
The Douglas A. Munro Coast Guard Headquarters Building located in southeast Washington is shown from the aerial perspective of a Coast Guard MH-65 helicopter Aug. 21, 2015. A ribbon cutting ceremony was held July 29, 2013, which completed the first stage of the Department of Homeland Security consolidation project on the St. Elizabeths west campus.
GAO has made a report which basically says the current plan does not include goals and measures of effectiveness needed to determine if the modernization is doing what it is intended to do (see below).
I can see why that is the case, since the Coast Guard has eleven missions which are cross connected and constantly changing. How many SAR cases? How many alien migrants? How many drug runners are there? Will an oil well blow up? Will the Chinese fishing fleet enter the US EEZ in the Western Pacific?
Multi-purpose assets are continually reassigned due to changing priorities. Still I recall when the Coast Guard used to issue an annual performance report. Nevertheless, it seems DHS stopped the Coast Guard from making these reports after 2011 (as reported by GAO).
I would also think the “Fleet Mix Study” would be based on a set of goals that should be published, but the second and latest Fleet Mix Study has not been made public.
The Coast Guard has also never published a long term (20 or 30 year) fleet plan, as the Navy does, it seems at least annually, despite being directed by Congress to do this. Again this may have been held up in the Department.
Thanks to Paul for bringing this to my attention,
What GAO Found
The Department of Homeland Security (DHS) and Coast Guard leadership have made a case that the service needs transformation. Since 2019 GAO has reviewed four Coast Guard reform efforts and identified steps the service took to incorporate leading practices as well as gaps in key areas. For example, in prior reviews of Coast Guard sexual misconduct and modernization of mission planning and reserve component reform efforts, GAO found that the Coast Guard did not fully assess its workforce needs. Additionally, for two of the reform efforts, the Coast Guard did not fully establish goals and outcomes, making it difficult to determine if the reforms had the intended effects.
According to GAO’s review of Force Design 2028 foundational documents, the Coast Guard has taken some steps to implement leading practices in its current reform effort but gaps remain. For example, the service has assigned leaders to its reform efforts and focused on addressing long standing challenges, including workforce and technology and contracting and acquisitions. However, GAO’s review also found that certain goals are not well-defined. For example, the execution plan states that the service will delegate decision-authority to maximize mission impact. However, the document does not describe how the Coast Guard will measure this effort or know when it achieves its reform goals. Further, how proposed reforms align with Coast Guard missions is unclear, and there is no performance plan or other mechanism to assess the results.
The Coast Guard has received significant funding to carry out its modernization reform efforts. Therefore, incorporating leading practices throughout the duration of the Coast Guard’s reform efforts is important. Specifically, updating its foundational modernization documents and developing an evaluation plan and mechanisms for assessing the effectiveness of its actions would better ensure that Coast Guard management, Congress, and the public has the information needed to evaluate whether its actions—which are using billions of taxpayer dollars—are helping to mitigate identified challenges pertaining to the service’s organization, people, technology, and contracting and acquisitions.



















