Fall, 2020Fall, 2020Volume 2 / Issue 3Volume 2 / Issue 3Fall, 2020Volume 2 / Issue 3

COV IDCOV ID -- 1 91 9COV ID - 1 9How Has It Effected YouHow Has It Effected You

And Your Family?And Your Family?How Has It Effected You

And Your Family?

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ELECTED OFFICERSDCODCOSDCAPT-EDCAPT-WDCAPT-NDCAPT-SIPDCOPDCA

District CommodoreDistrict Chief of StaffDistrict Captain EastDistrict Captain WestDistrict Captain NorthDistrict Captain SouthImmediate Past District CommodorePres. of Past Div. Commanders Assoc.

Tracy E. DeLaughterJeffrey G. GeddesAlexander W. WilsonRichard P. HickeySteven R. GressPatricia A. LewisRobert G. TippettMichael D. Stanley

Caryn Byerson takes a quick photo selfie while out on a patrol.Due to the COVID-19 safety guidelines, Boat Crew had to wear a

mask while out on a patrol. (Photo by Caryn Byerson)

FRONT COVER PHOTO

TABLE OF CONTENTSAUXILIARISTS OF 8WR REGIONCDR Suzanne Hemann, PE Director of the Auxiliary

COVID-19 POSTERDon’t Gamble with your Teammates Health

LIVING IN THE YEAR OF COVID-19Commodore Tracey E. DeLaughter

THANK YOU FOR ALL YOU DO!DCOS Jeffrey G. Geddes

COAST GUARD UPDATECommunicating Unity And Respect

WHAT THEY SEE IS WHAT WE GIVEDCAPT-N Steve R. Gress

RECRUITING - RETENTION CHALLENGESDCAPT-S Patricia A. Lewis

IT IS TIME TO PASS THE LANTERNDCAPT-W Patrick P. Hickey

FROM THE END OF THE TABLE!IPD Commodore Robert G. Tippett

KEEP UP THE GOOD WORK!DDC-Prevention, Brock Stephens

FLOAT PLAN CENTRALBe A Smart Boater, Kayaker Or Paddler...Plan Ahead

USCGD8 PADDLE SPORTS SAFETY PLANRecreational Boating Program Manager, Paul Barnard

U.S. NATIONAL COAST GUARD MUSEUMFSO-PV, Vern Bauer, 085-11-01

MULTI-ANGENCY TEAMWORKDSO-PA, Miles Brusherd

8WR AUXILIARISTS ASSIST WITH COVID-19AUXPA1, Todd Wilkinson

COAST GUARD UPDATEEveryone Is A Recruiter Incentive Program

AUXILIARY AIR OPERATIONS AND COVID-19DSO-AV, Daniel Turner

PLANNING FOR NEXT YEAR’S DIVERSITYDSO-DV, Robert A. Burck

NEW COAST GUARD CUTTER CULBERTSONFSO-PV, Vern Bauer, 085-11-01

COAST GUARD AUXILIARY ID CARDSDSO-HR, Alan T. Main

COAST GUARD UPDATETemporary Suspenson Of Online Proctor Requirements

MAKING TWO-WEEK PLANSDSO-OP, COMO Jackson L. Gumb

TIPS FROM THE EDITORDSO-PB, Troy Stockers

GETTING BACK IN BUSINESSDSO-PE, Steve Johnson

WEBSITE MORE USER FRIENDLYDSO-CS, James F. Berg Jr.

AUXILIARY EMERGENCY MANAGEMENT...ADSO-EM-ICS, Dennis Pearson

AUXOP PROGRAMDVC-TS, Peter Graham

ALDP PROGRAMDVC-TS, Peter Graham

COVID-19 / PTSD / CST / CBTFSO-PB, Flotilla 34, Jay Liss M.D.

U.S. COAST GUARD SECTOR LOWER085-15-03, bILL fLANIGAN

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DISTRICT STAFF OFFICERSD-PLDSO-LPDSO-AS

DDC-PDSO-MTDSO-MSDSO-NSDSO-PADSO-PEDSO-PVDSO-SLDSO-VE

DDC-RDSO-AVDSO-CMDSO-OPDSO-EMDFSO

DDC-LDSO-CSDSO-DVDSO-HRDSO-ISDSO-MADSO-PBDSO-SRDSO-FNDSO-FS

PlanningLegal / ParliamentarianAUXSCOUT

District Directorate Chief - PreventionMember TrainingMarine Safety and Envrn ProtNavigation SystemsPublic AffairsPublic EducationRBS Visitor ProgramState Liaison CoordinatorVessel Examination

District Directorate Chief - ResponseAviationCommunicationsOperationsIncident MannagementDistrict Flight Safety Officer

District Directorate Chief - LogisticsCommunication SystemsDiversityHuman ResourcesInformation ServicesMaterialsPublicationsSecretary / RecordsFinanceFood Service

Daniel L. MareshNick CritelliChristopher Ware

Brock StephensThomas R. BellingerJulie M. CareyFrank J. WilsonMiles BrusherdSteve JohnsonFrank H. MerrillCarl D. KoonsmanEdward M. Lieblein

Robert J. SmektaDaniel A. TurnerDavid StarrJackson J. GumbRichard L. LawrenceCarl E. Potter

Daniel L. MareshJames F. Berg Jr.Robert A. BurckAlan T. MainKarel K. KesterMarylou MinnisTroy StockersJanet A. KelleyDorene E. WendlandMarion Byerson

OTHER STAFF OFFICERSD-AA

D-ADVPDCA

SRPDCATRPDCA

District Commodore AdministrativeAssistantDistrict Commodore AideVice President of Past DivisionCommanders AssociationSec. of Past Div. Commanders Assoc.Trea. of Past Div. Commanders Assoc.

Marilyn J. Aten

Caryn ByersonJulie M. Carey

Connie WaltersMarilyn J. Aten

Western Rivers is a quarterly publication for the members of the Eighth Western Rivers Region in Electronic ONLY format and published on the Eighth Western Rivers Region Web Site.

Reprints of articles or pictures may be used for other publications without written permission provided proper credit is given.

Your feedback and contributions would be greatly appreciated.Have your articles sent by March 15th, June 15th, September 15th and December 15th.

Please send your comments, articles or feedback to:Troy Stockers, DSO-PBtroys88@charter.net

DSO-PB Troy Stockers (Editor)ADSO-PB Talia E. Myres

WESTERN RIVERS STAFF

( * ) Represents Commodore

Auxiliarists Of The Eighth Western Rivers Region,As I reflect on my first year as your Director, it is hard to remember that it has only been a year! Another budget crunch, preparation for a potential funding lapse, and then, of course, a response to the COVID-19 Pandemic, AUXDATA transition and multiple hurricane responses have kept all of us busy. Luckily, I was able to join some of you at Fall D-Train, 2019 NACON, and 2020 N-Train, in addition to your District Change of Watch events which really let me connect and learn more about the Auxiliary before the pandemic. As I mentioned during BIZ-TRAIN, working to overcome these challenges have required me to learn more about the details of the day-to-day administration of the Auxiliary than I believe I normally would have. I've been forced to look more closely at all aspects of Auxiliary activities. Because of that, I will be a better Director in the coming years. I've been so very impressed with the passion, drive, devotion, and expertise from each of you this year. I can't thank you enough for making this an enjoyable year, despite the challenges.

An area of increased energy on my part this coming year will be finding multiple paths for information sharing and for increasing my participation in conversation with the membership at large. One thing that's been on my mind since the beginning of the pandemic is that the increased reach of training and leadership events via electronic meeting tools can only serve to help reach more members and prospective members in months and years to come. I encourage further innovation in the use of social media platforms to reach the public. One needs only to look at the ways their local government officials are using social media in addition to traditional media and meetings to spread important news to an evolving and diverse community. I look forward to working for and with you to help improve communica-tion flow, up, down, and across the chains of leadership and management.

Moving forward into the fall, new leaders are stepping into new roles, and many of your trusted staff officers are shifting roles while others staying in place. I hope all elected and appointed leaders have a rewarding and fulfilling term. I know all elected and appointed leaders will have a challenging term. One challenge that will be continued through the fall and winter will be the mitigation of risk of COVID-19 transmission. To that end, much thought and discussion has been put into how and when to allow in-person meetings and to finding ways to facilitate in-person elections for units that wish to do so. After much discussion with the Commodore and staff, I have created some guidelines for in-person meetings. These guidelines will be in place until further notice. These are dated September 16, 2020. I have set these guidelines to help the Commodore and myself review and approve requests. We can change the guidelines as information changes and can adjust language if it's confusing. Please pass up concerns, comments questions so that your leadership chain can work to improve the request process.

On a personal note, I have received approval for a retirement date in the Summer of 2022, therefore, I am happy to say I’ll be yourDirector until then. My family is happy and healthy, and although we’re all a bit frayed at the seams, we’re reaching out to loved ones and friends for support. I encourage all of you to continue holistic self-care and to be the best shipmates and friends you are able. We all need a little extra support these days. Please give it freely to others, and be willing to ask for it. Laura, Rhonda, CWO Rogers, and I continue to work from home when we can but also prioritize maintenance of our strong working relationship through calls, brief meetings, and many texts and emails. The DIRAUX staff remains positive and energetic to serve you. Email is the best medium to communicate with all of us. We’re happy to hear from you.

Best wishes for the fall,CDR Suzanne Hemann

CDR Suzanne Hemann, PEDirector of the Auxiliary8th Coast Guard District

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The following will apply to any in-person meeting requests:

General Guidelines:

1) The meeting size must not exceed local guidelines for public meetings.2) Only Auxiliary members and pre-arranged applicants or interested public members will be allowed to attend.3) High Risk Assessment Forms – HRAF – must be completed and submitted to the DIRAUX before attendance. Non-members (applicants or interested public) are not required to submit the form, therefore all should assume any non-members are in a higher risk category.4) The unit leader must name a Safety Observer for each meeting – this Observer must be someone other than the FC or VFC or DCDR/VDCDR. The Observer’s primary function is to assist the unit leaders in ensuring members maintain proper distancing and wear effective face-coverings appropriately. The Observer is not meant to be the “mask police” nor are they expected to tattle to the unit leader, but be more of an extra set of eyes and ears to assist unit leaders with effectively mitigating the risk of spread of COVID-19 and other infectious diseases.5) Five (5) days before the meeting, the unit leader must re-assess local conditions, meaning local infection rates, hospitalization rates,

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and local health official guidelines. If conditions have changed significantly since approval, the unit leader must discuss it with the DCO.6) Face coverings must be either surgical mask disposable types, or multi-lay cotton weave fabric masks (homemade or commercially produced). As indicated by multiple studies, neck-gator type one-ply masks are simply less effective and may actually drive small aerosol droplets spread more than other face-covering types and are not approved.7) Unless the meeting is in an outside venue, masks should be at all times even when members are seated six or more feet apart. Speakers may remove masks provided they remain more than 10 feet from the audience. Research continues to vary with regards to the aerosolization and spread of infectious droplets. Ventilation rates vary wildly and extended time in a meeting room with multiple people, particularly those speaking loudly appear to spread the virus more effectively.8) Meetings can only be held in private or semi-private spaces affording at least six feet of social distancing per person. Private or semi-private should be understood to mean, a room or space that’s separated from the public. A private meeting room in a public restaurant would be acceptable, provided local ordinances allow such a meeting of such a planned size, and the room has been reserved for the sole use of the Auxiliary unit.9) Members living the same household as another member at the meeting need to maintain six feet social distancing from the other members of their household. However, face coverings must be worn by all regardless.

When submitting a request for approval for meetings and elections the following information must be provided at least 14 days prior to the event:

1) The request should be captured on the standard “Non Operational Request” form used for other activities and submitted to the DCO who will review and submit to me. Details may be provided on the form or in the body of the transmittal email.2) A list of potential unit attendees and a verification statement that each has submitted a High-Risk Assessment Form. Any non-members should be asked to identify if they are high-risk and politely asked to remain home if they are at High Risk for COVID 19 complications, however, they may attend provided leaders have indicated the CG or the CG Auxiliary will not be held liable for illness.3) The Safety Observer’s name must be provided and included in any email correspondence regarding the meeting.4) A brief explanation of the purpose of the meeting and explanation for the request – that is, why does this unit need/want an in-person meeting? Why couldn’t the same business be conducted remotely?5) The submitter must provide the following information with respect to social distancing plans:• How members will be alerted to six feet distancing – will chairs be marked, will they be pre-placed six feet apart, will members be asked to maintain distance themselves.• If there will be a speaker, how will that speaker be distanced from the audience?• If there is an award or instructional presentation, how will documents, pictures, and training scenarios be handled to reduce the risk of transmission.• A general description of the location should be provided in order to let reviewers understand the relative size and spacing of the meeting location.• If the meeting will be held outside, or partially outside (such as partially in a garage with open doors) details should be given to explain the contingency plan for inclement weather.• Any other mitigating factors of issues, such as the fact that you have married or family members coming to the meeting, that 50 percent anticipate still participating by phone, that many simply can’t or won’t participate by phone or video call and this is the best way to get to them.

I’m not requesting intensive request documentation. Submit a quick two-three paragraph write up which demonstrates the unit leader’s best efforts to balance risks and benefit of the in-person meeting. An example of what I’m looking for would be this at a minimum.

Example (#7 on the Non Operational form) Mission description, location, and mitigating factors:Request to hold in-person flotilla meeting on October 2nd. The meeting will be held at Frying Pan Park. We use a community room that will only be accessible to us. Space is a large 50x75’ room with chairs set to seat more than 100. Our flotilla has on average 20 attendees to meetings, many are married couples. We will physically move chairs to about seven feet apart prior to the meeting to best establish social distancing. There will be no awards, but various staff officers will give reports. They will report from their seats; they will be masked while speaking. The FC will be at the front of the room and will be unmasked at a podium about ten feet from the audience. We will distribute some new safety gear, that gear will be pre-positioned for members to pick-up when they depart in order to minimize close contact.

The meeting will be our first in-person meeting since March. The membership has been active on remote calls, however, we are typically quite active and social unit and many are asking to meet in-person. Only 50 percent of members who normally attend meetings have been participating in online meetings. We’re hoping to re-engage them with an in-person meeting. Additionally, we need to prepare for elections this fall, and an in-person meeting will be a much better venue to prepare for elections.

Our Safety Observer will be our FSO-HR, Cardin Miller.

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Living In The Year Of COVID 19

“What did you do during the pandemic?”

We have had a rough year so far, pandemics, stand-downs, stand-ups, mixed missions, the lot. Wehave also shown why we are needed to be the best we can be at the same time. There is a need for us to be the Recreational Boating Specialists that we are, we save lives and when we are not there, people die! There is a tale of a lady watching some young Coasties stripping the white paint off the hull of a cutter at a dock. The work looked boring and tiresome and each person to the stripping crew had different levels of dedication to the work. When she asked the first Coastie who was dragging a brush across the rusted finish of

the white paint he replied, “Stripping paint Ma’am” and went about his work with no more thought beyond the task at hand. The lady went a bit further down the dock and asked the next Coastie what he was doing as he was using a power tool to do some work on the hull, he replied, “Preparing the steel for a new paint job Ma’am.” As he re donned his protective gear and leaned into his work she stopped to admire the work he was doing as he had his whole body into the task. You could see the rippling of the muscles as he pressed against the hull and the tool “rat-a-tat-tatted” as the old, rusted material gave way to clean base metal. Impressed she finally wound up at the stern of the cutter and saw a female Coastie rolling gleaming white paint in up and down strokes across the prepared surface. Being ever careful to not drop any in the water below, she applied the paint in smooth strokes and would stop to make sure that it coated evenly across the surface of the ship. Taking a keen interest in the work and care the Coastie was putting into her work she said to the Coastie, “I have asked the others what they are doing and each seemed to have different tasks but all of you are hanging over the side of the ship doing essentially the same work. May I ask what it is that you are doing in the way you are applying the paint?” Without missing a beat and rolling the paint on in wider arcs the female Coastie said, “Saving lives Ma’am”, and continued her mission of painting the ship. All Auxiliarists work at different tasks and do different levels of work but we all want to have a sound and solid ship to save lives from. We are the difference in someone’s life and while we may not reach directly into Davy Jones’s Locker to save a soul personally in Recreational Boating Safety activities, we do save lives. During this year’s pandemic, we were stood down at 1010 on March 17th by ALAUX 003/20. We were stood down for about ananosecond, however, as the 8WR team looked at the information in the ALAUX and worked within the guidelines and rules and got out of the box to get the members back up and running for the most part. Within two weeks, the operations team had us back and working on the water even with the new AUXDATA II and order requesting still a mystery to most, including the Active Duty.

The rest of the many missions were open just behind that with support from Commander Suzanne E. Hemann our first year under fire, “what did I get myself into” DIRAUX for Eight Western and Eastern regions and our leadership teams. We were able to develop processes that allowed the members to go back to work within the designated structure and understanding of the rules, and we were able to do many, although not all, missions this summer. The grass did not grow under our feet this year, pandemic or no.

There are many members who were not able to do their missions because of the pandemic, and that is okay. The primary mission is safety and we must be safe ourselves before we can help others be safe. Many of us have issues that the pandemic virus would have put us in great danger, so the best thing we could do was hunker down and prepare for the next safe opportunity to “git ‘er done.”

Successes this year are many in our AOR. We developed a procedure to get out on the water in record time thanks to the operations team working closely with the Area Sector Coordinators, ASC’s, and district leadership. Communication was key in making this happen as there were many parts of the mission that needed to be understood to make the missions safe for all involved. There was much training online because we were using the new AUXDATA II system vs the old AOMs system. Old dogs, new tricks, and our pooches can do a show on America’s Got Talent any day of the week. We also had a more than stellar performance from the Marine Safety and Environmental Protection mission as the mission lead, Julie Carey, DSO-MS held a nine-week online seminar session using both Auxiliary and active duty instructors to introduce the MS mission to 8WR members and to members from around the world. Marine Safety is a growing mission field as we take on climate change and pollution issues on a much larger scale. Within this mission was Division 05 working their paddles off doing multiple missions supporting the beautiful rivers in their AOR by working side by side with both the state and national parks rangers to help thousands of paddlers get down river safely.

Then we have the Emergency Management mission with so many stellar leaders we have a hard time naming them all but some of the top are COMO Richard Lawrence who has put the team together and kept it moving forward through all the activity we have seen this year.

District CommodoreTracy E. DeLaughter

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The team included COMO Bob Tippett, Shawn Steadman, Roger Huner, Ann Huner, Dennis Pearson, Julie Carey, and Todd Wilkinson to develop the first virtual Incident Management Assistance Team. Working with the Emergency Management team from 8CR, they monitored and supported seven hurricanes and tropical storm responses that made it into the Gulf with detailed information derivedfrom many sources. The team regularly hit the alarm clock at 0500 to have situation reports ready by 0700 to support the Coast Guard preparations.

We may have lost out on not going to meetings to get together and share and swap stories, but we did train. We trained bydoing various online formats to learn the new AUXDATA II system. Special call out to COMO Karel Kester for her hours upon hours of dedication and work to assist us in the new AUXDATA II system and acting as the 8WR TCT coordinator. Thank you, COMO Kester. We were able to use the money that we were allotted for training to gather more equipment for use in the district. We have ICS kitsnow that can be shipped around for different training and active purposes. We should have soon potentially six portable radio setups,“Hot Boxes” to distribute in the AOR for various missions. Thanks to COMO Richard Lawrence for taking the lead on this one. There was a team of members led by Jeff Geddes, DCOS, and Marilyn Aten that met for practically an entire year to coordinate and plan the Fall BIZ TRAIN! They took only a few days off from the rescheduled Spring D-Train and then got right back into the fall meeting. COMO Byerson, Caryn Byerson, Thomas Bellinger, Julie Carey, Mike Stanley, COMO Tippett, Jim Berg, COMO Lawrence, COMO Maresh, Roger Huner, Chris Ware, Miles Brusherd, Dennis Pearson. This team brought you all the great training at the Fall Business Meeting.

Chris Ware helped George McNeil get the initial Sea Scouts program running and then brought on board the ships as we welcome the ships to waters of the Eighth Western Rivers. These highly energetic sea Scouts will be a catalyst to the membership for great things to come. They get why we are here. We sand, we chisel, and we paint, for when we do all that we save lives as the ship is sound and ready to sail. It has been a challenging year to be sure, but when we look back on it, we have still accomplished much to be proud of and adapted in the way the Gumby would be proud. Semper “G”!

Transparency.

We have spent the year working on some of the gaps we have had for many years in the district in processes and procedures. We arerolling out a new Finance program from flotilla to the district level that will assist the Finance Officers in producing valuable reports for the members at all levels. We have a new travel request program in place to request district orders to travel and are developing ways to increase the funds for usage of the members through better business practices. There is a new program for members to apply to work at 8WR Active Duty locations that streamline and make sure that the members are taken care of when they apply, and the units are getting the help they need. Respectfully,Commodore Tracy E. DeLaughter

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Thank You For All You Do!I recently came across the following article, published online at National Geographic, which stated that, “More than 150 coronavirus vaccines are in development across the world—and hopes are high to bring one to market in record time to ease the global crisis. Several efforts are underway to help make that possible, including the U.S. government’s Operation Warp Speed initiative, which has pledged $10 billion and aims to develop and deliver 300 million doses of a safe, effective coronavirus vaccine by January 2021. The World Health Organization is also coordinating global efforts to develop a vaccine, with an eye toward delivering two billion doses by the end of 2021’, (McKeever, 2020)”. Reading that most certainly brought a smile to my face given the challenges that each of us has continued to face this year. It gives me hope that things can only eventually get better as we look ahead towards the coming new year, and to what this might mean with regard to all of the missions we endeavor to provide in service to the Coast Guard.

As COMO DeLaughter shared, the pandemic shut us down all right, but only briefly, as he and other team members worked tirelessly to find ways to do the important work we do based on risk assessment. For the most part, we are full steam ahead with few a exceptions, so long as we plan appropriately for each mission and ensure that we adhere to the guidelines necessary to ensure each team member’s safety. This has allowed us to remain ahead of the curve, and many of you have demonstrated your unwavering commitment to serve the Ameri-can boating public, which has certainly seen an uptick in both activity and accidents. The work that we’ve done for so many years is even more critical going forward than it has been in the past.

Having learned so many lessons during this unprecedented year, we now have the continued opportunity to be even more prepared for the uncertainties that may arise as we look ahead to the next boating season. And fingers crossed, with the vigilance that so many of us and our fellow citizens employ, the numbers of those infected will be far lower allowing our society to once again function in ways similar to our pre-virus lives.

As we begin to wind down the current year, I would be remiss if I did not thank all of our current leaders, both elected and appointed, for the tremendous job that each has done this year. The challenges could not have been greater, yet each and every one of you rose to the occasion and, without hesitation, placed your hands firmly upon the helm to guide all of us through rough seas and uncharted waters. For many, the year was not at all what any of you would have expected or anticipated. Many plans and great ideas took a back seat to our common hindrance, but the resilience of many is what profoundly stands out in my mind.

Nearly every one of you has become an expert Zoomer. Many have seized opportunities to train online and increase proficiency in multiple mission areas, or to prepare for future opportunities. It is a testament to your selfless service and dedication to assisting the Coast Guard. While nothing can replace the interpersonal interactions we have with each other and the recreational boating public, you haveendeavored to find opportunities nonetheless. I could not be prouder of the many efforts undertaken by our leaders at every level and by our members most especially. There is no challenge greater than your determination to adapt and overcome in service to others, and this is what makes our organization so very special.

As the holidays will soon descend upon us, I extend to each of you my very best personal wishes for a safe and enjoyable season complete with good health and joyful memories with family and friends. Thank you most profoundly for everything you do!

McKeever, A., 2020. Dozens Of COVID-19 Vaccines Are In Development. Here Are The Ones To Follow. [online] NationalGeographic. Available at:<https://www.nationalgeographic.com/science/health-and-human-body/human-diseases/coronavirus-vaccine-tracker-how-they-work-latest-developments-cvd/> [Accessed 18 October 2020].

District Commodore-e,Chief Of Staff

Jeffrey G. Geddes

What is coronavirus (COVID-19)and how can I prepare?

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22 SEP 2020FM: CHDIRAUXTO: ALAUXALAUX 028/20

Subj: COMMUNICATING UNITY AND RESPECT:REPRESENTING THE U.S. COAST GUARD

1. Last week, the Vice Commandant of the Coast Guard, Admiral Charles Ray, sent the following email to leaders throughout the Coast Guard.

From: Ray, Charles W ADM <ADMCRay@uscg.mil>Sent: Monday, September 14, 2020 1:21 PMSubject: Communicating Unity and Respect: Representing the U.S. Coast Guard

To U.S. Coast Guard Leadership,

I need every CO, OIC, Supervisor, and Leader to clearly hear this message and communicate its content to every member of our workforce. The challenging effects of our high operational tempo during a global pandemic, forecasts for an active hurricane season, widespread protest for social justice, and the backdrop of a National election could potentially serve to divide us without a conscious effort to avoid any such division. When we say that we are "Stronger Together," we do not ignore our differences, but instead note that despite those differences we are ALL united in our sworn Oath to the Constitution, to our shared commit- ment to our Core Values - Honor, Respect, and Devotion to Duty, and in service to the American public. It is also important to recognize that each of us are represen- tatives of the Coast Guard at all times. In every interaction with each other inside our lifelines, and outside our lifelines with our fellow citizens, whether in person or on-line, I encourage you to be guided by two simple questions: Do my actions and words create an environment of unity and respect, or do they create divisions? Do my actions and words inspire my fellow American citizens' confidence and trust in their Coast Guard?

Along these lines, today we released ALCOAST 337/20 - COAST GUARD MEDIA/SOCIAL MEDIA OFFICIAL, UNOFFICIAL, AND PERSONAL USE GUIDANCE, which provides guidance to the workforce and reinforces acceptable conduct within the social media arena.

Across the Country, as we face challenges together, there is no room in our Coast Guard for divisive or exclusionary behavior, nor actions or behaviors that discredit you or our

Coast Guard. Our fellow citizens count on us to be vigilant, mission focused guardians of maritime safety, security, and stewardship. Whether at a "call hands," at quarters or muster, or in one-on-one conversations, stay engaged and make sure your crews understand that in a professional military service - We Succeed Together.

Semper Paratus!

Admiral Charles W. Ray, Vice Commandant

2. Admiral Ray's message is clear: All of us as members of the Coast Guard team - military personnel, civilian personnel, Auxiliarists – are representatives of our service at all times during our commissions, enlistments, employments, and memberships. Moreover, our words and actions must consis-tently communicate unity and respect among those with whom we serve as well as the to the public that we all serve.

3. Admiral Ray also cites ALCOAST 337/20 - COAST GUARD MEDIA/SOCIAL MEDIA OFFICIAL, UNOFFI-CIAL, AND PERSONAL USE GUIDANCEhttps://www.dcms.uscg.mil/General-Messages/ALCOAST/Although this message is specifically applicable to Coast Guard active duty, reservists, and civilian employees, its basic tenets closely align with the requirements and expectations of Auxiliary social media policies found in Section 5.R. of the Auxiliary Manual, Commandant Instruction Manual 16790.1 (series)http://wow.uscgaux.info/content.php?unit=H-DEPT&category=auxiliary-manuals, most notably:

a. Auxiliarists are expected to ensure their use of social media, even when in a personal capacity while not assigned to duty, neither inadvertently nor deliberately connects or associates with, or projects an image of connection or association with, inappropriate material that is not consis- tent with the Coast Guard's Core Values and Guardian Ethos.

b. Auxiliarists are expected to remember the Coast Guard's Core Values and Guardian Ethos, and keep in mind how their official as well as unofficial social media and online posts will reflect upon themselves and the Coast Guard.

c. Auxiliarists shall avoid behavior while acting in a personal capacity, not assigned to duty, that negatively impacts or conflicts with their ability to perform their function when assigned to duty.

4. The Auxiliary Chain of Leadership and Public Affairs program managers at national and district/regional levels are readily available resources to provide invaluable consultation and review whenever a question or concern exists aboutpotential social media posts.

U.S. Department of Homeland SecurityUnited States Coast Guard

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What They See Is What We GiveHow many times have we been reminded, that in most cases, we the members of the Auxiliary, are theonly contact or example the boating community will ever see of the Coast Guard. That is why when we are conducting our missions, we at all times need to be squared away. The uniform must be right, grooming clean and neat, and you need to

conduct yourselves as if your mother is watching you.

This past year has been challenging as we have not had the chance to get out much and promote boater safety in person, but what we did, made a difference. What missions were performed and what virtual contacts were made had a great impact. Safety zone patrols, Mississippi River cleanup project, working directly with a local Fire Department on safety classes for their new rescue boat crews, and actively recruiting members for an AUXSCOUT Ship. These are just some things that we're able to accomplish while in this shutdown status. But here’s the deal… We couldn’t have been involved with these actives today if we had done similar things in the past. If we had not been in the public’s eye, and if we had not demonstrated our professionalism and capabilities in the past, these opportunities would not have to be recognized. Here are two great examples of our members receiving somewell-earned recognition…

Several weeks ago, we had two Facilities working together in our AOR on Labor Day weekend. One went north, and one went south. The north boat cruised into a local marina when the patio customers spotted their vessel and immediately began shouting to them thanking them for their service. They were waved at, saluted, applauded, and offered them to join them for some food and drink. The crew thanked them for their support but did not participate in their generous offer. The south patrol boat moored to a gas dock for fuel which was adjacent to a river tour boat dock. As the tour boat was coming into their dock the captain noticed the patrol boat, he got on his intercom and announced. “Ladies and gentlemen take a look those folks next to the dock, they are part on the USCG Auxiliary and they are all volunteers, they are out here on Sunday afternoon, on their time watching out for us and our safety.” With that the captain said thank for your service, the rest joined in with their thanks and the crew received a standing ovation! This type of recognition is what it is all about.

This is the reason we are in the Auxiliary because we care about boater safety, and we want to serve our communities. When we witness this type of gratitude, it’s the only thanks we need!

Remember… WHAT THEY SEE IS WHAT WE GIVE.

Stay well. Stay safe!

Steve R. GressDistrict Captain North

Recruiting - Retention ChallengesA special thank you to all our mem-bers who have found ways to meet the challenges of the stand down and move forward with recruiting and planning for the future. Amazingly, recruiting is successful and new members are voicing excitement as they complete Basic requirements and begin their career path toward

qualification for a mission. Those who passed the VE test online are now faced with meeting the requirement of five supervised VE.They voice acceptance of the limits of the stand down and look to other courses while they wait. The most recent approval allowing Human Resource officers to meet with recruits to obtain documents and signatures has helped even with the required request for orders first. Retention is our greatest challenge! Long time members are frustrated and show little interest in pursuing new qualifications. Some are saying they no longer want to hold an office. Members assuredly miss the fellowship of face to face contact. Currentmembers voice frustration and concern over new forms andapplying for temporary duty orders.

Solution: A Retention Program that can be easily followed and used across the 8WR district.

Building on our core values of Honesty, Respect, and DevotionTo Duty gives members the strength of self-confidence andself-esteem. The retention program will include these three points.

1) Promoting good health and well-being of our members reduces the risk of injury. Years ago, the Coast Guard rewarded members who completed a Fit for Life program with a patch. Reinstating that program, with an updated reward such as a challenge coin, may serve as encouragement for members and their families to join together in a fitness activity.

2) The number one key to Retention is fellowship! Friendships are formed through fellowship where members show care and concern for one another. 3) Next is mentoring and member training. The retention program will include these three points. Making the training tools easy to access these important components is critical to member success. Powerpoint presentations used as training tools are easy formembers to view either in a group or individually. They can be sent to everyone and used as a part of member training on flotillameeting day. A new 8WR District retention program that includes a Fit For Life component will be released by the end of this year. Watch for it!

Patricia A. LewisDistrict Captain South

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It Is Time To Pass The LanternThis marks the ending of my two-year term as District Captain West, and congratulations are to Dennis Pearson as the successful candidate in the election to serve you for 2021. I certainly want to thank Mr.Steven Riddell (DCDR-Division 1); Mr. Dennis Pearson (DCDR-Division 31); and Mr. Brandon Butters

(DCDR-Division 33) for their service and leadership over the last two years. I also wish to offer an early welcome to those new division commanders to be elected. Although COVID-19 social distance restrictions impacted every-one, we have all made adaptations in our service, training, and collaboration. Area meetings were conducted via web conferencing due to COVID-19 social distancing restrictions. Invitations were extended, and flotilla commanders and general membership, from across the western area, began attending each other’s meetings and training sessions. Although the scouting organization was constrained by thesame COVID-19 restrictions, the western area successfullyimplemented the Sea Scout program with ships established in Colorado Springs, CO (#8511), and Des Moines, IA (#3304). Progress continues with finalizing the agreement in Overland Park, KS (#7007). While recruiting efforts varied across the western area, work is underway in exploring the possibility of creating a new flotilla in the Gardner, KS area. Preliminary feedback indicates a potential for 50 individuals showing initial interest. With the cancellation of their summer OPEX; Division 1 began shifting to the development of an AUXOP Academy withscheduled online and mentored sessions in Weather, Seamanship, and Communications. Division 31 worked with SUMR and SLMR in the development of a comprehensive, all-hazards, Infection Control Plan Annex for the 8WR Auxiliary Emergency Operations Plan. In support of the boat crew training program, four webinar sessions were provided for five members. Division 33 was able to conduct virtual training of IowaBoating Safety course to Sea Scout Ship 3304. They also hadflotillas recognized for successfully passing Auxiliary National website compliance audits. As you can see, the Western Area has been resilient and adaptive.It has been my honor and privilege to be of service to you.

Patrick P. HickeyDistrict Captain West

From The End Of The Table!Farewell, but not goodbye!

As I take to writing for this editionof the 2020 8th Western Rivers publi-cation, I note that this is my final opportunity to discuss things that I feel are important as a member of the board. At the end of December, I “fall off the end of the table.” Yes, I like my predecessors, I have come to the end

of my time on the District Board. As I come to the end of my direct influence on the Board, I am still going to be available to the membership to help us meet the needs of each other. The old saying is “once a Commodore, always a Commodore” holds true even today.

No one rises to the level of Commodore without the supportand the help of many people. Looking back to when I started in the Auxiliary, I remember the many individuals that have assisted me throughout my career and there are many who have stepped up to lead me through the stages of leadership in our organization. It has been a wonderful and heartwarming experience and one that I will always cherish. THANK YOU! One and all for allowing me the greatest opportunity to serve you and helping me to be a true servant leader.

Future looking strong!

Moving on, life as we know it is forever be changed. However, even with the many restrictions that we have for today, you are working through the pandemic restrictions. It was exciting to see through the strong leadership of Commodore DeLaughter and the DIRAUX, we have developed viable work-a-rounds so we can still accomplish our missions. As we work our way back to mission accomplishment, we must remain totally vigilant of our situational awareness and remain safe and healthy. Be smart and wear your mask in public places, remain six feet apart and, wash your hands often. This will help keep you healthy so we all can do the Auxiliary missions.

What is exciting about the Auxiliary and our relationship with the Gold side is that as times are changing you have remained flexible to change with the new mission sets and processes. BRAVO ZULU! to all of you as we look to the future, it is bright. In fact,I think it is great as we now have new areas of endeavor topursue. For example, we are still doing our primary mission ofRecreational Boating Safety, however, we are learning new missions that will put us in better shape to serve the Coast Guard to accomplish their missions.

More to do!

Let us look at some of the areas that in just a couple of years have become mission areas that Auxiliarists are now serving. The first is

IP District CommodoreRobert G. Tippett

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Emergency Management (EM.) In the response fields for EM, there are numerous areas where an Auxiliarist can train for. Some of the areas are, learning to become a Planning Section Chief and run the planning and operational areas of the emergency response; another is as the documentation expert; a response section chief, providing assistance to the Situation Section Chief with response assistance. There are many more areas in the EM arena that all an Auxiliarist needs to do is to study for the areas you are interested in and get with the DSO-EM.

Next, would be the area of foodservice. Caryn and Marion Byerson have really helped our District jump ahead in the food service area. We have training being conducted on a regular basis for current and new members. This is one of the most needed new areas that benefit the CG to the maximum. If the cutter has no cook, people aboard must fend for themselves. That is not an easy situation, but when the foodservice Auxiliarist arrives, the crew jumps for joy because now they do not need to worry about meals while they are deployed. This is just another new field for us to consider going forward.

There are many more new fields. For the local church leaders, there is the Chaplaincy program. There is the medical field for those who hold EMT or any of the medical fields. Public Affairs always needs help and is looking for members that want to work in this fieldof endeavor. They can become certified and can help withCG missions. Do you speak a foreign language? You can join theinterpreter corps and be deployed to areas where languageinterpreters are needed. Not all we do is onboard our boats and boat inspections. Decide what you want to do, and we can find work for you.

Dream Big!

If you can dream it, we will try to help you succeed in that endeavor. Remember that our own Coast Guard Lady has for years now not been able to do anything on the boats, but she writes hundreds of cards to the men and women of the Coast Guard. For some of those CG members, the Coast Guard Lady has become a beacon of hope for so many young men and women of the Coast Guard. If you can dream it, we can help you accomplish the dream.

As I depart the Board, my hope and prayers are that everyone will remain safe and that we lose no one to the COVID-19 virus. My wish for you is that you see your dream, dream big, and go for it. I stand ready to help and support you in any way I can.

Semper Paratus

Keep Up The Good Work!We have often been referred to in many different terms. As Coast Guardsman, Auxiliarists, Guardians, and many other descriptive words.

I propose that while we are all of those combined, we are also Protectors!Protectors of life, the environment, and the country.

Just as lifeguards protect swimmers in a local swimming pool, our efforts in prevention through Public Education to Vessel Examinations and our Dealer Visitation program work to make the Recreational Boating public more aware of their safety, the safety of their passengers, as well asthose with whom they share the water. Our protection extends to verifying the Aids to Navigation through Public Affairs programs and further reaching into the environment through ourMarine Safety and Environmental Protection programs, America’sWaterway Watch and lastly educating our members as well as the public through our Member Training program.

Our sub-mission, if you will, is as protectors of the country through self-awareness education of the Recreational Boating public. This responsibility further extends to conducting missions, both from the surface and air but also responding as needed in the Emergency Management arena.

Once you look at the big picture, this mission carries with ita daunting responsibility. Also consider that as protectors, our roleis not just life, and limb, but we are protectors of the publicfaith! While we conduct our various missions we must do so in a responsible and professional manner, always keeping in mind our core values of HONOR, RESPECT, and DEVOTION TO DUTY!

District Chief Of Staff-e,Directorate

Chief - PreventionBrock Stephens

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USCGD8 Paddle Sports Safety Plan (On Board 4 Safety)Paul Barnard, Recreational Boating Safety Program Manager, U.S. Coast Guard Eighth District

Every fall and winter, tens of thousands of hunters take to the water in pursuit of their quarry. Many of those do so using various paddlecraft. Let’s take a minute to discuss paddling safety for hunters. Start by making sure that you are outfitted with all of the equipment and lighting required by law. The required equipmentcan be found in the first part of this article https://paddling.com/learn/required-and-recommended-equipment-for-paddlers/ and thelighting requirements can be found here https://paddling.com/learn/proper-lighting-for-paddle-craft-explained/ Of the required equipment, nothing is more important than a PFD, and nothing can contribute more to survival than wearing a PFD. Statistics show that over 80 percent of paddlers who die are not wearing a PFD. More alarmingly, many of those didn’t even have a PFD on board. There are a number of camo inflatable PFDs on the market. While they are camo on the outside, they inflate to a bright yellow color to increase visibility. They can easily be adjusted to fit over bulky hunting clothing. There are many inherently buoyant camo PFDs on the market as well. Some of those are in the form of a Coast Guard-approved flotation coat. Be sure to stick something high-visible like a silver emergency survival blanket in your pocket if you choose a camo PFD.

Cold water is often the greatest safety threat to paddling hunters. Cold water incapacitates quickly and kills unmercifully. Coldwater shock is a serious danger to a paddler not wearing a PFD, and it can occur in water temps as high as 70 degrees. Likewise, so can hypothermia. So even with a PFD cold water can kill. Cold winter winds are often present during hunting seasons. They accelerate body cooling and they can cause dangerous wave heights. A paddle craft is small and has a low freeboard. Add our bulky clothes and hunting gear such as guns, decoys, blind bags, blind material, perhaps climbing stands, and sometimes even dogs, and we become much more top-heavy. When winds, waves, and currents are present our stability is further diminished. The risk of capsizing is very real.

Now, imagine trying to perform a self-rescue with layers of heavy, soaked hunting clothing. Imagine the wind and waves pushing our paddle craft away while we are trying to catch it in the heavy clothing. Think about how cold water can immediately diminish our physical functioning. Capsizing cold water with cold weather while we are bundled in hunting clothing can have disastrous consequences. The value of wearing a PFD in these conditions cannot be overstated. Take a look at these self-rescue techniques https://paddling.com/learn/category/techniques-safety/capsize-recovery/ Practicing thesetechniques with a partner in a safe warm water environment, dressed in your hunting clothing, while wearing a PFD will be eye-opening and is highly recommended. Where do you keep your cell phone? How do you keep it dry? Will it work in remote locations? Do you have backup emergency commu-nication devices like a handheld VHF radio, a PLB or EPIRB, or a similar commercial satellite communication device? Plan on keeping a communication device on your person and keeping it dry if it’s not waterproof. What happens if despite our best efforts we are separated from our paddle craft or otherwise stranded. Our first line of defense takes place before we leave home when we file a detailed float plan like the one found here on the link below. There’s also one contained within the very useful Coast Guard App on that page. A photo of your craft should always accompany the float plan.https://www.uscgboating.org/recreational-boaters/floating-plan.php There are several different survival scenarios hunters may find themselves in. The absolute worst is being in the water separated from our paddle craft, or with it but unable to right and reenter. The cold water poses an immediate threat to our lives. Keeping a waterproof ditch box or bag on deck and immediately available gives us our best chance of survival. If we can’t access the ditch kit, our hunting jackets have the benefit of having large pockets. Dedicate a pocket to a communication device, a survival blanket, a waterproof flashlight, or any small useful item.https://paddling.com/learn/required-and-recommended-equipment-for-paddlers/

The more likely scenario for hunters is being stranded ashore somewhere. You’ll wantto do your best to make it to shore with your ditch kit. If you keep it out on the deck and immediately available, then you are likely to be able to grab it in an emergency. If not,

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you’ll have only what has been stowed in your jacket pocket. Sadly, this year hunters will lose their lives to paddling accidents. Most fatalities are easily preventable. By applying a layered safety strategy we greatly increase our chances of not becoming a statistic. Let’s wrap up with a quick review. Be weather-wise. File a float plan. Wear a life jacket. Respect and prepare for cold-water and cold weather. Anticipate capsizing and be practiced in self-rescue. Have a reliable water-proof communications device on your person. Take advantage of the pockets on your hunting clothes to stow some survival items. Keep a waterproof ditch box or bag immediately available and mentally program yourself to get it in an emergency. Lastly, and we have not yet touched on this, never forget the value of the buddy system.

U.S. National Coast Guard MuseumVern Bauer, FSO-PV, 085-11-01

Construction of the U. S. National Coast Guard Museum in New London, CN, scheduled to start in 2019, has been postponed due to the construction of two other large projects in that area. Thus, the start date of the construction is not determined. Funding includes $21 million in private donations; $20 million in State of Connecticut bonding and $15 million in federal contributions. Museum officials are not publicly releasing an updated cost until a bid is issued for construction. The Coast Guard is the oldest, and currently the only, uniformed service without a national museum to showcase its 229-year history.

The museum will have 80,000 square feet of space and five stories of interactive exhibits.

The EAGLE, the 84-year-old Academy training tall sailing ship, will be docked next to the museum when it is not out to sea. This will be the main feature of the museum.

Entry to the museum is free and will provide the public a gateway to discover Coast Guard life. Along with interactive exhibits, public and private partnership programs, [STEM] based – science technology, engineering and math programs, and leadership training opportunities are expected to be a formidable part of the museum experience.

The Coast Guard Museum will educate, engage, and inspire visitors and show how the men and women of the USCG have faithfully served our nation since 1790 and how they continue to use technology to protect our waterways, environment, and commerce.

Why New London Connecticut? New London is the home of the International Ice Patrol (administered by the USCG}, the Coast Guard Research and Development Center, US Coast Guard Academy, Admiral James M. Loy Leadership Development Institute, and the Marine Safety Laboratory.

The proximity of these entities will be of great benefit to the museum’s envisioned STEM Discovery Center, including access to experts, special lectures, and program and research presentations.

The museum will be built on the waterfront next to Cross Sound Ferry Terminal, behind the New London Train Station (Amtrak and commuter rail) and one-half mile from Interstate Highway 95. This transportation network will provide the public with easy access to the museum and popular and affordable tourist destinations. These attractions center around shoreline and heritage sites. There are also many entertainments, meeting, and convention locations in the area.

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Multi-Agency TeamworkSince 1989, the two-day annual “Shootout” has grown to be the largest unsanctioned powerboat race in the U.S.A., bringing nearly 100 competitors from across our country to test their top speed on a 3/4-mile racecourse at Missouri’s Lake of the Ozarks. This one-at-a-time race is attended by over 100,000 spectators, mostly families, anchoring their boats along two miles of a buoy-marked

sideline. Many others watched on the shore, on live streaming LakeTV, and broadcasts on area TV stations.

Miles BrusherdDSO - Public Affairs

DCDR Dennis Pearson is Radio Watchstander at his central marinaposition maintaining multi-agency communications between all eventpatrol boat crews, race officials, Sector UMR, the Incident Command

Post, and Sub-Post during the race event.(Aux photo by DSO-PA Miles Brusherd)

COMO Jack Gumb on his Personal Watercraft (PWC)(Aux photo by DSO-PA Miles Brusherd)

COMO Jack Gumb as Personal Watercraft Operator (PWO) patrols thebuoy-marked safety zone for all race boats positioning into the staging

area queuing up to enter the start of their race.(Aux photo by DSO-PA Miles Brusherd)

and Emergency Management, and multiple local fire-rescue boat crews. The Auxiliary has been well represented by COMO Jack Gumb in the annual weeks-long coordination. Each agency makes its preparations, ready and able to support boating safety and high visibility with the boating public throughout this popular marine event. This year, all teams applied additional CDC safety guide-lines.

The Shootout strives to consistently maintain one of the safest events on Lake of the Ozarks and focus on protecting thecompetitors, spectators, and the local residents. For well over 20 years, District 8WR Auxiliarists have been called upon to team up with Shootout event coordinators, Sector UMR, Missouri State Highway Patrol’s Water Patrol Division, Camden County Sheriff

The Shootout raises funds donated to eight lake-area fire depart-ment rescue teams and at least 32 charitable organizations that last year topped $357,000. This support to the charity helps members of the community including abused women and children, the homeless, the handicapped, and the hungry. Donations to benefit the local fire departments enable them to acquire much-needed safety equipment to keep their firefighters safe, maintainfire-rescue boats, and increase their ability to save the lives and property of others.

This and other missions were made possible by efforts of COMO Tracy DeLaughter, COMO Jack Gumb, COMO Dan Maresh, DDC-Response COMO Bob Smekta, and COMO Richard Lawrence each giving their time to guiding the development of a detailed plan, reviewed by both Sectors and DIRAUX, and secur-ing approvals required to resume operations within our district.

American Ethanol had a 202 Mph Run(Aux photo by DSO-PA Miles Brusherd)

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8WR Auxiliarists Assist With COVID-19 Response

With the onset of the COVID-19 pandemic in the United States in March, Coast Guard Auxiliarists found themselves stood down again from a majority of their missions, as they did in early 2019 during the government shutdown. For an organi-zation that normally interacts with the boating public through a variety of

programs, the thought of saving lives by staying home seems to be the epitome of contradiction. Yet in a sense, Auxiliarists continue their primary mission of saving lives, whether on the boat ramp or sheltering in place. For example, a handful of Auxiliarists is currently working, virtually, side-by-side with their active-duty and reserve shipmates in the campaign against the Novel Corona-virus.

On March 19, during a conference call for the Eighth WesternRivers District Executive Committee, Capt. Scott Stoermer,Commander, Sector Upper Mississippi River, inquired if the Auxiliary could assume the collection of COVID-19 information from two active-duty members on the Incident Command staff, who were making daily calls to Emergency Operations Centersin 23 individual counties in six states within the sector’s area of operations. Numbers of confirmed COVID-19 cases were being included in the sector’s daily command briefings.

Information about the process, which included a prepared script with a series of questions, took time to gather, so Stoermer discussed the idea with Eighth Western Rivers Director ofAuxiliary, Cmdr. Suzanne Hemann.

Commodore Richard Lawrence, District Emergency Management Staff Officer, met with Stoermer, Auxiliary Sector Coordinator Commodore Dan Maresh, and District Operations OfficerCommodore Jack Gumb the next day via conference call to discuss how the mission would work. Maresh and Gumb agreed the project was clearly within the scope of the Eighth Western Rivers Emergency Management operations. Stoermer soon put Lawrence in touch with Incident Commander Ens. Ian Ross, who provided the questions and script for contacting county emergency manage-ment agencies. After the initial discussions, it became clear that this was an opportunity to provide direct support to the active duty in non-traditional areas. Selected Auxiliary members with a variety of training, personal experiences, and qualifications could assume the duties of data collection and report daily. Further use of the Auxiliary would relieve active duty persons from this task and allow them to spend their time in other areas. “Over the past few years, our members have been deployed to assist in hurricane relief such as [Hurricanes] Katrina, Harvey, and

others, flooding along the Red River and marine causalities like the Branson Belle and Stretch DUKW 07,” Lawrence said. “This event represented a different opportunity.” Lawrence assembled the team, including Auxiliarists ShawnSteadman, Roger Huner, and Dennis Pearson, who met over the weekend of March 21-22. They drafted a working tactical plan to collect needed data. This plan – including establishing a training regimen – was submitted up both Auxiliary and Sector chains of command at the end of March. Lawrence has been developing a regional Incident Command System program which has been focused on increasing the number of Auxiliary members taking Federal Emergency Management Agency/Coast Guard ICS courses, participating in exercises/incidents, achieving ICS position-specific qualifications, and encouraging the use of ICS in all Auxiliary events. Huner, Pearson, and Steadman have experience in local, state, and federal Emergency Operations Centers (EOCs) in Missouri and Illinois during all levels of catastrophic disasters and deployments. Additionally, all three have served as ICS instructors for the Coast Guard, Auxiliary, and state and local emergency management organizations. Steadman teaches emergency management at St. Louis University.

“In my opinion after being with the USCG Auxiliary since 1993, I am experiencing a modification in the focus of our mission. We are becoming more involved in the Incident Management System for the active-duty Coast Guard and the Coast Guard family,” Steadman said. “It feels great to be able to support them with our outside expertise. This is an opportunity for both organizations and a force multiplier for the USCG.”

After about a week of review, the plan was finalized and the Auxil-iarists were appointed Assistant Liaison Officers to the various county emergency management offices to collect statistics onthe number of active cases, deaths, and recoveries for each selected county. Todd Wilkinson was appointed Assistant Public Informa-tion Officer and assigned to collect media releases from state public health agencies to be included in a daily briefing packet.

The team officially filed its first briefing on April 6. It has been meeting via videoconference daily since then, including weekends, to review data and discuss any issues. A daily report with the required statistics is submitted, along with electronic copies of media releases, by 11 a.m. each day for the afternoon command briefing. As with any emergency operation, the team has found itself regularly modifying both its procedures and documentation. For example, instead of collecting data directly from the county Emer-gency Management offices, the Incident Commander and Auxilia-rists instead decided to gather it from the COVID-19 Dashboard on the Johns Hopkins website. These statistics allow the Coast Guard to determine threats from COVID-19 in their areas of

Todd WilkinsonAUXPA1

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responsibility. As of early June, the reporting basis was reduced to three times per week and will continue until further notice, as the district begins to resume normal operations. Eighth Western Rivers Auxiliarists have been involved in safety patrols at the Lake of the Ozarks, participated in AUXPAD Ashore missions at Ozark National Scenic Riverways and the Buffalo National River, as well as conducting vessel safety checks and other RBS missions, all while observing COVID protocols and risk assessments.

R 261032 AUG 20FM COMDT COGARD WASHINGTON DC//CG-1//TO ALCOASTUNCLAS//N01100// ALCOAST 317/20COMDTNOTE 1100

SUBJ: EVERYONE IS A RECRUITER INCENTIVE PRO-GRAM

A. Everyone is a Recruiter Incentive Program User Guide, PSCINST 1120.1A

B. Civilian Awards Manual, COMDTINST M12451.1 (series)

1. The Coronavirus pandemic has had significant negative impacts on Coast Guard recruiting efforts, with cascading impacts on workforce strength, and we need the total workforce’s help recruiting our future service members. The Coast Guard Recruiting Command (CG RC) is calling on all active duty and reserve members, civilian employees, Auxiliar-ists, and retirees to assist in increasing enlisted and officer accessions for both the active duty and reserve.

2. To encourage support of our efforts to recruit new members in critical areas described below, the Personnel Service Center has revised the Everyone Is A Recruiter (EIAR) Incentive Program (REF (A. This program recognizes those who have supported recruiting efforts through the use of formal and informal awards, which may include: the Commandant’s Letter of Commendation Ribbon, Auxiliary Letter of Com-mendation Ribbon, 72 hours of special liberty, recognition in the Reservist Magazine, Official Letter of Commendation for CG civilians and a Time Off Award per REF B, thank you letters, and unit coins from CGRC. Since 2017, 223 LOC’s have been awarded and 58 72-hour special liberty passes were given through the EIAR Incentive Program.

3. Critical recruiting mission areas through 30 Sep 2021 are:

a. Active Duty (AD) enlisted: all accessions

b. Reserve enlisted: all new accessions (non prior-CG) and active duty members accessing directly to the CG Reserve.

c. Officer: new accessions (non prior-CG) through:

(1) College Student Pre-commissioning Initiative (CSPI)

(2) Direct Commission Aviator

(3) Direct Commission Engineer

(4) Direct Commission Lawyer (AD or SELRES)

(5) Direct Commission Physician’s Assistant (AD or SELRES)

4. Specific information on program details, resources, require-ments, and the referral and award process can befound in REF (A), posted at:https://cg.portal.uscg.mil/units/psc/Lists/PSC%20Instructions/AllItems.aspx

5. For additional program information, contact YNCS Mary Endicott of CG RC Mission Support at (202) 795-6879 or HQS-SMB-CGRC-GOCOASTGUARD-Chat-Team. Refer to the www.GoCoastGuard.com website or Everyone Is ARecruiter portal page:https://cg.portal.uscg.mil/units/cgrc/SitePages/Everyone%20is%20a%20Recruiter!.aspx for more information and recruit-ing resources.

6. RADM J. M. Nunan, Assistant Commandant for Human Resources, sends.

7. Internet release is authorized.

1. All Auxiliarists are strongly encouraged to read the follow-ing ALCOAST message and Everyone is a Recruiter Incentive Program User Guide, PSCINST 1120.1A, found at http://wow.uscgaux.info/content.php?unit=H-DEPT and https://drive.google.com/file/d/1sbTGhgyFhjNSmxfNF6e3veURPv00KBTA/view ,about the Everyone is a Recruiter Incentive Program.

(Please note that some of the hyperlinked web sites embedded in the ALCOAST and in the PSC instruction (PSCINST) will not be accessible if you do not have access to the dot-mil domain.) Respectfully, Captain Scott L. Johnson Chief Director of Auxiliary (CG-BSX)

U.S. Department of Homeland SecurityUnited States Coast Guard

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Auxiliary Air Operations and COVID-19

Semper Paratus, Always Ready, in an ever-changing world.

This simple expression requires an innovative, creative, ever alert, and active mind. It requires many dedicated people who love to learn, for what we learned yesterday may or may not prepare us for tomorrow.

What will prepare us will be how we hang on that flexibility to learn and innovate. Nothing has proven our salt like Covid-19. This has been aninvisible and continuing misunderstood enemy. This blood-borne virus has been a driver for our resolve. The COVID-19 pandemic has tested our resolve, our patience, and our systems. We have found challenges in our preparation of how to respond to this flanking maneuver to our everyday mission response. Auxiliary aviation (AUXAIR) has stepped up to the challenge, responded with innovation, developed risk mitigation procedures, andhas continued to serve the Air Stations providing necessary air operations during the pandemic.

Daniel A. TurnerDSO - Aviation

Aircraft Commander (and DSO-AV) John “Mango” Manganaroproviding Hawaii LT Governor Josh Green the pre-mission

briefing – Honolulu, Oahu, HI(Aux photo by DSO-AV Dan Turner)

LT Governor Green loading the first box of 2000 masks aboard anAUXAIR facility – Honolulu, Oahu. HI(Aux photo by DSO-AV Dan Turner)

U.S. Coast Guard Auxiliary Cherokee Six loaded and ready fordeparture with COVID-19 relief equipment – Honolulu, Oahu, HI

(Aux photo by DSO-AV Dan Turner)

Transfer of masks to Maui EMA for use by Maui Police and Fire Fighters – Kahului, Maui, HI

(Aux photo by DSO-AV Dan Turner)

I am reminded of an old story about an old farmer whose apple tree quit producing apples. A neighbor was surprised when the old farmer walked over to the tree and drove a huge old rusty nail into the center of the tree. The onlooker asked, “Are you trying to kill it”? The farmer replied, “No, I am reminding it that it's alive.” In the story, the tree began to produce apples. Auxiliary flight crews in D14 are regularly flying missionsto deliver and distribute medical supplies (masks, gloves, thermometers, face shields, etc.) throughout the Hawaiian Islands.

In Hawaii, inter-island travel is almost exclusively by air.

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AUXAIR Comanche preparing to transport Active Duty Dolphinflight crew to Air Facility Waukegan – Air Station Detroit, MI

(Aux photo by DSO-AV Dan Turner)

We are changing the way we prepare. We have found the meaning and purpose of the process of Emergency Management andDisaster Response. In our response during these times, we will document what we have learned and continue to learn in anemergency preparation manual, to augment our normal mission response and be better prepared for the unexpected challenges of the future. The response has developed an extremely specific orders procedure and standards with oversight from our Order Issuing Authority. In Air Operations, our everyday mission planning requires the team to review every aspect of a mission before departure release. Air Station Operations has the final authority for mission approval and the Auxiliary Pilot in Command (PIC) has the final authority for flight departure. Procedures include planning and filing a VFR or IFR flight plan, weather briefing, weight, and balance calculations, fuel and refuel planning, communications planning, mission planning, crew briefing, POB list, operational risk management assessment, and risk mitigation. The prerelease phone call with the Air Station reviews much of this preparation. Phone calls with the Sector Command review the mission profile and any additional tasking. Any changes in the risk assessment can change the response in either asset choice, delay of

the mission, or even scrub the mission altogether. Is the mission value worth the risk? After resuming air operations in multiple districts, we know that our mission order process and standards, supplemented with additional safety measures to deal with the COVID-19 threat, have stood up to the current threat. It is a sound practice. This was not by accident. We have been working on the order procedures continually with our AUXLOs and Operations at USCG Air Stations and Sector Commands. This is an ongoing continuous improvement effort - which will continue. But what did change? What additional practices did we put in place to mitigate the risk from COVID-19?

A risk awareness strategy and response to reduce or eliminate the potential exposure to infection were added to our standard planning, preparation, and mission performance. The awareness and planning stage now includes adding research for Covid-19 infection status for any location that may be linked to the mission. Additionally, what changes need to be madeto avoid the potential of a crew member being exposed to the infection or carry infection back to their family. We must consider the members and their families or with anyone they share space, pre-existing health status. Is anyone in their ecosystem a high-risk potential for the infection? Specific rules to mitigate the risk have been communicated by the districts; any commercial flight within the past 14 days requires quarantine from the flight crews, pilots and crews have been teamed up and kept together to reduce risk and they continuously update each other with personal risk assessments. Aircraft sanitization techniques have been developed and implemented.

How do we reduce infection risk while operating in a small cockpit or landing at locations for crew pickup or refueling or supplies? Solutions to these questions were added to our normal procedures for mission planning and execution.

Per Federal Aviation Regulations, every pilot on every flightis responsible to become familiar with all information and theknowledge that may affect that flight. This now includes the COVID-19 status. CFR 14 part 91.103 for preflight action reads, “Each pilot in command shall, before beginning a flight, become familiar with all available information concerning that flight.” PICs now need to include the requirement to know andunderstand the Covid-19 status and recommendations or laws concerning traveling in and out of that state or locale.

We are avoiding hot zones for any destination or stop along the way. The Personal Protective Equipment (PPE) list now includes

Auxiliary flight crews in D9CR have been transporting active duty flight crews between Air Station Detroit and Air Facility Wauke-gan (north of Chicago) so that Dolphin crews can provide SAR capability on western and southern Lake Michigan during the peak recreational boating season. Additionally, they have been transporting critical replacement parts, many times with short lead time since late June.

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the death of George Floyd in Minneapolis. This death of Mr. Floyd occurred while he was in police custody. Videos of the police actions caused many demonstrations throughout the country, and questions about the equal treatment of minority citizens. The police officers involved with Mr. Floyd’s arrest have been charged with his death. The actions of law enforcement officers have now been questioned by many citizens.

We need to respect the rights for citizens to protest peacefully for redress in the grievances they rightfully have against a system that has for many years been stacked against them from whatever corner of the land, Native American, Black, Asian, Irish, Italian, the list is long. Currently, we are dealing with the issues ofbad laws, poorly trained Law Enforcement, and bad policies and procedures contributing to a breakdown in the societal fabric of the country. As the United States works to right these wrongs from past and present, we should take into consideration perspective. Ours vs. Theirs. We have the opportunity to allow growth as individuals, and growth as communities to arrive at the realization, that in the end, we are all United States citizens.

The Coast Guard is actively recruiting men and women into service as uniformed members of the Coast Guard. The Comman-dant has emphasized this commitment by making diversity and inclusion a key component of the Coast Guard ethos. Our role as Auxiliarists is to be part of the Coast Guard’s role in the U.S.A., with Diversity and Inclusion programs an important part of the Auxiliary’s organization and public persona. The Auxiliary can help by encouraging minority citizens to consider joining the Auxiliary. Our training, from the basic required testing to the more advanced learning, such as Trident qualifications, would benefit the individual, their flotilla, division, district, the Coast Guard, and all citizens of the United States. But, the best thing is that our organi-zation will benefit by becoming more diverse and inclusive.

This year the Western Rivers Region had a very commendable result in the NACO Diversity and Inclusion awards. The district’s NACO Awards increased substantially, moving up 21 percent over the prior year’s numbers. A “Bravo Zulu” to all those flotillas and staff officers who worked throughout the year to complete the required work. You and your flotillas are special because of your hard work for supporting diversity and inclusion.

masks, gloves, disinfectant wipes, and cleaner. Our standard proce-dures for post-flight now include disinfecting any surface areas inside the cockpit or normally handled surfaces on the aircraft, including headphones and communication equipment. While the order standards provided great oversite, we experienced a great deal of interruption. We found an intelligent approach to dealing with this sidelining, unexpected disruption to our everyday mission response. The risk assessment process did its job and in doing so mitigated risk and provided for a thorough process to respond to missions when the value outweighed the risk. We will incorporate these lessons into our standards. We will be better prepared for faster response during the next disruption.

SEMPER PARATUS - Dan

Planning For Next Year's Diversity

With the year only 3/4 finished, alot of things have happened in this country. We are battling a pandemic of unprecedented danger to us and our fellow Americans. As of this writing, almost 200,000 Americans have died from COVID-19. And, just like a two-front war, we are facing another crisis, one which we have put

off for too long - and that is the treatment of our minority citizens.

These twin problems demand our undivided attention. COVID-19 is a world-wide problem. Only Antarctica seems to have avoided the killer virus. The virus has caused major changes in how we live at home, work, and interact with others. As we struggle through this worldwide change and look forward to next year, things do not look very promising. Virologists believe that 2021 may be like 2020; that is, no vaccine yet, continued mask-wearing in public, and reduced contact with others. Not much to look forward to.

This is a worldwide problem. As of this writing, nearly 28,000,000 (28 million) confirmed cases have been identified with nearly one million individuals having died, and that has happened in only nine months. COVID-19 is a killer.

We have no choice but to take on this killer virus and beat itthe only way that works – teamwork and diligence, caution and steadfast hygiene, fortitude, and concern for one another. Ignoring the virus is a sure ticket for disaster.

As we work to save ourselves from this killer virus, we can also direct our attention to the other problem we face, dealing with positive change for ALL our country’s citizens. Our country has had an awakening this summer. That awakening was triggered by

Robert A. BurckDSO - Diversity

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New Coast Guard Cutter CulbertsonVern Bauer, FSO-PV, 085-11-01

The Minnesota Council of the Navy League planned to adopt the new US Coast Guard Cutter, Edgar Culbertson, when it wascommissioned in Houston, TX on 20 May this year. This is the 37th fast response cutter [FRC].

The Culbertson is named after Petty Officer 1st. Class Edgar Culbertson, a Boatswains Mate who died in the line of duty attemptingto rescue three teenage brothers during a fierce storm in Duluth, Minnesota in April of 1967. All were lost during the rescue attempt.Culbertson was posthumously awarded the Coast Guard Medal for his bravery and heroism in this rescue attempt.

The Culbertson was delivered to the Coast Guard on 6 February 2020 in Key West, FL. Its home port will be Galveston, TX.

The Culbertson is 154 ft., a member of the Sentinel Class, a flank speed of 28 knots state-of-the-art, command control, communication, corporate technology, and a stern launch system for the vessels 26 ft. cutter boat. The FRCs are known for their long-range, having been deployed for up to 4,400 nautical miles from homeport, highlighting the FRCs operational range and capability.

Their Average Day Isn’t So AverageAccording to the US Coast Guard Boating Resource Center, on an average day, the Coast Guard conducts 109 searches and rescues, saves ten lives, seizes 169 pounds of marijuana, and 306 pounds of cocaine worth $9,589,000,00, and investigates six vessel casualties.

Patriotic MedleyU.S. Coast Guard [Semper Paratus]

We’re always ready for the call, We place our trust in Thee.Through surf and storm and howling gale, High shall our purpose be.

“Semper Paratus” is our guide, our fame, and glory too.To fight, to save, to fight and die! Aye! Coast Guard we are for you!

The Coast Guard Cutter Edgar Culbertson sails into port in Galveston, Texas, March 23, 2020.The Edgar Culbertson is the service's 37th fast response cutter.

(U.S. Coast Guard photo by Petty Officer 3rd Class Paige Hause)

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Coast Guard Auxiliary ID Cards and Paper Members

Coast Guard Auxiliary ID Card...There are specific details and require-ments that have to be in place in order to acquire a Coast Guard Auxiliary Identification Card. For starters, it basically states in the Auxiliary Manual that a member must be either in IQ status or above and current with

all AuxCT courses. That means at the most elementary level, any members joining 01FEB2018 or after, must have completed all the CORE Training as well as the BQII training. All that must be verifiable in Auxdata II, in order to request the member ID card.The form for requesting an ID card can be tracked down onthe 8WR website http://wow.uscgaux.info/content.php?unit=085☞ Member Information ☞ 8WR Forms: scroll down to Other Forms Used by District 8WR, and it is the second one listed titled Employee ID form. There you will find the form, options for requesting, and a lot of other valuable information for submitting a request. ID cards can be requested for several reasons: lost, stolen, new members, out of date, etc. New photos must accompany any request. The form itself is pretty straightforward and easy to complete.A couple of points to remember is the height of a person is reported in INCHES – not feet and inches. Also, when it comesto blood type the Rh factor (the + or -) must be listed. The infor-mation is useless without it. One of the integral parts of the ID, is, of course, the photo. If I had to guess this is generally the biggest issue where a form may be denied completion. It has to be done correctly. The photo will be cropped or formed into a square shape in order to be placed on the ID card. The photo needs to be centered with space to allow that shape and still keep the head and shoulders in the picture. Too little space at the top or side may not allow the photo to be adjusted to fit. It is a good idea to send two photos; offering a choice to be used.

If the photo is taken with a cellphone, it usually is best to turn to “sideways” as opposed up and down. That will give the photo more opportunity to be designed correctly. If sent by email, ALL photos must be sent as an ATTACHMENT. They cannot be used if sent in the body of the email.

A smooth red background is an absolute must. No Flags and no other colors can be used. If a fabric is used as the backdrop, there should be no noticeable wrinkles. Photoshopping is also not allowed.

Any auxiliary uniform can be used in the photo. It has to be worn

as prescribed in the Auxiliary Manual and letter-perfect. For example: If the Tropical Blue uniform is used, shoulder boards or the collar devices are required, the V-neck T-shirt must be used, and the name badge needs to be in the proper location as well as any other devices or ribbons. No cover and no eyeglasses should be used in the photo. If any question, check the Auxiliary Manual, Chapter 10, for the proper uniform appearance. Also, keep in mind that all grooming standards are to be met. There is a great presentation on grooming standards found onthe National Website www.cgaux.org ☞ DIRECTORATES ☞ HUMAN RESOURCES ☞ Auxiliary Uniforms ☞ Grooming.The standards involving hair, mustaches and beards, earrings and piercings, tattoos, etc. should be reviewed and adhered too for a useable photo. One last thing to remember about auxiliary ID cards. Anyone that leaves the organization, disenrolled or retired, must turn in their ID card. It should be sent to the DSO-HR or the DIRAUX office upon their departure as an active member.

Smile!

Paper Members...The last quarter of the year always has me reflecting on dues and elections, it is that time again. The changes in leadership and the make-up of the staff and how that will affect the upcoming year always crosses my mind in anticipation of greater things ahead. It also has me consider those members that never darken the door of a meeting, now easier than ever, still do not join a flotilla meeting from their home on-line, nor provide a report or come to afellowship function. Yet year-after-year they pay their dues as diligently as any other member in the organization. I remember my first stint as a Flotilla Commander. I reviewed the member list in determining my FSO-Staff and realized someof those folks I had never met in all my time in the auxiliary.I dubbed them “paper members.” I have heard some refer to them as ghost members, and I am sure there are other labels. They are there on paper, but that is about it.

I had some strong feelings in that regard, I asked myself, “What’s the point if they do not join in or want to contribute…why?” I had convinced myself that they were “deadwood” that needed to step-up or step-out. I had a desire to “clean house” and replace the paper members with vibrant, energetic new members. Getting vibrant new members was a great goal, cleaning house… I realized that was a mistake. I laughed when I heard that some sports arenas are filling seats with paper cut-outs of fans, and piping sounds of a crowd to make the ballplayers feel like they are playing in front of an audience. I thought to myself those are like our paper members, maybe we should get life-size images of them to fill empty chairs at meetings. Perhaps, also, that was what I was thinking about as a Flotilla

Alan T. MainDSO - Human Resources

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Commander, playing for an audience. In my experience, (I don’t want to use old-age) I have learned it isn’t so bad to have a few paper members. Consider a viewpoint of someone that believes in the Coast Guard Auxiliary and what it stands for, that wants to support that activity in the best way they can, but health, circumstances, work, or other life issues gets in the way. So, they do what they can by paying their dues to show their support of the organization. Please do not misunderstand what I am attempting to say, I still have a degree of not understanding why someone joins and will not contribute their talents or at least a bit of time. There has to be a balance of active to non-active members, like the old 80/20 rule. If not, we will eventually become a group that accomplishesnothing. I wonder about that as we see some flotillas struggling to find leadership and dwindle into disbandment. I will finish with this direction:

Non-active members – Thank you for your support, yet I implore you to get involved in some way. Perhaps an article for the monthly newsletter, a humorous anecdote, a bit of area history, or some other thought. Attend a meeting whenever you can, your life’s experience, your talents, your input, and help is valuable to all the group.

Flotilla Leaders – Never give up on the ghosts. It’s part of your job description to involve them. Ask them to help with small tasks that they may have the talent to do, then coach and assist along the way if needed. If there are personality conflicts, and let’s face it, we have those occasionally, find another to assist. I think it was Abraham Lincoln that said something to the effect of, “I don’t like that man much, I need to get to know him better.” There are so much truth and wisdom in that message.

Flotilla Members – Check on each other. One of the saddest things I hear as a DSO-HR is to get notice of the death of a member, only to find out it happened a month or longer ago. I find myselfasking “Is anybody watching?” Building relationships, friendships,camaraderie is the glue that holds us together. Perhaps they would come to a meeting if someone would give them a ride, or help them understand how to use a Zoom App. There is an old saying that says: “They won’t care until they know how much you care.” That is another very wise and true statement. In these times of distancing ourselves from each other, it is more important than ever that we stick together, care about each other, and reach out with understanding and a bit more compassion than usual. It is a serious business that we are involved in, first and foremost, we have to be serious about our shipmates.

U.S. Department of Homeland SecurityUnited States Coast Guard Auxiliary

22 SEP 2020FM: CHDIRAUXTO: ALAUXALAUX 027/20 Subj: TEMPORARY SUSPENSION OF ONLINEPROCTOR REQUIREMENT FOR AUXOP SPECIALTY COURSE EXAMS

1. Sections 8.C.2.(b) and (d) of the Auxiliary Manual (Commandant Instruction Manual M16790.1G (series)) require all Operational Auxiliarist (AUXOP) specialty course exams to be proctored and have a minimum passing score of 75%. Current COVID-19 safety protocols often prevent Auxiliarists from engaging in in-person Auxiliary activities, including meeting with proctors to take AUXOP specialty course exams. 2. Given the constraint posed by COVID-19 on in-person AUXOP exam proctoring, the proctor requirement is tempo-rarily suspended for the following AUXOP specialty course exams when taken online: Auxiliary Navigation (AUXNAV-A / also listed as AUXACN), Auxiliary Weather (AUXWEA), Auxiliary Patrols (AUXPAT), Auxiliary Seamanship (AUXSEA), and Auxiliary Communications (AUXCOM).

3. If taken online, these AUXOP specialty course exams are authorized to be taken open-book and must still to be taken through the Auxiliary National Testing Center (NTC: http://ntc.cgaux.org/). Taken this way, they now require a passing score of 90 percent and must be completed within a 120 minute time limit. Once the online exam is started, it can only stop upon exam completion or once 120 minutes have passed. It cannot be temporarily stopped nor logged out. For these reasons, students should therefore ensure they are fully prepared and ready to take these online exams prior to starting them.

4. This change does not apply to the Auxiliary Search Coordi-nation and Execution (AUX SC&E) specialty course or the NavRules 90 exams.

5. This temporary suspension will end when COVID-19 safety protocols allow restoration of normal AUXOP specialty course exam proctor and passing score policies as determined by the Chief Director of Auxiliary. Provisions of this tempo-rary suspension will remain in place for 30 days after its announced end to allow Auxiliarists to complete their exams for AUXOP specialty courses already in progress.

6. Internet release is authorized.

U.S. Department of Homeland SecurityUnited States Coast Guard

COMO Jackson L. GumbDSO - Operations

Troy StockersDSO - Publications

Tips From The EditorThe fall newsletter will be published and also put on our 8WR website mid October.

Staff articles have been coming in smoothly, friendly reminder to use Word (.doc) or Acrobat (.pdf ) and use 15pt Garamond Font. Photos at the highest resolution you can.

I would like more members to submit photos for the newsletter, this would help me in choosing a front cover, use for another members article or just a fill in photo. Always watch for details in photos; are members dressed correctly, anything in background that shouldn’t be seen, and if more than one member are they dressed alike.

Please have your articles sent by March 15th, June 15th, September 15th and December 15th.

Making Two-Week PlansI hope all of you are well and have endured 2020 as best you can. I am ready to get this behind us if we can and move forward with what we need to do.

In operations, Commodore DeLaughterhas worked tirelessly to find a way to get us back on the water. We have had some safety patrols over the region.

The new forms that were drafted have worked well in doing what we needed to do. For now, we are making two week-plans. Both Sectors are working great with us on these plans.

For those facilities who needed an inspection to get underway, they have been done. The new AUXDATA II has challenged everyone with the new process.

I am aware of a large number of members who need to get QEs completed. We now have the approval to get QEs done. It is at the end of the season, so will be difficult at best to get very many done.

We do have some of our members certified to teach TCT. If you are needing to complete TCT training, work with your leadership to get that scheduled.

Getting Back In BusinessGood news – we’re getting back in business in public education. A small start but at least a start.

When we first went into shutdown, no one was even interested in teaching an eight-hour course online. All sorts of barriers were thrown up. Testing, how to use multiple instructors, what program to use, just to name a few.

But now things have changed for us and the boating public. Every-one is doing meetings, taking classes, and even going to school full time online.

I recently participated in a seminar put on by the National Direc-torate for Public Education. They have developed a system to send out to our members that gives us the tools to teach an online ABS course. This doesn’t tell us how to teach ABS, it teaches us how to teach online. The seminar deals with how to set up, how to use the tests the Coast Guard has set up in Google Docs, how to get paid, and even how to set up practice sessions. This method was used recently for two classes in Florida.

I have sent the presentation to the SO/PE at each division. I am sure you will be hearing about it soon.

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James Berg Jr.DSO - Communication

Steve JohnsonDSO - Public Education

Website More User FriendlyThe 8WR WOW Site is now featuring the new logo on the left upper corner of your screen if you are still seeingthe old logo you need to delete your Internet cache in your browser then reload the page.

The Communication Service Depart-ment is in the planning stages of making the website more user friendly

so that it doesn’t take a user a long time to find what they are looking for. I believe if the user cannot find it in three clicks or less then its too difficult to locate so we are working on a plan to make the site more user friendly.

The (http://www.trlmo.com/cgaux8wr) site was shut down as of this month as the information was outdated and the site was replaced by the current district wow site back in 2014. I have made a full backup of the trlmo site in case we something from that site in the future.

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Auxiliary Emergency Management And Disaster Deployment ConsiderationsADSO-EM-ICS Dennis Pearson, Eighth Western Region USCG Auxiliary

(Clinton, MO) – Auxiliary Emergency Management and Disaster Deployment Considerations #1

For the next few months, we will continue having multiple hurricanes, Tropical Storms, tornadoes, and severe flooding affecting thecentral, eastern, and southern United States. Will you be prepared to deploy if requested? Do you have all documents ready to verify your qualifications? Now is the time to consider what you need to know for an Auxiliary disaster deployment, and USCG unit augmentation outside of a disaster.

During the first 24 hours of a disaster… called the Acute Phase… we are rarely ready to respond during this Immediate period of 0-2hours. Some Auxiliarists may respond during the Intermediate time frame of 2-6 and 6-12 hours. Most members are available to respond during the Extended time frame of 12-24 hours. But are you ready to mobilize for 4, 7, 14, and 21 days once notification goes out request-ing assistance by the Everbridge alert system?

Most of the time, though, we are lucky to track ahead of time Tropical Storms, hurricanes, severe flooding, and severe thunderstormsand tornadoes days in advance. The District Staff Officer – Emergency Management (DSO-EM) will activate first the District Auxiliary Incident Management Team (IMT) for an initial briefing to start working on the Incident Action Plan (IAP). The IMT will start looking at the known qualifications, training, and experiences of Auxiliarists who may be eligible to respond once alerted. Messages will be sent to members asking who are available to deploy if needed.

But first, we need to clarify what is meant by “qualification.” There’s much confusion on this by the membership. Qualification means an Auxiliarist can document they have the training and experience to perform the required duties of specific positions and can verify their eligibility via a USCG Letter of Designation (LOD), a FEMA Document of Agency Certification, or from other states and agencies as shown on a 101 or Red card, or Red book.

Auxiliary Emergency Management and Disaster Deployment Considerations #2

Many members believe because they’ve taken and received a certificate of completion for a NIMS ICS Position-Specific course they are now qualified for that ICS position. Examples of these courses are Safety Officer, Liaison Officer, Operations Section Chief, Communica-tions Unit Leader, etc.) You are not “qualified.” You have just taken a course which may be a pre-requisite for that specific qualification.

To be qualified you will need to complete a Coast Guard Performance Qualification Standard (PQS), a FEMA National Qualification System (NQS) Position Task Book (PTB), or a similar standard reference approved by another multi-jurisdictional agency. Once completed there’s often an oral or review board to verify your successful completion of these task guides. Then you are issued a letter or card indicating you’ve been qualified.

To find a PQS you are interested in completing, go to the Q-Directorate Emergency Management and Disaster Response web site.Click on “ICS Assistance.” Under “USCG ICS Training” select “ICS Position Qualification and Certification.” Scroll down the page to select the PQS you want to download.

Now you’ll want to download the Job Aid for the PQS you are interested in. Under “ICS Assistance” again select “USCG ICS JobAids.” Click on “Coast Guard ICS Position Job Aids.” Scroll down the screen and select the Job Aid you want.

To help you with deployment questions refer to the USCG Auxiliary Deployment Guide dated 30 Oct 2019 available on theQ-Directorate web site. It also shows the USCG Forces' response to COVID-19 on another link. This is helpful for Auxiliarists with current NIMS ICS Position-Specific qualifications, training, and experiences to prepare for deployments anywhere, and for any time frame. This is very useful for Auxiliarists who desire to seek an ICS qualification. The section of Personal / Family Preparedness is very thorough as you prepare a family disaster plan. Remember… before we respond we take care of our family first!

What if the disaster area is your back yard? If you aren’t home, will your family members know what to do and where to go? A primary rule to remember during disaster relief is to take care of yourself first, your family next, then your neighbor. Then you can think about responding with your unit. Sound like a Community Emergency Response Team (CERT) training? If you haven’t prepared your family, you’ll worry about them all the time… which may affect your disaster performance and increase your disaster stress levels.

Auxiliary Emergency Management and Disaster Deployment Considerations #3

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A resource within the Emergency Management Institute (EMI) I would recommend taking is IS-101.c Preparing for Federal Disaster Operations: FEMA. Lesson 2: Pre-Deployment and Check-In is very helpful.

The Centers for Disease Control and Prevention (CDC), Occupational Safety and Health Administration (OSHA), and the National Institute for Occupational Safety and Health (NIOSH) all have developed web sites for you to use entitled Emergency Preparednessand Response. These guidelines are tied into the National Response Plan (NRP) for rescuers to follow when mobilized and include some information not found in the above documents.

Lastly are you aware you can take ICS-300, ICS-305, ICS-400, and ICS-402 Liaison Officer course online? These can be found in the Auxiliary Learning Management System (AUXLMS). Go to the Course Catalog and click on “Coast Guard (Gold).” Scroll down until you get to the link “Incident Command System (ICS). Then select the course you want to take.

Come and join us to have fun!!!

The Operational Auxiliarist (AUXOP) ProgramDVC-TS Peter Graham, Eighth Western Region USCG Auxiliary

One of the primary goals of the Coast Guard Auxiliary is to provide qualified members to augment the mission, service, and people's needs of the Coast Guard. Answering the call to duty in the performance of its missions, the Auxiliary incorporates the guiding principles ofthe Commandant’s Direction: Ready, Relevant, Responsive. To meet that direction, we will remain steadfast and committed to thewatchwords “Relevance,” “Professionalism,” and “Flexibility.”

The AUXOP ( or Operational Auxiliarist Program) is an advanced training program available to all members of the Coast Guard Auxiliary who wish to increase their practical Relevance to Coast Guard missions, and better assist the Coast Guard to fulfill needed skill sets. (Ready and Responsive).

The AUXOP program calls for a higher level of knowledge across several areas related to the Coast Guard’s mission, so the program has sometimes been called the "Ph.D. of the Auxiliary." Members who attain AUXOP status should be justly proud of their accomplishment, increased utility to the Auxiliary and to the Coast Guard, and in their ability to serve as role models for their shipmates. This higher level of qualification covers a broad spectrum of skillsets.

Members who successfully complete their training are authorized to wear the prestigious AUXOP Device, and their membership level advances from Initially Qualified (IQ) or Basic Qualified (BQ) to Operational Auxiliarist (AX or AX2), or just "AUXOP."

Qualification RequirementsTo qualify as an Operational Auxiliarist, the member must successfully obtain a minimum of seven credits from three categories of courses. These three categories are:

Core Courses ● These are the required core courses. There are three separate courses and each carries one credit.Leadership Courses ● There are five courses available. Each is worth one credit. Only one credit is available.

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Elective Courses ● There are numerous courses and the remaining three credits are from this selection.

Core CoursesThe required core courses are as follows. Each is worth one credit, and all are required: ● Auxiliary Weather Specialty Course (AUXWEA) ● Auxiliary Seamanship Specialty Course (AUXSEA) ● Auxiliary Communications Specialty Course (AUXCOM)

Each of these courses is available by visiting the Training Directorate website and select from the ribbon menu on the left-hand side AUXOP Courses. This will direct you to the training materials and the Auxiliary Classroom. Courses can be taught through a variety of ways from self-paced learning to classroom instruction.

Each course requires an exam to be taken from the National Test Center (NTC) Recent changes to requirements for AUXOP level tests allow all members to take the exams without proctoring. Due to the higher level of excellence expected the requirement is to achieve 90 percent within a 120-minute test period.

The exams no longer requiring a proctor are: AUXCOM AUXNAV Part A AUXPAT AUXSEA AUXWEAYou can find easy access to the NTC by visiting the Training Directorate webpage and selecting Online Learning / Testing on the ribbon menus on the left-hand side.

Leadership CoursesAuxiliarists must successfully complete one of the following leadership courses, each worth one credit (AUXOP credit is not applied for more than one course from this category.) These courses include:

● Auxiliary Flotilla Leadership Course (AFLC) http://wow.uscgaux.info/content.php?unit=AUX70 ● Auxiliary Leadership and Management School (AUXLAMS) – note both AUXLAMS-A and AUXLAMS-B of the exportable course version must be completed for the credit. http://wow.uscgaux.info/content.php?unit=aux02 ● Auxiliary Mid-Level Officer Course (AMLOC) http://wow.uscgaux.info/content.php?unit=aux05 ● Auxiliary Upper-Level Officer Course (AULOC) http://wow.uscgaux.info/content.php?unit=aux50 ● Auxiliary Senior Officer Course (ASOC) http://wow.uscgaux.info/content.php?unit=aux07

There is now a new AFLC course available. It is available in either an online format or in the classroom. To complete the course there is an online test at the NTC.

The other Leadership Courses are C-Schools. Auxiliary C-Schools are Coast Guard-funded formal training events. They are short-term in nature (i.e. – usually two-five days long) and deal with the specific subject matter (e.g. – distance education technology, information systems, spatial disorientation). They normally require students to travel to a Coast Guard training center, although some C-Schools can be exported so that instructors travel to regional locations to deliver the training. The courses in this category are also elements in the Auxiliary Leadership Development Program.

Elective CoursesTo provide members of the Auxiliary a broader view of different missions of the Coast Guard, the Elective Course selection was created. Auxiliarists will be required to complete their AUXOP credits by completing a combination of the following elective courses, totaling three or more credits:

● Auxiliary Search Coordination and Execution Specialty Course (AUXSC&E) – two credits. ● Auxiliary Navigation Specialty Course (AUXACN) – Both parts A&B – two credits. ● Introduction to Marine Safety – two credits. ● Auxiliary Patrol Specialty Course (AUXPAT) – one credit.

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● Auxiliary Aids-to-Navigation (ATON) and Chart Updating C-School (AUX-06) – one credit. ● National Incident Management System (NIMS)-compliant Incident Command System (ICS) 300 & 400 (ICS 210 cannot be used as a substitution) – one credit. ● Auxiliary Air Coordinator C-School (AUX-15) – one credit. ● Specialty ICS Courses – one or two credits (see below)

Certain NIMS-compliant ICS courses count as one credit for completion of the in-class course and one credit for completion of thecorresponding PQS, for a possible total of two credits. NIMS compliance is established by the Federal Emergency Management Agency (FEMA).

NIMS-compliant ICS courses may only be taught by instructors, Coast Guard, or another agency, that are certified to teach them. If any of the following in-class courses are not available, then its corresponding PQS may be successfully completed for one credit. Such PQS may only be signed off by NIMS-compliant ICS verifying officers designated by a Coast Guard command or other agency.

The specialty ICS Courses include: ● ICS 346 (Situation Unit Leader) ● ICS 347 (Demobilization Unit Leader) ● ICS 348 (Resources Unit Leader) ● ICS 351 (Finance Section Chief ) ● ICS 430 (Operations Section Chief ) ● ICS 440 (Planning Section Chief )

The Auxiliary Search-and-Rescue Specialty Course (AUXSAR) and the Auxiliary Administration Course (AUXADM), if completed successfully, may be substituted for any elective course above, on a one-for-one basis, at one credit each.

In addition certain NIMS-compliant ICS courses (i.e., ICS Type III courses) count as two credits for successful completion of all required elements (e.g., the in-class course, the corresponding PQS, and the associated oral board; all as applicable). NIMS compliance isestablished by FEMA. NIMS-compliant ICS courses may only be taught by instructors, Coast Guard, or another agency, that are certified to teach them. Corresponding PQS may only be signed off by NIMS-compliant ICS verifying officers designated by a Coast Guard command or other agency. Associated oral boards, as required, must be administered by a Coast Guard Sector or the agency that conducted the in-class course and/or corresponding PQS. All required elements must be completed to get two credits (partial credit may not be issued).

Acceptable NIM-compliant ICS courses subject to these criteria are: ● ICT3 (Incident Commander) ● LNO3 (Liaison Officer) ● SOF3 (Safety Officer) ● PIO3 (Public Information Officer) ● OSC3 (Operations Section Chief ) ● AOBD (Air Operations Branch Director) ● DIVS (Division / Group Supervisor) ● OPBD (Operations Branch Director) ● STAM (Staging Area Manager) ● DMOB3 (Demobilization Unit Leader) ● DOCL3 (Documentation Unit Leader) ● ENVL3 (Environmental Unit Leader) ● MTSL (Marine Transportation System Recovery Unit Leader) ● PSC3 (Planning Section Chief ) ● RESL3 (Resources Unit Leader)

RecognitionMembers who successfully complete all AUXOP requirements are entitled to wear the AUXOP Device shown above. Until that time, members who have completed one or more of the specialty courses above are permitted to wear the Auxiliary Specialty Ribbon, right, with one or more 3/16" Bronze or Silver Stars indicating the successful completion of another course. When the AUXOP qualification is attained, the ribbon is no longer worn.

● SITL3 (Situation Unit Leader) ● LSC3 (Logistics Section Chief ) ● BCMG (Base / Camp Manager) ● COML3 (Communications Unit Leader) ● FACL3 (Facilities Unit Leader) ● FDUL3 (Food Unit Leader) ● GSUL3 (Ground Support Unit Leader) ● VSUL3 (Vessel Support Unit Leader) ● MEDL3 (Medical Unit Leader) ● FSC3 (Finance / Administration Section Chief ) ● COST3 (Cost Unit Leader) ● PROC3 (Procurement Unit Leader) ● COMP (Compensation / Claims Unit Leader) ● TIME3 (Time Unit Leader)

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Auxiliary Leadership Development Program (ALDP)DVC-TS Peter Graham, Eighth Western Region USCG Auxiliary

The Auxiliary Leadership Development Program (ALDP) facilitates leadership development beginning at the flotilla level. The ALDP emphasizes the interaction of all three components of the Coast Guard Leadership Development framework: 1. These include a series of CG Leadership Competencies 2. Levels of responsibility and expertise3. Methods for gaining and demonstrating competency The ALDP provides methods for current and future leaders to gain and demonstrate competency inside and outside of the walls of a classroom. While administering the flotilla level program, Flotilla Commanders will encourage and foster leadership by promoting a culture receptive to implementing proven leadership principles and practices.

In contrast to traditional techniques for leadership development, the Coast Guard Auxiliary designed the ALDP to meet the need for a more flexible approach. While leadership development starts at the fotilla level with the Flotilla Commander and the flotilla leadership team it continues at the division level through the district leadership. In fact, if a members’ Auxiliary career extends beyond the District Commodore level, leadership development continues on a broader scale.

Leadership competencies are the knowledge, skills, and expertise the Coast Guard and Auxiliary expect of their leaders. While there is some overlap in these competencies, they generally fall within four broad categories: Leading Self, Leading others, Leading performance and change, and leading the Coast Guard Auxiliary. Together, these four leadership categories and their elements are instrumental to career success. Developing them in all members of the Coast Guard team will result in the continuous improvement necessary for us to remain Semper Paratus.

These four broad categories are broken into subcategories to make all together 28 Leadership Competencies. Leading Self: Fundamental to successful development as a leader is an understanding of self and one’s abilities. This includes understand-ing one’s personality, values, and preferences, while simultaneously recognizing one’s potential as a member of the Coast Guard team. Personal conduct, health and well-being, character, technical proficiency, lifelong learning, followership, and organizational commitment are elements to consider when setting short and long-term goals focused upon the leadership development of “self.”

Leading Others: Leadership involves working with and influencing others to achieve common goals and to foster a positive workplace climate. Auxiliarists interact with others in many ways, whether as supervisor, mentor, manager, team member, team leader, peer, or worker. Positive professional relationships provide a foundation for the success of our Service. Showing respect for others, using effective communications, influencing others, working in teams, and taking care of one’s people are elements to consider when evaluating one’s capacity for leading others. Developing these qualities will increase the capacity to serve.

Leading Performance and Change: Members of the Coast Guard team constantly face challenges in mission operations. To meet these challenges, leaders must apply performance competencies to their daily duties. Performance competencies include developing a vision, managing conflict, quality and daily management of projects, appraising performance, problem-solving, creativity, innovation, decision making, and customer focus. Having these competencies enables each leader—and the Service—to perform to the utmost in anysituation.

Leading the Coast Guard Auxiliary: As leaders gain experience in the Coast Guard Auxiliary, they must understand how it fits into a broader structure of the Coast Guard, government, and the nation as a whole. At a local level, leaders often develop partnerships with public and private sector organizations to accomplish the mission. The Coast Guard "plugs in" via its key systems: money, people, and technology and the Auxiliary support Coast Guard activities. A leader must thoroughly understand these systems and how they interact with similar systems outside the Coast Guard. An awareness of the Coast Guard's value to the nation and promoting that using a deep understanding of the political system in which an Auxiliarist operates becomes more important as one moves up the leadership ladder. Leaders must develop coalitions and partnerships with allies inside and outside the Auxiliary. 28 Leadership Competencies

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The Program uses a series of tests on the NTC (National Training Site) for Flotilla Leadership and Administrative Procedures as well as the tests for the various leadership Competencies as well. Added to that is a series of FEMA courses focused on leadership that enhances a member’s awareness. The traditional Leadership C-Schools such as AUXLAMS, AMLOC, AULOC, and ASOC remain among the resources used in leadership development. All members can participate. The word leadership should not scare off members who are not in a leadership position now. There are five levels within the program. Each level targets a particular group on the Auxiliary’s leadership ladder. Think of it as a steppingstone to gaining expertise in leadership. As members move up the chain in leadership, they require additional skillsets to be effective leaders.

Level One is for all members.

Level Two focuses on the Fotilla Leadership team FC, VFC, FSO, and BA (Branch Assistant), BC (Branch Chief.)

Level Three is for the Division Leadership, the DCDR, VDCR, DVC (National Division Chief,) and SO. Level Four is for the District and Directorate Leadership including DCOS, DCAPT, DSO, and DIR (Auxiliary National Directorate Chief.)

Level Five is for the National Leadership. NEXCOM, ANACO, and DCO level.

Level One is within the grasp of every member today. While spending time at a computer at home the members can easily go through the required material and tests. Why would a member think it's important for them to take this seriously for themselves? It is for two reasons, it is value-added basic grounding to aid in development toward the next step in the chain of leadership and it also provides them a personal insight into why leadership is important to the success of the Auxiliary and how they fit into that success story.

A direct link to the Leadership Development page is available off the Training Directorate Website. It has all available readings and require-ments outlined for all five levels.

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In addition, this site contains interesting links to history to help us learn about the valuable history of our Coast Guard and our Auxiliary. Valuable aids are on the site in support of the new member in the Level One section including New Member Passports to Success, Member Involvement Plans, and Individual Development Plans. The Level Two section focusing on Flotilla Leadership offers tools such as Flotilla GAR Evaluation, Succession, Coaching and Mentoring Guides, Performance Improvement Guides, Deckplate Training Aids, and Change of Administration Guide. The program follows a simple prerequisite process. Start with Level One and move onward as the members' personal development within the Auxiliary progresses. As members complete the prerequisite items for each level, they submit their training records and a request for recognition of completion for a particular level that goes to the DSO-MT. The DSO-MT will audit the material submitted to confirm that all the courses and tests for a level have been completed and make a submission on behalf of the member to the Training Directorate. A second audit is conducted to ensure all required criteria have been met and submission is made up of the chain of leadership to BSX for the certification to be awarded. In time the process will hopefully be automated through AUXDATA II.

Certificates are awarded by the Coast Guard and the certificates are signed based on the level awarded by different District or National DIRAUX officers and District or National Leadership. The ALDP is a leader driven program; therefore, it is imperative that elected and appointed Auxiliary leaders make it a priority. The success of the program depends on the active participation of all Auxiliary leaders. The ALDP should be able to capture a meaningful picture of the Auxiliary leadership environment and provide the tools to actively improve that environment.

COVID-19 _ PTSD _ CST _ CBTFlotilla 34, FSO-PB, Jay Liss, M.D., Eighth Western Region USCG Auxiliary

These are a lot of letters describing significant diagnoses and methods to relieve symptoms for the general population.

PTSD stands for Post Trauma Stress Disorder. The “D” stands for delayed. It gets worse with time, not age, and it can occur both in the civilian world and in the military world. The initial stress-causing PTSD can be actual physical, or it can also be experienced or perceived. Everyone would understand the trauma of seeing an accident in person or a physical injury creating a reaction. However, all of us also see airplanes go through the New York towers when we say 9/11. This later would be an example of perceived PTSD. Isn’t it amazinghow the brain stores these images? This is also evidence of the physical nature of PTSD. PTSD used to be thought of as an emotional psychiatric psychological illness. Most have seen the movie Patton in which the general slaps the poor private for suffering acute stress. However, we no longer look at PTSD as war neurosis. It is now known that be structural, physical – chemical changes of the brain are brought on by stressful or perceived stressful experiences and therefore should not even be considered a psychiatric condition.

The symptoms of PTSD also overlap symptoms of TBI, Traumatic Brain Injury, and Post-Concussion Syndrome. Here again moreletters.

With PTSD there is a requirement of a stressful event or a near-death experience creating disturbing memories, anxiety, and panic.Physical symptoms such as sleep problems, concentration problems, memory problems, startle reactions, and hyperalert symptoms. Complicating this picture is the post-COVID neurological symptoms which are progressive and similar but are beyond the scope of this report.

The awareness of the COVID pandemic has activated and exaggerated and caused PTSD in the general population. We have become isolated in our simple lives, fearful, and reactive. We take extra caution and become more focused on our security, stockpiling of survival tools and supplies, and protection of ourselves and our loved ones. Those who already have PTSD find themselves hunkering down and are developing symptoms of solitary confinement. Getting very used to their simple life and not anticipating leaving the home or too many activities or even going back to the high-rise office building. Children are safe at their computers.

For PTSD and these other diagnoses, psychological mental exercises have been developed that give some relaxation and relief but do not treat the core damage.

CBT stands for Cognitive Behavioral Therapy a type of exercise used by mental health providers to aid patients in focus. CST, Cognitive Stimulation Therapy, an evidence-based method being particularly seniors with mild Alzheimer’s symptoms to advance their memory function and in the case of COVID can also be used because many of the COVID symptoms relate to cognitive brain function.

Although it’s a microscopic virus, the complications now seem to be legion and unfortunately, there is going to be a significant effect on the mental health and neurological health of the global population.

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U.S. Coast Guard Sector Lower Mississippi RiverBill Flanigan, 085-15-03, Eighth Western Region USCG Auxiliary

A little recognition for a Tuesday, August 18th, 2020! Auxiliarist Bill Flanigan received a Certificate of Appreciation forhis contirbution to the Coast Guard family, serving as the unit’s Ombudsman.

https://www.facebook.com/USCGSectorLMR/posts/2881710421935642

Bill Flanigan completed a weekend training class in Houston TX and have been serving as the SLMR Ombudsman for over one year now. The last he heard there have been other Auxiliarists that served as an Ombudsman over the years and in other Divisions but presently he is the only Auxiliary member serving as an Ombudsman.

http://join.cgaux.org/join

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“Semper Paratus”“Semper Paratus”United States Coast Guard AuxiliaryUnited States Coast Guard Auxiliary

Eighth Western RiversEighth Western Rivers

“Semper Paratus”United States Coast Guard Auxiliary

Eighth Western Rivers

or copy link to your web browseror copy link to your web browserhttps://tinyurl.com/AUXArchivehttps://tinyurl.com/AUXArchive

Use QR Reader App to viewUse QR Reader App to view8WR Flickr Photo page8WR Flickr Photo page

or copy link to your web browserhttps://tinyurl.com/AUXArchive

Use QR Reader App to view8WR Flickr Photo page