COMDTINST 11010.1
investing, using, and divesting of shore infrastructure capabilities across all CG mission
areas. It outlines actions to assist the Coast Guard in complying with the Government
Performance and Results Act (GPRA), the Chief Financial Officer Act (CFO Act) and the
Clinger-Cohen Act. This strategy supports the DOT Strategic Plan and Commandant's
Direction 2000-2002, complements the CG "Family of Plans", and projects the importance
of shore facilities capital asset management in meeting the Coast Guard Strategic Plan 1999.
In addition, it supports the goals of OMB's Capital Programming Guide, the Agency Capital
Plan and Annual Performance Plan. The SFCAM Strategy aligns recommendations for
shore facility management with Directorate Business Plans, Area Regional Strategic
Assessments (RSA) and Leadership Council Goals.
b. Shore facilities are an important part of a complex infrastructure that sustains the capability
for the Coast Guard to perform its operational missions. Our shore facility capital assets are
impacted by the following factors:
(1)
Operational requirements are changing with increasing emphasis on expanding the
capability and integration of our system of capital assets;
(2)
Capital investment and maintenance requirements regularly exceed funding;
(3)
Many existing shore facilities routinely continue to be operated beyond their expected
design life;
(4) Legacy shore facilities are not always optimally sized, configured or located;
(5) The Coast Guard will continue to be challenged to improve our organizational return on
the taxpayer investment; and
(6)
New CG assets continually generate new shore facilities requirements (e.g. boats,
cutters, aircraft, C4ISR).
c. The SFCAM Strategy was developed to build a collaborative shore infrastructure
management vision for the Coast Guard. This was accomplished by a cross-programmatic
team of senior managers represented by G-CPA, G-CPP, G-OR, G-OCS, G-MR, G-WR, G-
WPM, G-WPT, G-SE, G-SR, District, Area and MLC Commanders.
5. DISCUSSION.
a. SFCAM is a top-down strategic initiative that integrates planning, investing, using, and
divesting decisions to better align shore facilities with missions. The overarching strategy
of this initiative is to transition shore support from a facility engineering focus to a capital
asset management focus. This transition can be characterized as a shift from decentralized
traditional engineering support, based on locally defined requirements, to a partnership that
emphasizes managing the shore infrastructure as a corporate strategic resource. It
recognizes that shore facilities, with related infrastructure including shore data assets, are
CG strategic resources. This initiative will position the CG to be more flexible and agile by
developing a portfolio of options from which the CG can adapt its shore facility capital
assets to
2
Previous Page
