duty members who affiliate with the Selected Reserve for up to one year. This gives these members sufficient time to establish themselves in their new careers and communities without the risk of immediate involuntary activation. This involuntary activation risk was specifically identified as a reason why many active-duty members declined reserve service opportunities. Just having the right number of people with the right number of opportunities to train isn’t enough. We need to point them in the right direction by providing clear competency and training requirements designed to address organizational risk. This is where our Reserve Component Requirements Generation System (RGS) comes in. When I started in this job, the commandant asked me directly, “How big of a reserve force do we need?” To answer that question, myriad parameters must be analyzed. The Reserve Component is a contingency- based workforce designed to provide trained units and qualified personnel for active duty when operational demands exceed the Coast Guard’s steady-state capability. So, we employed the Coast Guard’s Force Planning Construct to evaluate a specific set of contingencies to determine the Coast Guard’s needs for reserve support. The effective development of the size and composition of a contingency-based force requires a quantitative and rigorous methodology. RGS considers personnel and resource requirements established by approved contingency plans to quantify unconstrained operational and mission-enabling resources needed to execute Coast Guard missions and strategies. The difference between the resources we need and the resources we have defines our risk threshold. The establishment of a systematic and repeatable approach to determining the appropriate size, composition, and requirements for the Reserve Component ensures the Coast Guard can address normal maritime risks addressed by steady-state operations, as well as added risks presented in times of war, natural disaster, or other contingency events. The results of this modeling and evaluation will be available in the next few months. It’s been a lot of work and many conversations, but helping our leaders make well-informed, risk-based decisions is what being Semper Paratus is all about. This is what it means to have an integrated Reserve, at all levels, all the way up to headquarters. The organizational focus on reserve capabilities over the past two years has brought about some other changes, including the restoration of reserve aviation capabilities for the first time in more than 30 years. In March, we allocated 50 billets to enlisted aviation support personnel who are separating from active duty. These members will provide ground-based aviation maintenance, enabling them to continue their chosen career path in the Reserve. It’s a tremendous opportunity for the Coast Guard and the Coast Guard Reserve. But we aren’t stopping at enlisted aviation. We are expecting to add reserve aviator (pilot) billets beginning in fiscal year 2022. Our future is bright, and it’s full of opportunities that many people thought impossible only a few short years ago. Now, having the requirements is great, getting access to new missions is great, and providing geographic stability to our workforce is phenomenal; but, unless you have the structure, budget, and support personnel to sustain and maintain the training and readiness, the system will eventually run down. We don’t just want to make it easy to join and train; we want people to know they’re being taken care of in a way that respects their dedication and their desire to serve their country. To do that, we need to modernize the support structure, update the policies, and take a round turn on the processes that impact our folks. To this end, we have been working hard on our Reserve Forces Readiness System (RFRS) 2.0 initiative slated for release this summer, with full implementation occurring over the next few years. The initial RFRS was established more than a decade ago, and it hasn’t been given a thorough evaluation or revision since then. As part of this initiative, we are taking a holistic view of reserve management, from the unit level all the way to the headquarters level. Clearly, we have come a long way in just two years, but we still have much to accomplish. And while this pandemic has challenged us and tested us, it has given us insight into areas we need to continue growing and adapting. It’s also demonstrated the creativity and strength of our people in the face of uncertainty and adversity. If I’m sure of anything, it’s that the Coast Guard Reserve and its people are extraordinarily resilient. They have the grit and perseverance to accomplish any mission. To the Coast Guard Reserve’s men and women, I am proud of your adaptability, steadfastness, and continued selfless service. Together, we remain Semper Paratus! . Note: These articles originally ran in Reserve Organization of America’s Reserve Voice magazine in May 2021, as part of a series called State of the Reserves: Reports from the Reserve Component Chiefs and Senior NCOs. 26 RESERVIST . . Issue 2 • 2021
