USCG STR ATEGY 01

UNITED STATES COA ST GUAR D

O O O O

STR ATEGY

OCTOBER 2022

WASHINGTON, D.C.
O O O O

Tomorrow looks different. 

So will we.

We will be a more adaptive and connected 

Coast Guard that generates sustained 

readiness, resilience, and capability

 i n n e w wa y s 

to enhance our Nation’s maritime 

safety, security, and prosperity.

Admiral Linda Fagan

1 June 2022

O O O O
USCG STR ATEGY 1

T H E C O M M A N DA N T 

of the United States Coast Guard

As a maritime nation, the United States depends on a strong and agile Coast Guard to enhance the Nation’s 

maritime safety, security, and economic prosperity. For 232 years, we have applied our broad authorities and 

capabilities to save lives, protect our waters, and defend our national interests.

Our Coast Guard holds the trust of the Nation because of our enduring commitment to performing our 

missions with Honor, Respect, and Devotion to Duty. We are esteemed among our fellow military Services, the 

Department of Homeland Security, partner agencies, the maritime industry, and our elected leaders. Around the 

world, nations and mariners see our racing stripe as a symbol of maritime governance and hope. 

The pace of change in today’s world is accelerating. Geopolitical strategic competition, economic volatility, 

climate change impacts, shifting workforce expectations, evolving technologies, and emerging maritime uses 

are converging and driving change for our Service.

If we do not adapt, this accelerating pace of change will overtake our ability to protect, defend, and save the 

American public we serve. Now is the time to move our Service forward.

We will transform our total workforce by modernizing how we recruit, hire, develop, train, and support our 

people and their families. We will sharpen our competitive edge by driving a culture of innovation to integrate 

new technology and provide our people with reliable assets, systems, and infrastructure. And we will advance 

our mission excellence by pioneering new operating concepts while enhancing our readiness.

Our Coast Guard succeeds because of our exceptional character, our high sense of purpose and dedication to 

who we are and what we stand for: our Core Values, our Ethos, and our sense of service to the Nation. We are 

committed to building a diverse and inclusive workforce reflective of the American people. We will create an 

environment where all people are respected, valued, and empowered. Delivering improvements for our Coast 

Guard workforce is my top priority, so our Service can meet the challenges of tomorrow and ensure the enduring 

prosperity of America. 

This Strategy provides the vision and framework for why and how we will implement change to remain Semper 

Paratus. Every member of the Coast Guard is a leader - and every leader has an opportunity to contribute - I 

challenge you to align your work to this Strategy and take action to lead our Service forward. 

This is our Coast Guard. This is our Strategy. 

Tomorrow looks different. So will we.

Yours in service,

Admiral Linda L. Fagan

 
2 USCG STR ATEGY

Our Value to the Nation .

Strategic Environment .

Drivers of Mission Risk and Opportunity .

Strategic Driver Implications .

Strategic Framework . 

Transform Our Total Workforce .

Sharpen Our Competitive Edge .

Advance Our Mission Excellence  .

Future Investments  .

Implementing Guidance .

Sustaining Our Transformations .

Table of Contents
USCG STR ATEGY 3

Our Value to the Nation

America’s waterways, coasts, and seas are the lifeblood of our economy, our national security, and our way of life. They are 

a source of vast natural resources— fueling commerce, transportation, and defense while enriching our lives. The safety, 

security, and prosperity of America depend on reliable access to the maritime environment, protection from threats on 

the sea, and protection of the sea itself. To this end, the Coast Guard serves as a unique instrument of national power, 

championing the rule of law and governance on our waters and beyond.

As the Nation’s only multi-mission, military, maritime service, we are humanitarian first responders, environmental stewards, 

a law enforcement and regulatory agency, a member of the intelligence community, and a branch of the Armed Forces. 

Our missions have evolved over the last two centuries; we have developed enduring strategies to focus our efforts, nested 

underneath national and departmental strategies and priorities. As our missions continue to evolve in the future, we remain 

committed to developing the personnel, infrastructure, assets, and technology necessary to excel in tomorrow’s world.

The Coast Guard enables America to harness the potential of our multi-use waterways. We support national interests by 

saving lives, preventing terrorism, securing our maritime borders, promoting the rule of law, protecting natural resources, 

and enhancing cyber and critical infrastructure security, all in concert with other Department of Homeland Security 

(DHS) components. We operate at both the national and local level, cooperating with American communities to manage 

Western 

Hemisphere 

Strategy

Diversity

and Inclusion 

Action Plan

Ready 

Workforce 

2030

Maritime Commerce 

Strategic Outlook

IUU Fishing 

Strategic Outlook

Cyber 

Strategic 

Outlook

Arctic 

Strategic 

Outlook

Strategic 

Framework on 

Climate Change1

N A T I O N A L P R I O R I T I E S A N D S T R A T E G I E S

D E P A R T M E N T A L P R I O R I T I E S A N D S T R A T E G I E S

USCG 

STRATEGY

Advantage at Sea: 

Tri-Service 

Maritime Strategy

Security 

Sector Assistance 

Strategy

1 Scheduled for release Winter 2022
4 USCG STR ATEGY

ports and inland waterways. Our vast network of international, interagency, industry, intergovernmental, tribal, and 

nongovernmental partners allows us to collaborate and lead through crises. We bring a broad and unique spectrum of 

powerful authorities to the Department along with highly trained, rapidly deployable, and well-equipped personnel and 

assets that flow across missions as needed.

The Coast Guard also plays a central role in strengthening maritime governance around the world, building on international 

engagements to bolster other nations’ inherent capabilities to police their own waters and support cooperative operations. 

As the only branch of the Armed Forces within DHS, we bridge the gap between the law enforcement focus of DHS, the 

diplomacy of the Department of State, and the defense capabilities of the Department of Defense (DOD). Within the Joint 

Force, we provide a full spectrum of engagement in the grey zone as nation-states and transnational criminal organizations 

(TCOs) generate increased uncertainty and complexity in the maritime domain. Finally, should conflict arise, the Coast 

Guard stands shoulder-to-shoulder with the DOD Services to defend America’s national security interests.

The key to our success has always been our people – our diverse total workforce of Active Duty, Reserve, Civilian, and 

Auxiliary members – who often accept great personal sacrifices and put themselves in harm’s way to serve the Nation. As our 

Service transforms, what remains is our steadfast commitment to serving others, our Coast Guard Core Values and Ethos, 

and a common purpose to remain Always Ready to protect, defend, and save the American public.
USCG STR ATEGY 5

United States Coast Guard Ethos

In Service to our Nation

With Honor, Respect, and Devotion to Duty

We protect

We defend

We save

We are Semper Paratus

We are the United States Coast Guard
6 USCG STR ATEGY

Strategic Environment

Drivers of Mission Risk and Opportunity

The world is changing, and the pace of that change is accelerating. The United States is part of a highly integrated 

international system, which presents added complexities. Key drivers in this dynamic environment directly affect Coast 

Guard missions. These drivers are frequently interconnected and interdependent.

GROWING WORKFORCE COMPLEXITY: 

A shrinking American workforce combined with changing employee-employer expectations is driving significant 

challenges in recruiting and hiring. Simultaneously, American jobs are expected to increase by nearly 12 million from 2020 

to 2030, which will intensify competition for workers.2

 New workforce entrants increasingly seek flexibility, innovation, 

inclusion, and purpose; they desire employers with courageous and culturally fluent leaders who foster a workplace where all 

people are respected and empowered. Organizations that fail to adopt modern policies and processes will fail in attracting 

and retaining the talent necessary to meet the challenges of an increasingly complex world.

RAPID ADVANCEMENTS IN TECHNOLOGY: 

The pace of innovation is accelerating, and access to technology has become ubiquitous. Expanding interconnectivity and 

increasing complexity will enable industry to meet competing challenges for growth, eliminate barriers to communications, 

bolster commerce and economic prospects, and provide opportunities to deepen existing partnerships and build new 

relationships. Technological advancements — such as autonomous systems or artificial intelligence — expose global 

systems to modern threats, including growing cybersecurity concerns, supply chain disruptions, navigation vulnerabilities, 

communication distortions, and interference with both information and operational technology systems.

2 U.S. Bureau of Labor Statistics, “Employment Projections and Occupational Outlook

 Handbook News Release”, U.S. Bureau of Labor Statistics, 2021, 

https://www.bls.gov/news.release/ecopro.htm (accessed 28 Jun 2022).
USCG STR ATEGY 7

IMPACTS OF CLIMATE CHANGE: 

The world is experiencing intensifying weather patterns, rising sea levels, migrating fish stocks, and food and water insecurity. 

Increased access to navigable waters in the Polar Regions is prompting human activity in new areas. The coastal population 

has continuously increased in size over the last five decades, with 40% of the American population currently living in coastal 

counties.3

 Over the same timeframe, annual “billion-dollar disasters” have grown from an average 7.7 events per year to 

17.8 per year, a trend that shows no signs of slowing.4

 Climate change amplifies the effects of other drivers and exacerbates 

stressors that increase challenges within the maritime environment.

SHIFTING ECONOMIC FACTORS: 

A shifting economic landscape and changing industrial capacity will continue to impact fiscal realities, workforce availability, 

and operating costs. Use of the maritime environment, including the movement of goods and people and the extraction 

of resources, also continues to expand and evolve. Global markets, coupled with congested highway and railway systems, 

demand growing capacity in the Marine Transportation System (MTS). Today, 90% of global trade travels by sea, facilitating 

$5.4 trillion of U.S. annual commerce and supporting 31 million American jobs.5 Globally, predatory fishing practices 

coupled with climate change and geopolitical landscapes are increasing economic stressors, particularly for coastal nations. 

EVOLVING GEOPOLITICAL LANDSCAPE: 

Global strategic competition is challenging the rules-based order by eroding international norms, maritime governance, and 

regional stability. Nation-state aggression poses significant threats to global peace and prosperity as malign actors grow in 

economic and military strength, attempting to shift global norms in their favor. National competitors, violent extremists, and 

increasingly powerful and capable TCOs all continue their attempts to exploit weak governance at sea, corruption ashore, 

and gaps in maritime domain awareness to gain economic and political advantage. 

CHANGING OPERATIONAL DOMAINS: 

Emerging uses of the maritime environment – including offshore energy production, unmanned vessel and aerial systems 

employment, and commercial space activities — are rapidly expanding, challenging existing regulatory and operational 

frameworks. The cyber threat vector grows as information, data, and technology are increasingly commercially available 

and in use by adversaries, violent extremists, and TCOs. Additionally, the intersections of growing political, economic, and 

climate factors drive human migration which strain border security and immigration processes.

3 National Oceanic and Atmospheric Administration, “Economics and Demographics”, Office for Coastal Management, 2018, 

https://coast.noaa.gov/states/fast-facts/economics-and-demographics.html (accessed 28 Jun 2022).

4 NOAA National Centers for Environmental Information, “U.S. Billion-Dollar Weather and Climate Disasters”, 2022, 

https://www.ncei.noaa.gov/access/billions (accessed 28 Jun 2022).

5 American Association of Port Authorities, “Exports, Jobs, and Economic Growth”, 2019, 

https://www.aapa-ports.org/advocating/content.aspx?ItemNumber=21150 (accessed 28 Jun 2022).
8 USCG STR ATEGY

Strategic Driver Implications 

The conditions under which we operate are not static; changes in the strategic environment are directly impacting the 

Coast Guard today. As the external environment changes, so will the strategic drivers and their combined implications to 

our Coast Guard missions. We have the opportunity today to build readiness and resilience within our Service. We must 

continuously monitor the external environment and adapt as necessary to meet the needs of the Nation.

u Our talent management system will evolve to allow more career flexibility, while meeting Service needs. The total 

end strength of our workforce is challenged. Recruiting and hiring shortfalls, if not addressed, will lead to reduced capacity 

and mission effectiveness. The fundamental structure of our workforce system was established following World War 

II, amid a vastly different social and economic landscape. For example, the proportion of dual income households has 

dramatically increased since the 1950s, and the costs of housing and child care have risen while wages remained relatively 

flat.6 We must build and support a more diverse, agile, and adaptive total workforce.

u Our ability to compete will evolve to match the pace of changing technology, climate, economic pressures, 

political landscapes, and operational demands. Technology is revolutionizing the world around us through 

digitalization, miniaturization, advances in data and networks, autonomous systems, and artificial intelligence. Our 

future workforce enjoys these technological solutions outside the Service and will require access to these tools to 

6 Concordia St. Paul, “The Evolution of American Family Structure”, CSP Online, 2022, 

https://online.csp.edu/resources/article/the-evolution-of-american-family-structure/ (accessed 14 Jun 2022).
USCG STR ATEGY 9

maximize effectiveness. These changes also present new challenges and opportunities for Coast Guard regulatory efforts 

and our own employment of emerging capabilities. We must compete with the evolving capabilities of our adversaries, 

embracing organizational and process changes to make the most of new technologies and, as necessary, identifying and 

closing gaps in our authorities. Increasing fuel costs and alternative energy innovation will also drive the Coast Guard 

to redefine the way we use energy sources across all platforms. In tandem, as Coast Guard facilities and infrastructure 

become progressively vulnerable to extreme floods, fires, wind, and rising sea level, the Service must seize opportunities 

to build resilience and manage the risks of climate change. 

u Our force posture and operating concepts will evolve to meet increasing demands . Evolving global supply chain 

volatility, economic disparity, increasing geopolitical instability, and strategic competition stress the international 

system and challenge our national prosperity and security. Increasing demand for the Coast Guard’s unique authorities, 

partnerships, and capabilities will stretch our organizational capacity and require clearer alignment between strategy, 

resource allocation, and mission execution to address the most consequential risks facing our Nation. For example, 

requests for Coast Guard crisis leadership and expertise have risen in recent years; 7-10% of the Coast Guard workforce 

deployed annually to support national incident responses from 2018-2021. This increase demands new thinking 

regarding workforce utilization. Abroad, regional instability and economic disparity are driving increased maritime 

migration. Malign actors are employing Illegal, Unreported, and Unregulated Fishing (IUUF) tactics to undermine 

sustainable resource management, jeopardizing global food and economic security of all maritime nations. Maximizing 

the Coast Guard’s response to counter threats like these will require exploring innovative operational concepts that make 

best use of evolving Coast Guard capabilities. 
10 USCG STR ATEGY
We will be a 

more adaptive 

and connected 

Coast Guard 

that generates 

sustained readiness, 

resilience and 

capability 

in new ways

to enhance our 

Nation’s maritime 

safety, security, 

and prosperity.

SO WILL WE

Strategic Framework

The Coast Guard will remain adaptive and connected, both internally and with our partners and stakeholders, to consistently 

and reliably serve the American public and support our international partners in an ever-changing world. We must be bold, 

innovative, collaborative, and willing to act in new ways to overcome the global challenges we face. 

This Strategy builds on the Commandant’s Intent and enduring Coast Guard strategies to provide a framework for the 

Coast Guard to generate sustained readiness, resilience, and capability to enhance America’s maritime safety, security, and 

prosperity. To that end, we will:

Transform our 

Total Workforce

Sharpen our 

Competitive Edge

Advance our 

Mission Excellence 

Work-Life 

Dynamics

Technological 

Advancements

Climate Change 

Implications

Economic 

Trends

Geopolitical 

Landscape

Operational 

Domains

TOMORROW LOOKS DIFFERENT

Growing 

Demands, 

Risks & 

Opportunities

National 

Strategies 

& Priorities

Enduring 

Coast Guard 

Strategies

Transform 

our Total 

Workforce

Sharpen our 

Competitive 

Edge

Advance 

our Mission 

Excellence

USCG STR ATEGY 11

Generate 

Sustained 

Readiness, 

Resilience 

and 

Capability
12 USCG STR ATEGY

Transform Our Total Workforce 

The workforce is the heartbeat of our Service. Our diverse talents are the reason we succeed in our missions. Our 

personnel are resilient, capable, skilled, and motivated. To recruit, hire, train, and retain the workforce needed 

for the future, the Coast Guard must provide all of our personnel with a management model that best aligns the 

talents, desires, and experiences of an individual with the needs of the Service to maximize the performance of 

both. To transform our total workforce, we will execute the Ready Workforce 2030 Strategic Outlook. While we 

strive to implement each line of effort in the Outlook, we will place particular emphasis on rapidly executing the 

following key initiatives to enhance recruiting and retention.
USCG STR ATEGY 13
14 USCG STR ATEGY

u Deploy innovative recruiting practices to attract the mission-ready total workforce we need for today and into the 

future. We will:

• Execute a comprehensive campaign using innovative and adaptive marketing to connect our recruiters to potential 

active duty, reserve, or civilian hires and auxiliary volunteers.

• Provide strategic direction to align military accession programs, including the Coast Guard Academy and Training 

Center Cape May, with Service needs.

• Identify and reduce barriers that deter otherwise qualified military and civilian applicants to increase the pool of 

potential recruits.

u Revolutionize talent management policies to create opportunities for flexible assignments, advancements, workplaces, 

and careers for our total workforce. We will:

• Build a talent management system that is transparent, readily understandable, and leverages data analytics to identify 

and solve problems while also supporting the flexibility that our current and future workforce desires.

• Develop and employ modern tools and incentives to offer the workforce tailored career options that meet personal and 

professional goals, while ensuring the Service can fill positions with people who have the right skills and experience.

• Aggressively employ existing workforce management authorities and retool our talent management policies to 

enhance career fluidity and permeability to better attract and retain Coast Guard talent.

• Create and implement programs to promote and reward personal talent development, including initiatives that support 

attainment of new skills.
USCG STR ATEGY 15

STR ATEGIC OBJECTIVE

We will generate a modern and ready workforce, when and where we need it, to meet the growing demand for 

Coast Guard services by improving how we recruit, hire, develop, train, and support our personnel and their families.

u Develop individually tailored, on-demand, and modernized learning for the continuous professional and personal 

growth of our total workforce. We will:

• Continue to innovate and develop new ways to deliver training by adapting to a world that is increasingly virtual and customizable.

• Make better use of and expand blended learning approaches. Traditional classroom training will no longer be the default 

learning modality. 

• Aggregate and interpret training and performance data to forecast best courses of action for sustaining total workforce talent and 

mission readiness.

u Deliver point-of-need healthcare and family services to bolster the resiliency of our workforce and families. We will:

• Modernize health service policies, standardize procedures, develop technologies, and diversify delivery methods to 

provide high-quality healthcare at the point of need.

• Strengthen organic Coast Guard medical capability through innovative programs to assess and train Coast Guard 

health service providers and increase availability of care, including access to behavioral and mental health services.

• Invest in and modernize Coast Guard Work Life programs to deliver tailored individual and family services.

• Advocate for and advance housing initiatives so that Coast Guard members can affordably live in the communities in 

which they serve. 
16 USCG STR ATEGY

Sharpen Our 

Competitive Edge

Staying sharp in a constantly evolving environment — increasingly shaped by technology, data, and 

integrated systems — requires us to more clearly understand and forecast our needs. Deliberate and 

ongoing investments will ensure our Service remains resilient to change. We must deliver and integrate 

new capabilities and processes quickly to meet emerging requirements. We will thoroughly incorporate 

workforce support and asset sustainment into improved and holistic planning efforts. Embracing a culture 

of innovation will help us quickly develop new solutions to the most pressing problems and deploy them 

seamlessly into everyday mission execution. 
USCG STR ATEGY 17
18 USCG STR ATEGY

u Focus and accelerate investments in technology and critical infrastructure to maximize mission outcomes and 

efficiently employ workforce effort and talent. We will:

• Continue to deliver results through the Technology Revolution and investments in Command, Control, 

Communications, Computers, Cyber, and Intelligence (C5I) infrastructure and capabilities. 

• Prioritize and deliver shore infrastructure investments, including support for new assets and housing.

• Develop long term, holistic requirements and plans that balance investments in new capabilities with sustainment of 

existing assets and recapitalization of facilities and infrastructure. 

• Increase the resiliency of our infrastructure and, where prudent, divest outdated equipment, assets, and facilities, 

particularly where doing so improves support for our people and assets.

u Advance a future-focused, integrated approach to design, deploy, and sustain our workforce, assets, systems, 

infrastructure, and logistics support. We will:

• Seek opportunities to use data and technology as a force multiplier by increasing the employment of unmanned 

systems, emerging communications technologies, space-based systems, data analytics, artificial intelligence, and 

machine learning solutions. 

STR ATEGIC OBJECTIVE

We will fully integrate processes, infrastructure, workforce support, and capabilities to enhance readiness and 

resilience. We will value data as a strategic asset and empower our workforce by leveraging technology and data systems. 

We will challenge outdated assumptions and innovate to solve our most pressing organizational challenges.
USCG STR ATEGY 19

• Address impacts to the workforce and personnel support when making decisions regarding assets, operations, 

maintenance, logistics, and infrastructure. 

• Ensure maintenance and sustainment planning efforts remain resilient to changes in our workforce skillsets and 

internal industrial capability, as well as shifts in external industrial capacity and supply chains.

u Drive a culture of innovation to keep pace with accelerating changes in industrial capacity, global reach, and technology 

development. We will:

• Inspire and support innovators at all levels of the workforce as they bring new ideas forward. 

• Develop processes that provide a clear path for swift implementation of the best ideas to address organizational gaps at 

the speed of need. 

• Target our acquisition, procurement, and innovation resources to foster collaboration, better integration of capabilities, 

and faster delivery of solutions to our workforce. 

• Seek opportunities to innovate and take warranted risks to improve effectiveness and efficiency by updating, 

integrating or streamlining policy, procedures, and processes.

u Leverage data as the catalyst to fuel the Coast Guard’s strategic advantage. We will: 

• Accelerate the advancement of data as a strategic asset for business and mission operations.

• Implement innovative data governance and develop the people, processes, and tools needed to enable ubiquitous use of 

data across the enterprise. Deliver timely and trusted data at all levels to generate insights for more informed decisions.

• Update and integrate source systems to maximize automated data collection, eliminate redundant data entry, and 

alleviate the burden of manual data operations.

• Seize opportunities to implement cognitive technologies when data maturity can support ethical and responsible use 

of artificial intelligence and machine learning.
20 USCG STR ATEGY

Advance Our 

Mission Excellence

We remain committed to our principles and fundamentals of operations as we prepare for a 

future that is different from today. Given a dynamic environment and evolving national security 

priorities, we must employ our assets and people in news ways, applying our precious resources 

to the highest priority missions that the Coast Guard can best perform. We will enhance the way 

we execute our enduring and emerging missions and reaffirm our leadership role during crises to 

deliver exceptional service to the nation. Transforming our processes and procedures will enable 

us to conduct disciplined operations with warranted risk, leading crews to accomplish the mission 

and safely return.
USCG STR ATEGY 21
22 USCG STR ATEGY

u Be “Brilliant at the Basics” to continue our tradition of exceptional service to the American people. We will:

• Continue to support national priorities by adapting mission requirements in response to changing operational domains. 

• Mature our processes for understanding success, developing outcome goals and key performance indicators to better 

assess mission performance and align program plans with resourcing. 

• Streamline decision-making and establish boundaries for accepting warranted risk to achieve both field- and 

enterprise-level mission outcomes. 

• Reduce the burden of sustainment, administrative, maintenance, and logistical requirements on our front-line units to 

enable greater focus on building readiness, proficiency, and resiliency. 

u Use our assets, people, and capabilities in new ways to respond to growing demands and evolving threats. We will:

• Redesign our operational planning, doctrine, and concepts of operations to deliberately and efficiently allocate and 

employ Coast Guard resources across global and domestic missions. 

• Aligned with updated Service doctrine, adopt new and innovative employment and force-packaging models for our 

full suite of assets, capabilities, and authorities. 

• Identify threats and opportunities at multiple levels of the Service, including those affecting mission support elements, 

to inform risk management across the enterprise.

• Reform our enterprise force allocation processes, incorporating additional asset types into operational planning and 

better accounting for maintenance requirements.

• Seize opportunities to integrate assets, capabilities, people, and partnerships to excel in our enduring and emerging 

missions, including more effectively developing and leveraging maritime domain awareness.

u Build on our ability to lead in crises to support the Nation during emergencies. We will:

• Update how we identify, direct, and track our deployed personnel.

• Mature our surge and contingency staffing processes to ensure we can surge personnel without degrading baseline 

mission performance. 

• Grow organic incident response capacity and reconceive our Reserve workforce employment model. 
USCG STR ATEGY 23

u Safeguard a rapidly changing Marine Transportation System characterized by growing capacity demands, new 

uses, and emerging cyber threats. We will:

• Prepare our workforce with the tools, training, and direction to meet the demands of the maritime economy of the future. 

• Build on our Marine Inspector training transformation to provide increased capacity and experience to all Prevention 

professionals as they manage emerging and increasingly complex waterway uses and operations. 

• Advance a culture of safety in the maritime industry to protect mariners and the environment, while modernizing our 

service delivery. 

• Develop and improve our standards, relationships, governance, and capability to identify and address growing cyber 

threats in the MTS. 

u Strengthen partnerships and improve maritime governance through deliberate, coordinated, and impactful 

engagement. We will:

• Advance our leadership role within international organizations to promote safety and security at sea and remain the 

example of exemplary global maritime governance and a preferred maritime partner. 

• Improve internal coordination and governance to align international engagement tools and priorities and develop 

real-time visibility of all internationally deployed people and assets. 

• Operate forward globally, in a collaborative manner with federal and international partners, to advance U.S. 

sovereign interests, provide presence, and support the international rules-based order. 

• Increase complementary and integrated capabilities with DOD to advance interoperability within the Joint Force.

• Further DHS priorities with partners across federal, state, tribal, and local governments - maximizing results through 

collaboration. 

STR ATEGIC OBJECTIVE

We will deliver mission excellence by applying innovative force packages to the highest priority missions and 

emerging crises to reduce risk. We will preserve our Nation’s maritime safety, security, and prosperity through our 

domestic and global leadership.
24 USCG STR ATEGY

Future Investments

As the Nation increasingly recognizes our value, our capabilities and workforce are in greater demand. Successfully 

implementing this Strategy and driving organizational change over the long term to meet this demand will require focusing 

effort and resources in close alignment with our strategic priorities. Many of these changes will take years of dedicated and 

deliberate effort. In addition to ongoing investment in modern capabilities to conduct our missions, we must focus long-term 

investments on our workforce, C5I, data, and shore infrastructure to support mission success across the enterprise.
u We will persevere in workforce transformation efforts needed to ensure we can recruit, hire, develop, train, and support 

the personnel needed to execute our missions. We must recognize that changes made in the workforce today will 

continue to shape the Coast Guard for many years to come.

u We will more comprehensively conduct planning for C5I, data capabilities, and shore infrastructure to develop a 

recurring level of investment which supports these needs. Stable and dedicated resources must be applied over time to 

support these critical elements that, in turn, enable our assets and operations.

u Planning and investments in assets and infrastructure need to account for resiliency and long-term maintenance and 

sustainment needs, as well as current and anticipated gaps in the commercial sector’s ability to support. We must account 

for planned service lives of more than 20 years and ensure the impact of strategic drivers, such as climate change and 

changing workforce needs, are considered in requirements development. 

u Investments in technology and data require timely organizational processes to support rapid evolution and refresh cycles. 

The increasing integration of technology and data across the enterprise requires us to have a firm understanding of 

requirements and integrated governance that will best support these investments for mission success.

USCG STR ATEGY 25
26 USCG STR ATEGY

Implementing Guidance

u Act with a sense of urgency, keeping the future state in mind. Grounded in our Core Values, we must maintain a 

relentless focus on our common vision of tomorrow’s Coast Guard and the changes needed to adapt to today’s shifting 

world. Expeditiously focus resources, combine efforts, update processes, and execute initiatives to realize our future state 

and achieve our strategic outcomes.

u Be bold, think differently, and innovate for results. Be curious and seek clarity around challenges. Maintain a bias 

for action and accept warranted risks. Challenge fundamental assumptions about our Service and environment. Embrace 

innovation and transformation. Identify and evolve processes that inhibit change. The greatest risk to our organization exists 

in maintaining the status quo. 

u Collaborate early and often with transparency. Partner at all levels and leverage ideas from all corners of the organization. Integrate initiatives and decisions across the entire Coast Guard enterprise in order to generate unity and successfully 

implement this Strategy’s tenets and priorities.

u Learn from our successes and failures. Build on our ability to manage risks in operational settings by applying the same 

discipline, adaptability, and judgement in policy and process decisions. Reserve space to grow when presented with new 

information. Clearly identify outcomes and track progress along a defined timeline. When confronted with failure, adjust 

course swiftly and try again. We own our success.
USCG STR ATEGY 27
28 USCG STR ATEGY

Sustaining Our Transformations

The transformation called for in this Strategy is foundational to the success of our Coast Guard and will continue beyond 

the next four years. It will require unwavering leadership, ongoing commitment, innovative thinking, and focused effort to 

bear results and become fully engrained in our Service. Enduring changes must be deliberately woven into organizational 

frameworks, processes, governance, and culture. We will seek to clearly understand the intended outcomes and potential 

effects of these actions as we implement initiatives in support of each priority. We will balance boldness with warranted risk; 

the status quo will no longer serve us as we look to the future. We will consistently evaluate our progress towards actualizing 

the tenets in this Strategy. Most importantly, we remain committed to continuous improvement – we will learn to assess the 

changing world and its impacts both to our Service and to our missions, all while evolving to overcome these changes. This is 

our Coast Guard. Together we will transform our Service.
USCG STR ATEGY 29
30 USCG STR ATEGY

U.S. COAST GUARD HEADQUARTERS

WASHINGTON, D.C.

www.uscg.mil

 @UScoastguard @uscg @uscg U.S. Coast Guard