A Brief History of Women’s Service in the US Coast Guard

The Long Blue Line: A brief history of women's service in the Coast Guard

Posted by Diana Sherbs, Thursday, March 16, 2017

This blog is part of a series honoring the long blue line of Coast Guard men and women who served before us. Stay tuned as we highlight the customs, traditions, history and heritage of the Coast Guard. 

Written by William H. Thiesen
Coast Guard Atlantic Area Historian

Lighthouse Keeper Ida Lewis, titled "The Bravest Woman in America," for all the water rescues she accomplished while serving as keeper. All photos from U.S. Coast Guard Collection.

Over the course of its nearly 230-year history, women have played a major role in the United States Coast Guard and its predecessor services. Coast Guard women have helped shape the service and pioneered the role of their gender in the federal government and the nation as a whole.

Women began performing Coast Guard duties even before there was a Coast Guard. In 1776, lighthouse keeper John Thomas joined the American Army to fight the British in the Revolutionary War. Meanwhile, his wife Hannah took over his responsibilities as keeper of Gurnet Point Light in Massachusetts. Later, in the Coast Guard predecessor agency of the U.S. Lighthouse Service, keepers' wives served unofficially as assistant keepers, ensuring that the lights shone year-round even in their husband's absence. By 1830, women received official assignments as lighthouse keepers, making them the first of their gender to serve in highly responsible supervisory positions. Their numbers included some of the first minority women in federal service; and service luminaries, such as Keeper Ida Lewis, titled "The Bravest Woman in America" for her numerous water rescues. Women continued to serve as lighthouse keepers until 1948, when the last one retired.

Genevieve and Lucille Baker volunteered to serve with the Coast Guard during World War I. They were the first women to don a Coast Guard uniform and served at Headquarters. All photos from U.S. Coast Guard Collection.

During World War I, the U.S. Navy authorized the enlistment of women in the Naval Reserve as female yeomen, with the rating of "Yeoman (F)." The policy was extended to the Coast Guard and these "yeomanettes" served as uniformed clerical workers at Coast Guard Headquarters in Washington. Nineteen-year-old twin sisters Genevieve and Lucille Baker transferred from the Naval Coastal Defense Reserve to become the first women to serve as uniformed military personnel in the Coast Guard. Before war's end, several more yeomanettes would join them at Coast Guard Headquarters.

A group of SPARs pose for a photograph during World War II. All photos from U.S. Coast Guard Collection.

During World War II, the Coast Guard recruited women for the SPARs (Semper Paratus, Always Ready), a female corps similar to the Navy's WAVES and the Army's WACs. For the war effort, the Coast Guard estimated it would need 8,000 enlisted women and 400 female officers; however, 12,000 women, including minorities, volunteered and served during the conflict. After the war, all women's military reserve branches were disbanded and the SPARs officially ceased to exist, although a few SPARs remained members of the Coast Guard Reserve. During the Korean Conflict, from 1950 to 1953, the Coast Guard did not mobilize former SPARs, but about 200 women volunteered for active duty anyway. Most left the service after the conflict ended and, by 1956, the Coast Guard counted only 12 female officers and nine enlisted women out of thousands of service personnel.

In the early 1970s, the Coast Guard emerged as a policy leader for women in the military. In 1973, congressional legislation allowed women to serve alongside men on active duty in both the regular Coast Guard and Coast Guard Reserves. Under the leadership of Coast Guard Commandant Chester Bender, the service became the first military agency to open its Officer Candidate School (OCS) to women. Within the ranks of OCS Class 2-73 were the first five female officer candidates. These women trained on board the cutter Unimak, the first time in U.S. history that women trained aboard a U.S. military vessel beside their male counterparts. On June 8, the 29 member OCS Class 2-73 graduated from Yorktown Training Center, including all five female officers.

Under the 1973 legislation, the Coast Guard also began to integrate women into its enlisted ranks. On Nov. 1, 1973, enlistment of women was first authorized for four-year tours of active duty. On December 7, the first female enlistees were sworn-in to the regular Coast Guard and, on Jan. 15, 1974, the service's first group of female "regulars" reported to Cape May Training Center. With 30 out of 33 female candidates graduating with this first all-female company, the experiment proved a success, so the Coast Guard began to institute mixed-gender basic training with the next recruit company. In early 1974, the Coast Guard opened the first enlisted ratings available to women, including yeoman, storekeeper, hospital corpsman, photojournalist, dental technician, and musician. By late February, the service opened more ratings, including radioman, fire control technician, telephone technician and boatswain's mate.

While the integration of women into the service began in the last years of Bender's term, the initiative gained headway in the four years under Commandant Owen Siler. In 1975, the service counted 420 enlisted women and 32 female officers among its active-duty personnel. That same year, Siler announced, "that women will join the Corps of Cadets at New London." He pointed out that no legislative statutes barred admission of women to the Coast Guard Academy and that action by Congress was unnecessary. He also noted that his decision was in keeping with the strong commitment of the Department of Transportation to assure equal rights for women. It was the first time in U.S. history that a military academy would offer appointments to female applicants.

The deadline to apply to the Academy for the Class of 1976 was Dec. 15, 1975, and 700 women submitted admission applications out of 10,000 applicants. On June 28, 1976, the class of 1980 swabs reported to the Coast Guard Academy, including 38 women. It was the first time that a U.S. military service had appointed women to its academy. Of the original 38 female cadets in the entering class of 1980, 14 graduated. Three years later, the service counted 129 female officers, many of them Academy graduates, with 35 serving afloat and five serving as aviators.

Commandant Owen Siler with female pioneers Petty Officer 3rd Class Debra Wilson and Ens. Beverly Kelley awaiting a press conference. All photos from U.S. Coast Guard Collection.

The late 1970s and 1980s saw women break countless gender barriers in the enlisted and officer ranks. On Jan. 1, 1976, the service opened all of its aviation ratings to women. By 1977, the Coast Guard had decided to experiment with mixed-gender crews and, in June, it manned high-endurance cutters Morgenthau and Gallatin with crews that included 10 enlisted women and two female officers. Despite initial misgivings, the experiment proved a success. Ens. Beverly Kelley, a 1976 OCS graduate, served as one of the female officers. In April 1979, Lt. j.g. Beverly Kelley took command of the 95-foot Cutter Cape Newagen, becoming the first woman to command a U.S. military ship. Under her watch, the Cape Newagen received the Meritorious Unit Commendation.

Master Chief Petty Officer Diane Bucci, who broke numerous gender barriers for enlisted service women during her career. All photos from U.S. Coast Guard Collection.

In August 1978, the incoming commandant, John Hayes, announced that "all personnel restrictions based solely on sex would be lifted," thereby opening all ratings and officer career paths to women. By 1983, the number of enlisted women had also grown to a total of 1,747, including 85 deployed on cutters. Master Chief Petty Officer Diane Bucci advanced through the enlisted ranks during this transitional period. She joined the Coast Guard in 1975, not long after the service opened its enlisted ranks to women, and made history by breaking many of the Coast Guard's early gender barriers. Bucci made history in 1988 when she became the first enlisted woman to command afloat as officer-in-charge of the Coast Guard tug Capstan.

Women began receiving assignments in Coast Guard aviation at the same time they got afloat assignments. In 1977, 1976 OCS graduate Janna Lambine became the first woman in the service designated a Coast Guard aviator. 1973 OCS graduate Vivien Crea was the second and went on to qualify in the C-130 Hercules turboprop, HH-65 Dolphinhelicopter, and Gulfstream II jet. Lt. Colleen Cain, another 1976 OCS graduate, attended flight school and became the service's third female aviator and first female HH-52 pilot. In January 1982, a helicopter co-piloted by Cain crashed while flying a rescue mission in Hawaii, making her the first woman killed in the line of duty.

The Coast Guard's first female aviator Janna Lambine. All photos from U.S. Coast Guard Collection.

In the early 1990s, new opportunities emerged for women in the Coast Guard. In 1990, the service's "Women in the Coast Guard" study led to a systematic effort to support female recruiting and retention, including a new Women's Advisory Council. During operations Desert Shield and Desert Storm, three Port Security Units with female personnel were sent to the Persian Gulf. For the first time, female members received combat assignments, such as manning the .50 caliber heavy machine gun on board PSU Raider boats. In addition, more female officers received afloat commands, including Katherine Tiongson, the first minority female skipper, who in 1991, took command of Cutter Bainbridge Island. That same year, Marilyn Dykman received Coast Guard aviator designation to become the service's first minority female aviator.

A Port Security Unit Raider boat during the First Gulf War with female reservist Sandy Mitten manning the aft .50 caliber machine gun. All photos from U.S. Coast Guard Collection.

During the rest of the 1990s, women continued to receive advancement to male-dominated areas of the Coast Guard. Patrol boatcrews were integrated for the first time and female officers received commands of Coast Guard bases, including air stations and training centers. Pioneering officer Bev Kelley broke more gender barriers when she received command of cutters Northland in 1996 and Boutwell in 2000, making her the first woman to command medium endurance and high endurance cutters. At the same time, women began to receive greater recognition, including the first female recipients of the Distinguished Flying Cross, Legion of Merit, Air Medal and Meritorious service Medal.

Vice Adm. Vivien Crea, who graduated from Officer Candidate School and broke numerous gender barriers for female officers to become vice commandant of the Coast Guard. All photos from U.S. Coast Guard Collection.

The 21st century saw women reach the highest officer positions. OCS graduates led the way to flag positions, including Vivien Crea who, in 2000, became the first woman to achieve flag rank. Later, in 2006, Crea was promoted to vice commandant of the Coast Guard, becoming the first woman to hold the second highest position of any military service. And, while serving as acting commandant, she was the first woman in U.S. history to oversee a military service. Crea was followed by a 1976 OCS graduate, Jody Breckenridge, who in 2009, became vice admiral and the first woman to command the Coast Guard's Pacific Area; and 1975 OCS graduate Sally Brice-O'Hara, who in 2010, became the Coast Guard's second female vice commandant. Several Coast Guard Academy graduates have also achieved flag rank during this period, including Vice Adm. Sandra Stosz, current deputy commandant for mission support. Stosz is the first female graduate to achieve flag rank and, as a superintendant of the Coast Guard Academy, she became the first woman to command a U.S. military academy.

Vice Adm. Sandra Stosz, former superintendent of the Coast Guard Academy and current deputy commandant for mission support. All photos from U.S. Coast Guard Collection.

Since the 1970s, women in the Coast Guard have come a long way with female service members occupying nearly every active-duty role formerly reserved for men. However, women's participation in the service still has a long way to go. Today, over 5,800 women serve out of nearly 40,000 active-duty service members, representing only 15 percent of the Coast Guard. While the percentage of active-duty women remains modest compared to total service figures, the proportion of women in the Coast Guard continues to grow.

Women have walked the long blue line since the very beginning of the service. They have helped shape the U.S. Coast Guard into a better institution for all men and women and they will play an even greater role in shaping the service in the 21st century.

Reposted by:

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

646-523-1213 cell

Diversity Management

What is Diversity Management?

Diversity management refers to organizational actions that aim to promote greater inclusion of employees from different backgrounds into an organization's structure through specific policies and programs. Organizations are adopting diversity management strategies as a response to the growing diversity of the workforce around the world.

 

 

Advancements in technology now allow companies to hire and manage employees from around the world and in different time zones. Companies are designing specific programs and policies to enhance employee inclusion, promotion, and retention of employees who are from different backgrounds and cultures. The programs and policies are designed to create a welcoming environment for groups that lacked access to employment and more lucrative jobs in the past.

The concept of diversity started in North America in the mid-1980s, spreading to other parts of the world afterward. The then United States President, Ronald Reagan, originally vowed to dismantle the equality and affirmative action laws that were viewed as legal constraints. Equality and affirmative action employees presented the argument that diversity management should be seen as a competitive advantage to US companies rather than as legal constraints. The discussion attracted research into the concept of diversity and benefits of diversity management. The globalization of the world economy and the spread of multinational corporations brought a new twist into the concept, in that diversity management does not solely refer to the heterogeneity of the workforce in one country but to workforce composition across countries.

 

Types of Diversity Management

The following are the two types of diversity management:

 

Intranational diversity management

Intranational diversity management refers to managing a workforce that comprises citizens or immigrants in a single national context. The diversity programs focus on providing employment opportunities to minority groups or recent immigrants. For example, a French company may implement policies and programs with the aim of improving sensitivity and providing employment to minority ethnic groups in the country.

 

Cross-national diversity management

Cross-national, or international, diversity management refers to managing a workforce that comprises citizens from different countries. It may also involve immigrants from different countries who are seeking employment. An example is a US-based company with branches in Canada, Korea, and China. The company will establish diversity programs and policies that apply in its US headquarters as well as in its overseas offices. The main challenge of cross-national diversity management is that the parent company must consider the legislative and cultural laws in the host countries it operates in, depending on where the employees live.

 

Characteristics of Diversity Management

 

Voluntary

Unlike legislation that is implemented through sanctions, diversity management is a voluntary organizational action. It is self-initiated by organizations with a workforce from different ethnicities, religions, nationalities, and demographics. There is no legislation to coerce or government incentives to encourage organizations to implement diversity management programs and policies.

 

Provides tangible benefits

Unlike in the past when diversity management was viewed as a legal constraint, companies use the diversity strategy to tap into the potential of all employees and give the company a competitive advantage in its industry. It allows each employee, regardless of his/her color, religion, ethnicity, or origin to bring their talents and skills to the organization. A diverse workforce enables the organization to better serve clients from all over the world since diverse employees can understand their needs better.

 

Broad definition

While legislation and affirmative action target a specific group, diversity management uses a broad definition since the metrics for diversity are unlimited. The broad definition makes diversity programs more inclusive and having less potential for rejection by the members of the majority group or privileged sections of the society.

 

Best Practices of Diversity Management

Organizations can implement these best practices to maintain a competitive business advantage and also capitalize on the potential of its diverse workforce. The following are the best practices that an organization can implement:

 

Commitment from top management

Workforce diversity can succeed if it is adopted by a shared vision with the company's top management. The senior executives of an organization are responsible for policy formulation, and they can promote or kill workplace diversity depending on the policies they make. When the senior management fails to show commitment to implementing the diversity strategies, the diversity plan becomes severely limited.

 

Identify new talent pools

In an organization where more people are leaving the workforce than are being hired, management must immediately employ fresh talents. Most companies prefer the traditional new-employee sources like competitor organizations and graduate schools to recruit the best talent. Companies should look beyond the traditional new-hire sources and explore other talent pools, such as veterans exiting the military, minority groups, and talents from other regions or countries. Hiring individuals with diverse skills and knowledge can help companies to deliver better quality services to a global client base.

 

Provides a safe avenue for dialogue on diversity-related issues

Organizations should organize resource groups where employees from similar backgrounds can connect and communicate their concerns in a safe environment. People from minority groups often feel isolated from organizations and may, therefore, increase employee turnover. Creating avenues for mentorship, networking, and socializing helps to increase employee engagement and performance levels. Successful staff members can demonstrate how they found success within the organization and mentor new staff members.

 

Make diversity part of the company's objectives

An organization that practices workforce diversity should not shy away from letting the world know that the organization embraces diversity and works with people from all backgrounds. The organization can start by encouraging and supporting its staff who volunteer in different causes such as a disability walk or HIV/AIDs awareness forum. It can sponsor fund drives to raise funds to support vulnerable and underrepresented populations. The organization can also offer internships and scholarships to minority groups.

 

Distinguish between diversity and affirmative action

Various governments around the world have implemented affirmative action programs to provide opportunities for women and other minority groups. While such affirmative actions complement diversity, organizations should make a distinction between affirmative action and diversity. Diversity is proactive rather than reactive, and it requires a change in the organization. People from diverse cultures, backgrounds, and beliefs bring a range of work styles, thoughts, and perspectives that an organization can use to improve efficiency and encourage creativity in product development.

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

646-523-1213 cell

Duty Bound: Carry Our Message

Posted by Jasmine Mieszala, Thursday, August 16, 2018

Written by Adm. Charles Ray

 

Improving inclusion and diversity are top priorities for our service. No one, regardless of rank, can tackle these challenges by themselves. We must all work to improve service culture together and carry our message to every corner of the Coast Guard.

This past Wednesday, I returned from the National Naval Officers Association Annual (NNOA) Conference. I benefit greatly from participating in NNOA events, and Wednesday was no exception. I had the opportunity to sit and talk with numerous people from a variety of services and backgrounds about diversity and inclusion. These interactions inspired me to share my thoughts with the rest of the service.

We are a better Coast Guard today because of pioneers like Dr. Olivia Hooker, Capt. Dorothy Stratton, and Capt. Richard Etheridge, but we still have work to do to make our service more representative of American society. To do that, we have to plant the seeds of diversity and opportunity as an operational imperative, which ultimately results in improved performance, decision-making quality and collaboration.

I grew up in the Jim Crow South and saw segregation firsthand. When I was a little boy, my friend went to church with me. When we walked into the service, the congregation could not stop staring disapprovingly. My friend was black. I cannot imagine how painful and demoralizing it must have been for that 11-year-old boy. Imagine how different that day could have been if our congregation had welcomed my friend. That searing experience remains with me today and fuels my commitment to a diverse and inclusive Coast Guard. Every single person in the Coast Guard has the power of inclusion, and they should exercise it every chance they get.

Diversity is representation. Inclusion is fostering belonging and opportunity. We must attract, retain, and inspire a diverse workforce. Every Coast Guard member – active duty, reserve, civilian, and auxiliary – must look into our ranks, find those who are different, and ensure they have the resources and opportunities they need to succeed. This varsity-level leadership creates an inclusive environment. Our frontline leaders are essential to the success of diversity and inclusion, and our service must invest in leaders who strive to improve our culture. Our core values are more than just words on a wall in Cape May or New London. Our core values require us to be leaders who are deeply committed to inclusion.

No one is perfect, and no one has this all figured out. We are products of our upbringing and respective communities, and as such, everyone suffers from hidden biases. To fight hidden bias, we must be inquisitive, ask questions, and engage people who are not like us. I encourage all Coast Guard men and women to grab a co-worker and attend an affinity group or diversity event to broaden their perspective. If you have ideas that could help create a more inclusive environment or improve our Service, work with your Leadership Diversity Advisory Council (LDAC) to make meaningful change at your unit or across the Coast Guard.

Please post your photos from affinity group or diversity events with the hashtag #CarryOurMessage or send them to me via direct message on Facebook or Twitter. I'll share your photos as we work together to create a more diverse and inclusive Coast Guard and carry our message to all levels of our service.

We are duty bound to grow a diverse and inclusive Coast Guard. A service fueled by the best talent across gender, race, geography, religion, culture, age, and experience – all working together in selfless service of our great nation.

Workplace Diversity

The Myriad Benefits of Diversity in the Workplace    

              

Kim Abreu

Guest Writer

Recruiting Trends Analyst at Glassdoor

December 9, 2014 5 min read

Opinions expressed by Entrepreneur contributors are their own.

In the age of technology, the world has become smaller. Smartphones and other mobile devices make it possible to interact with customers, vendors or employees on the other side of the world anytime of day or night. As businesses and individual communities have become more globalized, most companies are operating within a diverse marketplace.

You may be doing business with customers and vendors around the world, but even if you're not, chances are that the demographics in your neighborhood are also becoming more diverse.

Related: Diversity Defines Our Global Economy. Do You Speak the Language?

That's why it's more important than ever before to build a diverse staff for your business: Recruiting and retaining a diverse, inclusive group of employees lets your company reflect the world around you and makes your team better able to develop fresh ideas that will meet the needs of the whole marketplace. 

To be profitable in a diverse, globalized marketplace, savvy companies are making efforts to look more like the community around them. If you employ only those who identify with a small portion of the market, you just don't have access to the insights, experiences and worldviews of the full marketplace. 

When planning to expand your staff, make an effort to recruit a diverse set of employees to help your company. Here are five key benefits of diversity in today's workplaces:  

1. Drive innovation. 

In a recent Harvard Business Review article, Sylvia Ann Hewlett, Melinda Marshall and Laura Sherbin identified and highlighted companies with what they called "two-dimensional diversity." The leaders of these businesses had at least three inherent diversity traits and three acquired ones (culled from experience).

"Working in another country can help you appreciate cultural differences, for example, while selling to female consumers can give you gender smarts," the authors wrote.

Using new research, Hewlett and her co-authors found that these firms performed better in business, explaining, "By correlating diversity in leadership with market outcomes as reported by respondents, we learned that companies with 2-D diversity out-innovate and out-perform others." 

Image credit: Pixabay

2. Increase creativity.

Teams that include workers from different backgrounds and experiences can come up with more creative ideas and methods of solving problems.

"The more your network includes individuals from different cultural backgrounds, the more you will be creatively stimulated by different ideas and perspectives," according to research by Harvard Business School professor Roy Y.J. Chua. "Importantly, these ideas do not necessarily come from the network members who are culturally different from you."

Related: How to Leverage Boardroom Diversity for Greater Success

3. Make recruitment easier.

Competition is fierce for the most talented workers. Research indicates that diversity can help you recruit top talent. In a recent Glassdoor survey, two-thirds of the people polled said that diversity was important to them when evaluating companies and job offers.

No matter whom you're recruiting a position, the data says they're likely to welcome joinining a diverse workforce. In addition, if you make an effort to recruit a wide variety of candidates -- not just those who went to the local college or who match the ethnicity of the rest of your staff -- your company is more likely to hire the best and the brightest in the labor market.

Talent is vital to improving the bottom line in an increasingly competitive economy, so you'll do your company a favor by selecting employees from the largest and most diverse set of candidates. And with a diverse workforce, your candidates will be more likely to accept your job offers. It's a beneficial cycle.

4. Avoid high turnover.

According to the Labor Department, more people are quitting their jobs now than they have since 2008, meaning retention should be top of mind for managers. The Glassdoor survey found that 57 percent of people surveyed think their company should be doing more to increase diversity in its workforce.

Most business owners know that when an employee leaves, finding and hiring a replacement can be an extremely expensive process. In many cases, a lack of diversity can create an unintentionally hostile environment for those who feel like they don't fit in.

With the current job market bouncing back, many people are now considering their options in a way they haven't in six years. Rather than dealing with turnover rates that could become increasingly high as communities become more inclusive, make a commitment to creating a diverse and discrimination-free work environment at your company.

Successful companies create internal programs, resources and networking groups after listening to employees and supporting efforts they're interested in. This not only supports diversity but has the added benefit of creating a tighter, more invested community among the workforce.

Image credit: Pixabay

5. Capture more of the market.

When your workplace is home to a diverse group of individuals from different backgrounds and experiences, your company can more effectively market to all groups of consumers, from a wide range of racial and ethnic backgrounds, men and women, older and younger adults and those who identify as gay, lesbian, bisexual or transgender. Building a diverse workplace can help you increase your company's market share. 

 

Reposted by:

ANACO David G. Porter

US Coast Guard Auxiliary

National Diversity Directorate

Coast Guard Admiral Becomes First Woman to Lead a U.S. Service Academy

NEW LONDON, Conn. - Rear Adm. Sandra Stosz speaks during the change of command ceremony at the United States Coast Guard Academy June 3, 2011. Stosz relieved Rear Adm. J. Scott Burhoe and became the first female superintendent at any of the U.S. service academies. U.S. Coast Guard photo by Petty Officer 2nd Class Patrick Kelley.

The following blog was posted by Cmdr. Glynn Smith on behalf of Adm. Bob Papp.

Today is a significant waypoint not only in Coast Guard history, but in American history. This morning Rear Admiral Sandra Stosz assumed command as the United States Coast Guard Academy's first woman superintendent. This also makes her the first woman to command any U.S. service academy.

Rear Adm. Sandra Stosz prepares to assume command of the U.S. Coast Guard Academy. U.S. Coast Guard photo by Petty Officer 2nd Class Patrick Kelley.

A 1982 Coast Guard Academy graduate and a surface operations officer with 12 years of sea duty, Admiral Stosz has plotted a course that includes many firsts for women in the military. Her performance in previous assignments as commanding officer for recruit training at Coast Guard Training Center Cape May, N.J., the Director of Reserve and Leadership, and the commanding officer of two cutters, has demonstrated a commitment to building a diverse workforce without boundaries.

With this appointment, Admiral Stosz opens what I hope is one of the few remaining doors to women in uniform. This is a tribute not only to our country's rich history of dynamic leaders and trailblazers but also our Service's ongoing commitment to providing limitless opportunities for every man and woman who wears the uniform.

Admiral Stosz takes over a world class institution of higher learning and leadership development that continues to see increases in minority admissions. On June 27, the class of 2015 reports aboard and will be the most diverse class in history. Of the 290 offered appointments, 33 percent will be from underrepresented minority groups and 32 percent will be women.

I have every confidence that Admiral Stosz's watch will continue in the finest traditions of Captain John Henriques—the first superintendent, and 38 others, including outgoing superintendent Rear Admiral Scott Burhoe. She will increase the prestige, quality of education and, most importantly, the character of the leaders who as commissioned Coast Guard officers will ultimately lead our Service while protecting the Nation from threats on the sea, protecting people who use the sea, and protecting the sea itself.

Always Ready — Semper Paratus,

Adm. Bob Papp
Commandant of the Coast Guard

Rear Adm. Sandra Stosz salutes during the change of command ceremony at the United States Coast Guard Academy June 3, 2011. Stosz relieved Rear Adm. J. Scott Burhoe and became the first female superintendent at any of the U.S. service academies. U.S. Coast Guard photo by Petty Officer 2nd Class Patrick Kelley.

Semper Paratus Club of City College of San Francisco

The Semper Paratus Club of CCSF

 

 

In March 2017, Robert Clark, then the FSO-DV of Flotilla 12-01 and a tenured faculty member at City College of San Francisco, had an idea to diversify both his flotilla and the flotillas in the greater San Francisco Bay Area, recruiting students from his and local Bay Area colleges.  Initially, Robert wanted to establish an Auxiliary University Program (AUP) at City College of San Francisco to help spread the news about the Auxiliary, as well as encourage students to volunteer and help out in their community.  He knew it would also be a great recruiting tool and add diversity to the Auxiliary ranks.  Unfortunately, the AUP is not structured for community colleges and did not exactly reflect what Robert had in mind; so, he brainstormed with his wife, Dr. Felita Clark (also a Flotilla 12-01 member and CCSF tenured faculty member), and created the "Semper Paratus" Club of CCSF, the FIRST college-based club of its kind in the nation. The first semester that it was operational, he had about fifty students sign-up; today, the Club now has over 125 students on the Club roster.  Since its inception, eleven Club members have become Auxiliarists within Flotilla 21-01, and approximately ten more are currently in the process of becoming Auxiliarists; additionally, one is pursuing active duty with the U.S. Coast Guard.  Moreover, in addition to receiving training within the Auxiliary (i.e., online courses, "About Boating Safely" classes, etc.), many of the Club members have also completed trainings with FEMA and the CSMR.

 

The stated Mission of the "Semper Paratus" Club of CCSF is to provide community service and volunteer opportunities for CCSF students throughout the San Francisco Bay Area in collaboration with the U.S. Coast Guard Auxiliary and the U.S. Coast Guard.   Therefore, even students who are not currently considering membership in the Auxiliary or the U.S. Coast Guard can become more familiar with the opportunities offered by both organizations and decide at a later time if they wish to become more involved.  An ancillary result of the Club has been to increase the diversity within the flotillas of Division 12 as "Semper Paratus" Club members become Auxiliarists and join local flotillas.  The "Semper Paratus" Club represents a wide range of ages, cultures and ethnicities, including members of the disabled community, who never thought they could assist the U.S. military in any capacity due to their present challenges.  Many of the Club officers have perfect 4.0 ("A) grade point averages, and over 80% of Club members have 3.0 ('B'), or better grade point averages.

 

The "Semper Paratus" Club of CCSF plans to continue offering and promoting workshops and trainings on the City College of San Francisco campus and in nearby Bay Area communities during the academic year.  These events will be in collaboration with FEMA, the CSMR, the American Red Cross, St. Jude Children's Research Hospital, the USCG Auxiliary and USCG, focusing on topics such as water safety, disaster preparedness, first aid, public education, search & rescue and community involvement in Coast Guard activities.  In addition to being members of the Auxiliary, both Robert and his wife, Dr. Felita Clark (Club co-advisor and SO-Human Resources), are active duty members (Staff Sergeants) in the California State Military Reserve (CSMR)/CalGuard and have coordinated trainings with the Auxiliary, CSMR and FEMA/TEEX.

 

Due to the success of the CCSF "Semper Paratus" Club, two graduates of CCSF, Ms. Winnie Zhou (FSO-PR) and Mr. Steven Hilt (FSO-DV), transferred to San Francisco State University (SFSU) and established the "Semper Paratus" Club of SFSU in the Fall 2018 semester, the FIRST of its kind at a 4-year institution.  Robert hopes that the success of the "Semper Paratus" clubs at CCSF and SFSU may serve as a template for other Bay Area colleges, as well as colleges outside the Bay Area, to increase the diversity pool of potential Auxiliary and/or U.S. Coast Guard members/candidates.  Undoubtedly, the "Semper Paratus" clubs are meeting their goals of recruiting, developing and empowering the future leaders of the U.S. Coast Guard Auxiliary!

 

For those interested in possibly starting a "Semper Paratus" Club at a local college, feel free to contact DSO-DV Clark at 510-459-3476 and/or rclark.uscgaux@gmail.com

 

By: Robert Clark DSO-DV

 

Posted by: ANACO David G. Porter

National Diversity Directorate

US Coast Guard Auxiliary

1st Female Coastie to Complete CG Rescue Swimmer School and Aerve

This woman was the first to complete Coast Guard Rescue Swimmer training, and serve

Shannon H. Polson

Nov 11, 2017

Sara Faulkner's stunning accomplishment of being the first woman to graduate from the Coast Guard's grueling sixteen-week training program and then work as a rescue swimmer came about partly by coincidence. (Two women, Kelly Mogk '86 and Jody Vander Hyden '89, were graduates and swimmers following the Navy's course in earlier years.)

"I'm an actual valley girl," says Sara Faulkner early on in our conversation. "I grew up in LA, but I was really disenchanted by all that LA represented. I knew by junior high that I wouldn't stick around."

Sara grew up with three siblings, two older sisters and a twin brother. Living in LA, she says her swimming came naturally with a pool in the backyard and endless days at the beach.

"Then in high school I was running cross-country with a friend, and we were complaining about how hot it was. We decided to join the swim team. I tried out, made it, and I loved it."

Making the team wasn't enough though, and the way she attacked the swim team is how she lives her life.

Reposted by:

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

646-523-1213 cell

1st Southern - District 7 Event

▪ For those interested: Jeremy Moore SO-DV (014-24-03) has setup a 5K run or walk event for all ages and abilities to be held on Sunday, 16 JUN 2019 as part of the Milford Moves for Veterans.

I'm asking all to circulate down to their membership to reach the largest possible audience

For all direct inquiry please contact Jeremy Moorejeremymoorecgaux2403@outlook.com  

Posted for Emanuel Salami DSO-DV - 1SR (014)

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary

The DIVERSITY DIRECTORATE Recognizes and Remembers Women Who Have and Continue to Serve in the U .S. Coast Guard on International Women’s Day

There have been women in the United States Coast Guard since 1918, and women continue to serve in it today.

World War IEdit

In 1918, twin sisters Genevieve and Lucille Baker of the Naval Coastal Defense Reserve became the first uniformed women to serve in the Coast Guard.^[1][2][3]

World War IIEdit

On November 23, 1942, the Coast Guard Women's Reserve, nicknamed SPARS or SPARs, was created with the signing of Public Law 773 by President Franklin Delano Roosevelt.^[4] Dorothy Strattontransferred from the Navy WAVES to serve as the Reserve's director.^[2] Dorothy Tuttle was the first woman to enlist in the Coast Guard Women's Reserve, and in all 11,868 enlisted women and 978 female officers served in it during World War II.^[2]After the war, the Coast Guard Women's Reserve was ended in 1947 but recreated in a smaller form in 1949.^[2]

Korean War eraEdit

Approximately 200 women who had been in the Coast Guard Women's Reserve reenlisted and served during the Korean War.^[5] They mostly served at the Coast Guard Headquarters in Washington, D.C.^[5]

Vietnam WarEdit

The Vietnam War gave the Coast Guard a surplus of qualified male applicants, and the Coast Guard did not make a systematic effort to attract women during that time.^[6]

Women in the Coast Guard since 1972Edit

Frontiero v. Richardson, 411 U.S. 677 (1973), was a landmark Supreme Court case which decided that benefits given by the military to the family of service members cannot be given out differently because of sex.^{[7][Note 1]}

In 1974 the Coast Guard Women's Reserve was ended and women became part of the regular Coast Guard.^[8]

In 1976 the Coast Guard Academy first admitted women; in 1985 the Coast Guard Academy's top graduate was a woman for the first time.^[3][9]

In 1977 the first Coast Guard women were assigned to sea duty as crew members aboard Morgenthauand Gallatin.^[3]

In 1978 the Coast Guard opened all assignments to women.^[3]

In 1979 LTJG Beverly G. Kelley became the first female commanding officer afloat in U.S. history when she took command of USCGC Cape Newagen.

Women in the Coast Guard served in Operation Desert Shield (1990-1991) and Operation Desert Storm (1991).^[2][10][11]

In 1993 Patricia A. Stolle became the first woman in the Coast Guard to advance to Master Chief Petty Officer.^[12]

Women in the Coast Guard also served in the Afghanistan War from 2001 until 2014, and in the Iraq War from 2003 until 2011.^{[2][13][14][15][16]}

In 2011 Sandra Stosz was chosen by the Commandant of the United States Coast Guard, ADM Robert J. Papp to become the superintendentof the Coast Guard Academy.^[17] As such, she was the first woman to lead a United States military service academy.^[18][19]

(Copies from Wikipedia 08 MAR 2019)

Reposted by:

ANACO-DV David G. Porter

National Diversity Team

US Coast Guard Auxiliary