STRATEGIES FOR SUCCESS MARKETING PLAN FOR OUR FUTURE

Auxiliary Strategic Plan Initiative Introduction: “ The purpose of the Auxiliary is to assist the Coast Guard as authorized by the Commandant in performing any Coast Guard function, power, duty, role, mission or operation authorized by law.” 14 USC 822 Support for the mission is the National Strategic Plan.

Elements of the Plan Identify and promote levels of CG Operational Support: Normal Operations (Ops Normal – Day to Day operations) Backfill Operations (Short term deployment of AD assets, backfilled with Auxiliary to maintain operations) Surge Operations (Long/short term deployments in support of AD missions – Bridge collisions or DWH). Targeted Augmentation (Specific jobs requiring specific individuals) – SLMR example

Elements of the Plan Promote Auxiliary unit relationships with counterpart CG units by developing interactions with AD units: This requires proactive interaction with the CG units by the Auxiliary; District with the CG District/DIRAUX, DCAPT’s & DCDR’s at the Sector level and Flotillas at the CG unit levels. This must be lead by the District Staff Officers (ASC/DSO- IM) going to the Sector and lower units and discussing: 1.The purpose for the GAP Analysis to gain their support. 2.Obtaining the CG unit input to make the GAP Analysis work. 3.The support of the DCO/DCOS is a must!!

Do they really know us? “They know all about the Auxiliary. They’ll call when they want us.” Many Active Duty personnel are unfamiliar with what we can do and what resources we have in our arsenal of capabilities. Never assume the CG unit commanders/staff’s are familiar with the Auxiliary and what we can do for them. Accordingly, as leaders, one thing we need to do involves marketing the Auxiliary to our customer-the AD Coast Guard.

Blowing Our Own Horn! Yes, we are talking salesmanship. Senior Leadership should be working in coordination with subordinate unit leaders to reach all your respective CG units with a consistent and planned message. We first must know and understand the WANTS AND DESIRES of our customer (CG). This means having a face-to-face discussion with the CG unit leaders to learn their wants and desires. During these early discussions, THINK OUTSIDE THE BOX! (yoga instructor) DCO/DCOS – what is your message and have you communicated it to your “team”?

Building Your Team The team is the DCO, the DCOS, the ASC’s and your DSO- IM and their assistants. When district has multiple Sectors, the DCO may not always get to everyone of the subunits in time to complete survey on time, but your team can do the work for you. Discuss the wants and desires of the Sector Commander(s) with your team and let them go to the subunits and determine the wants and needs of the units. Develop a strong feedback loop for your team.

Building Your Team Have the team use the ICS-215 form provided to determine: 1.The requests of the Sectors/ Subunits. 2.Use the form for all four Operational Tempo status reporting. (Ops Normal, Backfill, Surge & Augmentation) 3.Use to show the unit’s requested slots that they would like filled. 4.Use it show how many Auxiliarists are “actually” filling each slot. 5.Use it to show the difference between the two and we have our DELTA or GAP.

5NR GAP ANALYSIS PLANNING WORKSHEET Watch stande rs Faciliti esAUX-FS AUX- CFVEAUC-CI AUX- EUAUX-TI AUX- WM UPV Examin er In Port OOD MAA Quarte rdeck Cont Planni ng Suppor t ICS Instruc tors Admin Suppor t Yoga Instruc torIMT ATON Verifie rs Fixed wing aircraftHelos Helo Ops Boat Crew Helo Ops Coxsw ain Tour Guides Recruit Instruc tors Physic ans Beach Access Watch MWR Lucky Bag Sales Gradua tion Suppor t 2. DATE PREPARED3. AUXILIARY DISTRICT 10-Jul-155NR 1.INITIAL PLANNING STEADY STATE/BACKFILL 4. DISTRICT ID 5. SECTOR/AIR STATION/UNIT 7. TOTAL SHORTFALLS 8. TRAINING REQUIREMENTS MET 9. TRAINING REQIREMENTS NOT MET 10. COMMENTS 5 Sector DELAWARE BAY Philadelphia, PA REQ HAVE NEED Air Station Atlantic City, NJ REQ 120 HAVE 91 NEED 30 5 USCGC WILLIAM TATE Philadelphia, PA REQ 2 2 HAVE 2 2 NEED DIRAUX (5NR) Philadelphia, PA REQ 33 HAVE 33 NEED 00 FORCECOM Norfolk, VA Training Center Cape May, NJ REQ HAVE NEED LANTAREA NSFCC Atlantic Strike Team Fort Dix, NJ REQ 77 HAVE 77 NEED 00 Special Missions Training Center Deploymnet Training Detachment Fort Dix, NJ REQ 44 HAVE 44 NEED 00 USCGHQ Recruiting Office Philadelphia, PA REQ 55 HAVE 22 NEED 33 REQ HAVE NEED REQ HAVE NEED 11. TOTAL PERSONNEL REQUIRED TOTAL PERSONNEL ON HAND TOTAL PERSONNEL NEEDED

Your Meeting Objectives Purpose Purpose for the meeting – Why are we meeting? Clear understanding of why you are meeting with this unit or member of the CG? Are you the right person to be making this call? Have a Plan of Action for your meeting to obtain the results that are needed for the GAP Analysis. Plan to come away from the meeting with positive results for both you and the CG.

Your Meeting Objectives Agenda – Your plan of what you want to accomplish in this meeting. Establish the timeline for this meeting. This puts everyone in the meeting with an idea of how long they will be meeting. Have a written outline of the items to be discussed. This will keep the meeting in focus with those in attendance. Keep the meeting on track, answer questions, but make sure the questions don’t get off track with the objective for your meeting. Remember your time and their time is valuable.

Your Meeting Objectives Return – This part of your meeting will make a statement of what you and the CG can expect from each other…..How will it benefit me? Remember the most important part of the Return is that the CG comes away from the meeting learning what they will benefit from the Auxiliary and not the other way around. However, as you do these meetings you will find many ways that the Auxiliary will also benefit – like new missions, training with the AD, positions for recruitment for your units.

“What does the Coast Guard Need?” Finding the Critical Success Factors for the Commander. Ask the questions that will draw out the goals and objectives of the Commander. “Commander what are your goal for the unit?” This will start to get to the greatest needs of the unit. A good rule of thumb – listen more than speak. Ask open-ended questions – Who, What, When, Where, Why, How much? Ask the “what if” questions – You’ll learn things and start the commander to thinking of the future activities of the unit.

Your Meeting Objectives Closing your meeting – Discuss ways to meet the needs of the unit. Come to an agreement on a course of action to meet the needs of the unit. Breifly restate what each partner of the meeting will accomplish and confirm all agreements. Set a follow up date and time for a meeting to review the progress. Don’t forget to thank everyone for their time and efforts.

Quality = CG Satisfaction We must deliver a quality product. If we agree to have Auxiliarists serve in the positions, they must be there! The commitment of the unit must be total support for the CG in all four states – Ops Normal, Backfill, Surge Ops, Augmentation. The DCO needs to develop a process to monitor performance, obtain CG feedback and make necessary improvements in the program.

Quality Assurance Process 1.Ensure members are suitable, qualified and appropriately trained. 2.Members must be punctual, keep scheduling commitments to the CG unit. 3.Members must be neat, well-groomed, in correct uniform and be professional in appearance and demeanor. 4.CG needs to see we do our job well, adhere to unit standards. 5.We must demonstrate we are safe, competent, professional.

Quality Assurance Process 6.Be prepared to train members as necessary to meet Coast Guard needs. 7.Does the CG unit have needs that the Auxiliary cannot fill, but we could if we had additional resources? Recruitment. 8.Do you and your units have a plan to mobilize resources should they be needed? Do you use the Everbridge notification system regularly? Memebers need to be trained on the system. 9.Do we do what we have committed to? Members must follow through.

Repetition Repetition is the name of the game!! We must constantly follow up on our analysis – change happens, we must be prepared to meet it. Our message must constantly be repeated whenever the CG staff changes. We must constantly tell the CG team, who we are and what we can do. The message must start at the top and flow down to the Flotilla level – frequently. Its all about building mutual trust and personal relationships –that is the secret to long lasting team building with the CG.

Q&AQ&A