From the Desk of the Chief Engineer

Today I’ll continue to share stuff I consider “required reading” for everyone associated with the CG-LIMS project.

The Engineering, Electronics & Logistics Quarterly is a great source of info within the Engineering community in the Coast Guard.

On page 2, there is an interview with RDML Ostebo, the Assistant Commandant for Engineering and Logistics or “Chief Engineer.”  When the Chief Engineer introduces himself and lays out his priorities, engineers take notice.  Since he is the sponsor for CG-LIMS, everyone on the CG-LIMS team should take notice as well.

I’m going to take the easy way out and paste the article below. You can also download the whole magazine as a PDF here.

It is an honor and a privilege to assume the duties of the Chief Engineer of the Coast Guard. As I assume the watch, I would like to humbly thank RADM Dale Gabel for his contribution and service. Under RADM Gabel’s leadership, the Coast Guard commenced a remarkable transition, centralizing management of Coast Guard Engineering and Logistics Programs in accordance with the Commandant’s directive. Since this is my first opportunity to address EELQ readers, I would like to pass on my some of my goals and objectives during my tenure in CG-4. These goals include establishment of professional education requirements for the Coast Guard Engineering Workforce and ensuring the success of our Logistics Modernization efforts.

Professional Education. The Coast Guard needs to continually demonstrate that it is a professional organization worthy of the public trust. Attaining a professional certification is an excellent way for individuals to develop a high degree of credibility within their career field and enables a degree of understanding and trust among professionals related to that career field. A well-credentialed workforce demonstrates to Industry, the Department, and Congress that the Coast Guard is capable of handling the most complex tasks.

The Coast Guard is currently undertaking the most comprehensive acquisition program in its modern history. Our acquisition program is projected to receive and execute over $6 billion over the next 5 years. As we acquire new assets, it is imperative that Coast Guard Engineers and Logisticians understand acquisition rules and processes. Because our current air, surface and shore asset sustainment programs currently do not provide acquisition management training, I will be establishing Professional Educational and Credentialing (PEC) requirements for all active duty Aeronautical, Naval, Civil, Ocean and Industrial Engineers. Details of Coast Guard PEC requirements will be delivered in separate correspondence, and will focus on Program Management and other acquisition- related certifications. I will address PEC requirements for the civilian workforce in the near future.

Logistics Transformation. In January 2004, the Coast Guard began to improve readiness and mission performance by implementing Sector commands. Sectors established a single commander responsible for all missions within their area of responsibility with an integrated command center to provide a common operating picture. To improve operational effectiveness and service delivery to the Sectors and all operational units, the Commandant implemented a modernization effort with the intent to provide the best possible service to the Nation. This modernization effort is the foundation for improving Coast Guard mission execution and mission support.

Consistent with Coast Guard modernization, the Coast Guard is creating a Deputy Commandant for Mission Support (DCMS). Under DCMS, we will establish a new Mission Support Organization to achieve a consistent business model for asset management. This is achieved by a common, documented business model delivered to and maintained by our logistics and service centers to execute a unified logistics information management architecture. The logistics transformation program will provide that common business model to meet the mission execution controls of our strategic trident, which includes our shore based forces, long range mobile platforms, and the deployable operations group. There are four cornerstones we will use to establish the Mission Support Organization. First, we will have a service-wide commitment to configuration management, which will foster sustainability through standard, repeatable and scaleable processes and enable informed decision-making. Since the Coast Guard was founded in 1790, innovation has been bred into our culture. Unit Commanding Officers have often received recognition for “thinking outside the box” and using knowledge and experience to get results. However, most of our ships and boats are configured differently from each other and that makes them difficult to support. We will have to learn to harness the innovative spirit within our culture and keep it within the bounds of our new business processes. Strong configuration control will be critical to the sustainment of our assets.

Second, we will have total asset visibility across the Coast Guard using an enterprise IT system. The Coast Guard’s aviation community uses the Aviation Logistics Management Information System (ALMIS), where anyone can find the configuration and operational status of every aircraft in the fleet. In the future, all of our assets will be enrolled in ALMIS or an ALMIS-like system. Using this enterprise IT system, a deployed cutter on one coast can receive a spare part that might be located on the opposite coast, without much effort.

Third, there will be a bi-level support system consisting of an organizational element and depot element. Organizational level support is conducted by an operational unit, while depot level support is conducted by a non-operational entity, such as a NESU, CEU or contractor. The Product Line will be responsible for coordinating all depot level support under its purview.

Fourth, we will establish a single point of accountability for asset support through the establishment of asset product line managers (PLM). Operational units will communicate with product lines for support, which will have access to the entire DCMS organization to help them with their problems. Fiscal Year 2009 will be critical for Coast Guard Modernization. By focusing on professional certification and observing the four cornerstones for mission support during modernization, we will ensure the continued success of our Engineering and Logistics Programs. The expectations of our Nation demand a unified and disciplined approach to mission support. It is only through a common approach, with sound business management and accountability, which will provide our field operators the tools they need to carryout the mission. In this way, we will improve the effectiveness, flexibility and safety of all Coast Guard Guardians operating on the front line.