Acquisition Program Update
In the two years since the initial stand-up of the Acquisition Directorate (CG-9), the Coast Guard has undertaken a major effort to reform and modernize our acquisition enterprise. As a result, today we are in a much stronger position to address the myriad of challenges that confront our complex modernization and recapitalization programs. It is time to build upon these successes and transition our acquisition efforts from reform to continuous improvement.
As I look ahead to the coming months as the new Chief Acquisition Officer, I plan to focus on the following five areas:
1. Institutionalize Relationships
Over the last few years the Coast Guard has redefined and strengthened the relationships between the various elements of CG-9, its technical authorities, sponsors, the Department of Homeland Security (DHS) and Department of Defense. These relationships are strong and collaborative, but they are not yet institutionalized. To make these relationships permanent, they will be clearly defined in updates to the Coast Guard’s Major Systems Acquisition Manual (MSAM), CG-9s Blueprint for Continuous Improvement, CG-9s Human Capital Strategy and other documents to set policies, capture lessons learned and institute best practices.
2. Continue to Build a Certified Workforce
Having a certified workforce, not only in CG-9 but across the entire Coast Guard acquisition enterprise, is important to ensure we communicate with a common lexicon and follow transparent, consistent and documented processes. The Coast Guard has already made a significant investment in CG-9s workforce and obtained rigorous DHS certifications for our acquisition professionals; this must continue.
3. Emphasize Roles and Responsibilities
One of the major themes throughout acquisition reform and Coast Guard-wide modernization efforts is properly defining roles and collectively working as a team to achieve success. CG-9 is still a young organization and must continue to define, streamline and codify roles and responsibilities not only for acquisition, but to ensure alignment with Coast Guard modernization efforts.
4. Effective Communications
Timely communication is absolutely critical to building and maintaining a successful organization. Effective communication within CG-9 as well as with technical authorities, sponsors, Coast Guard leadership and external/oversight organizations promotes team-building and necessary cross-coordination activities.
5. Implementation of Changes Based on Continuous Feedback
CG-9 will continue to address areas of improvement based on internal and external feedback. New projects will begin and remain in compliance with the MSAM throughout their lives. Existing projects will complete their transition to MSAM compliance in the coming months. Disciplined adherence to established processes, including the incorporation of best practices and use of data-driven decision-making tools, is central to acquisition success.
As we proceed on the path of continuous improvement, the Acquisition Directorate and our stakeholders remain committed to putting the best possible assets and systems in the hands of our operational Coast Guard while being excellent stewards of the taxpayers dollar. The Acquisition Directorate is responsible for a $27 billion investment portfolio that includes more than 20 major acquisition projects that will recapitalize the Coast Guards aging vessels, aircraft, systems and supporting infrastructure. Mission execution begins here.
Semper Paratus,
RADM Rábago
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