents…………………………………………………3
Executive Summary………………………………………………4
Introduction……………………………………………………….5
Auxiliary Policy Statement …….……………………………...... 6
Mission of the Auxiliary …………………………………………7
National Commodore’s Vision…………………………………...7
National Strategic Imperatives……………………………………7
Desired Outcomes…………………………………………………8
Summary of District Assessments (SWOT)………………………9
District Strategic Issues………………………………………….19
District Goals and Strategies to Accomplish These Goals……....22
Division/Flotilla Objectives ……………………………………..24
Division/Flotilla Action Plans …………………………………..25
Attachments…………………………………………………….. 26
8 th WRR Strategic Plan 2012-2014 3

DISTRICT VISION STATEMENT
EXECUTIVE SUMMARY
The Auxiliary members of the 8 th Western Rivers Region (8 th WRR) will continue to
remain efficient, qualified and vigilant in all aspects of their Coast Guard Auxiliary
career. All members are expected to adhere to the core values of Honor, Respect, and
Devotion to Duty.
Over the past several years, the Auxiliary has encountered numerous changes which are
intended to improve the Auxiliary’s mission to support the civil missions of the Coast
Guard. While these changes have not always been embraced with enthusiasm, reflection
and understanding of the underlying missions enable the members to accept the changes.
As always, members must constantly balance the missions with the demands of personal
life.
The leadership of the 8 th WRR will execute their duties with Integrity, Responsibility and
Accountability:
Integrity: All Auxiliary participation will be undertaken with the upmost honesty,
unity and an adherence to a strong code of values.
Responsibility: All Auxiliary participants will be reliable, trustworthy and willing
to meet any obligations agreed to, and will faithfully execute their duties and abide by the
governing policies established by the Commandant of the United States Coast Guard.
Accountability: All Auxiliarists will be answerable for their conduct; exercising
solid, justifiable and considered judgment.
DISTRICT MISSION STATEMENT
Our mission as Coast Guard Auxiliarists comprises the following:
Help to create a safe, secure, and enjoyable boating experience for the recreational
boating public by providing programs that aid in the minimization of personal injury and
property damage;
Assist with marine safety, environmental and national security efforts as
requested by the active duty Coast Guard;
Recruit and train new Auxiliary members; and,
Energize all members to do the Right Things Right while serving with Integrity,
Responsibility and Accountability.
8 th WRR Strategic Plan 2012-2014 4

INTRODUCTION
The focus of preparation for this Strategic Plan was to conduct a SWOT analysis
(Strengths, Weaknesses, Opportunities and Threats) and then, using the results of the
responses, to develop the District plan to adhere to the National Mission Statement and to
align the plan with the National Commodore’s Vision Statement. The Divisions and
Flotillas in the 8WR District will be asked to incorporate this plan into their unit action
items.
To be successful, the 8 th WRR needs to fully understand the SWOT responses that were
received from the District Board and staff officers and devise a plan that is workable. To
achieve the plan, there must be communication between the District elected and
appointed officers to the Divisions/Flotillas. Maintaining the two-way flow of
information is critical to understanding the goals as well as having a shared ownership
among the parties. Without this ownership, the likelihood of achieving smooth working
relationships and the accomplishments sought will be difficult.
The 8 th Western Rivers Region Auxiliary District consists of sixteen states which include
Arkansas, Colorado, Iowa, Kansas, Missouri, Nebraska, North Dakota, Oklahoma, South
Dakota and Wyoming, as well as portions of Illinois, Louisiana, Minnesota, Mississippi,
Tennessee and Wisconsin. Those 16 states go generally from the Mississippi River to
the Rockies and from the top of Louisiana to the Canadian border. Ten of those states
encompass over 784,000 sq miles while the area of the other six states within the 8 th
WRR has over 348,000 sq. miles.
The membership consists of over 1800 volunteers in 82 flotillas, 4 detachments within 12
divisions. Members participate in a variety of missions ranging from public education
and vessel safety checks to safety patrols by both surface and air facilities. Members also
engage in other missions authorized by the Commandant of the United States Coast
Guard. During 2010, members of the 8 th WRR completed over 25,000 missions and
recorded nearly 244,000 hours in support of the Coast Guard. The work of Auxiliary
members is the equivalent to the work of 144 full time people.
8 th WRR Strategic Plan 2012-2014 5

AUXILIARY POLICY STATEMENT
8 th WRR Strategic Plan 2012-2014 6

The Mission of the U.S. Coast Guard Auxiliary
The primary mission of the U.S. Coast Guard Auxiliary is Recreational Boating Safety. We
also have the mission to contribute to the safety and security of our citizens, ports,
waterways, and coastal regions, as authorized by the Commandant of the United States Coast
Guard. We will support the overall mission by improving the quality and delivery methods
of our educational products. We will work with other like-minded organizations to improve
the overall knowledge of the boating public to increase awareness of safety on the water.
National Commodore’s Vision Statement
The Coast Guard Auxiliary will continue to meet America's ever changing needs
through increased attention to recreational boating safety, security of America’s
waterways and improved methods of educating the boating public.
National Strategic Imperatives
• Continue to be the best all volunteer organization in the Nation (Goal 1)
• Continue to provide the best product on the market for the education of the boating
public (Goal 1)
• Maintain the high standards of the organization to insure that we continue to maintain
the integrity and dependability of the organization (Goal 1)
• Maintain a ready volunteer force ready to assist the Coast Guard in times of emergency
(Goal 2)
• Continue an aggressive recruiting program to include a diversity of members to insure
the long-term growth of the organization (Goal 2)
• Continue to recognize the contributions of our members (Goal 2)
• Continue to meet the expectations of the Coast Guard and America’s Boating Public to
be the premiere safe boating organization (Goal 3)
• Work with other Federal Government Agencies, States and other partner agencies to
support safe boating (Goal 3)
• Adjust our organization to the changes in the structure of the Coast Guard to best
support its missions and to allow for the cooperation within to insure the organization
operates at peak efficiency (Goal 3)
• Create innovative methods to use new electronic systems to improve the overall
effectiveness of the education process (Goal 4)
8 th WRR Strategic Plan 2012-2014 7

DISTRICT’S DESIRED OUTCOMES
1. Consistent with the National Mission Statement, maintain a balance of
promoting and improving recreational boating safety, and supporting the
homeland security efforts while providing support to the Coast Guard
operational, administrative and logistical requirements.
2. Improve all training programs using new methods and district wide use
of computer based programs.
3. Have communications between all levels so that all members know what
is going on.
4. Encourage leaders to recognize the contributions of each member at the
flotilla and division meetings.
5. Increased interdivisional activities to network and share resources.
6. Increase partnering with the active duty units near our division locations
7. Encourage and support every member with specific emphasis on new
members to become qualified and active in a program or programs of
their choice.
8. Develop viable recruiting of new members.
8 th WRR Strategic Plan 2012-2014 8

SUMMARY OF DISTRICT ASSESSMENTS
SWOT ANALYSIS
SWOT (Strengths, Weaknesses, Opportunities and Threats) inputs were solicited from
the District Board and District Staff Officers.
Operations / Service Delivery
STRENGTHS
1. Viable & attainable crew/coxswain/PWO/Airboat/Aircraft training
2. Excellent Highly Qualified/Trained Dedicated Individuals;
Coxswains, boat crew, Aviators, Air Crew, VEs, RBSVP, Trident, etc.
3. Many Auxiliarists volunteer many hours (almost every weekend over
the summer) in Auxiliary and Coast Guard Missions.
4. Opportunities for training
5. Basic financial support for operations - fuel, PPE
6. OPFacs can be deployed on short notice (surface & Aviation)
7. Large number OpFacs of various sizes and specifications.
8. Auxiliarists willing to go where they are needed within the District as
well as to other Districts (i. e Katrina, Horizon Deep Water).
9. Acceptance of the Auxiliary by the Active Coast Guard as a member
of the team and a realization that a volunteer workforce can contribute
to the overall mission of the Coast Guard.
10. Increased emphasis on communications between and among
Auxiliary units.
11. Increased relationships with other agencies.
12. Auxiliary is still attracting members for service to the Coast Guard
and the US following the events of 9/11. The core value of devotion to
duty remains evident.
Human Resources
1. Strong nucleus of dedicated, knowledgeable members
2. Many members are retired allowing increased participation as
Auxiliary members.
8 th WRR Strategic Plan 2012-2014 9

3. Age and experience of senior members provided high quality of
instructors and leaders.
4. Members are accepting the new emphasis on diversity and are
encouraging recruiting in bi-cultural areas. Divisions are actively
engaged in helping weak flotillas grow and prosper.
5. More contact with local Coast Guard units has increased knowledge
of the Auxiliary and aids in recruitment of members.
6. General emphasis on recruiting.
7. The diversity in district is widespread with many professions and
occupations represented. In general the Midwest is known for its work
ethic.
8. Members who are interested in supporting the Coast Guard.
9. Members who are willing to devote large amounts of their time and
personal funds to attend meetings, take training, and study on their own.
10. Members who strive to complete missions that were tasked to them.
11. Intellectual capacity due to the variety of experiences and
knowledge and diverse backgrounds of the membership.
12. Many new members are joining without boats, but with skills in
other areas such as computer operations, ham radio skills, flying, writing
and public affairs.
Organizational Management
1. Strong leadership; information usually distributed along proper
channels. Continued efforts to ensure information flow.
2. Many members have considerable management and organizational
skills.
3. Many quality leaders
4. The chain of command from District down to Flotilla has consisted
of intelligent, dedicated elected and appointed officers willing to
devote much time and skill in supporting the Auxiliary missions.
5. Many younger competent members who are willing to devote the
time, effort and funds to assume management positions.
8 th WRR Strategic Plan 2012-2014 10

6. A reasonably sound management structure.
7. The structure of the district allows for effective and efficient
communication between all levels of the organization.
8. Training for Flotilla and Division Commanders is well received.
Technology / Facilities
1. Electronic study materials/manuals readily available
2. Excellent user friendly district website
3. The vast majority of Auxiliarists now use computers
4. The number of radio facilities and operators has increased.
5. Internet based programs such as AUXDATA and POMS, together
with the ability to fill out and transmit various forms on line has
aided in better management of programs.
WEAKNESSES
Operations / Service Delivery
1. Insufficient use of our radio operators during normal operations.
2. Many of our operational facilities are confined to one body of
water.
3. Mentorship program not fully developed or utilized
4. Fewer qualified crew members reflect the need to recruit younger
members who either have boats or can quickly qualify as boat crew.
5. Poor communication between Auxiliary levels.
6. Poor coordination with Coast Guard due to timing and distance.
7. OpFacs are mostly in a non-operational status in winter months,
limiting operations.
8. Fewer members own boats due to the high cost of purchasing and
maintaining them.
9. Aging membership.
8 th WRR Strategic Plan 2012-2014 11

10. Distances between OpFacs and boat crews limit response time in
an emergency
11. Mission hours are reaching maximum output as number of
qualified members decrease.
12. Significant administrative time is required with Sector Upper Miss.
River due to sector policies.
Human Resources
1. Auxiliarists possess a great variety of skills that are not matched
with assignments.
2. Some staff positions have an extreme amount of paper work to do.
3. Units still tend to form cliques and do not include all available
members/resources when responding to a situation
4. Loss of valuable knowledge and sense of tradition with increasing
death rate of members.
5. Many members have jobs, families and other volunteer
commitments which do not allow for volunteer work that requires their
time away from home (especially on weekends).
6. Difficulty in recruiting; we are not getting the ‘baby boomers.’
7. Lack of commitment among some members; some members are
dues payers only.
8. Variability of schedules among volunteers
9. Lack of needed training
10. Other volunteer commitments to compete for the time of
members.
11. Lack of permanent mentors for new members. If every new
member had a permanent mentor (not just for 90 days) this might get
them more involved.
12. Reluctance of some members to complete paperwork in a timely
fashion.
8 th WRR Strategic Plan 2012-2014 12

13. Reduced credibility with active duty due to some of our members
failing to complete a mission that the member had accepted.
Organizational Management
1. Education requirements for certain positions limit the availability
of people for those situations.
2. Lack of communication between District, Division, & Flotilla.
3. Need more of our dynamic members, possessing current or
previous management/administrative experience, to seek election.
4. Older executives should return to their flotillas and serve as valued
senior mentors to the new membership just joining. Their previous
leadership experience would become a valuable asset to any unit in the
Auxiliary.
5. Chain of Leadership/Management may hinder communication
6. Few opportunities for interaction with tactical and strategic levels
while major focus in on flotilla activities.
7. Organizational management lacks uniformity due to available time,
volunteer organization, travel time, and budgets.
8. Too many layers of management. Too far from the bottom to the
top mainly in the Staff areas. Some staff officers do great work and
others do little or nothing.
9. Lack of continuity of communications with staff officer positions.
10. Too much time required to process a new member through
security.
11. Some elected officers are not attending required meetings.
12. Damage reimbursement procedures that are cumbersome and slow.
Technology / Facilities
1. Too technology dependent and sometimes lose sight of the simple
way around a situation.
2. Average age of membership indicates resistance to technology.
3. Electronic manual decreases hands-on study capability
4. Unrealistic expectation of printing study materials/manuals.
8 th WRR Strategic Plan 2012-2014 13

5. The lack of centrally located conference meeting areas increases the
high cost of conferences to those members who are not funded.
6. Facilities count per flotilla has decreased.
7. Insufficient updating of web-based materials (expired links, outdated
materials, difficulty in locating items); poor supporting materials for some
courses
8. The district lacks inter-agency communications, including federal and
state.
9. AUXDATA is difficult for the semi-competent computer users to
navigate through. The more accomplished “computer competent” may
find it easier to use, but frustrating.
10. AUXDATA controls can restrict flexibility.
11. Restriction on “C” School attendance for AUXDATA/IS is too
restrictive. As a person advances in leadership he or she is going to need
the education to properly run divisions and higher organizations.
12. Not all members have electronic capabilities (i.e. E-mail, Internet
access to request orders from POMS)
13. POMS – in the past “unscheduled” downtime for maintenance (causing
members sometimes days before they were able to access the system to
either request or complete orders) – updates should be tested on a back up
site before being rolled out to the general public – better communication of
how the changes affect the user – system should have a redundant back up
site in case of primary system failure.
Opportunities
Service Expectations
1. Augment the CG regulars and assist other organizations in times of
need.
2. Coast Guard Recruiters source of new members.
3. Boating clubs, sporting goods stores are sources for membership.
4. Boater safety education allows interaction and prospects.
8 th WRR Strategic Plan 2012-2014 14

5. Public Affairs to get Auxiliary better known
6. Ability to render assistance due to unified command.
7. Other agencies requesting assistance due to improved
capabilities/equipment/resources.
8. Coordination with outside agencies for Flotilla and Divisions
Physical Resources
1. Aging of membership allows work in areas other than the more
demanding patrol areas.
2. There are potential members out there waiting to be asked.
3. Need ability to utilize gain assets that are disposed by other
organizations/agencies but are in good working condition and can be
utilized by the auxiliary
4. Software and computer technology availability
5. Young adults looking at joining to fulfill their patriotic drive.
Readiness Capability
1. Many Auxiliarists are ready to serve but are underutilized.
2. Younger current members and incoming younger members need to
be trained in skills that are required to meet Coast Guard standards
3. Could benefit from developing a training program to handle
emergency responses.
4. Influx of entities willing to donate assets and funds needed to render
assistance.
5. Notify outside agencies of Auxiliary programs and assets available to
them.
Technology
1. Exposure to Coast Guard systems, training, and methods.
2. Informed instructors to educate our members in the current
technology required to assist the Coast Guard.
3. Expanded use of advancing methods to support communication and
training (WebEx /GoToMeeting)
8 th WRR Strategic Plan 2012-2014 15

4. Diversity of membership allows for more advanced use of
technology.
5. Better and more efficient computer programs to reduce the level of
input.
6. Advancement in research and development creating
enhancements/improvements to search and rescue technology (better
GPS positioning, cell phones transmitting GPS coordinates)
7. Beta test non-law enforcement technology to assist in developing
better SAR and surge operations equipment.
8. Working relationship with outside agencies such as Boat and Motor
mfg. (Mercury, Yamaha, Skipperliner, and Wellcraft, as a benefit for
members in areas of product and repair / maintenance.
Economic Readiness
1. Need more access to corporate, commercial marine, insurance
companies, Govt.
2. Emphasis on grants for various programs.
3. Members need to be fully informed of the direct correlation between
the recording of time and money donations to the level of support that
can be expected from the Coast Guard. “If the time is not recorded
(7029 or 7030), the Auxiliary does not get any credit”
Threats
Service Expectations
1. Lack of resources (boats, money)
2. Increased training requirements that put the Auxiliary on the level of
active duty forces without regard for the age and experience of the
Auxiliary results in loss of members and negative attitudes.
3. Operations programs will suffer due to high cost of boats. This will
lead to fewer new and younger members having boats available.
4. The public expects help from the Auxiliary and don’t understand the
requirements and procedures to follow (MARBs, etc.)
8 th WRR Strategic Plan 2012-2014 16

5. Local government expectations of assistance when there may be
jurisdictional issues.
6. Potential mission becoming more increasingly law enforcement or
security based
7. Need to have general terrorism education
Physical Resources
1. District is large in geographical size.
2. Lack of funding to Auxiliary with increasing demands has personal
impact on members leading to further decay in membership and make
recruiting more difficult.
3. Budgetary problems in Congress for Coast Guard programs to flow to
the Auxiliary.
4. Other volunteer organizations better suited to fulfill prospective
member’s needs.
5. Donations becoming scarce as agencies do not replace or upgrade
their existing assets.
6. Drop in volunteerism
7. Many Auxiliarists are not qualified to serve in all situations.
Readiness Capability
1. Distances involved in seeking training.
2. Increased need to offer general readiness capability training to
qualified members prior to any deployment.
3. Lack of training; lack of consistency
4. External policy changes and requirements for boat crew.
5. Employers unwilling to permit Auxiliarists time off to respond to
emergencies
6. Not all assets available to respond quickly.
7. Lack of public knowledge of the need for members carry out
Auxiliary programs.
8 th WRR Strategic Plan 2012-2014 17

8. Age and lack of physical conditioning could be a limiting factor in
some cases, but 8WR could still be a viable asset as a force multiplier
due to the large number of Auxiliarists in our district.
Technology
1. Training issues. Some courses are antiquated and are not germane
any more.
2. Inability to keep up with technology; obsolescence
3. Getting computer access and interface
4. Systems such as POMS must be more reliable and user friendly
5. Communications in a national disaster would be difficult.
6. New equipment/technology becoming increasingly more expensive to
the point that it may be out of means to the average Auxiliarist.
7. Technology changing faster than the auxiliary is able to adapt to or
incorporate
Economic Readiness
1. Auxiliarists are expected to front expense and then wait for
reimbursement.
2. Limited resources provided by Coast Guard.
3. Equipment sometimes not where it needs to be.
4. Raising dues is not the way to economic readiness.
5. Members must first protect their families in an emergency, and then
consider others.
8 th WRR Strategic Plan 2012-2014 18

DISTRICT STRATEGIC ISSUES
Response
Communications:
Coast Guard and Auxiliary HF communications capabilities (fixed and mobile)
Coast Guard and Auxiliary back up communications capabilities (HF, VHF)
Coast Guard and Auxiliary communications compatibility
Communications interface with federal and local Emergency Management
Agencies
Qualifications:
Operations:
Aviation:
Implementation of Coast Guard Policy for Coxswain qualification/re-qualification
(i.e. towing policy, SAR policy, etc.)
Consistency of Qualification Examiner efforts across large geographic areas
Standardization of patrol routines
Standardization of patrol reporting (i.e. SAR Reports, voice reports, etc.)
Standardization of procedures between Sector Upper Mississippi River & Sector
Lower Mississippi River. There are areas in the District that do not
resemble the Mississippi, Missouri or Arkansas Rivers where there are
radio repeaters and the crews can contact the sector by radio. There are
areas in the District where cell phones do not work and the only VHF
radio contact is another of our boats or our local ground based radio
station. Need to be mindful what works near the Sectors does not
necessarily work in Shell Knob, Missouri or in Oklahoma.
Time between overhaul (TBO) maintenance
Contingency use of aviation assets (including aircrew)
Limited numbers of aviation assets & aircrews
8 th WRR Strategic Plan 2012-2014 19

Prevention
State Liaison:
Consistent training of state liaison officers
Standards of interaction with State Agencies
Advocacy for state agencies to Coast Guard instead of the reverse.
Public Education:
Area coordination of public education classes
Focus of public education training (multi-day courses vs. one day courses)
Aids to Navigation:
Consistent Auxiliary support to USCG river tenders
Completion of aid verification
Qualification process and numbers of aid verifiers
Member Training:
Low numbers and percentage of Auxiliarist completing AUXOP qualification
Limited mentoring process
Limited Auxiliary participation in Trident qualification process
Program Visitor:
Lack of emphasis among divisions
Limited numbers of Auxiliarists qualified as program visitors
Vessel Examination:
Communication of major changes to boating examination program (e.g. changes
in laws that affect certification).
Strategic use of the Boating Accident Reporting Database (BARD):
Develop strategic plan to target RBS trouble spots in division AOR using data in
BARD.
8 th WRR Strategic Plan 2012-2014 20

Logistics
Personnel Services:
Finance:
Publication:
Plan for active recruiting of new members
Tools for recruiting
Lack of Feedback from successful recruiters to the District
Leadership forum for discussion of basic issues
Long term financial plan for District
Electronic vs. paper
Communications Services:
Materials:
Continued use of electronic tools for members
None
Information Services:
Public Affairs:
Updates to IS officers to enter changes in AUXDATA/AUXINFO
District wide public affairs campaign for recruiting/public education/etc.
Coordination of district message to media
8 th WRR Strategic Plan 2012-2014 21

DISTRICT GOALS and STRATEGIES TO ACCOMPLISH THESE GOALS
1. Support the Commandant’s Auxiliary Policy Statement priorities.
Strategy to Accomplish: Leadership will communicate with the membership to be sure
all members have and understand the Commandant’s Auxiliary Policy.
2 Improve overall training programs to utilize developing methods and to
encourage district wide use of computer based programs.
Strategy to Accomplish: Leadership knowledge of and emphasis on current training
opportunities and push for more effective delivery methods.
3 Improve communications at all levels from the top down and the bottom up, so
that all members know what is going on at all levels.
Strategy to Accomplish: Encourage use of electronic means to keep members informed
and to allow both elected and staff officers to become more involved
4 Encourage leaders to recognize the contributions of each member at the flotilla
and division meetings.
Strategy to Accomplish: Leadership must stress the need for elected and appointed
officers to acknowledge the efforts of members and to take active steps to reward those
efforts.
5 Encourage interdivisional activities when feasible to network and share
resources.
Strategy to Accomplish: Leadership will work with separate divisions to plan for
collective activities in order to interact with others, train and socialize together which
should result in more teamwork across the district.
6 Increase partnering with the active duty units near our division locations
Strategy to Accomplish: Encourage the members where possible to work more closely
with the local Coast Guard Units.
7 Encourage and support every member with specific emphasis on new members to
become qualified and active in a program or programs of their choice.
Strategy to Accomplish: Encourage expanded use of mentors and leadership to work
with new members as well as energize older members to become involved again
8 th WRR Strategic Plan 2012-2014 22

8 Develop viable recruiting for new members.
Strategy to Accomplish: Leadership must review existing recruiting plans, determine
what is or is not working, and make changes as needed. Recruiting plans would be
shared with divisions and flotillas. Continued monitoring of the plan would be critical to
emphasize the importance of the plan, provide support and consider modifications as
might be required.
8 th WRR Strategic Plan 2012-2014 23

DIVISION/FLOTILLA OBJECTIVES
To be developed
8 th WRR Strategic Plan 2012-2014 24

DIVISION/FLOTILLA ACTION PLANS
To be developed
8 th WRR Strategic Plan 2012-2014 25

Attachments
8 th WRR Strategic Plan 2012-2014 26