Enclosure (1) to COMDITINST 16010.12A
SERVICE (continued)
OBJECTIVE 2. ENSURING SUPERIOR READINESS FOR ALL MISSIONS
Purpose. Our motto, Semper Paratus, , means Always Ready. Readiness is the most important
contributor to Objective 1, and results from combining capability with leadership. Preparation
equals performance -- superior performance requires superior readiness. Our dual approaches of
response and prevention require different kinds of preparation, but in both cases-and in all mission
areas-our ability to respond quickly and effectively makes the Coast Guard one of America's most
valuable assets.
Opportunities for Improvement. Define mission and unit readiness. Develop and deploy
measures and indicators for use by all levels of management that account for the people and
equipment component of readiness, and that specifically address the management process
component (e.g., doctrine, instructions and publications, standard operating procedures, and other
system-wide methods). Set readiness standards derived from mission and unit performance
standards, developed in partnership with our customers and stakeholders. Use these measures and
indicators to identify and correct readiness gaps, to avoid future gaps, and to predict the impact on
readiness of service demands and to make resource adjustments.
Owners. Area Commanders achieve readiness. Assistant Commandants (G-M and G-O) establish
standards, design assessment mechanisms, and remedy systemic shortfalls.
OBJECTIVE 3. PROVIDING SUPERIOR SUPPORT FOR ALL UNITS
Purpose. In addition to superior readiness, a key contributor to superior performance is a
consistently high level of support. This means units must have clear support goals and standards,
efficient processes and methods, and the people, platforms, tools, technology, time, materials, and
other resources needed-when needed-to accomplish their missions now and in the future. The better
the support, the better we optimize the use of all available resources, and the more capability we
will have to seed opportunities for growth.
Opportunities for Improvement. Develop clear internal customer-service standards and
measures of effectiveness for delivery of support. Widespread and visible deployment of the
standards compared to current support performance levels will help manage customer expectations.
Use the gap between existing support levels and customer-service standards to guide resource
planning and management attention. Compare measured support performance to readiness levels
and mission performance. Use this information to adjust emphasis and resources in support of
mission accomplishment.
Owners. Assistant Commandants (G-S and G-W).
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