Past, present, & future

Sea Power, Aug 1999 by Price, Jennifer M

USCGA: New Thinking in ew London

With such programs as its innovative Deepwater Project and an unprecedented level of exchanges with foreign countries, the United States Coast Guard is obviously looking far into the future. Through its academic, professional development, and athletic programs, the United States Coast Guard Academy (USCGA) will be playing a major role in that future by preparing new Coast Guard officers for the demands of a multimission environment and the changes inevitable for in a force that is increasingly global. Leading the way is the Academy's superintendent, Rear Adm. Douglas H. Teeson.

The Deepwater Project-an effort to recapitalize the service's aging ships, aircraft, and communications and sensor systems-is complemented by the first major review in 17 years of the status of the Coast Guard and its numerous missions. The review is being conducted by a Council on Coast Guard Roles and Missions (CORM), an interagency task force appointed by President Clinton and directed to review the Coast Guard's missions with an emphasis on those conducted over 50 miles at sea. The task force's job, Teeson explained, is to "identify and distinguish which Coast Guard roles, missions, and functions may be added or enhanced, maintained at current levels, reduced in scope, or eliminated."

While the CORM is conducting its review of the greater Coast Guard organization, the Academy is currently going through its own review. Teeson, who is nearly half-way through his tour, has identified several key issues he intends to accomplish and complete during the remainder of his watch. The self-assessment review the Academy is now completing is high on his list. In order to renew its institutional accreditation by the New England Association of Schools and Colleges (NEASC), 11 teams are performing the USCGA selfassessment under NEASC standards. "This is a very valuable process, and the findings will help us define and work toward `the Academy after next,"' Teeson said.

Quality People

And Enhanced Technology

Accreditation renewal will undoubtedly affect another of Teeson's key issues. "The caliber of the talent [already at USCGA] is unbelievable," Teeson said. For that reason alone, he said, it is important to "invest more in the continuing development of faculty and staff." A quality staff and faculty, combined with technology enhancements to the Academy's library and the recent addition on campus of the Coast Guard's Leadership Development Center (LDC), are the primary "building blocks" that will position the Academy to contribute to "the continuum" of development and learning that Teeson envisions. "We are becoming more of a `go to' place, in addition to the traditional `go through' aspects of a tough and demanding military academy.... We are challenging [Cadets] to be lifelong learners. ... We support learning and leadership development well beyond the traditional graduation day."

These efforts enhance the whole Academy experience for Cadets-"in the classrooms and laboratories, aboard active Coast Guard units throughout the world, at cohort academic institutions, with research teams, through internships, on athletic fields ... [all of which] share common learning outcomes that are critical to properly preparing the future Coast Guard officer."

Teeson described the five "learning outcomes" the Academy seeks to create: Leadership Abilities-"Cadets must be able to understand and apply sound leadership principles and competencies, including the ability: to direct, develop, and evaluate diverse groups; to function effectively and ethically as a leader, follower, or member of a team; and to conduct a constructive assessment of oneself and others."

* Personal and Professional Qualities-"Cadets shall maintain a professional lifestyle that embraces the Coast Guard `core values'-Honor, Respect, and Devotion to Duty." (Implicitly included in those values are physical fitness and wellness, as well as the ability to personally demonstrate the customs, courtesies, and social skills befitting members of a maritime military service.)

* Ability to Acquire, Integrate, and Expand Knowledge-"Cadets shall develop the motivations and skills needed for `lifelong learning,' and be able to efficiently access a broad range of information sources, locate and reliably interpret data, employ appropriate technology, and integrate knowledge."

* Communications Effectiveness"Cadets shall be able to write clearly and concisely, prepare and deliver organized and polished oral presentations, read and understand a variety of written materials, listen thoughtfully, respect diverse opinions, and formulate reasoned alternatives and responses."

* Critical Thinking Ability-"Cadets should be able to apply basic skills of critical analysis, systems thinking, quantitative reasoning, creative problem-solving, and value-based decisionmaking."

It is "outstanding instructors with outstanding curricula and teaching tools" of a wide variety that will creates the continuing learning experience the Academy is seeking, Teeson said, and that also will help to develop leadership qualities including: (1) courage, "not only in the face of physical danger, but moral courage as well"; (2) situational awareness, "to include not only what is happening but what is not, and how to move things in the direction they ought to go"; and (3) a commitment to continually improve oneself as a leader.