The process starts with determining what the Reserve is expected to do. Does the Reserve need to be ready to deploy port security units? Does it need to be ready to respond to a spill of national significance? Does it need to be ready to respond to a pandemic? Does it need to be ready to respond to all three? At the same time? For how long? This is what we’re talking about when we’re talking about requirements. The number of people needed to perform required work is merely a by-product of the requirement itself. For example, the number of reservists required to perform boat operations during an increase in maritime security level will change as the Coast Guard adjusts platforms, competencies, and tactics. The requirement (boat operations) remains stable while the number of people needed to do that mission may change. CG-R collaborated with headquarters program managers and field commanders to do exactly that, coming up with a mix of operational and support mission activities. These were then modeled using the Coast Guard Force Planning Construct (FPC) to determine the manpower needs of the Reserve. In layman’s terms, FPC figured out how many people it takes to do specific mission activities given current legal authorities, platforms, policies, etc. It then looked at how many full time (active or civilian) personnel are available to do that mission and assigned unmet requirements to the Reserve. It isn’t enough just to know what you want the Reserve to do, and how big it should be. CG-R also works with operational capability managers and program managers to identify what’s needed to train reservists in the prescribed competencies. Our personnel needs include C-schools, platforms, and home units with enough training capacity to support the people who live in the local area. WHAT DOES IT TAKE TO CREATE A WORKFORCE THAT’S INTENTIONALLY DESIGNED? THE REQUIREMENTS ESTABLISHED BY THE NEW RGS WILL SERVE AS THE RESERVE COMPONENT’S “PROGRAM OF RECORD,” WHICH IS A PHRASE USED IN ACQUISITIONS FOR A LONG-TERM, DIRECTED, FUNDED EFFORT THAT PROVIDES A NEW, IMPROVED, OR CONTINUING SERVICE CAPABILITY IN RESPONSE TO AN APPROVED NEED. IT WOULD ESSENTIALLY TREAT THE RESERVE (A SYSTEM OF PEOPLE) AS AN ASSET, LIKE A CLASS OF CUTTERS, WHILE THIS IS AN IMPERFECT METAPHOR, IT DOES FACILITATE DISCUSSION OF COST AND RISK INVOLVED (IN MANAGING THAT SYSTEM) FOR THE COAST GUARD, DHS, AND CONGRESS. RGS can be a complicated process, and rightly so. When the Coast Guard calls on its Reserve to be ready, we want to be there, unequivocally. In times of crisis, the Service shouldn’t have to guess what the RC is designed to do, what it is ready to do, and how long it can support that need. With RGS, we provide a clear picture to leadership at the highest levels. THE DECISION POINT As noted, CG-R has been working with stakeholders around the Coast Guard to build out scalable options based on our FPC modeling. In fact, it was senior active duty flag officers at the areas and headquarters that selected the final set of mission activities to be presented to the Commandant for decision in early 2022. This will shape the Reserve of the future. 20 RESERVIST � Issue 4 • 2021
