ISS1 2017

Reservist Magazine is the award-winning official publication of the United States Coast Guard Reserve. Quarterly issues include news and feature articles about the men and women who comprise America's premier national maritime safety and security

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DXR staff would be aware of similar reports received from other Sectors and would collate that information for further distribution up the chain of command and for resolution by the Force Planners at Headquarters. This example is not hypothetical but an actual example of how the RFRS fed information up to HQ which resulted in solution development. Currently, CG-131 is working with CG-CPE on a resolution strategy and the uptick in CG-131 sponsored ICS course available to reservists in FY16 was a direct result of this collaboration. Cooperation, collaboration and communication within and between the various elements of RFRS is and will continue to be a critical success factor in the effective operation of the RCFP System. Are there other on G oin G initi A tives th A t i h A ve he A rd A bout th A t A re p A rt of the rcfp WG A ctivities? Within the RCFP Working Group there are sub-working groups that are focused on resolving specific Reserve issues. For example, the work done by the Director of Operational Logistics (DOL) on the Reserve Maintenance and Assist Teams (RMAT) recently highlighted in the RESERVIST magazine (Issue 2 - 2016) is an example of a sub-working group of the RCFPWG. The development of the RMAT concept involved Forces Managers (LANT-1, DOL-1, SFLC) and Force Planners (CG-7). Initiatives such as the DOL's may ultimately require a shift in Reserve resources and the information derived from those initiatives will be some of the metrics that are used by the RCFP WG to make recommendations and decisions affecting the whole Coast Guard RC. There are also sub-working groups comprised of Force Planners at Headquarters and Force Managers out in the field who are reviewing a variety of issues such as what mix of forces does the Coast Guard need under our current Operational Plans and where/how does the RC fit into that mix. As a result of the RCFP working group, the RC should anticipate that a course of action will be recommended to the Executive Steering Group in 2017 with some changes to the composition of the Reserve force being implemented by 2018. In the interim, there may be incremental changes such as those caused by pilot projects (e.g. the Reserve Maintenance and Assist Teams) or other workforce shaping activities that are not expected to impede the work of the RCFPWG (e.g. continued implementation of the boat forces management plan). As soon as any courses of action are approved by the Global Force Management Board, they will be messaged to the field so that every RC member will understand what changes may come. cA reer i M p A cts of future force sh A pin G M e A sures Force shaping measures of any kind are often concerning to people who naturally wonder how they and their careers will be impacted. Let's begin by establishing that the Coast Guard and Coast Guard Reserve leadership understand these concerns and will make concerted efforts to implement required changes in a fair and measured manner. There is nothing about future force shaping measures that are designed to further reduce our force size or eliminate people before they are eligible for a Reserve retirement. To the contrary, if a member fulfills their military obligations, continues to advance within established policy limits, and adheres to the Coast Guard's core values and other Coast Guard policies, they will be able to enjoy the benefits of a Reserve retirement (called a non-regular retirement) after they have completed a minimum of twenty qualifying ("good years") years of service. Ultimately, the goal of future force shaping measures is to establish a more effective, contingency based and operational ready reserve where members can best serve the Coast Guard with the least detrimental impact to their civilian careers and family. 32 RESERVIST � Issue 1 • 2017

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