CDR Salamander

There is a lot of good here in this message. The master message is, "tell our story." 

Simple but powerful.

Having Chiefs - every Chief - helping bring in new people sounds like it should be happening already, but it isn't. Telling "our" story should be a given, but it isn't.

All the services are having trouble recruiting, and no small measure of the problem is that our senior leadership from CJCS on down spent a bit too much time the last few years playing socio-political games and telling the public the military is full of racists, sexists, and rapists to a degree that we don't have time to spend telling the great story that represents 99.7% of what those in uniform do ever day.

The USCG has a great story to tell, so does the US Navy. If our senior leaders can't tell that story well - and they don't - then by all means, let's get the Chief's Mess in to the breach. Recruiting should be an all hands effort. 

R 171705Z AUG 22 

FM COMDT COGARD WASHINGTON DC

TO ALCOAST

BT

UNCLAS

ALCOAST 300/22

SSIC: 1100

SUBJ: MASTER CHIEF PETTY OFFICER OF THE COAST GUARD RECRUITING CHALLENGE

A. COMDT COGARD WASHINGTON DC 101617Z MAY 22/ALCOAST 175/22

B. Everyone is a Recruiter Incentive Program User Guide, PSCINST

1120.1 (series)

C. COAST GUARD RECRUITING LIAISON PROGRAM WASHINGTON DC 152114Z JUN 22/ALCGPSC 084/22

D. Coast Guard Recruiting Manual, COMDTINST M1100.2G

1. I am proud to announce the Master Chief Petty Officer of the Coast Guard (MCPOCG) Recruiting Challenge in support of the Commandant's direction announced in REF A through D to maximize recruiting efforts. The purpose of this challenge is to rally and unite the Coast Guard's Chief's Mess behind a common cause to recruit 250 new Coast Guard members. This challenge will run from August 17, 2022 until August 17, 2023, and result in one Chiefs' Mess earning the first of its kind MCPOCG Recruiting award.

2. I strongly believe that Chiefs provide an unmatched contribution to our great Service. It is not surprising to hear how individual Chief's Messes are working to combat our current recruiting deficit. However, we recognize that we are more effective when we can work collectively toward improving the future for our Coast Guard workforce. I issue this challenge as a way to help overcome the current workforce gap and to draw Chiefs together with a set of four unified goals in mind.

a. Goal 1: Tell our story.

(1) The Coast Guard has a proud history of harrowing rescues, combat action, and storied accomplishments celebrated around the world. Each day the women and men of the Coast Guard add to the honor and prestige of our Service. Yet, many of our heroic day-to-day efforts go unsung. One reason for this is our culture.

We are humble and loyal public servants who accept being "Always Ready" as the minimum acceptable standard. We must temporarily set this humility aside to enhance our Coast Guard brand by telling our unique and powerful stories.

(2) I challenge all Chiefs to find creative and engaging ways to tell the "why" behind their personal stories and accounts of what makes the Coast Guard the best way to serve our Nation.

b. Goal 2: Engage with our communities.

(1) We have profound stories to tell. To overcome this recruiting challenge we need to get our Chiefs out in the community to talk about the unique places around the world we work and the incredible communities we live in. These narratives will also show the value we provide to the Nation that bolsters our brand and attract talented people who want to serve their country.

(2) I challenge each Chiefs' Mess to seek out community event opportunities where Chiefs can sponsor a unit open house, put together a booth or display, and represent the Service at high visibility events that tell our story and generate potential recruits. Examples of potential recruit generating events include boat shows, local festivals, state fairs, unit tours, sporting events, and career days. These events should be included during Chief Call to Initiation processes outlined in MCPOCG Standing Order One.

c. Goal 3: Generate high quality potential candidates.

(1) Each Chief understands the caliber of performance and personal accountability we expect of those who desire to join the Coast Guard. High quality leads are those with reasonable potential of becoming a recruit in the Coast Guard.

(2) I challenge each Chief to generate one high quality lead, and for all Chiefs' Messes to collectively generate a minimum of 250 new Coast Guard recruits reported to boot camp by 2024.

d. Goal 4: Mentor potential recruits through the process.

(1) Chiefs are outstanding mentors, and can help recruits navigate perceived hurdles related to physical fitness, a medical waiver, or other perceived barriers, to ensure that otherwise motivated recruits are not dissuaded by the process and lack of mentorship. Chiefs can also work closely with recruiters to assist with administrative or medical issues, which must be resolved before recruits can ship off to boot camp.

(2) I challenge each Chiefs' Mess to remain involved and invested with the potential recruits as the recruit goes through the accession process, and serve as an advocate to the recruiters when necessary.

3. Process. Each Chiefs' Mess is encouraged to sign up for the MCPOCG's Recruiting Challenge by using the USCG-Recruitng IMT sharepoint page:

(Copy and Paste The URL Below Into Browser)

https://uscg.sharepoint-mil.us/sites/USCG-RecruitingIMT

This will enable the Coast Guard Recruiting Command to identify your Chiefs' Mess, log its participation, and measure progress toward our shared goal. This page also includes a link for recording activities. Each Chiefs' Mess should coordinate its activities with the nearest Recruiter in Charge (RIC). Your nearest recruiting office has a wealth of knowledge and recruitment materials they can share with the mess.

a. Chiefs' Messes should link each potential recruit with the proper RIC to continue the recruitment process and properly conduct follow-up. Chiefs' Messes should continue to provide mentorship, and ensure that leads are progressing through the recruiting process, providing guidance and advocacy where necessary.

b. One of the most important ways that Chiefs can have an impact on the future of our workforce is to ensure that potential or newly sworn-in members of the Coast Guard are never left behind. Chiefs can lead the way to facilitate a prosperous Coast Guard career by conducting follow-ups with each high quality lead.

c. The Office of the MCPOCG and CGRC will compile the results submitted by each Chiefs' Mess at the conclusion of the event period and determine winners based on impact to their local area's recruiting mission, while acknowledging that some units are remote and may have limited access to schools and events.

4. Please direct questions to the recruiting IMT, your local Gold Badge CMC, or CMC Jeremiah Wolf at the contact below.

5. POC: CG Recruiting IMT (202) 372-[redacted] or [redacted]@uscg.mil and CMC Jeremiah Wolf, DPR-CGHQ [redacted]@uscg.mil.

6. Master Chief Petty Officer of the Coast Guard, Heath B. Jones, (CG-00B), sends.

7. Internet release is authorized.

There are Collateral Duties ... and then there are Collateral Duties.

I wouldn't wish this on my worst enemy - just imagine being "that guy." Almost as bad are having to sit and listen to "that guy."

While you are reading the below pull quotes - actually you should read the whole "Solicitation: Become a Certified Diversity and Inclusion Change Agent" article - I want you to ponder the hours and money invested Coast Guard wide to do this. It isn't like the USCG cadre is big and overmanned (if one is still allowed to use this term)...but the USCG must feed Vaal, I guess;

A  group of certified Diversity & Inclusion (D&I) change agents are currently operating throughout the Coast Guard, and the Office of Diversity and Inclusion (CG-127) is looking for more folks to join the team.  

Wonderful ... these guys again.

Oh yeah ... "Change Agent."  Always fun to ask these people, "Oh, you're a Change Agent. You would like to change from what to what? Details please."

Afterwards, pray for their souls.

During group training sessions, change agents expand people’s understanding of what diversity, inclusion, and equity mean by demystifying concepts such as privilege, oppression, identity, and intersectionality. They also coach leaders on embodying inclusive, aware, and empowering behaviors, and create safe spaces to discuss topics of race, ethnicity, class, gender, disability, and more.

Drah di ned um, oh, oh, oh, Schau, schau, der Kommissar geht um, oh, oh, oh.

You should laugh along with me because we told everyone starting over a decade and a half ago that all these quaint fevers from academia - once loosed and unopposed in the uniformed services - would metastasize and manifest themselves as the supported, not the supporting effort.

“By having these important, complex conversations, a supportive, respectful work environment is fostered, which leads to higher performance and wellness,” said Hope Balamani, chief of the Office of Diversity and Inclusion (CG-127). “Teams with high-levels of trust are correlated with greater ability to understand, plan, program, and fulfill mission requirements, even in the face of emerging threats. Trust is developed in empowering environments where people truly feel they belong and change agents can help grow these empowering environments,” Balamani said. 

Never in human history has trust been improved by dividing people in to competing sectarian groups based on characteristics the individuals can do nothing about, then explaining to them that they are in conflict, and that there will by rewards and preferences given out - along with punishments - based on self-identified membership in these waring sectarian groups.

Change agents are a cornerstone of the Diversity and Inclusion Education and Awareness Program (DIEAP). After completing a six-month program, these agents provide diversity and inclusion (D&I) training sessions to members at the unit level as well as one-on-one coaching services to commanding officers, officers-in-charge, and program managers.  

Two pages. Even the Red Guards blush in admiration at this effort in self-criticism and professed admiration for The Party's Platform.

The new cohort of change agents must participate in ten days of training; successfully demonstrate D&I training facilitation and a DIEAP service elevator pitch, and complete a six-month, mostly self-paced practicum that includes six mentor coaching hours, 16 peer coaching hours, nine virtual labs, and a writing assignment (500-word reflective essay). 

Six months.

OK Shipmate, how many hours is this taking away from your assigned billet's responsibilities? Who is doing your work for you? If no one is, then is your command over-staffed? Can we get some savings then? Time for a manpower review? I think so.

D&I Change Agent collateral duty assignment performance expectations include the following: 

• Facilitate D&I Training Sessions (at minimum four sessions per calendar year). 
• Conduct D&I Empowerment Coaching sessions (at minimum three sessions per calendar year).   
• Support activities for unit leaders and LDACs (upon request). 
• Review, be familiar with, and comply with all published guidance from Office of Diversity and Inclusion (CG-127) and the DIEAP. 
• Complete reports and course evaluations requested by the Office of Diversity and Inclusion (CG-127) and DIEAP. 

Now, take the collective workhours throughout the USCG from each change agent's duties at each of their commands, not just the change agent, but everyone who has to participate in these activities.

Put a dollar figure on that. Better yet, make the USCG put a dollar figure on that. Oh, and show your work.

This came out in February...but came up in my digging around on a related topic.

The nation's first sea-going heavy icebreaker in more than 45 years will be named Sentinel -- a nod to its predecessors as well as future missions in the polar regions, Coast Guard Commandant Adm. Karl Schultz said Thursday.

We have been at peace at sea for so long, unchallenged for so long, I think we have forgotten what is needed to fight a sustained war at sea. 

Ships cannot be built overnight. Industrial capacity can take years to build and once lost may takes decades to have capacity at scale. The intellectual capital from welders to designers take generations to build and must be maintained or you will re-baseline yourself to almost zero.

As we've covered before, it isn't just new construction, it is maintenance as well. For decades we have let the accountants bleed our industry pale to bare subsistence. 

The service is in the midst of its largest ship recapitalization effort in decades, replacing its medium endurance cutters with 25 360-foot Offshore Patrol Cutters and planning to build three medium icebreakers, known as Arctic Security Cutters.

In the past decade, it has commissioned nine of 11 planned National Security Cutters and built dozens of Fast Response Cutters.

It also plans to build a variety of ships known as Waterways Commerce Cutters.

Schultz said that despite the delay in delivery of the Sentinel, the service will have no gaps in its ability to provide support in the polar regions and plans to keep the Polar Star running for several years after delivery of the first Polar Security Cutter.

Polar Star, he said, may be "tired and old," but "we'll keep it a couple of years" until delivery of the second heavy icebreaker because "quite frankly, we need the capacity."

We need to establish a slightly less efficient - but infinitely more effective and geographically diverse - maritime industrial infrastructure. 

Remember, nothing is more expensive than losing a war or surrendering your lines of communication to domination by a hostile power.

Your tax dollars are paying for it, you might as well track.

I want to see it you had the right questions come to mind. If not, I'll point them out at the end.

BEHOLD!

R 191126Z APR 22   

FM COMDT COGARD WASHINGTON DC

TO ALCOAST

BT

UNCLAS

ALCOAST 142/22

SSIC 1500

SUBJ: DIVERSITY AND INCLUSION (D&I) CHANGE AGENTS UPDATE: NEW DIVERSITY AND INCLUSION EDUCATION AND AWARENESS SITE AND PROGRAM UPDATES

A. COMDT COGARD WASHINGTON DC 081432 APR 20/ALCOAST 129/20

B. COMDT COGARD WASHINGTON DC 181646Z MAY 21/ALCOAST 191/21

1. The Coast Guard introduced its Diversity and Inclusion Education and Awareness Program (DIEAP) as outlined in REFs (A) and (B). The  purpose of the DIEAP, implemented by the Office of Diversity and  Inclusion (CG-127), is to support the total workforce, consistent   with the Commandant's Guiding Principles and the 2019-2023 USCG Diversity and Inclusion Action Plan through personnel, throughout the Service who can directly support local commands, LDACs, and our workforce through diversity and inclusion education and awareness and coaching support.

2. The Diversity and Inclusion Education and Awareness Program (DIEAP) supports our total workforce through virtual, live, and hybrid Diversity and Inclusion training sessions provided to units across the Coast Guard with a cadre of 95 change agents. The level of engagement with units across the Service continues to increase each month as units become more aware of the benefits derived from the DIEAP services, as indicated by continual increases in requests for Change Agent-led Diversity and Inclusion training sessions.

3. DIEAP services can now be accessed via a SharePoint site provided by COMDT (CG-127). Diversity & Inclusion (D&I) Change Agent training and support can be requested through SharePoint site at:

(Copy and Paste URL Below into Browser)

https://uscg.sharepoint-mil.us/sites/DIEAProgram

4. The specific services that units can request include:

    a. D&I Training: Available in two formats- a two-hour and four-hour format. The two-hour training introduces D&I Education and Awareness concepts through facilitated training and multimedia content. The four-hour format includes the same D&I Education and Awareness concepts offered in the two-hour training, as well as additional interactive activities to support increased D&I education and awareness. D&I Change Agents can support both in-person and virtual training requests. The training is kept to a maximum of 20 attendees to allow for optimal participation, interaction, and value-added discussion. Units can request D&I training sessions for their unit. Personnel from any unit can also sign up for posted open sessions.

    b. D&I Empowerment Coaching: Intended for Commanding Officers, Officers in Charge, and Program Managers who want to embed the inclusive behaviors of fairness, openness, effective communication, empowerment, and support in the workplace. On a space-available basis, other personnel may request coaching to strengthen their D&I self-awareness and cultural fluency within the total workforce. All coaching sessions are confidential and requested and completed on an individual basis.

5. For questions about the D&I Education and Awareness Program, please contact the DIEAP Program Manager, Ms. Melissa [redacted]  at:  [redacted]@uscg.mil.

6. To find USCG D&I Change Agents in your local area, visit:

(Copy and Paste URL Below into Browser)

https://uscg.sharepoint-mil.us/sites/DIEAProgram/SitePages/Find-A-Local-Change-Agent.aspx

7. POC: Ms. Melissa [redacted] at: [redacted] @uscg.mil.

8. CAPT Laura [redacted], Acting Director of Civilian Human Resources, Diversity and Leadership (CG-12), sends.

9. Internet release is authorized.

As we all know that the primary goal here is to get paid and the secondary goal is to grow the cadre, you should have asked yourself:

1. Who got the contract to create the training material, and what was the cost?

2. "Change Agent" - I'm sorry, I prefer the term "Commissar." So there is a cadre of 95 Commissars. What is their salary? Are they contractors, GS, or a collateral duty? What is the cost of their salaries and how many hours per year - combined - are they spending in this job responsibility?

3. 2-hrs and 4-hrs training sessions. OK. How many man-hours (if one may use such a term) are spend each year on this, i.e. 1,000 Coastguardsmen (if one may use such a term) take the 4-hr course = 4,000 man-hours?

You may have other questions. Let us know in comments.

Buried in the annual Coast Guard authorization act passed this week by Congress is wording that would strike from the U.S. Code the statement that all appointments to the Coast Guard Academy "shall be made without regard to the sex, race, color or religious beliefs of an applicant."

Under current federal law the academy is "race neutral," but the change would put it on the same footing as other colleges and universities in balancing its enrollment by admitting students from specific groups.

A dozen years later, the USCG's diversity division is not through  growing its empire well beyond the USCGA, expanding its grift. No, as  was  done  in  2010, they are using their influence in Congress to find more positions for  otherwise  unemployable people who have but one job; don't solve problems,  justify our grift.

Let's have a little detailed fun with this latest horror show of socio-political fraud;

R 221423Z FEB 22

FM COMDT COGARD WASHINGTON DC

TO ALCOAST

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ALCOAST 063/22

SSIC 5350

SUBJ: DESIGNATION OF SENIOR ADVISOR FOR DIVERSITY AND  INCLUSION (SADI)

Is that pronounced "sad-E" or "sad-I?" I'm not sure it matters, but still, might want to know before you have to introduce the zampolit to your command.

A. Section 913 of the FY21 National Defense Authorization Act (NDAA)

B. COMDT COGARD WASHINGTON DC 161727Z JUN 21/ALCOAST 222/21

Oh no  ...  we already have a style error. One never puts a reference in a message unless you are going to refer to it. REF (A) is the whole reason for this abomination, but is REF (B) mentioned anywhere? No. This makes the old N1 in me itch, but such are our best people nowadays.

1. I am pleased to announce the U.S. Coast Guard is designating Dr. D. M. Navarro (CG-1D) as interim Senior Advisor for Diversity and Inclusion (SADI).

2. REF (A) requires the Commandant of the Coast Guard to  appoint an individual to fill this position. The SADI reports directly to the Commandant.

I owe a beer to whoever wrote PARA 2. That is an insurgent mindset that lets everyone know the underground is there and waiting for the right moment. Everyone sees the, "We know this is stupid and  wasteful, but we follow laws and it is the law so we will follow it. Here, we have an underemployed Ph.D. in Clinical Psychology with a Master’s Degree in Education and Counseling who can fill this make work position until we can't slow-roll this further."  

Nice. Well done. We all see it, and appreciate the effort.

3. To remain the world's best Coast Guard, we must be the world's most diverse and inclusive Coast Guard. A diverse and inclusive  culture is strongly linked to the Coast Guard's Core Values of  Honor, Respect, and Devotion to Duty. This SADI designation strongly aligns with and supports the Coast Guard Strategic Plan and the 2019-2023 Diversity and Inclusion Action Plan. The assignment of a SADI is also in alignment with recommendations received from the RAND Corporation's Homeland Security Operational Analysis Center (HSOAC) in their Holistic Study and Analysis on the Recruiting and Retention of Underrepresented Minorities in the Coast Guard.

As eyes are rolling nationwide, someone really wants you to know why, in 2022, all of a sudden this is so important.  You see, the diversity industry created words that justify their expanded job possibilities to create more reasons to make more job positions. No problem solving you see, goodness no.

4. As SADI and in accordance with REF (A), Dr. Navarro is responsible for providing advice, guidance, and coordination for all matters related to diversity and inclusion, including:

a. establishing training in diversity dynamics and training  in practices for leading diverse groups effectively;

There will be mandatory training and videos you have to watch, I'm afraid.

b. advising on, and assisting in, evaluations and assessments of diversity;

We must have metrics to justify our political position by holding the USCG for things they  have  no control over. Giving people impossible tasks with no pushback is great for job security.

c. developing a strategic diversity and inclusion plan; and,

d. developing strategic goals and measures of performance related to efforts to attract and retain the diverse population of the United States eligible to serve in the Armed Forces.

Goodness knows, this has never been done before by anyone.

5. This designation will remain in effect until a permanent SADI is established.

6. Please join me in congratulating Dr. Navarro on her new role, and in supporting her in these duties which are so critical to becoming a more inclusive Coast Guard. 

7. POC is CAPT Laura Collins ([redacted]@uscg.mil), Deputy Director of Civilian Human Resources, Diversity and Leadership (CG-12D).

8. ADM Linda L. Fagan, Vice Commandant (VCG), sends.

9. Internet release is authorized.

If you want to know why the legions of diversity commissars grow while ships go to sea short handed, shore maintenance position unfilled etc - there you go. Congress is forcing it in order to have people in positions making the self-justifying arguments and selling their specific socio-political diktats.

Zamploits. Little more than zamploits.

Shame,  we could use CG-1D's skills somewhere productive besides as a part time zamploit, but because of Congress, we nor she have much of a choice.

Have you pondered lately the state of Russian, American, and ... yes ... Chinese icebreakers?

Of course you have ... so you'll want to run over to USNIBlog and ponder what bubbled up in the last month.

'Tis the season, dontchaknow.

Do you know the story of Umm Qasr in 2003?

Well, head on over to USNIBlog and ponder with me.

 As we have covered here through the years, the USCG used to be the most equal opportunity and race neutral of the uniformed services. Then a decade ago, Congress removed the requirement at the USCG Academy that it could not discriminate on the basis of race, creed, color, or national origin – and once that firewall was gone, we were off to the identity politics Olympics.

I would like to point your attention to two ALCOAST messages; 452/20 and 195/20. Both went out December 15th, 452/20 about five hours before 195/20. You can read the full messages at the hypertext links above.

Before you do that, let’s establish a few assumptions.

1. The diversity commissariat used to tell us that diversity was a “broad” definition, not just race and ethnicity metrics that can be put on a PPT slide – but a larger definition that included regional diversity, educational diversity, etc, etc. Well, they’ve backed off that in the last few years and, as we will see, are now proudly saying the quiet part out loud that they used to protest wasn’t there.

2. In theory – and you can see this manifested on appointments to the academy – our uniformed services should draw people from our vast nation, and should invest recruiting appropriately in the four corners of the USA as population density would lead you. 

3. We have all heard complaints – for decades – that the uniformed services are “too Southern.” Those people have never read Albion’s Seed or refuse to accept the actual cultural diversity of this nation, so they will never get it – but one would assume efforts would be made to help adjust this imbalance … but … behold!

From 452/20:

To better access the richness of American society to recruit a world-class workforce, the Coast Guard is establishing a dedicated Officer Recruiting Corps. This team will focus on the sustained outreach necessary to attract the best of America’s diverse population that reflects the people we serve.

…

The Corps will serve all non-Academy officer programs including Officer Candidate School and Direct Commission Officer Programs, with a special emphasis on supporting the College Student Pre-Commissioning Initiative (CSPI) at minority-serving institutions.

3. The Officer Recruiting Corps will initially have five members in two-year billets; one Commander and four Lieutenants. The O5 position will serve at Coast Guard Recruiting Command in Washington, DC. The four O3 positions will be assigned to various priority recruiting markets. 

As usual though, they can't  bring themselves to be completely honest. They call this, "...a dedicated Officer Recruiting Corps" but it is no such thing. That is not its primary focus ... oh no. This is, of course, focused on one thing – race. 

This is just another injection of the cancer of sectarianism in to our nation’s government. Defining people by something as meaningless as their self-identified race or ethnicity – a factor that in any other setting, or mix of variables, would be called out for exactly what it is – racial preference.

I know there are well meaning people who support this, and not everyone who is pushing this understands that this adds to a corrosive stew that is identity politics. We have to make every effort to bring people together, not focus more an more on differences that – to our great credit – the larger culture is trying to get rid of.

So, how is this going to be operationalized? Let’s look at 195/20:

CGRC is in need of highly motivated officers to fulfill several key positions to advance this initiative and immediately begin officer recruiting in various geographic locations. 

…

The LT officer recruiters are co-located with select Recruiting Offices. Four LT positions are open at the following locations:

Atlanta, GA;

New Orleans, LA;

Hampton Roads, VA; and

Miami, FL.

There you go. All in the South, that land so fertile and rich. That is fine for me, a Southerner of long standing. I have a lot more in common culturally from food to religion to family to music to manners with Southerners of all races than I do with that obnoxious people from Boston or LA – much less those Chicago types … so this is fine, I guess.

Here is what I don’t want to hear.

1. Don’t tell me the USCG does not discriminate on the basis of race. They are. In these two messages they are specifically targeting one racial group to make someone’s PPT slide look better. People and money are a zero sum game. They are taking this away from efforts elsewhere. 

2. Don’t complain that the military is too Southern. We have a more martial culture, always have. Your leftist politicians in bed with greedy developers gave up in the 1990s BRAC much more non-Southern military acreage. You are pooling your recruiting efforts down here too. Sit down.

In case you need a picture, here’s is a map of the USCG’s view of diversity supporting our nation.

So, the day after the election, what does the USCG really want its officers performance evaluated on?

Of course. Para 3 covers it.

R 041533 NOV 20

FM COMDT COGARD WASHINGTON DC//CG-1//

TO ALCOAST

UNCLAS //N01000//

ALCOAST 399/20

COMDTNOTE 1000

SUBJ:  GUIDANCE FOR TARGETED MID-TERM COUNSELING FOR OFFICERS

A. Officer Accessions, Evaluations, and Promotions, COMDTINST M1000.3 (series)

B. COMDT COGARD WASHINGTON DC 041026 NOV 20/ACN 129/20

C. COMDT’s Guidance to Officer Boards and Panels

D. COMDT COGARD WASHINGTON DC 251640 JUN 20/ALCOAST 252/20

1. All reported on officers (ROOs) must receive mid-term counseling as

required by REF (A) and as updated by REF (B). This is the time to discuss

the ROO’s performance to date in the OER period, objectives to be achieved

for the remainder and the ROO’s broader career goals and best ways to achieve

those goals. In addition, rating chains must reference and reiterate the

appropriate section of the annual version of REF (C) in these discussions,

particularly for those officers who will be considered by a board or panel

in the current or next promotion year.

2. Upon promulgation, this ALCOAST applies to all OERs going forward. Mid-term

counseling already completed within the current promotion year does not need

to be redone.

3. In order to implement the Commandant’s vision of a fully inclusive Coast

Guard where all people are respected, empowered, and valued, and where every

single person can pursue and achieve personal growth and professional success,

mid-term counseling should also discuss intentional leadership topics including

diversity and inclusion (D&I). Suggested topics include influencing change,

leading inclusively and promoting inclusive behaviors as detailed in REF (D).

4. References:

   a. REF (C) can be found at: https://cg.portal.uscg.mil/units/psc/psc-opm/

OPM%20Reference%20Library/Forms/AllItems.aspx.

   b. REF (D) and other D&I information are located at:

https://www.dcms.uscg.mil/DIAP/.

5. POCs:

   a. For additional information regarding OER requirements, contact CG PSC-OPM-3

(ADPL officers) or CG PSC-RPM-1 (IDPL officers) or visit

http://cglink.uscg.mil/a74b65b8 for links to OPM-3 and RPM-1.

   b. For diversity and inclusion questions contact CGHQS-DG-lst-CG-127@uscg.mil.

6. RADM J. M. Nunan, Assistant Commandant for Human Resources, sends.

7. Internet release is authorized.

He swam at night through 80 knot winds, ripped through a roof without the aid of a chainsaw and was repeatedly hoisted more than 100 feet into the air while battling turbulence and dangerous power lines around him as he aided in the rescue of 59 others in Houston, Texas, as Hurricane Harvey battered the area in August 2017.

For his heroic feats during Harvey, Petty Officer 3rd Class Tyler Gantt, a Coast Guard aviation survival technician, or rescue swimmer, was awarded the Distinguished Flying Cross — the U.S. military’s oldest aviation award for heroism in flight — during a ceremony in December at the Coast Guard Aviation Training Center in Mobile, Alabama.

His exploits in the rescue of 59 were detailed in award citation the Coast Guard posted in a news release. Two others, Coast Guard Cmdr. Scott Sanborn and Lt. John Briggs also were awarded the Distinguished Flying Cross for their heroism in response to Hurricane Harvey, a news release detailed.

Operating aboard a MH-65D Coast Guard helciopter, Gantt was deployed to Houston for rescue operations following flooding as a result of Hurricane Harvey.

The Navy's second most senior civilian today acknowledged the service will not achieve its 355-ship goal in a "reasonable" amount of time and that without a $20 billion to $30 billion increase in annual funding, the Navy could only maintain between 305 and 308 ships.

The Coast Guard used to be an armed naval force prepared for war. We came out of World War II with an ASW mission, and while our assets got older, the mission continued. In the late 80s we cut the number of ASW assets, but modernized the best of our ships, upgrading their ASW equipment and adding anti-ship cruise missiles.

Then, we all got a break. The Soviet Union collapsed and the need for ASW escorts pretty much disappeared. The Navy downsized and the Coast Guard removed all ASW equipment and the anti-ship missile.

We had almost 30 years without a major naval threat, but it looks like that is changing.

The US Coast Guard is the US Navy’s closest ally, but it seems there is little coordination between the two in defining Coast Guard roles in a major conflict. We certainly don’t see any evidence in the way the cutters are currently being equipped.
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Upgrading the Bertholf class NSCs and the Offshore Patrol Cutters could add up to 36 light frigates to the national fleet. The Navy would need to provide some additional equipment, but that cost would be far less than the cost of adding similar ships to the Navy, and the difference in operating costs between ships with or without the upgrades is very small.

VT Halter Marine Inc. has been awarded a $745M detailed design and construction contract for the Coast Guard’s next-generation heavy icebreaker, according to a Tuesday Pentagon contract announcement.

According to the announcement, the first-in-class ship will be built at the company’s Pascagoula, Miss. shipyard and is scheduled to deliver in 2024.

“The initial award is valued at $745.9 million and supports non-recurring engineering and detail design of the PSC class as well as procurement of long lead-time materials and construction of the first ship,” read a statement from the Coast Guard and Naval Sea Systems Command. “The contract also includes options for the construction of two additional PSCs. If all options are exercised, the total contract value is $1.9 billion.”

Argentina's coast guard says it sank a Chinese fishing vessel that was fishing in a restricted area off the South American country's coast.

The Argentine Naval Prefecture chased and eventually sank the Lu Yan Yuan Yu 010 vessel after detecting it illegally fishing within the country's exclusive economic zone, officials said Tuesday. 

First, according to a statement from the Argentine coast guard, warning shots were fired. The Chinese vessel, Argentine authorities said, responded by turning off its lights and deliberately trying to crash. 

"On distinct occasions, the offending boat realized maneuvers aimed at colliding with the coast guard, putting not only its own crew at risk, but also the personnel of the coast guard," the statement said. 

That's why the coast guard opened fire, Argentine officials said. 

The vessel sank, and four people on board -- three crew members and the captain -- were rescued by Argentina's coast guard. 

China said that the other 28 crew members who'd been on the Chinese vessel were saved by Chinese fishing vessels nearby.

Much public attention has been paid to the Coast Guard’s new generation of surface assets – the Legend-class national security cutters (NSCs), the Sentinel-class fast response cutters (FRCs), and the Heritage-class offshore patrol cutters (OPCs) – but perhaps less so their counterparts in the air.
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The new generation of the Coast Guard’s long-range surveillance and transport aircraft, for example, the HC-130J Super Hercules, is a nose-to-tail overhaul of the previous generation of HC-130Hs, with new Rolls-Royce turboprop engines, composite scimitar propellers, and digital avionics. These upgrades have increased the range of the aircraft by 40 percent and its top speed by 15 percent, while decreasing its takeoff distance by 15 percent. But the aircraft’s most important enhancement may be its suite of command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) components, which combine radio and digital transmission of voice and data.
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Over the past decade, the Coast Guard has been phasing out its older HU-25 Guardian, a high-speed medium-range aircraft that was finally retired from service in 2014. Its replacement, the HC-144 Ocean Sentry, was phased in at Coast Guard air stations beginning in 2009. The Ocean Sentry was a marked improvement, offering the Coast Guard the ability to remain on scene and track targets for longer periods of time – up to 10 hours – with improved sensor capability and room for more passengers. ...
The Coast Guard fleet of 102 Dolphin helicopters, meanwhile, is in the final segment of a similar incremental upgrade, a transformation into MH-65E short-range recovery helicopters. The -E series features new radar, EO/IR sensors, and a CAAS cockpit similar to the Jayhawk’s.By 2014, the service had acquired 18 Ocean Sentries, and the HC-144 was logging more flight hours annually than any other Coast Guard aircraft.

The Coast Guard’s original plan called for a fleet of 36 Ocean Sentries – but this plan was altered when Congress, in the National Defense Authorization Act of 2014, directed the service to cease its HC-144 program and instead acquire and missionize 14 C-27J Spartan aircraft, to be transferred from the U.S. Air Force. The Ocean Sentry and the Spartan are twin-engine turboprops, similar in configuration – according to Kimball, the Spartan is faster, with greater range, endurance, and lift capability – and will play similar roles in medium-range surveillance.
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...beginning in 2007, the Coast Guard began an overhaul of its 42 Jayhawk helicopters, converting them from HH-60Js into multimission MH-60Ts. This upgrade, which was completed in 2014, ...

...word arrived that the Marines were in trouble and were being driven back toward the beach. Their immediate plight had not been known. The bombing raid had driven Monssen out of range to visually communicate with shore. Furthermore, the three companies of Marines had failed to take a radio and were unable to convey their predicament. Using under-shirts they spelled out the word "HELP" on a ridge not far from the beach. Second Lieutenant Dale Leslie in a Douglas SBD spotted the message and passed it by radio to another Marine unit. At 4 P.M. Lt. Colonel Puller, realizing that his men were isolated, embarked on Monssen to direct personally the covering fire for the marines who were desperately trying to reach the beach.

The landing craft had meanwhile been readied at Lunga Point Base. Again, virtually the same boats that had put the Marines on the beach were assembled to extract them. Douglas Munro, who had taken charge of the original landing, volunteered to lead the boats back to the beach. None of these boats were heavily armed or well protected. For instance, Munro's Higgin's boat had a plywood hull, it was slow, vulnerable to small arms fire, and was armed only with two air-cooled .30 caliber Lewis machine guns.

As Munro led the boats ashore the Japanese fired on the small craft from Point Cruz, the ridges abandoned by the Marines, and from positions east of the beach. This intense fire from three strong interlocking positions disrupted the landing and caused a number of casualties among the virtually defenseless crews in the boats. Despite the intense fire Munro led the boats ashore. Reaching the shore in waves, Munro led them to the beach two or three at a time to pick up the Marines. Munro and Petty Officer Raymond Evans provided covering fire from an exposed position on the beach.

As the Marines reembarked, the Japanese pressed toward the beach making the withdrawal more dangerous with each second. The Monssen and Leslie's Douglas "Dauntless" dive bomber provided additional cover for the withdrawing Marines. The Marines arrived on the beach to embark on the landing craft while the Japanese kept up a murderous fire from the ridges about 500 yards from the beach. Munro, seeing the dangerous situation, maneuvered his boat between the enemy and those withdrawing to protect the remnants of the battalion. Successfully providing cover, all the Marines including twenty-five wounded managed to escape.

With all the Marines safely in the small craft, Munro and Evans steered their LCP off shore. As they passed towards Point Cruz they noticed an LCT full of Marines grounded on the beach. Munro steered his craft and directed another tank lighter to pull it off. Twenty minutes later, the craft was free and heading to sea. Before they could get far from shore, the Japanese set up a machine gun and began firing at the boats. Evans saw the fire and shouted a warning to Munro. The roar of the boat's engine, however, prevented Munro from hearing and a single bullet hit him in the base of the skull. Petty Officer Munro died before reaching the operating base, but due to his extraordinary heroism, outstanding leadership and gallantry, Munro posthumously received the Medal of Honor.

"For extraordinary heroism and conspicuous gallantry in action above and beyond the call of duty as Officer-in-Charge of a group of Higgins boats, engaged in the evacuation of a Battalion of Marines trapped by enemy Japanese forces at Point Cruz, Guadalcanal, on September 27, 1942. After making preliminary plans for the evacuation of nearly 500 beleaguered Marines, Munro, under constant risk of his life, daringly led five of his small craft toward the shore. As he closed the beach, he signaled the others to land, and then in order to draw the enemy's fire and protect the heavily loaded boats, he valiantly placed his craft with its two small guns as a shield between the beachhead and the Japanese. When the perilous task of evacuation was nearly completed, Munro was killed by enemy fire, but his crew, two of whom were wounded, carried on until the last boat had loaded and cleared the beach. By his outstanding leadership, expert planning, and dauntless devotion to duty, he and his courageous comrades undoubtedly saved the lives of many who otherwise would have perished. He gallantly gave up his life in defense of his country."

Buried in the annual Coast Guard authorization act passed this week by Congress is wording that would strike from the U.S. Code the statement that all appointments to the Coast Guard Academy "shall be made without regard to the sex, race, color or religious beliefs of an applicant."

Under current federal law the academy is "race neutral," but the change would put it on the same footing as other colleges and universities in balancing its enrollment by admitting students from specific groups.

Diversity Peer Educators are cadets who volunteer to be the "go to people" for sensitive topics. Those distinguished cadets wear the Pin. The torch symbolizes leadership and courage while the light of the torch refers to the illumination of intellect provided by peer educators. The anchor represents the maritime heritage and the star symbolizes the connection of that heritage to the Academy. #diversity #uscga #eclipse2017

The affinity councils work to create an inclusive and embracing climate at the Academy. #uscga #diversity #uscg #eclipse2017

A post shared by U.S. Coast Guard (@uscg) on Apr 3, 2017 at 12:34pm PDT

Aligning an armed service with the domestic policies of the President requires a sensitive touch because getting too cozy with one administration can make it difficult to thrive under the next. With reports emerging that President Donald Trump is weighing significant budget cuts to the Coast Guard, it appears the service overplayed its support of President Barack Obama’s policies. To avoid painful cuts the Coast Guard must lose Obama administration-era vocabulary and develop a new rationale for its priorities.

It is understandable that Trump’s election surprised Coast Guard leaders. The service, however, should have realized more quickly the peril of being “all in” on Obama’s priorities in its budget and strategy documents.

For example, the number one priority for sustaining mission excellence in the Coast Guard’s 2017 budget fact sheet is “enhanc[ing] Coast Guard military justice capabilities, including the handling of sexual assault allegations.” The Coast Guard was obliged to implement the Obama administration’s policies on sexual assault, but it had no obligation to present its compliance as its most important mission performance initiative. This makes it harder to plead any readiness shortfalls, because all problems are, by the Coast Guard’s admission, less important than this issue. This is an unforced error.

Another unforced error was associating major acquisitions with partisan issues. The “Commandant’s Strategic Intent 2015-2019” and the “Implementation Plan for the U.S. Coast Guard Arctic Strategy” link new icebreakers and other polar capabilities to one side of the climate change debate—the side not supported by the new President. It was unnecessary to create this political liability because the need for polar capabilities is not contingent on climate change. It would have been more persuasive and less contentious to justify icebreakers in terms of increasing energy exploration, economic activity, and regional competition without predicting the presence of more, less, or the same amount of ice.