Commanders Comments: February 2010

[Republished from the Division 7 newsletter The Daymark, February 2010]

Shipmates,

In January I discussed my desire for the Auxiliary to be where you, and future members, choose to contribute your valuable time and energy. I have established four key principles for myself and the Division staff as we work to make the Flotillas and the Division the volunteer opportunity of choice. These are the principles that, along with the Core Values, will guide us in 2010.

Support the Members by supporting the Five Flotillas and the Flotilla leadership: Our missions are executed by our members as individuals, small teams of members and as Flotillas. The role of the Auxiliary organization, Division and above, is two-fold. First, the organization exists to provide the framework that enables the members of Flotillas to successfully and safely execute the mission. Second, the Division, District and National organizations work to direct the membership towards the missions identified by the Coast Guard. The Division leadership and staff serves the Flotillas. As the Division staff and leadership serve the members working through the Flotillas via the Flotilla Commanders and parallel Flotilla staff should a key objective. There are circumstances where the Division role in a mission or activity goes beyond simple coordination and the Division staff, Division Board or Vice Commander and I will need to assume management and leadership of that mission or activity. This may be due to operational necessity, the scale or complexity of the mission, a mismatch between the skills and assets of the Flotilla and the task, a very short timeline, a directive from District or National, or due to a directive from our Active Duty operational commanders. In this event we must be cognizant that there is a tradeoff when the Division takes the lead. While the Division's role may enhance execution of the mission or activity we have missed an opportunity for the Flotilla leadership, staff and members to take ownership of the mission or activity, develop capability in the mission or activity, and develop as a cohesive unit. Ultimately the Division will succeed when each of our five Flotillas has the capability, confidence, member strength and collective desire to execute the wide variety of Auxiliary missions we face.

Connect recruiting to mission execution with a focus on the member experience: We focus on recruiting and on the output of our members in mission execution. Between these two points we do a mixed job of preparing new members to execute missions. There must be a clear path for new members, and existing members wishing to explore additional opportunities, to move into new mission areas and achieve the qualifications necessary to participate fully.

• The Division leadership intends to encourage and facilitate a systematic approach to qualifying new members in a variety of different areas using an academy model. The academy model has benefits all participating members, trainees, instructor cadre, and mentors. It is my hope the academies will continue to be sponsored and managed by the Flotillas with overall coordination of timing by the Board and Division staff. 
• We need to examine all our processes to identify issues that prevent our members from participating and then do our best to remove those blocks we can. 

Promote personal and organizational readiness: Be Semper Paratus as individuals, teams, crews, Flotillas, and as a Division.

• The Division leadership will discuss, promote and exemplify personal readiness. 
• We will encourage and support Flotilla readiness programs and projects. 
• We will seek the necessary resources and facilitate the training required for members to be ready. 
• The Division will build a contingency planning working group to workshop plans and determine the need for training, exercises and additional capabilities and equipment. 
• We will emphasize the impact readiness has on safety and safety has on readiness. We can only be ready if we operate safely and only operate safely if we are ready. 

Communicate to build tolerance for change: Over the last few years we've seen a number changes in our mission set, policy and organization. I expect this pace of change to increase, perhaps dramatically, as the Coast Guard and the Auxiliary continue to modernize.

• The Division leadership will communicate to our membership that the Auxiliary is in a time of growth and change. 
• We will assure the context for policy changes is provided and help members see meet the challenge -- providing the what, why and how of the change 
• Some changes may be difficult, it is important to remember our role as a component of the Coast Guard and our commitment to the Core Values as we adapt and build a stronger Auxiliary. 

Finally, as always, let the core values be our guide

• Honor: Integrity is our standard. We demonstrate uncompromising ethical conduct and moral behavior in all of our personal actions. We are loyal and accountable to the public trust. 
• Respect: We value our diverse work force. We treat each other with fairness, dignity, and compassion. We encourage individual opportunity and growth. We encourage creativity through empowerment. We work as a team. 
• Devotion to Duty: We are professionals, military and civilian, who seek responsibility, accept accountability, and are committed to the successful achievement of our organizational goals. We exist to serve. We serve with pride. 

Thank you for your service. As always be safe in all your Coast Guard and life activities and look to the safety of your shipmates.


Respectfully,
Daren Lewis
Division Commander