Guest Post by Coast Guard Chief of Staff, VADM John Currier.
Coast Guard Mission Support has undergone substantial changes in the past year, but our work is not yet complete. I refer to our current mission support structure, which was just implemented in the field on 27 September 2009, as Modernization Version 1.0. Effort focused primarily on establishing five Service and Logistics Centers and the Asset Project Office (APO) to support the Coast Guard Logistics Business Model. The recent changes were a realignment of our organization intended to prepare the field to receive support through product lines. The command and control design for local delivery of that support has not been adequately developed, so I have commissioned an analysis, which when complete, will lead to a defined construct for service delivery to the field level.
Now fully established, the new Service and Logistics Centers are squarely focused on establishing product support under a standardized business model with assistance from the APO. Each center will initialize at least one product line in the next year. Currently the APO and the Surface Forces Logistics Center are introducing the Patrol Boat Product Line (PBPL), which includes the 87' Coastal Patrol Boat (WPB), the 110' Patrol Boat (WPB), and Fast Response Cutter (FRC). The 87' WPB re-baselining effort is well underway. A pilot was successfully implemented at Group Port Angeles last week. The FRC, one of the first new acquisitions expected to be delivered since modernizing, will be provided in accordance with our new CG business model. 35% of small boats and 35% of Sectors are now operating under the Coast Guard Logistics Business Model. We anticipate reaching 100% of small boats at Sectors and subordinate units by the end of calendar year 2010.
Mission Support Modernization 2.0 is now working to build an efficient operating structure that creates a stronger partnership between sector logistics and other field support units previously attached to the Maintenance and Logistics Commands (MLCs). Additionally, this next phase will continue to establish a peer relationship between the support community and our operational partners.
People at all levels and across the organization are participating in discussions relating to how we can continue to evolve mission support’s operational model. I especially appreciate the open discussions on iCommandant, our Mission Support blog, and elsewhere about these changes. This input is guiding the actions we’re taking now and those that will frame our future strategies. Approximately one hundred people in the support and operational communities are coming together on seven new integration study teams, what we call iTeams. Charted by me personally, they are studying ways to better integrate the support community with operations and will provide input that helps define our mission support operating model.
From a field support perspective, the most notable iTeam is the Field Mission Support Delivery Integration Team (iTeam) being led by CAPT Timothy Heitsch of our Logistics Directorate (CG-44). This iTeam will propose the most effective and efficient field support structure considering sector logistics and major asset logistics -- areas not studied extensively during the Version 1.0 review. The iTeam is reviewing the structure and roles of logistics support elements below the Logistics and Service Center, including the Sector Logistics Department. The other six iTeams are studying mission support Headquarters functions, including communications, integration, resources, security, and the role/staffing of the APO.
Multiple options will be evaluated, except for one -- we will not halt our positive momentum. Sector logistics personnel and the aviation community attest that this business model works. It will enhance mission support readiness and execution. Through this change, we will forge a better Coast Guard. Our mission support business processes will formalize the effective and consistent delivery of services at all levels of the organization.
If the current structure appears immature, it's because we're not done. Change itself is not the goal. We must become a Coast Guard that constantly looks for ways to deliver better mission support by increasing accountability, lowering risk, and increasing operational effectiveness. We need All Hands on task everyday to achieve this objective.
Change isn't easy. Improvement is what we're after. I appreciate everyone's patience, and especially their passion for supporting our operational partners. I expect that all of you will assume a positive leadership role in implementing Modernization.
As we transform the way we do business, clear direction and open communication will ensure success throughout this evolution. The mission support Service and Logistics Centers and their field units are encouraged to foster open conversations with their peers in the operational community. People also can submit ideas or questions to AskMissionSupport@USCG.mil. We want the input of our workforce and invite participation by our union partners and other stakeholders to collectively build a better Coast Guard.
Thank you for your continued support of Modernization and for your dedication to help ensure we meet our call to be "Always Ready."
Semper Paratus!
John P. Currier, VADM
Chief of Staff, United States Coast Guard
