Tag Archives: Procurement

Counting the Cutters

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Every year the Navy addresses the Congress and tells them how many ships they have and how many ships they need to do their missions. These numbers do not include Coast Guard ships, but perhaps they should.

The numbers of ships the Navy requires is, to at least some extent, based on the number of Cutters in the Coast Guard.

Protecting a nation’s coast and its ports is normally the most basic and immediate task of any navy. For the US Navy this has hardly been a consideration. Overt threats are kept at arms length by projecting power at great distance, pushing the defensive perimeter far from our shores. But for covert threats, there is also the presumption that those threats will be addressed by the Coast Guard. If there were no Coast Guard, the Navy would have to provide these ships, distracting form their forward strategy.

Additionally war plans anticipate the use of cutters for tasks other than defense of the US coast. If there were no Coast Guard, the Navy would also need to supply these ships.

What would including the Coast Guard do for us? It would

  • Identify national security implications of a shortfall in Coast Guard assets
  • Identify assets that could be either Coast Guard or Navy and result in more explicit consideration of trade-offs
  • Identify capabilities the Navy would like to see in Coast Guard vessels and recognition of the benefits of marginal improvements in cutters toward the national defense

In terms of personnel the Coast Guard is now larger than the Royal Navy. In effect it is the Navy’s closest and most reliable ally. The economic advantages of close coordination are compelling.

We have heard references to a “National Fleet.” Perhaps it is time to apply the concept to procurement planning as well as operations.

More news on the 123 WPB front

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As reported here there is more news on the 123 WPB legal fight:

“Yesterday the United States District Court, N.D. Texas, Dallas Division denied a motion to dismiss Deepwater whistleblower Michael DeKort’s false claims act suit against Integrated Coast Guard Systems LLC (ICGS) and Lockheed Martin Corporation. The court has not prevented the case from moving forward, finding that DeKort’s allegations to be true, ‘well-pleaded factual allegations.'”…

Check the link for more details and background.

Can-Do-itis, Can it be cured?

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When we talked about the requirements for an Arctic Patrol Vessel, I had suggested that in this harsh and unforgiving environment, there would be circumstances when we would want to launch two helos or at least have a second helo on standby on deck. (Long range, far from help, marginal weather.) The response was that one helo would be enough.

Spoken like a true operator. Yes, Coast Guardsmen take calculated risks all the time. There is a mission to do. We have only one helo available. It would be better to have two, but that is not an option, so we go with one. We get away with it, so next time, we also go with one without even thinking about it. It becomes the standard.

But step back.

When we are in the procurement phase, we need to change our mind set. Having two helos is an option. The question is fundamentally different. I think the Coast Guard has been suffering from “Can-Doitis.” This is why we are still using ships that should have been replaced 15 years ago. Why our budget is being cut while the Navy’s is being increased. Why we must now decommission five ships before their replacements come on line. (Frankly, I think the decision to do so reflects refreshing realism on the part of the leadership, but it is why we got in this mess.)

I hope the operators’ attitude never changes, but when the operator moves to the position of stating our needs, the question has to change. Not, “If I have only this, are the risks acceptable?” but “What do we really need to do the job safely, reliably, and consistently without making unreasonable demands on our people?”

If we go to the administration or Congress and ask for the minimum we can get away with, we will never get more than the minimum. Worse yet, they will assume we have padded our request and will be only too happy to cut it further.

When our leadership decides that we can make do, they are not deciding for themselves. They are deciding for young people that we frequently demand too much of, the engineers that are working 18 hours a day, when they should be with their families, to get an ancient and unreliable plant ready to sail thousands miles from home, for the crew of a 110 that is, in fact, going in harms way, or the crews of cutters responding to the earthquake in Haiti only to have their ships fail them.

It is difficult, but going from the field to deciding what the service should ask for, means going from heroic, impetuous youth to being an overprotective parent looking out for the safety and well being of our most important asset, our people.