UNITED STATES COAST GUARD SECTOR NORTH CAROLINA

Transcription

1 UNITED STATES COAST GUARD SECTOR NORTH CAROLINA FY2018 STRATEGIC PRIORITIES 1

2 Introduction This document establishes FY2018 strategic priorities for Sector North Carolina. Strategic priorities align operational, administrative, and leadership objectives and goals across the Sector and its sub-units to unify and coordinate our collective efforts and focus our resources to improve mission execution, streamline business processes, and address organizational or structural gaps that may impede efficiency and/or effectiveness. The strategic priorities and associated objectives and goals identified herein will guide our planning process and inform our resource allocation decisions in additional to operational and other programmatic guidance issued by District 5, LANT, and/or Headquarters programs. Mission Statement To professionally and proactively protect life, property, and the maritime environment in the ports and waterways of North Carolina. Area of Responsibility Sector North Carolina s area of responsibility (AOR) encompasses the coastal region, ports, and federally navigable waterways of the state from the northern border with Virginia to the southern border with South Carolina. The AOR includes 3,375 miles of coastline and one of the largest recreational boating and commercial fishing vessel fleets on the East Coast of the United States. There are two national strategic ports: Wilmington and Morehead City. The Military Ocean Terminal Sunny Point (MOTSU) is the largest military outload port on the East Coast. The Port of Wilmington also receives some of the largest explosives shipments on the East Coast, which has significant national-level impacts in various economic sectors around the country. Tourism in the coastal regions is one of the state s largest economic drivers and the Crystal Coast and Outer Banks regions of the state are home to many sea/shore side resorts with a large population of tourists participating in maritime activities particularly during the summer months. The State of North Carolina s coastline is comprised of numerous barrier islands in both the northern and southern portions of the state, which present significant challenges with respect to constant and often unpredictable shoaling that greatly impacts safety of navigation for both commercial and recreational boaters. The coastline and inlets are subject to large surf and strong rip tides, and the state is highly susceptible to significant weather events, primarily hurricanes during the season from June to November. 2

3 Mission Focus While equipped and staffed to carry out the broad range of Coast Guard missions, Sector North Carolina s primary mission focus areas are: Search and Rescue Sector NC and its stations, in coordination with aviation support from Air Station Elizabeth City and asset and coordination support from District 5 prosecuted 544 search and rescue cases in FY17 saving 151 lives, assisting 780 lives, and protecting $38M in property. Law Enforcement Sector boarding teams conducted 2,648 boardings, 63 terminations, and issued seven Boating Under the Influence (BUI) violations. Military Outloads Sector NC provided waterside security and Explosive Handling Supervision for 73 military outloads in FY17 supporting national security interests around the world. Aids to Navigation Sector Aids to Navigation Teams and ATON cutters service 809 aids to navigation in the Sector NC AOR. In addition, the Sector works closely with the Army Corps of Engineers (USACE) to best mark waterways subject to constantly shifting shoaling. Vessel and Facility Marine Inspections Sector NC conducted 1,325 vessel and 194 facility inspections in FY17. Maritime Casualty Investigations Sector NC conducted 241maritime casualty investigations in FY17. Commercial Fishing Vessel Inspections The Sector completed 239 fishing vessel safety examinations and inspections in FY17. Port State Control Sector NC conducted 343 Port State Control examinations in FY17. Pollution Response Sector NC received 209 National Response Center reports and responded to 61 pollution incidents in FY17 including four federalized pollution cases, eight Notices of Violation, and 69 Letters of Warning. Safety Zone / Marine Events Sector NC processed 62 marine event applications and enforced 25 safety zones in FY17. 3

4 Sector North Carolina 9 Stations 3 Aids to Navigation Teams 2 Sector Field Offices 2 Marine Safety Detachments 65 ft Cutter (WLI) 3,375 miles of coastline STA Elizabeth City SFO Cape Hatteras DD (MS) Cape Hatteras ANT Wanchese STA Oregon Inlet STA Hatteras Inlet STA Emerald Isle STA Wrightsville Beach Sector North Carolina STA Oak Island ANT Oak Island CGC BAYBERRY STA Hobucken STA Ocracoke SFO Fort Macon MSD Fort Macon STA Fort Macon ANT Fort Macon USCGC RICHARD T. SNYDER (FY18) USCGC NATHAN BRUCKENTHAL (FY18) 4

5 Assets Sector North Carolina operational and support units and assets include: Units: o Sector Office Wilmington o Sector Field Office Fort Macon o Sector Field Office Cape Hatteras (Nags Head) o Marine Safety Detachment Fort Macon o DD-SFO (Marine Safety) Cape Hatteras (Nags Head) o Station Oak Island o Station Wrightsville Beach o Station Hobucken o Station Elizabeth City o Station Hatteras Inlet o Station Oregon Inlet o Station (sm) Ocracoke seasonal o Aids to Navigation Team Oak Island o Aids to Navigation Team Fort Macon o Aids to Navigation Team Wanchese Personnel o Active duty: 439 o Reserve: 142 o Civilian: 18 o Auxiliary: 750 Cutters o USCGC BAYBERRY (65 Inland Buoy Tender) o USCGC RICHARD T. SNYDER (154 Fast Response Cutter tenant command planned FY2018) o USCGC NATHAN BRUCKENTHAL (154 Fast Response Cutter tenant command planned FY2018) Boats o 55 ANB (1) o 47 MLB (9) o 45 RB-M (4) o 29 RB-S (9) o 26 TANB (3) o 24 SPC-SW (7) o 20 TANB (2) o 18 SPC-SKF (1) 5

6 Environment Marine Environment North Carolina s coastline is subject to significant tidal, current, and wave action which creates a hazardous environment for swimmers and small craft year round. Rip currents influenced by the relatively shallow waters along the barrier islands are particularly hazardous when large surf is present. The convergence of the Jet Stream with North Atlantic waters in the offshore area around Cape Hatteras creates hazardous offshore conditions earning the area the nickname the graveyard of the Atlantic. North Carolina is also highly susceptible to hurricane activity and experiences the fourth highest number of hurricane landfalls in the country. Marine Transportation System In addition to the major ports of Wilmington and Morehead City described below, the North Carolina marine transportation system consists of an expansive state and private ferry system providing vehicle and passenger service to the major barrier islands. The ferry system is a major component of the State s transportation strategic plan and is heavily relied upon to support commerce, tourism, and emergency services. North Carolina also hosts approximately 230 miles of the Atlantic Intracoastal Waterway that links many of its sounds and rivers and facilitates inside passage across the state from the South Carolina border to the Virginia border. Inland North Carolina has 57 named lakes, the majority of which are patrolled by state and local authorities. Coast Guard Auxiliary flotillas are also active on many of the State s lakes. Lake Wylie and Lake Gaston are shared with the South Carolina and Virginia respectively. The Coast Guard conducts surge operations focused on boating safety in cooperation with state and local authorities during the summer months. Ports o Wilmington: The Port of Wilmington, located on the Cape Fear River is the largest port in the state with a 42-foot navigational channel, nine berths, 6,768-foot wharf, and four post-panamax container cranes. It has a total container capacity of 600,000 TEU, almost one million square feet of covered storage, and intermodal rail access. Primary products shipped through the port include grains, wood products, chemicals, fertilizers, furniture, apparel, and automotive parts. o Morehead City: Primarily a bulk and break-bulk facility, the Port of Morehead City has a 45-foot navigation channel, nine berths, one multipurpose crane, two 115-ton gantry cranes, and one 125-ton mobile crane. Primary products shipped through the port include phosphate, sulfur, rubber, wood chips, metal products, grain, and aircraft parts. o Military Ocean Terminal Sunny Point (MOTSU): MOTSU is the largest military ammunition port in the world and is a key strategic capability for the Department of Defense. State and Local Stakeholders o NC State Ferry System o NC Emergency Management o NC Dept of Environmental Quality 6

7 o Port Committees o Pilots o Sheriff s Departments o Local PD and FD Departments o NC Wildlife Resources Commission o NC Marine Patrol o NC Marine Fisheries o Hatteras Island Rescue Economic North Carolina is the 10 th largest economy in the U.S. by GDP at more than $518 billion in annual economic activity. The major industries include agriculture, tourism, textiles, furniture, automotive, biotechnology and pharmaceuticals, food processing, aerospace and defense, and business and financial services. Investment in the sustainment and modernization of the state ferry system and marine transportation infrastructure is a major component of North Carolina s economic development strategy. Maritime industries include recreational and commercial fishing, recreational boating, tourism, and cargo and container shipping. Military Installations In addition to Coast Guard facilities and MOTSU, North Carolina is home to numerous military installations including Fort Bragg, Camp Lejeune, Seymour Johnson AFB, MCAS New River, MCAS Cherry Point, Pope Army Airfield, and Naval Reserve and National Guard facilities. Both formally and informally, North Carolina considers itself the most military friendly state in the country. Political Voters in the state identify as nearly 50/50 Republican and Democrat with the former largely in rural counties and an increasing percentage of the latter in urban areas, making North Carolina a bellwether state in the 2016 presidential election. Redistricting, gender identification rights, religious freedom, social and economic equality, and voter ID laws have dominated North Carolina political discussions over the last several years. 7

8 Risks The Sector faces several areas of risk including operational, organizational, resources, and personnel risks. Following is a brief list of risk areas where the Sector is implementing targeted mitigation activities and assessing additional opportunities to reduce operational and personnel impacts to the greatest extent possible. These risk areas played a key role in informing the strategic objectives and supporting goals discussed further in this document. o Operational Weather Hurricane preparations including sufficient safe havens for boats and cutters Continuity of Operations (COOP) Incident Command System qualifications Heavy weather / surf training and maintaining qualifications Shoaling Frequent recreational vessel groundings Maintaining area familiarization Waterway maintenance Coordination with USACE Degradation to offshore search and rescue coverage Frequent scrubbing by USCG assets Facilities Post-Panamax expansion in Port of Wilmington Net Explosive Weight adjustment for Wilmington and possible expansion of EHS operations in Morehead City and commercial pier in Wilmington Vessels Post-Panamax traffic Maintaining sufficient inspection capacity PWCS escort requirements Port State control EHS off/on-loads Cyber Expanding threats in port environment due to automation, personnel threats (social media, identity theft, credit fraud,etc) increasing UAS Increasing drone traffic near vessels and facilities including MOTSU Coordinating use during response operations Air traffic deconfliction DOD operational expansion Rules of engagement for unauthorized use around facilities/vessels Increasing use of drones for search and rescue operations Military Installations Managing security/safety zone requests for operations/training 8

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10 o Organizational Sector Bifurcation Travel demands (time and budget) Command presence Unit cohesion Mentoring / leadership development Business Process Re-engineering (BPR) Transition SK workforce management Impact on XPOs Collateral duty gaps with potential loss of SKs at stations Property management Uncertainty of program changes and implementation Personnel & Administration (P&A) Transition Service delivery Responsiveness to pay issues o Resources Aging assets / asset mix Meeting maintenance requirements Restrictive waiver process Parts availability Aligning right asset to unit requirements Support for ANB Support for FRCs Lack of TANB maintenance spare USCGC BAYBERRY sustainment Facility maintenance POP board process ANT Oak Island temporary facilities HVAC systems / mold Leveraging and prioritizing self-help capability Sector Wilmington Office at max capacity/no growth options Financial Shared services management to maximize efficiencies Property accountability during BPR transition Backlog management Continuing resolution impacts/uncertainty Travel budget 10

11 o Personnel Training / Qualifications Inspections and investigations qualifications Maintaining heavy weather/surf qualifications PWCS qualifications EHS qualifications Critical fill requests impacting unit operations Shortfalls EHS operations oversight as optempo is anticipated to increase in FY18 Pursuit coxswain CS challenges at stations 11

12 Strategic Objectives Strategic objectives define how we will prioritize and focus our efforts and resources across all missions, lines of effort, support functions, and management principles. They guide a unified approach to how we operate and augment strategic guidance and priorities established by District 5, Atlantic Area, and Commandant. 1. Unifying the Sector It is unlikely there will be a physical solution to unify sector operations in FY18. However there are initiatives we can take to help focus our efforts on overcoming the physical separation of the Sector by leveraging technology (e.g., VTC), coordinating joint activities and engagements that bring the sector staffs together on a regular basis, ensuring routine senior leader presence in Wilmington and Fort Macon, and focusing on a unified, strategic approach to prioritizing operations and supporting activities throughout the Sector and its subunits. 2. Expanding Partnerships Sector operations depend heavily on close coordination and collaboration with our port partners, State and local governments, DoD and other federal agency partners, and private stakeholders including maritime- and military-focused associations and organizations. We shall seek appropriate opportunities to expand our partnerships with law enforcement agencies, emergency management authorities, community education resources, public and private port entities, other DHS Components, and DoD entities. We will seek to formalize mutually beneficial agreements, develop joint Concepts of Operation (CONOP), leverage partner agency resources as force multipliers, and maximize participation in stakeholder engagements and information sharing opportunities. 3. Increasing Proficiency Increasing proficiency focuses on expanding our knowledge base at all levels of our workforce and leveraging all available resources to improve operations and business practices. Prioritize training opportunities including those where cross-qualification benefits support both operational effectiveness and career development. Seek out technology solutions to minimize administrative burdens and improve situational awareness, communications, and operational efficiency and effectiveness. Continuously evaluate our organizational structure to ensure we are aligning the correct resources to the highest priority programs, projects, and operations. 12

13 4. Developing Leadership Developing leadership is the cornerstone of the health of our Service. Operational excellence demands leadership excellence at all levels from the most junior Seaman to the Sector Commander and above. We all play a vital role in leadership development whether due to our formal authorities and organizational influence vested in our positions or ranks/rates, or as a member of a team or unit focused on executing a specific task or mission. We shall apply exceptional leadership practices in everything we do including maximizing participation in mentorship programs such as the JO/CPO program, engaging in formal and informal counseling sessions, providing accurate and constructive performance reviews, recognizing and reinforcing superior performance through internal and external recognition programs, and exploiting every opportunity to participate in formal leadership training courses offered by the Coast Guard, DHS, and/or our DoD, State, local, and private partners. We will use all available tools to assist us in developing leadership both as a function of our own professional and personal development and that of our shipmates. 5. Improving Asset and Facility Readiness Operational excellence and mission execution relies heavily on the availability and readiness of our assets and facilities. In some ways our ability to improve asset and facility readiness is constrained by fiscal realities and enterprise-level processes beyond our control; however we shall seek to improve asset and facility readiness using self-help initiatives and strict compliance with established maintenance procedures across all units and platforms. We shall carefully assess the overall impact of restrictive waivers and leverage the DCMS enterprise and product lines to the maximum benefit of our readiness and the safety and welfare of our crews. We shall carefully assess our funding distribution to ensure adequate resources within our purview are prioritized to improve asset and facility readiness and maximize risk and cost reduction across all of our missions and support functions. 13

14 Goals The following table aligns supporting goals with the strategic objectives discussed above. This is NOT to be construed as an exhaustive list of Sector-wide goals for FY2018. Sector Departments, Divisions, and Branches as well as SFOs, Stations, ANTs, Cutters, and Detachments shall align and prioritize unit-specific goals to the strategic objectives with emphasis on supporting the goals below. All goals are intended to be achieved by the end of FY Unifying the Sector 1.1 SC/SD/DH visit subordinate units quarterly 1.2 SC/SD/DH visit SFO FM/WILM monthly 1.3 Increase participation in Eagles and Anchors events by 50% 1.4 SC/SD hold quarterly meetings with Chief s Mess(s) 1.5 Conduct quarterly Wardroom meetings 2. Expanding Partnerships 2.1 Establish joint CONOP with Navy P8 Squadron for SAR support 2.2 Formalize Harbor Safety Committee in Wilmington 2.3 Increase joint targeting and boardings with CBP, ICE, FBI by 20% 2.4 Establish MOU with Bald Head Ferry regarding SAR, emergency evacuation and post-storm recovery support 3. Increasing Proficiency 3.1 Identify solution to outfit USACE survey overlay program on all boats 3.2 Increase pursuit and heavy weather coxswain quals by 10% 3.3 Establish MOU with DoD/NG to support SCIF access to support intelligence and information sharing 3.4 Implement EAD/TDY program in cooperation with D5 to surge EHS/Port State Control Exam capacity as necessary 3.5 Transition Sta Ocracoke to weekend only (by next season) 4. Developing Leadership 4.1 Update and implement JO/CPO Mentor Program instruction 4.2 Maximize JO participation in CCTI. 4.3 Identify E4 candidate for Airman Leadership training for each class offering 4.4 Ensure DEOMI surveys are conducted by Sector and all subunits on or before 6 month/annual cycle 4.5 Increase OIC review board candidates by 20% 5. Improving Asset / Facility Readiness 5.1 Reduce overdue maintenance list by 50% 5.2 Work with CEU to address HVAC deficiencies and potential mold concerns at Sta Fort Macon and Sta Hatteras Inlet 5.3 Work with CEU to complete lead remediation for ANT Oak Island building. 5.4 Work with D5/SBPL to secure TANB maintenance hull 5.5 Establish Sector policy for restrictive waivers limiting renewals to appropriately prioritize parts delivery 14

15 1. Unifying the Sector 2. Expanding Partnerships 3. Increasing Proficiency 4. Developing Leadership 5. Improving Asset / Facility Readiness 1.6 Build out combined Sector laydown matrix and assess opportunities for collocation 3.6 Transition CPFR billet to Wilmington 4.6 Leverage LDAC to identify and publish all-hands leadership best practices quarterly 5.6 Continue to assess opportunities to reduce MPC update delays with SBPL and validate outstanding maintenance report with internal tracking program 1.7 Coordinate LANT -8 / DCO visit to assess and discuss FOC options for SEC NC 1.8 Review and update welcome aboard package 3.7 Identify alternative COOP sites, formalize MOUs, update heavy WX plan 5.7 Assess vehicle requirements, identify capability gaps and eliminate excess inventory based on historical usage 1.9 Conduct quarter SC/SD Chief s Call w/ combined Mess 1.10 Hold at least one joint Sector event annually Action A summary sheet of the strategic objectives will be posted prominently in a common space at each unit and socialized with all crews immediately following promulgation. Department Heads, Division Chiefs, Officers in Charge, and Supervisors are responsible for ensuring activities and initiatives align with these strategic objectives, and supporting goals are clearly identified and appropriately resourced. The Sector Commander and Deputy Sector Commander will request progress updates on implementing the strategic priorities and goal attainment quarterly. 15