2013 Member Survey. October Understanding the past, knowing the present, planning the future

Transcription

1 United States Coast Guard Auxiliary Office of Planning and Performance October 2013 Understanding the past, knowing the present, planning the future

2 Index Page 3 Executive Summary Page 4 Methodology Page 5 Overall Satisfaction Page 6 Evaluation of Specific Areas Page 13 Written Comments Page 15 Conclusions and Recommendation Page 16 Appendix A: The Page 25 Appendix B: Demographics of 2013 Respondents Page 26 Appendix C: Specific Item Responses Page 28 Appendix D: Review of Written Comments

3 A. Executive Summary The 2013 member survey, held from April 25 to May 15, drew 4,265 online responses, or 14 percent of the membership. An additional 39 responses were received by mail for a total of 4,304 replies. Though this is a relatively small sample, the respondents are clearly among the most active and accomplished Auxiliarists. Respondents this year are somewhat less satisfied overall than those in three previous surveys (2002, 2005, and 2009). Flotillas received the equivalent of a B to B minus grade a respectable showing but somewhat lower than in previous surveys. Respondents were especially positive about their flotillas use of e mail, encouraging involvement of all members, having planned fellowship events and having good fellowship, staff keeping the membership informed, offering organized training programs, and having mission/program opportunities available for all members. There appears to be a disconnect between elected officers and their members: elected officers rated all aspects of flotilla life significantly higher than did others. Training received mixed ratings. Respondents are generally positive about the training available from the Auxiliary, but they are less sanguine about electronic training and the training they are able to receive in their flotillas. Respondents overall tend to agree that relationships with the active duty are good, but there are some areas of the country where respondents do not feel like valued members of the Coast Guard family and where the local Coast Guard units do not encourage Auxiliary involvement. Communication is described as good at the flotilla level but is found lacking at the division, district, and national levels. Respondents this year are strong believers in the importance of a data/information management system, but they are considerably less positive about whether AUXDATA is reliable. What follows is an analysis of the data collected and conclusions based on the survey results. The appendices provide detailed data. U.S. Coast Guard Auxiliary Strategic Planning Directorate Research Division October

4 B. Methodology SOURCES OF DATA The 2013 survey and the results are shown in Appendix A. As in other recent surveys, the first 16 questions provided information about each respondent. The remaining questions were rated on a scale from 1 (Strongly Agree) to 5 (Strongly Disagree) with an option to indicate "Have No Knowledge." Four open ended questions at the end of the online survey provided an opportunity for the respondent to describe: "What aspect of the US Coast Guard Auxiliary do you find most rewarding?" "Why have you decided to remain a member?" "What aspect of the US Coast Guard Auxiliary do you think is most in need of changing?" "What concerns you about the Coast Guard Auxiliary that has not been asked on this survey? The survey was online from April 25 to May 15. It drew 4,265 responses. A printed copy of the survey was distributed by Flotilla Commanders to members without Internet access; 39 responses were received. With the exception of computer related questions, there were no significant differences between the two surveys. Therefore, results from both surveys have been combined in this report. THE RESPONDENTS Items 1 16 in the survey (Appendix A) provide demographic information on the 4,304 respondents. Appendix B provides a summary of the demographic data and comparisons with the membership as a whole. It is clear that the respondents are among our most active, accomplished members. The majority have been members for at least six years. Compared to the Auxiliary as a whole, they are disproportionately active in all of our cornerstone programs: 38% are qualified in both operations programs and recreational boating safety (RBS) programs; 25% are qualified only in RBS and 17% only in operations. The remaining 20% are not active in either area. One quarter of the respondents are AUXOP members (compared to 11% of the membership as a whole). More than a quarter of them are currently elected officers (compared to 7% of the membership as a whole) and 54% of them are appointed officers (vs. about 25% of the membership as a whole). They are also comfortable using computers as would be expected from a survey in which 99% of the responses were submitted online. While the 4,304 respondents represent nearly 14% of the total membership, it is essential to note that we have no idea from this survey how the other 86% of the members would have responded. 4

5 C. Overall Satisfaction The average of responses to five questions was used as a measure of overall member satisfaction: I am satisfied with the missions in which I am now active. The training I want has been made available to me. I am very satisfied with our training program. My flotilla has good fellowship among the members. I believe I am a valued member of the Coast Guard family. As shown in Figure 1 below, half the respondents reported overall satisfaction between 1.0 and 2.2. As shown in Figure 2, respondents this year were somewhat less satisfied overall than respondents in three previous surveys. The difference, though statistically significant, is small. 5

6 D. Evaluation of Specific Areas OVERVIEW As shown in Appendix C, flotillas received high marks on their use of e mail, encouraging involvement of all members, having planned fellowship events and having good fellowship, staff keeping the membership informed, offering organized training programs, and having mission/program opportunities available for all members. Apart from their flotillas, the respondents were particularly positive about the value of a data/information management system, the benefit of Auxiliary publications, and the training the Auxiliary provides for its programs. The great majority of respondents are also making good use of the online directory and web forms. Respondents were less positive about the reliability of AUXDATA data, flotilla use of newsletters, information from national via written summaries in magazines, newsletters, or mailings, AUXDATA input forms, their flotilla s use of a website, and training programs. Demographic Differences. The data show a disconnect between elected officers and their members: elected officers rate all aspects of flotilla life higher than do their members. Like their elected counterparts, appointed officers are more satisfied with the missions in which they are active and are more likely to agree that their flotillas engage in non traditional missions. On most questions, however, appointed officers rate their flotillas just as their members do. As shown in Figure 3, mission satisfaction is highest among those active in RBS missions, as is the feeling that they are valued members of the Coast Guard family. Boat crew, coxswains and AUXOP members are particularly positive about the availability of training and the availability of mission opportunities. Respondents who work for someone else are more positive about the value of electronic training; those who are retired are less so. Instructors, coxswains, AUXOP members and ATON verifiers are particularly concerned about the quality of information they receive from their divisions, districts, and national. 6

7 It is worth noting that there are no statistically significant differences between the evaluations of men and women on any question. Moreover, responses from those who are self employed, who work part time, or who are participating in the Auxiliary University Program do not differ from the respondents as a whole. There are some significant differences among the districts. Though the details are complex, it is fair to say that in general respondents from 5NR, 5SR, 9ER and 9CR were somewhat more positive in their ratings than members in D14, 8ER and 8WR. In the following sections, we will look at several key areas more closely. TRAINING As shown in Figure 4, training received mixed evaluations from the 2013 respondents. On average the respondents agree that the Auxiliary provides good training (73% strongly agree or agree). They are somewhat less likely to agree that the training they want is available (68%), and that electronic training has been beneficial (57%). While respondents generally agree that their flotillas have organized training programs (71%), the training they have received in those programs is not evaluated as positively (55%). Trends Over Time. Appendix C provides a mixed picture for training over the past decade. There is an increase in agreement that flotillas are offering organized training programs compared to 2002 and 2005, but there has apparently been a decline since The availability of training and member satisfaction with training have both improved a bit since 2009, but they are both rated somewhat lower than in 2002 and Demographic Differences. It is useful to separate evaluations of electronic training from other aspects of training. There are no significant differences among districts in whether electronic training is considered beneficial. However, as shown in Figure 5, age is significantly 7

8 related to evaluations here: the most positive evaluations come from respondents who are years old (74% strongly agree or agree that electronic training is beneficial). From there evaluations decline to a low among respondents more than 79 years of age. Interestingly, our youngest respondents (17 25) do not provide the highest ratings. The explanation for these age trends might be found in respondents experience using electronic media: our youngest respondents are highly experienced and have high expectations which our current electronic training may not fully meet; conversely, our older respondents have less experience in using electronic media for training and, in some cases, may not be comfortable using computers at all. Income is also significantly related to the perceived benefit of electronic training: respondents with higher annual income (>$50,000) rate the benefits of electronic training more highly (65% strongly agree or agree) than do those with less income (58%). Respondents who work fulltime for someone other than themselves also give significantly higher evaluations than other respondents (68% vs. 59%), perhaps because electronic training allows them to get the training they want on their own time. RELATIONSHIPS WITH THE COAST GUARD Respondents overall tend to agree that relationships with the active duty are good: on average they feel like valued members of the Coast Guard family (70% strongly agree or agree) and that their local Coast Guard units generally encourage Auxiliary involvement (62%). But written comments indicate that there are areas in the country where many respondents strongly disagree. It appears that the differences arise at the local level: within each district, there are those who rate their relationship with the Coast Guard very highly and there are those who do not. 8

9 Trends Over Time. As shown in Appendix C, respondent ratings on the question I believe that I am a valued member of the Coast Guard family have declined somewhat from previous years. Demographic Differences. There are substantial differences among districts on relations with the Coast Guard. As far as Coast Guard units encouraging Auxiliary involvement and the respondents feeling like valued members of the Coast Guard family, respondents from D14 were most positive followed by 9CR, 5SR and 5NR. On the whole, respondents in 8WR, D13, 8ER and 8CR were less positive. Feeling like a valued member of the Coast Guard family is significantly related to a large number of other demographic characteristics. Instructors, Vessel Examiners, Program Visitors, Coxswains, elected and appointed officers, respondents who don t own a boat, respondents with less income, those whose annual unreimbursed expenses are in the range $500 $5,000, and those who are retired from the workforce are all more likely to strongly agree or agree that they feel like a valued member of the Coast Guard family. Owners of powerboats and sailboats (especially those over 25 feet in length) and those who work full time for someone other than themselves are less likely to agree. There is a curvilinear relationship between answers to this question and age: the least positive respondents are those years of age. AVAILABLE INFORMATION Eleven questions on the survey addressed information received from different levels of the organization. In decreasing order of agreement, they were: My flotilla makes effective use of e mail. My flotilla staff keeps the membership informed. Auxiliary publications are beneficial to the members. Information from my division is timely and accurate. 9

10 Members in my flotilla get good information from national via electronic communication. Information from my district is timely and accurate. Members in my flotilla get good information from national via verbal reports by FC or others. My flotilla makes effective use of a website. My flotilla makes effective use of a newsletter. Members in my flotilla get good information from national via written summaries in magazines, newsletters, or mailings. My flotilla makes effective use of a blog. As shown in Appendix C, on the whole respondents say that their flotillas make effective use of e mail and that flotilla staff keep them well informed. They also find publications (including manuals) valuable. Information from their divisions and districts is less highly evaluated as is written/printed information from national. This may reflect the fact that district and division information is transmitted (or not transmitted) via the chain. But written comments suggest that many respondents also feel that upper levels of the Auxiliary are simply not providing as much information as they would like. Even at the flotilla level, barely half of the respondents strongly agree or agree that their flotillas make effective use of websites and newsletters. Relatively few respondents provided evaluations of flotilla blogs, and among those who did respond only a few agreed that blogs are being used effectively. Trends Over Time. Appendix C shows that ratings of the quality of information from national have not changed appreciably over time. Evaluation of division and district information, information from flotilla staff, and the value of Auxiliary publications have declined somewhat since Perhaps the most striking change is the decline over the past decade in perceived value of flotilla newsletters. This may reflect the fact that flotillas are increasingly using electronic means to convey information. Demographic Differences. As shown in Figure 7, for all sources of information above the flotilla level, evaluations decline with age. 10

11 The longer a respondent has belonged to the Auxiliary, the older and better educated the member is, and the more money the member spends each year on unreimbursed Auxiliary expenses, the less positive are his or her ratings of national electronic information. The following groups are also less positive about the quality of electronic information: Instructors, AUXOP and Coxswains. Respondents in 5NR, 9ER, 1SR, and 9WR are more likely to say that they get good information from national communicated verbally. Respondents in 11N, D13, D14, and D17 are less likely to say so. As with electronic information, years as a member, age, level of education, and annual unreimbursed expenses are associated with lower ratings on getting good verbal information from national. Instructors, AUXOP and Coxswains are also less positive about verbal communication from national. Evaluation of printed information from national follows an almost identical pattern, except that there are no significant differences among districts (perhaps because printed information goes directly to the members). Interestingly, the more educated a respondent is, the less favorable their rating of Auxiliary publications generally. DATA INFORMATION/MANAGEMENT Respondents are strong believers in the importance of a data/information management system: 76% of respondents either agree strongly or agree that a data/information management system is a valuable and useful tool for the Auxiliary. They are less positive about whether AUXDATA forms provide all the necessary information (50% agreement) and they continue to have mixed feelings about whether AUXDATA is reliable (44%). Trends Over Time. As shown in Appendix C, respondents this year were especially positive about the value of a data/information management and whether AUXDATA input forms provide all necessary information. Opinions about the reliability of AUXDATA data are slightly lower than they were in 2009, but significantly higher than they were a decade ago. On balance, the trend here is upward but with more room for improvement. Demographic Differences. Ratings on the reliability of AUXDATA information are generally unfavorable across demographic groups. However, ratings are higher among recent members (5 years or less), younger members, members with less education and lower unreimbursed expenses (see Figure 8 for a representative graph). Interestingly, although AUXDATA is a national system, respondents in 1NR, 1SR, 5NR, 9CR and 9WR evaluated the reliability of the information more favorably than respondents in 9ER, D13, D14, and D17. 11

12 ONLINE DIRECTORY AND WEB FORMS These two electronic resources are widely used. Among the respondents, 80% said they have used the directory and 81% said they use web forms. Trends Over Time. This is the first year these questions have been asked so there is no trend line available. But it is safe to surmise that usage has increased and probably will continue to be so for the near future at least. Demographic Differences. Respondents who are qualified as Instructors, Vessel Examiners, Program Visitors, Crew, Coxswain, ATON verifiers, AUXOP, elected and appointed officers are the ones most likely to have used these two services. Usage is less among those with more than 10 years as members as well as those 55 years of age and older. There are no substantial differences among districts on these two questions. 12

13 E. Written Comments OVERVIEW 82% of the respondents took the opportunity to write more than 11,000 comments on the fouropen ended questions at the end of the survey: "What aspect of the US Coast Guard Auxiliary do you find most rewarding?" "Why have you decided to remain a member?" "What aspect of the US Coast Guard Auxiliary do you think is most in need of changing?" "What concerns you about the Coast Guard Auxiliary that has not been asked on this survey? The result is roughly equivalent to the manuscript for a 1,000 page book! This is an extraordinarily rich set of data, coming directly from the members, about what is good and what needs improvement in the Auxiliary today. An in depth review of the written comments is provided in Appendix D. It will suffice here to offer several global impressions gained from repeated reading of all the comments: There are dramatic differences among several subgroups. One group wants us to become more military like: rigorous physical standards, boot camp for new members, required course on military customs/courtesies, coming down hard on improper uniform wear and perhaps prohibiting some members from wearing one, more rigorous training, etc. My sense is that these are primarily members interested in operations. Another subgroup is the opposite: go back to the way we were, reduce or eliminate mandatory training (and restrict it only to those tasks that members are likely to be permitted to carry out), stop trying to be little Coasties or an unpaid Reserve, etc. Some of these respondents are also involved in operations but many are not. A third group is clearly RBS oriented: they joined to help fellow boaters, have little or no interest in direct service to the Coast Guard, and want less formal/military clothing (polo shirts, permitted to wear Auxiliary baseball caps, perhaps a totally different uniform). In every district, there are clear, contradictory evaluations on virtually every topic. Some of that, no doubt, is due to individual people (personalities): some people see the same glass as full, others see it as half full, others see it as half empty and others see it as totally empty. Not much can be done about that. But many of the contradictory comments appear to arise from different locations within districts (different divisions, flotillas, sectors, CGSTAs). For example, many respondents in each district say that they love operations, that ops is the primary reason they remain members. But in those same districts, others say they can't ever get out on the water, no patrols are authorized, and that they are thinking of leaving because ops simply isn't available. Some people in each district say that they are receiving great training while others say 13

14 they can't get any training no matter how hard they try. It would take a survey (formal or informal) at the division or flotilla level in a given district to pin down the sources of the problems. For example, are there CGSTAs in the district that welcome Auxiliarists and others that don't? If so, why do they differ and what might be done to effect change? Are there pockets in the district where training isn't available? If so why not? What might be done to solve that problem? Are there areas where it is difficult or impossible to get a QE? Why? Can that be changed? 14

15 F. Conclusions and Recommendation The concerns voiced by respondents in this survey differ only in degree from concerns voiced in the surveys taken in the past decade. There are no big surprises when comparing this survey to past surveys. The four key issues that emerge from this survey are training, expense, communication, and Auxiliary Coast Guard relationships: This year s respondents believe that the Auxiliary provides good training, but they are less positive about the training they have received in their flotillas. In written comments, a number of respondents said that there is a need to update training to modern techniques. High unreimbursed expenses (especially in operations) and dues increases continue to be a significant concern, especially in these lean economic times. Written comments suggest that a significant percentage of our membership is unaware of the financial benefits of the PenFed affinity credit card which, in many cases, more than offsets the cost of dues. Communication is said to be good at the flotilla level but is rated less positively at the division, district and national levels. In some cases it appears that the Chain of Communication is not working effectively so information from upper levels of the Auxiliary isn t reaching the troops in the trenches. But the written comments also suggest that in the eyes of this year s respondents, upper levels of the organization are not initiating as much communication as members would like. Respondents ratings on the questions My local Coast Guard unit encourages Auxiliary involvement and I believe I am a valued member of the Coast Guard family vary greatly from one location to another, even within the same district. Some respondents couldn t be more positive, while other respondents in the same district are deeply disappointed. It is noteworthy that the ratings and comments vary little from year to year. On the one hand that is a sign that the Auxiliary is a stable organization, but on the other hand it also indicates that perceived problems are not being addressed effectively. In addition, a high proportion of respondents said they wouldn t allow their names to be used, nor would they comment in writing, nor would they talk to anyone about their concerns for fear of reprisal from within their flotillas, divisions, and districts. In short, respondents concerns appear to them to be unaddressed and they are afraid to speak their minds for fear of reprisals. Those are worrisome signs in an otherwise healthy organization. The next step is not necessarily solving these concerns, but rather for senior leadership to investigate the reasons for the member perceptions and, based on that, to consider actions that will effect positive changes. It is therefore recommended that NACO charter a team to investigate the reasons behind the survey results and to suggest appropriate actions. 15

16 It is time to voice your opinion directly to the national leadership. Every few years we take the pulse of our membership to gain some insight into how our organization can be more effective for our members. Your participation in the is important. Your answers to the survey will allow the leadership to discover what you most enjoy about being an Auxiliarist and what might be done to make your experience even better. Your responses to this survey are anonymous. Without your permission, we have no way of knowing who submitted which responses to the survey questionnaire. It is essential that you feel comfortable responding to this survey with honesty and candor. You will have an opportunity at the end of the survey to indicate whether you would be willing to have a member of the national staff follow up to further discuss your responses if needed. That is entirely up to you. If you are willing to be available for such a follow up, you can be assured that your identity will be held in the strictest confidence and will never be revealed to anyone other than the staff member who may contact you. The first set of questions asks for demographic information that describes our membership. That information will give us insight into interpreting the survey responses and assist us in determining future actions. Questions with an asterisk (*) require an answer. The second set of questions asks for your opinions about various aspects of your membership experience. Until the survey period is closed (April 30), you can leave the survey at any time and return later using the same computer to complete it or to change your answers to questions. Page 1

17

18

19

20

21

22

23

24

25 APPENDIX B Demographics of 2013 Respondents 64% have been members for at least 6 years. 85% males, 15% females (vs. 79% and 21% respectively in the total membership). 37% are ITs (vs. 17% of total membership). 48% are VEs (vs. 20% of total membership). 21% are PVs (vs. 8% of total membership). 2% are CFVEs (vs. 0.6% of total membership). 35% are BoatCrew (vs. 12% of total membership). 24% are Coxswains (vs. 8% of total membership). 2% are Pilots (vs. 1% of total membership). 4% are Air Observers (vs. 0.6% of total membership). 23% are AUXOP (vs. 11% of total membership). 16% are ATON verifiers (vs. 10% of total membership). 26% are elected officers (vs. 7% of total membership). 54% are appointed officers (vs. about 25% of total membership). 58% are boat owners (47% power, 11% sail, 5% PWC, 11% paddleboat). 53% incur more than $500 a year in unreimbursed expenses. 3% are aircraft owners. 10% are years old; 45% are years old. 91% are Caucasian. 62% have at least a Bachelor s degree (32% have a postgraduate degree). 45% are working (52% are retired, 3% are unemployed). 69% have annual income over $50, % own a marine VHF radio. 47% have prior military experience. 2% are members of the Auxiliary University Program. 25

26 APPENDIX C Specific Item Responses (2001, 2002, 2005, 2009 averages) YEAR 30c. Flotilla Effective Use E mail 37. Data/Info Mgt System Valuable 27. Flotilla Encourgs Involvem 34. Publicats Beneficial 24. Flotilla Plans Fellowship Events 23. Flotilla Good Fellowship n/a n/a n/a YEAR 29. Flotilla Staff Informs Members 18. Aux Good Training 36. Valued Member CG Family 35. Local CG Encourages Involvem 19. Flotilla Org Training 25. Flotilla Opports Available YEAR 26. Flotilla Non Trad Missions 17. Satisf Missions 20. Desired Training is Available 22. Electronic Training Beneficial 33a. National Good Info Electronic 31. Division Info Good n/a n/a n/a

27 YEAR 28. Flotilla Meetings Good 21. Satisf Flotilla Training 32. District Info Good 33b. National Good Info Verbal 30d. Flotilla Effective Website 38. AUXDATA Forms Good 33c. National Good Info Written n/a n/a n/a YEAR 30a. Flotilla Effective Newsletter 39. AUXDATA Data Reliable 30b. Flotilla Effective Blog 40. Used Online Directory 41. Use Webforms Yes: 80.0% No: 20.0% Yes: 81.0% No: 19.0% n/a n/a n/a n/a n/a n/a n/a n/a n/a 27

28 APPENDIX D Review of Written Comments What Aspects of the US Coast Guard Auxiliary Do You Find Most Rewarding? Major findings: 1. One of the most impressive aspects of the responses to this question is the sense of patriotism, civic duty, duty to fellow citizens, altruism, and idealism that pervades these comments. Giving back to the country with time and service is a recurring theme. It is refreshing to see that the sense of purpose that arose after 9/11 continues to permeate the psyche of Auxiliary members. 2. A corollary of this sense of civic duty is the sense of alignment with the Coast Guard. Alignment, acceptance, and appreciation by the Coast Guard appear to provide continued gratification to Auxiliary members. Activities that allow members to provide operational support to the Coast Guard, including station augmentation, surface operations and aviation, were often cited as effective ways to cement the bond with the Coast Guard. 3. Another recurring theme of member satisfaction is operations. While some people did not specify what it is about operations that they enjoy, others were more specific, citing search and rescue, operational training, and performance of meaningful tasks while underway or airborne as important sources of satisfaction. Members also mentioned their satisfaction with vessel examination or communications missions. It is important therefore to ensure that operations, in its many shapes and forms, continues to be a vital pillar of the Coast Guard Auxiliary and its mission. It is incumbent upon Auxiliary leadership and Coast Guard leadership to continue to provide meaningful work in the area of operations. 4. Public education was less frequently cited as a source of satisfaction. This is a bit of a concern since public education continues to be important in the eyes of the Coast Guard, provides a meaningful service to our citizens, is a core principle of boating safety, and represents a source of revenue to flotillas. Interaction with other members in training or mentoring and self improvement were also cited as a source of satisfaction. Improving one's skill set, training for a new set of missions, and training alongside the active duty forces were often mentioned specifically. 5. Finally, fellowship and working on a team were often mentioned. Camaraderie and team spirit were often cited as an extra benefit from other missions that a 28

29 member might be performing. Fellowship is not limited to Auxiliary forces: the opportunity for fellowship with the gold side was also described frequently. Therefore, it is important to think about fellowship and team spirit as including both the silver and gold sides of the house. Why Have You Decided to Remain a Member? Major findings: 1. Not surprisingly, members decide to remain with the Auxiliary for the same intangibles that provide them reward. The same sense of patriotism, service to the country, service to the community, service to the Coast Guard, and pride in wearing the uniform are mentioned as reasons for continued membership. As one member said, " satisfaction of being part of a proud tradition of civilian volunteerism." Interestingly, many members mentioned that they had a connection with the active duty or reserve components of the Coast Guard prior to joining the Auxiliary. Oftentimes, these individuals cited prior service in the Coast Guard family and the desire to continue to serve the Coast Guard. Several respondents identified themselves as parents of Coast Guard members, although the reasons for their continued service and whether their service preceded or followed their child's involvement were not stated. 2. Fellowship and sense of loyalty to a group, particularly the flotilla, is also a strong reason for continued membership. That is not to say that the flotilla is always painted in a favorable light. In fact, some members suggested they continue their membership so that the flotilla will not fail. However, most comments suggest that members enjoy not only the missions but also the relationships that are fostered through flotilla activities such as training. 3. The mission sets principally operations and recreational boating safety (including public education) motivate many members to continue their membership. Members often mentioned that the missions are of value, are a good investment of their time and money, allow them to develop new partnerships, and allow them to continue to learn. 4. Another significant, although less frequently cited, activity is service to the Coast Guard. Having the opportunity to work and train with the active duty Coast Guard is attractive to many members. 5. Many members feel that the numerous training opportunities available for them in the Coast Guard Auxiliary provide them with an improvement in knowledge and skills and a sense that they are getting value in return for their service. 29

30 Similarly, the opportunity to provide training or mentoring for others is an additional motivator, perhaps allowing the member to "pay it forward." 6. While the question asked why respondents continued their service, there were a surprising number of individuals whose motivation appears to have waned. Many respondents said that leadership, particularly at the flotilla level, was sufficiently poor to cause them to consider leaving the organization. Comments such as "we seem to get bogged down in BS," "I am weathering storms," "I hope things will improve," I am currently rethinking my involvement due to the lack of follow through," and "I hope things change for the better" speak to some issues. Unfortunately, many of these comments provide little insight into the sources of the problems. What Aspect of the US Coast Guard Auxiliary Do You Think is Most in Need of Changing? Major findings: 1. Leadership: A recurring and major theme of these comments is leadership or the lack thereof. Many of the comments suggest that the members experiences with flotilla and higher levels of leadership are fraught with egotistical agendas that trump the Coast Guard Auxiliary agenda, rogue regulatory interpretation, failure to consult written guidance, inequitable treatment, and leadership inbreeding. a. Flotilla: Failures of flotilla leadership are mentioned frequently in the comments. Flotilla leadership and staff appointment at the flotilla level are perceived by some as "locked" by a cadre of senior members who continue to garner power in the flotilla. There is a sense that staff officers never change and that inhibits others from contributing. In some cases, members recount behaviors that are rude, unprofessional, and demoralizing. b. National and District: It is sometimes not clear what upper levels of leadership" refers to, but there is a sense that individuals who have risen to high positions in the organization are out of touch with what is needed by the members. More than one person called for more member input prior to decision making at the national level. It is perceived that much of the decision making on the national level is arbitrary and communicated poorly using "military ese. c. Bureaucracy and Politics : There is a general feeling that organizational well being is impaired by layers of red tape. Members complain that their questions sent through the chain of leadership are never answered satisfactorily or not answered at all. Particularly at the level of the district and below, organizational politics was frequently cited as a detractor. Cronyism, old boys club, and references to egotistical 30

31 personalities are often mentioned with reference to organizational leadership. One member bluntly put it as "I feel like an outsider." 2. Flotilla Management: An additional recurring theme is flotilla management. It is unclear how many comments regarding management may be related to Auxiliary leadership. Even though fellowship and camaraderie are cited as motivators, it is clear that not all flotillas are healthy. a. Membership Participation Requirements: A major stumbling block for flotillas is the membership participation requirement. Over the years some flotillas have amassed large numbers of members, many of whom pay dues but are otherwise dormant. As a result, the 25% membership participation requirements are nearly impossible for some flotillas to fulfill. There is also an undercurrent that dues paying members who do not contribute to the productivity of the flotilla should be disenrolled. b. Demand for PE Classes: A handful of comments described the consequences of decreased enrollment PE classes. For many flotillas, this is the principal revenue source. Economic viability of flotillas (who do not have the ability to fund raise independently) is an issue. 3. Communications: Communications is often the Achilles' heel of large organizations. The Coast Guard Auxiliary is no different in this regard. Members recounted difficulty in communications at multiple levels. a. Chain of Leadership: Some members pointed to difficulty in receiving communication up and down the chain of leadership. The practice of multiple e mails, which are forwarded until they reach the desk of the member, is not considered good practice. A few members called for direct member communication from national leadership. Another issue is the content and format of that communication. The use of an ALAUX or other military type communication was viewed unfavorably by a portion of the membership, who felt less cumbersome communications better suit a volunteer organization. b. Websites: The national website is not viewed as a user friendly and helpful tool in the minds of some respondents. A handful of members described frustration with the lack of cross platform compatibility for tasks such as electronic forms or online course completion. c. Some members feel that the use of e mail should be more judicious and succinct. d. Use of Technology: Technology itself is still an issue with some Auxiliary members. Based on comments, a small but vocal group continues to be without access to computer technology or without the motivation to participate using technology. Many without technology continue to rely on their colleagues in the flotilla for information that is only available via electronic transmission. 31

32 4. AUXDATA: Complaints continue to arise about both the technology and the processes associated with AUXDATA. Members recount situations where information is not processed for weeks, information is incorrect, and information that on AUXINFO is not accurate. In some cases, members feel that arbitrary decisions regarding participation in programs are made based on data from these systems. These systems are viewed as antiquated, unwieldy, and not userfriendly. Some members called for a system that allows the member to selfcertify their participation with information systems audit for quality control. 5. Member Training: Many members describe their lack of satisfaction with elements of the member training program. a. Online Training: While some respondents called for increased opportunities for online training and testing, others spoke to dissatisfaction with training and testing in general. Comments ranged from improving the quality and currency of the coursework to increasing the numbers of opportunities for instructor led training. Programs cited for revision included public education classes and AUXOP classes. b. Training Relevance: One of the recurring themes within the comments concerns the relevance of the coursework to the member. Members cited the Incident Command coursework, the eight hour team coordination training, requirements for diversity, ethics and other Coast Guard training as examples of training that is unlikely to be value added to an Auxiliarist and therefore considered as superfluous and wasteful of an Auxiliary member s volunteer time and effort. c. Program Standards: Training and program standards were also identified as areas for improvement. Some members questioned the relevance of training that is currently prescribed for qualification programs, including requalification requirements. In particular, members often commented on the number of hours required for maintenance of qualifications in the boat crew program (especially difficult in areas with a limited boating season), the recertification check ride every three years, the lack of resources such as operational facilities or underway hours, and perceived inequitable treatment by qualification examiners. 6. New Members: There were a surprising number of comments regarding new members, including their selection and orientation. a. Selection: Some members voiced concerns about the reasons why some individuals choose to join the Coast Guard Auxiliary. Comments included recruitment on the basis of commissary privileges or social aspects of the flotilla rather than a focus on the important work that is being done to support the Coast Guard and promote safety of the boating public. 32

33 b. Processing New Members: Another concern is the length of time that it takes for new members to achieve full status. While not explicitly stated, it seems that the PSI process may be, at least in part, an issue. Other issues with regard to new members included struggling to provide an adequate orientation and issues with the lack of integration of the new member at the flotilla level. Member comments suggest that many recruits lose interest because of a lack of focus or plan. c. Need for Younger Members: The aging of the Auxiliary is a prominent concern. There was a strong call for recruitment of younger members into the ranks of the Auxiliary. While acknowledging the contributions of older members, the sentiment is that these members are physically and mentally deteriorating, and that younger members are needed to fulfill mission requirements. In addition, it is felt that younger members will provide "fresh blood and new ideas to the organization. 7. Uniforms: The subject of uniforms generated numerous comments. While acknowledging that we are a uniformed volunteer organization, the issue of the uniform polarizes the membership. a. ODU: Many respondents expressed their dissatisfaction with the use of the operational dress uniform as the standard uniform for the Coast Guard Auxiliary. The uniform is considered too expensive, too military like, and is often not worn properly. Some members called for another uniform for nonoperational tasking, such as public education, or public affairs, while others felt that we already have too many uniforms. b. Changing requirements: Of note, many of the comments regarding uniforms concerned the frequency of changes to the uniform regulations. In particular, the recent change regarding ball caps for the Auxiliary is poorly received according to the survey. c. Standards for Wearing the Uniform: Many respondents expressed frustration with the lack of military bearing of some of the Auxiliary members as demonstrated by their inability to wear a proper uniform. Many members cited the disrespect that failure to wear the uniform properly implies, and suggested that these individuals should wear nonmilitary organizational clothing. 8. Economic and Financial Burden: The downturn in the economy over the past few years has taken its toll on the Auxiliary and its members. Many members have had to relinquish their boats, which were a motivating factor for their participation in the Coast Guard Auxiliary. a. SAMA: There were a handful of complaints regarding reductions in SAMA, expressed principally in the aviation community. b. Individual Financial Toll: Some members complained about the expense of participation in the Coast Guard Auxiliary. In addition to uniform 33

34 requirements, members cited travel expenses, meeting expenses, and others. c. Economic Basis for Flotilla Survival: As mentioned previously, the decreasing enrollment in public education and the inability to fund raise contribute to concerns about sustaining some flotillas. 9. Materials and Manuals: Some members voiced concerns about budgetary issues and their impact on the ability to provide the member with materials and manuals necessary for program participation. a. On line vs. Paper Copy: There were comments about the scarcity of paper manuals for program participation. Several respondents described dislike of the online system, and a concern over cost shifting of printing to the individual for volumes of necessary manuals. Others expressed the need for printed materials as online reading and studying are unsatisfactory. b. Updates: Some members described technical errors in the manuals, materials that are out of date, and conflicts between programs. 10. Relationship with the Coast Guard: There were many comments that suggested dissatisfaction with the relationship that the organizational unit or the individual has with the Coast Guard. Many comments implied a careless disregard for the Auxiliary by the local active duty Coast Guard. Some comments point to specific Coast Guard leadership, while others more globally suggest that the Coast Guard has no use for Auxiliary augmentation or participation at any level. The general tone of the comments suggests that some members believe the Coast Guard has no respect for the volunteer or their time. While some members spoke to their satisfaction with Coast Guard relationships and Coast Guard acceptance, it is clear that others believe that the Coast Guard would rather disavow their participation and feel relegated to meaningless tasks. What Concerns You About the Coast Guard Auxiliary That Has Not Been Asked on This Survey? Major findings: The items listed here concern more unique themes and are not repetitive of the prior question. When needed, the information was integrated into the prior section. 1. Some members pointed out that the number of Auxiliary members appears to be declining. Some comments suggest that recruiting, which has previously been a local initiative, should be augmented by a national PSA campaign. Comments about an "aging Auxiliary" are consistently echoed. 34

35 2. Change management is another recurring theme. While no culture accepts change willingly, Auxiliarists are angry about the pace of change and the communication about change. To some, there is a sense that we are being "ordered" to do things. 3. Members expressed frustration with what is perceived to be arbitrary requirements for qualification or augmentation. Some members suggested greater use of equivalent civilian training and qualifications. Examples included law enforcement or EMS trained personnel. Other comments suggested that civilian trained and qualified law enforcement personnel should be allowed to carry weapons and have limited law enforcement authority. 4. One member suggested that a public education course should be offered online from the Coast Guard Auxiliary. 5. Recognition, awards, and gratitude are also mentioned by respondents. There is a feeling among some that there is a lack of public acknowledgment or even "thank you" for their volunteer efforts. When the acknowledgment occurs, there is often a protracted time delay before receipt of the award. There is also a feeling that some members receive multiple awards while others who are equally active and influential are barely acknowledged. 6. Funding for C schools was a concern to some members. Other financial concerns included the reimbursement for mileage, members paying for their own training, overall mission funding, and the impact of the sequester. 7. A few members voiced a suspicion about financial management of the organization. In particular travel expenses for upper levels of leadership were noted and contrasted with the lack of financial support for members at the deck plate level. One member called for financial transparency. 8. The issue of ID cards was also raised by a handful of members. Some expressed concern regarding the length of time or other problems obtaining an ID, while others suggested that our Auxiliary ID should be replaced by a military ID that would allow Auxiliarists access to DOD facilities. Some members felt that the time it takes for a new member to receive an ID card is excessive. 9. Individuals working in various programs (e.g., Trident, VE, UPV) feel that they get no support. 10. One individual called for flexibility in elections and other business in areas that are geographically diverse and travel is restricted. 35

36 11. Several members expressed that the Auxiliary should have commissary and exchange privileges. In addition, it was felt that the Auxiliary should have a discount program to alleviate some of the financial burden of membership. 12. Multiple comments suggested that the Coast Guard Auxiliary needs to reexamine and articulate its vision and mission. Some suggested that failure to do this is a consequence of leadership that is recycled and lacks fresh ideas. Others felt that the vision needed to incorporate the Auxiliary s relationship with the Coast Guard is lacking. GLOBAL THEMES Identifying the real problem or root cause that is inherent in many of these comments is difficult. In large measure, they are symptoms or a call for help from individuals. Viewed in the aggregate, the common themes should point decisionmakers to areas where they might take corrective action. For instance, there were dozens of comments suggesting that communications were problematic. One of the underlying issues is likely our practice of disseminating information via the chain of leadership. Some of the commenters provide us insight regarding this when they suggest that frequently forwarded e mails, written in military language and tone, do little to advance the members understanding or acceptance of the material within. On occasion, a respondent offers a viable solution to the problem. While many respondents lack the knowledge of the Auxiliary organizational architecture, a simple suggestion like direct e mail to members has potential and hopefully would be considered. The relationships between the Coast Guard and the Coast Guard Auxiliary are inconsistent and lead to expectation mismatch. Many members are recruited based upon the promise of such a relationship. We carry the Coast Guard name, we wear the Coast Guard uniform, and we aspire to the missions and the value they have to our country and our communities. However, the preferences and biases of commands and active duty members are perceptibly felt by Auxiliary members. While some would argue that the talent and temperament of the Auxiliary members would warrant exclusion or rejection, it is not acceptable behavior when dealing with volunteers. Command authority notwithstanding, Coast Guard Auxiliary participation with the Coast Guard to some extent is expected by Auxiliary members. Member dissatisfaction is often expressed as a result of poor leadership. It is clear that the leadership skills and attitudes are likely highly variable, especially at the flotilla level. However, it is also likely that personalities and perceptions of individuals, be they leaders or respondents, factor into dissatisfaction. Multiple comments about large egos, little kingdoms, cliques, dynasties, etc. point to resentment the haves and 36

37 have nots within the organizational unit and suggest exclusivity and other disrespectful behaviors. While these conditions and resentments exist, there can be no effective leadership, regardless of the talent of the leader. It is unlikely that classroom leadership training will be a viable solution when these problems exist. It is more likely that senior district leadership will need to intervene. Another embedded theme is lack of standardization. Ironically, many of the comments suggested that we have far too much standardization, as illustrated by the Auxiliary boat crew training program. However, members have grown weary of the lack of knowledge or competence at the local level. With regard to policies, procedures, regulation or mandates, it seems as though many local leaders provide their best guess in lieu of correct information. It is easy to resort to "that's the way we always did it, but that response fails to consider the rate of change in the Coast Guard Auxiliary. One area where this lack of standardization drew numerous comments is in the orientation and training of new members. One commenter suggested that new members attend a one week orientation program. While this is likely not feasible, alternatives to provide standardization (potentially which do not include a manual and a test) might be explored. Providing a consistent message, especially with regard to our vision, mission, interaction with the Coast Guard, and responsibilities of membership could pay dividends as accurate expectations for membership can be set. The firestorm surrounding uniforms that is apparent in these comments was unexpected. It appears that the issue is broader than simply the ODU. Economic concerns can be heard loud and clear throughout the document. The cost of the ODU (if in fact that expenditure was truly necessary) is prohibitive to some and annoying to others, even if the member can afford it. Moreover it appears that moving from the working blue uniform to the operational dress uniform has significant implications, both in the perception of members and the perception of the public. While the ODU is appropriate when augmenting at the local Coast Guard unit or conducting operations, there is a level of discomfort with the quasi military implications of that uniform when conducting our RBS missions that require direct interface with the public. As some of the respondents suggested, it may be worth investigating whether a civilian uniform (such as khaki pants and embroidered golf shirt) has merit as a less threatening, cost effective alternative. Transition management in the face of fast paced change becomes critical. As an organization, we are subject to requirements set by the active duty service, but it is up to us to communicate about such changes to members, and to help them understand why a change or additional burden is warranted. So often change is thrust upon the Auxiliary and by the time it reaches the member, the message is colored with the resentment or bias of the individual delivering the news. This is a prescription for dissatisfaction on the part of the member. Our leaders counter the pushback with a lack of accountability for the decision making process or the execution of the change. 37

38 Executing effective transition management and maintaining accountability by leadership is important to successful behavioral change and member satisfaction. If there is no other message to be gleaned from these comments, the one takehome point is that we need to SIMPLIFY. The organizational architecture has become quite complex. We have adopted many new missions. We have been subject to many challenges, including financial cutbacks. Even at the highest levels of our organization, there are many changes and challenges that are not of our choosing. As leaders, we have a clear vision of the problem, have engaged in seeking solutions, and acted in the best interest of the membership. But at the membership level, everything appears arbitrary, no explanation has been provided or accepted, and when members finally think that they have it figured out, it is changed again. Among the manuals, tests, forms, documentation, etc. there must be opportunities to simplify. By chance alone, there are steps within our procedures or redundancies in our courses or tasks within our qualification programs that do not add value and could be eliminated. Applying LEAN principles to some of our established processes may help to untangle the years of tinkering. For instance, reviewing flotilla organizational structure or traditional lines of communication may ease the member s process fatigue. These are the kinds of changes that will take time and effort to examine and redefine, but may allow us to be a more nimble and responsive organization to both the Coast Guard and the member. 38

39 THIS PAGE INTENTIONALLY LEFT BLANK

40 Office of Planning and Performance Commodore Charles G. (Tony) Morris Strategic Planning Directorate Division Chief, Research Understanding the past, knowing the present, planning the future