Strategic Planning Department

Strategic Planning
Leadership

Department Director - Robert E Nelson DIR-S
Robert E Nelson
Director
Strategic Planning

Andrew Welch, DIR-Sd
Andrew Welch, DIR-Sd
Deputy Director
Strategic Planning

Strategic Intent

The Strategic Planning Department supports NEXCOM and senior staff by facilitating development of implementation plans for the U.S. Coast Guard Auxiliary’s strategies and foster advanced strategic thinking at all levels of the U.S. Coast Guard Auxiliary leadership.

The Department assists NEXCOM in developing targeted strategies to ensure U.S. Coast Guard Auxiliary relevance and success in future operating environments and provide NEXCOM and senior leadership with tools, techniques and processes to simplify the strategic planning process.

The Strategic Planning Department acts as a liaison with U.S. Coast Guard (Gold side) strategic analysis functions, representing the Coast Guard Auxiliary’s interests and strategic intent.

We work closely with the Performance Measurement Department to integrate performance measurements into long-range strategies for the organization.

The Strategic Planning Department supports other directorates by providing guidance with understanding the strategic plans developed at the NEXCOM level and assisting with creation of relevant implementation plans for relevant strategies.

We provide our fellow directors with tools, techniques and processes to aid in the creation of implementation plans and provide qualified facilitators to support planning.

Mission

The Strategic Department is responsible for creating and maintaining the NACOs Auxiliary Strategic plan and fostering advanced strategic thinking at all levels of the U.S. Coast Guard Auxiliary leadership.

Vision

The strategic planning department supports NEXCOM by providing highly qualified, competent and skilled personnel for strategic planning and facilitation activities.

Goal 1: Maintain and enhance the Auxiliary National Strategic Plan as required by NACO and NEXCOM.

Goal 2: Enhance, develop the Auxiliary University Program and grow it until it achieves wide recognition and the state of self-sustainment.

Goal 3: Enhance and develop the facilitator cadre.

Goal 4: Enhance and develop the "incubator" program.

Strategic Planning Divisions & Functions

Strategic Planning Divisions

Planning Division

  • Planning: Identify and analyze significant emerging maritime safety, security, economic, and environmental issues and trends.
  • Analysis: Seek to understand their potential impact on the US Coast Guard Auxiliary and develop targeted strategies to ensure US Coast Guard Auxiliary relevance and success in future operating environments.

Innovation Division

  • Innovations Expo: Develop and implement a repeatable process for the Auxiliary entrants to the US Coast Guard Innovation Expo. Guide and assist Auxiliary members as they prepare for the Expo with Exhibit details.
  • Incubator: Provide an "incubator" for new complex initiatives. Develop processes and business flows. As the new initiatives are stable and operational, provide a structured turnover to the appropriate national department.

Research Division

  • Process Development: Oversee the process development and creation of documents. Develop standards and a repository or central location of approved policy where they can be accessed.
  • Facilitation: Develop standard procedures for facilitation, including a process for requesting a facilitator. Identify a cadre of experienced facilitators across the country. Promote the benefit of independent facilitation to the units.
  • Research: Review significant organizational activities, operations or responses to identify and analyze those with potential strategic implications. Develop specific recommendations to improve the strategic and operational posture of the US Coast Guard Auxiliary.

Auxiliary University Division

  • University Program: Provide processes for attracting students into the Auxiliary while simultaneously gaining strategic University partnerships. Provide opportunities allowing students maximum interface to maximize academic value and volunteer service.