ISS1 2018

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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Page 7 of 59

I f there's one thing we learned during 2017, it's that the Reserve remains a relevant and essential force multiplier for the Coast Guard. We experienced the most active Atlantic hurricane season in decades, we increased our support to the security mission at Naval Station Guantanamo Bay, Cuba, and we did it all successfully in the midst of an extremely challenging and uncertain budget environment. Under normal circumstances, we might take the time to pat ourselves on the back for a job well done and continue down the path of "operations normal." But these are extraordinary times, and they require extraordinary solutions to the many long-standing issues that have left our Reserve at its smallest size since the Korean War. Our efforts in the past often focused on addressing the symptoms that are more easily identifiable, rather than looking at the systemic solutions that will better position the Reserve for long-term success. Only by getting at the heart of issues, like assignments outside of the reasonable commuting distance, will we be able to find enduring solutions that provide for a stronger Reserve. To this end, the Office of Reserve Affairs will be focusing its efforts over the next few years within three strategic priorities: "Getting the Organization Right," "Getting the Force Right" and "Building Leadership for the Reserve." Getting the Organization Right Integration of Active and Reserve Component operations in the mid 1990's has been successful in creating a more efficient organization at the field level. However, the Coast Guard did not complete the integration process at the Headquarters level. This has created challenges with our ability to tie operational contingency response requirements with enterprise capability management and resourcing processes. In order to optimize our Reserve Component, we must fully integrate Reserve equities into the greater Coast Guard management and processes. We are working closely with stakeholders across the Coast Guard to define a way forward with Reserve governance that will ensure cross- programmatic visibility in the management and allocation of Reserve resources. Getting the Force Right We need to look at novel solutions to constraints in the accession, assignment and training systems in order to ensure we provide a ready workforce. Establishing a better understanding of accession and training capacity limits in specific geographic areas will help us to focus on the highest return on investment for our limited resources. This effort is not just limited to Reserve positions; we must look to how Reserve-funded Full Time Support (FTS) positions are justified and allocated across the Coast Guard. From the Program level at Headquarters to the individual sector, we need to increase the number of positions in direct support of the Reserve in order to provide the necessary level of Reserve-specific expertise within the operational chain of command to build to higher levels of readiness. Building Leadership for the Reserve Here again, an integrated approach is necessary. Active component leaders must become more conversant in Reserve matters given their organizational responsibilities. At the same time, we need to increase the capability of our Reserve Program Administrator (RPA) corps by implementing an Apprentice/Journeyman/Master concept within the specialty. More importantly, we need to ensure we support the growth of the next generation of Reserve leaders (officer and enlisted) to ensure a thorough understanding of the resource management system and the role of the Reserve within the wider Coast Guard. The combination of a strong ownership mentality in the active component and informed leadership support in the Reserve component will finally provide for the truly integrated workforce envisioned over 20 years ago. Only by working together will we remove barriers, create transparency and achieve the best outcomes for the Coast Guard and our nation. I look forward to partnering with many of you in the years to come as we do this work together. Semper Paratus. "The combination of a strong ownership mentality in the active component and informed leadership support in the Reserve component will finally provide for the truly integrated workforce envisioned over 20 years ago. " Rese R vist Magazine t he v iew FR o M the B R idge Capt. William Csisar Chief, Office of Reserve Affairs 6 RESERVIST � Issue 1 • 2018

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