Coast Guard prepared to respond to mass migration
BY THAD ALLEN
www.uscg.mil
This Christmas Eve, America's Coast Guard is on watch -- in the Florida
Straits, across the Bering Sea and in the Persian Gulf. At each point of
the compass, at all latitudes, the Coast Guard serves as a ''useful
sentinel of the law'' just as it has for more than two centuries, when
Alexander Hamilton first penned those words.
Today, South Florida is one of the most challenging operating areas in
the Coast Guard. More cruise ships call at local ports than any other
region in the world. Unique and fragile ecosystems are threatened.
Illegal migration by sea and drug trafficking require a continuous
presence and eternal vigilance. Each year, we conduct 5,550 search and
rescue cases, saving 923 lives. Our people, ships, aircraft and
communications systems are tested to the limit each day.
Understanding these challenges, I recently made the difficult decision
to suspend operations of eight, 123-foot converted patrol boats based in
Key West. Mindful of the current situation in Cuba, I will not allow
this setback to compromise the Coast Guard's ability to support U.S.
policy of safe, lawful and orderly migration. We have taken steps to
sustain operations in the Florida Straits as we continue to exercise and
refine our plans to respond to a mass migration with a wide range of
local, state and federal interagency partners. There should be no doubt
-- the Coast Guard will do whatever is necessary to secure our maritime
border and remain ready to respond to a mass migration.
As commandant, I am accountable for the decision to suspend operations
of the converted patrol boats as well as the future readiness of our
aging fleet. We will thoroughly review what led to this situation under
congressional oversight and through resolution of contractual issues
between the Coast Guard and our industry partners.
What concerns me most is the condition of our aging fleet of ships and
aircraft. We must replace them with proven, more capable assets. Our
cutter fleet, comprising more than 250 ships, is one of the oldest among
the world's naval fleets. The average age of our large ships is more
than 35 years. Next year we will decommission cutter Storis after 64
years of service, including World War II. Our crews should not have to
expect to serve on ships older than their captains, let alone their
commandant.
The Integrated Deepwater System (Deepwater) ensures our future readiness
-- for all of our missions, wherever we operate.
We have to get this right, and here's why. In the mid-1990s, we
determined that most of our ships and aircraft were approaching the end
of their service lives. To attempt simultaneous, piecemeal replacement
of each class of ship and aircraft didn't make sense. We didn't have the
capacity to manage that many projects in parallel, and initial funding
was set at half of what our Deepwater funding level is today. We
determined it would be most cost effective and efficient to acquire a
wholly integrated system of ships, aircraft, sensors and communications
systems. The Deepwater acquisition strategy replaces obsolete assets
while upgrading existing ships and aircraft until a new fleet can be
acquired.
The concept remains sound, and we are beginning to see results. Upgraded
sensors, communications equipment and armed helicopters directly
contributed to the seizure of 150 tons of cocaine last year. Upgraded
helicopters with more powerful engines outperformed legacy aircraft over
the roof tops of New Orleans as part of an effort that rescued nearly
34,000 people. New communications systems aboard our cutters facilitate
seamless operations with the Navy around the world. We also recently
launched the first of eight National Security Cutters (NSC) and took
delivery of our first new maritime patrol aircraft.
With any long-term acquisition as complex as Deepwater, problems will
arise. Deepwater's challenges stem from efforts to prolong the life of
our aging ships after years of tight budgets while still introducing new
ships like the NSC. Our inspector general recently questioned cost
growth for the NSC.
A closer look reveals increases can be attributed to (1) new
requirements after the 9/11 attacks, (2) damage caused by Hurricane
Katrina and (3) structural modifications common with the first of a new
class of ship. A forthcoming report by our inspector general will focus
on the construction and project management of the NSC. I am aware of
these concerns, and we are addressing them head on with due diligence. I
am also committed to working with our overseers to complete detailed
analyses of program performance, including external reviews by those
with expertise in ship construction, contracting and program management.
In short, we are righting the course. We have solicited an independent
external review of contracting processes, instituted third-party review
of new ship designs and implemented recommendations by the General
Accounting Office and inspector general. More changes are forthcoming as
we collaborate with DHS and the Congress to build the most effective
Coast Guard for this country. We are just four years into a 25-year
program, having spent a fraction of the $24 billion required. Now is the
time to make changes as we fulfill our obligation to American taxpayers.
In the hands of our crews, more capable ships, aircraft and
communication systems will make Coast Guard forces more ready and
responsive in South Florida and everywhere we operate. This is not about
buying ships and aircraft. It's about saving lives, securing our borders
and protecting our environment. For the safety and security of all
Americans, we can't afford not to invest in the Coast Guard's Deepwater
program.
Adm. Thad Allen, a former Seventh District commander based in Miami,
became U.S. Coast Guard commandant in May.
http://www.miami.com/mld/miamiherald/news/opinion/16301178.htm
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