OPERATIONAL
PLANNING DIRECTION
2015
US Coast Guard
Sector Lake
Michigan
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Table of Contents
TOPIC
PAGE
Overview
Commander’s Intent and Philosophy
2015 Command Emphasis
2015 Significant Events
Unit/Department Level Events
Operational Planning Direction – Mission Execution
Ports, Waterways & Coastal Security (PWCS)
Marine Safety (MS)
Search and Rescue (SAR)
Maritime Law Enforcement (MLE)
Marine Environmental Protection (MEP)
Aids to Navigation (ATON)
Support
Partnership & Outreach
Sharing Our Story
Governance & Plan Maintenance
Appendix:
1) List of Acronyms
2) 2015 Station Employment Goals
3) 2015 Station Boarding Goals
4) Recurring Meetings & Committees
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4
5
6
7
9
10
15
20
22
23
24
25
33
35
36
39
42
43
44
Overview
Sector Lake Michigan’s Operational Planning Direction (OPD) is an annual directive that aligns
and integrates Coast Guard leadership strategies and mandates into a single document for use to
plan and execute our missions.
With our compliment of more than 2,000 regular, reserve,
and auxiliary members and civilian employees, we are
responsible for all Coast Guard missions on Lake Michigan
and surrounding navigable waterways including Search and
Rescue, Law Enforcement, Aids to Navigation, Marine
Safety, and Homeland Security. We are the largest of all
Coast Guard Sectors in number of total field units and the
4th largest in terms of personnel assigned. Our area of
responsibility covers 1640 miles of coastline, hundreds of
miles of inland rivers, and includes 21 subordinate units spread across Michigan, Indiana,
Illinois, and Wisconsin. Moreover, we operate in both hard and soft water environments. As the
lead federal agency with responsibility for maritime operations on Lake Michigan and its
tributaries, our primary missions are to preserve life,
save lives, prevent casualties, and protect the
environment. This OPD allows us to reap the
synergistic benefits of unity by assessing our
operating environment to identify our highest risks
and creating common operational priorities and
objectives that are universally applied throughout our
large area of responsibility. The OPD relies on a
multi-mission organization with an interwoven fabric
of complementary prevention and response capabilities. This risk-informed integration and
utilization of capabilities enables us to maximize our finite resources to accomplish several
missions simultaneously and provide premier service to the maritime community.
Strategically, we will pursue the following District Commander’s long-term objectives outlined
in the Great Lakes Maritime Strategy:






Excel at Mission Execution,
Inspire and Serve our People,
Enhance Bi-national Cooperation and Governance,
Optimize Force Allocation and Resources,
Strengthen Strategic Partnerships, and
Share our Story.
These standards of excellence along with the strategic, operational, and tactical guidance
provided below will help us support national maritime interests and provide the best and most
efficient service to our constituents. This directive serves as our official “sail plan” as it conveys
our collective goals, objectives, and performance targets. As such, review it frequently, discuss
it with your seniors, peers, and subordinates, and incorporate it into your daily operations. This
is the only way we will turn our OPD into a living document that is embraced and fully executed
at all levels.
4
2015 Command Emphasis
Proficiency – how are our people getting better?
 Renew commitment in the operational arena by focusing on proficiency programs, exercises, and training
opportunities geared toward mission success.
 Invest a significant portion of our time and energy in the training and development of their workforce.
 Expand available training and practice opportunities, eliminate complexities,
set clear expectations, and ensure consistent training and evaluation to assure
safety and prevent avoidable casualties.
 Focus on how we learn and how we build on these successes.
 Seasonal shifts, and a high demand for our services, necessitate the continued
refinement of our aggressive proficiency programs.
Customer Service
 Strive to provide exceptional support at all times, both internally and
externally.
Partnerships
 Develop and cultivate partnerships with public and private sector organizations to advance and best
accomplish the mission.
 Advance our focus to develop a common intelligence picture through timely field reports and shared,
seamless, and synchronized operations with our partners.
Community Involvement
 Participate and get involved in the community, promote a positive image of the Coast Guard and instill a
sense of organizational pride.
Communications
 Facilitate open communications of issues while maintaining relationships and teamwork.
 Effectively communicate ideas, plans, and objectives up and down the chain of command.
 Listen to the ideas and opinions of subordinates.
 Share information that may affect the outcome of decisions by those in the chain of command.
Reporting and tracking
 Leverage existing technology to facilitate decision making and identify opportunities to improve unit
readiness posture.
 Monitor progress toward objectives and initiate timely action to achieve goals.
Leadership opportunities
 Be proactive; don’t be a bystander.
 Practice engaged leadership.
 Encourage trained initiative and creativity, but not “ad hockery.”
 Apply performance competencies to your daily duties.
 Manage risks and explore opportunities to expand mission effectiveness across all mission areas.
 Instill values to eliminate sexual misconduct and alcohol abuse.
Information Sharing
 Shift from a “need to know” construct to a “responsibility to provide” paradigm. Participate in Sector
collaboration venues (e.g., Area Maritime Security Committees, harbor safety committees) and meet regularly
with key stakeholders (e.g., Customs and Border Protection, local law enforcement).
6
2015 Significant Events
2015 presents unique opportunities for us with a significant number of
high profile events. Some are recurring major marine events with well
established planning processes in place, whereas others are exclusive
national or regional high profile events that require additional
planning, coordination, and deployment of external resources to ensure
proper mission execution.
Sector Lake Michigan’s philosophy is to ensure a proactive planning process is employed and
that outreach to appropriate external law enforcement and public safety officials at the local,
state, and federal levels is accomplished. This will ensure proper plan preparation and
coordination is accomplished, communicated, and delivered to all participating agencies in a
timely manner.
To ensure success, it is imperative that appropriate and consistent support is given with regards to the
significance of the event. An event may be deemed significant if any of the following apply: (1) It is
designated significant by the Sector Commander; (2) It is CG led and goes beyond one operation period;
(3) It has high Political or Media interest; (4) It is a CG led AMSTEP or PREP; (5) It is OGA or Facility
led and CG participation includes deploying resources for a multi-agency response beyond one
operation period.
Notify SLM (SX) of all significant events/exercises as soon as you become aware. SX can assist you
through the IAP development process (if needed), or act as the Operational Planner for the event or
exercise.
*Table (1) on the following page lists the significant Sector and Unit events scheduled for 2015.
* Appendix (4) lists all other events scheduled for 2015.
7
SECTOR SIGNIFICANT EVENTS
Start DATE
End DATE
16-May-15
25-May-15
Department, Unit and/or
INCIDENT COMMANDER
OPERATION
SECTION
CHIEF
PLANNING
SECTION
CHIEF
EVENT NAME
National Safe Boating
Week - Operation Safe
Water
Prevention, Auxiliary
Mr. Hieb
TBD
USS Milwaukee (LCS 5)
Commissioning
Prevention, Auxiliary
Mr. Hieb, Mr.
Reinemann
01 AUX asset, 01 STA
asset
TBD
Milwaukee Air & Water
Show
Prevention, Auxiliary
Mr. Hieb, Mr.
Reinemann
06 AUX asset, 01 CGC
is PATCOM
SFO
Mr. Hieb, Mr.
Tenney
Response
Mr. Hieb, Mr.
Davis
TBD
Coast Guard Festival –
Grand Haven
Lake Winnebago
Boating Safety
Campaign
03-Aug-15
9-Aug-15
Sturgeon Bay Maritime
Week
MSD, STA Sturgeon Bay
Mr. Hieb, Mr.
Davis
13-Aug-15
16-Aug-15
Chicago Air and Water
Show
STA CAL, AUX
Mr. Hieb, Mr.
Land
4-Dec-15
5-Dec-15
Christmas Tree Ship
MSU
Mr. Hieb, Mr.
Johnson
24-Jul-15
2-Aug-15
8
Outside Forces NEEDED
02 AUX teams landside
None
Unit/Department Level Events
Start DATE
End DATE
18-Apr
On-going
Department, Unit
and/or
INCIDENT
COMMANDER
EVENT NAME
Chicago Maritime Festival
AUX, STA, MSU
Outside Forces NEEDED
Depends on ice
conditions
Fish Barrier Operations – Chicago
MSU
Trailer
01 STA asset
14-Jan-15
18-Jan-15
Chicago Boat, RV & Strictly Sail Show
MSU, AUX
16-Jan-15
25-Jan-15
Milwaukee Boat Show
AUX
19-Feb-15
22-Feb-15
59th WBAY Boat Show – Green Bay
AUX
11-May-15
16-May-15
Military Armed Forces Week
Sector
18-May-15
20-May-15
MI 51st CST/HazMat Team Exercise Ludington
DD Grand Haven
Chicago Memorial Day Parade
MSU, AUX
South Haven Harborfest
SFO, AUX
Chicago in Water Boat Show
AUX
23-May
18-Jun-15
21-Jun-15
TBD
26-Jun-15
28-Jun-15
Operation Dry-Water
TBD
12-Jul-15
14-Jul-15
Chicago to Mackinac Race
District
20-Jul-15
26-Jul-15
EAA Airventure
STANT Two Rivers
20-Jul-15
20-Jul-15
PATRIOT 15 TTX
Response/Planning
31-Jul
2-Aug
Great Lakes Powerboat Grand Prix
STA Michigan City
8-Aug-15
9-Aug-15
USA Triathlon Nationals - Milwaukee
Prevention,
Auxiliary
10-Aug-15
16-Aug-15
PGA Championship – Sturgeon Bay
Prevention - WWM
19-Aug-15
22-Aug-15
Michigan City in Water Boat Show
STA Michigan City
Great Chicago Fire Festival
MSU
Oct TBD
OPERATION
SECTION CHIEF or
PROJECT OFFICER
9
Marching unit, trailer
for “Coastie” the tug
District
District
IMD
01 AUX asset
01 STA asset, 01
AUX
#
A
B
Mission Execution – PORTS, WATERWAYS & COASTAL SECURITY (PWCS)
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
OWNER
(how)
(who, what, where, when)
REQUIRED
Minimize the risk associated w/vessels, cargoes & crews of commercial vessels that may pose risk to the United States.
SR, SP
Achieve 100% of designated boardings/inspections.
 Integrate intelligence into operations.
Conduct joint activity with partner agencies and
Operations defined as CG missions and
departments. Improve maritime domain awareness through
activities regardless of Sector Department.
Maritime Security Response Operations. Detect, deter, &
 Coordinate operations with partner agencies.
prevent terrorist attacks against nationally designated
 Strengthen AMSSC topics and participation.
MCI/KR. Detect, deter, intercept, & respond to potential
threats against High Capacity Passenger/Charter Vessels.
Minimize the risk associated w/vessels, cargoes & crews of
commercial vessels that may pose risk to the United States.
SI
Review notice of arrival (NOA) and D9 Daily Vessel
 Integrate intelligence into operations.
Screening
Results. SLM will provide recommendations
 Coordinate operations with partner agencies.
and on scene support for intel-driven security boardings.
Conduct joint activity with partner agencies and
departments.
Detect, deter, intercept, & respond to potential threats against High Capacity Passenger/Charter Vessels.
SR, SP
Review notice of arrival (NOA). Verify TWIC. Define
 Integrate intelligence into operations.
pax/charter vsl activity in AOR. Achieve 100% of
 Coordinate operations with partner agencies.
designated boardings/inspections. Conduct joint activity
 Strengthen AMSSC topics and participation.
with partner agencies and departments. Achieve 100%
MSRO workload.
SI
Review notice of arrival (NOA) and D9 Daily Vessel
 Integrate intelligence into operations.
Screening Results. Define pax/charter vsl activity in AOR.
 Coordinate operations with partner agencies.
Achieve 100% of designated boardings/inspections.
 Strengthen AMSSC topics and participation.
Conduct joint activity with partner agencies and
departments.
10
Commercial
launch service
(PI only)
#
C
D
Mission Execution – PORTS, WATERWAYS & COASTAL SECURITY (PWCS)
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Detect, deter, & prevent terrorist attacks against nationally designated MCI/KR.
SR
Conduct unannounced security spot check exams. Conduct
 Integrate intelligence into operations.
shoreside harbor patrols. Achieve 100% of designated
 Coordinate operations with partner agencies.
boardings/inspections. Conduct joint activity with partner
 Strengthen AMSSC topics and participation.
agencies and departments. Achieve 100% MSRO
workload.
SP
Conduct unannounced security spot check exams. Conduct
 Integrate intelligence into operations.
shoreside harbor patrols. Achieve 100% of designated
 Coordinate operations with partner agencies.
boardings/inspections. Conduct joint activity with partner
 Strengthen AMSSC topics and participation.
agencies and departments. Achieve 100% MSRO
workload.
Improve maritime domain awareness through Maritime Security Response Operations.
SR
Achieve 100% MSRO workload. Achieve 100% of
 Integrate intelligence into operations.
designated boardings/inspections. Conduct joint & random
 Coordinate operations with partner agencies.
activity with partner agencies. Leverage MSRAM, Intel,
 Strengthen AMSSC participation.
and other resources to make risk based decisions for
 Leverage technology where available.
effectiveness. Conduct outreach activities where warranted.
 Account for media influence and public
Implement LE ashore program at MTSA regulated
opinion.
facilities.
SP
Conduct joint activity with partner agencies. When able,
 Integrate intelligence into operations.
use ICS structure for coordinated activity and incident
 Align operations with partner agencies.
response, including media releases.
 Leverage established committees.
 When feasible, implement incident
management (or plan) for coordinated
response.
11
RESOURCES
REQUIRED
TWIC Reader
#
E
F
G
Mission Execution – PORTS, WATERWAYS & COASTAL SECURITY (PWCS)
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Provide coordinated Federal field activity in AOR where there is concurrent jurisdiction.
SR
Conduct joint activity with partner agencies. When needed,
 Integrate intelligence into operations.
use ICS structure for coordinated activity and incident
 Align operations with partner agencies.
response, including media releases.
 Leverage established committees.
 When feasible, implement incident
management (or plan) for coordinated
response.
 Expand DHS field activities in SLM AOR to
improve overall coordination when there is
concurrent jurisdiction.
SP
When possible, Prevention petty officers, marine
 Expand DHS field activities in SLM AOR to
inspectors & investigators to coordinate field activities
improve overall coordination when there is
with Federal partners such as CBP, ICE & FBI.
concurrent jurisdiction.
RESOURCES
REQUIRED
GV
Use risk-informed analysis to identify high-risk MTSA regulated vessels & facilities for additional announced and unannounced
security exams.
SP
 Inspect high-risk MTSA facilities on or ahead Use MTSA facility security exam status report in CGBI
when planning and conducting ops. Review MSRAM
of schedule using risk-based approach.
scores, security defs, violations & breach of security
history. Schedule annual compliance exam (ACE) &
security spot check (SSC) when facility shifts from green
to yellow in CGBI.
Use the PSGP to improve the security of the Lake Michigan ports within Sector Lake Michigan.
SX
SX staff to gain expertise and initiate 2015 DHS PSGP
 Administer the 2015 PSGs following the
when announced. Achieve external outreach & solicitation
annual DHS PSGP Guidance.
to the five AMSCs prior to grant deadline. Partner w/ &
gain MSU/SFO/MSD agreement. Gain COTP approval and
meet 100% of given deadlines.
12
#
H
I
J
Mission Execution – PORTS, WATERWAYS & COASTAL SECURITY (PWCS)
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
External Outreach – Maintain/Facilitate Area Maritime Security Committees covering all SLM’s AOR.
SX
 Maintain/Facilitate five AMSSCs throughout Each AMSSC Executive Secretary (ES) shall follow
33CFR103 and meet annually or as needed.
SLM.
Mr. Davis to act as ES for MARINETTE/MENOMINEE.
Mr. Hieb to act as ES for GREEN BAY.
Mr. Reinemann to act as ES for SE WISCONSIN.
Mr. Johnson & Mr. Land to act as ES for STLM.
Mr. Tenney to act as ES for WESTERN MICHIGAN.
Reassess Maritime Security Risks collaboratively w/internal & external partners.
SX
The MSRAM coordinators for Lake Michigan shall work
 Follow HQ/D9 annual MSRAM update
closely with AMSCs, Sector Staff and subordinate units to
process and receive AMSC & SLM
reassess / update MSRAM data and incorporate updated
agreement.
risk info into operational & contingency plans after gaining
COTP approval. Mr. Hieb to act as MSRAM coordinator
for Northern Half of Lake Michigan. Mr. Land to act as
MSRAM coordinator for Southern Tip of Lake Michigan.
Maintain, exercise & improve AMS plan w/D9 guidance and internal & external partners.
SX
Mr. Tenney to maintain/update AMSP IAW NVIC 9-02.
 Follow NVIC 9-02 and COMDTINST
Mr. Davis to work closely with D9 (dxc) to develop MTEP
M3010.13B to maintain AMS Plan and
and ensure inclusion of 3 Discussion-based & 2 Operations
develop Master Training and Exercise Plan.
based AMSTEP exercises over a 5-yr period. Mr. Hieb,
with Port Area Deputy, to initiate planned AMSTEP
exercises following the Operational Planning Process. SX
Staff to use exercises to update plans and increase SLM
Active, Reserve and Aux proficiency & ICS
knowledge/WQSB task completions.
13
RESOURCES
REQUIRED
D9 funded
TDY Mtgs for
MSRAM
coordinators.
D9 funding
for exercise
prep and
execution.
#
K
L
Mission Execution – PORTS, WATERWAYS & COASTAL SECURITY (PWCS)
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Improve TWIC compliance throughout the Sector.
SP
Maintain 100% TWIC compliance at facilities; ensure
 Minimize unauthorized access to vessels and
TWIC reader used on all facility inspections. Maintain
facilities
100% TWIC compliance on vessels; ensure TWIC reader
used on vessel inspections when available
Increase intelligence collection opportunities & source of information reporting to initiate focused operations.
SD
 Engage IC agencies, subunit personnel, CGIS As requested, SLM Intel will engage trusted sources of
information in order to aid CGIS in source recruitment.
and interagency partners as well as potential
SLM Intel will develop an Intel Preparation of the
sources of information in order to focus
Maritime Domain (IPMD) for all major LE operations.
collection/LE operations and aid in source
SLM Intel will initiate follow-up to all NRC reports and
recruitment.
reports of suspicious/criminal activity from subunits and
interagency partners and issue FIR’s as applicable. SLM
Intel will continuously sensitize subunits and interagency
partners on SLM Priority Intel Requirements (PIRs). SLM
Intel will review ICC’s monthly Collection Advisory
Message (CAM) and focus collection opportunities to
support national interests.
14
RESOURCES
REQUIRED
TWIC reader.
GV
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
A
STRATEGY
(how)
Reduce Recreational Boating accidents and fatalities.
SR, SP
 Coordinate operations with partner agencies,
public affairs, and internal agency resources.
Employ technology where viable.
TACTICS/WORK ASSIGNMENTS
(who, what, where, when)
OWNER
AUX
 Enhance recreational boating safety through
education, operations and outreach.
 Identify exposure hours of risk.
 Public demonstrations of life jacket wear by
RBS professionals.
 Increase NAVRULES awareness among
boaters.
 Increase the number of graduates from public
education classes.
 Increase the number of vessel safety checks.
Conduct operations from national campaigns to local
initiatives. Identify high risk areas, activities, & times.
Employ social media. Achieve 100% of designated
boardings/inspections. Conduct joint activity with partner
agencies and departments. Operations/Enforcement
activity includes education. Support National Safe Boating
and Dry Water campaigns. Support boating while under
the influence enforcement operations.
Execute targeted public affairs campaign based on problem
compliance areas with monthly statistics shared with
Auxiliary to focus educational efforts. Update Auxiliary
monthly on location & type of fatalities and have pressready public affairs articles to address boating & water
safety fatalities within the AOR. Develop partnerships with
grassroots safety programs and initiatives. Increase vessel
safety checks by 10%. Distribute more than 10,000 paddlecraft ID stickers to individuals & local sports retailers.
Engage marine dealer networks. Use translators to reach
Limited English Populations. Members wear lifejacket at
all PE and PA events possible.
15
RESOURCES
REQUIRED
Monthly
boarding
statistics with
deficiencies
noted.
Interpreters
for targeted
areas.
Modified
ABS course
for merchants
or
salespeople.
Timely data
entry of
public
education
graduates.
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
B
C
D
STRATEGY
TACTICS/WORK ASSIGNMENTS
(how)
(who, what, where, when)
Provide qualification opportunities in a seasonal environment and increase proficiency of personnel.
SP
 Identify training opportunities both within D9 SLM CID to coordinate with our adopted MITO at Sector
San Francisco to provide for training opportunities in
and outside.
facility, container and vessel inspection.
OWNER
Increase water safety outreach among non-boating recreational users & non-traditional types of craft.
SP
 Conduct outreach at marinas, boat dealers and During Summerfest, Prevention Auxiliarists set up
Auxiliary safe boating trailer. During Maritime
marine related events.
Community Day, Prevention Auxiliarists set up info table.
 Increase NAVRULES awareness among
Auxiliarists to continue outreach to marinas seasonally and
boaters.
boat dealers year round. Conduct water safety outreach at
local schools. Incorporate water safety in school
curriculums. Identify summer camps and conduct training.
Outreach to local service clubs to increase awareness.
Outreach to local organizations regarding adaptive sports
activities, especially fitting life jackets.
Increase water safety outreach among non-boating recreational users & non-traditional types of craft.
AUX
 Conduct outreach at marinas, boat dealers and During Summerfest, Prevention Auxiliarists set up
Auxiliary safe boating trailer. During Maritime
marine related events.
Community Day, Prevention Auxiliarists set up info table.
 Increase NAVRULES awareness among
Auxiliarists to continue outreach to marinas seasonally and
boaters.
boat dealers year round. Conduct water safety outreach at
local schools. Incorporate water safety in school
curriculums. Identify summer camps and conduct training.
Outreach to local service clubs to increase awareness.
Outreach to local organizations regarding adaptive sports
activities, especially fitting life jackets.
16
RESOURCES
REQUIRED
Funding to
provide for
TONOs.
Educational
materials in
multiple
languages.
Auxiliary
persons
skilled in
outreach and
social media.
Educational
materials in
multiple
languages.
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
E
F
G
STRATEGY
TACTICS/WORK ASSIGNMENTS
(how)
(who, what, where, when)
Increase awareness of the impacts of boating while under the influence.
SR/AUX  Increase awareness of BUI safety issues.
Target high risk areas and times for education or
boardings. Increased focus during ABS classes and PA
activities. Conduct BUI awareness campaigns. Increase
grass roots organization efforts. Deliver branded messages
via mass media as well as non-traditional and new media.
OWNER
Improve facility regulatory compliance with focus on common deficiencies &/or marine casualties.
SP
Prevention Petty Officers to develop a list of “Top 10
 Promote awareness of common deficiencies
deficiencies” found on inspected facilities. Prevention CID
and or marine casualties.
to develop “Top 10 deficiencies” found on inspected
vessels. SIO to develop “Top 10 most common casualties”.
External Outreach: Maintain/Facilitate Area Safety Committees covering all SLM’s AOR.
SX
Each AMSSC Executive Secretary (ES) shall follow
 Maintain/Facilitate five Area Maritime
40CFR300 and meet annually or as needed.
Safety and Security Committees throughout
Mr. Davis to act as ES for MARINETTE/MENOMINEE.
SLM.
Mr. Hieb to act as ES for GREEN BAY.
Mr. Reinemann to act as ES for SE WISCONSIN.
Mr. Tenney to act as ES for WESTERN MICHIGAN.
MSU Response to act as ES (with support from Mr. Land
& Mr. Johnson) for STLM.
17
RESOURCES
REQUIRED
Proactive
PSA’s for
social media
& mass
media. Work
with DNR for
State Fair
participation.
MISLE
access. CGBI
access.
$5000 in
travel funds.
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
H
I
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
(how)
(who, what, where, when)
REQUIRED
Maintain, exercise & improve the Geographic Response Plan (GRP) plan.
SX
Mr. Reinemann to maintain/update GRP w/D9 and IMD
D9 funding
 Follow 40CFR300 and COMDTINST
detailed input. Mr. Davis to work closely with D9 (dxc) to for exercise
M3010.13B to maintain GRP and develop
develop MTEP and ensure inclusion of one TTX annually, prep and
Master Training and Exercise Plan.
with a full scale triennial PREP exercise. Mr. Hieb, with
execution.
Port Area Deputy, to initiate planned PREP exercises
following the Operational Planning Process. SX Staff to
use exercises to update plans and increase SLM Active,
Reserve and Auxiliary proficiency & ICS
knowledge/WQSB task completions.
Improve Prevention Program Process & Management: Align SLMP w/ USCG MMS standards by identifying & implementing
Stage 1 of MMS development.
SP
The Sector Lake Michigan Prevention Department (SLMP) SLM Quality
 SLMP will establish, document, implement
carries out three CG activities under the Prevention
Manual
and maintain a quality management system
Directorate of CG Headquarters: Inspections,
(Chapter 3 of
and continually improve its effectiveness in
Investigations and Waterways Management. The
the Sector
accordance with the requirements of the ISO
Inspection Division ensures regulatory compliance of
Org Manual).
9001 Standard.
commercial vessels and waterfront facilities. The
Investigations Division investigates marine casualties of
commercial vessels and suspension and revocation of
mariner certificates. The Waterways Management Division
maintains the aids to navigation program in the Sector
AOR, permits marine events, implements safety zones, and
manages any other waterway issues that affect commercial
vessel safety and navigation.
OWNER
18
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
J
K
L
M
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
(how)
(who, what, where, when)
REQUIRED
Increase boating safety awareness amongst paddle sport enthusiasts.
SR
Engage the non-traditional marine dealers using Auxiliary
 Coordinate education events with partner
marine dealer visitors.
agencies, public affairs, and internal agency
SP
Conduct outreach at rental facilities & marine related
resources. Employ technology and public
events. Engage the non-traditional marine dealers using
affairs where viable. Conduct outreach at
Auxiliary marine dealer visitors.
rental facilities & marine related events.
Provide outreach to CFVs on mandatory exam requirement coming into effect.
SP
SLM Prevention petty officers to identify commercial
GV
 Invite commercial fishing vessel operators to
fishing
vessels
and
conduct
outreach.
industry day events & visit their vessels.
Provide outreach to currently Uninspected Towing Vessels (UTV) on mandatory exam requirement coming into effect.
SP
SLM Prevention petty officers to identify commercial
 Invite commercial towing vessel operators to
towing vessels & conduct outreach. Prevention marine
industry day events.
inspector to ensure CTVs have had exam and receive
 Ensure all CTVs have safety decals.
decal.
Improve commercial vessel compliance with focus on common deficiencies &/or marine casualties.
SP
SLM marine inspectors to inspect certificated vessels and
GV. Funds
 Provide timely inspections of certificated
for additional
vessels (small/large passenger vessels, barges, focus efforts in areas where deficiencies are commonly
found.
training
freight/tank vessels) in accordance with
courses.
applicable laws, regulations and policies.
Includes inspections for certification, annual,
periodic, dry-dock, internal structural, and
damage surveys.
OWNER
19
Mission Execution – SEARCH AND RESCUE (SAR)
OBJECTIVE (desired outcome)
#
A
B
STRATEGY
TACTICS/WORK ASSIGNMENTS
(how)
(who, what, where, when)
AUX SAR Requirements: Improve Station SAR readiness posture on and along Lake Michigan.
AUX
 Improve Station SAR readiness posture on & Identify station patrol requirements. Operate during high
risk times/activities. Increase AUX dock walking and
along Lake Michigan.
VSC’s during high risk times.
OWNER
Maximize response times and crew efficiency for Station SAR Response Posture.
SR
Coordinate with maritime partners. Launch
 Comply with SAR response policies.
within 30 min of notification (100% ).
Minimize readiness degradation due to other
Arrive on scene within 2 hours of
missions. Employ emerging technology.
notification (100%). Maximize risk
management. Employ clearest and fastest
means of communication. Consider
qualification timelines and seek
opportunities in a seasonal environment.
20
RESOURCES
REQUIRED
Monthly
schedule of
AUX
availability.
Mission Execution – MARINE SAFETY (MS)
OBJECTIVE (desired outcome)
#
C
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
(how)
(who, what, where, when)
REQUIRED
Provide Command Center Watchstander qualification opportunities in a seasonal environment and
increase proficiency of personnel.
SD
1. Expose new SCC
1.A Send every new SCC member to one east side
1.A.1 TAD for 02 personnel via Lake
members to STA
STA in Jul/Aug
Express (daytrip)
operations and
1.B Send every new SCC member to one STA on
1.B.1 GV (daytrip)
organization
west side during Nov/Dec
1.C Send every new SCC member on one overnight
1.C.1 Coordinate with BMC
to STA Milwaukee in Jul/Aug
Hopperdietzel (no cost)
OWNER
2. Expose new SCC
members to
AIRSTA/AUXAIR
operations and
organization
2.A Send every new SCC member on one AUXAIR
flight to Chicago
2.B Send every new SCC member on one AUXAIR
flight to Green Bay/Sturgeon Bay
2.C Host AIRSTA T/C pilots each spring and
summer to discuss upcoming summer/winter
respectively
2.A.1 Coordinate flights with AIRSTA
T/C AUX flight coordinator (no cost)
2.B.1 Coordinate flights with AIRSTA
T/C AUX flight coordinator (no cost)
2.C.1 Coordinate with AIRSTA T/C at
opening and closing of AIRFAC
Waukegan so pilots can drive up for a
daytrip (no cost)
3. Improve case file and
data integrity
3.A Require all OUs and CDOs to complete one
SAROPS problem per week (Dec-Mar)
3.B Require all AM and PM watch teams (this means
CDO will do it twice in one day) to review one SAR
case on MISLE-T per day and, using MISLE Review
Checklist as a guide, grade that scenario and submit
it to their chain of command (Dec-Mar)
3.C Conduct daily live exercise/scenario with AM
and PM watch team (all mission types).
3.A.1 Access to SAROPS (no cost)
21
3.B.1 Access to MISLE-T (no cost)
3.C.1 Coordination with various STAs,
NRC, 911 centers? (no cost).
Mission Execution – MARITIME LAW ENFORCEMENT (MLE)
OBJECTIVE (desired outcome)
#
A
STRATEGY
TACTICS/WORK ASSIGNMENTS
(how)
(who, what, where, when)
Prevent or detect development of maritime route for illicit operations.
SR, SI
Support multi-agency operations. Support other
 Coordinate operations with partner agencies,
government agency operations and tech assist requests.
public affairs, and internal agency resources.
Provide feedback on operations through ops debriefs and
 Employ technology where viable.
collection requirements reporting.
 Integrate intelligence into operations.
 Leverage AMSSC, other members of the
public/private sector.
OWNER
22
RESOURCES
REQUIRED
Mission Execution – MARINE ENVIRONMENTAL PROTECTION (MEP)
OBJECTIVE (desired outcome)
#
A
B
STRATEGY
(how)
Improve pollution response capabilities throughout AOR.
SR
 Focus on preparedness, response, and
engagement.
 Up to date plans addressing, worse case
discharge, economically and environmentally
sensitive sites with partner agencies, public
and private sectors.
 Strengthen AMSSC participation and topics.
Leverage technology where available.
 Account for media influence and public
opinion.
 Integrate intelligence into operations.
 Optimize resources.
TACTICS/WORK ASSIGNMENTS
(who, what, where, when)
OWNER
Provide qualification opportunities in a seasonal
environment and increase proficiency of personnel.
Conduct PREP iaw with CG-CPE guidelines. Leverage
national response assets, at minimum, for consultation.
Achieve 100% response to reports for CG zone iaw LANT
OPD. Maintain minimum of 2 qualified FOSCRs and 3
PRs in each Sector and MSU COTP zone.
Improve and facilitate cooperation amongst agencies involved in Fish Barrier operations.
SP
 Support US Army Corps of Engineers and the Marine Safety Unit (MSU) Chicago to educate
stakeholders, staff fish barrier and outreach with Army
Illinois Department of Natural Resources.
Corps and Illinois DNR.
Improve education among commercial and
recreational waterway users.
23
RESOURCES
REQUIRED
$25K for
TDY for
qualification
and
proficiency.
MSU uses a
borrowed
trailer; needs
to rent or
purchase one
for use at the
fish barrier.
Mission Execution – AIDS TO NAVIGATION (ATON)
OBJECTIVE (desired outcome)
#
A
STRATEGY
TACTICS/WORK ASSIGNMENTS
(how)
(who, what, where, when)
Facilitate Commerce: Meet COMDT’s goal for aid availability and operation.
SP
WWM BOSN to ensure availability rate 97.5% of short
 Maintain resiliency and reliability of the
range ATON. WWM BOSN to ensure discrepancies are
waterways system.
responded to by the appropriate STANT unit.
OWNER
24
RESOURCES
REQUIRED
TANB.
BUSL. GV.
#
A
B
C
Mission Execution – Support
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
OWNER
(how)
(who, what, where, when)
REQUIRED
Improve Logistics support for all Sector units by responding to unit concerns.
SL
Logistics Department head will provide quarterly updates
Travel funds.
 Open communication with Departments and
of concerns to the leadership of Sector Lake Michigan and
sub-units.
 Conduct annual survey to highlight concerns. its sub-units. Conduct and provide results of annual survey
to Sector Leadership. Logistics Department Head and its
 Visit sub-units annually, subject to the
divisions should visit all units annually. Hold annual
availability of funds.
training on logistics issues for all sub-units. Continue to
communicate and answer each and every question from the
units as often as possible by email, phone and or unit
visits. Enquire on a regular basis of how we can better
support the units by dedicating a portion of the Supply
Division’s Bi-weekly communications to the subject.
Maintain the highest unit facility availability per budget constraints.
SL
Track updates to SSMR. Track Self Help project list.
Travel funds.
 Annual visual Inspection of all units by
Monitor during FAC/unit visits/inspections. Monitor
Facility Manager.
harbor depths for potential problem areas.
 Schedule and monitor all Facility Equipment
maintenance.
Ensure standards of personnel readiness and performance objectives.
SL
Provide monthly readiness reports for Evals/IDP, Medical,
 Review monthly the readiness of our
& MT. Maintain “green” status in CGBI for completion of
members.
IDPs, medical/dental readiness; and MT. Ensure Sector
Lake Michigan and its subunits achieve quarterly goals for
urinalysis tests. Conduct outreach to verify information in
database.
25
#
D
E
Mission Execution – Support
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Ensure optimum use of travel funds to meet unit objectives.
SL
Ensure all command personnel are trained and understand
 Using budget board meetings, discuss
procedures and unit goals. Strictly require each TDY
potential long term travel requests approvals.
request be approved and orders issued before travel unless
 Minimize unnecessary travel.
an emergency has occurred. Members should not travel
 Try to mitigate last minute requests for
without orders being issued. Request that travel requests be
training.
submitted 14 days prior to travel dates. Travel claims shall
 Adjust the travel budget to realistic amount
which reflects the actual average travel for the be submitted within 3 working days of completion of
travel.
Sector.
Meet budget accounting requirements through oversight and inspection.
SL
 Maintain list of backlog items for all sub-units Supply officer will maintain backlog list for all sub-units.
Supply officer will provide a draft prioritized backlog list
throughout the year.
to Department Heads and Deputy for review quarterly.
 Instituted in FY14, continue to track unit
accounts and follow each transaction in order More involvement from Budget Board for financial
to catch and resolve issues when they happen. compliance issues with outlying units. Submit quarterly
reports to Budget Board for review. Supply will visit
 Continue to work with subunits senior
subunits annually to train and ensure SKs are following
leadership to ensure proper use of funds are
best practices, subject to the availability of funds. Provide
being practiced and to ensure unit SK’s are
monthly spend down reports to field units and Sector
being trained to maintain the knowledge and
continue to build upon it as much as possible. Department Heads. Provide weekly UDO/OOVA updates
to Dept Heads and subunits.
26
RESOURCES
REQUIRED
#
F
G
Mission Execution – Support
OBJECTIVE (desired outcome)
TACTICS/WORK ASSIGNMENTS
(who, what, where, when)
STRATEGY
(how)
Reduce capitalized property resubmissions.
SL
 Ensure all property information is
disseminated in real time with little delay
upon Sector receiving it.
 Instruct units to look at their property by
pulling the proper reports prior to submission
time frame to identify any problems.
 Poll units for any questions and enquire prior
to the due dates for submissions if there are
any problems.
 Require units to complete reports at least a
week before the deadline.
 Review duties and assignments of property
custodians.
Maintain a ready and accurate back log purchase plan.
SL
 Request that each unit submit for backlog
each month using the Bi-weekly email.
 Budget Board review backlog at least
quarterly.
 In July ensure all quotes and requests are
valid.
 Ensure each request has a PR created in the
system and the units have the supporting
paperwork on hand.
 Ensure clear command guidance is
disseminated to the units.
OWNER
Request that command conveys the significance of timely
reports and require compliance. Disseminate summary
report to Commands quarterly. Achieve 100% timely and
95% accurate completion.
Supply Officer will maintain the backlog spreadsheet and
send monthly emails as reminders for submissions and
documentation requirements.
27
RESOURCES
REQUIRED
#
H
I
J
STRATEGY
(how)
Ensure accuracy of unit SOP & instructions.
SL
 Review and update annually.
OWNER
Mission Execution – Support
OBJECTIVE (desired outcome)
TACTICS/WORK ASSIGNMENTS
(who, what, where, when)
Ensure the timeliness of awards.
ALL
 Incident specific awards should be completed
(SL)
as soon as practical after the incident.
 All individual awards for members should
normally be presented prior to departure.
Logistics Department head will work with other
Department Heads and divisions to get any updates by 1
November each year, at a minimum. Logistics Dept Head
will provide an updated SOP, highlighting the updates, for
Deputy and Sector Commander’s review by 1 Dec each
year. SOP will be updated throughout the year with
significant changes as needed. Current version will be pdf,
dated, and marked final in SOP folder.
Admin notifies Department Heads of members’ departure
as soon as have date and provide updates of known
departures on a monthly basis. Department Head submits
draft award to Awards Board for review 30 days prior
planned presentation. Typically, they will be presented at
the monthly all-hands. Ensure all submitted awards are
ready for presentation on date of planned presentation. No
guarantee awards will be ready for presentation if not
submitted 30 days ahead of time.
Improve reserve ITP/ADT completion process meet all ITP/ADT deadlines and reduce waiver requests.
SX/RFR,
DXR/RFRS- disseminate ITP/ADT FY15 Guidance to
 Train/Engage Reserve Force in association
SRO
Sector AOR. RFRS-establish and implement a reserve
with new Reserve Order Processes.
 Establish/Implement RFRS SOP that provides orders worksheet. SELRES members/supervisors-complete
worksheet and route to RFRS at least 45 days prior to
clear guidance on ITP/ADT process.
execution of orders.
28
RESOURCES
REQUIRED
Ensure
accuracy of
unit SOP &
instructions.
#
K
L
Mission Execution – Support
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
RESOURCES
OWNER
(how)
(who, what, where, when)
REQUIRED
Ensure reserve mobilization readiness – Maintain readiness through individual assigned competency requirements and reserve
policy manual requirements.
SX, RFR,  Maintain WQSB with individual assigned
SRO-RFRS – Align individual assigned CORE
SRO
requirements with ITP competencies with a goal of 100%
competencies.
compliance. RFRS-Post monthly Reserve Readiness
 Maintain ITP alignment with ADT-AT.
 Establish/Implement RFRS SOP that provides snapshot to RFRS Portal outlining readiness discrepancies.
SRO/Supervisor-Develop ICS 204 that provides a Plan of
clear guidance on SELRES participation
Action to improve Reserve Readiness and ICS 209
requirements.
detailing accomplishments. RFRS-Provide 30 day “Red
Letter” Memorandum requiring members to improve
readiness metrics. RFRS-Initiates CG-3307 Administrative
Remarks for non-compliance of participation standards.
RFRS – Monthly, measure reserve readiness through
CGBI reporting.
Maintain effectiveness of Reserve IAP – Establish consistent movement toward completing readiness requirements and assigned
tasking.
SX, RFR,  Establish/Implement RFRS SOP that provides RFRS – establish and disseminate SOP highlighting IAP
$5,000
SRO
process
to
supervisors.
RFRS
–
Train
supervisors
annually
clear guidance on IAP process for entire
on IAP process. Supervisors-Ensure the integrity of the
Sector.
IAP
process is maintained per RFRS SOP. SRO/RFRS –
 Engage/Train supervisors in association with
Continually evaluate/update IAP Process through RFRS
IAP process.
Portal
page. RFRS – Quarterly, measure the percentage of
 Maintain RFRS Portal Page with IAP current
supervisors following the IAP process.
and archival data.
29
#
M
Mission Execution – Support
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Provide for the wellness of personnel through an active Religious Ministry program
SD
1. Develop Lay Leaders
1.a Renew Lay Leader letters
1.b Conduct Lay Leader Training
2. Afford equitable access to religious
ministries
2.a. Submit travel plans for monthly visits to units
3. Participate in Military and Public functions
3.a. Participate in Military Command Functions (i.e.
Change of Commands)
3.b. Participate in Community Events (i.e. Veterans Day
Parade)
3.c. Participate in Auxiliary Training Conferences
3.d. Speak at American Legion Post Everlasting Service.
4. Develop unit Religious Services Plan
4.a. Submit unit plan for Religious Ministry Services,
Bible Studies
4.b. Provide subunit command training at leadership
seminars and conferences.
4.c. Conduct weddings, baptisms, funerals, Burials at sea,
etc.
4.d. Order religious ministry materials
5. Provide for Professional Growth
5.a. Attend Denominational Conference
5.b. Attend USCG Chaplain training
5.c. Participate in Navy PHA, PFA, & PRT
5.d. Complete misc. Navy requirements
5.e. Participate in D9 Chaplin Training
6. Conduct Crisis Management Function for
Command
6.a Provide CISM/CISD for personnel and command
30
RESOURCES
REQUIRED
#
N
Mission Execution – Support
OBJECTIVE (desired outcome)
STRATEGY
TACTICS/WORK ASSIGNMENTS
OWNER
(how)
(who, what, where, when)
Cultivate the well-being and development of all Sector personnel.
ALL
1. Strengthen and promote the Sector Morale
1.a. Schedule/host Morale Events throughout the year to
(SD)
program.
include, but not limited to, Bowling Tournament, CG Day
Picnic, Basketball Tournament and Holiday Party.
1.b. Morale President will convene a Morale Committee
Meeting at least monthly to and from event-specific
committees for all Morale events.
1.c. Morale Custodian/Officer will ensure funds are
available for Morale events and submit a request for funds
for each event.
1.d. As needed, partner with Community Affairs Officer to
conduct outreach with civic organizations in order to
support Morale events.
2. Ensure profitable operation of Sector Lake
2.a. Morale Officer/Custodian will oversee the Cottage
Michigan Class “C” activities in order to
reservation website to ensure accuracy and reservation
support Morale activities.
confirmations.
2.b. Morale Officer/Custodian will ensure all maintenance
at Class “C” properties is completed and conduct safety
inspections at least quarterly.
3. Increase members’ physical fitness levels
3.a. Yearly, Sector Morale will solicit and submit shipmate
through scheduled activities and access to
funds requests for fitness equipment.
adequate physical fitness equipment.
3.b. UHPC will conduct group workouts twice a week and
two physical fitness tests a year.
3.c. UHPC will engage with the Naval base in order to
utilize gymnasium and other physical fitness equipment
3.d. Sector Engineering will perform quarterly PMS on all
applicable fitness equipment.
4. Provide for Personnel Professional Education 4.a. EOCT, eRATs, EPME, and SWEs
4.b. 6-Pack OUPV instruction for certifications.
31
RESOURCES
REQUIRED
#
OWNER
STRATEGY
(how)
5. Provide for Personal Education
Mission Execution – Support
OBJECTIVE (desired outcome)
TACTICS/WORK ASSIGNMENTS
(who, what, where, when)
5.a. Provide Credit/degree courses such as interest
inventories and pre-college courses.
5.b. Provide Non-credit courses such as professional
licenses, certifications
6. Recognize High Performance through active
use of JIT Rewards
6.a. Increase frequency of Sector Slugger Award by
promoting use among all sector units
7. Ensure Effective and efficient Formal Awards
Process
7.a. Review Sector Awards Instruction to ensure efficient
flow of awards from unit through Awards board. Maintain
no more than a 30 day cycle for awards processing.
32
RESOURCES
REQUIRED
Operational Planning Direction – Partnership & Outreach
Partnership
 In an era of decremented budgets, our ability to partner
with federal, state, local, and tribal partners is critical to
our job performance and mission success. Throughout the
OPD, there are strategies and tasks requiring or suggesting
partnering; we should regularly engage with partners to
coordinated efforts.
 The overarching federal partnership throughout Lake
Michigan will be the DHS Regional Coordinating
Mechanism. Through this, we will work closely with our
CBP, ICE, USSS, FBI, JTTF, TSA and other Federal/DHS
partners to manage our efforts, plan synchronized operations, and maximize our resources.
 As you review existing partnerships or evaluate new ones, decide if there is a benefit to the
Coast Guard; all should be tied to Safety and/or Security (e.g., See Something, Say
Something).
 Maintain a list of key strategic partners, assign a liaison for each, and meet regularly with desired
outcomes.
 All subordinate units should maintain a list of all marinas/yacht clubs in their AOR. Coordinate
with local Auxiliary to visit each one prior to Memorial Day and “walk the docks” regularly to
reinforce our efforts.
 Appendix (5) presents a comprehensive list of recurring meetings and committees throughout
the Sector. Ensure we support them and engage at the appropriate level.
 We cannot sacrifice personal leadership for external outreach. In other words, build and
solidify your partnerships, but don’t negate your command responsibilities of leading and
training our Shipmates.
Outreach
 To do our job, the Coast Guard works with both government and private
sector partners’ everyday and at every level – local, state, federal, tribal, to
identify issues and to determine the best possible solutions to ensure we are
protecting our nation’s interests and maintaining the public’s trust.
 We must leverage our partnerships to increase boating safety awareness and
enhance operational effectiveness around Lake Michigan. As such, every
unit is required to actively engage in an active outreach program that
strengthens our posture and extends our reach locally, regionally, and
nationally.
 To best articulate our community outreach endeavor, we must fully utilize the
Coast Guard’s Public Affairs Detachment located in Chicago to provide both
printed text and photographic documentation of our efforts.
33
Operational Planning Direction – Partnership & Outreach (cont’d)
 To help best facilitate our outreach efforts, units should use the following as a guide to implement an
aggressive outreach program:
Outreach Efforts SLM MSU SFO
MSD Stations Auxiliary Reserves
Staff Chicago Grand Sturgeon
Haven
Bay
Marinas/Yacht Clubs
X
Hotels
(Beach/Resort areas)
Boat Shows
Schools
Beaches
(e.g., Beach Survivor)
Kayak Rentals/Sales
(Paddles Up)
Political
X
X
X
X
X
X
X
X
X
X
34
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Operational Planning Direction – Sharing Our Story
The Coast Guard, as a branch of the armed forces and a humanitarian organization, has a unique mission
set, which includes saving lives and protecting the American people, that draws daily interest from
media outlets and the citizens around us. It is imperative that each unit takes ownership of their public
affairs programs and continues to share their story with local media outlets and the citizens of whom
they serve. This is vitally important as Lake Michigan is a complex and often misunderstood maritime
environment and many frequently underestimate its operational complexity and challenges. By sharing
timely information, we can impact mission goals and priorities and help the public better understand the
boating and water safety challenges that exist on Lake Michigan. Utilizing the Coast Guard’s Public
Affairs Detachment will be vital to our success in this arena.
Sector Lake Michigan has four of the top 70 media markets in the country1 which demands an engaged
and forward thinking approach to public affairs.
MEDIA MARKET
RANK
Chicago, IL
3
Milwaukee, WI
34
Grand Rapids/Kalamazoo, MI
39
Green Bay/Appleton, WI
70
Ways of sharing our story include:
 Ensuring missions and SAR cases are captured via video or photography. Upon completion of
the mission, the photos/video should be forwarded to the SLM public affairs officer or CGD9
public affairs, in a timely manner, for release to the public.
 Attending local safety fairs and providing boating and water safety education outreach to citizens
in your AOR. For example, a great way to reach the local community is to trailer the station
small boat and attend a local community event or safety fair. The RB-S will draw interest
allowing you to reach the public about water safety, and to share the Coast Guard story.
 Offering tours of your unit to local schools/community groups, and conducting open houses for
the public.
 Volunteering in your local community.
And remember a picture is worth a thousand words
1
Nielson 2013-2014 household DMA Rankings.
35
OPD Governance
OPD Development Process. The process utilizes the management principles of ICS to develop the
SLM OPD - aligning Sector personnel and missions with the Commander’s intent, philosophy, emphasis
and objectives for 2015.
36
Ownership. Primary ownership of the OPD framework lies with the Sector Lake Michigan Deputy
Commander with the planning department responsible for the maintenance and upkeep. However, the
real ownership resides with the 2,000 regular, reserve, auxiliary, and civilian personnel assigned
throughout Sector Lake Michigan. This document must be reviewed frequently and discussed daily to
ensure the proper tactics are developed to accomplish the cascading goals and priorities promulgated by
senior leadership. As such, every member should be familiar with the OPD and everyone should fully
understand their unit’s way forward in achieving the priorities outline within this document.
The OPD resides on Sector Lake Michigan’s SharePoint site. The OPD will also be placed on the
Auxiliary member-only website. Throughout the Sector, any individual may submit suggestions for
areas of improvement through the chain of command.
37
Commander
U. S. Coast Guard Sector Lake
Michigan
2420 S. Lincoln Memorial Drive
Milwaukee, WI 53207
(414) 747-7101
This document is FOR OFFICIAL USE ONLY (FOUO). It contains information that may be exempt from public release under the Freedom of Information
Act (5 U.S.G. 552). It is to be controlled, stored, handled, transmitted, distributed, and disposed of in accordance with DHS policy relating to FOUO
information and is not to be released to the public who do not have a valid "need-to-know" without prior approval of an authorized DHS official.
38
Appendix 1 – List of Acronyms
ACP
AD
ADT
ALMIS
AMSC
AMSP
AMSSC
AMSTEP
AOR
ATON
BOS
BUI
BWM
CBP
CFR
CGAUX
CGBI
CGD9
COMDTINST
COTP
DEOMI
DHS
EER
EO
EPA
FEMA
FMSC
FOSCR
FSP
GTCC
IAP
ICE
IDP
IMD
ITP
LANTAREA
LMR
MAW
MAXIMO
MCI/KR
MDV
MEP
MLE
MISLE
Area Contingency Plan
Active Duty
Active Duty for Training
Asset Logistics Management Information System
Area Maritime Security Committee
Area Maritime Security Plan
Area Maritime Safety and Security Committee
Area Maritime Security Training & Exercise Program
Area of Responsibility
Aids to Navigation
Breach of Security
Boating Under the Influence
Ballast Water Management
Customs and Border Protection
Code of Federal Regulations
Coast Guard Auxiliary
Coast Guard Business Intelligence
Coast Guard District 9 (Cleveland)
Commandant Instruction (USCG)
Captain of the Port
Defense Equal Opportunity Management Institute
Department of Homeland Security
Enlisted Employee Review
Engineering Officer
Environmental Protection Agency
Federal Emergency Management Agency
Federal Maritime Security Coordinator
Federal On Scene Coordinator Representative
Facility Security Plan
Government Travel Credit Card
Incident Action Plan
Immigration and Customs Enforcement
Individual Development Plan
Incident Management Division
Individual Training Plan
Coast Guard Atlantic Area (Portsmouth)
Living Marine Resources
Mounted Automatic Weapon
SAM Shore Asset Management User Account Management (brand name)
Maritime Critical Infrastructure/Key Resource
Marine Dealer Visitation
Marine Environmental Protection
Maritime Law Enforcement
Marine Information for Safety and Law Enforcement (database)
39
MOU
MS
MSD
MSRAM
MSRO
MSU
MT
MTS
MTSA
NSBW
NVIC
OER
OGA
OLE
OPORDER
OUC
PAWSA
PB4T
PFD
PSGP
PREP
PTP
PUH
PWCS
RAMP
RBS
RB-S
RECOM
RFRS
SAR
SAROPS
SCC
SFO
SLM
STANT
STLM
SL
SP
SPO
SR
SRU
SSLG
SSMR
SUPO
SVSB
SX
Memorandum of Understanding
Marine Safety
Marine Safety Detachment (Green Bay)
Maritime Security Risk Assessment Module
Maritime Security Response Operations
Marine Safety Unit (Chicago)
Mandatory Training
Maritime Transportation System
Maritime Transportation Security Act
National Safe Boating Week
Navigation and Vessel Inspection Circular
Officer Evaluation Report
Other Government Agency
Other Law Enforcement
Operation Order
Operations Unit Coordinator
Ports and Waterways Safety Assessment
Planning Board for Training
Personal Flotation Device
Port Security Grant Program
Preparedness for Response Exercises Program
Prevention Through People
Programmed Underway Hours
Ports, Waterways, and Coastal Security
Remedial Action Management Program
Recreational Boating Safety
Response Boat - Small
Regional Coordinating Mechanism
Reserve Forces Readiness System
Search and Rescue
Search and Rescue Operations
Sector Command Center
Sector Field Office (Grand Haven)
Sector Lake Michigan
Station Aids to Navigation Team
Southern Tip of Lake Michigan
Sector Logistics Department
Sector Prevention Department
Servicing Personnel Office
Sector Response Department
Surface Response Unit
Sector Senior Leadership Group
Shore Station Maintenance Request
Supply Officer
Small Vessel Security Boarding
Sector Contingency Preparedness Staff
40
TWIC
UTV
WAMS
Transportation Worker Identification Card
Uninspected Towing Vessel
Waterways Analysis and Management System
41
Appendix 2 – 2015 Sector Lake Michigan Station Employment Goals
42
Appendix 3 – 2015 Sector Lake Michigan Station Boarding Goals
43
Appendix 4 – Sector Recurring Meetings and Committees
Contents
Southeast Wisconsin Port Area
Southern Tip of Lake Michigan Port Area
Western Michigan Port Area
Northeast Wisconsin Port Area
Southeast Wisconsin Port Area
Committee Name
Southeast Wisconsin Area
Maritime Safety & Security
Committee (AMSSC)
Typically held in:
Milwaukee at various
sponsored locations
Transportation Infrastructure
Security (TIS) Workgroup
Typically held in: DeForest,
WI at Wisconsin State
Patrol Headquarters
WI Homeland Security
Council
Typically held in: Madison,
WI
Military Subcommittee
(MSC) to WI Homeland
Security Council
Purpose
Title 33, Code of Federal
Regulations Part 103 – advises
the FMSC and Port Community
Group on maritime safety and
security matters, including the
development and review of the
AMS and Area Contingency Plan.
CG Role
Chair
Various State and Federal
agencies provide updates on their
security and emergency operation
efforts.
Attendee
Responsible for advising the
governor, coordinating state and
local prevention and response
efforts, producing reports on the
state of homeland security in WI,
and improving citizen and
community preparedness.
Augment the WI HSC, ensure a
unified military response
capability and facilitate
interagency coordination.
Attendee
Attendee
Frequency
Annually or
as needed
Quarterly
Monthly,
usually 3rd
Wednesday
of each
month
SemiAnnually
44
POC
Phone/Email
Richard Reinemann – CG
414-747-7087
richard.j.reinemann@uscg.mil
Chair: Captain Cocanour
414-747-7101
Jeff Hieb – CG
Don Davis - CG
Richard Reinemann - CG
414-747-7158
414-747-7881
414-747-7087
Vern Andren, Wisconsin
DOT
608-266-2249
Vernon.Andren@dot.wi.gov
SLM CDR/Deputy
414-747-7157
Daniel Payette,
Dept. of Military Affairs
608.242.3081
Daniel.Payette@Wisconsin.gov
MG Dunbar,
Council Chair
SLM CDR/Deputy
414-747-7157
Lt Col Kari Wiegand
BG Scott Legwold, Director
Joint Staff
Kari.weigand@us.army.mil
Southern Tip of Lake Michigan Port Area
Committee Name
Southern Tip of Lake
Michigan (STLM) Area
Maritime Security Committee
Typically held in: Various
locations in STLM AOR
AMSC Port Security Grant
Program Subcommittee
Chicago Harbor Safety
Committee
Typically held in: Downtown
Chicago
Calumet Area Safety,
Security & Navigation
Committee
Typically held in: Illinois at
the International Port District
Purpose
Title 33, Code of Federal
Regulations Part 103 – advises
the FMSC and Port Community
Group on maritime security
matters, including the Group II
Port Security Grant Program.
CG Role
Chair
To coordinate with area
stakeholders to support the Port
Security Grant Program (PSGP)
and provide field review of
applications IAW the
appropriate PSGP Guidance.
Chair
To link all maritime stakeholder
interests in the Port of Chicago
into a single forum and
clearinghouse for issues relating
to the use of navigable
waterways.
Attendee
To cooperate with federal, state
and local government agencies,
concerning safety, security and
economic matters in the Calumet
(Illinois) river area.
Member
Frequency
Annually or
as needed
As needed
Bi-annually
As needed
POC
630-986-2154
Erick.r.johnson@uscg.mil
Chair: Captain Cocanour
414-747-7101
Michael Borgstrom and Dan
Sampson - Co-Chair
Michael Borgstrom 312-337-1446
msb@wendellaboats.com
Cameron Land – CG
Erick Johnson - CG
Dan Sampson 630-257-4260
dsampso@citgo.com
630-986-2138
630-986-2154
Chair: Captain Cocanour
414-747-7101
Mike Borgstrom and Dan
Sampson - Co-Chair
(312) 337-1446
msb@wendellaboats.com
MSU Chicago WWM
Division
630-986-2155
Facilitator:
Michael Borgstrom and
Susan Urbas
MSU Chicago WWM
Division
Facilitator:
Don Campbell, Kindra Lake
Towing
45
Phone/Email
Erick Johnson – CG
Michael Borgstrom 312-337-1446
msb@wendellaboats.com
Susan Urbas 312-458-0810
chicagoriverrowing@yahoo.com
630-986-2155
773-375-8660
Southern Tip of Lake Michigan Port Area (cont)
Committee Name
Illinois Three Rivers Port
Security Committee
Typically held in: Joliet, IL
at Three Rivers Safety
Center
Three Rivers Response
Cooperative
Typically held in: Joliet, IL
at Three Rivers Safety
Center
Northwest Indiana
Information Sharing and
Security Alliance
Typically held in: Port of
Indiana
FEMA Region V Regional
Interagency Steering
Committee (RISC)
Purpose
Focuses primarily on security.
Related activity is the Three
Rivers Response Cooperative.
Lemont Electrical Dispersal
Barrier (fish barrier) and CITGO
Lemont, Exxon Mobil, Flint
Hills, and Dow Chemical are in
this area.
Focuses primarily on pollution
response. Related activity is the
Illinois River Port Security
Subcommittee. Lemont Electrical
Dispersal Barrier (fish barrier)
and CITGO Lemont, Exxon
Mobil, Flint Hills, Stepan,
INEOS, and Dow Chemical are in
this area.
CG Role
Member
Member
Frequency
Quarterly
Quarterly
POC
630-986-2138
630-986-2154
Facilitator:
Jerry Caamano, Three
Rivers Manufacturing
Association
Cameron Land – CG
Erick Johnson – CG
815-774-6070
jerry.caamano@trma.org
Facilitator:
Jerry Caamano, Three
Rivers Manufacturing
Association
This committee was established to
create an information sharing
environment for public and
private stakeholders throughout
the region.
Member
Discusses topics of interest
concerning Federal emergency
planning and response.
Attendee
Quarterly
Monthly
46
Phone/Email
Cameron Land – CG
Erick Johnson – CG
630-986-2138
630-986-2157
815-774-6070
jerry.caamano@trma.org
Cameron Land – CG
Erick Johnson – CG
630-986-2138
630-986-2154
Facilitator:
Steve Scheckel, Chief,
Munster Police Dept - IN
219-836-6900
sscheckel@munster.org
MSU Chicago – CG
T.J. Mangoni – D9
630-986-2155
216-902-6053
Rolando Rivero –
DHS/FEMA
312-408-5590
rolando.rivero@dhs.gov
Western Michigan Port Area
Committee Name
Western Michigan Area
Maritime Safety/Security
Committee (AMSSC)
Typically held in: Muskegon
Western Michigan Water
Sector Security Consortium
Typically held in: Grand
Rapids or lakeshore
GH Coast Guard Festival
Typically held in: SFO
Grand Haven (Full Board) /
CG Festival Office
(Executive Board)
Purpose
Title 33, Code of Federal
Regulations Part 103 – advises
the FMSC and Port Community
Group on maritime security
matters, including the
development and review of the
AMS Plan.
CG Role
Chair
Facilitate infrastructure
protection by partnering Water
(supply) Sector industry with
Federal, State, and Local LE
Member
Honor the men and women of
the USCG by:
 Hosting a nationally
recognized family-friendly
festival that honors and respects
the men and women of the CG
 Focusing year round on the
men and women of the USCG
serving in the W. MI area.
 Building relationships with
CG leadership that fosters the
theme of Coast Guard City USA.
 Celebrating CG history
Advisor
Frequency
Annually or
as needed
Quarterly
POC
414-747-7161
charles.w.tenney@uscg.mil
Chair: Captain Cocanour
414-747-7101
John Henderson, OXY
Chemicals Facility,
Ludington / Co-Chair
Charlie Tenney - CG
231-845-4247
414-747-7161
Mike Moll – DHS
2x/month
(subcommitte
es intensify
May – Aug)
47
Phone/Email
Charlie Tenney – CG
Jeff Hieb, LT (Ret.) - CG
Charlie Tenney, CDR (Ret.)
(616) 454-5243
michael.e.moll1@dhs.gov
414-747-7158
414-747-7161
LT Urbanawiz
616-850-2502
Mike Smith, CDR (Ret.)
616-846-5940
execdirector@coastguardfest.org
Northeast Wisconsin Port Area
Committee Name
Green Bay Area Maritime
Security & Safety Committee
(AMSSC)
Typically held in: Green Bay
at various locations.
Green Bay MCI/KR
Evaluation SubCommittee
Green Bay Exercise
Design Sub-Committee
Marinette/Menominee Area
Maritime Security & Safety
Committee (AMSSC)
Typically held in: Alternates
between MI and WI.
Mar/Men MCI/KR
Evaluation SubCommittee
Mar/Men Exercise
Design Sub-Committee
Purpose
Advises the FMSC and Port
Community Group on maritime
security (& safety) matters,
including the development and
review of the AMSP & ACP.
CG Role
Chair
Frequency
Quarterly
POC
Jeff Hieb – CG
Chair: Captain Cocanour
Phone/Email
414-747-7158
Jeffrey.j.hieb@uscg.mil
Verifies the Port’s MSRAM
input and performs detailed
evaluations of selected targets.
Facilitator
Annually or
as needed.
Jeff Hieb – CG
414-747-7158
Jeffrey.j.hieb@uscg.mil
Plans the Port’s AMSTEP &
PREP exercise programs.
Facilitator
Annually or
as needed.
Jeff Hieb – CG
414-747-7158
Jeffrey.j.hieb@uscg.mil
Advises the FMSC and Port
Community Group on maritime
security (& safety) matters,
including the development and
review of the AMSP & ACP.
Chair
Quarterly
Jeff Hieb – CG
414-747-7158
Jeffrey.j.hieb@uscg.mil
Verifies the Port’s MSRAM
input and performs detailed
evaluations of selected targets.
Facilitator
Annually or
as needed.
Jeff Hieb – CG
414-747-7158
Jeffrey.j.hieb@uscg.mil
Plans the Port’s AMSTEP &
PREP exercise programs.
Facilitator
Annually or
as needed.
Jeff Hieb – CG
414-747-7158
Jeffrey.j.hieb@uscg.mil
Chair: Captain Cocanour
48