A Cadet's Perspective on Modernization -- Part One
After my introduction on Monday, I did receive one question:
There are a number measures and metrics the Coast Guard has to gauge the progress of Modernization. Two of these are performance metrics and organizational metrics. Performance metrics (See an earlier iCommandant post) are the tangible measures which we often hear about the most; pounds of cocaine removed, number of undocumented migrants interdicted, number of lives saved, and so forth. The Coast Guard has used these types of measures, which can be found in the Coast Guard Posture Statement, to communicate to our overseers and the public how well the Coast Guard is providing its service to the people. We will monitor our established performance metrics to ensure that Modernization does not decrease the level of service to the public. We anticipate that service will increase through improved logistic support, unit readiness, and unity of command, but are unable to predict by how much.
However, it seems you are more interested in the organizational measures the Coast Guard uses to gauge the progress of Modernization and who is responsible for these measures. The Office of Enterprise Strategy, Management and Doctrine Oversight (CG-095) has assumed responsibility for managing the implementation of Modernization and is more formally documenting the Modernization business case which will include organizational performance measures. CG-095 has a very detailed plan of action and milestones to monitor our progress. One of the problems has been determining of the more than 1,000 metrics in our measures warehouse, which are the best indicators of Modernization's impact on servicewide performance. For example, one metric FORCECOM may use to measure the effectiveness of training is the percentage of units who meet all qualification standards, but on the other hand, the Deputy Commandant for Mission Support (DCMS) may find that faster aircraft turnover measures the efficiency of the Service Centers. While these are both examples of useful metrics, they do not necessarily reflect on the overall success of Modernization. The problem then is not that there are not enough measures, rather there is no agreed upon set of measures to assess the impact of Modernization. We have recognized this challenge and are working to narrow down the best metrics to monitor a modernized Coast Guard.
The OPCs (Organizational Performance Consultants) are actively involved in the Modernization. Clearly, we have not used their expertise in all areas to the fullest extent. Fortunately, we have recognized this and expect the OPCs will play a more active role in the future.
Just to clarify things, the actual development of measures is a joint effort between the sponsoring Program and the Coast Guard Business Intelligence (CGBI) Team. The CGBI team provides the expertise on how to best calculate the measure based on available authoritative data. If the required data is not available, they have the capability to influence the data collection process. Once the measure is in the repository and linked to a product (Cube, Report, Dashboard or Scorecard), the measures can be used for monitoring or decision making purposes.
--------------------------------------
My next post will be about the history of Modernization, where the idea came from, and why the Coast Guard needed such a radical transformation.
Thank you for reading and I hope everyone has a fun and safe 4th of July weekend!
1/C Cassidy
"Cadet Disclaimer: These posts are my attempt to try to make Modernization more relevant and understandable to the junior workforce. These are the thoughts of a simple cadet and should not be taken as those of the Commandant. I still have some time to go before I could do that."
Both reports mentioned in this post indicated a need for measures. We seem to be heading into blue water without effective measures to ensure we're on course. Who is working on development of measures and will the OPC's play in that formulation?Let me take a crack at this one (with a great assist from CAPT Re, CDR Parker and LCDR Bowes):
There are a number measures and metrics the Coast Guard has to gauge the progress of Modernization. Two of these are performance metrics and organizational metrics. Performance metrics (See an earlier iCommandant post) are the tangible measures which we often hear about the most; pounds of cocaine removed, number of undocumented migrants interdicted, number of lives saved, and so forth. The Coast Guard has used these types of measures, which can be found in the Coast Guard Posture Statement, to communicate to our overseers and the public how well the Coast Guard is providing its service to the people. We will monitor our established performance metrics to ensure that Modernization does not decrease the level of service to the public. We anticipate that service will increase through improved logistic support, unit readiness, and unity of command, but are unable to predict by how much.
However, it seems you are more interested in the organizational measures the Coast Guard uses to gauge the progress of Modernization and who is responsible for these measures. The Office of Enterprise Strategy, Management and Doctrine Oversight (CG-095) has assumed responsibility for managing the implementation of Modernization and is more formally documenting the Modernization business case which will include organizational performance measures. CG-095 has a very detailed plan of action and milestones to monitor our progress. One of the problems has been determining of the more than 1,000 metrics in our measures warehouse, which are the best indicators of Modernization's impact on servicewide performance. For example, one metric FORCECOM may use to measure the effectiveness of training is the percentage of units who meet all qualification standards, but on the other hand, the Deputy Commandant for Mission Support (DCMS) may find that faster aircraft turnover measures the efficiency of the Service Centers. While these are both examples of useful metrics, they do not necessarily reflect on the overall success of Modernization. The problem then is not that there are not enough measures, rather there is no agreed upon set of measures to assess the impact of Modernization. We have recognized this challenge and are working to narrow down the best metrics to monitor a modernized Coast Guard.
The OPCs (Organizational Performance Consultants) are actively involved in the Modernization. Clearly, we have not used their expertise in all areas to the fullest extent. Fortunately, we have recognized this and expect the OPCs will play a more active role in the future.
Just to clarify things, the actual development of measures is a joint effort between the sponsoring Program and the Coast Guard Business Intelligence (CGBI) Team. The CGBI team provides the expertise on how to best calculate the measure based on available authoritative data. If the required data is not available, they have the capability to influence the data collection process. Once the measure is in the repository and linked to a product (Cube, Report, Dashboard or Scorecard), the measures can be used for monitoring or decision making purposes.
--------------------------------------
My next post will be about the history of Modernization, where the idea came from, and why the Coast Guard needed such a radical transformation.
Thank you for reading and I hope everyone has a fun and safe 4th of July weekend!
1/C Cassidy
"Cadet Disclaimer: These posts are my attempt to try to make Modernization more relevant and understandable to the junior workforce. These are the thoughts of a simple cadet and should not be taken as those of the Commandant. I still have some time to go before I could do that."
Posted at
12:40 PM
2 Comments:
Cadet Cassidy,
Thank you for answering my question.
I would challenge you to ask probing questions that explore the ?why not?s? behind the answers to questions. Your statement that ?Clearly, we have not used their expertise in all areas to the fullest extent. Fortunately, we have recognized this and expect the OPCs will play a more active role in the future.? Begs the next question why not? Transparency breeds self correcting behavior and thus the next question is ?why not??
I would suggest that for modernization to be the success we want it to be, it must be a collegial and collaborative process. Too much is at stake to place the cart before the horse. I would suggest you take a look at the Business Process Review (BPR) that is currently underway in the SILC. This process is exacting in detail, and will ultimately give us the metrics and measures to ensure success of the modernization and realignment efforts in our mission area.
With all that said I believe we could have saved ourselves an incredible amount of money, time and resources had we done the BPR before making modernization changes that in some cases have had a negative impact on the workforce. Clearly we underestimated the impact union notification would have on modernization and waited far too long to do so. There is a Master?s Thesis waiting for someone on the lesson that should have been learned from major labor unions in the toppling of the DHS e-Performance system. Many of us spent the better part of three years learning the system only to have his shut down by union influence. Again, that lesson goes to the heart of working collaboratively with the stakeholders at the earliest opportunity.
Please understand that many of us in the field and at the unit level don?t have insight into the complexity of issues being worked at the headquarters level related to notification, but nonetheless it is quite possible based on the current state that we could have assisted in removing several roadblocks.
Cadet Cassidy, you have the great opportunity to use the Headquarters experience as a leadership laboratory this summer. Make the most of it and please don?t shy away from asking the leaders you will be exposed to hard, difficult and probing questions. If you leave someone?s office and feel you didn?t actually get an answer or understand the answer, go back again, and again.
Last, I would like to invite you down to Elizabeth City, North Carolina to the Coast Guards largest base and most diverse in terms of mission support and deliverables. Coast Guard Support Center is the consummate Cadet Experience and home to the Aviation Logistics Center, which is the birth place of many of our modernization models. We also support one of the largest Air Stations in the inventory, a Small Boat Station, and Aviation Technical Training Center Elizabeth City. Within the confines of this one World Class base, you can get a firsthand look at the implementation of modernization in Aviation Support, Aviation Operations, Aviation Training, and Shore Logistics. We have a room waiting for you at the Coast Guards (if not the worlds) only round Barracks ?Thrun Hall.?
Mr. Thom Roddy, Chief Logistics & Support, Coast Guard Support Center (LCDR, USN, Ret.)
Mr. Roddy,
Thank you for your suggestions. Over the next few weeks I will continue to look at Modernization and hopefully learn more about it. In regards to your invitation to the ALC, one of the many experiences we receive as cadets is the opportunity to visit air stations during our Cadet Aviation Training Program (CATP). I was fortunate enough to visit Air Station Elizabeth City and one of the events scheduled for the week was a visit to the ALC. We received a tour of the facility and were guided through some of the processes in the facility. The experience exposed us to another aspect of the Coast Guard, gave us a better understanding of the logistics behind the aviation world, and showed us some of the benefits of Modernization.
v/r,
1/c Ryan Cassidy
Post a Comment
Links to this post:
Create a Link
<< Home