Article and Photo

Submissions: Articles should

be about 500 words long; however,

C4IT, engineering and logistics specific articles can be up to 2,000

words -- all acronyms must be

spelled out when first used. To have

your article considered for publication, photo(s) must accompany each

article. Articles can be submitted by

FedEx in hard copy and/or in

Microsoft Word on a 3.5 disk, CD, or

e-mailed electronically. Please submit original photographs and graphics. All slides, photos, graphics and

illustrations should be in color where

possible. Please include by-line

when submitting article Let us know

if you want your photos and graphics

returned to you. Submit inquiries, letters, articles, and photographs to:

Editor, U.S. Coast Guard Engineering,

Electronics and Logistics Quarterly

CG HQ

CG-4, JR9-1130

1900 Half St., SW

Washington, DC 20593-0001

Phone: 202-475-5767

FAX: 202-267-4245

E-mail: Kerry.L.Freese@uscg.mil

Submission deadlines are as follows:

Winter 2008 - 03 October 2007

Spring 2008 - 03 January 2008

Summer 2008 - 03 April 2008

Fall 2008 - 03 July 2008

The U.S. Coast Guard Engineering,

Electronics and Logistics Quarterly

is published quarterly by the

Assistant Commandant for

Engineering and Logistics. This

publication is unofficial and not

authority for action. Views and opinions expressed are not 

necessarily those of the U.S.

Department of Homeland Security

or the U.S. Coast Guard. We

encourage readers to submit articles and letters to the editor.

Authors are encouraged to submit

articles through the Program

Representative. The U.S. Coast

Guard Engineering, Electronics and

Logistics Quarterly Editor and the

Engineering and Logistics

Directorate Management Board

retain final approval authority for the

publication or non-publication of all

article submissions. We will make

every effort to publish all submissions. We also reserve the right to

edit submissions for length, accuracy and grammar. All letters to the

editor must be signed along with

current address and telephone

number.

Fall 2007

Vol. 11, No. 41

ISSN: 1931-4051

U. S. Coast Guard

Engineering,

Electronics and

Logistics Quarterly

COMDTPUB P5700.2

RADM Dale.G. Gabel

Assistant Commandant for

Engineering and Logistics

Mr. Kerry L. Freese

Managing Editor and

Publication Staff

You can visit us on the web at www.uscg.mil/systems/EEL_QUARTERLY.htm

On the Cover: An HH-65 flies over

Washington, D.C., securing D.C. air

space from incursions into the prohibited airspace by small, single

engine aircraft. Read how the

Aircraft Repair and Supply Center

upgraded the HH-65 to meet the

requirements as an Aviation Use of

Force aircraft on page 26. USCG

photo by PA1 John Edwards

All issues are available to Coast Guard personnel on

CG Central under “Magazine and Newsletter”
2 From the Assistant Commandant

4 Systems of Interest

10 Deepwater News

22 “Hope Has Been Abandoned”

30 Training Future Engineers

32 Where’s the “P” or “Prevention” in

Deepwater?

38 H-65 Aviation Use of Force Program

42 P-100 Portable Dewatering Pump

44 One COP, Multiple Faces

48 Testing the Limits

50 Service-Oriented Architecture

56 LTPIO Talks With the Chief of Aviation

Engineering

60 LTPIO Interviews the Chief of Naval

Engineering, CAPT Brian Merrill

62 The U.S. Coast Guard Inventory

Control and Compliance Program

(ICCP) An Overview

66 The Logistics Transformation Sector

Standard Boat Pilot Under Way,

Making Way

74 Coast Guard 2006 Environmental

Award Winners Announced

77 DHS Environmental Achievement

Award Winners in the U.S. Coast

Guard

78 LCDR Dennis C. Evans, 2007 Coast

Guard Engineer of the Year

79 USCG ISSO of the Year

80 2006 Coast Guard Civilian of the Year

22 30 66 74

Fall 2007 - EE&L Quarterly • 1

Backcover: Coast Guard boat crews from Maritime Safety and Security

Team 91106 (l) and Coast Guard Station Washington, DC (r), exchange

information while enforcing a security zone near the Washington

Monument. USCG photo by Joseph P. Cirone, USCGAUX.
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2 • Fall 2007 - EE&L Quarterly

Inpast editions of Engineering, Electronics and Logistics Quarterly, Idiscussed the primary characteristics of the Logistics

Transformation efforts, introduced the idea of a Mission Support organization and outlined the Product Line concept. In adopting the new

Coast Guard Logistics Business Model in an organization headed by a

Deputy Commandant for Mission Support (DCMS), the Coast Guard is

moving ahead at full throttle to develop a focused support system for

our mobile, fixed and deployed forces. This support system's sole function will be to provide standardized support for, and anticipate the needs

of, air stations, boat stations, cutters, Sectors, DOG units, and any other

forces executing Coast Guard missions.

In addition to providing the full spectrum of personnel support needs,

the Mission Support organization will deliver world class support to field

assets using standardized processes and procedures that are being

established by the Logistics Transformation Product Integration Office

(LTPIO). A foundational principle of LTPIO processes and procedures is

the establishment of single points of contact for asset sustainment. For

each asset, these single points of contact manage all necessary

resources and will have the primary responsibility for customer support.

This will be somewhat analogous to a cutter entering a foreign port and

submitting a LOGREQ to a Port Services Officer or agent to arrange for

the cutter's logistics requirements. In the same way, operational units

need only engage a single point of contact to meet their asset sustainment needs. This system currently exists, in many ways, in aviation

engineering, wherein unit Engineering Officers contact full-service

Product Lines at ARSC (Aircraft Repair and Supply Center) for logistics

and technical support. We are prototyping a variant of this logistics

business model for boat forces at Sector Baltimore, where we have

begun Logistics Transformation efforts. The Sector Baltimore

Engineering Officer has maintenance release authority, has full control

over the entire Sector's spare parts inventory, and has full access to an

Asset Project Office (APO) for technical and inventory support issues
Fall 2007 - EE&L Quarterly • 3

Dale G. Gabel RADM, USCG

Assistant Commandant for

Engineering and Logistics

beyond the Sector's organic capabilities. Once this "Sector Pilot" is fully up and running,

Station Engineering Petty Officers will no longer need to call the RB-S PRO, NESU

Portsmouth or the local marina for engineering support. They will contact the Sector EO for

any problems they may have, and the Sector EO will rely on the technical and support backstop provided by the APO.

The Coast Guard prides itself on being a highly innovative and adaptive organization, able to

accept a wide variety of missions and execute them in the most efficient manner. However,

this 'can-do' attitude often leads to practices which result in deviations from standard asset

configuration -- deviations which frequently create supportability problems. Maintaining a

standard configuration makes it much easier for the Coast Guard's support system to ensure

operating units get what they need to execute missions, when they need it. Just as aircraft

pilots, boat coxswains, and underway OODs, manage operating parameters to effect safe and

successful mission execution, Coast Guard engineers must effectively manage manpower,

spare parts and money to accomplish maintenance. Implementing the new CG Logistics

Business Model will ensure we are employing these limited resources in the most efficient

manner through effective and repeatable business processes driven by data.

I am often asked how much the Logistics Transformation effort will improve support system

efficiency and effectiveness. My reply is that if I definitively knew the answer to that question,

I probably wouldn't need to transform the logistics system -- answering the question requires

a depth of knowledge about logistics system performance that does not exist today. We need

to know much more than we do about the cost of our logistics systems and processes, and

the benefits we derive from them. Smart decisions flow from data and the knowledge gained

from analyzing that data. Logistics Transformation, in addition to providing more disciplined

and repeatable processes, will also provide much better data that can be converted to knowledge - knowledge that can be used to make better decisions - decisions that can improve

logistics system performance -- performance that will enhance mission execution. And that,

after all, is what logistics is all about.
4 • Fall 2007 - EE&L Quarterly

Yard Delivers First 110'

Mission Effectiveness

Project (Yard)

And Works On a Second

West Coast 110' MEP Cutter

(Yard)

The Yard completed the first 110' Mission Effectiveness Project (MEP) on the Coast

Guard Cutter TYBEE in April. Work was completed with a three-week extension and

within budget.

The Cutter arrived at the Yard in March 2006 from its homeport in Woods Hole,

Massachusetts. After 12 months of undergoing a standard 110' MEP package and

some additional prototype upgrades, TYBEE departed the Yard in May and returned

to New England.

The MEP is designed to replace aging systems on board select ships in order to

improve reliability, reduce future maintenance costs, and meet required mission

hours. The project is intended to maintain effective missions of the 110' MEP cutters

for an additional 15 years until their decommissioning. Replacements for the fleet will

be deployed under the Deepwater program.

All the 110' MEP cutters receive hull renewal plus electronics upgrades, renewed

electric cabling, and select equipment replacements. Among the 23 successful prototype installations on TYBEE were the ship service diesel generator and switchboard

replacement, the FM-200 fire suppression installation, gyrocompass and autopilot

installation, and the main diesel engine control replacement. Follow-on 110' MEP

cutters at the Yard will receive the TYBEE prototypes.

The Yard is currently working on the 110' MEP Cutters OCRACOKE, CUTTYHUNK, and NANTUCKET, scheduled for delivery in September and October, 2007

and February, 2008, respectively.

Work is well under way at

the Yard on the Coast Guard

Cutter NAUSHON, the second cutter from the west

coast to receive the 110'

Mission Effectiveness

Project (MEP) upgrade

package. The Cutter traveled 6500 miles from its

homeport in Ketchikan,

Alaska, through the Panama

Canal, and up the east coast

to reach the Yard last to

SOI Systems of Interest

USCGC TYBEE

USCGC NAUSHON
Yard Celebrates "Family

Legacy," Daniel Hahn

Honored for 50 Years Federal

Service (Yard)

Nationwide/Maritime

Differential Global

Positioning System

(N/DGPS) (C2CEN)

begin its MEP. The Yard anticipates completing NAUSHON's MEP in February 2008

as the first cutter with a nine month performance period.

Daniel Hahn, Central Tool Room, says he feels like he's been at the Yard his whole

life. Well, in fact, he has.

In 1933, Daniel Hahn was born in a brown shingle house just outside the Yard's

main entrance. His father Louis Hahn, a 30 year Yard veteran, met his mother

through a co-worker at

the shipyard. Five

uncles in the Hahn family also devoted their federal careers here.

When Hahn was

three years old, he and

his family attended the

Yard's Christmas Party,

held in the on-base

movie theatre. That

memorable afternoon,

little Daniel won a handmade wooden rocking

horse -- a cherished

possession of Hahn's to

this day. Not only he,

but his three children,

13 grandchildren, and 2

great grandchildren

have enjoyed many

hours of play on the holiday party prize.

While in high

school, Hahn worked

the summer of 1951 at

the Yard. He graduated

the following year and

joined the Marines. But, in 1955, he returned to the shipyard, left about eight months

later for other employment and came back in 1957. He's been at the Yard ever since.

Most of Daniel Hahn's federal Yard career was as an Electrician in the Electric

Shop. Since 1990, he has worked in the Central Tool Room as a Tool Room

Mechanic.

The Coast Guard extended honors to Daniel Hahn on April 5, 2007, in recognition

of his 50 years of dedicated federal service. Co-workers and family members joined

in the celebration. Hahn received greetings from Admiral Thad Allen, Commandant

of the Coast Guard; U.S. Congressman Dutch Ruppersberger of the 2nd District of

Maryland, and The Honorable George Bush, President of the United States. Daniel

Hahn is one of four current Coast Guard-wide civilian employees who have attained

their Golden Anniversary with the federal government.

Four months from now, Hahn celebrates another lifetime milestone. He and his

wife, Thelma, commemorate their 52nd wedding anniversary on August 30, 2007!

Congratulations, Daniel Hahn!

The Nationwide Differential GPS (NDGPS) expansion project to increase signal coverage throughout the U.S. has slowed while Department of Transportation shifts

sponsorship and future budget issues are resolved. Thirty Seven NDGPS sites are

now on air supplementing the existing Maritime DGPS sites for a total of 85 transmitting broadcast sites. Eighty seven percent of the country is receiving at least one

DGPS signal and fifty five percent of the country is receiving at least two DGPS signals. Fiscal Year 2006 (FY06) expansion included a new construction site in

Fall 2007 - EE&L Quarterly • 5

Joining Daniel Hahn, his wife Thelma, and their family (center) for

the "Golden" Anniversary celebration are current employees of the

Yard who represent generations of families who have worked at the

shipyard. This "family legacy" photo honors the families of employees including Ron Schelhouse, Rory Downey, Bruce Youngbar,

Shana Hutchinson, Matt Suit, Lavonia Witherspoon, Don Harrison,

Charlie Zerbe, Leon Wilson, Keith & Rick Hare, Barry Appolin, Melvin

Dash, John Wolfe, and more!
6 • Fall 2007 - EE&L Quarterly

Dandridge, TN as well as GWEN conversions in Essex, CA; and Mequon, WI, which

replaced the Milwaukee maritime DGPS site. Plans to build new sites in St. Mary's,

WV and Card Sound, FL are planned for FY07. After these efforts are completed,

nearly 95% of the continental U.S. will be covered by at least one NDGPS signal.

The present NDGPS predicted coverage map is shown in Figure 1 with single coverage areas in gray and double coverage areas in yellow. Figure 2 shows the complete map of proposed NDGPS sites (Figures on next page).

USCG C2CEN (Command and Control Engineering Center) continues to work

with equipment manufacturers and field units to implement several recently issued

Field/Engineering Changes (F/EC) designed to improve overall availability and reliability of the N/DGPS service. These changes include FC18, which adds a remote

reset capability to the Southern Avionics SC-1000 medium frequency (MF) transmitters at all maritime DGPS sites and medium power NDGPS sites; FC20, which

replaces all of the GPS receiver antennae at all DGPS sites; and EC04, which add

the Remote Transmitter Control Interface (RTCI) to all high power NDGPS sites with

SOI Systems of Interest

Figure 1- January 2007 predicted NDGPS coverage (Courtesy USCG NAVCEN).

Figure 2- Planned NDGPS sites (Courtesy USCG NAVCEN).
Fall 2007 - EE&L Quarterly • 7

Search And Rescue Optimal

Planning System (C2CEN)

Radio Over Internet Protocol

(RoIP) VTS VHF Comms

System Prototype Effort and

VTS VHF Comms System

Upgrade Project (C2CEN)

the RCA transmitter. Additionally, recommendations have been forwarded to the

Maintenance and Logistic Commands (MLCs) on both coasts to upgrade maritime

DGPS MF antennae to enhanced configurations that will improve operability in foul

weather.

Several major N/DGPS system engineering/field changes are in final development, including: EC03, which replaces the Z-12 DGPS Reference Stations and

4000IM DGPS Integrity monitors with PC based platforms, installs an Ethernet based

LAN and recapitalized the local site UPS; and FC19, which upgrades the Southern

Avionics SC-1000 RF Driver PWB. Ongoing efforts include grounding improvements

to decrease susceptibility to lighting and icing outages and upgrades to the

Nationwide Control Station (NCS).

N/DGPS Point of Contact is Mr. David Wolfe at 757-686-4015.

SAROPS (Search And Rescue Optimal Planning System) has been successfully

deployed and has replaced C2PC (CG) and CASP as the Coast Guard's primary

Search And Rescue (SAR) planning tool. Like C2PC (CG), SAROPS is a Mission

Essential Application that operates within the Standard Workstation III (SWIII) environment to provide both SAR planning and maritime domain awareness capabilities

using Geographic Information System (GIS) technology. SAROPS deployment is via

SWIII Server 2003 Terminal Services, which allows the application to run on multiple

CPU servers. Terminal Services deployment decreases bandwidth demands on the

Coast Guard Data Network Plus (CGDN+) and SWIII workstation CPU cycles, while

increasing the ability to deploy future releases and upgrades in a timely manner.

The SAROPS system incorporates external environmental data via an

Environmental Data Server (EDS) located at Operation Systems Center (OSC)

Martinsburg, which also houses the CG Enterprise Image server which is used to

retrieve enterprise GIS overlay data (e.g., nautical charts). Web services are used to

integrate Sensitive But Unclassified (SBU) track data from the C2CEN COP server.

SAROPS also has the capability to use web services for weather radar data and

satellite imagery as produced by NOAA and other public or private interests.

Point of Contact: LT Frank Lanier, 757-686-4277, Frank.K.Lanier@uscg.mil

ROIP technology provides the ability for continuity of operation of VHF Comms in the

event a Vessel Traffic Center (VTC) or command center would need to relocate to an

alternate location.

The C2CEN VTS Integrated Product Team, working with Engineering Support Unit

(ESU) Seattle and the VTS Puget Sound staff, recently completed prototype installation and evaluation of the RoIP technology at Sector Seattle Vessel Traffic Center

using the WAVE solution provided by Twisted Pair Solutions. Despite the best efforts

of all involved, the RoIP prototype failed to perform better than the Zetron system

currently in use. WAVE demonstrated itself to be a promising product and solution

but its anomalies reveal the current immaturity of the products within the RoIP market.

Figure 2.

Common

Control Unit.

Figure 1.

Integrator RD

Operator

Console.
8 • Fall 2007 - EE&L Quarterly

Common Operational

Picture (COP) Program

Current Operations Update

(C2CEN)

Future Operations Update

(C2CEN)

Automatic Identification

System/Blue Force Tracking

(AIS/BFT) (C2CEN)

SOI Systems of Interest

In the interim, C2CEN is planning to upgrade the existing Zetron Series 4000

Communications Control Systems installed at VTS Houston/Galveston, VTS New

York, and VTS San Francisco. The newest version of the Zetron Series 4000

Communications Control System will be installed at the new Vessel Traffic Center at

VTS Puget Sound located in the new Shore Operations at Sector Seattle. The

newest version of the Series 4000 Communications Control System upgrades the

CPU from Windows NT to Windows XP Operating System. The CPU interfaces the

Integrator RD operator console with the Common Control Unit which essentially acts

as a switchboard between the radio transceivers at the remote sites and the operator

consoles in the Vessel Traffic Center. The existing Zetron Series 4000

Communications Control System at VTS Puget Sound will then be removed, upgraded, and installed at VTS Lower Mississippi River.

In future years, C2CEN will revisit the use of RoIP technology as the market

evolves. Also to better position the Coast Guard VTS for possible integration of this

technology, C2CEN will incorporate the use of VOIP capable routers in future VTS

network recapitalization efforts.

Point of Contact: LCDR Paul Lamczyk, 757-686-4196.

The Coast Guard has a vision to build a single integrated COP. The current COP

draws data and information from many sources within the Coast Guard and applies

intelligence and other agency source information to improve operational awareness.

The Sensitive but Unclassified common operational picture (UCOP) is designed to

support all Coast Guard missions, and is available in both the classified and unclassified versions.

The C2 Systems Vision presents an engineering concept for the UCOP. The

Command and Control Engineering Center (C2CEN) engineering staff frequently

reviews it for improved cost effective methods to provide to the operational forces the

services and products they need. The UCOP is vital for multiple applications where

a diverse group of personnel need access, but not all of whom are cleared for classified material. Although the classified COP has been the focus of effort for many

years, both the unclassified and classified COPs must be improved simultaneously to

ensure that Global Command and Control System (GCCS) capabilities closely

resemble each other. Engineers add new and exciting features every month to the

UCOP, and provide them to operational forces as soon as testing and evaluation

completes.

CG WebCOP is an Internet browser-based viewer of the UCOP which will soon be

available to all Coast Guard users, other government agencies, DoD (Department of

Defense) partners, and selected port and civil authorities. CG WebCOP capabilities

will include unique features such as: vessel profiling, access to unclassified databases including Maritime Information Safety and Law Enforcement database (MISLE)

and the Ships Arrival Notification Centers database (SANS). It also includes access

to real-time video feeds, voice communications, and collaborative tools (chat). In the

future, users familiar with typical Internet browser will require minimal training on the

CG WebCOP to access legacy command and control systems. Operational communities of interest linked together by chat rooms will replace legacy training requirements and provide an environment for operators and users to share best practices.

The Command and Control Engineering Center (C2CEN) has made tremendous

strides in developing, improving, and fielding the overall Automatic Identification

System/Blue Force Tracking (AIS/BFT) capabilities of the Coast Guard. The L3

AIS/BFT Protec transponder provides the ability to covertly transmit and receive

Sensitive but Unclassified (SBU) data via an encrypted VHF Data Link (VDL). When

married to the CG Electronic Charting System, version 2 (ECS v2), currently in

development by C2CEN, CG ECS v2 will offer the capability of graphically display

AIS contacts, BFT contacts, and Targets of Interest. Spiral developments of the CG
Fall 2007 - EE&L Quarterly • 9

Facilities Management

Division Selected Coast

Guard "Outstanding

Facilities Engineering

Organization" (Yard)

ECS v2 (also known as Vega) will also include the ability to covertly transmit and

receive text messages.

In 2007, the L3 Protec AIS/BFT transponder were installed on all non-Deepwater

cutters. With the recent approval of AIS/BFT engineering changes for 47' MLB and

25' Defender Class standard small boats, C2CEN has begun aggressively fielding

the AIS/BFT transponder to the small boat community. C2CEN will coordinate the

AIS/BFT transponder installations on over 700 standard boats Coast Guard 

wide.

C2CEN is also in the prototype phase for a new BFT capability. Iridium based

BFT phones are being designed to bridge the gap for cutters that do not have underway connectivity. While the AIS VHF Data Link (VDL) transmission has line of sight

limitations, and therefore is only effective over certain distances, Iridium satellite

phones provide global coverage. Iridium-based BFT offers many operational advantages such as 24/7 coverage and two-way voice and data communications. Iridium

phones will have the ability to provide BFT messages to the Common Operational

Picture (COP) allowing Command Centers to have precise locations of all their Coast

Guard assets anywhere on the globe.

SENSORS Point of Contact is LCDR Durbin (757) 686-4287.

The Yard's Facilities Management Division recently received the Cowart Plaque as

the U.S. Coast Guard's "Outstanding Facilities Engineering Organization" for 2006.

The annual award is bestowed by the Society of American Military Engineers and is

named in honor of the late Vice Admiral Kenneth Cowart, Chief Engineer of the

Coast Guard from 1950 to 1958.

In the photo,

Admiral Dale Gabel,

Assistant

Commandant for

Engineering and

Logistics (left), presents the Cowart

Plaque to

Commander John

Slaughter, Chief,

Facilities

Engineering Division

(right), Yard.

Throughout 2006,

the Facilities

Management

Division showed

exemplary execution

of the Coast Guard's

civil engineering

program goals while

supporting one of

the most diverse portfolios as the third largest shore facility in the U.S. Coast Guard.

The main area of emphasis was increased awareness of energy utilization and taking substantial efforts as a federal agency to become less dependent on foreign,

non-renewable sources of energy.

Among several facilities engineering achievements that earned the Cowart Award

recognition for the Yard, the Facilities Management Division established a

Memorandum of Understanding with the City of Baltimore that will result in the recovery of landfill methane gas for future use as Yard electricity and steam energy. The

Yard received re-certification of its ISO 14000 Certification for the sixth year in a row,

and the Yard was honored with the 2006 Department of Homeland Security

Environmental Achievement Award and the 2006 Coast Guard Environmental 

Award.
10 • Fall 2007 - EE&L Quarterly

OCOpen Channels

DE E P W AT E R n e w s

NSC 1 Fuel: BERTHOLF receives her first 25,000 gallons of fuel on the dock in Pascagoula.
Fall 2007 - EE&L Quarterly • 11

Pascagoula, Miss., – The

first National Security

Cutter (NSC), BERTHOLF

(WMSL 750), has received

her first 25,000 gallons of

fuel by barge.

“It was an extremely successful first fueling,” said

Kevin Amis, NSC program

manager. “We tested all

three fueling stations, proving their operability.”

Essential shipboard systems including the machinery control system, firefighting systems, and fuel

oil fill and transfer systems

had to be up and running

in order for the first fueling

to be completed.
12 • Fall 2007 - EE&L Quarterly

OCOpen Channels

DE E P W AT E R n e w s
Fall 2007 - EE&L Quarterly • 13

ELIZABETH CITY, N.C., – The second Deepwater medium-range surveillance maritime patrol aircraft, the

HC-144A, arrived at Coast Guard Air

Station Elizabeth City late Monday

night. The team will now begin integrating the aircraft's palletized C4ISR

mission system.

The first HC-144A arrived in

Elizabeth City in December and is

currently in the middle of its C4ISR

mission system pallet integration.

The third aircraft is scheduled was

transferred to the Coast Guard in

March.

Once completed, the fully missionized aircraft will be flown to Coast

Guard Air Station Mobile, Ala., for

operational test and evaluation.

The crew began its four-day transit

from Spain and followed a southern

flight path via the Cape Verde

Islands, Port Aleza and Belem,

Brazil, and St. Thomas.

ICGS in January, 2007, signed a contract with the Coast Guard to begin

production of the fourth and fifth aircraft.

SECOND DEEPWATER MPA SECOND DEEPWATER MPA

ARRIVES IN U.S. FOR ARRIVES IN U.S. FOR 

SYSTEM INTEGRATION SYSTEM INTEGRATION
14 • Fall 2007 - EE&L Quarterly

OCOpen Channels

DE E P W AT E R n e w s

HH-65C 6576 is delivered.
Fall 2007 - EE&L Quarterly • 15

Columbus, Miss. – The tenth Deepwaterupgraded HH-65C helicopter completed at

the American Eurocopter (AEC) facility in

Columbus, Miss. departed for Coast

Guard Air Station Elizabeth City, NC, last

spring. Tail number 6576 is the 77th helicopter to receive an upgraded engine and

avionics equipment under the Deepwater

program.

The second HH-65C production line was

opened last year to expedite the re-engining effort of 95 alpha- and bravo-model

HH-65 helicopters.

As previously announced, the U.S. Coast

Guard is fully operational with HH-65

“Charlie” model helicopters in use nationwide. HH-65C helicopters support search

and rescue flights, fisheries patrols, and

maritime security missions. The upgrade

program was completed during the summer.

DEEPWATER HH-65C DEEPWATER HH-65C

UPGRADE PROGRAM UPGRADE PROGRAM

NEARS COMPLETION NEARS COMPLETION

77 upgraded helicopter 77 upgraded helicopters

have been delivered. ve been delivered.
16 • Fall 2007 - EE&L Quarterly

OCOpen Channels

NSC ELO: (left to right) Brian Frasco, Lockheed Martin NSC C4ISR program manager; LT Scott Buettner,

PRMO test officer; Kevin Amis, NSC program manager; Royce Winbush, BERTHOLF general ship superintendent; and Brian Hillers, Lockheed Martin NSC C4ISR lead systems engineer (Coast Guard member leaning over keyboard not named) light off the electronics on board BERTHOLF.

DE E P W AT E R n e w s
Fall 2007 - EE&L Quarterly • 17

PASCAGOULA, Miss., -- the Deepwater

C4ISR team successfully powered up

the first set of cabinets and consoles on

board BERTHOLF signifying Electronics

Light-Off (ELO) of the first National

Security Cutter.

Six operation center consoles, the large

screen display and the local area network (LAN) electronics cabinets were

powered up marking the beginning of

the NSC test program. The full NSC

C4ISR system includes 26 electronics

cabinets.

"The light-off is a keystone event for the

Coast Guard, Northrop Grumman and

Lockheed Martin," said LT Scott

Buettner, program management test officer. "Today we begin the final stretch to

delivery."

FIRST DEEPWATER FIRST DEEPWATER

C4ISR EQUIPMENT C4ISR EQUIPMENT

POWERED UP POWERED UP 

ON BOARD NSC ON BOARD NSC

BERTHOLF BERTHOLF
18 • Fall 2007 - EE&L Quarterly

OCOpen Channels

DE E P W AT E R n e w s

WAESCHE grand block 3210 is sent to paint prior to its landing on the hull.

Unit 1310 was one of three units landed on the hull of WAESCHE in December 2006.
Fall 2007 - EE&L Quarterly • 19

PASCAGOULA,

Miss., – The first new

grand block of the

second National

Security Cutter,

WAESCHE (WMSL

751), was sent to

paint prior to its landing on the hull. This

grand block production unit is a combination of units 3110

and 3210, which

were constructed and

erected as single

units on the first

NSC, BERTHOLF

(WMSL 750).

Incorporating process

improvements from

construction of BERTHOLF determined that combining these

units into one grand block and installing stern tubes prior to its

assembly would increase production efficiency, saving time and

reducing costs. This is part of an ongoing program to identify and

incorporate production improvements at the shipyard. The grand

block, which was estimated to weigh 160 tons, is the first of three

new grand blocks planned for WAESCHE.

In December, 2006, three units were landed on WAESCHE in two

weeks, a significant milestone which brought the total units erected to eight. These three units were the first of 12 units to be

landed following material impacts from hurricane Katrina.

Major Equipment Load-out is scheduled to begin later this month,

during which engines, generators, switchboards, and reduction

gear will be installed. Currently, WAESCHE is 20% complete,

with eight of 45 units erected.

NATIONAL SECURITY CUTTER NATIONAL SECURITY CUTTER

PRODUCTION MAKING HEADWAY PRODUCTION MAKING HEADWAY

BERTHOLF and WAESCHE side by side at the shipyard.
OCOpen Channels

20 • Fall 2007 - EE&L Quarterly

DE E P W AT E R n e w s

AMT3 Jason Taylor, Coast Guard Air Station Houston; AET1

Tom Agness, Coast Guard Air Station Humbolt Bay; LTJG

Kevin Winters, Coast Guard Air Station Humboldt Bay; and

AET3 Matt Russel, Coast Guard Air Station Houston, display

the event’s cake in front of the HH-65C at the event in Grand

Prairie, Texas.

EVENT CELEBRATES EVENT CELEBRATES 

DELIVERIES OF DELIVERIES OF 

HH-65C ENGINES HH-65C ENGINES
Fall 2007 - EE&L Quarterly • 21

Grand Prairie, Texas – An event this spring was

held at the Turbomeca USA plant in Grand Prairie,

Texas last Wednesday celebrating the delivery of

the final Arriel 2C2 CG engine. The final engine,

which was delivered in late March 2007, marks the

completion of Turbomeca’s contract with ICGS for

the HH-65 upgrade.

During the festivities, Lockheed Martin presented

their Star Supplier Award to Turbomeca in recognition of all deliveries being on-time over their threeyear contract.

Team Deepwater has delivered 80 of 95 upgraded

HH-65C. The last HH-65B model to be upgraded

stopped at the event on the way to the Coast

Guard’s Aircraft Repair and Supply Center in

Elizabeth City, N.C. and was displayed with its HH65C counterpart out of Air Station Houston.

The engine upgrade has given the HH-65 greater

power, better maneuverability, and higher safety

standards. These upgrades have made a positive

difference to the Coast Guard, allowing rescue

missions to be successfully completed that would

have been impossible for the aircraft that they

replaced.

HH-65C helicopters support search and rescue

flights, fisheries patrols, and maritime security missions, and are now operational in every U.S. Coast

Guard air station nationwide. The upgrade program was completed ahead of schedule during the

summer.

Contractor hosts emplo Contractor hosts employee event

celebrating con celebrating conversion milestone sion milestone.
"Hope Has Been

Abandoned"

Lt. James Marsden Earp

and

the Sinking of the

USCG Cutter Tampa

by Daniel Carroll Toomey

22 • Fall 2007 - EE&L Quarterly U.S. Coast Guard Photo.
The Baltimore Area Coast

Guard Commands hosted local

historian, author and publisher

David Carroll Toomey at the

2007 Memorial Day Service

held on May 25th at the Yard

Veterans' Monument. This

year's theme recognized the

90th Anniversary of World War I

and highlighted the life and

untimely death of LT James

Marsden Earp, a Baltimore

native. He was schooled as an

officer in the Revenue Cutter

Service (RCS) at the Yard and

in 1917, was assigned to the

USS TAMPA, the Cutter's

wartime designation.

The TAMPA patrolled the North

Atlantic for the U.S. Navy in

World War I. A German U-boat

torpedoed the TAMPA on

September 18, 19l8. All hands

were lost. The story of LT Earp

and the TAMPA is relayed in

Toomey's article found below.

Thefather of the United States Coast Guard was our first

Secretary of the Treasury, Alexander Hamilton. In order

to provide the Treasury Department with a means to enforce the

tariff, he pushed for the creation of a special naval force. An Act of

Congress created this force on August 4, 1790 and authorized the

commissioning of 40 officers and 10 cutters. Each crew consisted

of one master, a first, second, and third mate, four marines and

two boys. The ranks of master and mates were soon changed to

captain and lieutenants to give the organization a more military

bearing. Ironically, no official title was assigned to this organization. It was referred to as the Revenue Service, the RevenueMarine, and finally the Revenue-Cutter Service in a report issued

by Congress during the Civil War.

From its inception, the Revenue Service had a different set of

marching orders than the larger (and more famous) United States

Navy. Realizing that, the day-to-day mission of the cutter fleet

would be to stop the vessels of friendly nations and U.S. citizens

and not engage in classic naval warfare. Hamilton instructed his

officers to be vigilant and firm, but their deportment was to be

marked with, "...prudence, moderation, and good temper..."

The design of the ships themselves

was also task-specific. The

Baltimore Clipper was well known

for its speed and maneuverability. It

could sail in any weather and was

equally at home in river channels,

harbors, or the open sea. It was the

vessel of choice for traders, smugglers, slavers and pirates. In this

case, the Revenue Service would

be fighting fire with fire. Some of

the first cutters were named the

Fall 2007 - EE&L Quarterly • 23
Active,

Massachusetts,

Scammel,

Vigilant, General

Green, South

Carolina,

Diligence,

Pickering, and

Argus; all built

along the lines

of the Baltimore

Clippers. Until

the end of the

age of sail, the

revenue cutters

would reflect this

original design.

During the undeclared war with

France (1799-

1800), the ships

and men of the

Revenue

Service were put

under the direct

control of the

United States

Navy. When peace was restored, the cuttermen

emerged as a force to be reckoned with in both times of

peace and war. Their primary task as a marine police

force would be interrupted five more times during the

nineteenth century, beginning with the War of 1812 and

ending with the Spanish-American War in 1898.

The post-Civil War years saw vast changes in the

Revenue-Cutter Service. Iron ships, steam propulsion,

and eventually electronic communications required a new

breed of officers. Operational requirements were

expanded as well as the size of the Service. By the end

of the nineteenth century, it was responsible for enforcing

navigation and immigration laws, quarantines, patrolling

regattas, and providing medical attention for fishermen as

well as cooperating with the Life-Saving Service in

response to ship wrecks and other maritime disasters.

The quest for trained and competent officers was as old

as the Service itself. No formal program existed until

1877 when the topsail schooner Dobbin was taken off

active duty and officially designated the Revenue Cutter

School of Instruction. It was replaced the following year

by a ship specifically designed to accommodate a dozen

students. The Salmon P. Chase was 125 feet long and

25 feet in the beam. It carried four guns in broadside.

Below deck were six staterooms furnished with berths,

lockers, and washstands for the students. Based at New

Bedford, Massachusetts, the Chase was an active duty

vessel with education as a secondary function.

In 1895, the Chase was sent to a shipyard in Baltimore

where it was cut in two and lengthened by adding forty

feet amidships. This allowed the class size to increase

from twelve to twenty-five cadets. Oscar C. Hamlet was

its new captain. The new ship and captain had no designated homeport. Hamlet preferred to move her about the

southern coast. The class of 1896 boarded the Salmon

P. Chase in Baltimore. Some of the cadets had their uniforms made at Oehm and Company in Baltimore City.

This would not be the last connection between the city

and the cadets.

At the turn of the twentieth century, the Revenue-Cutter

Service took two decisive steps that would be paramount

in its success then and in today's United States Coast

Guard. These were the establishment of a shipyard

specifically dedicated to the construction and repairs of

its fleet, and a permanent school of instruction for its officers. The visionary in this case was an engineering officer and native Marylander named Lieutenant John C.

Moore. Realizing that Congress might be cool to the

idea of a separate shipyard, he convinced his commandant, Captain Charles F. Shoemaker, that the best

chance would be to place both activities in the same

location. Shoemaker agreed and immediately authorized

an expenditure of $500 for the lease of a track of land

known as Arundel Cove in Curtis Bay, just south of

Baltimore City. By the end of the year, Congress fell into

step by authorizing $30,000 for the purchase of land in

the Curtis Bay area in 1899.

24 • Fall 2007 - EE&L Quarterly

The School of Instruction at the Yard in 1908 -- the ITASCA in background; the

CHASE in foreground; and the ORIOLE in-between.
The Colfax was the first ship to arrive

and her crew became the Yard's first

work force. With Lieutenant Moore in

charge, maintenance shops and a pier

were constructed. The cost-saving

measures Moore predicted came true

and Congress appropriated more and

more money for expansion. Perhaps

beyond Moore's wildest dream, the

work force grew from his meager crew

of 20 men in the year 1900 to over

3,000 during World War II. Today, the

Coast Guard Yard covers 112 acres

and provides design, construction, and

repairs to its ships, navigation aids,

and weapons systems.

At the end of its summer cruise of

1900, the training ship Chase was

ordered to its new homeport at

Arundel Cove. Three years later, their course of instruction was expanded from two years to three. The cadets

both lived and trained aboard the Chase until 1906 when

a three-story building was constructed for their education.

The Revenue Cutter School of Instruction was a reality.

Life for the cadets was demanding, but it had its rewards.

A streetcar ride over the old Light Street Bridge took

them to the many attractions in Baltimore City. The

school also had a baseball team that played against a

number of nearby institutions -- St John's, Maryland

Agriculture School (the future University of Maryland),

Gettysburg, and City College. There were also dances

and social gatherings where many a cadet met his bride

to be.

The continuous

expansion of the

shipyard and the

ever-increasing

size of the student

body, along with

the general industrialization of the

area, made the

Curtis Bay site

less and less

desirable as a center of learning. In

1910, the school

was transferred to

New London,

Connecticut,

where it would

evolve into the present day United

States Coast

Guard Academy.

One of the 50 cadets who made the transfer from Curtis

Bay to New London was James Marsden Earp. Called

by his middle name, Marsden was the eldest son of

Martha Marsden and Charles Cassell Earp. He was born

in Baltimore on August 12, 1888 and became a cadet on

May 23, 1909. Graduating in the class of 1912, he was

commissioned a Third Lieutenant in the Revenue-Cutter

Service on June 7, 1912 and assigned to the Woodbury.

In 1911, President Taft formed a commission under F.A.

Cleveland to look for ways to save money. Cleveland

submitted a report to Congress stating that after 120

years of outstanding service, the Revenue-Cutter Service

should be absorbed by the United States Navy.

Secretary of the Treasury Franklin MacVeagh counteratFall 2007 - EE&L Quarterly • 25

The COLFAX.

Cadets marching to class in 1910.
tacked by drafting a

bill to combine the

Revenue-Cutter

Service and the U.S.

Life-Saving Service

into a single agency

under the Treasury

Department. Taft was

defeated for reelection

by Woodrow Wilson

and Congress passed

MacVeagh's bill on

January 20, 1915.

Lieutenant Earp was

now in the United

States Coast Guard.

During the summer of

1916, he cruised the

Alaskan waters

aboard the U.S.C.G.

McCulloch. In a letter

to his mother written

on U.S. RevenueCutter stationary, he

noted that the war in

Europe had diverted

most of the shipping

from the area causing

a shortage of fresh

food and supplies,

and above all, disrupting the mail service

which he felt very

keenly. Little did he

know the ultimate

effect the war would

have on his own future. On August 21, 1917, he was

reported for duty on board the USCG Cutter Tampa.

The Tampa was built at the Newport News Shipbuilding

and Dry Dock Company at the cost of $250,000. When

originally launched in 1912, it was christened the Miami.

The ship was 190 feet long, 32.5 feet at the beam, and

displaced 1,181 tons. It was commissioned by the

Revenue-Cutter Service at Arundel Cove, Maryland, on

August 19, 1912. Its first duty station was Key West,

Florida. Cruising between Fernandian and Tampa, the

Miami's crew had the choice duty of taking part in the

Mardi Gras celebration at Tampa on February 4, 1913.

Following the sinking of the RMS Titanic in 1912, the

U.S. Navy began patrolling the North Atlantic in order to

warn commercial vessels of hazards during the iceberg

season. This duty was assigned to the Revenue-Cutter

Service the following year. The Cutters Seneca and

Miami were ordered to Halifax in May of 1913. From

there, they sailed through the ice fields until the end of

July when the Miami returned to Florida in time for Mardi

Gras duty at Tampa.

Thus began a

series of hot and

cold cruises that

lasted for three

years.

The special attachment the city of

Tampa had with the

Miami and its crew

was recognized by

the newly formed

Coast Guard on

February 1, 1916

when it renamed

the ship the USCG

Cutter Tampa. In

1917, the Cutter

Tampa would leave

its namesake city

forever. On April 6,

the United States

declared war with

Germany.

Immediately, a

three-word message was transmitted to all ships and

stations, "Plan 1

Acknowledge." Its

meaning was

momentous. As the

Revenue-Cutter

Service had done

so many times in

the previous century, the ships and men of the newly formed Coast Guard

were transferred to the U.S. Navy for the duration of the

war. The Tampa was ordered to the Boston Naval Yard

where its old six-pounders were exchanged for four 3-

inch guns and two machine guns. A Y-gun was also

installed for launching depth charges. Now a second

Lieutenant, Marsden Earp was transferred to the Tampa

just before it was ordered overseas. It sailed out of New

York as part of a small convoy, each ship with a Frenchmanned submarine chaser in tow. Their destination was

Gibraltar. All arrived safely on October 27, 1917.

The Tampa was based in Gibraltar as one of six ships

assigned to Squadron 2 of Division Six of the Atlantic

Fleet Patrol Forces. Their mission was to escort convoys

between Gibraltar and Great Britain. Convoys usually

ranged in size from 16 to 26 ships. The smaller convoys

had six escort ships and the large ones eight. Veterans

of the old Cutter Service were confronted by a danger

not thought of during the previous century -- German Uboats. During the year the Tampa remained on duty, ship

and crew compiled an outstanding record of service and

26 • Fall 2007 - EE&L Quarterly

James Marsden Earp.
efficiency. This was in no small way attributed to its commanding officer, Captain Charles Satterlee. Tampa

escorted 18 convoys totaling 350 vessels with the loss of

only two ships. The Tampa was never disabled due to

maintenance issues despite being at sea more than 50%

of the time.

In what was possibly his last letter home, Marsden wrote

to his brother Arthur on September 9, "...received another half stripe - 1st Lieut. in our service or rank of Captain

in the Army." The good news had come in a cablegram.

He further stated that he could not receive the additional

pay until he had a chance to formally accept the promotion. He never would.

On September 26, 1918, the Tampa entered the Irish

Sea after successfully escorting convoy HG-107 from

Gibraltar bound for Milford Haven, Wales. Whether

ordered to Milford Haven or at the discretion of its captain, Tampa steamed ahead of its charges and disappeared over the horizon. At 2045 hours, the radio operator of the convoy's flagship reported the shock of an

underwater explosion.

Lurking in the evening twilight was UB-91. The U-boat's

commander, Kapitanleutnant Wolf-Hans Hertwig, reported firing a single torpedo from his stern tube at a

"...large patrol craft of about 800 tons; 1 stack, 2 very

high masts, on each side a life boat swung out." This

was a fairly accurate description of the Tampa considering he was peering through a periscope at a moving 

target that was over 500 yards away and in failing daylight.

It is doubtful that the Tampa took any defensive action or

even knew it was under attack. Wherever the torpedo

struck, its effect was to completely and immediately

destroy the ship. No distress signal was heard by any of

the nearby ships or shore installations. The Coast Guard

crew included 111 officers and men. Also on board were

ten seamen from the Royal Navy, a British Army officer,

four members of the U.S. Navy and five civilian dockworkers. A total of 131 lives were lost to an invisible

enemy.

Search and rescue operations were carried out over the

next three days. The fact that only two bodies and some

minor wreckage, identified as being from the Tampa,

were recovered indicates

that the ship was lost to a

single devastating explosion. The two bodies recovered were in U.S. Navy uniforms. One was identified

by a new technology known

then as the Finger-Print

System. He was Acting

Quartermaster Alexander

Louis Saldarini, USCG.

Both bodies were buried at

sea. News of the tragedy

did not reach the city of

Tampa until a week later.

The sinking of the Tampa

carried many sad distinctions. It was the largest

naval loss for the Americans

during World War I. Six of

the eleven Coast Guard

Officers, including

Lieutenant Earp, were graduates of the Revenue-Cutter

Service Academy, making it

the largest single loss for

that institution as well. Among the crew were three pairs

of brothers who also perished.

In Baltimore, an official letter from the Navy Department

arrived dated October 8, 1918. It read in part,

Mrs. Bertha L. Earp,

2422 Druid Hill Avenue,

Baltimore, Md.

Dear Madam:

This office is deeply grieved to announce the loss

of the Coast Guard Cutter TAMPA with all hands in

Bristol Channel, England, at 8:45 p.m., September

26, 1918. The dispatches show that your husband,

First Lieutenant J.M. Earp, was on board the

TAMPA at the time and that hope has been abandoned of finding any survivors of the catastrophe.

Fall 2007 - EE&L Quarterly • 27

A cover from the U.S. Revenue-Cutter Service containing a letter written by LT Earp

to his mother in Baltimore in 1916. He was stationed aboard the USS MCCULLOCH

in Sausalito, California, and later reassigned to the ill-fated TAMPA in 1917.
The letter was signed by Captain E.P. Bertholf, Captain

Commandant, United States Coast Guard. Two other

Marylanders went down with the Tampa. They were

Machinist Benjamin Nash Daniels of Calvert County and

Seaman John C. Kosinski of Baltimore City.

The loss of the Tampa had a significant effect on the history and tradition of the United States Coast Guard.

Events related to the ship and crew continued to evolve

until the very end of the twentieth century.

In November, two more bodies washed ashore at the

town of Fresh Water End on the coast of Wales. One

was identified from his liberty card as Seaman James

Marconnier Fleury, USCG. Both bodies were buried at

Lamphey Churchyard with full military honors. Through

an extraordinary series of events, Seaman Fleury would

be the only member of the Tampa's crew to return home.

Hamilton Cochran served on the Algonquin, a sister ship

to the Tampa in Squadron 2, and was well aware of its

tragic loss. During the war, he met and married a Welsh

girl. Thirty years after the war, they returned to Wales on

vacation and heard the story of the two bodies washing

ashore, but could not find the correct churchyard before it

was time to leave. After returning home, they were contacted by an American woman then living in Wales who

gave them the name of the cemetery where Fleury was

buried. She may also have notified the Coast Guard

because Fleury's body was returned to the United States

and reentered at Grace Episcopal Church in Jamaica,

Long Island, New York. On May 24, 1952, nearly 34

years after the Tampa was sunk, a contingent from the

Tampa Post of the American Legion, including Hamilton

Cochran, traveled from Florida to New York to hold a

memorial service over the grave of Seaman Fleury,

USCG.

During the First World War, it was a cold administrative

fact that when an officer was killed, his accrued pay and

allowances reverted to the government rather than being

paid to the next of kin. So profound was the loss of the

Tampa, that a Joint Resolution (H.J. RES. 215) was introduced in Congress on September 24, 1919 that called for

the payments of these monies up to and including

September 26, 1918 -- the date of the sinking. The

Resolution further addressed the fact that several officers

on the Tampa had been offered promotions that they did

not live to accept. These were conferred posthumously.

Lieutenant Earp was advanced two grades -- temporary

first Lieutenant from July 1, 1918 and temporary captain

from September 21, 1918. Temporary denoted a wartime

rank that would expire at the end of hostilities. In

December of the same year, the Eagle class #22 was

renamed the USCG Earp.

In 1924, a resident of Portheall on the coast of Wales

found a brass plate bearing the inscription "U.S. Coast

Guard" and "C.G. 718." The nautical relic was given to

the American Vice-Consul who passed it along to the

Coast Guard headquarters for possible identification. It

turned out to be from one of the Tampa's lifeboats. At

the same time it arrived, the current Tampa was breaking

ice in the North Atlantic. Memorial cards were printed on

the eighth anniversary of the ship's loss. They contained

a reproduction of the lifeboat plate and the words:

28 • Fall 2007 - EE&L Quarterly

Yester d a y’s

Tamp a
Fall 2007 - EE&L Quarterly • 29

"The supreme sacrifice of her crew for their

country and Flag leaves a golden heritage to

their families and posterity, and an added luster on the pages of history. May they never

be forgotten."

Congress established the American Battle Monuments

Commission in 1923. Its purpose was to erect memorial chapels in each of the American cemeteries in

Europe and dedicate them to all of those who gave

their lives during World War I. In these chapels, the

names of each soldier, sailor, marine, and Coast

Guardsman whose final resting place was unknown

would be inscribed in stone and "...will stand as enduring and individual tributes of a grateful nation to its

sons who still sleep in graves unmarked by name."

The Wall of World War I Missing at the American

Cemetery in Brookwood, Surrey, England, contains the

names of the seamen from the Tampa and the

Seneca. The Seneca had lost 11 men in a valiant

attempt to keep a British ship a float after it had been

torpedoed. Ironically, Seneca was the sister ship to the

then Miami when first sent out on iceberg patrols in

1913.

On May 23, 1928, the Coast Guard World War I

Memorial was dedicated at Arlington National

Cemetery. Known as the Tampa Monument, it is a 12-

foot high marble pyramid and contains a list of all the

men lost on the Tampa and the Seneca. Thus the two

ships are linked together for eternity. The high ground

upon which it sits has been unofficially named "Coast

Guard Hill". Every year on Veteran's Day, a wreath is

laid at the monument.

The latest, if not final chapter in the history of the

USCG Cutter Tampa, occurred on April 22, 1999, when

now retired Admiral James M. Loy, acting on the suggestion of Master Chief James C. Brunch of Floral City,

Florida, authorized the posthumous award of the

Purple Heart Medal to those who were lost in the sinking of the Tampa. That same year, a special presentation of the medals by the Commandant of the Coast

Guard to three of the relatives of the crew was incorporated into the Veterans Day ceremony at the Tampa

Monument. A framed Purple Heart Medal was also

presented to Commander James Howe, then

Commanding Officer of the current Coast Guard Cutter

Tampa (WMEC 902) for permanent display.

On November 18, 2003, the Purple Heart Certificate

and Medal for Second Lieutenant James M. Earp were

sent to his nephew, Charles Albert Earp in Baltimore,

Maryland. As Charlie explained to the Medals and

Awards Section in Washington, DC, "...I am an only

child, at 86 the sole survivor of the line." He was very

proud of Uncle Marsden.

Ever since World War I, the Coast Guard has kept a

Tampa in active service. The fourth ship to carry this

proud name is a 270-foot Famous Class cutter. It carries a crew of 11 officers and 90 enlisted men. While

its equipment is state of the art, its mission is timeless

-- Search and Rescue, Maritime Law Enforcement, and

Military Readiness.

To d a y’s

Tamp a
OCOpen Channels

Mission support throughout the Coast Guard is

changing. Whether through the efforts of the

Mission Support Planning and Implementation Team or

the Standard Boat pilot program being run by Logistics

Transformation Program Integration Office (LTPIO), the

world of work and management practices used in supporting our assets are changing. As part of that change

many offices are taking the opportunity to refresh or in

some cases develop their student engineering programs.

These programs are the corner stone of developing our

future senior engineers. Without a strong foundation to

build our engineer officers we will be unable to accommodate these changes. It is this reason that our more

senior engineers must take a personal interest in developing our juniors.

Our training programs are changing to meet the needs

of the future of mission support. With more focus being

put on the processes of providing logistics and maintenance support, our training programs are being rewritten

to ensure our officers earn those competencies needed

to provide that support. The naval community has taken

this opportunity to completely rewrite the Engineer

Officer in Training program, soon to be called the

Student Engineer Manual. Through a comprehensive

analysis, we have identified and refined the competencies needed by our shipboard and shore side naval engineers; the new program is designed to help our junior

engineers earn each of these competencies. Each section of the revised Student Engineer Manual will be

directly related to a specific competency. At the same

time CG-4 (Engineering and Logistics Directorate) partnered with Training Center (TRACEN) Yorktown to draft a

student engineering handbook, providing our junior engineers with a wealth of information to help them better

learn how to provide engineering and logistics support.

The newly revised Student Engineering Manual is currently in concurrent clearance with the intent of having it

promulgated this year and ready for use by the new

batch of student engineers next summer. In addition to

the handbook, TRACEN Yorktown has helped develop

an "end of course test" for section 1 of the Student

Engineering Manual. This, coupled with a designation

from CG-4 as a naval engineer, will further formalize the

program.

The naval community is not the only community to make

changes in the way we train our junior engineers. The

civil engineering community is also developing a student

engineering program focused on the tasks and competencies their community needs to support our shore

infrastructure. While still in draft, their program will mirror the other successful programs already in use.

Having a formalized program should help the civil engineers ensure their community is prepared to provide

superior mission execution by supporting our shore infrastructure.

by LCDR James Kammel

CG-48

Training

Future

Engineers

30 • Fall 2007 - EE&L Quarterly
The aviation engineering community has a very comprehensive program directly linked to earning the aviation engineer competencies. This program ensures that

senior engineers take ownership in developing their

juniors. By clearly linking the competencies needed to

earn a designation as a aviation engineer, their program

provides a clear path for career development that is

linked to ensuring operational commanders has ready,

capable assets to perform missions.

The key to each of these programs being successful will

be having a thorough program that involves senior engineers in the development of junior engineers. It is

imperative as we change our organization and the

processes used to support all assets that senior engineers take full ownership in developing the future of

their community. Leading our junior engineer officers

must involve much more than giving them their PQS.

Routine interaction, mentoring, and reviewing the material, as well as discussions of the changes our organization is undergoing, are all key aspects of developing

our future engineers. This will enable them to take positions of more responsibility and leadership both within

their programs as well as within other specialties. My

challenge to all of the experienced engineers out there,

whether officer or enlisted, is to take a hands-on role in

preparing your juniors for their future roles within their

communities.

Although the engineering and logistics processes and

practices are changing, one thing is certain ... our

future success depends on the ability of junior engineers to provide the same high levels of support to our

operational commanders as our senior engineers are

doing now and have done in the past. These new programs will provide a formalized process to train our

engineers, but that does not relieve our senior engineers of the responsibility to get personally involved in

the professional development of future Coast Guard

engineers. Take the time to help them understand the

technical, managerial, and leadership responsibilities

needed to improve our engineering and logistics

processes while we continue to provide superior operational performance through our combined engineering

and logistics excellence.

The Office of Workforce Management (CG-481) continues to play a key role in identifying the competencies

needed by our diverse engineering, logistics, and C4IT

workforces. By working with program managers, we

can take a holistic approach to managing our workforce

through their entire careers. Whether through managing specialties, ratings, or competencies, CG-481 has

been and will continue to be directly involved in ensuring our engineers and logisticians are "semper paratus."

Fall 2007 - EE&L Quarterly • 31
32 • Fall 2007 - EE&L Quarterly

Prevention or "P" in the future of a Deepwater-compliant Coast

Guard

A few years ago, the Coast Guard reorganized to the Sector construct for field operations, and just this winter implemented a

"vertical alignment" at the program level for Headquarters, Areas,

and Districts staffs. Throughout this process, many roles were

reshaped, created, or defined differently. This article is not

designed to be a commentary on that organizational change, but

more how to realize the way that future capabilities of the

Integrated Deepwater System (IDS) may be realized in the Marine

Environmental Protection (MEP) mission area.

Prevention or "P" is still emerging within the framework of current Coast Guard common operations picture, but hopefully this

article can generate a better understanding of how the MEP mission area is woven into the fabric of the Deepwater strategy.

SDICP - Surveillance, Detection, Identification, Classification, and

Prosecution

From a review of operational tactics past and present, across all

missions and maritime services, a "Global Mission Execution"

was derived. We call this continuum SDICP, which stands for

Surveillance, Detection, Identification, Classification, and

Prosecution.

OCOpen Channels

Where's the Where's the 

"P" or

"Prevention" in revention" in

Deepwater? Deepwater?

by LCDR Dennis Branson,

Prevention Lead to the Deepwater Program Sponsor's Office

Edited by CPO Sarah Foster-Snell

Illustrations by Rich Doyle

Editor’s Note: This

article was submitted

near the end of 2006,

please keep in-mind

when reading, some

things may have

changed since this

article was first

penned.
Fall 2007 - EE&L Quarterly • 33

The process starts with "surveilling" vast areas of the seas to detect objects of concern. Upon "detection" we

need to "identify" the object (i.e., vessel, debris, etc.) and if the object is of interest we then invest resources to

"classify" it as a Target Of Interest (TOI). Objects classified as TOIs mandate some form of "prosecution" which

can be saving a life on the high seas, sending an armed boarding party onto a TOI for law enforcement action,

or in the matter at hand -- determining an illegal oil spill source.

For starters, lack of full interoperability hampers our methods and processes for conducting effective SDICP in

today's operational environment. Currently, maritime patrol aircraft from the Coast Guard, Navy, and other federal agencies are unable to link their sensor data to our surface assets and their controlling command centers.

Although our helicopter fleet is currently being phased in to be Deepwater-compliant, they also don't have the

ability to share data with the same cutter they just took off from.

Deepwater's organic interoperability incorporates SDICP methodology in its operational construct as key to optimal execute mission effectiveness. This is simply based on traditional Coast Guard patrolling methodology with

an increased command, control, computers, intelligence, and reconnaissance (C4ISR) capability centered on

the unclassified concept of operations.

Projecting a Deepwater-compliant Marine Environmental Protection Mission Area

Therefore, applying SDCIP to the MEP mission area is the next step and the question becomes, 

"Is there an oil mission in Deepwater?"

Well yes there is!

In fact, the National Security Strategy and other strategic documents have long recognized the value of the

MEP mission. Additionally, the Modeling and Simulation Master Plan (MSMP) provides the metrics for operational efficiency, as well as sets the mission demands and "force lay down" for Deepwater assets.

While research was conducted to support the concept of "Prevention in Deepwater" for the MEP mission, perhaps the most influential reference is the recommendation of the 1999 Interagency Task Force on U.S. Coast

Guard Roles and Missions which states:

"...the Coast Guard should develop methods of surveilling the U.S. EEZ to detect violations of

U.S. marine pollution laws. The Coast Guard's surveillance requirements and capabilities should

be coordinated with those of the National Oceanic and Atmospheric Administration (NOAA).

Those remaining Coast Guard requirements should be considered in the design development of

the Integrated Deepwater System."

Consider this: Coast Guard enforces more than twenty statutes, Executive Orders (EO), and regulations related

to the protection of the marine environment. For example, the 1995 Presidential Decision Directive 36 (PDD36) provides clear Administration policy on protecting the ocean environment and the need for "stewardship of

marine resources." In addition to addressing international maritime legal regime issues and the protection of

living marine resources, it calls for reducing marine and coastal pollution.

Defining the Problem, Mystery Spills ...

Although datum from Environment Canada estimates that 300,000 birds a year are killed off the eastern Canadian

coastline due to contact with "mystery" spills, hard facts on U.S. illegal dumping is elusive. A small spill at the

wrong time during breeding season can have a significant impact on a species, while larger spills may go

entirely unnoticed. Currently, a Headquarters-led working group is working with the 11th District Prevention

staff to better determine the extent of the problem on southern California’s coastal areas.

In addition, pollution from vessels, including known and negligent spills of oil and other hazardous substances

pose a serious threat to the marine environment. The Roles and Missions report also states that: "the Coast

Guard should explore avenues to improve its ability to detect violations of marine environmental protection laws,

specifically in the offshore (50-200 nautical miles out) region.”
Given the emergence of global impacts of environmental hazards, there is no doubt that Deepwater capabilities

will raise the standard for the Coast Guard's Marine Environmental Protection mission.

Future Capabilities -- Bringing It All Together Under Deepwater Requirements

In 2003, the Coast Guard’s Office of the Deepwater Sponsors' Representative began an effort to mine the

expertise of a myriad of operational leaders in completing the Performance Gap Analysis (PGA) studies and

report.

This effort produced and expanded the System Performance Specification (SPS) which provides for the basis

of MEP capabilities in developing Deepwater-compliant standards.

One section of the SPS

specifically requires the

Deepwater system have

the capability of "determining oil and hazardous

materials and prohibited

discharges in the air or

water column to be detected and its size and composition identified."

Furthermore, Deepwater's

Command and Control

(C2) system is also

required to assist in the

"detection, identification

and classification (e.g.,

severity) of substances

foreign to the environment.”

The performance gap

analysis also identified the

following Deepwater capabilities that would provide

added value to the Marine

Environmental Protection

missions.

❑ Geospatial Imagery (GEOINT) is an enabling component to address in the SDICP operational methodology. Essentially, the use of satellite imagery to discern the complicity of the tank vessel in a dumping case

is a new tool that would increase ability to detect violations and to build sound prosecution cases for environmental crimes. Increased Coast Guard awareness of activity in the Exclusive Economic Zone (EEZ) will

have synergistic benefits in virtually all Coast Guard mission areas: safety, maritime security, and mobility.

❑ Interoperability: One of the intrinsic benefits of Deepwater's "system of systems" concept is its emphasis on

joint collaboration with interagency partners from state, local, and the federal government, such as the

Department of Homeland Security and in the case of the MEP mission -- with NOAA.

Since NOAA is responsible for monitoring the deepwater region and continues to be forward-leaning with

regard to sensors and detectors to determine changes and anomalies in the offshore marine environment, the

Interagency Task Force recommended that the Coast Guard collaborate with NOAA and other federal stakeholders to ascertain the degree current or planned environmental monitoring equipment is suitable for surveillance, detection, and ultimately, identification for adequately enforcing national marine environmental protection

laws and regulations. This surveillance coordination effort is sure to benefit other Coast Guard operational missions as well, such as maritime domain awareness.

34 • Fall 2007 - EE&L Quarterly

OCOpen Channels
Fall 2007 - EE&L Quarterly • 35

New MEP Deterrence Tools: The POPEIE Buoy

In order to meet the needs of Deepwater's PGA requirements, the sponsor's office assisted in evaluating and

assessing the application of emerging and existing technologies.

Over the past year, a great deal of work has been done to incorporate an oil sampling and identification buoy

known as the Probe for Oil in the Environment, a.k.a., "POPEIE" (pronounced “Popeye"). This buoy is constructed from the Self Locating Marker Buoy (SLDMB) construction and communication packages and allows

for the capture of a defensible oil spill sample. Designed by the Coast Guard Research and Development

Center and the 11 District staff, POPEIE is a unique tool that passed Research and Development (R&D) evaluation and certified for air deployment from C-130s since 2004.

Currently, the 11 District staff is working with Coast Guard Sectors San Diego and San Francisco to prepare the

buoy for operational evaluation and certification for rotary deployment.

MEP and Its Relevance to Coast Guard Leadership

Contrary to what many believe, the marine environmental protection mission is far from gone in the Coast

Guard. It’s alive and well with the Coast Guard Academy recently establishing a Chair in Environmental Studies

demonstrating not only its academic significance, but also of its increasing relevance to Coast Guard leadership.

Right now, many Headquarters and Area programs are beginning work to complete the Coast Guard "CONOPS

(Concept of Operations) 2025" which describes plans and procedures to guide the Coast Guard execution of

roles and missions (strategic, operational, and tactical) when operating in and with the Deepwater area of operations. To achieve that end, MEP will have to be thought out differently than ever before.

"SITREP ONE"

On May 8, 2008, a Sacramento-based, MPA

(Maritime Patrol Aircraft) flies a routine night

multi-mission Maritime Domain Awareness (MDA)

patrol approximately 75 miles off the California

coast between Los Angeles and San Diego.

Equipped with the POPEIE buoy, the new oil

detection/sampling buoy is placed aboard due to

increased large "mystery spills" occurring along the California coast.

[Deepwater CONOP=Surveillance]

At approximately 6 a.m., the aircraft, patrolling at 5000 feet, detects an oil sheen on the APS-143C Radar. The

sensor operator plots the 1⁄4 mile wide, 10-14 mile long spill using the Synthetic Aperture Radar (SAR) mode

Illustrating the Marine Environmental Protection mission as Deepwater-compliant, the following fictional

scenario will increase understanding of SDICP to depict the way Deepwater can promote conceptual

development of future assets and systems.

It is provided to demonstrate the potential for a new capability within Deepwater with the intent to explain

how an Air-Deployable Oil Sampling buoy (ADOSB) could provide increased detection, as well as serve as

a deterrence factor for future Marine Environmental Protection missions in Deepwater.

AIR-DEPLOYABLE OIL SAMPLING BUOY

"A Scenario of Detection to Prosecution"

[Note: Brackets indicate trigger points along the Deepwater operational methodology (CONOPS-concept of

operations) known as "SDCIP" for Surveillance, Detection, Identification, Classification, and Prosecution.]
36 • Fall 2007 - EE&L Quarterly

southwest of Sacramento. Using a sensor, the Maritime Patrol Aircraft (MPA) confirms the sheen by thermal signature,

records the image, and provides radar and sensor imagery to the Command Center for analysis. The sheen is directly

adjacent to the charted shipping lane for transiting vessels between Los Angeles/Long Beach and San Diego.

Although the MPA reports that no target vessels are plotted on the radar within the immediate vicinity of detection, the

Command Center indicates a risk to nearby bird estuaries (protected shoreline habitats) and recreational beaches

along the California coastline based on current modeling for the area. The aircraft confirms the impact risk after

deploying a Data Marker Buoy (DMB) that indicates set and drift of the sheen, which is also shown by the sensor and

radar imagery of the spill. It maps the area and plots commercial traffic via the Automated Identification System (AIS)

and vessel radars via Electronic Surveillance Measures (ESM) within the coverage range for captain of the port

(COPT) analysis and investigation to determine a source vessel.

[Deepwater CONOP=Detection]

Since the sighting occurred during a routine patrol,

communications was established via tactical control

(TACON); therefore, the cognizant COTP zone is determined to be Sector San Diego. Incident command is

handled in coordination between the Eleventh District

Command Center and Sector Command Center-Joint

(SCC-J) San Diego, a combined Coast Guard-Navy

Command Center.

At, or about this time, the Pacific Area (PACAREA)

Operations Center, determines, via a Blue Force

Tracking (BFT) capability within the USCG Common

Operational Picture (COP), that there are no Coast

Guard operational assets within adequate response

time. Efforts are made to employ other resources

(NOAA, USN, etc.) through the COTP and Regional

Response Team (RRT) coordination, yet no resources are

found to conduct a timely

response.

Once receiving this information,

the decision is made to use the

air-deployable oil collection device aboard the MPA. The COTP requests the device be

deployed for evidence collection, as well as to help determine the type of product spilled.

[Deepwater CONOP=Classification]

The MPA crew works off a recently completed job aid for the buoy (developed by the 11th

District in conjunction with Sector San Diego) with details and procedures for physical deployment and retrieval. The serial number and deployment location is noted by the crew and the

device's cardboard encasement is removed. Being there are no fins, or other attached parts,

the crew deploys the device successfully into the largest concentrated section [of the spill]

from an altitude of 100 feet. The buoy automatically activates upon contact with water allowing

the crew to video/photo document the deployment via the new Deepwater video capability.

Latitude/Longitude position (tracking) of the buoy sampler is transmitted via an "ARGOS"1

satellite, and a flashing strobe that was automatically activated upon deployment. Due to

weather conditions, and lack of asset availability to respond, the buoy's capability of broadcasting a position continuously up to two weeks becomes critical at this moment.

1 The Argos DCS is another data collection relay system that adds the benefits of providing global coverage and platform location.

The Argos program is administered under a joint agreement between the National Oceanic and Atmospheric Administration (NOAA)

and the French space agency, Centre National d'Etudes Spatiales (CNES). The system consists of in-situ data collection platforms

equipped with sensors and transmitters and the Argos instrument aboard the NOAA Polar-orbiting Operational Environmental

Satellites (POES). The global environmental data sets are collected at telemetry ground station.

OCOpen Channels
Fall 2007 - EE&L Quarterly • 37

A recently re-engined Deepwater HH-65C helicopter is vectored to retrieve the buoy and uses a DF-430 direction

finder and an UHF Line of Sight (LOS) homing signal. Due to the device's design (closed, locked, tamper-proof sampling chamber) the buoy maintains the chain of custody and the crew backs up the case with time-stamped video

and digital photos on scene. When the aircraft returns to base, the collection chamber/with samples is shipped to

the Coast Guard Marine Safety Lab in Groton, Conn., for analysis, identification and evidence collection.

"On the Beach"

Using the 96-hour Notice of Arrival reports and AIS capability, the SCC-J Arrivals Desk sorts all arriving/transiting

vessels information from the last 72 hours. Coordination with the Coast Guard's Intelligence Coordination Center

(ICC) is initiated and the list is narrowed to five vessels.

One of the vessels, a Panamanian-flagged, 600-foot, crude carrying coastwise tank ship, the Pandora has just

arrived at a terminal south of San Diego. Of the five vessels identified, it has a poor Port State Control record due to

multiple safety and marine pollution (MARPOL) violations for more than three years. All five vessels are boarded by

Sector Response department personnel, Port State Inspectors, and Field Intelligence Support Team (FIST) members. Visual examination of each of the subject vessel's International Maritime Organization (IMO)/MARPOLrequired systems is conducted, along with crew interviews.

"Back in the Lab ..."

Sample media is sent from all five suspect vessels to the Marine Safety Lab for Oil Spill Identification System (OIS),

an analytical methodology that makes it possible to match oil to the correct chemical source. All subject samples are

found to be forensically-supportable, of adequate sample size, and properly maintained within the chain of custody

by the lab. Following completion of the OIS, the lab determines the exact composition of the sample to be intermediate bunker fuel and is a perfect match with sample source B -- the Pandora.

[Deepwater CONOP=Identification]

SITREP FINAL

Approximately five days after the incident, the California Assistant U.S. Attorney orders a subpoena of the Pandora's

oil record books and other engineering logs. Due to lessons learned from the merchant vessel Command incident

(1998 vessel dumping case that resulted in a $10 million dollar fine from a foreign-owned company) the decision is

made to operationally prosecute the Pandora before she leaves the U.S. EEZ. Working in unison with Sectors LA/LB

and San Diego, PACAREA is able to chop the newly-commissioned National Security Cutter BERTHOLF (WMSL750), on return from patrol from the Bering Sea, to the last-known AIS position of the Pandora.

[Deepwater CONOP=Prosecution]

Flag-state control is requested and successfully granted by Panama and the owner/operator. The vessel is escorted

back to San Francisco by BERTHOLF while the case is built. Witness statements corroborate the fact that substandard material conditions had existed for years in Pandora's ballast tanks, allowing seepage from adjacent fuel oil and

bunker tanks.

"POSTLOG"

The Verdict - Upon investigation of the incident, it became apparent that both the owner/operator of the Pandora,

and the crew were negligent for not complying with International Safety Management (ISM) code and MARPOL standards. Witness interviews of the crew, validated by Sector Investigators and Coast Guard Investigative Service

agents, also corroborate intentional bypassing of the Oily Water Separator (OWS), falsifying engineering records, and

"jury rigging" piping.

A note from LCDR Dennis Branson

Prevention Lead to the Deepwater Program:

For the past two years, my work as the Prevention Liaison (i.e., "legacy Marine Safety") representative in the Office

of the Deepwater Sponsors' Representative has been challenging -- not only in understanding the many complexities

of the acquisition program that is Deepwater, but in bringing out the concepts of how Prevention (legacy Marine

Safety) missions will be incorporated in the Integrated Deepwater System (IDS).

Although it is obvious that the emphasis of the IDS is to operate vessels, aircraft, and other traditional "operational"

assets, I have found that there is an M in Deepwater ... or I mean -- a "P" for the emerging Prevention field.
38 • Fall 2007 - EE&L Quarterly

ED

Engineer’s Digest

by CDR Erik Langenbacher

HH65 Product Line Manager

USCG Aircraft Repair and Supply Center

USCG photo by PA1 John Edwards

H-65

Aviation

Use of

Force

Program
Fall 2007 - EE&L Quarterly • 39

H-65 Aviation Use of Force (AUF) began as a result of the country's increased readiness posture resulting from theSeptember 11 attacks. The H-65 was also confronted with

technology gaps resulting from the Rescue 21 program requirements and new

equipment required to track 406 MHz EPIRBs. The H-65 AUF program has its

roots in several legacy missions in addition to these new requirements. These

missions include the Helicopter Interdiction Squadron (HITRON), the National

Capitol Region (NCR) mission, and Operation Bahamas and Turks (OPBAT).

HITRON is a highly successful counter-drug operation that currently utilizes the

MH-68 Stingray through an Integrated Coast Guard System (ICGS) lease program using the Augusta-Bell 109. The communications systems used by

HITRON include High Frequency Automatic Link Equipment (HF-ALE) and

Military Satellite Communications (MIL SATCOM).

NCR was assigned to the Coast Guard due to several incursions into the prohibited airspace around Washington D.C. by small, single engine aircraft. The

Coast Guard's NCR mission is to patrol and interdict these aircraft as incursions

occur. During the fall of 2005, several ideas were discussed as to what existing

aviation platform will take over the NCR mission. Initially, the H-60 was the

choice. Initial plans called for OPBAT aircraft to support NCR and have the H65 backfill the OPBAT mission. OPBAT has very distinct communications

requirements that involve HF ALE and the VP 116, which allows HF ALE secure

communications with Customs. Eventually, the H-65 was selected for this mission and the H-60 retained OPBAT.

The legacy H-65 fleet has none of the above technologies. As the decision was

being made on how to best support the new NCR mission, it was very clear that

regardless of what aircraft would support these missions, the H-65 fleet needed

an upgrade. To cover all the bases, a plan was created early in the summer of

2005 with personnel from the Aircraft Repair and Supply Center (ARSC) H-65

Product Line. With the outline in place, the real work began identifying technologies that supported the known mission requirements within the H-65C current

avionics architecture.

Requirements 

Each mission profile was closely studied with representatives from each field

specialty. Among the known requirements, the concept of multi-band radios that

facilitate direct communication links between local police, fire, and other search

and rescue entities was a desired design goal. Along with several communication requirements mentioned above, several safety of flight devices to include a

Heads Up Display (HUD), night vision goggle compatible formation flight position

lights, and an Electro-Optical Infrared (EO/IR) sensor were also design goals to

support these missions. In summary, it was decided to integrate the following

new systems into the existing H-65C architecture:

ARC 210 MIL SATCOM radio

ARC 220 HF ALE radio

(2) Wolfsburg RT 5000 multi-band radios

DF 430 (Ch 70 and 406 Mhz EPIRB direction finding capability)

NVG compatible HUD

EO/IR

Multi channel digital data recorder

NVG compatible formation flying lights

NVG compatible search lights
40 • Fall 2007 - EE&L Quarterly

ED

Engineer’s Digest

Design 

After conceptual design, a statement of work was prepared to integrate these systems into the Rockwell

Collins Computer Data Unit (CDU) 900. After Rockwell

Collins reviewed the interface control documents provided with each system, a preliminary design review

was conducted to work toward the final design. Here

the basic framework was finalized to actually start

physical and software design. After the preliminary

design was complete, the project entered the critical

design phase capped off with the critical design review.

In this meeting, the design was technically set and

known bugs were worked out.

Design for the

system progressed despite

several technological and

logistical

issues. The H65 Product Line

Team worked

diligently with

radio and

antenna manufacturers to

optimize radiation fields to

minimize interference with

other systems.

This involved a

complete

redesign of the

HF antenna

and a careful

placement of

SATCOM and

multi-band

radio antennae

as well. Also,

because the

new multi-band radio had never been integrated into an

aircraft flight management system, the interface control

documents had to be developed and tested extensively

before installation. Weight and balance design challenges were overcome involving strategic placement of

the new components to minimize weight and volumetric

increases. Through a lot of work by the H-65 avionics

integrator, Rockwell Collins, the radio manufacturer,

Wolfsburg, and the ARSC design and contract staff, a

functional communications suite was delivered to facilitate on-time electromagnetic interference testing at the

United States Naval Air Station Patuxent River,

Maryland.

Production and Logistical Planning 

Several of the above components have a procurement

lead time of over a year. Therefore, prior to fielding

these new assets, sparing, and production assemblies

needed to be procured well in advance. The H-65

Product Line worked with the Deepwater staff to secure

approximately $5 million of long lead time components

to facilitate field sparing and production. Because of

this pre-planning, HITRON is scheduling a deployment

with an AUF MH-65C this fall.

Training is another critical element of logistics.

Because of the completely new communications suite,

each system is undergoing extensive operational test

and evaluation concurrent with development of training

doctrine at Aviation Training Center (ATC) Mobile.

Maintenance training is also a work in progress and the

H-65 Product Line Technical Services and Projects

staff is developing the Wiring Diagram, Illustrated Parts

Breakdown, and Component Maintenance Manuals to

facilitate field level maintenance.

Assembly 

Prior to installation, an aircraft had to be made ready to

accept these new systems. This involved tearing out
Fall 2007 - EE&L Quarterly • 41

legacy systems and design engineering and fabrication

of new wire harnesses, mounting brackets, displays and

the manufacture of parts needed for assembly. Each

design, manufacture, and installation action was carefully monitored and recorded in accordance with ARSC's

ISO 9001 certification to develop the documentation

essential to reproduce future models. This record has

been essential for the current production run of 48 AUF

configured aircraft as well as the development of training documentation.

Testing 

The AUF system successfully completed its developmental testing and currently is undergoing operational

evaluation. To get to this point, several levels of system

testing were completed during this project. During

design, the system was run through a robust program

on the "Hot Bench" or a complete H-65 avionics suite at

the Rockwell Collins facility in Cedar Rapids, Iowa.

Here, the Hot Bench is "flown" or modeled to fly, and

system interoperability checks are completed. Once

Rockwell Collins was satisfied with its testing, the Coast

Guard ran the final software acceptance. This phase

was quite critical as once it was accepted, the design

was installed on an actual aircraft. A few bugs were

quickly worked out and assembly back at ARSC began

on 6 November 2006.

During assembly, each system was tested extensively

for electrical continuity and interoperability. The goal

was to achieve the same level of fidelity displayed on

the Hot Bench. Because these systems were new to

ARSC technicians, a steep learning curve had to be

mastered. Within 2.5 weeks of successful Hot Bench

testing, systems checks on the AUF prototype were

completed in the hangar, and the aircraft was subjected

to ARSC developed Safety of Flight (SOF) test criteria.

With only minor discrepancies noted, the aircraft was

released for further ground/flight testing and delivered to

NAS Patuxent River. Again, every assembly action was

carefully annotated in painstaking detail to facilitate efficient future production.

NAS Patuxent River has a special hangar to evaluate

every aircraft system's interoperability and measure

interference. The aircraft's systems are checked against

every possible radio transmission, either individually or

simultaneously. Here nuances are discovered that only

actual testing can reveal. Serious discrepancies can

exist that must either be corrected or mitigated by standard operating procedures. The value of this type of

testing is paramount to flight safety. Fortunately, the

AUF communication suite in the H-65 revealed only

minor issues, easily accommodated in the H-65 Flight

Manual. It is now in its next phase of testing at the

Aviation Training Center (ATC) in Mobile, Alabama.

Here, the ATC instructor pilots and crewmembers will

evaluate the new systems and create training and operational procedures to ensure standardization throughout

the fleet.

Summary 

Overall, this program has been a great success. Soon

the H-65 AUF helicopter will replace the $14.7 million

annual contract that supports the current HITRON lease

supporting the small fleet of Augusta-Bell 109s. The

AUF system

greatly improves

H-65 operational

effectiveness

from the aspects

of flight safety,

communications

and sensors.

The heads up

display allows

the pilot to

observe critical

system parameters while looking

outside. The

communications

suite provides

reliable long

range communications as well as the ability to communicate with other agencies. The EO/IR will provide

HITRON crews a safe and effective tool to evaluate

threats visually from great distances as well as providing a highly effective tool for Search and Rescue (SAR).

The DF 430 provides an integrated system to monitor

and direction find on standard distress frequencies as

well as the new Rescue 21 required VHF-FM channel

70 and 406 MHz EPIRBs. In summary, this team has

successfully integrated the communications suite of the

H-65 for the next 20 years.
42 • Fall 2007 - EE&L Quarterly

ED

Engineer’s Digest

Naval Engineering Support Unit (NESU) Portsmouth is the manager of the Maintenance and Logistics CommandAtlantic's P-100 Portable Damage Control Pump Reconditioning Program. This program was implemented to

provide the operational cutter fleet with an "A" condition pump at a significantly lower cost than that of a new pump

procured from the Federal Stock System. Since the full implementation of the P-100 into the Coast Guard in 2004,

the program has been utilized 57 times to respond to pump casualties that would have significantly impacted cutters' operational missions. Over the last three years, NESU Portsmouth has observed a steady increase in the cost

to recondition these pumps from $2000.00 in 2005 to $3900.00 in 2007. In addition to the increase in replacement

parts from the Original Equipment Manufacture (OEM), other cost increases can be linked to the failure of expensive pump housing components due to improper maintenance after operation.

The pump housing of the P-100 is constructed of aluminum, containing two brass seals, a bronze impeller, and a

stainless steel shaft key that holds the impeller in place. Each time the pump unit is used to pump seawater or

brackish water, the pump must be flushed with fresh water to prevent salt crystals and oxidation from binding the

pump shaft and other pump components that fit together with minimal clearances. NESU Portsmouth's data shows

that the pump end of the P-100 seizes 98% of the time due to improper flushing techniques and not ensuring the

pump housing is properly cleaned from debris and fully drained of all water before stowing. Failing to properly flush

the pump and fully drain the residual water will result in the pump casing and impeller corroding beyond repair.

In response to this consistent theme of pump failures, NESU Portsmouth worked with the Original Equipment

Manufacturer (OEM) to identify an inexpensive flushing adapter, which was approved and promulgated by the

Engineering Logistics Center in a message -- DTG 011232Z MAR 07. The flushing adapter is a 3-inch female NH

thread by 3⁄4-inch female GHT thread, which connects directly on to the suction end of the pump. A simple garden

hose provides the water to flush the pump and connects directly to the end of the installed flushing adapter. The

first step to properly flush the pump is to ensure that the primer line valve is open and the exhaust primer lever is

shifted to the prime position to prevent water from back flowing into the head of the pump. Next, open the pump

petcock valve and allow the pump to stand upright for three minutes to drain completely; then run fresh water

through the pump using the garden hose connection on the flushing assembly for three to five minutes continuously. If the air temperature is above 32 degrees after flushing, spray silicone lubricating compound into the suction

and discharge ports to coat the impeller and pump volute. If the air temperature is below 32 degrees, open the

primer line valve and shift the exhaust primer lever to the prime position, restart the pump unit without connecting

the suction and discharge hoses and immediately stop the pump after five seconds to evacuate any remaining

water from the priming line. Finally, close all drains and valves and replace the thread protector caps on the suction and discharge fittings of the pump.

The Engineering Logistics Center will add the adapter to the cutter's Authorized Equipment List (AEL) and maintenance cards in the near future. The flushing adapter may be purchased directly from W.S. Darley and Co. at a cost

of $63.20. The flushing adapter part number is BE250 and the point of contact at Darley is Mr. Robert Tomasik at

(708) 273-6914.

Taking the time to ensure proper flushing techniques are followed will significantly prolong the life of the pump,

which will save the Coast Guard money, man hours, and most importantly, ensure the crew on the cutter has a reliable pump.

P-100 Portable

Dewatering Pump

by MK2 Anthony Scott

Naval Engineering Support Unit (NESU) Portsmouth
Fall 2007 - EE&L Quarterly • 43

Severely deteriorated P-100 pump

housing with an unrepairable impeller.

Notice the salt line inside the pump

housing indicating the level of salt

water remaining inside the pump after

operation.

New flushing adapter for the P-100.

P-100 being flushed using the new adapter.
44 • Fall 2007 - EE&L Quarterly

The Common Operational Picture,

or more simply COP, has existed through military operations for decades.

Until about five years ago, the Coast

Guard's involvement in this collaborative

environment was limited to a few larger

cutters that participated in Navy Fleet

Exercises and individuals assigned to Joint

Operations Commands. In more recent

years, COP has exploded across the operations landscape through the fielding of

several systems. Using the Global

Command & Control System (GCCS),

Command & Control Personal Computer

(C2PC), HAWKEYE, Vessel Traffic System

(VTS) and others, the COP has become a

constant and vital component at every

command level and in virtually all operations. Still, there are shortcomings that

need to be met and users that need to be

better served. To this end, new applications, improved architecture, and expanded functionality are in development and

will bring enhancements to the COP.

Global Command & Control System -

Joint (GCCS-J)

GCCS-J is the grandfather of COP systems. This is the backbone of how data is collected,

transported, shared, and manipulated. Without GCCS-J,

the COP would not exist. The Coast Guard is not the

"owner" of GCCS. It is a Department of Defense (DOD)

product that the Coast Guard (CG) customizes for its particular uses. Because the focus of GCCS is the DOD

mission, there are some minor gaps in equating CG

requirements to the DOD functionality included in GCCS.

Some of these gaps revolve around symbology and availability of data attribute fields for imported data sets. As

all GCCS user communities have found, the most readily

apparent limitations in GCCS's current version are track

load constraints and ability to share overlays created outside of GCCS (i.e., from C2PC).

GCCS-J will be going through dramatic changes over the

next couple of years starting with incremental improvement 4.0.2. Fielded CG wide in early Calendar Year 2007

(CY07), this release addresses track load, overlay, and

geo-filtering limitations. Version 4.1 is expected to be

released late in CY07. It will further improve GCCS-J

and initiate the spiral migration of the current Common

Operational Environment (COE), the core software build

of GCCS, to the next generation version called Net

Enabled Command and Control (NECC). Throughout this

spiral migration, GCCS-J will see frequent and rapidly

deployed improvements, moving to a Systems Oriented

Architecture (SOA) that can more easily draw and share

resources and applications across networks. This is

accomplished through use of common development environments that are interoperable with minor configurations.

The world of GCCS is fast paced and constantly changing as developers at all agencies are realizing the potenC4+ITCC4I

T

USCG photo by PA3 Donnie Brzuska

O n e C O P ,
tial of this new development environment. The CG is

engaged at multiple levels, from engineering to policy, to

ensure our requirements are met and emerging innovations are assessed and incorporated as needed.

Command & Control Personal Computer (C2PC)

C2PC is one of the most visible, familiar, and oldest COP

tools currently in the field. Originally deployed throughout

the Search and Rescue (SAR) community for search

planning and response, the CG took the core C2PC

application (a U.S. Marine Corp (USMC) application) and

modified it for distribution to CG SWIII (Standard

Workstation III) users. This modification involved stripping out DOD mission specific functionality and customizing installation to meet CG SWIII security requirements.

The result is the C2PC-CG variant everyone's familiar

with. Over the years, C2PC-CG has seen many functional improvements and continues to be a highly useful tool.

As the CG COP initiative emerged, C2PC emerged as a

track viewer for users. This was made possible due to

C2PC's USMC implementation as a portable C2 system

that could easily interact with GCCS and display track

data. Starting four years ago, C2CEN fielded C2PC

Gateways throughout the CG to leverage this functionality and provide GCCS track data to the desktop user. The

Gateways are tied to the GCCS-J backbone and allow

the C2PC-CG desktop user to extract, view, and manipulate COP track data. The distributed architecture of both

the GCCS-J and C2PC servers allows for load balancing

and failover recovery in case of outages. This capacity

was further expanded to the Secret Internet Protocol

Router Network (SIPRNET) domain with native C2PC

and C2PC Gateways implemented CG wide.

Traditionally used in the CG for shore based Command

Centers, C2PC has recently been instrumental in getting

COP data to the shipboard community. Recent policy

from CGHQ's Office of Command and Control

Capabilities (CG-37RCC) has allowed cutters to leverage

improved underway connectivity to obtain C2PC user

accounts and access COP data while underway. This

additional user environment dramatically enhances MDA

for the cutter but also extends the range of the COP data

source to the Area Of Responsibility (AOR) around these

participating units.

Some limitations still exist in C2PC's implementation. For

example, data attributes available in GCCS based systems are not always 100% exportable to C2PC based

systems and symbology for the two systems is not identical, nor does it fully meet all CG mission requirements.

C2PC, like GCCS, is due for several changes over the

next couple of years. C2PC version 6.1 is the most

Fall 2007 - EE&L Quarterly • 45

M u l t i p l e F a c e s

by LT Robert Baronas

C2CEN
46 • Fall 2007 - EE&L Quarterly

C4+ITCC

recent version available to developers. It is being evalu4I

T

ated against both CG SWIII and CG SIPRNET standard

images to ensure compatibility. One key feature improvement provided in this version is enhanced COP

Reachback functionality giving users the ability to view

additional source data attributes of COP tracks with a

click of the mouse.

In the future, C2PC will change its core software to

reflect an SOA design using the Commercial Joint

Mapping Took Kit (C/JMTK) package that's being adopted by numerous agencies and commercial vendors. This

will greatly increase the interoperability of C2PC with

other initiatives currently in development.

COP Web Services System (CWSS)

CWSS is a recently renamed initiative that rolls several

development efforts into a more effective package.

CWSS is primarily made up of the Web-Enabled COP

(WebCOP) hardware infrastructure but includes data and

hardware solutions for Cell Phone Blue Force Tracking

(Cell BFT), Vessel Monitoring System (VMS), Inland

Rivers Vessel Movement Center (IRVMC), and others.

This solution will bring exciting changes to existing and

new COP users in data availability, reliability, and distribution. The following notional diagram helps to illustrate

the relationship of the efforts (Note: not intended to be an

all-inclusive list of data sources or paths).

The CWSS system will allow for more rapid development

of solutions to collect data from disparate sources and

distribute it to units via the COP, including the WebCOP.

The architecture and software builds allow for encryption

solutions to protect the data, and for scalable and redundant hardware suites to ensure reliability. Implementing

CWSS in this way also increases the likelihood of success in incorporating other data sources by establishing

a versatile infrastructure and encryption baseline that

simplifies development effort and reduces cost. Fielding

of CWSS is anticipated during 2007.

Web-Enabled COP (WebCOP)

WebCOP is intended to bring a light-weight COP viewer

to the user. This will be done through use of the C/JMTK
Fall 2007 - EE&L Quarterly • 47

suite of development tools and the incorporation of

Geographic Information Services (GIS) already provided

by CG Operations Systems Command (OSC). Working

against this backdrop, an overlay of track data drawn

from the COP will be infused onto the display. This functionality will be available to users through a simple

Internet Explorer (IE) window. The first iteration,

WebCOP(U) (U for Unclassified), will be available solely

to authorized CGDN+ users. An INTERNET version,

WebCOP(I), is in the early stages of development and a

future SIPRNET version, WebCOP(S), is envisioned and

under consideration.

Development of WebCOP(U) has been ongoing for nearly

a year. Several BETA cycles have been completed and

the participating user community has provided outstanding feedback. This input has resulted in numerous performance improvements rolled into subsequent BETA versions. Despite delays due to operational prioritization

and unavoidable hardware anomalies, it's anticipated that

the first release of WebCOP(U) will arrive in the summer

of 07, bringing COP to an ever increasing audience and

continuing the expansion of available MDA tools.

Cell Phone Blue Force Tracking (Cell BFT or CBFT)

Cell BFT is the latest addition to the COP arsenal of data

inputs. This solution allows a commercially available cell

phone to automatically report its position to the COP.

This provides operational commanders the capability to

easily locate and recognize specific BFT units, improving

force disposition awareness, and enhancing overall mission effectiveness.

Leveraging existing enterprise development applications

and environments such as JAVA, ORACLE, and

Microsoft IIS, developers have created a solution that

ensures data security using AES encryption, provides

reliability by employing scalable and redundant server

architecture, and facilitates ease of operation by requiring

only minimal user configuration. Partnering with developers from cellular service providers and cell phone manufacturers has moved what was a simple concept into a

very complex world of accreditation, encryption, and

code accessibility and ownership.

As one of the most demanded solutions from field units,

BFT implementations are of the highest priority in the

development arena. Due to inherent cross domain and

data protection security requirements, these processes

are not the quickest to reach implementation. An effective fielding plan requires phased implementation with

base functionality being released initially and later spiral

improvements incorporated as approval is gained. Initial

Cell BFT implementation is anticipated during 2007.

World of Contributors

COP is not a stand alone product. As shown in this document, many different systems are required to create,

gather, transport, and display "COP Data." C2CEN has

many product lines that are key contributors to the world

of COP, either as consumers or contributors of COP

data. Joint Harbor Operations Center (JHOC), Vessel

Tracking System (VTS), HAWKEYE, Search and Rescue

Optimal Planning System (SAROPS), and Port and

Waterways Safety System (PAWSS) are only a few. In

addition, other program-level systems also are key contributors including National Automated Information

System (NAIS) and Rescue-21. The list of contributors

quickly expands beyond our CG borders with the inclusion of a direct DOD COP data feed, Department of

Homeland Security (DHS) BFT sources, Customs &

Border Patrol Air Mobility Operations Center (AMOC)

data, and more.

It's easy to see how with COP, what was once considered a science project made up of recapitalized and

obsolete hardware, has grown into one of the most widely distributed and vital systems in our service today. The

multiple faces of COP continue to grow in numbers.

For further information regarding these initiatives, please

contact the following:

Mrs. Constance Judy, Project Manager

GCCS, C2PC, and general command center C2 systems

(757) 686-4053

Constance.L.Judy@uscg.mil

Mr. Ryan Wheeler, Project Manager

CWSS, WebCOP, Cell BFT, or other COP/COE systems

(757) 686-4274

Ryan.D.Wheeler@uscg.mil

LT Robert Baronas, Command Centers IPT Leader

(757) 686-4156

Robert.J.Baronas@uscg.mil
48 • Fall 2007 - EE&L Quarterly

C4+ITCC4I

T

by OSC Larry Beatty and ELC2 Rusty Doggett

C2CEN

Testing the Limits

Spotlight: Spotlight: C2CEN's C2CEN's Testing Branc esting Branch

The Coast Guard Command and Control Engineering

Center (C2CEN) is known for excellence in engineering

development, lifecycle support, and training on current

and future command, control, and navigation systems.

What many people don't know is the extensive testing

that is conducted during the development and acceptance phases just prior to releasing C2 products into the

field. Generically speaking: Testing is the exposure of a

system to known inputs to see whether it produces the

expected results.

C2CEN supports the following

major systems used in support of

Coast Guard Command and

Control operations:

◗ Coast Guard Vessel Traffic

Service (CGVTS)

◗ Port & Coastal Surveillance

Systems (PCSS)

◗ Ports & Waterways Safety

System (PAWSS)

◗ Differential Global Positioning

System (DGPS)

◗ Search & Rescue Optimal

Planning System (SAROPS)

◗ Shipboard Command and

Control Systems (SCCS)

◗ Electronic Charting &

Integrated Navigation

Systems (ECINS)

◗ Electronic Chart Systems

(ECS)

◗ Nationwide Automated Identification System (NAIS)

◗ Navigation Sensors (NAVSENS)

◗ Command Centers which includes the Coast Guard

Common Operational Picture (CG COP)

Each integrated system goes through several test evolutions during development. A final comprehensive test is

conducted prior to the system's release to the field. Tests

conducted during system development are referred to as

engineering test evolutions and are conducted by the

project's system and software engineers. The responsibility for conducting formal independent testing, the culmination of all test evolutions, resides with C2CEN's

Testing Branch.

Integrating operationally experienced military personnel

and civilian employees with contracted specialists,

C2CEN's Testing Branch is led by a Lieutenant who is

supported by four military members, two civilian (GS)

employees, and six contract personnel. Testing is sometimes better known as Quality Assurance (QA). The role

of these technical specialists is to provide C2CEN management with an independent, unbiased assessment of

each system or software product prior to its release to

the field. This assessment is referred to as Acceptance

Testing.

In preparation for Acceptance Testing, Testing Branch

personnel develop detailed test and evaluation procedures to ensure each system not only meets functionality

and performance requirements set by program managers

but the operator's needs as well. These procedures are

then painstakingly executed by the test team. The test

results obtained by the test team are captured in a formal Acceptance Test Report which is then presented to

the system's Local Configuration Control Board

(LCCB). Based on the outcome of Acceptance Testing,

the LCCB may choose to field the product or revert to a

known point in that particular system’s evolutionary
Fall 2007 - EE&L Quarterly • 49

development. Details

revealing each step in

C2CEN's development

model are found in

C2CEN's System Lifecycle

Management Plan.

A robust QA program that

is "independent" of engineering development is a

hallmark of a good product

and service delivery organization. To highlight its

efforts this past year,

C2CEN's Testing Branch

generated 42 Test Reports

and assisted with 52 engineering test evolutions,

validating over 50,000

System Requirements

along with performing over

5,000 test procedures. In

addition, the team validated 753 System Trouble

Report (STR) corrections

and 215 System

Improvement Requests

(SIR) implementations to

the myriad of C2 products.

The value demonstrated

by C2CEN's rigorous testing program can be

assessed by members at

all levels in the Coast

Guard ranging from the

field operator to the program manager. By identifying system defects within

the engineering and

acceptance testing phases, C2 systems are fielded

with fewer defects enabling

those "standing the watch"

to confidently fulfill their

duties. Lowering overall

lifecycle and development

costs make formalized

testing an even more valuable activity. The Testing

Branch helps ensure

C2CEN successfully

meets high customer

expectations and exemplifies its motto: "We do C2

Best"!

Testers

Chuck

Zawodniak

and Bud

Allely 

conduct

system

tests on

CGVTS.

Test

Director

Cindy

Reyes

observes

ET2 Kelly

Murphy

operating

the

NDGPS

test 

console.

Ms.

Cathy

Squires

shows

Test

Director

ELC2

Rusty

Doggett

the latest

software

enhancements to

CGVTS.
INTRODUCTION

One of the more popular

buzzwords used in technology and business circles today is "SOA," which stands for Service-Oriented Architecture. The

term first became popular sometime in the mid-1990s, and now 10 years later everyone is

using it, even though many don't understand its true meaning. In fact, the popular online encyclopedia Wikipedia acknowledges there "is no widely-agreed upon definition of service-oriented architecture."6 Consequently, this article attempts to explain SOA by presenting three relevant definitions, and discussing how a web-based SOA application might benefit the Coast

Guard in the future.

GARTNER RESEARCH

Gartner Research is a leading provider of research and analysis on the global information

technology industry. The company employs more than 1,200 professional research analysts

and consultants who advise over 45,000 clients world wide.1 Gartner's workforce publishes

tens of thousands of pages of original research and answers more than 215,000 questions

every year.1

In April 1996, Gartner was one of the first to attempt explaining SOA to their business clients

by defining it as "a style of multitier computing that helps organizations share logic and data

among multiple applications and usage modes."4 The new architecture was based on the idea

many aspects of data processing were inherently tied to the data rather than with the way data

is processed.4 Consequently, this trait allowed software developers to organize process functions into modules designed to maximize the sharing and reuse of application code and data.4

This idea of SOA presented by Gartner analysts was derived from the foundations of what

became Object Oriented Programming.5 Ironically, Gartner analysts were concerned, and

cautioned their clients in a second paper this new approach was not necessarily appropriate in

all applications.5

INTERNATIONAL BUSINESS MACHINES CORP (IBM)

IBM understood the concepts of SOA, and leveraged them to develop several suites of software designed to help customers develop, protect, and manage SOA services.2 This software

50 • Fall 2007 - EE&L Quarterly

Service- ServiceOriented Oriented

Architecture Architecture

by LCDR Frank W. Klucznik

Systems and Software Engineer (Api)
Fall 2007 - EE&L Quarterly • 51

includes IBM's Tivoli collection, SOA Management suite, and WebSphere Service Registry and Repository.2 When combined together, these products support five "entry points" comprised of: People, Processes, Information, Connectivity,

and Reuse.2 IBM believes focusing on these entry points helps create products to provide support for both business

and IT needs.

Over time, IBM refined the definition of SOA to refer to an Information Technology (IT) architectural style supporting the

transformation of business into a set of linked services, or repeatable business tasks that can be accessed when needed over a network.2 In this instance, the term "network" refers to a LAN, WAN, MAN, or the Internet. Regardless of network size or distance between computing resources, SOA services function as if they were all installed on the local

machine, similar to the experience of working in a centralized computing environment.2 The principle benefits of SOA in

IBM's view include, aligning IT with the business and providing maximal reuse of IT assets.2 As a suite, IBM's products

help ensure their client's investments in expensive IT projects produce lasting value to their business. Figure 2 (see

next page) provides a graphical overview of IBM's entry points and several scenarios their products were designed to

support.
52 • Fall 2007 - EE&L Quarterly

MICROSOFT

Microsoft adopted a more overarching approach to SOA and sees it as an approach to designing and developing IT systems that integrate capabilities, services, and data among diverse

systems.3 In other words, SOA facilitates access to business logic and information across disparate and diverse business systems.3 As a result, SOA creates new aggregated capability by

connecting business elements in new ways.3 Microsoft explicitly states SOA is not a product

that one can purchase, rather it is a design philosophy influencing how the solution should be

built (e.g., SOA is a means to an end).3

The benefits of SOA described by Microsoft include greater business agility from existing IT

investments, and connectivity between previously disparate systems that automate previous
Fall 2007 - EE&L Quarterly • 53

manual information transfer processes.3 Additionally, Microsoft claims SOA solutions promote stronger connections with

customers and suppliers, enhanced business decision making, and increase employee productivity.3

SOA AND THE COAST GUARD

As an Information Technology Manager on the Atlantic Area staff, I hear first hand about

end-user frustrations over having to manage and track multiple user-name and passwords to do their job, duplicity of entering the same data into multiple IT systems,

stove-piped applications that don't share information across programs, and the

systems we currently have do not always collect the date needed to manage

our programs effectively. Meanwhile, existing System Managers are working

overtime to address an endless list of new user requirements, the politics of

enterprise system development, the constraints of budgetary limits, and

are challenged with developing systems in a constantly changing environment. After studying SOA for some time now, I believe a web-based

SOA has the potential to mitigate many of these problems in a timely,

responsive, and cost effective manner.

It is important to note that although architecture is not tied to a specific technology, SOA is most often implemented through one of a

variety of web services such as Remote Procedure Calls (RPC),

Representational State Transfer (REST), and Common Object

Request Broker Architecture (COBRA) among others.7 Web services lend themselves to SOA, because they are specifically

designed to support interoperable Machine to Machine interaction over a network, and in many cases only require a webbrowser such as Internet Explorer to leverage the power of

SOA.7 This is especially appealing when working in an environment with fixed software architecture such as the Coast Guard

SW III image. Furthermore, when evaluating how the Coast

Guard could benefit from SOA, it was necessary to use concepts from each of the three definitions presented in this article.

A web-based SOA possesses the potential to create a standard

interface bridging across Coast Guard IT systems, to provide

the missing functional requirements, and reduce the overall

effort required to collect, process, and analyze data throughout

the organization. By leveraging the power of Active Directory features through a common web interface, users could use a single

security sign on and eliminate the need to manage multiple usernames and passwords. CG Central already makes use of this

technology and proves its applicability. Web application development was proven to cost less and requires less time compared to

creating discrete desktop and server based applications. As a result,

web-apps are ideally suited for adding new functionality as a bridging

strategy, which will provide time for System Managers to incorporate

the required functionality into enterprise systems. The ONSS webbased scorecard provides a recent example of how web-services were

used to meet current program needs, while improving data collection

processes, and buying time for system architects to develop a strategy for

integrating the process into the enterprise architecture.

The potential benefits of developing a web-based SOA are tremendous because it

allows for the concurrent development of existing enterprise systems (i.e., AOPS,

MISLE, ALMIS, etc.), while filling the widening gaps in user requirements previously

mentioned. As a result, SOA does not compete with existing systems; instead it provides

complementary IT support in a responsive and cost effective manner. For example consider

the Headquarters initiative to develop a Standard Operational Planning Process (SOPP). Initiating

a web-based SOA during the prototype phase of SOPP development would provide the support necessary to facilitate

process development, and permit the IT system to evolve over time as the process matures. A web-based SOA would
54 • Fall 2007 - EE&L Quarterly

also allow the organization to leverage the power of technology to improve information management, automate manual data collection processes, and create a centralized repository at

the beginning of SOPP implementation, rather than develop and implement the process, and

then search for an IT application to support it. In the latter scenario, end-users are forced to

manage data with spreadsheets and text documents until an IT solution can be identified,

purchased, and implemented. And frequently, all of the data managed in spreadsheets is

later discounted from any analysis because no authoritative source was established at the

beginning of the data collection process.

Figure 3 provides a very simple diagram showing how a web-based SOA could simplify user

interaction with Coast Guard IT systems, while creating data sharing connectivity between

each system as needed. The connectivity between systems is completely invisible to the

user, and developing the SOA as a new tier allows existing System Managers to continue

developing and evolving their individual projects concurrently. Meanwhile, end-users are

required to manage only one user-name and password for the Coast Guard Data Network

(CGDN), enter data one time, and retrieve the exact information they need from multiple

authoritative sources to maintain management oversight of their respective programs.

A web-based SOA is not something built in a month, or a year, or even two years. It is best

developed and implemented over time using agile development methodologies to ensure

customers are fully engaged in the development process and the application meets current

organizational needs. As the SOA is deployed, requirements would be documented and forwarded to the Enterprise Architects (EA) for review and incorporation into the enterprise

architecture. Functions may remain within the web-based application or merged into other

enterprise systems as EAs decide. Regardless, of were the functionality lies (e.g., webbased SOA or enterprise architecture) the web-based SOA is continuously evolving and

maturing in response to new business needs and provides maximum use of our limited IT

assets.
Fall 2007 - EE&L Quarterly • 55

SUMMARY

My research indicates WIkipedia hit the SOA nail square on the head with the statement; "There is no widely-agreed

upon definition of service-oriented architecture." Gartner Research was one of the first to define SOA in the mid-1990s

using the fundamental concepts of Object Oriented Programming. IBM adopted a more focused approach to SOA and

considered it an architectural style supporting the transformation of business into a set of linked services, or repeatable

business tasks accessible when needed over a network. This definition supports the development of IBM's suite of

SOA support tools. Microsoft developed a higher overarching approach and viewed SOA as a way to design and develop IT systems to integrate capabilities, services, and data among diverse systems. That is to say, SOA is a design philosophy influencing how the solution should be built. Regardless of the differences in definitions, there is agreement

between Gartner, IBM, and Microsoft as to the benefits of SOA, which include improved alignment between IT and business processes, and achieving maximum use of IT assets and investments.

The Coast Guard could benefit from a web-based SOA designed to create a standard user interface, establish a bridge

across all Coast Guard IT systems, provide the missing functional requirements, and reduce the overall effort required

to collect, process, and analyze data throughout the organization. A web-based SOA would save multiple FTEs of time

annually by simplifying user interaction with Coast Guard IT systems, and create data sharing connectivity between

each system as needed. The connectivity between systems is completely invisible to the user, and developing the SOA

as a new layer between the user and existing system(s) would allow enterprise system managers to continue developing and evolving their individual projects concurrently. Meanwhile, end-users manage a single user-name and password, enter data one time, and retrieve the exact information they need to maintain management oversight of their

respective programs.

REFERENCES:

1 Gartner Research Inc. http://www.gartner.com. 2006.

2 IBM. "New to SOA and Web services." http://www-128.ibm.com/developerworks/webservices/newto/#fig1. April

2007.

3 Microsoft. "Learn About Service Oriented Architecture (SOA)." 

http://www.microsoft.com/biztalk/solutions/soa/overview.mspx. April 2007.

4 Schulte, Roy W., and Yefim V. Natis. "Service Oriented" Architectures, Part 1." Gartner Research Inc. April 12, 1996.

5 Schulte, Roy W. "Service Oriented" Architectures, Part 2." Gartner Research Inc. April 12, 1996.

6 Wikipedia. "Service-oriented architecture." http://en.wikipedia.org/wiki/Service-oriented_architecture. April 3, 2007.

7 Wikipedia. "Web Service." http://en.wikipedia.org/wiki/Web_Services. April 2, 2007.

This article represents the views and research of the author, and not necessarily those of the Chief Information Officer of

the Coast Guard. As described in the article, Service Oriented Architecture (SOA) must be defined for each enterprise

based on the business needs, organizational and legal requirements, resources and foundational technologies that make

up that enterprise.

The article might suggest to the reader that the term "Service" in SOA means web services; this is a common and significant misunderstanding. While web services, and web based applications, often play a significant part in various aspects of

an SOA implementation, web-enabling back-end applications does not equate to SOA.

Based upon early work at the Coast Guard's Operations Systems Center, and in partnership with the Logistics

Transformation Office, OSC has vetted and validated the approach the CG will take to move forward with SOA for our

enterprise. The definition and approach for SOA in the Coast Guard, as approved by the CIO, is a loosely coupled, asynchronous message based, doctrine and event driven service oriented architecture.

Additional information may be obtained by contacting the OSC Special Projects Officer, Steve Munson, or by reading the

White Paper entitled Authoritative Parts Service (APS): Supporting USCG Logistics Transformation with SOA, dated

February 6, 2007, by OSC. The paper may be found on CG Central; under UNITS, search for CG OPS SYSTEMS CENTER, then look under Policies and Procedures > Enterprise Architecture.

EDITOR’s NOTE:
56 • Fall 2007 - EE&L Quarterly

LO

Logistics

G

LTPIO Talks With

the Chief of

Aviation

Engineering

Question

CAPT Joseph Baker has

been the Chief of Aviation

Engineering since 2006.

Answer

LTPIO: As you know, we interviewed your predecessor, Captain Mark Butt, about aviation's transformation

during the ADM Kime era. What was your role/position

during that period, and what are your personal recollections from that time?

Baker: I was really just beginning my OJT as an

Aeronautical Engineer during the ADM Kime era. As

an apprentice, not yet officially in my student engineer

syllabus at CGAS Miami, I was assigned as the

Aviation Materiel Officer (AMO). My folks were dovetailed with the Supply Department, which had a LCDR

Comptroller and a staff of SK's. Since I managed the

Aviation Engineering budget, and was brand new to

the game, I relied heavily on my Chief, who was a

metal bender (AM) by trade. Like any good CPO, he

had become a logistics expert.

Today, the aviation side of supply runs pretty smoothly

... we have centralized management of high dollar
Question

Answer

Question

Fall 2007 - EE&L Quarterly • 57

value, aviation-specific components at the Aircraft Repair and Supply Center (ARSC). ARSC has

service-wide support responsibilities for this equipment, and they do a great job of it. Parts are

visible in the system, and can be shipped from the ARSC warehouse, direct-shipped from repair

vendors, or "parts pooled” from other units.

This is a far cry from the earlier days when parts were hidden in the nooks and crannies at the

units because no system existed to track them. I remember that sometime during this era the

name of the oversight inspections conducted by the Aeronautical Engineering management

changed from "Quality Assist Visits" to "Logistics Compliance Inspections." There was still some

parts hoarding going on, and the inspectors got pretty aggressive in their efforts to find hidden

stashes. Locked bins could be opened with bolt cutters, and you'd better not have anything in the

overhead above the ceiling tiles. If they found deliberate attempts to keep parts from entry into

the system, where all could benefit, there was hell to pay. People got relieved over stuff like that.

While there was some push-back early on from those who didn't trust the new way of doing business, it didn't take long before we all saw the benefit. Total asset visibility is the way to go. It

improved support for everyone, allowing the experts to manage and budget with the best data,

and to be properly accountable for materiel and money.

LTPIO: With the Commandant's decision to adopt the centralized, Aviation Logistics model for the

entire Coast Guard and as the new CG-41, what insights do you bring from aviation's own

process to the other communities about the transition?

Baker: First, I want to say that the term "Aviation Business Model" is overused. It makes sense

to reference a best practice, and maybe that's the only way to clearly communicate where we're

headed. This model wasn't developed -- didn't evolve -- because the people who brought it to us

were inherently smarter, or better managers, or cared more, than others. Aviation is an expensive business. Aircraft parts cost more than boat parts. Aviation was the biggest, juiciest, lowhanging fruit when audit time came around. When program managers and Commanding Officers

were held accountable for things like performance on DOT-IG audits, we needed to develop business practices to facilitate that accountability -- and that's what was done. Our leadership looked

to industry for commercial best practices, and similar bench mark operations that were then used

and adapted to help us do Coast Guard "business." This evolution was not without a great deal

of pain. It required sweeping organizational change -- and a lot of people see change as uncertainty, and uncertainty as bad.

When I arrived at the Aircraft Repair and Supply Center, a decision had been made that we

would go to a "Product Line" organization -- but what that would be was not clearly defined.

Product Line Managers (PLM) had recently been assigned. The PLM's had neighboring cubicles,

with one admin assistant assigned to the group. They had no other staff. We had to figure out

what a PLM needed to truly take control of his platform, and manage the critical phases of engineering and logistics. At that time, ARSC had an Engineering Division (to which I was assigned),

a Supply Division, a Repair Division, and a Contracting Office. At the end of ARSC's "Redesign,"

the applicable pieces of those functions had been put under the control of the Product Line

Managers. One person now was truly accountable, and staffed, to manage the business of supporting a platform from technical support, depot-level maintenance, logistics sustainment, and

contracting. From my perspective now as the Chief of the Office of Aeronautical Engineering, it's

a brilliant arrangement. There is no finger-pointing when something is not going well. The synergy we now have simply did not exist when the organization was structured along functional specialty lines. That asset focus, with a single accountable business manager possessing authority

over all the functional specialties needed to do asset business facilitates the success that we've

had with this business model. Again, the basic concept was not developed in an aviation "vacuum," nor was it executed without much angst on the part of the workforce, and in many cases,

some of the leadership. What we know is that it works, and provides accountability.

LTPIO: In this first year there has been considerable effort required of the aviation program, particularly ARSC, to impart aviation support knowledge to other communities. What can you say

about the impact of this effort, and what are your thoughts about the prospects for this effort

increasing or decreasing in the coming years?

A Q&A with C A Q&A with CAPT Baker
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58 • Fall 2007 - EE&L Quarterly

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Baker: Much like other commands, ARSC does not have the capacity to provide unlimited support when these taskers come in. Logistics Transformation is huge, and it will affect us all -- we

have to do this right -- but when you start pulling people away from their day jobs, they have to

work overtime to get all the work done. It's a difficult task getting the people with the right skills

and knowledge for subject matter experts, and not adversely impacting the command that

you're asking to provide that support.

If more LTPIO support is needed out of the aviation program, we'll find a way to provide. It

might mean we look at contracting it out if we can find the right people to do the work.

LTPIO: Was there resistance within your program to pursuing the change at the time, even

though it was mandated? How were people convinced that this change was ultimately good for

them, and for the Coast Guard?

Baker: Absolutely. Like I said, many people view change as bad, in and of itself. This

becomes a leadership challenge. I think communicating the direction clearly is critical. The

Commandant has done this in CIAO #4. We are going there -- period. It's a big deal for some

people just to move to a new desk, or workspace. What the command at ARSC did with

Redesign, was make sure that all the spaces were upgraded and re-furbished. That gave a

physical affirmation that what they were going to was better than what they had. They also

involved people at the deck-plate level in the design teams, so those folks went back to their

normal jobs and helped sell the changes. It took good communication on the part of the command. It did take a sales job -- but the leadership knew it was the right thing to do -- so it was

an easy pitch.

One of the PLM's was adamantly opposed to some of the changes that were taking place during the detailed design phase. I can say we were fortunate that he had the courage to speak

up, because he was passionate about the organization, and saw some of the changes as

applicable to a commercial template, but not directly adaptable to our processes. He wasn't trying to protect himself, or push a personal agenda. He felt strongly that certain aspects of the

new paradigm needed to be tweaked, and got kicked out of some meetings, and jeopardized

his career because of it. In the end, his ideas were adopted, and the result was a better organization. I think if we've got the best people on the planning groups, we'll succeed. That

means ensuring we've got those passionate experts on the teams, and that senior leaders listen. At the end of the day, they have to make the decisions about what's best for the organization.

LTPIO: What do you view is the greatest attribute of the aviation model?

Baker: Centralized management -- this does a myriad of good things for the organization. The

managers see the big picture. They take ownership of their processes -- they plan and control -

- they are responsible and accountable. This is why we have the data we need for our logistics

processes in the air domain. ALMIS, the logistics management IT system we have in place,

has evolved over time to adapt to our needs. We need a flexible, adaptable IT system that can

translate this to the entire Coast Guard. This new IT system will be the tool with which we will

manage logistics across domains. It will facilitate central management, and provide visibility for

leadership into how well our managers are doing.

LTPIO: The LTPIO has stated that the aviation support model is not the ultimate end state, but

only a waypoint. This transformation will affect aviation as well, albeit in different ways. Coast

Guard aviation has always been a somewhat closed loop, insulated environment, but now you'll

be part ... even the nucleus, of a larger logistics system. What are your wishes and concerns

in evolving to an eventual end state?

Baker: My greatest wish is for an IT system that will provide us the functionality we need to

meet our missions -- support, accountability, measurement. I would like to see something with

CAPT Baker on L er on L

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Fall 2007 - EE&L Quarterly • 59

open architecture that we could tailor over time to make the inevitable upgrades without being

beholden to some sole source proprietor. Competition is good, and as soon as you adopt some

tool that you don't control, you will either be overcharged for every upgrade, or you will need to

find a new tool. I don't want to see the Coast Guard locked into a sole source arrangement that

won't allow us total access to the information we need, or that will drive us to redo this whole

thing at a later date. This is going to be hard enough the first time around without having to do it

all over again.

LTPIO: There's a perception in the Coast Guard that all aviation material is centrally managed

and supplied, but your low dollar Type 3 and 5 material is not ... it's procured locally. In fact, this

was an area that your community had problems with during the last CFO audit. What are your

thoughts about Type 3 and 5 management in the future?

Baker: We still need to fix management of the low dollar value unit-level stuff. My Chief walked

me through the warehouse pulling drawers to show me how much of this we had. There were

literally tons of it, and we had no idea how long it had been there, and how often the different

items were used, if ever. If a part was changed for a particular maintenance action, the old

parts were still there, and we had no way to know we wouldn't need them anymore. Those

types of parts just accumulate over time and take up warehouse space. And then there's the

unit of issue problem -- you may only need a particular bolt once in a blue moon, but if you need

ten this year and the unit of issue is 100 each, you might find yourself receiving 1,000 bolts

instead of ten. That sort of thing happens all the time. A logistics expert doesn't make that kind

of mistake, but well-intentioned people getting OJT'd out-of-rate make it all too often -- then you

need a couple of drawers to hold one hundred year's worth of bolts! Multiply that sort of mistakes hundreds of times. We can't afford to do business that way. We need to professionally

manage our entire system, to include the low dollar value parts.

LTPIO: What final advice would you offer to the other programs as they strive to implement a

centralized model based on Coast Guard Aviation?

Baker: The change is coming, and it is

long overdue. Get on board now, and

you can help make this right. We've

got to have our best people advocate

what needs to be done, and lead from

the front. The support we provide our

operators is critical. These changes

will help us provide the best support.

One final note on ADM Kime: I had

flown him on an HH-65 a couple of

years earlier when he was D11, and I

was a LTJG at CGAS Los Angeles,

during the American Trader oil spill off

Huntington Beach. He later visited

Miami while I was AMO, and during his

walk-through of the supply spaces with

D7 (ADM Kramek) and my CO, he recognized me, stopped to talk to me

briefly, and remembered my first name.

That was pretty impressive. My

Captain asked me later how it was that

the Commandant knew me by name.

Luckily, ADM Kime didn't ask me any

questions about how we accounted for

all the parts in those drawers!

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60 • Fall 2007 - EE&L Quarterly

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LTPIO: For many years the Naval Engineering Program has contended that "ships don't fall out of the sky," and therefore should

not be supported in the same fashion as aircraft. Do you think

there is validity in that statement, or are perceptions changing

about what it means to "adopt the Aviation Model"? Coming from

your previous posting, have you seen these perceptions evolve?

What has gone the farthest towards changing mindsets? 

Merrill: Clearly ships do not fall out of the sky but we can still

benefit from the centralized processes that the aviation community

has pioneered. Perceptions are certainly changing in the Naval

Engineering community. The LTPIO staff has done a great job

delineating the aviation processes and we are now applying the

aviation model through the Sector Baltimore and Sector San

Francisco pilot projects. As more Naval Engineers become

involved in the pilot project and maintenance procedure card

efforts, our understanding of aviation processes grow. Senior

leadership has also been quite clear in their direction and support

for a single Coast Guard logistics process and has clearly identified the aviation model for our template. This consistent direction

has gone a long way towards changing mindsets and facilitating

our logistic transition.

LTPIO: From your perspective, what are the key components of

the Aviation Logistics Program, and the benefits to their adoption

within the Naval Engineering Program? What has been your professional interaction with the aviation model?

Merrill: I think the key component of aviation logistics is the high

level of configuration management they are able to exercise

through centralized funding, centralized planning, and centralized

product lines. With the high level of configuration management,

the aviation engineers are able to provide their fleet maintainers

with highly detailed maintenance procedure cards that apply

across their entire product line. The configuration management

also facilitates inventory control and parts support to the fleet.

The incredible work that fleet naval engineers complete at our

Stations, Sectors, and on cutters has always amazed me and I

LTPIO Interviews

the Chief of Naval

Engineering, 

CAPT Brian Merrill
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Fall 2007 - EE&L Quarterly • 61

am very proud of their accomplishments. Tighter configuration management and improved maintenance

procedures will not only make our fleet engineers' job easier but also improve the readiness of our cutters and boats.

While I am a relative newcomer to the aviation processes I have been very involved with learning the aviation processes and practices since arriving in CG-45 (Office of Naval Engineering). I have made a couple of multi-day trips to ARSC (Aircraft Repair and Supply Center) to study their methods and my role on

the LTPIO policy working group has offered additional insight into how we can apply aviation logistics to

Naval Engineering.

LTPIO: Are there any recent events that come to mind that caused you to think "that wouldn't have happened if we followed Aviation support practices"? Can you tell us about one or two?

Merrill: We are all familiar with one area that will be greatly simplified as we shift to the aviation model --

funding responsibilities. You would be hard pressed to find a Naval Engineer or surface operator that has

not wasted valuable time and effort debating the intricacies of the funding splits between AFC-45 and

AFC-30. The AFC-45/AFC-30 dilemma not only wastes time, but also strains relations and complicates

fund tracking and procurement activity. The aviators have this licked. All non-organic level maintenance

is simply funded from a centrally controlled AFC-41 fund located at ARSC. The aviation model will not

only streamline our funding activity but will also serve to better prioritize our depot level maintenance.

LTPIO: Culture is a big part of any change initiative. In your view, what are the unique cultural hurdles

for surface operators and support personnel in adopting aviation logistics principles?

Merrill: Perhaps the toughest hurdle to clear is the comfort we (both Naval Engineers and surface operators) have developed over the years by having the Naval Engineering support organizations under an

operational chain of command. Prior to 1987, Naval Engineering support was provided by the District

"ENE" staff working directly under each District commander. With the creation of the MLCs

(Maintenance and Logistics Commands) in 1987, the Naval Engineering support structure consolidated

but still fell under an operational commander, namely the Area commanders. The aviators have proven

that a centralized maintenance approach, with the Aviation Engineering support structure under a

Headquarters element, is very effective and efficient. Although ARSC is a proven and time tested model,

I still think we will have to diligently apply our efforts to continue to foster the high level of trust the Naval

Engineers have built with the operators through our legacy model as we transition to the aviation model.

LTPIO: The Naval Engineering Program has been charged with transforming the way it does business,

bringing it into alignment with our highly centralized Aviation Logistics Program. In your opinion, what are

the particular challenges that your program will face in making this transition? As the new CG-45, what

are your plans to tackle these particular challenges?

Merrill: The aviation community has perfected the product line concept around four asset types with centralized planning and execution of extensive periodic overhauls conducted adjacent to the product line

work spaces. By its nature, the Coast Guard's surface fleet is much more diverse than the air assets and

do not lend themselves to centralized execution of maintenance. We need to plan our product lines

around different platform types, each with varying configuration baselines, and execute the maintenance

in a decentralized fashion via commercial contractors, the Coast Guard Yard and Industrial Support

Activities. The ELC (Engineering and Logistics Command) and MLCs have developed great processes

for ensuring depot maintenance and casualty repair is executed in a fairly systematic and efficient way.

The challenge will be to merge the ELC and MLC processes into the more efficient aviation model while

improving local delivery of services to the fleet. My plan to tackle this particular challenge is to leverage

the vast experience and intellectual capital of the great active duty and civilian engineers at ELC and the

MLCs. We need to put our heads together to carefully map out our roles and responsibilities as they

exist today into an ARSC-like structure for Naval Engineering. As RADM Gabel (Assistant Commandant

for Engineering and Logistics) and Mr. Orner (Deputy Assistant Commandant for Engineering and

Logistics) rollout the planning efforts for Commandant Intent Action Order #4, we need to ensure that we

carefully address all fleet needs in the new support structure.
62 • Fall 2007 - EE&L Quarterly

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Introduction

As part of the Coast Guard's ongoing strategic initiatives to achieve logistics transformation and

CFO Act compliance, the Inventory Control and Compliance Program (ICCP) was announced in

ALCOAST 539/06 and further detailed in ALCOAST 069/07. ICCP is a sustainment program

designed to maintain and build on the gains made during the Fiscal Year 2006 (FY06) Field Unit

Inventory Repositioning Program (FUIRP). That predecessor program made important strides

towards enterprise-wide Chief Financial Officer (CFO) Act compliance and helped launch the

Coast Guard's Logistics Transformation efforts. As a logical next step, ICCP is a follow-on initiative to leverage those gains and continue towards the goal of a CFO-compliant logistics management system that is configuration-based and maintenance-driven.

Program Run-Up

In December of last year, several units assisted with the development of the ICCP by piloting the

program. Maintenance and Logistics Command (MLC) and Engineering Logistics Center (ELC)

personnel were on-site to assist and capture lessons learned. These lessons and other valueadd suggestions from a variety of sources were fed back into the process. As a result, ICCP will

initially manage the prevention of stagnant inventory by holding to the 3 and 7 year no-demand

criteria applied to consumable and repairable parts. The program's initial focus is on stagnant

inventory control, but it will be matured to capture metrics that will inform logistics transformation

efforts, enable dynamic updates to unit parts lists and inform logistics compliance efforts.

Program Overview

ICCP is an annual process run by the ELC. The balance of this article addresses the Inventory

Control (IC) portion of ICCP. The Compliance Program (CP) portion is in its nascent stages and

will be addressed in future correspondence.

IC is a four step process that starts with a data extract from the unit's inventory management

software (CMplus or TAIT) and stops with the running of a data utility to remove the inventory

record of repositioned items from the unit's inventory management database. A process guide,

management and visibility of the four step process, including dynamic updates of unit progress,

are provided through an ICCP web interface located at: http://iccp.elcbalt.uscg.mil.

The U. S. Coast Guard

Inventory Control and

Compliance Program (ICCP)

An Overview

by LT A. J. Motter

LCDR M. C. Ekstrom

Engineering Logistics Center
Fall 2007 - EE&L Quarterly • 63

Each quarter, the MLC (vad)s will work with approximately one-fourth of all units holding inventory to schedule

their participation. While the process allows for a 92 day timetable, in view of the greatly reduced number of

line items to be repositioned as compared to FUIRP, those units whose workload allows are encouraged to

complete the process sooner. Units encountering circumstances that drive them beyond their agreed timeline

are to contact their MLC to establish a new timeline.

Program Steps

The four steps and their maximum timeframe for completion are:

1. Days 1-7: Transmit CMplus/TAIT Data

Working from the ICCP website, units transmit their inventory

data to the ELC for analysis. ELC analysts will generate the list

of items that are candidates for repositioning and post them on a

spreadsheet back to the website. Analysis may be completed as

quickly as the next working day, but, in times of heavy activity

may take as long as two weeks.

2. Days 22-27: Download Unit Data

Working from the ICCP website, units download their spreadsheet, print DD-1348s and commence review of items for retention under the 2% rule based on known maintenance needs or

Screen-shot from ELC’s ICCP website.
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64 • Fall 2007 - EE&L Quarterly

recent (within the last year) CASREP history. Retaining more

than 2% of the items that have been identified for repositioning

will require MLC approval.

3. Days 28-87: Send Pick, Pack and Ship (PP&S) Tracking

Information

Units pick, pack and ship all items being repositioned. As a

tenant of centralized logistics management that supports logistics transformation and CFO compliance efforts, units should

submit only those items that were identified by the IC process;

no additional items should be submitted.

When materials are shipped, units enter shipment tracking

data into the ICCP website. An accounting string to fund packing material and cover shipping costs is posted to the ICCP

website and included in the process guide. Please note that as

logistics transformation progresses, shipping information on the

DD-1348 may direct the items to a Defense Reutilization and

Marketing Office (DRMO) or to an Other Government Agency

(OGA) stock point rather than the ELC.

In addition, units update their repositioning candidate spreadsheet by indicating which items were kept under the 2% rule or

not found.

4. Days 88-92: Reconcile Inventory Data

Units transmit the updated spreadsheet to the ICCP website

and submit a request to have the ELC run the inventory record

clean-up utility. ELC works with the unit's POC to complete the

utility.

IC process complete.
Fall 2007 - EE&L Quarterly • 65

Hazardous Material

In no case, will the ICCP direct or accept the

shipment of HAZMAT (Hazardous Material).

However, HAZMAT items that exceed the 3/7

year criteria will be identified on a separate list.

Due to varying regional requirements, all HAZMAT items will be disposed of by the unit in

accordance with their locally established procedures. Given the different rates at which various disposal sites can process HAZMAT, the

timeline for this disposal is not bound by the

quarter to which the unit is assigned.

Want to Know More?

In summary, detailed information regarding the

ICCP, including schedule, process guide and

FAQs can be found on CG Central by navigating

to: Our CG > Strategic Initiatives > Logistics

Transformation > Inventory Control and

Compliance Program. Specific questions concerning ICCP should be directed to the following:

Scheduling: Contact your MLC (vad) representative:

MLCLANT: Anthony Marshall (757) 628-4554;

Anthony.L.Marshall@uscg.mil.

MLCPAC: Linda Atkins-McNeil (510) 637-5924;

Linda.M.Atkins@uscg.mil.

Process Issues?: ELC Customer Service

Branch, (800) 336-4730.
66 • Fall 2007 - EE&L Quarterly

Logistics Transformation - Underway, Making Way

The Sector Standard Boat Pilot, which is the first implementation of the aviation logistics model outside of the

aviation program, pulled away from the pier on the 23rd

of July at Sector Baltimore (SECBALT). Originally conceived as the RB-S Pilot, feedback from the Engineering

and Logistics Directorate (CG-4) Rating Force Master

Chiefs compelled the Logistics Transformation Program

Integration Office (LTPIO) to expand the pilot to include

all standard boats, which for Sector Baltimore includes

the 25' Defender B Class (RB-S), the new 26' Trailerable

Aids to Navigation Boat (TANB), the 41' Utility Boat (UTB)

and the 49' Stern-Loading Buoyboat (BUSL). The Sector

Baltimore Pilot will continue until October when Sector

San Francisco will join the effort, which will add the 47'

Motor Life Boat (MLB) and 55' Aids to Navigation Boat

(ANB) to the boat mix.

It Didn't Happen Overnight

While the pilot commenced on 23 July, preparations have

been underway for over a year. This included the establishment of an Asset Project Office (APO) which is colocated with the Engineering Logistics Center (ELC) and

operates under the supervision of Mr. Larry Wilkerson of

the ELC Equipment Management Division. The APO

consists of separate product lines for each standard boat

class, and shared services divisions to handle vital engineering and logistics activities for each product line. One

of the primary activities of the APO was to develop

improved Maintenance Procedure Cards (MPC) for each

boat class. Consistent with aviation practices, these

MPCs were developed using Reliability Centered

Maintenance (RCM) principles and include detailed procedural, safety, supply, and tool information, as well as

integrated schematics, graphics, and images wherever

by Brooks Minnick,

Logistics Transformation Program Integration Office

"We are underway, making way and this is an 'all hands' evolution. As we

navigate our course into the future, we need everyone onboard."

- Admiral Thad Allen, Commandant's Intent SITREP #3

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Sector

Standard Boat

Pilot Under

Way,

Making Way
Fall 2007 - EE&L Quarterly • 67

called for. An example of MPC graphics for an RB-S Honda lower unit is

included as Figure 1.

Pilot Dry Run

One aspect of the preparations undertaken to assess our readiness for the

Sector Baltimore Pilot was two table

top exercises (TTX). The purpose of

these exercises was to provide

increased familiarity with the new business processes and data systems,

and to also gauge our level of preparedness for pushing this new model

out to a Sector. The first TTX (TTX1)

was an organized walk through of

common maintenance, supply, and

operations scenarios but using aviation, and not naval, procedures. No IT

systems were employed for TTX1.

The exercise included a variety of

"players" drawn from the ranks of the

SECBALT staff and their subunits.

Each player was paired with a "coach"

who was a business area

expert from the aviation

community. For instance,

Station Curtis Bay EPO

MK1 Neal Huber was

matched up with

Maintenance Control

Officer, AMTC Frank Vetter,

from Air Station Detroit.

For each scenario they discussed differences in how

the Station did things today,

and how they'd have to do

in the future. Several

months later TTX2 was

held at Operations Systems

Center (OSC) Martinsburg.

This time our players and

coaches walked through a

"day in life of Sector

Baltimore" script and exercised certain business

practices using only aviation procedures, and even

viewed and entered data in

the aviation logistics data

system, ALMIS. This TTX

proved that boat data could

be managed within ALMIS,

and gave the SECBALT

players increased confidence in what they were

being asked to do.

Figure 1. An improved

RB-S Maintenance

Procedure Card (MPC).

Monica Shah of the LPTIO leads "Players and Coaches" through Sector

boat support business scenarios at OSC Martinsburg using the aviation

logistics system, ALMIS, picture on screen.
68 • Fall 2007 - EE&L Quarterly

Centralized Management, Centralized Funding

One key aspect of the aviation support model that

required careful planning and preparation was in the area

of financial management. In aviation virtually all support

funding is centrally managed by the Aircraft Repair and

Supply Center in Elizabeth City. Conversely, in the boat

community funds are distributed to commands at a variety of levels through the budget model as "Standard

Support Level", or SSL, or in the case of "45 funds",

managed between the Maintenance and Logistics

Command (MLC) and Naval Engineering Support Unit

(NESU) for depot level support. A Financial

Management Work Group analyzed the current funding

models and earmarked the amount of funding that needed to be centralized for the remainder of Fiscal Year 2007

(FY07) and all of FY08 by standard boat class. This central account will be administered solely by the Standard

Boat APO within ALMIS.

The Site Survey - (Re)-Assessing Support Readiness

Another key activity of the APO was to conduct site surveys at each Sector Baltimore unit, as well as Sector

Engineering. The purpose of the site surveys was to

evaluate Sector

Baltimore's ability to

conduct the maintenance and supply

support activities it

was being tasked to

undertake in accordance with aviation

practices. For

instance, segregation and control of

inventory is particularly critical and

required new storage configurations.

In addition the

Maintenance

Control, Field

Terminal Operator

(maintenance data

entry) and Asset

Material Manager

(supply) duties all

required new office

spaces and requisite IT support. An

excerpt of the site

survey report showing office space

needs in Sector

Engineering is

included as Figure

2.

Tool and equipment needs were also documented and

acted upon through the site survey. For instance, though

Sector Baltimore had always been expected to assist in

the removal, installation, and shipment of RB-S outboards, they were never provided adequate lifting equipment to conduct this activity safely in the remote dockside locations that Station boats often found themselves.

As a result, the APO is considering various support

options and has elected to evaluate a specially configured mobile maintenance truck, which aviators would

term "ground support equipment", or GSE, like the one

shown in Figure 3.

Policy and Reporting Changes

Another element of this new model that required attention

was in the area of policy and reporting. In some cases

Sector Baltimore and its subordinate commands had to

be relieved of current policy and reporting requirements.

For instance, there was no longer a need to keep a

paper Boat Record because ALMIS is used to document

the entire history of an asset and becomes an official

electronic record. In other areas existing practices had to

Figure 2. Excerpts from

the Sector Baltimore

Site Survey show areas

of the Sector

Engineering Office that

may need improvements

in order to support the

pilot.

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Roof leak in Maintenance Control

Maintenance Control Workstations Maintenance Control Technical Publications Area

“Vessel Status Board” in EO’s office

Honda Engine diagnostic Tough Book

SECTOR BALTIMORE / STATION CURTIS BAY PRE-SITE SURVEY

The following pictures were taken during the pre-site survey visit as a way to further document

the current state of Sector Baltimore. Supporting Pictures

Supporting Pictures of Sector Offices (EO Office & Maintenance Control)
Fall 2007 - EE&L Quarterly • 69

be curtailed in order to effectively evaluate our efforts.

For instance, it's not uncommon for a District Boat

Manager to swap boats between Sectors, but because of

the asset induction requirements of the aviation model

and ALMIS, this would require extensive coordination.

With the concurrence of the Office of Boat Forces and

District 5 (D5), the swapping of boats will be limited to

those already within Sector Baltimore unless extreme circumstances (e.g., loss of a hull) dictated otherwise. All

of these policy changes were documented in policy

waivers or memorandum and provided to Sector

Baltimore.

Electronics Support

Another area that required some adjustment was electronics support. Of course current practice dictates that

all C4I support needs within

Sector Baltimore are met by

Electronics Systems Support

Unit (ESU) Portsmouth and the

Electronics Support

Detachments (ESD) at

Baltimore and Chincoteague.

This includes any C4I equipment on the boats. These commands manage their own work

lists (i.e., maintenance due list)

for routine boat maintenance

separate from the Sector's work

lists, in addition to providing

casualty support. While the

work lists are separate, they do

coordinate this activity with the

Sector, Stations, and Aids to

Navigation Teams (ANTs) to

accomplish it. Conversely, within an Air Station all support for

the airframe's avionics (i.e.,

electronics) is provided by an

Aviation Shop located within the

Engineering Department. The entire

airframe maintenance program is

managed by Engineering, and

includes all of the avionics maintenance. Air Stations do receive

ESU/ESD support, but only for nonairframe electronics and IT. To

accommodate this change in

approach for the Sector Pilot, ESU

Portsmouth agreed to dedicate a

group of technicians to learning the

aviation practices, to adhere to

Sector Baltimore Engineering guidance, to segregate electronics spare

parts and supplies for management

within ALMIS, and to work from a

consolidated maintenance due list

for each Sector standard boat that

included electronics maintenance items on it. With the

exception of their direct supervision, the ESD is serving

as a "virtual" electronics shop under Sector Baltimore

Engineering.

Inventory Management

Within Aviation Logistics most material is centrally managed and supplied by the Aircraft Repair and Supply

Center (ARSC) in Elizabeth City. In addition the materiel

provided is derived from an actual maintenance requirement, typically a part or supply item called out on an

MPC. This same approach was used to generate a new

"allowance list" for Sector Baltimore and its units, and

also required the segregation, reconfiguration, and

restocking of unit storerooms. In addition all the material

had to be loaded into the Aviation Management

Figure 3. A mobile maintenance

truck, like "The Dominator" pictured here,

may be evaluated as part of the Sector's support capability.

CDR Bob McCarty and Shiela Tunis of the ARSC Aviation Logistics

Division enter Sector Baltimore stock items into ALMIS.
LO

Logistics

G

70 • Fall 2007 - EE&L Quarterly

Information System (AMMIS) (supply) module of Aviation

Logistics Management Information Systems (ALMIS). All

of this work was accomplished in the months and weeks

prior to the actual pilot kickoff at the Sector. Once up

and operating, the Sector Baltimore Asset Material

Manager will serve as the supply authority for all Sector

Baltimore units, and will be the interface to the centrally

managed supply operation at the APO.

Tool Control

One important element

of aviation maintenance is tool control.

The primary driver for

this program is flight

safety; misplaced tools

have been known to

damage expensive

equipment and even

bring aircraft down. Of

course there have

been documented

cases of severe equipment damage due to

lost tools in surface

equipment as well, but

aside from the obvious

safety concerns,

proactive tool control is

just good business.

Exercising good tool

control first requires that you have a firm grasp of what

tools you have and where they are stored. In order to

accomplish this within the aviation maintenance community, the use of highly organized tool boxes with extensive

use of "shadowing" is commonplace. A "shadowed" toolbox is simply one that applies colored tool shadows or

cutouts to make it immediately apparent that a tool is not

A newly stocked

and barcoded

Vidmar drawer in

the Sector

Engineering

storeroom.

Some examples of

newly improved tool

stowage in place at

Sector Baltimore.

New shadowed Snap-On toolbox New Snap-On tool locker

“On-the-road” toolbox

Supporting Pictures of Carpentry Shop
Fall 2007 - EE&L Quarterly • 71

where it's supposed to be. This makes the process of

inventorying tools each day, or after certain maintenance

tasks, much more efficient. The next photo shows shadowed toolboxes being put into service at Sector

Baltimore.

Quality Assurance

Another important aspect of aviation maintenance is the

Quality Assurance (QA) program. Key, experienced individuals within the Engineering Department are formally

designated as QA inspectors and assigned to the Quality

Assurance Branch. Others can also be assigned the role

as a collateral duty. At certain key steps many MPCs call

for a QA inspection and sign off before the technician can

advance to the next step. While this QA program

requires additional effort, it saves problems and downtime

by avoiding problems more junior technicians might create. Implementing this type of program within Sector

Baltimore is part of the pilot, but has proved challenging

because of the limited number of personnel in the engineering departments of many Stations and ANTs.

Maintenance Release

Within aviation, only personnel with Maintenance

Release authority can certify an aircraft ready for operations and place any operating constraints on an asset

that might still have a maintenance issue that does not

ground it. A maintenance release signifies that a responsible individual has determined the correct maintenance

or inspection has been completed for the discrepancy or

other requirement. A signed release also signifies that

adequate ground checks and maintenance documentation have been correctly performed. All of these review

and releases are captured "for the record", and cannot be

overridden by someone without that authority. This presents a change from present practice within the Boat

Forces community, where the BOAT manual states that a

CO must set or waive any restrictions placed on a damaged or maintenance restricted boat. For the pilot,

Sector Baltimore will apply aviation principles by designating key individuals within Sector Engineering as having Maintenance Release Authority.

The "A" is for ASSET

A key enabler of the Sector Standard Boat Pilot was to

have Sector personnel work within

the aviation logistics systems, ALMIS

and the Electronic Aircraft Logbook,

or EAL. In order to do this a number

of minor but important changes needed to be made to enable boats to be

managed where heretofore only aircraft where. Concurrent with these

software changes were some equally

important "labeling" changes. While

everyone is working cooperatively,

everyone knew our boat support and

The ARSC "MPCs

OnLine" features was

modified to accommodate

boat MPCs like these for

the RB-S.
LO

Logistics

G

72 • Fall 2007 - EE&L Quarterly

operations personnel didn't want to look at screens with

"aircraft" labels all over them. With the concurrence and

cooperation of the Office of Aeronautical Engineering

(CG-41) and the ARSC, the "A" in ALMIS and EAL were

relabeled from Aircraft to the more generic "Asset" (e.g.,

Electronic Asset Logbook). In addition, the ARSC web

site, which is used to access maintenance procedure

cards, was similarly updated to accommodate boat

MPCs.

Final Preparations for Getting Underway

The LTPIO worked aggressively during the final months

and weeks leading up to the July 23rd pilot kickoff. A

number of critical activities needed to be completed and

the office used it's project management system, ePMO,

and an embedded "Ready for Sea" checklist, to track

the status and ensure all signals were go. The following

is an image of the dashboard taken a week prior to

launch:

The LTPIO "Ready for Sea" dashboard.
Fall 2007 - EE&L Quarterly • 73

Cast Off All Lines

On 23 July the Sector Standard Boat Pilot got underway

at Sector Baltimore. RADM Dale Gabel, Assistant

Commandant for Engineering and Logistics addressed a

Sector Baltimore all hands muster to formally kick the

pilot off. Training commenced the first morning and continued through the afternoon. An aggressive training

schedule will deliver training at each Sector Baltimore

unit, with every crew member receiving approximately 20

hours of training during a two-week period. The entire

deployment lasted till the end of August. As the deployment progresses, LTPIO contract staff are capturing

lessons learned and developing an implementation "playbook" that will be used as a guide at Sector San

Francisco and subsequent Sectors beyond the pilot

phase.

RADM Gabel addresses the crew of

Sector Baltimore and Station Curtis

Bay in the CG Yard gymnasium.

Rusty Sinclair, a

member of the EAL

QA training team from

ARSC, delivers EAL

training to the Sector

Engineering staff.
E

Environmental

Coast Guard Green

Coast Guar Coast Guard 2006

Environmental onmental Award

Winners Announced Announced

Individual

LT Jeffrey S. Pearson (CG-3RPL-4):

Natural Resources Protection and Management

LT Pearson's marine conservation expertise was demonstrated in the Marine Protected Species program through

his strengthened partnerships with the Coast Guard

Auxiliary and Sea Partners to protect coral reefs and

reduce whale collisions. He also took personal responsibility for saving several at-risk marine mammals, and

leveraged partnerships with the Marine Protected Area

Federal Advisory Committee, the U.S. Coral Reef Task

Force, and the Right Whale Regional Implementation

Team for development of the Right Whale Ship Strike

reduction plan.

Mr. Thomas A. Tansey (G-AND):

NEPAL and Historic and Cultural Resources Management

Mr. Tansey's expertise was demonstrated by his thorough

anticipation of delays that might occur in planning for

tower sites, resulting in adherence to construction schedules for critical Rescue 21 projects. His planning abilities

were supplemented by his knowledge of unique needs for

migratory bird protection, endangered species, critical

habitat protection, and areas of historic and cultural value

in the Hudson River Valley.

A total of twelve Coast Guard Environmental Awards were given to units, teams, and individuals for their environmental stewardship efforts over the last year. Superior environmental performance was cited in categories ranging

from natural resources protection, to prevention and remedy of environmental damage, source reduction, sustainable design, environmental management systems, and overall environmental excellence. The awardees have

brought great credit to the Coast Guard while demonstrating the breadth and depth of environmental capabilities the

Coast Guard possesses. We encourage other units to contact the winners to learn how you can make a difference

in protecting the environment while achieving your mission. Individuals can be contacted at their global address.

Please contact Ken Malmberg for Point of Contacts at the units listed. Below is a brief description of their efforts.

74 • Fall 2007 - EE&L Quarterly

Teams

Facilities Design and Construction Center Pacific (FDCCPAC):

Building 4 Design and Construction Team Sustainable

Design

The team incorporated green design elements into a highperformance green building to qualify for LEED Silver certification. From initial proposal to occupancy, considerations were made for water efficiency, energy use, and

recycled content products throughout the project. Even its

location was picked in an urban area that had already

been developed and close to bus and train lines.
Fall 2007 - EE&L Quarterly • 75

Teams cont’d

Environmental Standards Division (G-3PSO-4):

Natural Resources Protection and Management

This team took a comprehensive approach to aquatic nuisance species and dry cargo residue sweepings to set the

standard for protection of water quality. They developed

programmatic assessments of ballast water discharges,

and set a policy of best management practices for vessels

to declare “No Ballast Onboard,” helping move the industry further toward meeting proposed discharge standards.

Large Units

Air Station (AirSta) Barbers Point:

Special Recognition - Source Reduction

The unit's focus on the HazMin Centers by use of HSMS

software ensured tracking of all Hazmat issuance,

reclaiming, reuse, and disposal. Using this tracking system to systematically eliminate use of these materials has

greatly reduced both the size of the waste stream and disposal costs.

Air Station (AirSta) Cape Cod:

Environmental Management Systems

The unit's broad accomplishments in EMS are led by their

cross-functional teams which ensure integration of environmental awareness into the daily operation of the unit.

Their EMS also provides crucial metrics for energy and

emission reductions, solid waste reductions and recycling,

and procurement of post-consumer recycled materials

throughout the unit.

Facilities Design and Construction Center Atlantic (FDCCLANT):

Special Recognition-Natural Resources Protection and

Management

The unit minimized potentially disruptive effects on environmentally protected sea-grass by transplanting it during

construction of a new mooring facility at Sector St. Pete.

The transplant operation promoted cooperation with the

State and with the Corps of Engineers, and improved

habitat for several marine species, while having a positive

effect on water quality.

Sector/Air Station (AirSta)_ Corpus Christi:

Overall Environmental Excellence

The Sector standardized its best practices among all outlying units, exemplified by their booklet "Sector Waste

Disposal Procedures," summarizing stewardship policies

and procedures for all their tenants. Their Harbor Facility

successfully eliminated the Hazmat pharmacy by

improved accountability from the tenants. The unit's most

recent Environmental Compliance Evaluation (ECE) recommended their small boat stations cancel their hazwaste

registration numbers since hazwaste has been eliminated

as a problem! The Sector also enjoys exemplary external

community relations through an active outreach and education program.

Coast Guard Yard:

Pollution Prevention

The Yard continues to maintain its ISO-14001 certification.

Pollution prevention has come to the fore through focusing

on energy management via a landfill gas project for

renewable energy, reduced air emissions from reduced

boiler plant operations, and remediation of surrounding

soils from removal of a non-compliant underground storage tank.
76 • Fall 2007 - EE&L Quarterly

E

Environmental

Coast Guard Green

Small Units

Aids to Navigation Team (ANT) Saugerties:

Special Recognition - Community Outreach

ANT Saugerties demonstrated excellence by responding

to establishment of a nature trail and Lighthouse

Conservancy adjacent to the ANT property. They comingle and dispose of solid waste from these new neighbors,

and patrol the areas, generating much good will from the

community.

Civil Engineering Unit (CEU) Miami:

Environmental Management Systems

The unit initiated a funding request to test the

EnviroManager tracking system at 13 Coast Guard locations, leading to self-certification at two Sectors. Their

best practices modules provide tracking for fuel farms,

asbestos, and environmental documentation at these

locations, and their system outreach has extended to

Maintenance and Logistics Command Pacific (MLCPAC)

and Atlantic (LANT) Area, improving standardization of

EMS implementation.

SSD Paris Landing, TN:

Special Recognition - Recycling and Pollution Prevention

This unit has directly assisted the CGC CHIPPEWA and

CGC CIMARRON with guidance on waste disposal and

hazardous materials disposal, allowing for more environmentally friendly operation and maintenance for these

busy vessels. Their efforts at reusing buoys resulted in

ensuring continued service from approximately 405 class

4 buoys last year. They also recycled all batteries that

were unsalvageable, as well as oil and coolants.

RADM Dale Gabel, Assistant Commandant for Engineering and Logistics (CG-4), announced and congratulated the winners in an ALCOAST wrote, “I applaud all the nominations submitted and appreciate

your contributions to the success of the environmental protection program, and furthering the goals of the

Commandant’s Environmental Stewardship Commitment. I encourage all units to contact these winning

units, teams and individuals to learn how you can model your environmental and natural resources protection efforts after them.” Congratulations to all the winners of this years awards.
Fall 2007 - EE&L Quarterly • 77

The DHS Environmental Achievement Award was developed in 2004, and

addresses waste/pollution prevention, recycling, green purchasing,

sustainable design/green buildings, environmental management

systems, minimizing petroleum use in transportation, electronic

recycling, natural resource protection and management, the

national environmental policy act (NEPA), and historic and

cultural resource management. Eight awards were won in

2007 by Coast Guard individuals and units. The names

and categories of the winners are:

Large Unit

ISC Miami-Waste/Pollution Prevention

AirSta Cape Cod-Environmental Management

Systems

ISC Kodiak-Recycling

Small Unit

CEU Miami-Environmental Management Systems

Support Detachment Paris TN-Recycling

Individual

BM1 Aaron Udland, Station Juneau-Minimizing

Petroleum Use in Transportation

Sustainable Design/Green Buildings

Facility Design and Construction Center Pacific-New

Construction

USCG Yard-Existing Building

We congratulate these winners, many of whom also won the

USCG Environmental Award, for their originality and perseverance in

reducing our environmental footprint and for being true stewards of the

environment. Please contact Ken Malmberg of the Office of Environmental

Management (CG-443) for copies of their winning nominations.

DHS Environmental

Achievement Award Winners

in the U.S. Coast Guard
78 • Fall 2007 - EE&L Quarterly

BZ

Bravo Zulu

LCDR Dennis C. Evans,

2007 Coast Guard

Engineer of the Year

LCDR Dennis C. Evans, USCG Air Station

Borinquen’s Public Works Officer, Puerto Rico, is the

Coast Guard Engineer of the Year for 2007. He was

selected from a group of outstanding nominees

throughout the Coast Guard, both civilian and military. LCDR Evans received a bonus by selection as

a top ten finalist for Federal Engineer of the Year for

2007, the National Society of Professional Engineers

(NSPE) .

LCDR Evans was chosen as Coast Guard EOY for

his leadership and ability to get the job done recorded in the following entry in his nomination package:

“Possessing an outstanding ability to get things done, he finds creative ways to maximize the Coast Guard’s facilities

maintenance dollar. An excellent example is partnering with Air Force National Guard Squadrons to complete base

maintenance projects. For the price of logistics support only (on base meals and lodging), has secured approximately

14,000 manhours of supplemental labor. In the las two years, he has used the additional work force to renovate bathrooms at the pool and community center, upgrade the hangar berthing areas for ready air crews, install a new park (with

playground, gazebo and watch tower) in the housing area prepare family housing units for new occupants, enlarge the

youth center, renovate the Education Services Office, construct a new generator building, and many, many, other small

ventures. These projects are typically family and community focused, representing work that may not otherwise be possible through traditional methods given austere budget climates. Over the last two years, approximately $100K or

investment for materials and logistics support has been leveraged into completed work in place with a value of ~$450K,

a return-on-investment of over 4-to-1. To share the success, took the additional step of publicizing to all Coast Guard

Public Works Officers, resulting in other Coast Guard units following the lead with this program.”

“The candidate's accomplishments in environmental stewardship are unsurpassed, having been personally recognized

by the DHS environmental program director and CG Commandant in 2005. To date in 2006, has shepherded unit to

Coast Guard and EPA environmental quality awards. Innovative environmental initiatives include use of solar alternatives wherever possible including water heaters, traffic signs and shop utility vehicle, coupled with aggressive recycling

efforts to include non-virgin aircraft fuel, as well as a housing area curb side program. As of late 2005, has achieved

220% facility increase in recycling (as measured by weight) as compared to 2002. Concurrently, hazardous waste generation has fallen by 78%. Programs have been advertised CG-wide as examples of “best practices.”

LCDR Evans was recognized for his contribution to the Coast Guard during an award ceremony hosted by the NSPE on

22nd of February 2007 at the national Press Club, Washington, DC. Coast Guard Vice Commandant, Vice Admiral

(VADM) Vivien S. Crea and Rear Admiral Dale G. Gabel, Assistant Commandant for Engineering and Logistics (CG-4),

congratulated LCDR Evans for a job well done during an early morning visit to Headquarters on the 22nd. RADM

Gabel later accompanied Evans and his family to the FEYA luncheon where RADM Gabel presented him with the Coast

Guard Engineer of the Year award.

Other nominees for this year’s award were LCDR Andy Clyburn, David Adylett, LT Christopher Treib, David Robinson,

CDR James Sebastian, CDR Jonathon Milkey, LT Sean Brady, Thomas Remmers, LT Dean Milne, Paul Rodriquez, LT

John Chang, and LT James Forgy.

This annual luncheon honors and recognizes federal government engineers and agency winners for their achievements

in engineering and their contributions to the American public. We congratulate LCDR Evans and all who were nominated for the “2007 Coat Guard Engineer of the Year.”
Fall 2007 - EE&L Quarterly • 79

“Mr. Vince Walser, an Information System Security Officer (ISSO) at ESU Kodiak, AK was awarded the

USCG ISSO of the Year award during the annual DHS Security Conference in August 2006. The award

acknowledges the roles ISSOs contribute to the protection of DHS systems and assets. The Deputy

COMDT for C4&IT, CAPT Chaz Johnson presented the award during the DHS conference.

Congratulations to Ms. Del Tomani, OSC; Mr. Frank Finely, PSC; and Mr. Burt Matsushima, ESU Honolulu

who were also nominated for the award. BZ!”

US C G ISSO of the Y ear
BZ

Bravo Zulu

For Ramona Vazquez, Administrative Assistant

Yard Fiscal Department, it was business as usual

on Friday, March 16th [2007] until her phone rang

and the Commandant of the Coast Guard was on

the line! Admiral Allen was calling Ramona to congratulate her on being named the "2006 Coast

Guard Civilian of the Year." The award was initiated eight years ago to recognize superior job performance and significant contributions to the community among the Service's civilian employee corps.

Throughout the past year, Ramona worked diligently on creating a new solution that would minimize

financial risks associated with accounting practices

with the Department of Homeland Security's (DHS) new

express mail carrier, DHL. Because of extremely large

data files, the carrier's billing reports posed numerous

problems for the DHS accounts reconciliation staffs.

Ramona developed a first-of-its-kind process for extracting data and created an easy-to-read spreadsheet. Her

solution helped minimize financial risk to the Coast

Guard's management of over 1.5 million dollars in DHL

accounts.

Ramona currently serves as President of the Baltimore

Area Coast Guard Spouses' Association. Under

Ramona's leadership, the Association celebrates two

years of operation this spring for "Nate's Open Door," the

Baltimore Area Coast Guard Command baby pantry

named after late DC3 Nathan Bruckenthal, USCG. Petty

Officer Bruckenthal was killed in action in the Persian

Gulf in 2004.

"Nate's Open Door" opened its doors in 2005 acquiring

baby pantry items such as diapers, infant clothing, crib

sheets, etc. and making them available, free of charge,

to members of the Baltimore area Coast Guard community. Nearly 100 families have been served through the

baby pantry ministry to date.

Ramona also initiated a campaign for her Association to

collect free telephone calling cards for distribution to the

Coast Guard crews of cutters in the Yard for repair. She

later expanded the project to provide telephone calling

cards to members of the armed forces recovering at

nearby Walter Reed Army Medical Center from injuries

sustained in the Iraq War.

Ramona's dedication to the Coast Guard comes straight

from the heart for she has been the Coast Guard wife of

MKC Edward Vazquez, USCG, for the past 20 years. A

native of Tucson, Arizona, Ramona met Ed at Coast

Guard Air Station Miami, and they were married in 1987.

They have been stationed in five different states including Maryland throughout Ed's career. Today, they are the

proud parents of three sons: Edward, a member of the

Maryland Air National Guard; Michael, a 10th grade

honor student at Arundel High School, and Christopher,

an 8th grade honor student at Mac Arthur Middle School.

Ramona devotes her free time to her local Civil Air

Patrol, works for the Greater Odenton Improvement

Association, and is currently contributing to the development of the Hispanic Committee Relations Board for

Anne Arundel County government.

The motto of the Coast Guard Spouses Association is

"unconditional love and support." Ramona Vazquez is a

role model for this motto and exemplifies the "best of the

best" in the Coast Guard civilian community.

2006 Coast Guard 2006 Coast Guard

Civilian of Civilian of

the Year

80 • Fall 2007 - EE&L Quarterly

Admiral Thad Allen (left), Commandant of the U.S. Coast Guard,

presents the 2006 Coast Guard Civilian of the Year Award to

Ramona Vazquez (right) of the Coast Guard Yard.

Coast Guard Headquarters

CG-4, JR9-1130

1900 Half St., SW

Washington, DC 20593-0001