Auxiliary Aviation in District 7:Thirty-one “Best Practices”

Ken PlesserDistrict Staff Officer – Aviation (2012-2016)

Doug ArmstrongDistrict Flight Safety Officer ( 2014-2016)

December 2016

Coast Guard Air Stations in District Seven

AcknowledgementThis briefing package is a compendium of forward-leaning ideas accumulated over the past four or five years in District 7. Contributions have come from the AUXLO/FSO/ AOPS/OPS/COs of the Air Stations, and from the Auxiliary pilots and crew, AACs, and District aviation staff.

The authors are indebted to the active duty members who modeled the way forward, and to the AuxAir crews that accepted the twin challenges of operational effectiveness and flight safety.

DisclaimerNo claim is made for universal applicability of these “best practices,” because relationships vary somewhat between AuxAir and the Air Stations within District 7. They may vary even more so among Districts, owing to differences in policies, missions, AOR, etc.

Practices noted herein are only intended to be illustrative of recent initiatives that have been deemed successful, as judged by active duty and Auxiliary aviation leaders, either at the District level or at one or more of the Air Stations in District 7.

1. Articulate the cornerstones

Professionalism: Auxiliary pilots and aircrew must strive to hold themselves to the same professional standards as the active duty. Not only in airmanship, but also in dress, comportment and attitude.

Ethos: It is insufficient to simply find good pilots/aircrew and teach them how to fly Coast Guard missions. They need to internalize and practice the Coast Guard core values of honor, respect and devotion to duty.

2. Develop a Strategic Plan for AuxAir in the District

Articulate achievable goals, supported by specific strategies that will lead to success in attaining those goals. In so doing, ensure strategic alignment with Commandant, National Commodore, District Commander and District Commodore.

Created by AuxAir leaders, in conjunction with District Commodore, District Staff (DIRAUX) and Air Station leaders.

Publish widely, and measure progress periodically. Revise and update after two years.

2015-2016“Become more professional”

1.Sustain relevant initiatives from 2013-14.

2.Make flight safety paramount

3.Operate as professional military entity

4.Establish a “destination event” for AuxAir

5.Develop a prototype “Air Crew Mission Specialist”

Current draft of 2017-2018“Stay the course”

1.Continue to pursue and perfect prior goals

2.Organize to reflect the Air Station

3.Broaden the base of facilities and crews

4.Push for a more equitable SAMA rate

5.Become more robust in ICS/incident response

2013-2014“Fix what’s broken”

1.Streamline the administrative functions.

2.Staff and train for operational proficiency

3.Acquire appropriate aviation facilities

4.Ensure and advance operational capability

5.Develop leaders; implement leadership practices.

Evolution of the District 7 AuxAir Strategic Plan over a six-year span

3. Manage District affairs with a joint DSO-AV and DFSO team

The Auxiliary Manual says only that “The District Flight Safety Officer (DFSO)… advises the District Staff Officer-Aviation (DSO-AV) on safety issues.” This is necessary, but not sufficient, because flight safety is integral to everything that a DSO-AV does. However, they should never be the same person.

DSO-AV and DFSO should attend all annual Workshops and training. Leaders who are invisible to their people will become ineffective. “Showing the flag” is essential.

4. Create organizational mapping between gold/silver officers

Air Station CO/XO/OPS/AOPS/AUXLO should not have to learn the arcane lexicon of the Auxiliary personnel structure.

The Auxiliarist appointed to lead the AuxAir cadre (presently called the Auxiliary Air Coordinator or AAC) should be thought of instead as the Auxiliary Operations Officer or, alternatively, AOPS for piston-powered aircraft.

Other Auxiliarists who hold responsible positions should map, one-on-one, with their active duty counterparts.

Auxiliary organization at a hypothetical Air Station XYZ

5. Move administrative chores to District-level Auxiliarists

The DSO-AV should appoint as many assistants as needed to assume all administrative activities. District Seven has 15 ADSO-AVs, but smaller Districts would likely need fewer.

The Auxiliary Operations Officer (nee: AAC) at each Air Station should focus his/her efforts on operational effectiveness. Burdening this critical person with administrative paperwork is a waste of time and talent.

6. Recruit new members/facilities aggressively, but selectively

Not every pilot at the local FBO is a candidate for Auxiliary membership. New Auxiliary application policies will help weed out some misfits. Expect 20% per year attrition.

Not every general aviation aircraft is a candidate operational facility. There are some “dogs” out there on the flight lines, and those cannot be allowed represent the Coast Guard.

Include the Air Station Commander, or designee, in screening to obtain the right candidates with the right aircraft who embrace the USCG core values.

7. Conduct training on a 6-month recurring cycle

The mandatory annual aviation Workshop should be held at the Air Station, to provide an opportunity for interaction.

Six months later, hold another training session for AuxAir members in conjunction with the District’s D-TRAIN event. This may mean shifting the Workshop traditional date.

D7 had 43 AuxAir members at its September 2016 D-TRAIN… 30% of its population, most paying out-of-pocket to attend.

8. Make the annual Workshop a two-day affair

The Auxiliary requirement for a Workshop can be satisfied with three hours of lectures and a swim test. This is wholly insufficient in today’s dynamic operational environment.

The opportunity for Air Station leadership to meet and come to know all of the AuxAir personnel is priceless.

Unfortunately, travel funds are limited. Some of the travel and attendance costs may have to come out-of-pocket.

9. Seek high-level Sector participation at the Workshop

If possible, the Response Chief(s) of the supported Sector(s) should attend to articulate emerging requirements and to assess the quality of the support in the preceding year. If unavailable, a good alternative is the Command Center Chief(s).

Some Sector Commanders make it a point to attend themselves, if possible. This sends an important message and is always well-received.

10. Create a challenge coin

Once the die charges are amortized, a coin can be procured for about $6. The motivation, good will and esprit de corps generated by this simple reward is a worthwhile trade-off.

A challenge coin tells the world that the AuxAir unit understands military traditions and procedures.

The District 7 AuxAir Challenge Coin

11. Press for a more equitable SAMA rate

Existing SAMA policy is a factor in diminishing participation.

A fresh look at cost vs. value vs. fairness is warranted.

0%

20%

40%

60%

80%

100%

2006 2010 2016 2016+100hr

Percent of Operational Expenses Reimbursed by SAMA

Cessna 172

Piper PA28

Cessna 182

Beech BE55

Cessna 414A

12. Process AuxAir awards through the Air Station

Air Station COs can be the final approval authority for: the Auxiliary Commendation Medal, Achievement Medal, Letter of Commendation, Meritorious Team Commendation and Medal of Operational Merit.

The Air Station is more likely to understand and appreciate the nature and scope of the action being recognized than the lengthier alternative approval authority, which is via the Auxiliary leadership chain.

13. Seek opportunities for social integration of AuxAir

Ideally, AuxAir members should strive to be thought of as members of the Air Station wardroom.

This level of respect cannot be granted; it can only be earned over time.

Changes of Command, unit Dining-In or -Out, Christmas parties, Air Station picnics, etc. are opportunities for social integration.

14. Do not lose sight of the essential Auxiliary structure

Organizations, like AuxAir, that are small in relative size, and that also have demanding admission requirements, can begin to think of themselves as “elite.” This mindset is toxic to the notion of Team Coast Guard, and must be avoided.

Aviators have to recognize that they are members of their Flotilla, Division and District, in addition to being integral to their Air Station.

Pride is good; teamwork is better.

15. Provide weekly reports to DIRAUX and the Air Station

The D7 weekly template includes: operational excellence items, personnel items, partnerships, and upcoming events. Two reporting chains benefit:

Dpa folds the most meaningful items into his report to Dp, and are then included in the weekly report to the Admiral.

Copies to Air Station CO and OPS, Sector Commander, Auxiliary leaders, and other stakeholders provide timely visibility for excellence, and also for problem areas.

16. Acquire encrypted radios

The action is on VHF CG-1xx and UHF CG-4xx.

Assets communicating on Marine Band 21/22/23 are not part of the “A-Team” and will never be a part of any LE support missions.

Interface boxes to adapt handheld encrypted radios to general aviation headsets can be purchased commercially or constructed from simple plans available from D7.

17. Equip facilities with high resolution photo capability

Ability to e-mail photos to Sector in near-real-time is critical.

Wreck from 500 MSL with iPhone camera. Same wreck from 500 MSL with a quality camera/lens.

Currently, crews generally fund their own camera equipment. Some Air Stations provide cameras; some do not.

18. Acquire high quality PPESurvival vests with an EPIRB in every vest… plus flares, strobes, mirrors, streamers, whistles, etc.

Two flight suits for each qualified member. Boots. Aviation Dry Coveralls (ADCs) for select crews in the northern climes.

Recover and redistribute equipment promptly from Auxiliarists who are no longer actively participating.

“Air Station Commanding Officers will issue PPE and ensure Auxiliary aviators are properly outfitted before conducting Coast Guard missions. The District Commander provides funding support specifically for Auxiliary aviation PPE.” COMDTINST 16798.3E

19. Enlist the Rescue Swimmers in survival vest inspection

Many Air Stations hold an annual “VestFest,” where all survival vests are brought to the Air Station for thorough inspection by the swimmers, supported by the AuxAir PPE managers. This ensures highly-skilled “eyes-on” once a year.

Vest custodians are responsible for the inspection at the alternating six-month points.

20. Prepare and maintain detailed lists of equipment needs

Funding for PPE and mission equipment is unpredictable regarding timing and amount, particularly when end-of-FY sweep-up funds are concerned.

Maintain lists of known expenses such as cyclical raft/vest overhaul and annual vest consumables (flares, CO2, etc.).

Maintain a ”wish list” to be acted upon promptly when funds become available (cameras, more ADCs, etc.).

21. Develop local Environmental Prerequisites for ordered missionsEnvironmental prerequisites should be established and promulgated to all flight crews; these will vary by AOR.

Examples: surface winds, wave heights, thunderstorm probability, ceiling and visibility forecasts. Limits may vary by mission type or skill level (e.g., CP different from AC)

Standards reduce pressure on crews to complete missions, and form part of the contract between the Air Station and Auxiliary mission commanders.

22. Fly active duty pilots occasionally on AuxAir missions

Air Station Miami calls it the “Gold-side Flight Partners” program.

Such a program provides:- an opportunity for the Air Station to assess: airmanship, operational awareness, crew capability, and mission types- an opportunity for active duty pilots to teach their AuxAir counterparts on USCG procedures.

23. Continually seek new missions suitable for AuxAir assignment

Financial leverage is extraordinary: a few hundreds of dollars versus 7-10 thousands of dollars per flight hour.

Recent new developments in District Seven:- principal asset for first light searches driven by uncorrelated flare sightings and radio calls- preferred transport to Andros, Great Inagua and GTMO for crew swaps, repair part delivery, etc.- many more LMR and MEP missions recently

24. Provide familiarization flights for Sector personnel

Active duty members who are newly arrived in the AOR want to learn the “lay-of-the-land.” An aerial tour is inexpensive and effective.

Response Chief, Operations Center watchstanders and SAR controllers are prime candidates.

Might extend beyond Sector, e.g., Marine Safety Office personnel.

25. Have an Aux B-2 Standby crew for times of heavy boating activityPrincipally for 3-day weekends: Memorial Day, 4th of July and Labor Day, plus local events that generate substantial boating activity.

A ready AuxAir crew can respond promptly if/when Air Station assets are tasked beyond their organic capability.

Might be used to keep the ready helo crew from being “bagged out” early in the day.

26. Conduct periodic Human Factors Councils for AuxAir pilots and crew

Air Station CO/OPS/AUXLO should strive to know as much as possible about their AuxAir flight crews and about their physical and emotional health.

Unlike the active duty, AuxAir crews are encountered by Air Station leaders only occasionally. HFCs periodically provide the command with additional insight into crew health.

Currently, only one Air Station is doing this.

27. Seek opportunities for AuxAir to meet the customers

Connecting AuxAir crews to Sector Command, Sector Response, ODOs, patrol boat COs, MSUs, etc.

– highlights capabilities and makes Sector mindful for tasking– creates a forum for working out operational kinks.– provides needed perspective for AuxAir crews– drives a professional customer-focused program

Must be cautious to prevent “direct-to” tasking; all tasking must go through the Air Station.

28. Pre- and post-mission reporting

Pre-mission reporting sent to the Air Station bang list, reporting:• Personnel• Weather• Expected Tasking• ORM/GAR Score• Flight Plan

29. Establish Assistant District Flight Safety Officer (ADFSO) positions

Explicitly allowed for in the Auxiliary Manual, but only needed if there is more than one Air Station in a District.

ADFSOs work closely with Air Station FSO to - promote safety- include AuxAir in mishap planning- assist in documenting reportable incidents- promote Command’s safety policies

30. AUXLOs are the keyThe ideal AUXLO will:• Work for the Air Station Operations Officer• Promote the CO’s command philosophy to AuxAir members• Help the Auxiliary Operations Officer manage the Aux crews• Work issues across the USCG in support of AuxAir• Assist setting up AuxAir safety events at the Air Station• Assist in getting recognition/awards where appropriate• Include AuxAir, when possible, in the life of the Air Station

31. Establish the Air Station as the singular cultural nucleus

AuxAir members must derive their operational and flight safety culture from the Air Station. Anything else, by definition, is less effective and less safe.

Any competing cultural nucleus, such as an “Aviation Flotilla,” a flying club, an FBO group, or even the Auxiliary itself, dilutes the influence of the Air Station culture.

This closes the loop back to Slide #1… Cornerstones: Professionalism and Ethos. Coast Guard core values.