ENSURING STRONG SEA SERVICES FOR A MARITIME NATION

need for three heavy and three medium icebreakers
for projected levels of human activity, and to meet
the nation’s needs. This also is consistent with the
Department of Homeland Security’s Mission Needs
Statement approved in 2013.
In addition, as a national security issue, the icebreakers
should be U.S.-built, and not leased. Federal
law requires a heavy investment to fund the entire
lease up front, if leased from allied nations.
n A parallel effort to reinvigorate polar aviation.
Icebreakers deploy with an air detachment aboard
to support operations as well as to provide a critical
search and rescue capability. With the degradation of
our nation’s icebreaking capabilities has come a parallel
decline in polar aviation capabilities.
n Multiyear funding. To maximize the efficiency of
this recapitalization effort, Congress should consider
multiyear procurements and block-buy programs for
cost savings.
To provide adequate mission support and workforce capacity,
old assets need more maintenance and new assets need
more training investment. Investments the Coast Guard
is making to recapitalize operational platforms must be
matched by a commensurate investment in people.
n Restoring and fully funding authorized Reserve force
levels. Since fiscal 2012, the Coast Guard Reserve,
the service’s only surge force, has experienced a 17.5
percent reduction in budgetary resources and the
reduction of 1,100 Selected Reserve and 118 full-time
support positions. These reductions result in increased
operational risk, reduced levels of readiness and put
undue pressure on operational commanders to take up
the resulting slack in management and oversight of
Reservists. The Navy League recommends Congress
at least maintain Coast Guard Reserve force levels
at 7,000.
n Recapitalizing shore infrastructure. Shore infrastructure,
which has been underfunded for decades, remains
a top unfunded priority. A $1.4 billion backlog of
improvements currently is being funded at only about
$30 million per year, for some infrastructure that is
already more than 100 years old. Additional funding is
needed now to avoid irreparable damage to facilities.
n Aviation and C4ISR/IT improvements. Continue
improvements, including:
n Support, including spare parts, for the HC-130J
long-range surveillance aircraft.
n Funding for C-27J spare parts, in addition to funding
for a C-27J simulator and continued activities of
the HC-27J Asset Project Office.
n Modernization and sustainment of the Coast Guard’s
fleet of HH-65 Dolphin helicopters, converting them
to MH-65 short-range recovery helicopters.
n Treating C4ISR/IT as capital assets and fund
accordingly.
n Investing in research, development, test & evaluation
(RDT&E) and innovation.
n RDT&E plays a crucial role in positioning the Coast
Guard for mission success both in the near term and
over the strategic planning horizon. RDT&E is a vital
element in Coast Guard decision making, ensuring
that the service maintains its readiness for existing
and future operational challenges, such as increased
activity in the Arctic, cyber security, technology
shifts, environmental incidents and natural disasters.
n Innovation is an emerging area among government
agencies, providing a means for leadership
to quickly use unconventional methods to address
gaps and challenges. The Coast Guard Innovation
Program seeks to create a culture of continuous
learning within the organization, where solutions
are shared rapidly across communities and geographic
areas. This “in-sourcing” of ideas provides
vital employee engagement and collaboration,
strengthening programs, requirements development
and the resolution of service challenges.
n Investing in an agile and technically proficient
workforce to meet emerging demands of maritime
commerce. Improvements should include:
n Acquisition of enterprise systems that support a
data-driven marine safety mission.
n Investment in marine infrastructure to improve
mariner situational awareness, including upgrades
to sensors, electronic aids-to-navigation and
marine infrastructure support units such as river
tenders and domestic icebreakers.
n An increase in the number of contingency planners
and MTS Response Unit personnel.
n Growing a workforce with specialized skills and
training to meet the ever-increasing complexity of
technology used by the maritime industry while striving
to reduce shipping’s environmental footprint.
2017-2018 MARITIME POLICY 21