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The ability of the coast guard to operate
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Recommended: The ability of the coast guard to operate
The internet is making the lives of Coast Guard sailors more difficult. The Coast Guard Cutter fleet has become too reliant on internet based programs and systems. I intend to show how the Coast Guard has recently implemented and continues to bring new programs and systems to the fleet, how these systems put a large burden on sailors, and how this burden is unnecessary. As technology advances the Coast Guard is catching up by implementing many online systems that are required by sailors to complete their jobs and missions. These systems are often convoluted and clunky, and their reliability and usability is wholly inadequate for the cutter fleet. There are many notable failures of usability. AOPS/TMT is designed so a Coast Guard unit can track its members training and qualifications. The use of AOPS/TMT is mandatory, although it is useless while a cutter is underway. FPD is an online procurement system that becomes a chore and a …show more content…
Although I cannot quantify the number of man hours lost throughout the fleet while sailors sit in front of computers waiting for the abominations I mentioned to respond to a single mouse click, I do have a great deal of personal experience. AOPS/TMT may take the useless cake. I cannot even log into the system while underway. As a matter of fact, I have to have my AOPS/TMT account unlocked every import period because during a 60 day patrol my account is locked due to inactivity, and it’s not for a lack of trying. While marginally better that AOPS/TMT, FPD is a major source of wasted time for me and my shipmates. I will usually reserve time out of my day from 0100-0500 in order to use FPD. The early hours of the day are the only time when there is enough bandwidth to route a procurement request. Those are just a few of many examples of how these programs actually increase, the already daunting work load and lengthen the work day of underway
The proposed solutions will eliminate the problems and maintenance issues cause by the lack of military and civilian maintenance personnel. These proven solutions will help other units that deployed to facilitate phase maintenance with ease and aligns with the P4T3 process.
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
The case study and presentation used for this Joint Operations paper was about Operation Odyssey Dawn (OOD). I will describe two operational-level successes and two failures experienced during the operation. I will offer clear proposals, that if implemented could have prevented those failures.
The navy workspace is most commonly out on the sea, on a ship, or in a submarine. Part of the Navy’s mission is to maintain freedom of the seas, thus the sea is their workplace. The design of many of these vessels does not allow for tremendous amounts of space or access to the outside world. A ship in the middle of the ocean is constricting of a person’s mobility. Thus the ideal is to function as a crew and to work as a unit in order to accomplish the goal. The tight quarters emphasize connecting with your fellow shipmates.
The United States of America has been involved in many different conflicts, foreign and domestic, popular and unpopular, spanning across four centuries and all corners of the globe. From the warm coastal waters of the American homeland to the atolls of the Pacific, from the winding inland rivers of Vietnam to the chokepoint at the Strait of Hormuz, American sailors have valiantly stood up to defend America’s interests at home and abroad. The Navy has had to continuously update its vessels and technologies in order to keep up with the rapidly changing times, and ensure we not only stay competitive with but surpass the foreign competition. No other period in history has undergone the swift technological evolution that our troops experience today, and outfitting our soldiers with the best equipment money can buy and the most up-to-date training must remain a top priority. As sequestration and budget cuts slash $487 billion from the Department of the Navy’s budget over the next 10 years, it is more evident than ever how detrimental these budget cuts can be on the sailors of today and tomorrow alike. Significant cuts to the Naval budget will jeopardize the readiness of our ships and sailors, impair our ability to maintain strategic assets ready for forward deployment in critical areas, and constrict our ability to acquire new and improved technology.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
In conclusion, the ability for sailors to better their career has been taken out of their hands, and relies too much on external entities. Advancement is not based on one’s abilities to excel at his or her job, but by hoping they earn more money for the commands Navy Day Ball, they must have faith that the standardized test will cover their job field, and that the writing ability of their superiors is good enough to keep them competitive. Once these aspects under the advancement criteria are changed, the navy as a whole will start seeing more effective leaders who understands their jobs, understand their people, and more closely reflect the ideals and traits required in today’s leaders.
The United States Merchant Marines are complied of thousands of the best trained men and women of today to man naval or commercial ships. Merchant Marines have dated back even further then the United States Coast Guard. The Merchant Marines have had a huge impact on the United States Navy since they have been established. Merchant Marines have manned fleets of ships for the U.S. Navy which carry imports and export during peace time. Once wartime rolls around, they become naval auxiliary, to ship and deliver troops and war materials. The largest participation came from the United States Merchant Marines after the Merchant Marine Act of 1936. Due to the act of 1936, the controversial question is when the greatest impact of the Merchant Marines on the United States Navy was during World War 2 and Vietnam War. The merchant marines were called upon to active duty and they responded helping the United States Navy.
TRAINING: We must be proficient and cross-trained in our job assignments. If we train like we operate; then we will operate like we train. Communication is crucial to a successful unit; all hands must be part of the team and share new ideas on how to make our unit a safe and effective Coast Guard small boat station.
As a casual Lieutenant assigned to Warner Robins AFB I learned how the 16th Airborne Command and Control Squadron trained, operated, and deployed. While assigned to aid the Chief of Training I gained valuable insight into how a training shop ran all the while attending the Air and Space Basic Course, Navigator Initial Flight Training, and completing my Private Pilots’ License. After nine months of rudimentary jobs, I left for navigator training at Randolph AFB.
BUPERSINST 1610.10 series. (2011). Navy Performance Evaluation System. Navy Personnel Command website. Retrieved July 19, 2011 from http://www.public.navy.mil/bupers-npc/reference/instructions/BUPERSInstructions/Pages/default.aspx.
The needs of the United States Coast Guard has grown invariably since its establishment in 1790 by Alexander Hamilton. One major which seeks to meet the needs of the Coast Guard is Operations Research and Computer Analysis (ORCA). LT Dougherty, an instructor in the math department of the Coast Guard Academy describes ORCA as a “scientific way of making decisions” to take the best course of action, whether that includes improving efficiency, optimizing resources, or maximizing profit (Dougherty). Classes such as Probability Theory and Optimization teach cadets important theories which they can apply in the operational Coast Guard for it to run efficiently as possible under constraints of resources, such as money, time, or inventory (Dougherty).
Murphy’s law states that anything that can go wrong will go wrong. As someone who bears the name I can attest the truth in that statement. I have an extremely blessed life and do not endure the suffering that many people do on a daily basis. However, I have bizarre connections to small misfortunes and circumstances that follow me back as far as I can remember. Any acquaintance of mine will attest that things in my life never go as planned and anything that can happen will. Yet through a collection of misfortune, one can still find solace and benefit through their tribulation and see that negative experience could actually be positive.
In the thirty-eight years of the United States Naval Submarine Service no United States submarine had ever sunk an enemy vessel. With the ignition of the Second World War the poorly equipped and poorly trained Silent Service, nicknamed for the limited access of the media to the actions and achievements of the submarines, would be thrust into the position American submariners had longed for. The attack on Pearl Harbor left the United States Navy with few options for retribution. The three remaining aircraft carriers were to be “the last line of defense.” Commander Stuart S. Murray made the precarious situation clear to his skippers, captains, upon sending them on their first war patrol. He stressed the importance of smart sailing by warning them not “to go out there and win the Congressional Medal of Honor in one day. The submarines are all we have left.” We entered the war with 55 submarines, 27 at Pearl Harbor and 28 at Cavite in the Philippines. At first our submarine strategies lacked ingenuity and failed to use our subs to their full potential. United States subs were assigned to reconnaissance, transporting supplies, and lifeguard duty, picking up downed airmen and sailors. They were even, on occasion, sent to rescue high profile Americans on the run from the enemy or from islands under enemy siege. Although their ability was, unfortunately, wasted in our entrance to the Pacific Theater the Silent Service would soon gain the recognition its men yearned for.
Abrashoff begins the book by informing the reader of how his story begins; when he is given command of the USS Benfold. The Benfold was the Navy’s most advanced guided missile destroyer the Navy had in 1997 and its command was to be one of the Navy’s top innovators. Unfortunately, Abrashoff points out some flaws with the Navy’s personnel management that I found to be shocking. First, was that “nearly 35 percent of the people who joined the military annually, wouldn’t complete their enlistment contracts.” (p.2) Such turnover can be understood by many business managers in the service industry, but unlike the quick and cheap training process for them, the cost for the military (taxpayers) is astounding. Abrashoff estimates that it cost roughly “$35,000 to recruit a trainee and tens of thousands more in additional training costs to get new personnel to the basic level of proficiency.” (p.2) Curbing this trend on his own ship and eventually helping to achieve a decrease overall in the mil...