District 8CR United States Coast Guard Auxiliary

Allen R. Harding – District Commodore Dave McCandless – Chief of Staff

Tactical PLAN 2013-2015 1

Table of Contents EXECUTIVE SUMMARY………………………………………………………………………………..3 INTRODUCTION………………………………………………………………………………………….3 NATIONAL MISSION VISION AND VALUE STATEMENTS……………………………………….4 SUMMARY OF SWOT ANALYSIS………………………………………………………………………5 DESIRED OUTCOMES……………………………………………………………………………………9 DISTRICT ISSUES STRATEGIES AND GOALS…………………………………………………….....9 ISSUES THAT MAY IMPEDE STRATEGIC INITIATIVES…………………………………………13 CONCLUDED STATEMENT…………………………………………………………………………….14 DISTRICT WATCHWORDS……………………………………………………………………………..15

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Executive Summary In the following pages this plan will show the District’s strengths, weaknesses, and opportunities that lie ahead in the 2015-2017 timeframe. We must always keep in mind our primary mission of Recreational Boating Safety (RBS). But now with the numbers decreasing in coxswains and facilities we as a district must look to new and or other missions for our members to excel in and serve the public boating population. Therefore we will expand our efforts in Marine Safety and Environmental Protection and at the same time strengthen our relationships with Federal and State Agencies. We must overhaul our Public Education (PE) program to meet the needs of the younger generation taking courses online. Possibly the biggest challenge facing the district will be funding from the Coast Guard to perform our missions. Funding was cut drastically in 2013 and this affected Operations as well as Training for our members to maintain the sharpness required on the water and in other land based missions. This funding, it appears will never return to the presequestration era. We must and will embrace the era of online webinars for training purposes and meetings in order to keep costs down and still accomplish the required training and meetings. INTRODUCTION The US Coast Guard Auxiliary, District 8 Coastal Region, has over 1900 men and women who are members of the largest and most highly trained volunteer maritime assistance organization in existence. In addition to our operations in the Gulf of Mexico, we have many members offering the same high level of support in our rivers and inland lakes. Our area of responsibility stretches from the panhandle of Florida westward through Alabama, Mississippi, Louisiana, Texas, and New Mexico as well as part of Georgia. We support the active duty Sector Commands of Mobile, AL, New Orleans, LA, Houston/Galveston, TX, and Corpus Christie, TX. Our members are composed of dedicated and well trained volunteers who donate their time and expertise in supporting the active duty Coast Guard in all its assigned missions except direct law enforcement. Our primary mission is promoting and supporting Recreational Boating Safety and that includes involvement in Search and Rescue efforts, Maritime Domain Awareness, Underway Operations, Marine Safety, Public Education, and Vessel Safety Examinations, both recreational and commercial. In addition to that we have members with specialty skills like radio operators, web masters, computer specialists, pilots, public affairs specialists, chefs, and language interpreters. We are a “force multiplier” for the active duty Coast Guard and we assist them during normal and emergency operations in nearly every mission they have. We are the “Guardians of the Gulf” and we are Semper Paratus! Always Ready! 3

MISSION STATEMENT To promote and improve Recreational Boating Safety. To provide trained crews and facilities to augment the Coast Guard and enhance safety and security of our ports, inland lakes, waterways, and Coastal Regions. To support Coast Guard operational, administrative, and logistical Requirements.

NATIONAL COMMODORE’S VISION The United States Coast Guard Auxiliary – the best trained most valued maritime volunteer organization in the world – highly effective during normal operations and ready for emergencies.

THE COAST GUARD AUXILIARY CORE VALUES Honor – Integrity is our standard. We demonstrate uncompromising ethical conduct and moral behavior in all of our personal and organizational actions. We are loyal and accountable to the public trust. Respect – We value our diverse membership. We treat each other and those we serve with fairness, dignity, respect, and compassion. We encourage individual opportunity and growth. We encourage creativity through empowerment. We work as a team. Devotion to Duty – We are volunteers who seek responsibility, accept accountability, and are committed to the successful achievement of our organizational goals. We exist to serve. We serve with pride.

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SUMMARY OF DISTRICT ASSESSMENT SWOT ANALYSIS

1. Strengths (Internal) a. Operations / Service Delivery i. Well trained ii. CG Force multiplier iii. Time proven procedures and training in place iv. Standardization and Readiness program b. Human Resources i. Diversity of members ii. Structure for recruitment and retention iii. Dedication of members iv. New member training program c. Organizational Management i. Clearly defined CoL that allows control and supports information flow up and down chain ii. Knowledgeable and experienced staff iii. Training for elected officers iv. Strong elected leadership v. Aligning Auxiliary to Active Duty structure for integration operations and support d. Technology / Facilities i. Excellent web access and web based training ii. OPFAC standards and underway Comms technology including Repeater/AIS capability have increased mission safety and success.

2. Weaknesses (Internal) a. Operations / Service Delivery i. OPFAC shortages ii.

Lack of qualified crew and coxswains

iii.

Not enough active programs for lake areas

iv.

Overload by some members

b. Human Resources i. Not targeting younger age groups for recruiting ii. iii.

Older members resistant to change New member training inconsistent and not well handled 5

iv.

Burnout

c. Organizational Management i. National staff seen as too political/not cooperative ii.

Failure to follow CoL Differences between National Aux.

iii.

and what Sectors would like to do with AOR members/assets. iv.

Lack of communication

v.

Divisions/Flotillas sitting on funds and not using for members

d. Technology / Facilities i. AUXDATA/AuxInfo too cumbersome and error prone ii.

Not keeping up with latest technical advances

iii.

Lack of IS qualified members

iv.

Older members intimidated by technology

3. Opportunities (External) a. Service Expectations i. Working relationships with Federal and State agencies ii.

Involvement with local first responders

iii.

Work with Gold side in new areas

iv.

Still a need for educating boaters on Boating Safety

b. Physical Resources i. Grants available to the Auxiliary ii.

Facilities that are in good shape

iii.

Membership growth

iv.

New members getting into Operations and teaching

c. Readiness Capability i. More Auxiliary members helping CG stations ii.

Completing ICS courses allows members to quickly integrate in 6

existing control organizations iii.

Training

iv.

Staging facilities at CG stations

v.

CG needs will drive our ability to attain competency in several areas where we have not had the opportunity

d. Technology i. More web based applications and conference/training will open to certification in new areas. e. Economic Readiness i. Sharing of PPE ii.

More emphasis on fund raising

iii.

District is financially stable

iv.

Sound financial decisions by leadership

4. Threats (External) a. Service Expectations i. Distance traveled by members ii.

Out of pocket expense

iii.

Less people to do the work

iv.

Competition with states for PE classes

v.

Training requirements too big of a burden Lack of funding

vi. vii.

Burnout

b. Physical Resources i. Lack of OPFACS ii. iii.

Members not in good physical shape Cost of maintaining OPFACS 7

iv.

Lack of DIRAUX funding

c. Readiness Capability i. No opportunity for Auxiliary to use small boats retired by CG ii.

Finding time to train

iii.

Distance to travel for training

iv.

Reduction in funding

d. Technology i. Older members not willing to learn ii. iii.

Lack of computer skills Training materials on line only

e. Economic Readiness i. CG funding, current economy prevents some from joining

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DESIRED OUTCOMES District 8CR will have an energetic and diverse membership involved in Coast Guard and Auxiliary programs supported by sufficient resources. Communications within the district, with the Coast Guard and with our boating safety partners will be consistent and effective.

DISTRICT ISSUES STRATEGIES AND GOALS 1. Problem Statement Funding from DIRAUX is limited due to Sequestration. Strategy: Reallocate some of District funds. Goal: Use accrued funds from District investment returns to fund DSO travel to District Training Conferences. Goal: Determine how Divisions can assume some of the funding. 2. Problem Statement The Public Education (PE) Program for Recreational Boating Safety (RBS) is in serious decline. Strategy: Support National efforts to upgrade PE programs. Goal: Produce feedback to National on new courses. Goal: Have instructors talk to the boating public and ask what types of boating courses they would like to see in their areas. 3. Problem Statement Good communication is lacking. Strategy: Emphasize proper use of Chain of Leadership (CoL). Goal: Continually emphasize the proper use of the CoL. Goal: Unit leaders stress CoL at all meetings. Goal: Teach CoL as a course during Flotilla 9

Commanders Academy and DCDR training at District Training Conferences. Strategy: Increase the use of webinars district-wide. Goal: Make use of webinars to conduct more internal meetings to keep staff and membership up to date. Goal: Department Chiefs hold scheduled webinars with their DSOs. DSOs can hold webinars with their respective SOs and SOs can hold webinars with their respective FSOs. Goal: DSOs hold training classes on webinars. Goal: District EXCOM and Board can hold meetings on webinars. 4. Problem Statement Members not growing efficiently within the organization. Strategy: Develop ways to increase member retention and satisfaction. Goal: Strengthen the mentor program. Goal: Write more awards for members. Goal: Guard against member burnout. Strategy: Ensure successor training. Goal: Ensure staff and elected leaders receive successor training at all levels. Goal: Provide DSO training to possible candidates at district training conferences and/or webinars. Goal: Ensure elected leaders take advantage of leadership training. 5. Problem Statement Lacking Coast Guard guidance on inland lakes and rivers. Strategy: Work with Sectors to increase guidance. Goal: Get AUXLO concurrence for guidance. Goal: Ensure continued ASC involvement with Sector Commanders. 10

Strategy: Increase support to Coast Guard and new missions. Goal: Get increased Auxiliary involvement in new missions as force multiplier. Goal: Take active role in new Coast Guard missions. Goal: Generate member interest in new missions. Goal: Make members more aware of new missions.

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Among the major initiatives that have been undertaken by the past leadership and will continue to grow in the years ahead are: • Public affairs emphasis, is a primary and ongoing focus and we are investing substantial time and resources at the District level to enhance this means of reaching out to the public. Associated with that is the Auxiliary University Program. •

•

•

3n notification system. We have increased the utilization of this system and now have comfort with it as an effective tool. As much of our District is prone to severe weather and hurricanes, we are most familiar with the need for 100% personnel accountability mandated by the Commandant; Declining Coxswain/Boat Crews within the District has required developing more effective Boat Crew/Coxswain training for existing and emerging Flotillas and the District is experimenting with a variety of approaches to enhance the delivery of such member training; Marine Safety and Environmental Protection; both Inland and Coastal. Our members have seen changes to our traditional District conferences to offer better opportunities for each dollar spent by the District yet remaining mindful of programs that will be of benefit to the members.

Twelve years ago the District started an innovative Flotilla and Division leadership training program that will continue with the nationally promulgated Flotilla Leadership elements interwoven into the District’s own leadership training focus. In 2008, the District shifted from an East and West delivery mode to sessions based on each of our four Sectors. In 2011-2012, this leadership training was delivered on a Division-by-Division basis. In 2013 due to funding constraints the use of web based seminars is taking the place of group face-to-face training. Once the initial teaching is completed the District will expand its focus on more high-level leadership training as well as member training. Semi-annual training conferences will focus on Division Commander level training and act as a Division Commander’s Academy.

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Issues That May Impede Strategic Initiatives Contingency planning and Disaster preparation Our District has been subjected to major disasters in recent years. Hurricanes George, Ivan, Dennis, Katrina, Rita, Gustav, Ike, and Isaac most notable. Consequently our District is very aware of the need for an effective Contingency Plan. We have a District Staff Officer whose only duty is the development of a District Contingency Plan and the mentoring of our Divisions to ascertain they have effective plans as well. Due to our “Expertise” in such matters, our Sectors have become heavily reliant on Auxiliary support when disasters strike. Auxiliary personnel are now a part of the Sector Disaster Plan and Auxiliary leaders serve as part of the Sector’s Unified Command. All this makes our members familiarity and comfort with the Incident Command system even more significant and why we must maintain continuing refresher training in ICS. New and emerging missions Our bridge and staff leaders need to be attuned to the possibility of new and emerging missions, some of which we may not even be contemplating at present. Aside from the communications and liaison missions mentioned above, one Sector is in the initial stages of detailing the elements of Auxiliarists performing the initial assessment of grounded vessels. Successor Management Encouragement At all levels, Flotilla, Division, and District, and in all Staff positions, every leader must be cognizant of succession leadership planning. At the District Staff level, this can be engendered by increasing the involvement of ADSO’s for all significant program positions. At all elected levels, our leaders need to do a more effective job encouraging others to follow in their footsteps. Success will be measured by the presence of proactive and enthusiastic DSO’s and ADSO’s. At the elected leadership levels, success will be measured by multiple candidates vying for election at all levels New Flotillas and Virgin Territory While growth is a good thing, some of our “Lessons learned” have come about by having Flotillas chartered and “Weaned” from Detachment status to that of a stand-alone Flotilla prematurely. For Flotillas to succeed there are a number of capabilities that must be in place before they are to be permitted to operate independent of their “Parent” Flotilla. Having stated that, there is a need for expansion in to areas where no Auxiliary presence exists. 13

Reduce reliance on Coast Guard financial resources Goal: Increase funding from non-Coast Guard sources by 10% per year over the next five years Activities: Develop models that include minimal Coast Guard financial resources. Determine appropriate level for dues. Implementing Partners: NACO, VNACO, DNACO-O, DNACO-RBS, DNACO-MS, DNACO-ITP, Coast Guard Auxiliary Association, Inc: Chairman, Vice Chairman, President, Executive Director, and directors. Tactics and time line: ● Define the process for prioritizing financial needs by 31 December 2014 ● Define short-term (1-3 year) funding needs by 31 December 2014 ● Define long-term (4-10 year) funding needs by 31 December 2014 ● Have a brainstorming session with the Association to identify short and long term funding sources at NTrain 2015 ● Analyze the results of the joint effort with the Association to determine appropriate level for dues before NACON 2015 ● Present dues findings to the Districts and solicit their support for changes before NACON 2015

CONCLUDING STATEMENT The Eighth District Coastal Region will continue to support the Recreational Boating Safety core mission while, at the same time, assessing and improving our support to the Sectors we serve by expanded and enhanced capabilities in surface and air operations, communications support, marine safety and environmental protection, and response to and preparation for emergency response capabilities. In addition to interaction with the boating public and the Coast Guard, we will strengthen our relationships with local and regional governmental agencies as well as other organizations who will find our support beneficial. Our organizational structure will be assessed and reorganized to best meet the needs of our District, Divisions, Flotillas, and Sectors we serve. Similarly, our District Staff positions will be organized to best serve our units and our members. We must be flexible!

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District Commodore’s Watchwords Members Communication Training Fellowship

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