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Version 21.14

FLETC

2018 - 2022

STRATEGIC

PLAN

F

E

D

ERAL

LAW ENFORCEMENT TRAINING

CEN

T

E

R

S

PRODUCER RESOURCE STEWARD

Homeland

Security
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FLETC Strategic Framework

Mission Vision Values

Goals

Our Foundation

The Federal Law Enforcement 

Training Centers, through strategic 

partnerships, prepares the federal law 

enforcement community to safeguard 

America’s people, property, and 

institutions.

The Federal Law Enforcement Training 

Centers is America’s enterprise 

resource for federal law enforcement 

training.

As the leader of the consortium that 

is the Federal Law Enforcement 

Training Centers, FLETC commits to 

a collaborative, comprehensive, and 

responsible approach to administering its 

training responsibilities and authorities. 

Systems Trainings Research Infrastructure Products Expertise Services

1

Fuse the competencies FLETC 

students need to perform 

effectively in their operating 

environment with the production 

of FLETC training, training 

products, training systems, training 

infrastructure, training research, and 

training expertise. 

2 Enhance FLETC’s capability and 

capacity to identify, to reach, 

and to serve its client base. 3

Fuse FLETC’s planning for 

production capacity with 

its resource acquisition 

strategies, staffing plans, strategic 

plans, operating plans, and client 

requirements.

STRIPES

Our Locations

Artesia, NM

Glynco, GA

Charleston, SC

Cheltenham, MD

*FLETC also conducts 

training at International Law 

Enforcement Academies 

in Budapest, Hungary; 

Bangkok, Thailand; Gaborone, 

Botswana; San Salvador, El 

Salvador; and Roswell, New 

Mexico.
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Table of Contents

Message 

from the 

Director

About the 

Document

Mission, 

Vision & 

Goal 1 Goal 2 Goal 3

Producer of 

Training

National

Resource

Steward

Image Image Image

pg. 5

pg. 11

pg. 6

pg. 19 pg. 27

pg. 37

pg. 7

Values

Appendices
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About this Revision

We live in a dynamic and rapidly changing world filled 

with information and events that morph and change 

in an instant. When we prepared FLETC’s 2018-2022 

Strategic Plan several years ago, our perspective was 

limited to the time before 2018. Since our first issuance 

of the 2018-2022 Strategic Plan, much has remained 

the same, much has changed as well.

Since 2018, national leadership now considers FLETC’s 

training mission as an essential function that is 

indispensable to the federal law enforcement role in 

national security. 

FLETC’s ability to quickly adjust and flex to lapses 

in government funding, natural disasters, and a 

global pandemic is now accepted as an operational 

imperative, and a fundamental element of FLETC’s 

strategic context. FLETC’s mission remains unchanged, 

FLETC’s pursuit of its desired future state continues, 

and FLETC’s commitment to its core values persists. As 

Director Walters notes: “Neither is FLETC what it once 

was, nor is FLETC yet all that it will become.” 

The main revision to FLETC’s 2018 – 2022 is the 

addition of a new objective and strategy under Goal 

3. We also revised our Mission Statement to more 

precisely articulate the purpose of training we provide 

to America’s law enforcement personnel. 

Basic students participating in use 

of force training at FLETC Glynco.

(FLETC/OPA, Mindy Vu)
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Message from the Director

To: All readers of this document, FLETC, DHS, Congress, 

Stakeholders...

Today, and every day, tens of thousands of federal law 

enforcement personnel anticipate, prevent, and respond 

to events that threaten America’s people, property, and 

institutions. Throughout the homeland and abroad, U.S. 

agents, officers, investigators, inspectors, and screeners 

assess, plan, patrol, inspect, examine, apprehend, 

investigate, interview, and perform thousands of other 

specialized tasks essential to fulfilling their agency’s 

mission. Much of the federal law enforcement 

community relies on the Federal Law Enforcement 

Training Centers (FLETC) to prepare their enforcement 

personnel to perform their law enforcement tasks.

On June 6, 2018, Kirstjen M. Nielsen, Secretary of the 

Department of Homeland Security (DHS), issued the 

guidance on which FLETC’s 2018-2022 Strategic Plan is 

built. Embedded at the core of the Secretary’s guidance 

is the principle that FLETC directly supports the law 

enforcement training needs of its federal clients, and, 

within the context of applicable law, rules, regulations, 

and conventions, makes FLETC’s resources available to 

state, local, private, and international law enforcement 

organizations. 

Our 2018 – 2022 Strategic Plan marks the beginning 

of an important transition period for FLETC. This plan 

maps FLETC’s transition from its past as envisioned in 

the 1970’s, to its future as America’s enterprise resource 

for federal law enforcement training in the year 2022. 

In developing this plan, we, FLETC, researched the 

history of our appropriations and authorizing language, 

our written agreements with our participating 

organizations, and the instructions and guidance 

provided by DHS. We examined our capabilities and 

capacities, as well as our strengths, weaknesses, threats, 

and opportunities. We refined our strategic guidance, 

and the goals, objectives, and strategies we developed 

are now well-established reference points guiding 

FLETC towards its future.

FLETC’s staff, many of whom are or were members of 

the organizations they train, identify profoundly with 

the outcome of their work; no one is more committed 

than they to preparing those entrusted to their care 

for the demanding and often dangerous challenges 

of the operating environment. With a strategy to give 

direction to the energy, focus, and imagination of our 

staff, this nation can be certain FLETC will get the job 

done. 

THOMAS J. WALTERS

Director

Federal Law Enforcement Training Centers
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About the Document

Strategic Context

FLETC is strategically aligned as America’s enterprise 

resource for federal law enforcement training, 

marshaling the resources provided for the purpose, 

creating law enforcement training and training support 

mechanisms, and disseminating law enforcement 

training to federal, state, local, tribal, private, and U.S. 

government foreign assistance programs.

FLETC is organized as a consortium, engineered to 

undertake for all its members an enterprise beyond 

the resources of any one member. FLETC was 

founded on, and has remained faithful to, the two 

strategic-level, complementary goals envisioned by 

its founders: establish consistency in the content 

and delivery of federal law enforcement training, 

and leverage the advantages of a centrally managed, 

universally accessible training infrastructure. 

FLETC’s members, principally federal law enforcement 

organizations, rely on FLETC to maintain all of the 

instruments of training, and to prepare their law 

enforcement cadre to perform their law enforcement 

tasks. FLETC’s 2018 – 2022 Strategic Plan links all of 

FLETC’s activities to the organizations it serves through 

FLETC’s strategies, objectives, and goals.

FLETC’s 2018 – 2022 Strategic Plan flows from FLETC’s 

strategic guidance at the highest level, through three 

FLETC goals, across FLETC objectives supporting each 

of those goals, and downwards to FLETC’s strategies 

supporting each of FLETC’s objectives. Underpinning 

FLETC goals, objectives, and strategies are the many 

concepts, initiatives, programs, projects, activities, 

and actions that FLETC performs for its participating 

organizations on a daily basis.

FLETC’s Strategic Plan reflects the collaborative efforts 

of the entire FLETC team. Throughout 2018, FLETC 

established its new mission, vision, and values. These 

fundamental and guiding principles focused FLETC 

on our core purpose, our intended end-state, and the 

elements of our identity that guide the organization 

in all circumstances. From these principles arose 

FLETC’s three goals, rooted in our mission elements of 

producer, resource, and steward. 

With this foundational understanding of our strategic 

direction, FLETC leadership, staff, stakeholders, and 

participating organizations came together to construct 

the enterprise-level objectives that guide FLETC’s path 

from 2018 through the year 2022. These objectives set 

the stage for the specific and measurable results we aim 

to achieve during this timeframe. 

For each objective, we developed a set of strategies to 

guide the initiatives, programs, projects, activities, and 

actions that drive FLETC towards its strategic goals. 

Notably, there is no FLETC goal, objective or strategy 

that is executed independently by a single FLETC 

Directorate or office. Our goals, objectives, and 

strategies apply across the FLETC enterprise, and 

our individual business units organize their day-today efforts to contribute to the success of the FLETC 

enterprise and the achievement of the greater FLETC 

mission. 

FLETC’s 2018-2022 Strategic Plan documents our 

approach to realizing an obligation to serve as America’s 

enterprise resource for federal law enforcement 

training. 
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Mission - Vision - Values

FLETC’s Mission, Vision, and Values set the bounds 

within which the plan’s Goals, Objectives, and 

Strategies operate:

• Mission: Why the Federal Law Enforcement 

Training Centers exists

• Vision: Future state to which FLETC aspires

• Values: Constant, foundational principles and 

ideals that guide all aspects of FLETC 

Statement of Mission:

FLETC, through strategic partnerships, prepares the 

federal law enforcement community to safeguard 

America’s people, property, and institutions.

FLETC conducts three enterprise-level law enforcement 

training activities:

1. Producer - FLETC produces law enforcement 

training systems, trainings, research, infrastructure, 

products, expertise, and services configured 

to meet the requirements of FLETC’s federal 

participating organizations. 

2. Resource - FLETC provides access to FLETC law 

enforcement training systems, trainings, research, 

infrastructure, products, expertise, and services to 

state, local, tribal, and private law enforcement, 

as well as to U.S. Government foreign assistance 

programs. 

3. Steward – FLETC is the U.S. Government’s 

executive agent for the federal resources allocated 

for the training of the law enforcement personnel 

of FLETC’s participating organizations. 

FLETC Vision: In the Year 2022

• FLETC faithfully honors its commitment to 

its first priority: preparing the law enforcement 

personnel of FLETC’s federal partners to perform 

their duties in their operating environments. 

• FLETC’s federal stakeholders and its federal, 

state, local, and tribal law enforcement partners 

are satisfied that the law enforcement training 

systems, trainings, research, infrastructure, 

products, expertise, and services that FLETC 

produces are relevant, accessible, academically 

rigorous, and effectively cost-controlled. 

• The collaborative work of FLETC and its 

partners enables federal, state, local, tribal, and 

private sector law enforcement personnel to 

perform their duties as guardians of our people, 

our homeland, and our values with honor, 

integrity, and respect.

• FLETC’s state, local, tribal, and private law

enforcement partners, as well as U.S. foreign

assistance programs, find FLETC to be a reliable

and authoritative resource for federal law

enforcement training systems, trainings, research,

infrastructure, products, expertise, and services.

FLETC Core Values: 

FLETC maintains a collaborative, comprehensive, and 

responsible approach to administering its training 

responsibilities and authorities. 

• Collaborative: As a producer, FLETC engages 

its federal, state, local, tribal, and international 

partners in all aspects of its core mission. 

• Comprehensive: As a resource, FLETC ensures 

that its products, services, and expertise are 

thorough, available, relevant, and accessible to our 

state, local, tribal, and international partners. 

• Responsible: FLETC honors its foundational 

charge to be an effective steward of the federal 

resources dedicated to law enforcement training. 
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FLETC Integrated Enterprise Planning

Along with its enterprise role as a producer of training 

and a resource for its clients, FLETC is also a steward, 

charged with marshalling the resources entrusted to 

its care. FLETC executes its role as steward through its 

commitment to a system of fully integrated enterprise 

planning. At the heart of FLETC’s integrated enterprise 

planning system lies the principle that all aspects 

of FLETC’s planning and execution are to follow a 

clearly defined and assiduously enforced discipline of 

connectivity and coordination. As noted in Goal Three 

of the Strategic Plan, FLETC’s intent is to “Fuse FLETC’s 

planning for production capacity with its resource 

acquisition strategies, staffing plans, strategic plans, 

operating plans, and client requirements.” 

FLETC is a component of the Executive branch of the 

U.S. government, and the shape of FLETC’s business 

processes are in part determined by direction from 

the Executive branch, the enacted laws and oversight 

activities of the Legislative branch, and the rulings of 

the Judiciary. FLETC’s Strategic Plan ensures that FLETC’s 

internal business rules are purposefully designed to 

conform to and complement all external governance 

and guidance as well as to advance FLETC’s strategic 

goals. FLETC’s success in achieving its goals is directly 

linked to FLETC’s ability to integrate and harmonize the 

universe of opportunities and constraints that govern 

FLETC’s business processes. 

FLETC supports the connectivity and coordination of 

integrated enterprise planning through its Quarterly 

Execution Review (QER), an enterprise-wide, formal 

assessment process. 

NOTE: Details of FLETC’s Integrated Enterprise 

Planning processes may be found in the 

Appendices.
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Participating Organizations 

AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – 

DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – 

FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH 

– NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI 

– USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC 

– ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA 

– DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR 

– GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG 

– NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS 

– USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – 

CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES 

– DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA 

– HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – 

RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG 

– USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police 

– CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG 

– DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/

HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG 

– TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – USPSOIG 

– USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG 

– DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - 

FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG 

– NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP 

– USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - 

AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC 

– DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – 

FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST 

– NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG 

–CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – 

BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG 

- DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG 

– HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE 

PFPA – RRBOIG – SBAOIG – SDOIG – SI – SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – 

USDAOIG – USFS – USM – USMS – USPP – USPSOIG – USSC – USSS - VAOIG AFOSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA 

Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSOIG – DIA – DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – 

DOTOIG – DS – EDOIG – EPACID – EPAOIG – FAA – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A 

- ICE/HSI - ICE/ERO - ICE-OPR – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI 

– SSAOIG – TIGTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – USMS – USPP – 

FLETC partners with 103 federal organizations to provide high quality federal law enforcement training. 

(FLETC/OPA, Illustration by Brandon Spragins)

In this document, “participating organization” refers 

to all of the organizations to which FLETC provides 

law enforcement training, training products, training 

services, training systems, training research, training 

expertise, and training infrastructure. 

Participating organizations come from federal, state, 

local, private, and international law enforcement 

entities, and either operate under a formal 

memorandum of understanding with FLETC, or access 

FLETC assets on a less-structured, intermittent basis. 

The needs of FLETC participating organizations are at 

the core of every goal, objective, strategy, and initiative 

FLETC undertakes. 

A FLETC “partner organization” is a sub-set of FLETC 

participating organizations. The term “Partner 

organization” is defined in FLETC congressional 

authorizing legislation: Public Law 114–285, 114th 

Congress. The legislation is titled Federal Law Enforcement 

Training Centers Reform and Improvement Act of 2015. The 

legislative language defines a partner organization 

as “any Federal agency participating in FLETC’s 

training programs under a formal memorandum of 

understanding.” 
10 www.fletc.gov Follow us on:

PRODUCER

FLETC produces law enforcement training, training 

products, training services, training systems, 

training research, training expertise, and training 

infrastructure, configured to meet the requirements 

of FLETC’s federal participating organizations. 
Follow us on: www.fletc.gov 11

Fuse the competencies FLETC students need 

to perform effectively in their operating 

environment with the production of FLETC 

training, training products, training systems, 

training infrastructure, training research, and 

training expertise.

FLETC, and the organizations that participate in FLETC 

training, understand that every law enforcement 

professional must acquire specific competencies in order 

to function effectively in their operating environment. 

FLETC’s community works together to develop essential 

competencies in the students they train; FLETC’s training 

services, trainings, research, infrastructure, products, 

expertise, and systems contribute significantly to 

achieving that end. The value of FLETC’s training process 

is measured by how well FLETC students perform in 

their operating environment, as assessed by FLETC’s 

participating organizations.

1

2 3

GOAL 1
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Strategic Objective 1.1

Connect and Collaborate Establish and formalize collaborative interaction among FLETC 

law enforcement training professionals and their counterparts in government and the 

private sector.

Address Trends and Threats Research and incorporate into FLETC training, law 

enforcement best practices addressing significant trends and threats currently impacting 

law enforcement.

Assess and Incorporate Systematically assess, and incorporate into training, a 

comprehensive understanding of the capabilities of law enforcement and the capabilities 

of the elements threatening the people and institutions that law enforcement protects. 

1.1.1

1.1.2

1.1.3

Infuse FLETC law enforcement training with the totality of the current law enforcement operating 

environment to ensure FLETC students are thoroughly prepared to perform their law enforcement functions 

in their operating environments.

Strategies

International students train in 

dealing with high risk stops on 

FLETC Glynco. (FLETC/OPA, 

David Tucker)
Follow us on: www.fletc.gov 13

Strategic Objective 1.2

Know What’s Needed Establish a systematic approach to assessing and validating the law 

enforcement operational skillset requirements of our students as the first step in applying 

Instructional Systems Design principles to training development. 

Use Data Wisely Identify and analyze the datum that gauge how effective training is in 

achieving stated terminal and interim training objectives.

Involve Clients in Assessing Effectiveness Ensure FLETC assessments of the postgraduation performance of students include comprehensive input of the participating 

organizations.

Involve Clients in Design and Development Examine and refine current curriculum 

review and development processes to maximize the involvement of FLETC’s participating 

organizations.

1.2.1

1.2.2

1.2.3

1.2.4

Focus FLETC’s curriculum development, revision, and validation processes on law enforcement 

operational requirements.

Strategies

U.S. Customs and Border 

Protection students train at the 

mock port of entry Glynco, GA. 

(FLETC/OPA, David Tucker)
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Strategic Objective 1.3

Balance Student and FLETC Requirements Assess the extent to which FLETC 

processes, resource investments, and projects align or compete with the interests of 

students, FLETC participating organizations, and FLETC.

Plan Strategically Align FLETC training production services with the strategic goals 

of participating organizations, ensuring that FLETC products and services support the 

mission, vision, and values of each.

1.3.1

1.3.2

Integrate a student-first focus into FLETC processes to ensure training formulation, resource acquisition, and 

project prioritization are consistently aligned with client requirements.

Strategies

Students train in mat room 

at FLETC, Glynco. (FLETC/

OPA,Mindy Vu)
Follow us on: www.fletc.gov 15

Our law enforcement community and the universe of malefactors are 

locked in a continuous and steadily accelerating cycle of tactics and 

counter-tactics, strategies and counter-strategies. Last year’s tools, 

technologies and conditions rapidly fade into obsolescence, and 

organizations that do not adapt are left behind. 

In this highly dynamic environment, those who threaten our people 

and our institutions constantly adjust their tools and techniques 

in response to law enforcement initiatives. Law enforcement 

organizations, and law enforcement training institutions such as 

FLETC, track these adjustments and develop strategies to stay ahead 

of those threatening to do harm. FLETC, in collaboration with 

those it serves, update the associated Systems,Trainings, Research, 

Infrastructure, Products, Expertise, Services (STRIPES) it generates, to 

ensure students are prepared to perform their law enforcement duties 

upon graduation.

Training Principle

FLETC has been charged with producing and 

delivering training that reflects the reality of 

the student’s operating environment. FLETC 

students must be familiar with equipment 

that will be issued to them in the field, 

with the systems they will navigate in their 

day-to-day activities, and with the scenarios 

they will likely encounter as federal law 

enforcement professionals. 

Training is the means by which agencies prepare their law 

enforcement personnel to perform their duties in their operating 

environment. Successful training is requirements-based, and 

demands that training designers import the operator’s perspective of 

the operating environment at the beginning of the training process, 

and incorporate the operator’s perspective of student performance 

after training has been completed. 

Training Principle

FLETC builds training responsive to its 

customers’ needs by Analyzing, Designing, 

Developing, Implementing, Evaluating, and 

Revising (ADDIE-R), as necessary, the 

training curriculum students need to perform 

their respective law enforcement functions.

Strategic Training Principles
16 www.fletc.gov Follow us on:

FLETC provides standardized, foundational training to America’s 

federal law enforcement professionals. FLETC training, as is the 

case with other critical services, balances the needs of the service 

receiver and the needs of the service provider. FLETC will establish 

methods to incorporate and give appropriate weight to the views of 

the service receiver, in this case, the students and their agencies, in 

making decisions on training formulation, resource acquisition, and 

project prioritization.

Training Principle

There are many cogs turning within 

FLETC’s machine, and while each function 

serves a distinct and critical task, they 

remain united in their purpose: to build the 

best federal law enforcement training possible. 

FLETC will ensure that every process, every 

procedure, every venture worth pursuing is 

firmly rooted in the foundation of building 

training that is best for FLETC’s students.

Strategic Training Principles
Follow us on: www.fletc.gov 17

The Federal Law Enforcement Training Centers Graduates Memorial was dedicated during the first Peace 

Officers Memorial Day Ceremony held in May 1986, Glynco, GA. (FLETC/OPA, David Tucker)
18 www.fletc.gov Follow us on:

RESOURCE

FLETC provides access to FLETC law enforcement 

training, training products, training services, 

training research and training expertise to state, 

local, tribal, and private law enforcement, as well as 

to U.S. Government entities charged with enhancing 

law enforcement capabilities and capacities among 

U.S. international partners. 
Follow us on: www.fletc.gov 19

1

2 3 Enhance FLETC’s capability and capacity to 

identify, to reach, and to serve its client base.

GOAL 2

In its role as America’s enterprise resource for federal law 

enforcement training, FLETC is the hub for the exchange 

of law enforcement training systems, trainings, research, 

infrastructure, products, expertise, and services.

Non-federal law enforcement professionals share many 

of the same challenges as their federal counterparts. The 

entire law enforcement community, federal and nonfederal alike, benefits from sharing information across 

the community. FLETC provides the community the 

opportunity to contribute to-and draw from-the body 

of knowledge and experience gathered by FLETC. It is 

FLETC’s ambition to make its training assets available to 

as much of the law enforcement community as possible.
20 www.fletc.gov Follow us on:

Strategic Objective 2.1

Establish an interagency environment for sharing FLETC law enforcement training systems, trainings, 

research, infrastructure, products, expertise, and services with FLETC participating organizations.

Provide Access Optimize FLETC’s Information Technology infrastructure to enable 

FLETC to exchange law enforcement training products and information with 

participating organizations.

Amplify Awareness among FLETC’s clients and potential clients of FLETC’s mission, 

vision, values, goals, objectives, and operating parameters.

Organize Useful Engagement Purposely bring together academics, researchers, 

practitioners, and trainers in order to collaborate and share information impacting law 

enforcement operations and training. 

Use Access Effectively Increase information sharing across FLETC’s enterprise to ensure 

consistency and efficiency of training support processes within the organization.

2.1.1

2.1.2

2.1.3

2.1.4

Strategies

Video production of Tactical 

Medical training to support online 

products for extended outreach. 

(FLETC/OPA, Clint Salica)
Follow us on: www.fletc.gov 21

Strategic Objective 2.2

Develop client-specific strategies for identifying, accessing and serving FLETC’s diverse client base, enhancing 

FLETC’s capacity to add value to the law enforcement community.

Establish Engagement Protocols Articulate and publish processes for accessing FLETC 

assets, to include international law enforcement training needs assessments, requests for 

training, and training coordination to support client needs, DHS international capacity 

building, and the U.S. Government’s foreign assistance programs. 

Optimize Delivery Methods Expand and strategically employ e-FLETC, FLETC Talks, 

podcasts, and other distributed learning capabilities to achieve the maximum impact 

within the law enforcement community.

Schedule Strategically Schedule state, local, and tribal training programs using a datadriven methodology to maximize positive impacts on FLETC’s clients, ensure efficient 

deployment of FLETC assets and resources, and foster flexible and timely responses to 

training needs.

A

2.2.1

2.2.2

2.2.3

Strategies

Police officer on patrol checking 

records. (Courtesy Photo)
22 www.fletc.gov Follow us on:

Strategic Objective 2.3

Organize existing partnerships and communication strategies to maximize information sharing among 

FLETC and its clients.

Facilitate Internal Communications Improve formal internal lines of communication 

to achieve consistent and timely dissemination of information across FLETC’s enterprise. 

Share Knowledge Publish and present the results of innovative, requirements-driven 

research to contribute to FLETC’s community body of knowledge concerning the most 

current, relevant, and effective law enforcement techniques, methods, and practices.

Facilitate Client Engagement Foster and expand engagement with FLETC clients to 

maximize collaboration and information sharing between FLETC and its clients. 

2.3.1

2.3.2

2.3.3

Strategies

Streaming from the Office of Public 

Affairs television studio adds to 

FLETC’s communications arsenal.

(FLETC/OPA, Mindy Vu)
Follow us on: www.fletc.gov 23

Collectively, law enforcement possesses an extensive body of 

expertise and experience. Inter-agency coordination is improved 

when law enforcement organizations are able to access that 

expertise and experience. FLETC engages the full spectrum of law 

enforcement entities in collecting and sharing lessons learned 

among the law enforcement community 

Training Principle

Law enforcement interoperability and success 

depends upon our ability to share and receive 

information with one another. FLETC is 

the hub for that exchange of knowledge and 

will work to maximize the accessibility and 

volume of that information.

Each of FLETC’s current and potential participating organizations has 

a unique character; each features a particular set of geographic and 

jurisdictional boundaries, policies, court systems, equipment, chainof-command, authorities and responsibilities. As law enforcement, 

all of those clients also have much in common. With a potential 

clientele of 800,000 plus sworn law enforcement personnel in the 

U.S., there is great potential for sharing best practices and training. 

FLETC will improve its ability to facilitate access to FLETC training 

and its associated STRIPES and facilitate information exchange in the 

greater law enforcement community. 

Training Principle

FLETC achieves maximum strategic impact 

by delivering the curriculum most needed, to 

the customers most in need, in the delivery 

method most accessible.

Strategic Training Principles
24 www.fletc.gov Follow us on:

FLETC, and the law enforcement community it serves, benefit from 

a constant and comprehensive exchange of information on agency 

operating conditions and FLETC training. FLETC will assume an 

initial leadership role in working with its participating organizations 

to improve that information exchange between agency operations 

and FLETC training. While law enforcement jurisdictions are well 

settled, the capability and capacity of law enforcement to jointly 

or contemporaneously address an issue or issues is uneven across 

the law enforcement community. FLETC will seek out, and where 

possible, leverage opportunities to increase interoperability among 

its clients. 

Training Principle

As the hub for law enforcement training 

information, FLETC will strategically 

and deliberately distribute and facilitate 

this information exchange to optimize law 

enforcement interoperability and mission 

accomplishment. 

Strategic Training Principles
Follow us on: www.fletc.gov 25

FLETC’s Building 912 is a dedication to the events of 

September 11, 2001, when terrorists hijacked four 

commercial jet airliners. The hijackers flew American 

Airlines Flight 11 and United Airlines Flight 175 into the 

World Trade Center’s Twin Towers and American Airlines 

Flight 77 into the Pentagon. The fourth plane, United 

Airlines Flight 93, crashed into a field near Shanksville, 

Pennsylvania. A 9/11 Memorial is onsite at Building 912, 

designed with significant tributes to that day:

• The centerpiece is a section of I-beam from the 

World Trade Center donated to FLETC by the 

people of New York City. The I-beam is shielded by 

white marble, which represents respect, love, and 

remembrance. 

• On the left side of the I-beam are 9 pieces of 

marble, and on the right side are 11 pieces of 

marble. 

• The base of the memorial measures 110 inches 

wide, representing the 110 stories of the Twin 

Towers. 

• The steps at the base begin with broken concrete 

and are refined in material until they end at the top 

with polished granite. Each step is 17.5 inches wide 

in remembrance of Flight 175. 

• There are 9-inch risers for the first 3 steps in 

remembrance of Flight 93. 

• Inscribed in the stairs are the words “SERVICE,” 

“COUNTRY” and “FAMILY.” 

• The top step has the word “COURAGE” in respect 

for the courageous men and women who protect 

the Homeland at home and abroad. The entirety 

of the base signifies the unyielding resolve of the 

human spirit as we recover and rebuild. 

Building 912 pays tribute to the nobility of the law enforcement profession through its four memorials and historical 

arrangements, at Glynco, GA. (FLETC OPA/Rob Gwin)
26 www.fletc.gov Follow us on:

STEWARD

FLETC is the U.S. Government’s executive agent 

for the federal resources allocated for the training 

of the law enforcement personnel of FLETC’s 

participating organizations. 
Follow us on: www.fletc.gov 27

1

2 3 Fuse FLETC’s planning for production capacity 

with its resource acquisition strategies, staffing 

plans, strategic plans, operating plans, and 

client requirements.

GOAL 3

FLETC receives resources from national leadership and 

from its clients; FLETC’s investors and clients rely on 

FLETC to maintain a constant capacity to provide quality, 

cost-controlled training products in every variation 

of the federal budget environment. The efficacy of 

FLETC is essential to the federal law enforcement 

training community; over nearly 50 years of FLETC 

operations, many of FLETC’s partners have scaled down 

or eliminated their organic law enforcement training 

systems and now rely on FLETC to supply needed law 

enforcement training and training services. 

As America’s enterprise resource for federal law 

enforcement training, FLETC has the responsibility to 

accurately characterize FLETC’s capabilities and capacities 

of the present, and to accurately project and plan for 

fulfilling the law enforcement training needs of the 

future. FLETC’s characterization of its current capability 

and future needs must reflect the input of FLETC’s 

participating organizations, and must be communicated 

clearly and expeditiously through the appropriate 

channels and in the format needed by resourcing 

decision-makers. 

FLETC will develop and implement strategies that 

enhance coordination of, and commitment to, FLETC 

resourcing plans and resourcing documentation among 

FLETC stakeholders.
28 www.fletc.gov Follow us on:

Strategic Objective 3.1

Adopt human capital strategies focused on supporting areas of emphasis in FLETC’s 2018-2022 

strategic plan.

Build a Workforce for Today and Tomorrow Develop, deploy, and retain a diverse, highquality workforce, rich in the technical and professional capabilities needed in their entry 

position, and capable of accepting additional FLETC responsibilities in the future. 

Elevate To Excellence Identify and address training gaps between FLETC’s goal 

of professional excellence in every position and the current employee portfolio of 

knowledge, skills, abilities and experience.

Recruit With a Purpose Develop recruiting strategies that support FLETC’s near- and 

long-term staffing goals.

3.1.1

3.1.2

3.1.3

Strategies

Keith Lee of the print center serves 

as technical director during Bring 

Your Kids to Work Day in the 

Office of Public Affairs television 

studio. (FLETC/OPA, David 

Tucker)
Follow us on: www.fletc.gov 29

Strategic Objective 3.2

Fortify FLETC’s physical, administrative, occupational, environmental, and cyber safety and security processes 

to enable FLETC’s workforce and in-residence clients to carry out their training missions in an optimally 

secure environment.

Preserve Integrity of Process Maintain the integrity of FLETC’s administrative and 

occupational processes and protections. 

Cyber Resilience Improve security and resilience of FLETC information technology and 

sensitive data.

Secure FLETC Assets Equip FLETC facilities with sufficient physical security control 

systems, procedures, and resources to ensure the safety of all employees, partner 

organization representatives, students, and visitors. 

3.2.1

3.2.2

3.2.3

Fuse Openness, Accountability and Effectiveness Ensure effective and transparent 

stewardship of FLETC resources through strong internal controls and stakeholder 

engagement.

Apply Business Best Practices Integrate sustainability, resilience, data-driven decision 

processes and other business process improvement methodologies into enterprise 

acquisition strategies, strategic plans, operational plans, and training activities. 

Seek-out and Employ Leverage industry best practices to improve the quality, 

effectiveness, and efficiency of FLETC training support services.

3.2.4

3.2.5

3.2.6

Strategies
30 www.fletc.gov Follow us on:

Strategic Objective 3.3

Link FLETC’s initiatives, programs, projects, and activities with FLETC enterprise data, strategic priorities, 

and mission requirements. 

Embrace Enterprise-Wide Perspectives Organize processes and policies to promote 

enterprise-wide consistency in training operations, resource distribution, project 

priorities, and planning across all FLETC training delivery points.

Seek-out and pilot innovations with potential application in FLETC and participating 

organization training management and training operations.

3.3.1

3.3.2

Strategies

Chief Bradford of FLETC ALM 

works with facilities staff to 

generate a DHS Seal for use. 

(FLETC/OPA, David Tucker)
Follow us on: www.fletc.gov 31

Strategic Objective 3.4

Systematically collect, assess, and utilize information from the full spectrum of inputs to inform FLETC 

projections of staffing and training program requirements.

Regularize Internal Collaboration Integrate mission support business lines into 

scheduling and curriculum decision-making. 

Know Life-Cycle Costs Employ systematic and reliable methods of formulating the true 

cost of building, delivering, sustaining, and supporting training to ensure realistic costing 

for these resources.

Provide and Market Data Increase access to and use of relevant data to inform business 

process and training management decisions.

3.4.1

3.4.2

3.4.3

Strategies

Driver and Marine Division dunk 

tank drown proofing in FLETC, 

Glynco, physical fitness pool. 

(FLETC/OPA, David Tucker)
32 www.fletc.gov Follow us on:

Strategic Objective 3.5

Expand and refine FLETC’s internal capacity to provide key stakeholders with useful information and 

technical assistance, and to provide FLETC leadership with high fidelity situational awareness of legislative 

and congressional matters.

Organize Engagements Engineer specific programs to engage key congressional entities 

for the purpose of facilitating communications, providing technical assistance, and 

achieving a common understanding of one another’s mission, vision, goals, objectives, 

and initiatives. 

Post Key Metrics Maintain a current, comprehensive accounting (dashboard) of the 

information most requested by key stakeholders in the executive and legislative branches 

of the government.

Incorporate Stakeholder Input Inform FLETC business processes with information 

garnered from congressional, client, and other key stakeholders.

3.5.1

3.5.2

3.5.3

Strategies
Follow us on: www.fletc.gov 33

Strategic Objective 3.6

Engage independent institutions to validate that FLETC’s systems, trainings, research, infrastructure, products, 

expertise and services (STRIPES) meet industry standards and to verify that FLETC’s STRIPES meet the 

operational needs of FLETC’s participating organizations. 

Commitment To Academic Excellence Demonstrate FLETC’s commitment to academic 

rigor and competent management.

3.6.1

Strategies

Counterterrorism training being 

conducted at the Counterterrorism 

Operations Training Facility 

Glynco, GA.(FLETC/OPA, David 

Tucker)
34 www.fletc.gov Follow us on:

FLETC is in many ways analogous to a technical training or 

vocational training enterprise. Effective training of this type is 

greatly dependent on the ability of its instructors to transfer 

learning to their students; the ability of instructors to accomplish 

knowledge transfer is dependent on the qualities of the individual 

instructor, including experience in executing the tasks being 

taught, the recency of that experience, experience in the parent 

agency of the student, superior knowledge of the training 

materials, and proficiency in instructional methodology and 

techniques. FLETC will establish methods to improve the most 

impactful qualities in its instructor cadre. 

Similarly, success of FLETC’s enterprise is dependent on the 

effectiveness of hundreds of employees performing thousands 

of tasks, from instruction to contracting, to environmental 

engineering to vehicle maintenance. FLETC recognizes the unique 

aspects of these varied duties produce differing requirements for 

administrative support, training, management, classification, and 

pay grade. 

Training Principle

At its core, FLETC employees are the 

lifeblood of FLETC’s existence. An investment 

in our employees is a direct investment in the 

quality of FLETC training and associated 

products.

FLETC has a responsibility to provide an environment conducive 

to realistic and challenging training, while at the same time 

adequately protecting the students, staff, equipment, operations and 

information of all those within its facilities. FLETC will work closely 

with participating organizations, stakeholders, and subject-matter 

experts to assess its security-related strengths, weaknesses, threats 

and opportunities in planning for and executing its safety and 

security responsibilities. 

Training Principle

The most foundational element in prevailing 

philosophies of humankind’s hierarchy of 

needs is that which accounts for safety and 

security. FLETC will place the health and 

welfare of its staff, students, and clients at the 

forefront of its administrative and physical 

security efforts.

Strategic Training Principles
Follow us on: www.fletc.gov 35

FLETC executives accept that clear executive direction coupled with 

relentless discipline is a powerful force in properly focusing the 

acquisition and allocation of resources. FLETC’s 2018-2022 Strategic 

Plan provides that direction, and FLETC will reinforce its Strategic Plan 

with strategies and data-driven resource protocols designed to achieve 

FLETC’s strategic and tactical ends.

Training Principle

To maximize the impact of entrusted 

resources, FLETC will engage in deliberate 

and data-informed planning to ensure the 

prioritization and investment of resources 

reflect shared and strategic enterprise 

endeavors.

Strategic Training Principles
36 www.fletc.gov Follow us on:

Significant impacts to the law enforcement community originate in 

an incalculable number of possible places: agency and federal budgets, 

changes in agency staffing, executive direction, national disasters, 

significant events, and many other inputs all potentially impact law 

enforcement recruiting, hiring, training, and retraining. FLETC will 

marshal the resources at its disposal to maintain situational awareness 

of these impacts, and develop strategies to adapt and perform its 

mission essential tasks in this dynamic environment. 

Training Principle

FLETC’s training products and associated 

STRIPES are built in direct response to 

customer training requirements; the more 

accurately those requirements are forecasted, 

the more optimally FLETC can prepare its 

training environment to meet its clients’ 

needs.

As the Nation’s enterprise resource for federal law enforcement 

training, FLETC has the responsibility to accurately characterize 

FLETC’s capabilities and capacities of the present, and to accurately 

project and plan for fulfilling future law enforcement training. 

FLETC’s characterization of its current capability and future needs 

must reflect the input of FLETC’s participating organizations, and 

must be communicated clearly and expeditiously through the 

appropriate channels and in the format needed by resourcing 

decision-makers 

FLETC will develop and implement strategies that enhance 

coordination of and commitment to FLETC resourcing plans and 

resourcing documentation among FLETC stakeholders.

Training Principle

FLETC’s training model relies upon the 

collective effort of FLETC and its partners to 

produce quality law enforcement training and 

its associated STRIPES. A critical component 

of that effort is the consistent and unified 

communication of capabilities and operating 

requirements by all FLETC stakeholders.

Strategic Training Principles
Follow us on: www.fletc.gov 37

Appendix A: Integrated Enterprise Planning

Quarterly Execution Review Process

FLETC’s success in achieving its goals is directly aligned 

with FLETC’s ability to integrate and harmonize 

the universe of opportunities and constraints that 

govern FLETC’s business processes. FLETC executes 

its integrated enterprise planning construct by clearly 

defining and assiduously enforcing the connectivity 

and coordination of planning and execution processes. 

FLETC enforces enterprise-wide connectivity and 

coordination in large part through a quarterly 

execution review process (QER). The QER process 

contemporaneously connects FLETC’s strategic level 

mission, vision, and values to FLETC’s operational 

activities and performance measures. 

Each quarter of the fiscal year, FLETC convenes its 

leaders, managers, supervisors, team leaders, and 

subject matter experts from across the FLETC enterprise 

in a QER that routinely extends for 16 hours of plenary 

sessions over three working days. 

The Director and the Deputy Director co-chair each 

QER. The leader of each FLETC directorate presents 

a comprehensive report in a standard format during 

their designated plenary session. Each directorate’s 

presentation includes a review of progress toward 

executing initiatives in advancement of strategic 

plan objectives, a report out on internal and external 

performance measures, and a status update of annual 

budget execution. The QER also provides directorate 

leaders an opportunity to brief the enterprise on 

emerging issues and new funding requirements. 

As part of their quarterly presentations, FLETC’s 

executives brief the Director and Deputy Director 

on the status of new and continuing programs 

and projects. FLETC’s Business Analysis Office 

(BAO) facilitates the Director’s Office Acquisition 

Requirements Tracker (DART) process, through which 

FLETC applies consistent and efficient acquisition 

management support, review, and approval to applicable 

acquisition requests. At the QERs, executives justify 

new requirements, discuss cross-organizationally 

any concerns or conflicting interests, and present the 

initiative for approval to the Director and Deputy. BAO 

advances approved initiatives for further development 

and quarterly reporting via one of various tracks, 

including research, product delivery, the systems 

engineering lifecycle process, or facilities construction 

efforts.

During each QER, personnel from other directorates 

have an opportunity to ask questions and engage in 

dialogue about risks, challenges, and opportunities, 

creating an avenue for cross-enterprise collaboration to 

accomplish FLETC’s organizational goals and objectives. 

The QER process serves as a strategic tool for FLETC to 

identify resource requirements based on organizational 

priorities and to make effective human capital and 

financial management decisions.

F

E

D

ERAL

LAW ENFORCEMENT TRAINING

CEN

T

E

R

S

PRODUCER RESOURCE STEWARD
38 www.fletc.gov Follow us on:

Appendix B: Integrated Enterprise Planning

FLETC’s 25-Year Facilities Master Plan

FLETC submitted its original Master Plan to Congress 

in 1989 and since then, the Master Plan has undergone 

several revisions (1992, 1996, 2003, 2010, and 2015) 

in response to evolving requirements. The current 

Master Plan, completed in 2021, is the result of a robust 

collaborative process designed to create a coordinated 

and comprehensive plan. 

FLETC’s Master Plan identifies the phased planning 

of facilities and infrastructure to support the FLETC 

mission at the Charleston, Glynco, Artesia, and 

Cheltenham Training Delivery Points to enhance student 

training and the physical environment that students, 

staff, and visitors experience. The bounds of the 

Master Plan include the building, street, and landscape 

framework for the FLETC mission. In addition, a 

Center Design Guide provides design guidance for 

development that is identified in the Master Plan. These 

two tools are designed for FLETC to use together to 

assist with implementation of strategic objectives in 

a manner that maximizes resources for FLETC and all 

Participating Organizations. 

The Master Plan provides direction for facilities and 

infrastructure that can be executed over the next 25 

years. It identifies stand-alone projects that support 

FLETC and its Participating Organizations’ missions to 

train law enforcement personnel across the country. 

Specific future needs vary for each site; however, 

they all focus on maintaining training, replacing or 

renovating aging facilities, expanding overall training 

capacity, supporting requirements for Participating 

Organizations, and accommodating transportation 

changes.
Follow us on: www.fletc.gov 39

Financial Stewardship

FLETC’s Strategic Plan operates in coordination with a 

highly structured, closely monitored federal budgeting 

and financial management discipline. 

FLETC, as a component of DHS, coordinates its budget 

and financial management with other DHS components 

through DHS headquarters. According to DHS Directive 

101-01, titled Planning, Programming, Budgeting, 

and Execution (PPBE), integrated management at 

the enterprise level is “accomplished through setting 

strategic planning goals and priorities, engaging in 

programming analyses to appropriately resource those 

priorities, defining near-term budget requests in terms 

of programming decisions, and then executing funding 

plans, operations, and measuring effectiveness as to 

provide feedback to the other phases of PPBE.” The 

directive further states, “In this way, the Department 

integrates its planning, programming, budgeting, and 

execution phases into a system to optimize the delivery 

of strategy and results to stakeholders and the public.”

FLETC follows the PPBE process to develop a Future 

Years Homeland Security Program (FYHSP). In its 

FYHSP, FLETC and the other DHS components identify 

their resource requirements, goals, and strategies in 

five-year increments, as well as in synch with the 

annual President’s Budget (PB) request.

FLETC’s PPBE process is an essential element of FLETC 

strategic planning and current operations. FLETC’s 

PPBE process flows through four steps: planning, 

programming, budget formulation, and budget 

execution.

Planning in the PPBE covers the spectrum from 

longer- term and near-term activities. The planning 

phase identifies and communicates FLETC’s long-term 

strategies for operational activities, resource planning, 

and analytic activities to inform near and longer-term 

resource decisions.

The PPBE programming phase follows the planning 

phase. The programming phase translates the Secretary’s 

priorities, strategic guidance, DHS Strategic Plan, and 

Component plans into specific resource allocation 

decisions articulated over a five-year period of the 

FYHSP. 

PPBE’s Budget formulation phase is informed by the 

outputs of the programming phase. The objective of the 

budgeting phase is to develop a fully justified one-year 

budget submission for DHS, including justifying that 

budget to OMB and Congress. The principal outputs 

of the budgeting phase are the budget justification 

materials for OMB and Congress. The enactment of an 

appropriation completes the budgeting phase.

Once the planning, programming, and formulation 

phases are completed and an appropriation is enacted, 

FLETC’s yearlong budget execution activities begin. 

The objective of the execution phase is to responsibly 

expend resources and to account for cost and 

performance in a way that demonstrates what value 

FLETC has delivered to its stakeholders. The execution 

phase includes analysis and reporting on financial 

expenditures and performance measures.

FLETC reports on Agency Priority Goals (APG) 

designed to deliver near-term results aligned to 

leadership priorities during the execution phase. FLETC 

also conducts its Agency Strategic Review to assess 

implementation progress, understand accomplishments 

and challenges, assess risks, and seek ways to 

continuously improve. The information harvested from 

the execution phase is essential to informing the other 

phases of the PPBE system. `

DHS continuously monitors the performance of FLETC 

and all other DHS components against the standards 

set out in DHS directive 101-01. DHS, through 

independent auditing entities, conducts budgetary, 

financial, and other types of audits of DHS and its 

components. 

Appendix C: Integrated Enterprise Planning
40 www.fletc.gov Follow us on:

Appendix D: Integrated Enterprise Planning

Performance Improvement Council

FLETC uses a Performance Improvement Council 

(PIC) to enhance its strategic planning processes. The 

PIC generates the data that drives executive decisionmaking and performance improvement throughout 

the FLETC enterprise. The PIC, chartered by the FLETC 

Director and implemented in FY 2020, ensures 

FLETC’s performance measures are effective, technically 

rigorous, and accurately represented in FLETC’s 

performance measurement system. 

FLETC’s directorates and offices contribute 

representatives to the Council. All representatives 

complete a training program presented by FLETC’s 

Strategic Planning Program Manager. The training 

program prepares members of the council to manage 

the strategic and technical aspects of performance 

measures, targets, goals and reporting mechanisms. 

The PIC consists of 20 members, and is chaired by 

FLETC’s Deputy Chief of Staff. It is supported with 

training and subject matter expertise by the Strategic 

Planning Program Manager. The central purpose of the 

Council is to develop a robust strategic performance 

measurement and management system utilizing 

strategic performance management software. FLETC 

will continue to refine its performance metrics in FY 

2021, FY 2022, and beyond. 
Follow us on: www.fletc.gov 41

Appendix E: Organizational Chart

This organizational chart reflects the changes implemented October 2018 under FLETC’s StrategyCentric Organizational Restructure (SCORe). With the SCORe, FLETC established four training 

directorates, each with oversight of a training delivery point. The establishment of the Associate 

Director for Training Operations position integrates training operations across the enterprise.

Training Management

Operations Directorate

(TMO)

Assistant Director

NCR Training

Operations Directorate

(NCR)

Assistant Director

Technical Training 

Operations Directorate

(TTO)

Assistant Director

Core Training Operations

Directorate

(CTO)

Assistant Director

CFO

Mission and

Readiness Support

Assistant Director

(MRSD)

MRSD

CIO TM

NCR

TTO

CTO

Associate Director

for Training 

Operations (ADT)

ADT

Director

Deputy Director

Chief Counsel

O
42 www.fletc.gov Follow us on:

Goal 1: Fuse the competencies FLETC students need to perform effectively in their operating environment with 

the production of FLETC training, training products, training systems, training infrastructure, training research, 

and training expertise.

Objective Strategy

1.1 

Infuse FLETC law enforcement 

training with the totality of 

the current law enforcement 

operating environment to ensure 

FLETC students are thoroughly 

prepared to perform their law 

enforcement functions in their 

operating environments.

1.1.1 Establish and formalize collaborative interaction among FLETC law 

enforcement training professionals and their counterparts in government 

and the private sector. (Connect and Collaborate)

1.1.2 Systematically assess, and incorporate into training, a comprehensive 

understanding of the capabilities of law enforcement and the capabilities 

of the elements threatening the people and institutions law enforcement 

protects. (Assess and Incorporate)

1.1.3 Research and incorporate into FLETC training, law enforcement best 

practices addressing significant trends and threats currently impacting law 

enforcement. (Address Trends and Threats)

1.2 

Focus FLETC’s curriculum 

development, revision, and 

validation processes on law 

enforcement operational 

requirements.

1.2.1 Establish a systematic approach to assessing and validating the 

law enforcement operational skillset requirements of our students as the 

first step in applying Instructional Systems Design principles to training 

development. (Know What’s Needed)

1.2.2 Examine and refine current curriculum review and development 

processes to maximize the involvement of FLETC’s participating 

organizations.(Involve Clients in Design and Development)

1.2.3 Ensure FLETC assessments of the post-graduation performance of 

students include comprehensive input of the participating organizations. 

(Involve Clients in Assessing Effectiveness)

1.2.4 Identify and analyze the datum that gauge how effective training is in 

achieving stated terminal and interim training objectives. (Use Data Wisely)

Objective 1.3 

Integrate a student-first focus into 

FLETC processes to ensure training 

formulation, resource acquisition, 

and project prioritization are 

consistently aligned with client 

requirements.

1.3.1 Assess the extent to which FLETC processes, resource investments, and 

projects align or compete with the interests of students, FLETC participating 

organizations and FLETC. (Balance Student and FLETC Requirements)

1.3.2 Align FLETC training production services with the strategic goals 

of participating organizations, ensuring that FLETC products and services 

support their mission, vision, and values. (Plan Strategically)

Appendix F
Follow us on: www.fletc.gov 43

Goal 2: Enhance FLETC’s capability and capacity to identify, to reach, and to serve its client base.

Objective Strategy

2.1 

Establish an interagency 

environment for sharing FLETC 

law enforcement training systems, 

trainings, research, infrastructure, 

products, expertise, and services 

with FLETC participating 

organizations.

2.1.1 Optimize FLETC’s Information Technology infrastructure to enable 

FLETC to exchange law enforcement training products and information 

with participating organizations. (Provide Access)

2.1.2 Increase information sharing across FLETC’s enterprise to ensure 

consistency and efficiency of training support processes within the 

organization. (Use Access Effectively)

2.1.3 Purposely bring together academics, researchers, practitioners, 

and trainers in order to collaborate and share information impacting law 

enforcement operations and training. (Organize Useful Engagement) 

2.1.4 Amplify Awareness among FLETC’s clients and potential clients of 

FLETC’s mission, vision, values, goals, objectives and operating parameters. 

(Amplify Awareness)

2.2 

Develop client-specific strategies 

for identifying, accessing 

and serving FLETC’s diverse 

client base, enhancing FLETC’s 

capacity to add value to the law 

enforcement community.

2.2.1 Articulate and publish processes for accessing FLETC assets, to 

include international law enforcement training needs assessments, requests 

for training, and training coordination to support client needs, DHS 

international capacity building, and the U.S. Government’s foreign assistance 

programs. (Establish Engagement Protocols)

2.2.2 Schedule state, local, and tribal training programs using a data driven 

methodology to maximize positive impacts on FLETC’s clients, ensure 

efficient deployment of FLETC assets and resources, and foster flexible and 

timely responses to training needs. (Schedule Strategically)

2.2.3 Expand and strategically employ e-FLETC, FLETC Talks, and other 

distributed learning capabilities to achieve the maximum impact within the 

law enforcement community. (Optimize Delivery Methods)

2.3 

Organize existing partnerships 

and communication strategies to 

maximize information sharing 

among FLETC and its clients.

2.3.1 Improve formal internal lines of communication to achieve consistent 

and timely dissemination of information across FLETC’s enterprise. 

(Facilitate Internal Communications)

2.3.2 Foster and expand engagement with FLETC clients to maximize 

collaboration and information sharing between FLETC and its clients. 

(Facilitate Client Engagement)

2.3.3 Publish and present the results of innovative, requirementsdriven research to contribute to FLETC’s community body of knowledge 

concerning the most current, relevant, and effective law enforcement 

techniques, methods, and practices. (Share Knowledge)

Appendix F
44 www.fletc.gov Follow us on:

Goal 3: Fuse FLETC's planning for production capacity with its resource acquisition strategies, staffing plans, 

strategic plans, operating plans, and client requirements.

Objective Strategy

3.1 

Adopt human capital strategies 

focused on supporting areas of 

emphasis in FLETC’s 2018-2022 

strategic plan.

3.1.1 Develop, deploy, and retain a diverse, high-quality workforce, rich in 

the technical and professional capabilities needed in their entry position, 

and capable of accepting additional FLETC responsibilities in the future. 

(Build a Workforce for Today and Tomorrow)

3.1.2 Develop recruiting strategies that support FLETC’s near- and longterm staffing goals. (Recruit With a Purpose)

3.1.3 Identify and address training gaps between FLETC’s goal of 

professional excellence in every position and the current employee portfolio 

of knowledge, skills, abilities and experience. (Elevate To Excellence)

3.2 

 Fortify FLETC’s physical, 

administrative, occupational, 

environmental, and cyber safety 

and security processes to enable 

FLETC’s workforce and inresidence clients to carry out their 

missions in an optimally secure 

environment.

3.2.1 Maintain the integrity of FLETC’s administrative and occupational 

processes and protections. (Preserve Integrity of Process)

3.2.2 Equip FLETC facilities with sufficient physical security control 

systems, procedures, and resources to ensure the safety of all employees, 

partner organization representatives, students, and visitors. (Secure FLETC 

Assets)

3.2.3 Improve security and resilience of FLETC information technology and 

sensitive data.(Cyber Resilience)

3.2.4 Ensure effective and transparent stewardship of FLETC resources 

through strong internal controls and stakeholder engagement. (Fuse 

Openness, Accountability and Effectiveness)

3.2.5 Leverage industry best practices to improve the quality, effectiveness, 

and efficiency of FLETC training support services. (Seek-out and Employ)

3.2.6 Integrate sustainability, resilience, data-driven decision processes 

and other business process improvement methodologies into enterprise 

acquisition strategies, strategic plans, operational plans, and training 

activities. (Apply Business Best Practices)

Appendix F
Follow us on: www.fletc.gov 45

Objective Strategy

3.3 

Link FLETC’s initiatives, 

programs, projects and activities 

with FLETC enterprise data, 

strategic priorities, and mission 

requirements. 

3.3.1 Organize processes and policies to promote enterprise-wide 

consistency in training operations, resource distribution, project priorities, 

and planning across all FLETC training delivery points. (Embrace EnterpriseWide Perspectives)

3.3.2 Seek-out and pilot innovations with potential application in 

FLETC and participating organization training management and training 

operations. (Seek Out and Pilot Innovation)

3.4

Systematically collect, assess, and 

utilize information from the full 

spectrum of inputs to inform 

FLETC projections of staffing and 

training program requirements.

3.4.1 Integrate mission support business lines into scheduling and 

curriculum decision-making. (Regularize Internal Collaboration)

3.4.2 Increase access to and use of relevant data to inform business process 

and training management decisions. (Provide and Market Data)

3.4.3 Employ systematic and reliable methods of formulating the true 

cost of building, delivering, sustaining, and supporting training to ensure 

realistic costing for these resources. (Know Life-Cycle Costs)

3.5 

Expand and refine FLETC’s 

internal capacity to provide 

key stakeholders with useful 

information and technical 

assistance, and to provide FLETC 

leadership with high fidelity 

situational awareness of legislative 

and congressional matters.

3.5.1 Engineer specific programs to engage key congressional entities for 

the purpose of facilitating communications, providing technical assistance, 

and achieving a common understanding of one another’s mission, vision, 

goals, objectives, and initiatives. (Organize Engagements) 

3.5.2 Inform FLETC business processes with information garnered from 

congressional, client, and other key stakeholders. (Incorporate Stakeholder 

Input)

3.5.3 Maintain a current, comprehensive accounting (dashboard) of the 

information most requested by key stakeholders in the executive and 

legislative branches of the government. (Post Key Metrics)

3.6 

Engage independent institutions 

to validate that FLETC’s systems, 

trainings, research, infrastructure, 

products, expertise and services 

(STRIPES) meet industry standards 

and to verify that FLETC’s 

STRIPES meet the operational 

needs of FLETC’s participating 

organizations. 

3.6.1 Demonstrate FLETC’s commitment to academic rigor and competent 

management. (Commitment to Academic Excellence) 

Appendix F
46 www.fletc.gov Follow us on:

FLETC Federal Law Enforcement Training Centers

Producer Resource Steward

FLETC produces law enforcement 

training, training products, training 

services, training systems, training 

research, training expertise, and training 

infrastructure, configured to meet 

the requirements of FLETC’s federal 

participating organizations.

FLETC provides access to FLETC law 

enforcement training, training products, 

training services, training research and 

training expertise to state, local, tribal, 

and private law enforcement, as well as 

to U.S. Government entities charged with 

enhancing law enforcement capabilities 

and capacities among U.S. international 

partners.

FLETC is the U.S. Government’s 

executive agent for the federal 

resources allocated for the training 

of the law enforcement personnel of 

FLETC’s participating organizations. 

Legal Cyber Investigative 

Operations

Physical 

Techniques

CounterterrorismDriver & 

Marine

Firearms Enforcement 

Operations

Behavioral 

Science

Leadership 

Training

Training Disciplines

Training Development

OSI – AIDOIG – AMTRAK - AMTRAK OIG – AOUSC – ATF – BEP – BIA – BLM – BOP – BOR – CBP - CBP/AMB – CDC – CIAOIG - CIA Police – CIAOS – CLEC – CNCSOIG – DCISOIG DHSO

– DOCOEE – DOCOIG – DOCOS – DODCNIC – DODDLA – DODNGA – DOEHSS – DOEOIG – DOIOIG - DOI-OLES – DOJOIG – DOLOLMS – DOTFAC – DOTOIG – DS – EDOIG – EPACID – EP

A – FAMS - FDA-OCI – FDICOIG – FEMAOS – FINCEN – FPS – FRS – FWSL – FWSR – GPO OIG – GPOPS – GSAOIG – HHSFDA – HHSOIG – HUDOIG HUDPSD - I&A - ICE/HSI - ICE/ERO 

 – ICE – IRSC – Navy – NASAOIG – NCIS – NGA – NIH – NIST – NMFS - NNSA-OST – NPS – NRCOIG – NSA – NZPP – OPMOIG – OSMRE PFPA – RRBOIG – SBAOIG – SDOIG – SI – SS

GTA – TREASOIG – TSA - TSA/FAM – TVAOIG – TVAP – USACIDC – USAI – USBP - USCG-MLEA - USCG –CGIS – USCIS – USCP - USDA-FSIS – USDAAPHIS – USDAOIG – USFS – USM – U

COMMUNICATION

Analyze the 

Training Need

Design Training 

Objectives

Develop Course 

Materials

Implement the 

Training Program

Evaluate the 

Impact of 

Instruction

Revise 

Curriculum as 

Needed
47 www.fletc.gov Follow us on:

Facts and Figures

The Federal Law Enforcement Training Centers (FLETC), through strategic partnerships, prepares the federal law 

enforcement community to safeguard America’s people, property and institutions.

To carry out this mission, FLETC serves as an interagency law enforcement training organization for more than 

103 federal agencies or partner organizations. In addition, FLETC provides training and training resources to state, 

local, tribal, campus and international law enforcement.

In 2020, FLETC celebrated 50 years of law enforcement training excellence, and looks forward to continuing to 

provide world-class service to those who protect our homeland and support global law enforcement. 

Since its establishment in 1970, more than one million law enforcement officers and 

agents have been trained at FLETC, with nearly 74,000 trained in FY 2018. 

Although FLETC is a component of the Department of Homeland Security, it trains 

officers and agents from all federal departments and all three branches of government. 

FLETC has the finest professionals from diverse backgrounds serving as faculty and staff: 

approximately 50 percent of the instructor staff are permanent FLETC employees. 

The remainder of the cadre comprises federal officers and investigators who are on 

short-term assignments from their parent organizations or who recently retired from 

the field, providing an appropriate balance of training expertise, recent operational 

experience and fresh insight from the field.

Many of FLETC’s participating organizations have transferred all or part of their training 

activities to one of FLETC’s four geographic sites, providing extensive input regarding 

basic training issues and functional aspects of FLETC. 

Agencies take part in curriculum development and review conferences and help 

formulate policies and directives, creating true collaboration that enables FLETC to be 

responsive to agencies’ operational needs. 

FLETC has invested strategically in renovation, expansion, acquisition, and new 

construction to meet the evolving training requirements of its law enforcement 

agencies, allowing for more cost-effective training.
Follow us on: www.fletc.gov 48

PRODUCER, RESOURCE, STEWARD 

Federal Law Enforcement Training Centers

1131 Chapel Crossing Road

Glynco, GA 31524

U.S Customs and Border Protection Field Operations Academy Honor Guard retires the colors during the Peace Officers 

Memorial Day ceremony at the FLETC in Glynco, Georgia on May 1, 2018. (FLETC OPA, David Tucker)