Guest Post from VADM Currier, Chief of Staff:
A key driver of Modernization was the need to be agile in an All Threats, All Hazards operating environment. Last Tuesday's tragic earthquake in Haiti became the largest, real world test of the new modernized mission support organization to date. Our modernized system is designed to deliver support on all operational fronts in a way that is pre-planned, responsive, reliable and accountable. I am proud to report that our support personnel are responding to these mission challenges with a sense of ownership, sharing in its success with our operational partners.
I directed DCMS personnel embedded at each stage of the process to ensure equal responsibility for the success of this mission with our operational partners. These logistical envoys, placed in theater at Forward Operating Base GTMO, District 7, Joint Task Force Haiti J4 Staff, and Homeland Security Task Force Southeast, ensure critical support needs are met at all levels. Notably, the CO of Personnel Services and Support Unit Miami, acting as the Primary Support Officer (PSO), has done a fantastic job coordinating the efforts of all local DCMS elements and acting as a trusted advisor in the D7 Incident Management Team. At the strategic level, my priorities for engagement are four-fold:
1. Operational readiness of deployed forces
2. Support of our people, particularly those in theater
3. Proactive identification of sustainment issues and problems
4. Actively assist operational partners with planning
The Logistics Integration Staff (DCMS-53) continues to stand a 24x7 watch in the LANT Command Center serving as the on-site representative for all theater-level logistics issues. They represent the new Logistics and Service Center product lines and are responsible for contingency and tactical logistics support for all deployed operational assets. An integration logistics cell has also been embedded in the National Command Center Watch to ensure expedited information flow between operations, mission support, and headquarters entities.
This is the first major contingency operation where we are supporting surface assets under the modernized Mission Support model which is based on a similar approach used with aviation assets during the 2005 hurricane season. Cutter support is managed through product lines at the Surface Forces Logistics Center (SFLC). The Shore Infrastructure Logistics Center (SILC), C4IT Service Center and Aviation Logistics Center (ALC) all have been incredibly responsive to the needs and requirements of the operational community. Personnel Service Center’s Surge Staffing Branch has tracked forward personnel deployments and requests for forces (RFFs) in support of the mission in Haiti. Success in this endeavor can be measured by the operational readiness of deployed assets – and they are delivering!
Coast Guard personnel can identify and apply for volunteer opportunities with the Surge Staffing Branch through the Mobilization Readiness Tracking Tool Volunteer Bulletin Board (MRTT VBB). Applications are subject to Command Endorsement provided through the MRTT VBB. Additional information and a tutorial on how to use the MRTT VBB is available by clicking here.
The modernized support model works through seamless bi-level support to our operational partners. As one of the first international agencies on scene, our U.S. Coast Guard continues its hallmark legacy of domestic and international response to those in need. I am proud of our modernized support community and operational partners for leaning forward in the wake of this disaster. Your efforts are saving lives.
Semper Paratus!
J.P. Currier, VADM
Chief of Staff
