Coast Guard: Challenges Affecting Deepwater Asset Deployment and 
Management and Efforts to Address Them (18-JUN-07, GAO-07-874).  
                                                                 
The U.S. Coast Guard's Deepwater program was designed to replace 
aging vessels and aircraft and information capabilities with new 
and upgraded assets and equipment. GAO's prior work raised	 
concerns about the Coast Guard's efforts to upgrade or acquire	 
assets on schedule and manage the Deepwater prime contractor.	 
This report responds to congressional direction contained in a	 
conference report accompanying the Department of Homeland	 
Security (DHS) fiscal year 2007 appropriations bill. GAO	 
addressed two objectives: (1) What is the status of key Deepwater
assets and how is the Coast Guard addressing any asset-related	 
challenges that have been encountered? (2) What is the status of 
the Coast Guard's overall management of the Deepwater contract?  
GAO's work is based on reports, memorandums, and data on the	 
plans and management of the Deepwater program and interviews with
key officials. GAO is not making any new recommendations. DHS and
the Coast Guard reviewed a draft of this report and concurred	 
with our findings.						 
-------------------------Indexing Terms------------------------- 
REPORTNUM:   GAO-07-874 					        
    ACCNO:   A70925						        
  TITLE:     Coast Guard: Challenges Affecting Deepwater Asset	      
Deployment and Management and Efforts to Address Them		 
     DATE:   06/18/2007 
  SUBJECT:   Accountability					 
	     Aircraft						 
	     Cost control					 
	     Homeland security					 
	     Performance measures				 
	     Procurement planning				 
	     Program evaluation 				 
	     Program management 				 
	     Schedule slippages 				 
	     Ships						 
	     Systems design					 
	     Federal procurement				 
	     Coast Guard Deepwater Project			 
	     Fast Response Cutter				 
	     HH-65 Helicopter					 
	     National Security Cutter				 

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GAO-07-874

   

     * [1]Summary
     * [2]Concluding Observations
     * [3]Agency Comments
     * [4]GAO Contacts
     * [5]Acknowledgments
     * [6]GAO's Mission
     * [7]Obtaining Copies of GAO Reports and Testimony

          * [8]Order by Mail or Phone

     * [9]To Report Fraud, Waste, and Abuse in Federal Programs
     * [10]Congressional Relations
     * [11]Public Affairs

Report to the Subcommittees on Homeland Security, House and Senate
Committees on Appropriations

United States Government Accountability Office

GAO

June 2007

COAST GUARD

Challenges Affecting Deepwater Asset Deployment and Management and Efforts
to Address Them

GAO-07-874

Contents

Letter 1

Summary 3
Concluding Observations 4
Agency Comments 5
Appendix I Briefing Slides 6
Appendix II Status of Deepwater Vessel and Aircraft Assets 59
Appendix III Status of Prior GAO Recommendations 69
Appendix IV Comments from the Department of Homeland Security 71
Appendix V GAO Contacts and Acknowledgments 75
Related GAO Products 76

This is a work of the U.S. government and is not subject to copyright
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separately.

Abbreviations

DHS Department of Homeland Security
FRC Fast Response Cutter
GAO Government Accountability Office
ICGS Integrated Coast Guard Systems
IPT Integrated product team
LRI Long-Range Interceptor
LRS Long-Range Surveillance Aircraft
MCH Multi-Mission Cutter Helicopter
MPA Maritime Patrol Aircraft
MRR Medium-Range Recovery Helicopter
NSC National Security Cutter
OPC Offshore Patrol Cutter
SRP Short-Range Prosecutor
TOC Total ownership cost
VUAV Vertical Takeoff and Landing Unmanned Aerial Vehicle

United States Government Accountability Office
Washington, DC 20548

June 18, 2007

The Honorable David E. Price, Chair
Subcommittee on Homeland Security
House Committee on Appropriations

The Honorable Harold Rogers, Ranking Member
Subcommittee on Homeland Security
House Committee on Appropriations

The Honorable Robert C. Byrd, Chair
Subcommittee on Homeland Security
Senate Committee on Appropriations

The Honorable Thad Cochran, Ranking Member
Subcommittee on Homeland Security
Senate Committee on Appropriations

The Coast Guard is in the midst of the largest acquisition program in its
history--one that has experienced serious performance and management
problems. The Deepwater program is a 25-year, $24 billion plan to replace
or modernize the Coast Guard's fleet of vessels and aircraft (assets), and
information management capabilities. The Coast Guard chose a lead system
integrator to manage a "system-of-systems" approach intended to integrate
the delivery of assets, sensors, and communications links to accomplish
missions more effectively. Now in the final year of its first 5-year
Deepwater contract period, the Coast Guard is currently negotiating
contract modifications for the next performance period with the system
integrator, Integrated Coast Guard Systems (ICGS). These negotiations are
to be completed by June 25, 2007. Our work reflects the status of the
program before such negotiations were finalized. The Coast Guard is in the
midst of the largest acquisition program in its history--one that has
experienced serious performance and management problems. The Deepwater
program is a 25-year, $24 billion plan to replace or modernize the Coast
Guard's fleet of vessels and aircraft (assets), and information management
capabilities. The Coast Guard chose a lead system integrator to manage a
"system-of-systems" approach intended to integrate the delivery of assets,
sensors, and communications links to accomplish missions more effectively.
Now in the final year of its first 5-year Deepwater contract period, the
Coast Guard is currently negotiating contract modifications for the next
performance period with the system integrator, Integrated Coast Guard
Systems (ICGS). These negotiations are to be completed by June 25, 2007.
Our work reflects the status of the program before such negotiations were
finalized.

Since the Deepwater program's inception, we have expressed concerns that
the system-of-systems acquisition strategy was risky for a project of this
magnitude within the Coast Guard. In particular, our work raised concerns
about the Coast Guard's efforts to upgrade or acquire Deepwater assets on
schedule, and manage and effectively monitor the lead system integrator,
and we made several recommendations to the Coast Guard to address these
concerns. More recently, the Coast Guard announced a number of changes
that are aimed at addressing these recommendations and other related
program concerns. In addition, the Coast Guard has Since the Deepwater
program's inception, we have expressed concerns that the system-of-systems
acquisition strategy was risky for a project of this magnitude within the
Coast Guard. In particular, our work raised concerns about the Coast
Guard's efforts to upgrade or acquire Deepwater assets on schedule, and
manage and effectively monitor the lead system integrator, and we made
several recommendations to the Coast Guard to address these concerns. More
recently, the Coast Guard announced a number of changes that are aimed at
addressing these recommendations and other related program concerns. In
addition, the Coast Guard has begun to take actions to hold the system
integrator accountable for problems that have arisen with the design and
construction of certain Deepwater assets that will affect the lead system
integrator's roles and responsibilities in executing the program moving
forward.

On May 15 and May 17, 2007, in response to congressional direction
contained in a conference report accompanying the Department of Homeland
Security's Fiscal Year 2007 Appropriations bill,^1 we briefed your
committees on two key objectives:

           (1) What is the status of key Deepwater assets and how is the
           Coast Guard addressing any asset-related challenges that have been
           encountered?
           (2) What is the status of the Coast Guard's overall management of
           the Deepwater contract?

The content of our briefing, which provided examples of selected Deepwater
vessels and aircraft that illustrate progress made with certain assets, as
well as particular operational or management challenges, is contained in
appendix I. Details on the status of all 10 Deepwater asset classes are
contained in appendix II. Information on the status of prior GAO
recommendations related to this work is in appendix III. In addition, a
list of related GAO products is provided at the end of the report.

In conducting our work, we analyzed reports, memorandums, and data on the
Coast Guard's plans and management of the Deepwater program; obtained
information from multiple sources, including the Department of Homeland
Security (DHS); U.S. Coast Guard; Coast Guard Deepwater System Integration
Program Office; the Deepwater system integrator and its subcontractors;
and private engineering firms. We also interviewed officials responsible
for management of the Deepwater program during site visits to Coast Guard
headquarters, Coast Guard Deepwater Program Office, Deepwater System
Integration Program Office, Coast Guard Aircraft and Supply Center, and
Coast Guard Atlantic and Pacific Area Commands and their associated
Maintenance and Logistics Commands.

To assess the reliability of the data obtained from the Coast Guard and
from ICGS--including but not limited to cost, schedule, and staffing
data--we analyzed the data for errors in accuracy and completeness and
interviewed agency officials knowledgeable about these data. We determined
that the data were sufficiently reliable for the purposes of this report.
Our work was conducted between July 2006 and May 2007 in accordance with
generally accepted government auditing standards.

^1H.R. Conf. Rep. No. 109-699 (2006), incorporating GAO reporting
provisions contained in H.R. Rep. No. 109-476 (2006).

Summary

Five years into the Deepwater contract, some assets have been delivered^2
and are undergoing planned improvements or initial testing, but several
other assets have encountered significant problems. For example, engine
upgrades to the HH-65 helicopters are well underway, the first two
Maritime Patrol Aircraft have been delivered, and eight Short-Range
Prosecutor cutter-based small patrol boats have been delivered according
to schedule. In contrast, other Deepwater assets have experienced
problems, which have created a number of challenges for the Coast Guard in
terms of delivery delays and loss of operational capabilities. The
Vertical Takeoff and Landing Unmanned Aerial Vehicle (VUAV) has
experienced delays as the Coast Guard assesses alternatives; the 123-foot
patrol boats experienced structural problems and were eventually removed
from service; and the Fast Response Cutter (FRC), which was to replace the
Coast Guard's legacy patrol boat fleet, experienced design problems and
the Coast Guard suspended all work. Further, the National Security Cutter
(NSC) has structural problems with the first two hulls that, if not
corrected, will reduce the fatigue lives of these vessels. To address
these and other challenges, the Coast Guard is taking a variety of
actions, such as relying more heavily on legacy assets to help address
patrol hour shortages, making plans to purchase off-the-shelf assets to
expedite delivery, and planning corrective structural modifications.

Over the past several years, we have expressed concerns and made
recommendations regarding the Coast Guard's ability to manage and oversee
the Deepwater program. Our concerns have centered on three main areas:

^2For purposes of this report, we are using the term "delivery" to refer
to the date when the Coast Guard takes possession of the asset from the
contractor. This does not correspond to the date the asset is operational,
because the asset will generally still require further evaluation and
testing before it is deployed.

           o Program management: The Coast Guard had not effectively
           implemented key components (e.g., integrated product teams)^3
           needed to manage the program and oversee the system integrator.
           o Contractor accountability: The Coast Guard had not effectively
           measured contractor performance against Deepwater program goals.
           o Cost control: Control of future costs through competition
           remained a risk because of weak oversight of subcontractor
           decisions related to competition.

These concerns were exacerbated by staffing shortfalls and poor
communication and collaboration between Deepwater and contractor
personnel. Since 2004, the Coast Guard has taken some actions in response
to these concerns and recommendations. However, challenges, such as
inadequate staffing levels and undefined roles between the Coast Guard and
contractor regarding maintenance and logistics support, remain. The Coast
Guard recently decided to become more involved in program management. It
plans to assume the lead role as system integrator while continuing to use
the prime contractor to perform certain functions. Furthermore, it has
decided to take other steps, including (1) changing the leadership and
decision-making authority of integrated product teams, (2) using third
parties to independently review asset development and major modifications,
(3) reaffirming the role of the Coast Guard's chief engineer as the
technical authority for all acquisition projects, and (4) reorganizing
Deepwater program acquisition functions within the Coast Guard
organization to ensure sufficient staff with the requisite acquisition
skills and abilities are in place.

Concluding Observations

While there has been progress with the design, acquisition, and delivery
of some Deepwater assets, problems with other assets raise questions about
the Coast Guard's ability to maintain an approach that fully integrates
and synchronizes the retirement of legacy assets with the introduction of
new assets. As problems are encountered and asset delivery schedules slip,
the overall operational capabilities of new Deepwater assets and the
system as a whole could be reduced, particularly in the shortterm.

The proactive program management actions the Coast Guard recently
announced could help get the Deepwater program on track. However, how the
planned actions are implemented is important. Further, while the Coast
Guard plans to assume more direct responsibility for Deepwater management,
until it has sufficient staff with the requisite skills and abilities to
execute new and expanding responsibilities, the Deepwater program will
remain at risk in terms of getting what is needed, on time, and at a fair
price.

^3Integrated product teams are composed of members representing the Coast
Guard, the contractor, and subcontractors.

Agency Comments

We requested comments on a draft of this report from the Department of
Homeland Security and the U.S. Coast Guard. The department referred the
draft to the U.S. Coast Guard, which concurred with our findings. The
agency's formal comments appear in appendix IV.

If you or your staff have any questions concerning this report, please
contact Stephen L. Caldwell at (202) 512-9610 or by e-mail at
[12][email protected] ; or John P. Hutton at (202) 512-7773 or by e-mail
at [13][email protected] . Key contributors to this report were Penny
Augustine, Amy Bernstein, Virginia Chanley, Christopher Conrad, Adam
Couvillion, Kathryn Edelman, Geoffrey Hamilton, Melissa Jaynes, Crystal
Jones, Raffaele Roffo, Sylvia Schatz, and Jonathan R. Tumin.

Stephen L. Caldwell, Director
Homeland Security and Justice

John P. Hutton, Director
Acquisition and Sourcing Management

Appendix I: Briefing Slides

Appendix II: Status of Deepwater Vessel and Aircraft Assets

Appendix III: Status of Prior GAO Recommendations

GAO Recommendation 2004    GAO 2006 Status GAO 2007 Status                 
Program Management                                                         
Follow the procedures      Implemented                                     
outlined in the human                                                      
capital plan to ensure                                                     
that adequate staffing is                                                  
in place and turnover                                                      
among Deepwater personnel                                                  
is proactively addressed.                                                  
In collaboration with the  Partially       Partially Implemented: The      
system integrator, take    Implemented     Coast Guard has taken over IPT  
the necessary steps to                     leadership and plans to update  
make IPTs effective                        the program management plan to  
including: (1) training                    reflect changing roles and      
IPT members in a timely                    responsibilities between the    
manner, (2) chartering the                 Coast Guard and ICGS. It is too 
sub-IPTs, (3) making                       early to assess the impact of   
improvements to the                        these planned changes at this   
electronic information                     time.                           
system that would result                                                   
in better information                                                      
sharing among IPT members                                                  
who are geographically                                                     
dispersed.                                                                 
As Deepwater assets begin  Partially       Partially Implemented: The      
to be delivered to         Implemented     Coast Guard has announced they  
operational units, ensure                  are reaffirming the role of the 
that field operators and                   Coast Guard's chief engineer as 
maintenance personnel are                  the technical authority for all 
provided with timely                       acquisition projects. In        
information and training                   addition, the Coast Guard is    
on how the transition will                 now the default provider of     
occur and how maintenance                  maintenance and logistics and   
responsibilities are to be                 is responsible for ensuring     
divided between system                     that logistics products are     
integrator and Coast Guard                 developed, implemented, and     
personnel.                                 delivered. Given these recent   
                                              decisions, time is needed to    
                                              evaluate the implementation.    
Contractor Accountability                                                  
Develop and adhere to      Implemented                                     
measurable award fee                                                       
criteria consistent with                                                   
the Office of Federal                                                      
Procurement Policy's                                                       
guidance.                                                                  
In all future award fee    Implemented                                     
assessments, ensure that                                                   
the input of contracting                                                   
officers' technical                                                        
representatives COTR) are                                                  
considered and set forth                                                   
in a more rigorous manner.                                                 
Hold the system integrator Implemented^a                                   
accountable in future                                                      
award fee determinations                                                   
for improving the                                                          
effectiveness of IPTs.                                                     
Establish a TOC baseline   USCG will not   Closed: Although set forth in   
that can be used to        Implement       its program management plan,    
measure whether the                        the Coast Guard does not intend 
Deepwater acquisition                      to establish a baseline cost    
approach is providing the                  for replacing the assets under  
government with increased                  a traditional approach which    
efficiencies compared to                   could be used as a comparison   
what it would have cost                    to the Deepwater system of      
without this approach.                     systems acquisition approach.   
Based on the current       Partially       Partially Implemented: Key      
schedule for delivery of   Implemented     performance parameters have     
Deepwater assets,                          been added to criteria for      
establish a time frame for                 measuring operational           
when the models and                        effectiveness; however, the     
metrics will be in place                   models still lack the fidelity  
with the appropriate                       to attribute improvements to    
degree of fidelity to be                   the contractor or the Coast     
able to measure the                        Guard.                          
contractor's progress                                                      
toward improving                                                           
operational effectiveness.                                                 
Establish criteria to      Partially       Partially Implemented: DHS's    
determine when the TOC     Implemented     oversight requirements include  
baseline should be                         an annual review of the         
adjusted and ensure that                   Deepwater program baseline and  
the reasons for any                        submission of quarterly         
changes are documented.                    reports. The most recent        
                                              baseline update (Nov. 2006) has 
                                              yet to be approved by DHS. The  
                                              Coast Guard has provided DHS    
                                              with quarterly program reports. 
                                              Further, according to a Coast   
                                              Guard official, DHS approval is 
                                              pending on shifting the         
                                              baseline against which the      
                                              systems integrator is measured  
                                              to an asset basis.              
Cost Control Through                                                       
Competition                                                                
For subcontracts over $5   Implemented                                     
million awarded by ICGS to                                                 
Lockheed Martin and                                                        
Northrop Grumman, require                                                  
Lockheed Martin and                                                        
Northrop Grumman to notify                                                 
the Coast Guard of a                                                       
decision to perform the                                                    
work themselves rather                                                     
than contracting it out.                                                   
The documentation should                                                   
include an evaluation of                                                   
the alternatives                                                           
considered.                                                                
Develop a comprehensive    Partially       Partially Implemented: Although 
plan for holding the       Implemented     the Coast Guard had requested   
system integrator                          additional information from     
accountable for ensuring                   ICGS on competition, it does    
an adequate degree of                      not have the information to     
competition among                          determine the level of          
second-tier suppliers in                   competition achieved. Further,  
future program years. This                 they have not included metrics  
plan should include                        to measure competition outcomes 
metrics to measure                         in the award fee decisions. In  
outcomes and consideration                 the mean time, the Coast Guard  
of how these outcomes will                 business case analyses          
be taken into account in                   demonstrated that ICGS did not  
future award fee                           leverage competition to deliver 
decisions.                                 the best value for certain      
                                              Deepwater assets. The Coast     
                                              Guard plans to gain insight     
                                              into competition by performing  
                                              additional business case        
                                              analyses and if necessary       
                                              re-competing assets.            

Source: [14]GAO-04-380 , [15]GAO-06-546 , and GAO analysis of Coast Guard
data.

aIPT performance was included in the award fee criteria for the February
2005-December 2006 performance evaluation periods, but was removed from
the award fee criteria for the January 2007-June 2007 performance
evaluation period.

Appendix IV: Comments from the Department of Homeland Security

Appendix V: GAO Contacts and Acknowledgments

GAO Contacts

Stephen L. Caldwell at (202) 512-9610 or by e-mail at
[16][email protected] ; or John P. Hutton at (202) 512-7773 or by e-mail
at [17][email protected] .

Acknowledgments

In addition to the above, key contributors to this report were Penny
Augustine, Amy Bernstein, Virginia Chanley, Christopher Conrad, Adam
Couvillion, Kathryn Edelman, Geoffrey Hamilton, Melissa Jaynes, Crystal
Jones, Raffaele Roffo, Sylvia Schatz, and Jonathan R. Tumin.

Related GAO Products

Coast Guard: Status of Efforts to Improve Deepwater Program Management and
Address Operational Challenges, [18]GAO-07-575T (Washington, D.C.: Mar. 8,
2007).

Coast Guard: Preliminary Observations on Deepwater Program Assets and
Management Challenges, [19]GAO-07-446T (Washington, D.C.: Feb. 15, 2007).

Coast Guard: Coast Guard Efforts to Improve Management and Address
Operational Challenges in the Deepwater Program, [20]GAO-07-460T
(Washington, D.C.: Feb. 14, 2007).

Homeland Security: Observations on the Department of Homeland Security's
Acquisition Organization and on the Coast Guard's Deepwater Program,
[21]GAO-07-453T (Washington, D.C.: Feb. 8, 2007).

Coast Guard: Status of Deepwater Fast Response Cutter Design Efforts,
[22]GAO-06-764 (Washington, D.C.: June 23, 2006).

Coast Guard: Changes to Deepwater Plan Appear Sound, and Program
Management Has Improved, but Continued Monitoring Is Warranted,
[23]GAO-06-546 (Washington, D.C.: Apr. 28, 2006).

Coast Guard: Progress Being Made on Addressing Deepwater Legacy Asset
Condition Issues and Program Management, but Acquisition Challenges
Remain, [24]GAO-05-757 (Washington, D.C.: July 22, 2005).

Coast Guard: Preliminary Observations on the Condition of Deepwater Legacy
Assets and Acquisition Management Challenges, [25]GAO-05-651T (Washington,
D.C.: June 21, 2005).

Coast Guard: Preliminary Observations on the Condition of Deepwater Legacy
Assets and Acquisition Management Challenges, [26]GAO-05-307T (Washington,
D.C.: Apr. 20, 2005).

Coast Guard: Deepwater Program Acquisition Schedule Update Needed,
[27]GAO-04-695 (Washington, D.C.: June 14, 2004).

Contract Management: Coast Guard's Deepwater Program Needs Increased
Attention to Management and Contractor Oversight, [28]GAO-04-380
(Washington, D.C.: Mar. 9, 2004).

Coast Guard: Actions Needed to Mitigate Deepwater Project Risks,
[29]GAO-01-659T (Washington, D.C.: May 3, 2001).

Coast Guard: Progress Being Made on Deepwater Project, but Risks Remain,
[30]GAO-01-564 (Washington, D.C.: May 2, 2001).

Coast Guard's Acquisition Management: Deepwater Project's Justification
and Affordability Need to Be Addressed More Thoroughly, [31]GAO/RCED-99-6
(Washington, D.C.: Oct. 26, 1998).

(440533)

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[38]www.gao.gov/cgi-bin/getrpt?GAO-07-874 .

To view the full product, including the scope
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For more information, contact Stephen L. Caldwell at (202) 512-9610 or
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Highlights of [39]GAO-07-874 , a report to Subcommittees on Homeland
Security, House and Senate Committees on Appropriations

June 2007

COAST GUARD

Challenges Affecting Deepwater Asset Deployment and Management and Efforts
to Address Them

The U.S. Coast Guard's Deepwater program was designed to replace aging
vessels and aircraft and information capabilities with new and upgraded
assets and equipment. GAO's prior work raised concerns about the Coast
Guard's efforts to upgrade or acquire assets on schedule and manage the
Deepwater prime contractor.

This report responds to congressional direction contained in a conference
report accompanying the Department of Homeland Security (DHS) fiscal year
2007 appropriations bill. GAO addressed two objectives: (1) What is the
status of key Deepwater assets and how is the Coast Guard addressing any
asset-related challenges that have been encountered? (2) What is the
status of the Coast Guard's overall management of the Deepwater contract?

GAO's work is based on reports, memorandums, and data on the plans and
management of the Deepwater program and interviews with key officials. GAO
is not making any new recommendations. DHS and the Coast Guard reviewed a
draft of this report and concurred with our findings. Their formal
comments appear in appendix IV.

Five years into the Deepwater contract, some assets have been delivered
and are undergoing planned improvements or initial testing, but several
other assets have encountered significant problems. For example, engine
upgrades to the HH-65 helicopters are well under way; and the first two
Maritime Patrol Aircraft and the first eight Short Range Prosecutor
cutter-based small patrol boats have been delivered according to schedule.
In contrast, other Deepwater assets have experienced problems, which have
created a number of challenges for the Coast Guard in terms of delivery
delays and loss of operational capabilities. For example, the Vertical
Takeoff and Landing Unmanned Aerial Vehicle has experienced delays as the
Coast Guard assesses alternatives; the Fast Response Cutter, which was to
replace the Coast Guard's legacy patrol boat fleet, experienced design
problems and the Coast Guard suspended all work, and the first two hulls
of the National Security Cutter have structural design issues that, if not
corrected, will reduce the fatigue lives of these vessels. To address
these and other challenges, the Coast Guard is taking a variety of
actions, such as relying more heavily on legacy assets to help address
patrol hour shortages, making plans to purchase off-the-shelf assets to
expedite delivery, and planning corrective structural modifications.

Over the past several years, GAO has expressed concerns about the Coast
Guard's ability to manage and oversee the Deepwater program. Specifically,
the program has faced challenges in terms of management, contractor
accountability, and cost control. While the Coast Guard has taken actions
since 2004 in response to these concerns, challenges remain. As a result,
the Coast Guard recently decided to become more directly involved in
program management and has chosen to (1) take over the leadership of the
integrated product teams--a key program management tool; (2) acquire
certain Deepwater assets outside of the existing Deepwater contract; (3)
use independent, third-party reviews for asset development; and (4)
reorganize the Deepwater acquisition functions within the Coast Guard
organization. Given the Coast Guard's increased role, having sufficient
staff with the requisite skills and abilities to execute new and expanding
responsibilities will be important to getting what is needed, on time, and
at a fair price.

Deepwater Vessel and Aircraft Classes

References

Visible links
  12. mailto:[email protected]
  13. mailto:[email protected]
  14. http://www.gao.gov/cgi-bin/getrpt?GAO-04-380
  15. http://www.gao.gov/cgi-bin/getrpt?GAO-06-546
  16. mailto:[email protected]
  17. mailto:[email protected]
  18. http://www.gao.gov/cgi-bin/getrpt?GAO-07-575T
  19. http://www.gao.gov/cgi-bin/getrpt?GAO-07-446T
  20. http://www.gao.gov/cgi-bin/getrpt?GAO-07-460T
  21. http://www.gao.gov/cgi-bin/getrpt?GAO-07-453T
  22. http://www.gao.gov/cgi-bin/getrpt?GAO-06-764
  23. http://www.gao.gov/cgi-bin/getrpt?GAO-06-546
  24. http://www.gao.gov/cgi-bin/getrpt?GAO-05-757
  25. http://www.gao.gov/cgi-bin/getrpt?GAO-05-651T
  26. http://www.gao.gov/cgi-bin/getrpt?GAO-05-307T
  27. http://www.gao.gov/cgi-bin/getrpt?GAO-04-695
  28. http://www.gao.gov/cgi-bin/getrpt?GAO-04-380
  29. http://www.gao.gov/cgi-bin/getrpt?GAO-01-659T
  30. http://www.gao.gov/cgi-bin/getrpt?GAO-01-564
  31. http://www.gao.gov/cgi-bin/getrpt?GAO/RCED-99-6
  32. http://www.gao.gov/
  33. http://www.gao.gov/
  34. http://www.gao.gov/fraudnet/fraudnet.htm
  35. mailto:[email protected]
  36. mailto:[email protected]
  37. mailto:[email protected]
  38. http://www.gao.gov/cgi-bin/getrpt?GAO-07-874
  39. http://www.gao.gov/cgi-bin/getrpt?GAO-07-874
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