May 25, 2017

D-Train 2018 March 9 - 11

Click to access the Mandated Training Site

Next District Meeting is Saturday September 23, 2017 @0900 Hrs at the Chapel Please Wear ODU's

Updated 2017 Uniform information here.

See RADM Poulin's Message to D1 Forces here.

Welcome to the First Southern Diversity Website

Diversity and Inclusion Department

Emmanuel Salami
District Staff Officer Diversity and Inclusion
First Southern District
203-832-8100
E-Mail: emmanuel_as@optonline.net

Judith A. DiMaio
Assistant District Staff Officer Diversity and Inclusion
First Southern District
732-925-0839
E-Mail: dso.ms.1sr@gmail.com

Dr. Patricia Espejo
Assistant District Staff Officer Diversity and Inclusion
First Southern District, Divisions 10, 11, & 12
201-705-8127
E-Mail: pespejo427@yahoo.com

Theresa Bowman-Smith
Assistant District Staff Officer Diversity and Inclusion
First Southern District
914-673-8375
E-Mail: bowmantmb@aol.com

Ken Jacobs
Assistant District Staff Officer Diversity and Inclusion
First Southern District
806-805-7837
E-Mail: kenneth.e.jacobs@uscga.edu

Lauren A. Pugh
Assistant District Staff Officer Diversity and Inclusion
First Southern District
201-463-8318
E-Mail: puddlepirates1013@gmail.com

Stephen K. Wang
Assistant District Staff Officer Diversity and Inclusion
Diversity Mentor and Advisor, MAHWAH, NJ area
First Southern District
917-567-5099
E-Mail: cgauxwang@gmail.com"

Lionel Eliovson
Assistant District Staff Officer Diversity
Diversity Mentor and Advisor, Sector Long Island Sound
203-257-2151
E-Mail: mail4lionel@gmail.com"

Diversity Staff Officer Positions

The National Auxiliary Executive Committee, NEXCOM, has approved the creation of Flotilla and Division Staff Officers for Diversity, FSO-DV and SO-DV. Elected leader may now begin considering such appointments for the coming year.

Diversity is about acknowledging differences and adapting practices to create an inclusive environment in which diverse skills, perspectives and backgrounds are valued.

It is about understanding the individual differences in the people we serve which arise from a broad range of backgrounds and lifestyles, and recognizing the value of using those different perspectives, ideas and ways of working to enhance the quality and outcomes of their contributions to our organization.

Our diversity is shaped and informed by a variety of characteristics including age, ethnicity, gender, disability, language, religious beliefs, life stages, education, career responsibilities, sexual orientation, personality and marital status.

Organizational diversity builds on the traditional principles of equal opportunity, ensuring that all members have access to opportunities and mission assignments. Additionally, diversity means accepting, welcoming and valuing the differences inherent in every individual and recognizing the contribution that a diverse membership can make to organizational effectiveness and operational performance.

Responsibility for ensuring the successful implementation of diversity program rests with all members, but in particular Flotilla and Division leaders. Elected leaders and staff officers must implement strategies specific to the needs of their local units which are consistent with the requirements set forth in the NACO's Strategic Plan and Diversity Policy. Included in this charge is the responsibility to make appointments to staff positions to help you to communicate the message down to the deck plate.

Developing a Culture of Passion around Diversity

In 2012 we embark on a journey to refine our diversity goals at the District level. COMO Marschall supports the Strategic plan promulgated by the National Commodore and the Commandant defining the goals and requirements for the matter of diversity in the U.S. Coast Guard Auxiliary. This plan calls on each member, regardless of position, to identify unintended disincentives to recruiting and retention at all levels and to work to eliminate them through a process of training and mentoring. The top priority is to make the Coast Guard Auxiliary the Volunteer Organization of choice. We must now sharpen our focus and pinpoint district needs and requirements for a successful diversity plan.

Our program will be measured by how well our leaders can identify and capitalize on our members’ talents, finding the best in everyone. We must work to ensure that trust is at the foundation of each of our initiatives. Our members must know where the lines are drawn, what is acceptable and unacceptable behavior toward other members and we must use training at all levels to build an inclusive environment, promoting diversity of thoughts, of ideas, and of competencies. We must also be certain that each member knows their role in diversity and how it ties to the mission. This will enable us to work on building high performance teams and empower us to mission readiness and excellence.

Our recruiting initiatives must be structured to attract top talent to our organization. Using traditional methods we must seek a wide range of potential members from underrepresented minority groups regardless of race, gender, color, national origin, sexual orientation, gender identity and expression, age, religion, or disabilities, both physical and mental. We should be working to identify affinity groups, forging new relationships which will open new doors within our communities. Such a model will guide us to achieve a measurable improvement in the diversity of our membership, our missions and our partners. The result will be an increase in morale and a positive impact on the success of our members in the fulfillment of their mission.

We must establish a training strategy at the local levels to build an environment of inclusion. We call upon Division and Flotilla Commanders to establish unit committees headed by a Flotilla Advisor. Each unit is unique, with a rich blend of diversity amongst its membership, engaging in a wide range of mission requirements in support of the Coast Guard. Establishing local goals and plans will help leaders capitalize on unit talent, to build member engagement, and to foster creativity and innovation. Flotilla training strategies should focus on building an inclusive environment both internally and externally, embracing all with open arms.

We will develop a core group of Assistant District Staff Officers who are to be geographically situated. They will serve as mentors, assisting the District Staff Officer, as ADSOs do, to promote the policies and best practices established by the Commodore. Diversity is a top priority for the District as it is for the National Auxiliary organization. We will seek to ensure that a mentor is readily available to each and every Division throughout the District. COMO Marschall has committed to providing the necessary ADSOs to ensure the success of this program.

We have established a program for ongoing recognition of those who make contributions to the mission of diversity. They will be our District Diversity Champions. Each month we will feature a Diversity Champion on the District’s Diversity web page. If necessary we will run features more often than monthly. We will rely upon local leaders, both Division and Flotilla as well as ADSOs, to provide accounts of individual member contributions. Units will also be recognized on the web site for group contributions in the area of Diversity. Additionally, the National Commodore has revised and reinstituted the NACO Three Star Award for Excellence in Diversity.

Each year the DSO will work with the DCO to ensure that those who have made the most significant contributions will be recognized with an Auxiliary medal which is commensurate with their individual level of performance. Units will be recognized for their performance through the use of Team Commendation awards. We must celebrate our success to ensure that we inspire “Passion around Diversity”. Awards are the payment we receive for our service; we intend to ensure that members receive the payment they have earned.

All members, across all levels, are responsible for fostering an inclusive team atmosphere. The National Commodore has stated that it is his view that diversity is not a problem to be solved; it is an asset to be developed. As we travel this road together we must be keenly aware of the hurdles we face in removing barriers to inclusion. As diversity leaders we must meet the challenge, embracing new ideas, supporting and celebrating differences, and building upon the foundation established by the Strategic Plans instituted by COMO Marshall, the National Commodore and the Commandant of the Coast Guard. We must always be guided by the Coast Guard values; Honor, Respect, and Devotion to Duty. Our devotion to these principles will be as a torch in the night guiding our way, helping to ensure we stand firm in support of always doing the right thing, even in the face of adversity. /s/ DSO-DV

LINKS TO USCG AUXILIARY DIVESITY POLICIES AND OTHER WEB SITES