V.S.

Coast Guard Academv

.

Department of Management

Public Management Consulting Project

Assessing the Effectiveness of Baldrige in the Coast Guard

Client: Office of Performance Management and Decision Support (CG-093J) May 1 ", 2009

lie Geoffrey Albe lie Benjamin Earling lie Brian Field 1 I e John Gustus

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Executive Summary

The United States Coast Guard has used the Baldrige National Quality Program (BNQP) as its management framework voluntarily since 1996 under the name of the Commandant's Performance Excellence Criteria (CPEC). While this system has been in used for over twelve years, not much is known in the Coast Guard about its effectiveness.

Our team has been tasked by the Coast Guard Office ofPerfonnance Management and Decision Support (CG-0931) to conduct an analysis of the utility ofCPEC in the Coast Guard. This analysis has been completed by undergoing a comparative analysis of two Coast Guard sectors, one with a high level of utilization ofCPEC, and one with a lower utilization level of CPEC.

After conducting this comparative analysis, the following findings were identified: CPEC is a beneficial management framework for use in Coast Guard sectors; it creates opportunities for units to assess the effectiveness of their processes and creates opportunities to implement action plans that will increase effectiveness and efficiency in mission execution. We did however several problems with the Coast Guard's use of CPEC, mainly that it is not well understood and it is currently underutilized.

Based on our teams findings the following recommendations have been made in two stages:

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Transition Stage

1.) Expanding CPEC education and increasing the programs visibility.

2.) Use of a standardized Coast Guard sector dashboard for performance measurement by all sectors.

3.) Creation of business plans that are subject to aruma} review at all sectors.

Future State

1.) Simplified CPEC education and implementation practices that promote greater use of CPEC by Coast Guard sectors.

2.) Use of supplemental dashboards at each sector that is tailored to more completely measure that sector's specific mission set.

3.) Creation of a CPEC measurement officer collateral duty at all sectors.

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Table of Contents

Project & Client Background", ' ,' .. , 4

Problem Statement , ,. , 11

Research Methodology 13

Research Findings '" , , 15

Recommendations , , , 37

Conclusion , '" , 43

Appendices:

1. Site 1 Performance Factors Profile , , 45

2. Site 2 Performance Factors Profile , , 49

3. Literature Review , , ,., 55

4. Site 1 Interview Transcripts, , 67

5, Site 2 Interview Transcripts , " 71

6. Metrics Descriptions 77

7. Additional Works Cited , 79

8. Dashboard CD ,., Attached

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Project Background

Baldrige & Client Background

The United States Coast Guard is a versatile service oriented organization; its multi-faceted operating structure demands a management framework capable of satisfying its needs. Over the past decade the Coast Guard has been employing the National Malcolm Baldrige Criteria for Performance Excellence. This criterion has been specifically tailored to meet the Coast Guard's managerial needs. The original Coast Guard derivation of the Baldrige award was developed as the Commandant's Performance Excellence Criteria (CPEC). The goal of CPEC is to improve upon organizational performance practices, capabilities, and results. The CPEC program has been taught to command cadre and senior leadership throughout the Coast Guard since its adoption by the service.

Introduced with CPEC, the Commandant's Quality Award was created in 1996. This award is aimed at increasing the visibility and use of CPEe. This additional drive created an avenue to improve performance and foster healthy competition among units. Each unit is visited by Organizational Performance Consultants who help to mentor the leadership and provide individualized methods to each command. More recently the Office of Performance Management and Decision Support (CG-0931) created the Alexander Hamilton Award for Excellence. Based on the CPEe, the Alexander Hamilton Award will challenge units to analyze their processes of operation and promote awareness of areas needing improvement. Units submit a package of the required CPEC materials and

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information defining their individualized management framework. Once the unit has submitted their application for the award, a board of examiners will evaluate the unit who best exemplifies the qualities of a well managed unit.

Through government initiative and a need for generating productivity in the workplace, the National Productivity Advisory Committee established the Malcolm Baldrige National Quality Award, The congressional action was known as Malcolm Baldrige National Quality Improvement Act of 1987 and came from the National Productivity Advisory Committee, The award was named in honor of Malcolm Baldrige, a former Secretary of Commerce and strong advocate of the improvement of quality and increased productivity among American companies. The Baldrige Criteria for Performance Excellence is developed through a framework; which had great influence on the Commandant's Performance Excellence Criteria. Figure 1, as seen below illustrates a systems perspective of the framework. Within this framework there are seven categories and each of them relate to one another to allow for steady improvement in processes and desired outcomes. The seven categories which make up the Criteria for Performance Excellence include: Leadership, Strategic Planning, Customer and Market Focus, Measurement, Analysis, and Knowledge Management, Workforce Focus, Process Management, and Results. The Organizational Profile is constructed to provide vital information on the operations of the individual organization. This profile is used to create an image of the firm and to set the tone through which each category will be addressed.

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" ," , '" '"", ", "~~y8Wms;P,E~MCtl'lll: ">"" "", ',;:' " '"' ,

~ ~ ~ ;:i r r' - -::.-~ ~ _~. ~~" - -, _ -. - ~ ,," ,,~ ~,!;~" ~

(BNQP, 2008, p.iv)

Figure 1

The intentions ofCG-0931, is to use the Alexander Hamilton Award to promote

CPEC and allow for units to become cognizant of the benefits of analysis and producing

an improvement plan. Although successful units accomplish many of the same goals

through common sense management practices, the discipline involved when employing

CPEC creates a routine process of self assessment, which may not always be the case

when using less formal management frameworks, see Figure 1 for the CPEC categories.

Sector Background

Prior to the attacks of September 11 Ib, 2001, Coast Guard shore based units in a

given geographical location were largely autonomous. Very little cooperation and

communication existed between them. The Coast Guard realized that mission execution

could be improved with some consolidation of local units. "In 2003, the Coast Guard

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began to consolidate field activities for its Commercial Vessel Safety, Port and Environmental Safety, Marine Environmental Response, Port Security, Waterways Management) Bridge Administration, Search and Rescue (SAR), Recreational Boating Safety missions under one local Sector Command" (Allen, 2007). These sectors created one command structure where in many instances a geographic locale could have five or more major units. The creation of the sector command was integral in bringing key resources together, and creates one umbrella under which all Coast Guard missions are conducted for a given area of responsibility (Allen, 2007).

With the creation of the sector community, unique challenges have arisen. Each Coast Guard sector is responsible for all maritime activity in what usually amounts to a expansive area of operation. There is also the challenge of each sector having a somewhat unique set of mission priorities and objectives due to the geographic diversity of their locations. Figure 2 is a map contains all thirty-five sector commands.

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U. S. Coast Guard Sector Commands

Figure 2 (USCG) 2009)

Each Coast Guard sector also has the challenge of coordinating and managing

many smaller units and assets within its area of operation, When coupled with the

complex command structure at each sector office, it is easy to see why having a

management framework in place is a good business practice. Figure 3 is a diagram of the

typical sector organizational chart.

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Figure 3 (USCG, 2009)

Sector commands are a valuable asset to the Coast Guard; they create a dynamic unit capable of managing every one ofthe Coast Guard's major shore based mission priorities. These dynamic units is also large in terms of command structure, geographic diversity, and mission diversity, and as such we feel that the Coast Guard sector is a perfect candidate for a management framework that will allow it to monitor its processes, create opportunities to identify areas for improvement, and develop plans to carry out this improvement.

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Problem Statement

The task assigned to our consultant group was to assess the effectiveness of Baldrige in the Coast Guard, More specifically, we have been charged with studying the use of CPEC at current Coast Guard sectors to ascertain (1) the level it is being implemented, and (2) how effectively each sector is using the criteria to improve. Appendices 1 & 2 are included as profiles of the two sectors studied. These documents outline each sector's mission, area of responsibility, personnel and strategic objectives. Once we have ascertained this level of use and effectiveness we will be able to determine whether Of not the Coast Guard is adding value to the organization by using CPEC as its primary management framework.

OUf overarching goal through this analysis of sectors and how they are implementing CPEe is to determine whether or not the Coast Guard is better offby using this fi .. amework to improve its processes and mission execution. We hope that in studying these sectors we will be able to find not only strong evidence that programs and processes that are aimed at improving mission performance are in place, but also obtaining evidence of performance improvement through the analysis of performance metrics at each sector we study.

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Research Methodology

Our research of Baldrige began by contacting Charles Coiro at the Leadership Development Center. Mr. Coiro and his staff were able to provide us with literature to read to familiarize us with Baldrige and the criteria. Our literature review has been attached as Appendix 3 for further guidance. In order to conduct our study sectors would needed to be identified as well as personnel to be interviewed. Questions for the interviews were also developed. One of the most challenging tasks that we were presented with was to select metrics that we could use to measure how successful each sector's management processes are.

One of the members of our group, l/c Benjamin Earling, attended the Alexander Hamilton Award Examiner Training in St. Louis, Missouri during the second week of March. During this week, lie Earling was presented with a unit in the Coast Guard, and worked with a team in order to develop a site visit plan and come up with key questions and key elements for each category. This was a very beneficial experience for l/c Earling and the group. 1/ c Earling developed a much greater understanding of the Baldrige criteria and the process of doing a site visit. This knowledge was shared with the other members of the team, and it helped us to develop our own plan for our site

visits.

After we determined the two sectors we would be visiting, we obtained Performance Factors Profiles from the commands to better appreciate their management structure and processes. We identified the main categories that we wanted to focus on,

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which permitted us to structure our questionnaire accordingly which is embedded in our interview transcripts and can be found as Appendices 4 & 5. The main questions that we wanted to focus on were how the commands were spreading their vision and values throughout the unit, what they used as a measurement and improvement process, and what results were most important to them.

During our site visits, interviews were conducted with the command, including the Sector Commander and all of the Department Heads. During these interviews, we posed a series of questions addressing the key issues that we had determined were our main focus. Another main goal during these interviews was to determine what was important to them, and if they were using a method to improve their processes.

Following these interviews, we toured the facilities and conducted interviews with the junior enlisted members of the unit. This was very important, because the command has

a certain idea in their heads about how their management system runs, and how it works. However, the enlisted personnel are the members of the unit that see the biggest effects of the systems, and it is therefore important to get their perspective on what the command is doing.

Following our site visits, we were able to develop our key metrics to evaluate the sectors. Coast Guard Business Intelligence (COBI) is a database that has information and data about every unit in the Coast Guard. We used COBr in order to find the data we needed for our analysis. In order to use CGBI~ I/c Brian Field obtained a login, and then had a telephone tutorial session with a COBI customer service representative in order to learn how to use the database.

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Findings

Process Analysis Findings

During our site-visits, we conducted interviews in order to determine the

processes that both sites were using. After conducting our site-visits, we conducted an

analysis of the processes, and analyzed them using the Baldrige criteria.

~ -- tB~drige-;tC~;t~laft)r;P~1fi'Qrmam:~£~1i~~c~ -fi.ameWor~ _ - _ - -:- _~

- __ -- _ : _ _ - - _ 1\~~msrper1>pectNe __ - _-_ _ _ -: -_' _- __ ---_-- -

~ ? ' "~ - .- ~

Figure 1 (BNQP, 2008, p.iv)

Leadership

The first category of Baldrige is Leadership. This category, according to the 2008

Criteria for Performance Excellence, "examines how your organization's senior leaders

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guide and sustain your organization," (BNQP, 2008, p.7). The main part of this category that we examined at the sites was the vision and values section. Site 1 does a very good job in setting their organizational vision and values. They publish a strategic business plan, and distribute it throughout the sector. The strategic business plan is developed by an Executive Steering Committee that meets every month to review scorecards and the business plan. The purpose of these meetings is to assess their performance against previously established goals.

According to the Deputy Commander at Site 1, "[Sector Commander] is trying to get buy in across the board by awarding innovation, not just solid service," (Deputy Commander, 2009). This demonstrates that not only are the senior leaders reviewing the strategic business plan and trying to implement their new management system, but they are attempting to get everyone at the sector to participate in this process as well. However, there was some disconnect other members of the command. One member, when asked about getting everyone in the sector to read the Strategic Business Plan, commented, ''Non-rates do not need to know what the strategic plan is, they need to know how to do their job" (Deputy Commander, 2009). This seems to be contradictory to what the Captain is trying to do.

An interesting thing that Site 1 is doing with regard to the Leadership category is that they have a leadership blog this is accessible to all personnel at the sector. This has been very successful for the sector, and it is used by many personnel. It helps to inform the personnel about changes the conunand is trying to make, and why they are trying to make them. This blog is something that could be used across the Coast Guard. It is a way for the command at units to keep their personnel informed.

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Site 2 takes a different approach to leadership than Site 1. According to interviews with the Department Heads at Site 2, leadership is a very significant and important aspect of what they do. The Sector Commander just released their first strategic plan in four years. They are working very hard to improve this aspect of their management framework. According to the Prevention Department Head, it is difficult to get the message all the way down the chain of command. In our interview, he said, "We learned last year this message wasn't making it to the bottom of the chain. CAPT had everyone look at the business plan draft and give feedback," (Prevention Department Head, 2009). This shows that the command takes input and feedback from everyone at the sector, and makes sure that everyone is involved in the strategic planning process.

Organizational climate is a major focus for the command at Site 2. They conducted a workplace climate survey last year, and they have been working hard to study the results and make changes to how they do things. They do their best to empower the enlisted members, and help them develop.

Strategic Planning

The second Baldrige category is strategic planning. This category focuses on the wayan organization develops and follows through with their strategic plan (BNQP, 2008, p.IO). As mentioned earlier, both sectors have strategic plans. However, the processes they have for creating their strategic plans are much different. Site 1 uses an Executive Steering Committee to develop their strategic plan. The committee is comprised of the commands from all ofthe units in Site 1 's area of responsibility. The committee meets monthly to review the strategic plan and assess how successful they are in their

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implementation ofthe strategic goals. Site 2 is at a very early stage of the strategic planning process. They just created their first strategic plan for this command, and the first one at the sector in the last four years. However, when creating their plan, the Sector Commander created a draft of the plan, and then used feedback from all members of the sector to create the final draft. Instead of using just the senior leaders for creating the plan, everyone at the unit was given the opportunity to contribute. This creates greater participation.

Customer and Market Focus

Customer and Market Focus is the third category in the Baldrige criteria. This category is a difficult one to focus on for the Coast Guard. Our customers are the American taxpayers. This category focuses on identifying your customers, and determining their needs (BNQP, 2008, p.13). The services that the Coast Guard provides are tailored to what the American people need from the organization. Both sites, because of their geographical locations, have to meet different needs. Site 1 is primarily a prevention sector, which means they focus more on waterways management and oil spill prevention, where as Site 2 deals more with Response, and the Law Enforcement aspects of operations. Both sectors identified their specific customers and possible competitors. For Site 1, there biggest customers were the shipping industry going up and down the western river in their area of responsibility. They focus on maintaining the waterways and making sure that they are safe for these shipping vessels. Site 2 focuses more on the American taxpayer in general. They protect the borders from drugs and migrants, as well as maintaining the waterways. If the Coast Guard is not successful in completing its missions, it may lose funding, and commercial agencies may take over some of its duties.

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The Coast Guard must continually perform at a high level so as to maintain the trust and respect of all of the American public.

Measurement, Analysis, and Knowledge Management

The fourth category, Measurement, Analysis, and Knowledge Management is where some of the most significant differences were found. Site 1 has a very extensive system of measurements. They have a dashboard for every department at the sector, as well as a dashboard for every unit within their area of responsibility. Site 1 strongly believes that measurement is very important, and that it leads to improved performance across the board. In order to enhance performance improvement, personnel need to be able to visually see how well they are performing and where deficiencies may exist. Measures are going to be different across different sectors. In our interviews with the Department Heads, we asked them how we can find the right outputs that help us meet our goals, and the Prevention Department Head responded, "This is a geographical and mission specific problem."

Site 1 measures many different things, which can potentially lead to neglect for collected data, but this is not the case for the most part. Their Executive Steering Committee does a very good job evaluating measurement every month to see where they are improving, and where they need to improve. Besides using the measures for improvement, the Department Heads believe that another contributor for information management is financial management. The Deputy Commander explained, "We can go to Congress and show them metrics about anything they could think of. We have the

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resources in the form of data to show Congress and the general population what we are doing and why, and give them proof of results," (Deputy Commander, 2009).

Site 2 has a much different beliefwhen it comes to measurement and knowledge management. The Sector Commander believes that in order for this system to be a success, the measurements need to focus on results, not the activities. According to the Sector Commander, "They look at key measures but cannot link: the two yet (activities and results), so they do not know if there is a connection," (Sector Commander, 2009).

A common problem that most of the Department Heads brought up with the measurement process is that, according to the Deputy Commander, "The Coast Guard is all about output metrics, such as how many sorties did we fly, how many engine hours we got? Congress wants outcomes. How did these flights stop drugs," (Deputy Commander, 2009)? Site 2 believes that the Coast Guard is measuring the wrong things, and that in order for these measurements to be helpful, there needs to be a standardized system for these measurements that will show results, not just measures that show activities.

From the interviews with the Department Heads at Site 2, two common themes existed. The first theme was that there was a Commandant mandated expectation for everything that the sector does. They all believe that if they meet these expectations, there is really nothing else that they can do. The second common theme was that every Department Head felt like Site 2 was, "under-staffed and over-worked," In our wrap-up meeting with the Sector Commander, he said that, "We are operating in crisis mode, We do not have the manpower or the time to have a complex measurement system. You will probably see that most other sectors are in the same situation as we are here," (Sector Commander, 2009). Site 2 uses measurements on CGBI to look at some of the metrics

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that they feel are important, but they do not formally have a system of measurement or knowledge management that they use for performance improvement.

Workforce Focus

Workforce focus is the fifth category, and it is a very large part of every Coast Guard unit activity. In the Coast Guard, we focus heavily on making sure people develop as leaders and advance in their career. Both Site 1 and Site 2 mentioned this during the site visits. During our interviews with the enlisted members of the units, one of the biggest themes was that the command does a good job with individual development plans for members of the units and making sure that their people have enough time to complete what they need to do to advance in rank.

During the interviews with the Department Heads at Site 1, it was clear that they take the Individual Development Plans very seriously. According to the Command Chief, "All members fill out the IDP and meet with two supervisors to discuss this plan.

I spot check the IDP's at each unit to ensure quality is maintained," (Command Chief, 2009). Instead of doing IDP's because they are mandated, they ensure that people are actually gaining from them. At the middle of their marking period, the command strongly recommends that supervisors meet with the members in order to see how they are doing in reaching their goals. Site 1 also uses internal surveys to judge the climate of their unit, and they use this information to improve upon how their unit is run.

Site 2 uses IDP's for professional development, but they do not focus as much on them. They recently completed a climate survey in order to see how the workforce feels the unit is being run. This is a very strong part of Site 2's command philosophy. This

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can he seen in their vision statement, which says, "We deliver high quality public services in a climate where our members can thrive as individuals and he proud of their role as Guardians," (Site 2 Vision Statement, 2009). One oftheir primary goals is to create an environment in which their members thrive professionally. Also, Site 2 provides all of their incoming members with mentors to help guide them in their careers.

Process Management

The sixth category in the Baldrige criteria is Process Management. This category, according to the 2008 Criteria for Performance Excellence, "examines how your organization determines its core competencies and work systems and how it designs, manages, and improves its key processes for implementing those work systems," (BNQP, 2008, p.21). Site 1 manages their processes by using balanced scorecards to evaluate their performance, and modify their processes in order to improve areas of deficiency. Site 1 has a scorecard for every department, as well as for every unit in their AOR. When applying for the Alexander Hamilton Award, Site 1 used a SWOT analysis to identify their strengths and weaknesses. This allowed them to find their core competencies, and also to see what areas of their key processes that they needed to improve upon. A large part of the process management category is reviewing your processes, and improving upon them. The Executive Steering Committee meets monthly to focus on this. In their monthly meetings, they review the balanced scorecards and look at the areas requiring improvement.

Site 2 also uses a process review committee in order to improve their processes.

They currently do not have a balanced scorecard, however, according to the Prevention

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Department Head, "We look at CGBI monthly or quarterly to see where we stand. Last year we were in the red for facilities inspections, and by years end we were 100% in the green," (Prevention Department Head, 2009). This shows that they are in fact using data to better improve their key processes. They have elected to not have a formal system such as a balanced scorecard.

Results

The final and most important Baldrige category is Results. Every organization must measure results to determine their success. Both sites focus on their results. This is something that Site 1 is very concerned with. They have measures for every process they have. However, because they measure so much, it may be hard for them to actually find out what are their key processes, and improve upon them. However, they do have many graphs showing their trends, and they analyze their data on a monthly basis. Their extensive scorecards are very helpful in determining the results.

Site 2 has measurements for many of their processes, but they do not have a formalized way of assessing their results. Currently, they are not doing any trend analysis, and they do not have a balanced scorecard. This is a major part of the Baldrige criteria, and it is something that they can improve upon within this criteria. Site 2 does believe that measurement is important, but they also believe that you must know what you are measuring, and your measurements must mean something. According to the Response Department Head, "Data points are great but you must be able to articulate the meaning of them. Data without understanding is useless. What is a meaningful metric when you know failure is going to happen," (Response Department Head, 2009)? This

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was a conunon theme throughout our interviews with the conunand of Site 2. They believe that in order for measurement and results analysis to be worthwhile, the measure must mean something.

Performance Measurement Findings

We created abasic list of performance metricsthat will give an accurate snapshot of performance at a sector. These metrics when viewed over time will allow sectors to see where they are improving, and where they need improvement. They will allow for trend analysis. To develop these metrics, we created a basic list of mission outcomes from the Coast Guard's description of its major mission areas (Appendix 6). With in depth studies of the Baldrige criteria, Coast Guard missions, and numerous interviews with sector conunanders, deputies, department heads, and senior enlisted our group has been able to select twenty three of the most critical mission based performance metrics. Parts of our study into the missions of the Coast Guard and our interviews with senior officers are attached as Appendix 4 & 5. The Literature review also provided insight into the selection of metrics involving the Baldrige criteria.

Despite our simplification of the performance data section for performance management, data analysis still proved to be a difficult task. Although we thought all metrics would be readily and easily available, that was only the case for ten of the twenty four we have identified. These metrics include: number of oil spills, casualty reports, individual development plan data, property saved, OER on time completion rates, percentage oflives saved, property saved, and surprisingly enough deployability data to

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include medical readiness, dental readiness, and number of members on the weight program.

After creating this list ofperfonnance metrics, we accessed Coast Guard Business Intelligence (CGBI) to export the data for analysis. We found that the data we were searching for was not readily available on CGBI, as only ten of the twenty three metrics we were hoping to find were available. The data that we did find is insufficient to make a judgment on improving or declining performance because there were so many areas of missing data on CGBI. This would prove to be detrimental if a large mandated dashboard was implemented and sectors had only COBI as an avenue for assembling data.

Due to the obstacles of collecting data it has been difficult to process whether Baldrige is effective from a performance standpoint. However, by streamlining the data and only choosing the vital elements we have made a dashboard model that can be used to monitor the process improvements at each Sector. This simple dashboard has minimized the vital metrics and streamlined them so that data that process improvement is a manageable task. To this point, any sector who was fully involved with CPEC has been forced to dedicate a large number oflabor hours maintaining dashboards and updating scorecards. With our new dashboard template, performance monitoring can be a collateral duty with two hours a week devoted to it at most. This will make the collecting of performance data a manageable task. By simply imputing twenty three metrics into a template dashboard once a month, long run improvements visually, allow the command to keep situational awareness of general sector status. Currently the only way a sector is able to record data that it can trust is by completing its own dashboard every month and

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then meet regularly to look at trends in performance on the dashboard. This process is simplified by the attached dashboard template (Appendix 8).

Our template dashboard for sectors is simple yet filled with critical activities; the basic structure is a derivative of a dashboard from Sector Jacksonville. It is a collection with references to many other sector dashboards. Using sector Jacksonville's complex dashboard coding, we were able to make a very user friendly dashboard. Data must only be entered once a month and all charts and calculations are completed automatically.

The fist part of our template is the main data page (see below) This page gives each sector a snapshot of what their sector's performance in the past month. Each of our . critical metrics are listed under their subcatgeories. The data is then automaticaly filled from our targets page which is the only page that needs to be modified by the user. The main page provides a snapshot of the sector's status. It has all of the metrics listed; their units, the last months data, and the current months data, and calculates the percent change. The main page then automatically fills in a green or red colored box in respect to whether the percentage change is within the target for the metric.

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"

;.~~----.-------.--------------------------------.~~~~~~~~--~

"!'.t

Page two of our sector template is the targets and trends page. This page list all of

the metrics, the department that they originate from, contact person responsible for

providing the data, the data source, target high, target low; and all of the imputed data.

This page is the backbone of the dashboard. All of the data is entered here in the current

month column and it will automatically update the main page and the charts on the third

page. This is a simple way to allow sector staff to update data and monitor performance,

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The third page (see above) is the chart page. This page is fully automated. It

starts by taking all of the metrics and listing them in a simple pull down menu for easy

access. It will then provide a current summary, automatically, of most of the data from

the targets and trends page. Lastly, this page automatically creates a line graph with the

high target, low target, and all the data previously imputed, all plotted. Numerical values

for each data point are also provided.

This template provides a trend analysis for all the sector data on the dashboard

with a simple mouse click from the pull down menu. This will allow for a more in depth

discussion about long term improvements in performance.

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The dashboard can also be modified to permit sectors to add metrics that may be more "vital" or important to the individual sectors missions. This dashboard eliminates many of the current problems that exist in current performance measures that are available to Sectors at this time. These problems that are alleviated through the use of this dashboard include the amount of time it takes to input data, the user friendliness of a dashboard, and automatically eliminates any data processing for individual people. Although other problems may arise, due to the intricate complexity of the linkages in this sector, thanks to Sector Jacksonville, the dashboard will be able to be easily changed throughout all of its pages.

The following is a description of the metrics that are included in our sector dashboard. They have been divided into two categories, those which are readily available on COB!, and those which need to be included on COB! or the sector would measure on their own to ensure the data is complete and accurate.

Metrics Easily Found on CGBI

• Percent Lives in Imminent Danger Saved

Sum oflives saved divided by sum oflives saved + sum oflives lost before CG notification and sum of lives lost after CO notification.

• Oil spills> 100 gallons

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The number of oil spill events in which greater than 100 gallons of oil were discharged into u.s. navigable waters. [Note: Only oil spills are included in this measure.]

• Use of Tuition Assistance

This metric measures the percentage of members who take advantage of the Coast Guard Tuition Assistance program. The Coast Guard TA program is designed to assist eligible personnel in their professional development by providing funding for off-duty voluntary education courses to broaden their academic or technical background.

• Deployability

Dental Deployability

The percentage of department personnel meeting all dental requirements and each individual's dental deployability status. A dental exam is required every 12 months, however, the indicator does not tum red unti114 months to allow for some flexibility for deployed units. Dental Classification is characterized specifically in the Medical Manual, but generally states: Class 1: Patients with a current dental examination, who do not require dental treatment or reevaluation. Class 1 patients are worldwide deployable. Class 2: Patients with a current dental examination, who require non-urgent dental treatment or reevaluation for oral conditions, which are unlikely to result in dental emergencies within 12 months. Class 2 are worldwide deployable. Class 3: Patients who require urgent or emergent dental treatment. Class 3 patients normally are not considered to be worldwide deployable. Class 4: Patients who require periodic dental examinations or patients with

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unknown dental classifications. Class 4 patients normally are not considered to be worldwide deployable.

Weigh-In Schedule & Data Compliance

Weigh-In Schedule: The measure indicates whether or not an individual has been weighed in compliance with the Commandant policy requiring two semi-annual weighins during the months of April and October. This measure also shows the percent of unit personnel who have been weighed in according to the mandated schedule. Once weighed, the individual is in compliance until a month after the next scheduled weigh-in month (April or October, whichever occurs sooner). If they have not weighed-in during, or within a month after, the next scheduled weigh-in month, they are non-compliant until they weigh-in. [Note: This only measures compliance with basic weigh-in policy. Members exceeding their allowable weight will be required to weigh in more frequently.]

Immunization Deployability

This measure shows the percentage of department personnel (Active duty and Reservists) who have met all requirements for the Tetanus/Diptheria (within past 10 years), and have met (or are in the process of meeting) the Hepatitis A & B series immunization requirements, Civilian personnel are excluded in this measure's algorithm. This measure also shows on an individual basis whether a person has met all three immunization requirements. Individuals in a department who are not required to obtain immunizations are not included in the measure. Hepatitus series: Individuals will show "red" if they have not received the initial Hep A and Hep B immunizations. Once they receive the initial immunizations, as long as their future Hep A and/or Hep B immunization dates are in the future, they will reflect "green." If they go past their future

Baldrige 32

immunization due date without receiving the next in the series, they will reflect red. Once a member receives the entire complement of required immunizations, they are complete and will reflect "green".

• Percent Property Saved

Percentage of property saved resulting from Coast Guard action during mariner distress. This can be public or private property saved.

• CASREPs

This is a status measure showing the number of open Casualty Reports (CASREPS) for a unit's equipment. A casualty report is required when Coast Guard property or equipment fails to function property and cannot be used for mission completion until repairs are made.

• CAS REP Duration Days

This is a status measure showing the average duration in days for casualty reports

(CASREPS).

• General Mandated Training

Displays GMT task completion based on TMT task data. This report includes tasks assigned by Headquarters to the PERMANENT GMT TRAINING REQUIRED OF ALL CG EMPLOYEES competency. Additionally, the following tasks are included:

Baldrige 33

ICS~100, ICS~200, ICS~300, ICS~400 IS-700, IS~800, SAFE LEVEL 2, SAFE LEVEL 3, and SAFE LEVEL 4.

Metrics not Easily Found on CGBI

• # of marine casualties

This is a compilation of reports of marine incidents within the Sector's Area of Responsibility. These come from local, state, and federal agencies, as well as reported by Coast .Guard units.

• External customer surveys

General public opinion surveys given to mariners after interaction (boarding, inspection, education) with the Coast Guard, These help to gauge public view of the actions taken by the Coast Guard.

• Individual development plans

The Coast Guard's documented career development plan which contains goals and strategies for each member. Members are required to complete an IDP and undergo career counseling,

• Internal customer surveys

This is used to gauge the tone of the workforce in each unit. Often as new changes are implemented, internal customer surveys are taken to judge the effectiveness,

Baldrige 34

• MISHAP rates

A mishap is considered a casualty or accident involving a Coast Guard unit. Any report is considered message traffic and sent throughout the Coast Guard to be used for learning and to make others aware of the possible danger.

• # of security breaches

Any reported incident where Coast Guard security or Coast Guard security contractor has been breached. This compromise in security is recorded and a report is written up on it.

• % of Fixed ATON on time

The percentage of Aids to Navigation which are serviced during their scheduled maintenance period.

• Spend down rates and accounting procedures

Meeting financial schedules set forth by the Coast Guard Budget office. For each fiscal quarter a percentage of the annual budget must be spent, to ensure responsible allocation of funding. This is measured by completion of the accounting criteria published by the Coast Guard Budget office.

Baldrige 35

• # of overdue cases

The number of Search and Rescue cases that remain open and the person is never found. At this point the case is considered overdue and closed after a time period deemed reasonable.

• Physical fitness plans

Similar to the IDP, members are given the opportunity to improve their quality of life through physical fitness activities to reach their personal goals. This will illustrate the number of members at a unit who subscribe to this program.

• # of MISHAPS

A sum of all the MISHAPS, defined as work related accidents; which have occurred at the units assigned to each sector.

Conclusion of Findings

When looking at how the sectors we studied implemented CPEC at their units, it apparent that both sectors have put programs into place that will position them to continually improve as they move forward. Both units have created some form of process review committees; which are designed to look at past performance and processes in place and create action plans where areas that can be improved have been identified. Both sectors have also taken steps to clearly communicate their mission and vision statements to the entire sector crew. With a clearly defined mission and vision the Sector commands can easily distribute strategic objectives that members are responsible for bringing to fruition.

Baldrige 36

Both sectors assessed have very different approaches to implementing CPEe, but the fact remains that the use of CPEC has allowed the commands to focus on measuring what they do well, identifying areas for improvement, and having a general knowledge of what is occurring at the sector and all of its units at any given time. This combination of understanding of mission execution combined with a situational awareness of what is occurring at the sector has positioned these units to not only meet their current mission requirements, but also allows them to keep an eye on the future and ensure continued mission success.

Where the process analysis portion of our analysis was a huge success in allowing us to find utility in CPEC, the measurement analysis portion was a challenge and has not given us the data based evidence we had hoped would exist. COBI is a centralized hub of a great deal of data related to mission execution in the Coast Guard, but it is difficult to use and has not been a reliable source for complete and accurate data. It is for this reason we have created the standardized sector dashboard that will be the basis of our recommendations regarding data measurement, and this dashboard should allow for easier measurement of mission based performance metrics. We firmly believe that performance measurement is vital to the success of CPEC use at Coast Guard sectors, so the current shortcomings of COBI must be mitigated by using this dashboard so each sector has an easy to access and useful tool for viewing performance trends in areas that are vital to mission success.

Baldrige 37

Recommendations

Our core findings that CPEC is beneficial for use by Coast Guard units, although it is underutilized, and not well understood have lead us to a two stage approach of recommendations. We have identified three practices that should be adopted by the Coast Guard and sectors in particular during a transition stage. These three practices are:

1. Expanding CPEC education at the Coast Guard Leadership Development Center and increasing the visibility of this program to attract more participation from sectors.

2. Compulsory use of a standardized sector dashboard to measure certain performance metrics on a monthly basis. Along with this performance measurement, sectors would hold twice annual meetings of the command staff to identify performance trends and opportunities for improvement.

3. Creation of business plans at every Coast Guard sector that identify both mission and vision statements, as well as identifying core mission areas and strategy of how to most efficiently complete these missions. This business plan would address the seven CPEe categories, and units shall hold an annual review of this business plan to tailor to any changes in mission priorities or needs.

Once these transition goals have been met, the Coast Guard would enter a future state in which the following goals would be addressed:

1. Simplification and education for the CPEC implementation process for sectors that wish to fully integrate the CPEC management framework into their units operation.

Baldrige 38

2. Creation of a CPEC metrics officer collateral duty at Coast Guard sectors so there is one person who is educated in how to properly record and measure performance metrics at that sector.

3. Creation of a supplemental dashboard at each sector that allows each sector to measure performance data that may be unique to the specific mission set that exists at each particular sector.

This set of recommendations accomplishes two objectives. First it creates a system in which all sectors will measure performance and address any changes to a sectors business plan on an annual basis. Secondly it creates an opportunity for a sector to have all of the resources to fully implement CPEC at the unit if the command determines it is ready to, and would be beneficial for the sector. The following pages provide a more detailed explanation of how these six recommendations should be implemented in more detail.

Transition Stage

1. Expanding CPEC education:

The Leadership Development Center (LDC) offers a class in which it teaches the principles of CPEe and gives its students valuable literature on the seven CPEC categories and how to address each category. This is a valuable program and the LDC has very qualified members teaching CPEC material. The Coast Guard will need to expand this program and opportunities to attend the class ifthere is substantial interest from sectors to adopt CPEC framework beyond the performance measurement aspect we are recommending be required. Increased advertisement and solicitation in the CPEC class

Baldrige 39

will make it more visible and attractive to sector commands that may in tum send members to learn how to properly implement CPEe. A final way the Coast Guard can increase the likelihood of widespread participation in CPEC education is by incorporating it as an opportunity to increase an officer's leadership and management competencies which are so vital to the officer evaluation process. If the Coast Guard can show that it rewards participation in this program, interest in it will surely rise.

The Coast Guard also needs to create a readiness assessment for units that wish to fully integrate CPEC as its management framework. The Coast Guard LDC, which provides CPEC education, could work with the CG-0931 to create a litmus test to ensure that a sector is ready for Baldrige prior to implementation. This test would assess things like how the sector measures performance, how successfully strategic objectives are implemented, and how processes are reviewed and assessed.

2. Standardized sector dashboard:

Data measurement is a section of the knowledge management category ofCPEC.

According to the Baldrige National Quality Program, it is the "Brain center for the alignment of your organization's operations with its strategic objectives" (BNQP, 2008, p.16). With accurate and timely measurement of performance metrics, Sectors are able to measure mission performance, and identify key areas that they can make improvements in mission efficiency and success.

The dashboard we have created allows for easy data collection and fosters improved understanding of performance, and if used properly, sectors will be able to successfully create action plans at the twice annual meetings of command staff.

Baldrige 40

According to the Baldrige National Quality Program, "the term action plans refers to specific actions that respond to short- and longer-term strategic objectives. Action plans include details of resource commitments and time horizons for accomplishment. Action plan development represents the critical stage in planning when strategic objectives and goals are made specific so effective, organization-wide understanding and deployment are possible"(BNQP, 2008, p.l 0). As the Baldrige literature has pointed out, proper creation of action plans must be done with all levels of a unit's leadership present. An operational commander will not be able to effectively create action plans without the knowledge and counsel of the department heads and division officers, who are the experts on the mission areas they are responsible for. This will be the only "required" participation that relates to implementation of CPEC, it is something that any good organization should be actively doing regardless of any management framework that may be in place. An organization that is not measuring performance data will have no way to quantify success, or know if its strategic goals are even being addressed.

3. Business plan creation:

The creation of a business plan at each sector will allow the command to communicate unit performance expectations to all members in a centralized and easily understood manner. Components commonly included in a business plan are mission and vision statements, values or ethics statement, and a list of strategic priorities or objectives. We recommend that sector commanders have final discretion when it comes to what should be included in the business plan, but one area that would be beneficial to units that choose to implement CPEC would be to frame strategic objectives according to the seven CPEC categories. This alignment of the unit's strategy with CPEC would allow

Baldrige 41

for easier assessment of how effective the unit is in completing these objectives in the context of CPEe.

Future State

1. Supplemental sector dashboards:

Coast Guard sectors have a wide range of mission requirements, which are often defined by geographic and commercial characteristics. As noted in the process section of our findings, the two sectors we studied have very different mission priorities. With these unique mission priorities, there is a need for a more tailored set of metrics for each sector to ensure the totality of missions each sector participates in are being measured for success. After a period of successful use Sectors will reach a competent level of understanding in recording data from the Coast Guard wide sector dashboard, as well as a implementing a solid process for analyzing this data and creation action plans to improve mission success. When these two things have occurred, the sectors should be able to create these supplemental dashboards. This will ensure that each sector has full coverage in terms ofmetrics for performance measurement and will increase the success of the data analysis and implementation of action plans to improve performance.

2. CPEC metrics collateral duty:

Coast Guard wide sector dashboards and supplemental dashboards are excellent tools for sectors to use, but without proper oversight, they can become inaccurate and lead to misleading conclusions about performance. With the creation of a trained dashboard overseer in the form of a CPEC metrics officer this risk can be mitigated. This collateral duty could be expanded for units that choose to fully adopt CPEC, as this

Baldrige 42

member could also be the point person for CPEC education as well as implementation and oversight at the sector.

3. CPEC Simplification and unit self sufficiency:

We do not recommend that every Coast Guard sector fully implement CPEC as a requirement, as each sector commander should have the right to determine how to effectively manage a unit's performance. CPEe education needs to be more available for sector commanders to send members to learn how to implement CPEC. If commanders are given time to see the benefit ofperfonnance measurement and business plans that are subject to regular review, we feel that this is a tool that would be taken advantage of and benefit a large number of Coast Guard sectors. A well understood and easy to implement management framework such as CPEC is a beneficial tool to ensure that your strategy is in alignment with your mission execution. It is our hope that by making these tools available to sector commanders, use of CPEC in the Coast Guard will become the norm, not the exception.

Baldrige 43

Conclusion

As a group we have been privileged to work with the Office of Performance Management and Decision support on this project. The sectors we visited were also extremely helpful in studying a very important topic, the utility of CPEC at Coast Guard Sectors. This project has not only allowed us to implement the skills we have learned as Management majors at the Coast Guard Academy, but has also taught us a great deal about management in the Coast Guard, as well as the vital missions that are performed at Coast Guard Sectors.

CPEC is a phenomenal tool for use at Coast Guard Sectors, the wide variety of missions undertaken at these sectors leads to a situation where a management framework that requires discipline and constant self evaluation of processes is necessary for success. But to this point CPEC is not understood we11 enough, and its full potential has yet to be tapped. Improved CPEC education, use of a Coast Guard wide sector dashboard, and creation of sector business plans can start the process of more fully integrating the framework into use at Coast Guard Sectors.

We are confident that implementation of our recommendations will lead to a marked improvement of CPEC use in the Coast Guard, and sectors will have the tools they need to effectively manage processes and improve performance.

Baldrige 44

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Baldrige 45

________ , us E:I)~!'.~ Guard P~rformlll!~ Faceers Profilr !Pf!'L _

.. Growing. mlssinn demand - TWIC. <:1',\" S, AMSC. towing vessel exams, Operatlonal billCl$~!lllcd

with these activIties oro less than (he. worJdoml,

«I Strong, positive rektiollSl1lp; within workforce (active, Reserve, Am:IHury, clvilinn) and all indw;tJ>lng<!l1C)' partners.

P.2e. Pc r formnllce Improvement Svstetn

Idemi!)' the key clements Ilfyour pertcrmancc lmprevcment SYl!~:n, includlnv, your cvaluaucn slid leOlflling processes, N()I~- nfrrs/(J 11m. ,1"'" !tl",/",w prcce .... "''prrr.lk,·s'ilppn'''':hcs ,,,,,11m?,,,\,: 11;:;;;; AND };Olr J'(1'J IIXff1lJrohliliaila iJY.fJI'W{, 1YI'Cru!'_ .1tld/O~fm tl1,k ron-s as nu,-kd

• & & a 'Integrated MunJgcm1.'nt systcm"1s our performance improvement system. At Its l~lm i~ tilt' I

"Dashbcnrd", whlch inclwk-!<a suite of measurements in <I brcad categortes: Readlness, Mis..~iol1 Executiol1. _

P{lrtnershi ~,tmd u,den;hi and D~,-d m~nt. _ __j

• TMtr. [ .,~lmt¢f!ic nusinl'~> Plan is the tor wvd docu ment that ldeutlfled the performance olll('Clh'l'l>

for tnl;' Sector 2~~ whok over a ~ Y.:oJ P\'ri<od.

• Uuflllg monthly" Executive swering Committee" meetings, 1Ir. Sector leadership reviews progress towards

rformance oh·cdhocs. conducts II SWOT analysis, and adius!l.P.!:,-,io,,-ri:.:tj:.::c=-~ _::_aCCO:.::.:;c:.;td::.:i=l""v;_. --'

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Customer-Focused • Lives saved .. Volume of oil spilled

Outcomes .. t; of'rnarlne casualties .. # of security breaches

.. External customer survevs .. % of I' txed A TON on time

Financial and Market Outcomes

.. Spend down rates and accountlne • BMTS scores I

~ure5· j

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Outcomes Ph . t fl ! t.. U "I ltl I (

., • ~_ YSIC1I [1\0$.\ P an~ !------- . ..£!! o. u {)u ass ~ "'lee t.

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e Internal CUstomer l'iurvti-,; lnnovetor cfthe Oucrter _j

~ ~ .. __ ~M~IS~b~fJ_~rn~,k~~~ . __ ~ __

Enclosure 1

Baldrige 46

____ ~ ~~U:..:1S'__C=on:.=§t G~~!.d PcnornlnnC(' Fa_t:!on Prorue_ (PF~)~ _

P,l ORGANIZATIO]>;AL DCSCRIt>TlOS

Dale: 01/10.'2009

Enclosure 1

Baldrige 47

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indusuy emiiloy~i *;' It Mark t'luHllelimainuln ,\ TON
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--
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as bridges, power plants, chctnlrol facllltles, .. InfonJlalion about lnclden« (splilsfa1lisioll.~) anti potential threats
I(l;;ks. 11m! ~m!< --1
.. Recreatlonal beating community G Milritlrllll Sewri!),
" Erm:rgcol marine safelY information (uwauCilsl;, elc)
Ii> S AR. 14W enforcement, pollution. &. other emergency response
.. M:uk clwln~l!lOOinlaln i\ TON
Ii> no"tlng Safetv classes from the Auxlllarv
.. "Marln\) Eve nt" crganlzers _. boot parades, .. Prompt revic\!" und approval of permlt npplications
fireworks displays, fCllaU as, etc. .. Enr,ltC<!lr.Clllto allow event to pr<».'>:d safelv
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ngenclcs that opcrJ(O: on the- water • SAR. law enforcement, P1'lUUtiOIl. &: Ollm emel'f'.ellCI: response
e Law enforcement agencies Md Inlelligence • Shared lnlC'Higen~ about thrrots and criminal u,li\'i1}'
Fusion Centers • Onerallon~1 SIJi)!'KlIt in rusp:!]}(lIn~ t\llhn~'lS'lndden!> K..:y Stakehofders: SIak.·JIO!dJT~ have a vested interest in the owl1ll1 :mwm of your IXlIl'InJ:1ndismff{ruth as, the workforce,

"",( ... ,;"",.1 rommunitie>. f(lh1~ »"MC!tt

•

• General Public, particularly those local residents IMl uertvc an economic or quality Or life benefit from Coast Goom actlvhles,

• "Mlsslon Execution" - tho publ lc expects us 1<) 00 our job and do il well, The), reI)' on U~ to enforce !aiely, security, and Sle'~'Sr,dshln standards. respond In emergencies, and provide day

• Other govcrrunent agenclcs

f) Commercial mariners aiid

G Recreetlonsl boatlng ccmmunlues

G Vel)' similar In ~~':l!nllon~ no customers. As stakeholders, most have an interost in the Sector's S\lCCejS even if Ih~' don't require 11 speclllc S1.'1v1re during a speclflc time period, COOS1 Guard SUCC¢.IS gives them peace of mind ensures tI "level playing fiold" muong co:nmerci;\l Q~'f«t()r.! Hild allows them 10 tel I {h,'if' customers and suppliers (e.g.Insurees) th~t they meet tough Coo,\

Enclosure 1

Baldrige 48

5rTE J

US ('..(lIlSt Guard Performance Factor.! Fronk> (PFP)

.. f'oollt'r, ViXk'l<!l a~l"'l\lIC3, Army Corps of ~

I!ngint'lmi

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.. Provide \iDA and ate force multipliers for msny COO'>t G\lil!d &!I\'lIk5, including SAR, law enforcement. safely, security, and

}'.2 ORGANIZATIONAL CnALI.ENGrl';

P.2a.

Enclosure 1

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Enclosure 2

Baldrige 49

Unit Pt.'rRmmmec Factors Profile

Baldrige SO

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Baldrige 51

Baldrige 52

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Baldrige 53

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Enclosure 2

Baldrige 54

Baldrige 55

Literature Review

Introduction

This project assessed the Coast Guard's use of the Baldrige Performance Excellence Criteria (BPEC), in the form of the Commandant's Performance Excellence Criteria (CPEC). The Baldrige Criteria, created in 1988, studies seven key performance categories within an organization, these seven categories are leadership, strategic planning, customer and market focus, measurement, analysis, and knowledge management, workforce focus, process management, and results (Baldrige National Quality Program [BNQP], 2008, p.l). These seven categories are studied in an effort to identify both deficiencies, as well as best practices, and as such the Baldrige Criteria are often viewed as a framework for process improvement within an organization.

The study involved a comparative analysis of two Coast Guard Sectors, one with a high level of utilization ofCPEC, and one with a lower utilization level in an effort to determine the efficacy of the CPEC. Each of the seven Baldrige categories was assessed using metrics that have been identified in Baldrige related literature as being important performance factors, as well as other Coast Guard specific metrics that will help to identify whether the Coast Guard is creating value added by using the CPEC framework. Among the works cited in this literature review, the Baldrige National Quality Programs 2008 Criteria for Performance Excellence will be especially prominent. This document is published by the BNQP as a resource for those organizations that wish to apply for the

Baldrige 56

Baldrige award, and serves as a "checklist" for those companies to ensure they are meeting Baldrige requirements. This document addresses the core concepts of our study in our comparative analysis of the Coast Guard units, and thus will be heavily relied upon.

This literature review will be organized into the seven categories used in the Baldrige Criteria.

Leadership

According to the BNQP, "The Leadership Category examines how your organization's senior leaders guide and sustain your organization" (BNQP, 2008, pA). In a comparative analysis of leadership at different Coast Guard units, the following areas are the most important to find a link to quality ofleadership and adherence to Baldrige: vision and values, as well as communication. As Ferguson and Pannirselvam have argued (2001, p.22) have argued, leadership is a determining factor in all of the other Baldrige criteria. This is important to note, few aspects of an organization have such wide ranging power to influence as its leaders do. There is agreement among Baldrige experts that "leadership is the system that drives results" (Collier & Wilson, 2000, p.361). The Coast Guard invests heavily in leadership, and as a military organization much is expected of our leaders, and for this reason this category is extremely important when looking at the vision of a unit and how well that vision is communicated throughout the organization. Involvement in operations from the leadership is paramount to Baldrige, "The twin pillars of this category are symbolism and active involvement" (Garvin, 1991, p.88). Having a

Baldrige 57

leader who is visible to the organization and has clearly stated where the organization is going and what success is defined as sets the tone for organizational excellence.

Strategic Panning

The BNQP defines its Strategic Planning category as "How your organization develops strategic objectives and action plans" (BNQP, 2008, 10). One area where studies have pointed to as important is how knowledge management systems are used to create and maintain strategy. "Information management has a significant direct effect on strategic quality planning" (Ferguson et al, 2001, p.22). Knowledge management is its own category, but it is important to note that it must by used to monitor the effectiveness of a strategy.

In making a statement of strategy, Garvin points out that excellent strategic visions and quality plans are "concrete, focused, integrated, and aggressive" (Garvin, 1991, p.91). It is important for us to look for strategic planning at units that is focused on completing the Coast Guard's many missions, but does so in a concise manner that will leave little doubt as to what is expected of Coast Guard members.

Customer and Market Focus

"The Customer and Market focus category examines how your organization determines the requirements, needs, expectations, and preferences of customers, and markets" (BNQP, 2008, p.l3).

In all Baldrige related studies reviewed, there was an underlying theme that focus on customer satisfaction was a very important driver that led to process improvement across

Baldrige 58

the board for most organizations. Statistical tests conducted by Collier et a1. on a collection of Baldrige award winners have shown that a focus on customer satisfaction has a positive causal relationship with the following areas: process management, and information management (Collier et aI, 2000, p.377). This information has shown our group that having a strong customer focus leads to an organization thinking about how they are achieving results, and tailoring processes in a way that not only achieve results, but also leave a customer satisfied.

In looking at a Baldrige award winner that focuses on customer satisfaction, David Garvin had this to say, "Their goal is to exceed expectations and anticipate needs, even if customers have not yet articulated their needs" (Garvin, 1991, p.93). An organization must be in touch with its customer, and as a humanitarian service, the Coast Guard must anticipate the needs of the public, especially needs that are based in threat, such as natural disasters, to be able to respond in a timely manner to satisfy the high expectations the public has for it.

Measurement, Analysis, and Knowledge Management

"The measurement, analysis, and knowledge management category examines how your organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets and how it manages its information technology" (BNQP, 2008, p.16),

According to Collier, the areas where knowledge management end up having the greatest impact on an organization is in its strategy and process management (Collier et al, 2000, p.378), This category however, according to the Baldrige criteria itself, one that

Baldrige 59

has a base in all of the other categories as well. It is for this reason that the "Baldrige Burger" diagram lists Knowledge management as the bottom part of the bun that encompasses all six other categories (BNQP, 2008, p.iv),

For our study of Coast Guard units we will be looking at how well the units are using CGBI, the Coast Guard's knowledge management system. We have studied literature which speaks about the importance of finding the correct metrics, as Pat Saporito of Best's Review points out, "Many companies have embraced dashboards and scorecards, but have merely put a graphic interface on too many metrics- or even worse, the wrong metrics" (Saporito, 2008, p.82). Saporito also spoke about the importance of having a pyramid shaped set of metrics, with the top level decision makers looking at things that show performance on an organizational level, with lower level managers studying metrics which are germane to the work processes they oversee (Saporito, 2008, p.82).

To find the proper metrics it follows that when looking at sectors we must select metrics that measure actual performance in the different Baldrige categories. The U.S. Coast Guard Performance Improvement Guide states "To meet or exceed customer and mission requirements, you must develop meaningful effectiveness and efficiency measures" (PIG, 2008, p.73). The Coast Guard is stating here that it values not only successful completion of its missions, but it expects units will do so in the most efficient manner available to them. In order to measure success under this lens of effectiveness and efficiency, metrics must be selected that show the Coast Guard is not only completing its mission, but also that this is happening with low drag at high speeds.

Baldrige 60

When selecting these metrics, it is important to reach out to every department at a Coast Guard unit to ensure all mission areas are being covered. If you have complete mission coverage and accurate data measurement, "The dashboard should alert the board to places where a corrective action plan is needed and provide a way to track progress on that plan" (Larson, 2008, p.28).

Workforce Focus

"The workforce focus category examines how your organization engages, manages, and develops your workforce to utilize its full potential in alignment with your organizations overall mission, strategy, and action plans" (BNQP, 2008, p.l8).

A statistical study performed by Evans and Jack has shown that Employee satisfaction has a direct correlation with customer satisfaction, as well as financial results (Evans & Jack, 2003, p.9). While the Coast Guard does not operate to make a profit or create shareholder wealth, the obvious financial problems the Coast Guard has encountered recently in terms of accounting show that anything that improves financial performance for the Coast Guard is worth studying. Also of importance is that Employee satisfaction drives customer satisfaction, as this is especially true in the Coast Guard due to the extensive interaction Coast Guard members have with the taxpaying public.

This category is weak in terms of literature as it is a new category and few studies were available to review. To mitigate this weakness our group plans on researching more thoroughly other quality management literature that touches more extensively on employee focus and satisfaction.

Process Management

Baldrige 61

"The process management category examines how your organization determines its core competencies and work systems and how it designs, manages, and improves its key processes for implementing those work systems to deliver customer value and achieve organizational success and sustainability" (BNQP, 2008, p.21).

While this category is not heavily weighted when looking at how the Baldrige award is scored, it is one that when success is achieved, it creates a mindset that allows for success in other areas. When a company has a good system for improving its processes, it can make improvements to most anything. A company with solid processes in place is also much more insulated from economic difficulties, as "they are far better positioned to recover gracefully because they have superior management processes in place (Garvin, 1991, p.83).

This category is more important to the Coast Guard than most organizations because it has a subsection on emergencies. BNQP asks, "how do you ensure work system and workplace preparedness for disasters or emergencies" (BNQP, 2008, p.2l)? Much of the work the Coast Guard does is directly related to emergencies, of all scales, and this creates a necessity for processes that are both flexible, but rooted in routine so that members can react quickly and create whatever customer value is needed in that circumstance.

Results

"The results category examines your organization's performance and improvement in all key areas- product and service outcomes, customer-focused

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outcomes, financial and market outcomes, workforce-focused outcomes, processeffectiveness outcomes, and leadership outcomes" (BNQP, 2008, p.23).

In the Baldrige criteria, results are not measured solely by the quality of the good or service provided to a customer, results from every one ofthe other six categories are also measured, meaning results is a broad term for "are you actually achieving what you expect to in each step of your value chain."

It is important to note, as Garvin has that "Examiners look for meaningful trends; they are not impressed by a single year of stellar performance, or improvements in areas of no strategic significance" (Garvin, 1991, p. 92). This means that a company must have created sustainable processes and action plans in the other six categories so they may drive results that continually improve, or at the very least remain at a high level for extended periods of time.

Continuous Improvement

Continuous improvement is not a Baldrige category, but it is so often cited as a core tenet of the Baldrige Award that we felt it important to note in this review. The purpose of using Baldrige is to create a system in which processes and results can be continually evaluated and improved.

When looking at the Baldrige award in relation to other total quality management instruments, Ferguson et a1. argue that Baldrige places the greatest emphasis on this philosophy of continuous improvement (Ferguson et aI, 2001, p.16). Keeping this in mind, it will be important to see which Coast Guard units are actually measuring their results in an effort to identify areas where processes can be improved. We believe that

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this will he the true test between units highly involved with Baldrige and those less involved in its use, if there were to he an appreciable difference; this is where we theorize it will be.

Conclusion

The Baldrige award criteria, in its twenty years of existence, have become the gold standard of total quality management measures for organizations, and there is little dispute that organizations that use it are better off for it. David Garvin points out that while Baldrige award winners are hardly insulated from tough economic times, "they are far better positioned to recover gracefully because they have superior management processes in place" (Garvin, 1991, p.83).

While Baldrige is a widely accepted quality management framework, one must also realize that the U.S. Coast Guard is a very unique organization with unique customers, as well as processes. It is for this reason that we intend to closely study any differences that occur in the seven Baldrige categories between the Baldrige and nonBaldrige units and try to determine ifthere is a causal factor for the differences based on the use of Baldrige.

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Works Cited

Amato-Mckoy, Deena M. "Dashboards, BI: Springboards to the Customer Experience."

Chain Store Age 10 (2008): 40. ABIIINFORM Global. USCGA Library, New London, CT. 3 Mar. 2009.

Baldrige National Quality Program. Criteria for Performance Excellence. Gaithersburg, 2008.

Breyfogle III, Forrest W. "Going beyond the Balanced Scorecard. n ASQ Six Sigma Forum Magazine 7 (2008): 39-40. ABIIINFORM Global. USCGA Library, New London, CT. 3 Mar. 2009.

Callahan, Terry. "Benchmarking to Measure Your Performance. II Business Credit 109 (2007): 50-53. ABliINFORM Global. USCGA Library, New London, CT. 7 Apr. 2009.

Cardillo, Richard. "The Performance Quandary." Business Finance 14 (2008): 34-37.

ABliINFORM GlobaL USCGA Library, New London, CT. 7 Apr. 2009.

Collier, David A., and Darryl D. Wilson. "An Empirical Investigation of the Malcom Baldrige National Quality Award Causal Model." Decision Sciences 31 (2000): 361-90.

Evans, James R., and Eric P. Jack. "Validating Key Results Linkages in the Baldrige Performance Excellence Mode1." Quality Management Journal 10.2 (2003): 7-24. ASQ. 2003. American Society for Quality. 10 Feb. 2009 <www.asq.org>.

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Ferguson, Lisa A., and Gertrude P. Pannirselvam. "A Study in the Relationships Between the Baldrige Categories. II The International J ouna} of Quality & Reliability Management 18 (2001): 1-14. ABIIINFORM Trade and Industry. USCGA Library, New London. 10 Feb. 2008 <http://proquest.umLcom>.

Garvin, David A. "How the Baldrige Award Really Works." Harvard Business Review

(1991): 80-93.

Jenkins, Jeanne, and John King. "Information Management: Why it's Vital to Effective Service Line Operation." Healthcare Financial Management 62 (2008). ABIIINFORM Global. USCGA Library, New London, CT. 7 Apr. 2009.

Saporito, Pat. "Metrics Management. II Best's Review 108 (Feb. 2008): 82. ABIIINFORM Global. USCGA Library, New London, CT. 7 Apr. 2009.

Larson, Laurie. "How to Drive a Quality Dashboard. 11 Trustee 61 (2008): 27-28.

ABIIINFORM Global. USCGA Library, New London, CT. 3 Mar. 2009.

United States of America. U.S. Coast Guard. Leadership Development Center.

Performance Improvement Guide. 5th ed. Boston: Government Printing Office, 2008.

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Site 1 Interview Transcripts: 10-11 March 2009

Logistics Dept Head Notes:

-get copy of strategic business plan for sector.

-specific measurable such as AIDS serviced are not the real things that show

improvement, we measure aids serviced and look at the reduction in marine casualties that may follow.

- balanced scorecard is to focus on more than one area, break things down into operations, readiness and process to get to operations, preparedness and employee measures, and preparedness (how is sector interacting with maritime public).

- does all this measurement take people away from mission execution----- your average e- 4 isn't going to be measuring and tracking results, that is a department level task. The junior folks are heavily engaged in mission exection with senior leaders focused on measuring success.

- business plan lays down goals, balanced score card measures goals, outreach plan outlines plan to interact.

-Site is very involved in measurement, sometimes junior members do not feel the need to be involved in that, they just want to do the job.

- communicating why ePEe used----at all hands re-iterating the management framework, conducting stakeholder surveys after inspections, make sure everyone knows they are a piece of the process, exercises and drills.

-do you see a difference between a primarily prevention sector and one that has more response---they will be similar especially with personnel and training, plans policies and equipment. Differences lie in mission areas. There are very similar sectors out there such as the river sectors so COBI could tailor scorecards to standardize among these groups. IMS innovator award---Awards are buy in tools, they help with process improvement and recognizing improvements to the system.

-Sectors create a huge need for innovation, there are few units that require management systems as much as sectors.

- McDevan A ward- a readiness award that speaks to different areas for maintaining readiness, from RFO completion, personnel readiness (medical, dental)(ICS, GMT completion)(IDP),

-Scorecard OVERLOAD- Not only a sector one, but a different one for each unit, tailored differently for each unit. There is also one for each department within the sector.

-Good info flow on the external customer surveys.

- do not specifically dedicate people solely to the management system, it must come from

people who still are operationally actve so they know what the data means.

-response to argument that self judging for Hamilton award- they have taken aim at fixing the problem of having people spend too much time preparing at the unit for the award. The new one is just the PFP and 4-5 pages of elements and results.

-Who makes the strategic business plan- the exec steering committee makes it, and it is distributed to everyone in the sector.

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-how do you keep continuity of CPEC when new command shows up--- things will change with new CO, but there are certainly elements that will be long lasting as well as many ofthe concepts. This is an evolving process and that will continue.

Dept Head and Command Chief Interview: Deputy Commander, Command Chief:

What is performance- Saving lives and property and effectively serving the public.

Strategic Business plan- The SBP is emailed out to the entire sector, on the department level how are you ensuring that this is read and understood by all members within your department?---- CDR Tucci- Non-rates do not need to know what the strategic plan is, they need to know how to do their job.

Monthly executive steering committee meeting- look at scorecards and SBP and talk about how there are doing on these goals and measurements. CAPT is trying to get buy in across the board by awarding innovation, not just solid service. Leadership blog is being used by all ranks.

IDP and Advancement- IDP pilot program- lOP isn't just a first term thing, all E-6 below and 0-4 below. All members fill out the IDP as well as 2 supervisors. Command chief spot checks the IDP's at each unit to ensure quality is maintained. Once the quality IDP is created, it is recommended that at mid marking period supervisors will sit down with members to talk about where they feel they stand in relation to their goals.

How do we find the right outputs that help us meet our goals- This is a geo and mission specific problem. We must look at leading (training, readiness) and lagging (casualties, lives saves) indicators. You get what you measure and reward.

Customer Satisfaction- Tracking with internal surveys, customer satisfaction increasing. Is this related because we are trying to show people why we do things? Yes, people are starting to see why, initially this management system was really really hard, but there is buy in over time once people got over the resistance to change.

LCDR Beatty=-Satisfaction will decrease due to a change in process, not change in command.

Can you make a standardized IMS Template- Deputy Commander- you can make a standardized core set of measures and outcomes, but obviously there is an area of differentiation in units.

What are the things that you find most important in each department:

Logistics: Budgeting- spending and financial. SBOW

Command Center: You can be in the green on everything but if you aren't saving the lives. You can be 100% on training but if you aren't saving the lives you need to start over from square one.

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Prevention: Safety- injuries and fatalities-if increasing find out why, is it our fault or out of our control. Security- are there security. Oil pollution. External surveys.

Response: how do you measure the number of terrorist attacks that don't happen? Interagency work cooperation is important; looking at the interagency patrols. Lives assisted and lives saved.

Sector Wide Measures:

Tuition Assistance and education assessment. IDP and CPO academy measurements. Deployability (medical, dental, immunizations).

Why is this information management important? We can go to congress and show them metrics about anything they could think of. We have the resources in the form of data to show congress and the general population what we are doing and why, and give them hard proof of results.

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Site 2 Interview Transcripts: 25-25 March 2009

Sector Commander Interview

-Big fan of this management framework, have not totally adopted system yet.

I-This system needs to be results driven, Site 1 seems to be activities driven. They look at key measures but cannot link the two yet, so they do not know if there is a connection.

2- This system should be automated, Site 1 is great but it is very time consuming.

Ifwe have a hurricane, we must report on maritime transportation system info, ATON, Bridges etc. Atlantic Area puts out list of essential info to report on. 3000 elements of essential info in sector Charleston AOR, this begs for automation, you cant have 10 people data entering during emergency.

-Sector recently took Commandants performance challenge, published business plan, UPF, in addition to management practices we looked at operational practices. How are we doing operationally? How can we become better? Then married management and operations performance in business plan.

- Operational statistics. Site 1 represents the average CG sector in management maturity. It took 4 years to publish a business plan.

Dept Head-Prevention.

How is department working to get better? Define Better- getting better for prevention is the marine safety performance plan from the commandant, the big thing is obtaining quals for your people. Using training programs and hiring employees who work to instill professional development. Looking at not only number of quals, but how well the qualification process is running.

Port State Control Program- using factors to determine risk factor of vessels. Doing random inspections to keep skill set up if there are no "red" vessels. If commandant has a certain number of required inspections, all we can do is exceed it.

Maintaining Commandants expectations is the best way we try improve.

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Maintaining relationships with the customer when you are inspecting their vessel for stability and telling them bad news is important. We must work with conunerce to keep it going.

-we look at COBI monthly or quarterly to see where we stand, we looked at safety and security inspections, last year we were in the red for 70% of factilites, we see this and by years end we were 100% in the green.

Key COBI Metrics:

- Inspections due

-port state program metric

How are we getting young people to buy in? We learned last year this message wasn't making it to the bottom of the chain. CAPT had everyone look at business plan draft and give feedback. Petty Officers drive the programs we run here, their input and commitment is necessary. Empowering the E4's and E5's is the best way to get buy in.

- Deputy Commander

Performance measures are used in the Cg for the budget process, the congress and white house want to see what we are doing to get money. Baseline budgeting is over, you got x last year why do you need x this year. CO has 11 measures it uses to get money, you can find this on the CO website. CO is all about output metrics, how many sorties did we fly, how many engine hours did we get. Congress wants outcomes, how did these flights stop drugs, how much drugs did these stop.

Important outcomes that each department has-

There are thousands of output measures we are required to do. What do we do with this information? You can either drive towards management, and create dashboards, or you can do what we do, grab the wheel and head towards leadership, CAPT is pro delegation with each dept head sort of like the MSO or Oroup CO. Charleston wants managers to measure things, and use this data when they need something. SOPP standard operational planning process- brand new, this is going to be the CO unit dashboard in 5 years. These are glossies that we show to congress, good strategic information about what a unit does. The performance measure for marine safety is death and injuries, and the CO is going to measure this, there is a breakdown in allotting number or allowable deaths. The SOPP is going to create measures and plans on the smaller levels.

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Hours Hours Hours, this is how we measure for money, underway hours are money.

SOPP is going to reflect the expectations of the district commander and the sector commander can take this to task his people and assets. Look up d7 operational planning directive.

How is CPEC used at Charleston- Leadership is huge, OIC's have huge responsibility, young people are empowered. Strategic planning is on the upswing. CG is short on money, there are areas we must focus on, CG is telling me what I have to do and area tells you to use risk based decision making to decide what you are going to do. This strategic plan shows us what is most vital to the sector. Customer focus is big, that is in prevention. Biggest weakness is a lack of resource, we do not have nearly enough people, we need a workforce boost. Employee development is huge here, and we are addressing the climate issues presented by the climate survey. Process management would be better is we had the bodies to measure everything, we are bursting at the seams to meet our basic goals, this is a luxury.

Dept Head- Response

How does response get better-Huge list of missions in response, start with requirements, number of required boarding's for operation Neptune shield. Operational readiness must be done first, the quarterly required metrics are then completed. After operational requirements GMT is focused on, with dental medical etc. after that we go to MISLE activities. After you finish mission areas you look at headquarters management practices. National security, people, environment, property, admin- these are the focus areas for response. How does Baldrige come into play in DEPT- he tries to use the textbook things with what the CG will allow him to use as a non profit manager. Baldrige doesn't align at sector level and below, it works for district and above because sector and below has so much crisis management. The challenge is how does CPEC/Baldrige which is for profit help with long and short term goals out in the field.

Officers and Chiefs are groomed based on what they want in their careers. For CPEC to have meaning it must translate to reality, steal from them but realize we are different, we don't have resources to fully utilize CPEC.

For young people show them how they are a part of the CO pie. All of this management crap must be understandable to EVERY member of the unit, you must make the system known and bought into.

Data points are great but you must be able to articulate the meaning of them, data without understanding is useless. What is a meaningful metric when you know failure is going to happen.

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Leadership tricks- force period counseling sessions, make sure these happen. Train JO's on the upper level management stuff, show them why it is important, and have them get it out to the junior enlisted. Look for personal motivation points and exploit them in your members. Residential leadership training is lacking in the CG, school for each new rank.

With an organizational shift every 4 years with new commandant how do we keep a constant system of management.

Make sure measures translate, using aviation manning requirements for boat forces doesn't work, 5 aircraft and 1 beat up 41' doesn't translate.

Dept Head- Logistics

Logistics is one department that covers many facets of a sectors mission. Medical, Supply, admin, engineering fall under logistics. There are not enough people to manage all of these things within the department. The most important thing is customer service-s- dental, medical, immunization readiness. 90% is the bottom line for deployability for each of the medical measures. Engineering- tracking casualties through casrepsimprovement through engineering continually reaching out to customers, where engineering officer is physically going to stations to look at processes their to see how to improve them.

Medical-dental and medical readiness

Engineering- number of casreps- if casreps increase, PMS isn't sufficient.

Supply- Budget Metric Tracking system. Outstanding PRs that are not closed out from previous year. Spendown rates. OOVA

Admin- Customer feedback from units and members. Internal audits.

Most of the business plan gets passed, but most junior members do not listen because it does not apply to the day to day job they are tasked with. E6 and up is where we see the big picture.

If you reduce the time on personnel issues, you increase mission readiness and can do more proactive training to avoid these issues.

Logistics DEPT head is also CO of enlisted personnel------CANNOT do logistics job properly.

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- Planning Dept Head.

Forecasting CO Ops.

CPSw contingency preparedness system, plans for exercises are input into system, budget is entered and you explain scenario. After exercise; after action meetings. 3 positives, 3 lessons learned are discussed, entered into CPS. LANT and HQ looks at these things, sector must be able to elaborate on these recommendations.

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United States Coast Guard Mission Breakdown for Metric Guidance

Maritime Safety: Eliminate deaths, injuries, and property damage associated with maritime transportation, fishing, and recreational boating. The Coast Guard's motto is Semper Paratus(Always Ready), and the service is always ready to respond to calls for help at sea.

Search and Rescue: Mlnimlzlngthe loss of life,injury, property damage or loss by rendering aid to persons in distress and property in the maritime environment has always been a Coast Guard priority. Coast Guard SAR response involves multi-mission stations, cutters, aircraft and boats linked by communications networks. The Coast Guard is the Maritime SAR Coordinator. The Coast Guard is recognized worldwide as a leader in the field of search and rescue.

Recreational Boating Safety: To minimize the loss of life,personal injury,propertydamage, and environmental Jmpact associated with the use of recreational boats, through preventive means, in order to maximize safe use and enjoyment of U.S. Waterways by the public.

Passenger Vessel Safety: The objective of the program is to enable the response community (U.S. Coast Guard, other Federal, State, and local agencies, as well as industry and other stake holders) to have processes and procedures to prevent, or if necessary, to respondto.and mitigate a passenger vesselemergency, taking in account all available resources. (Interagency]

International Ice Patrol: While icebergs are a constant navigational hazard in the Arctic, the cold Labrador Current carries some of them south to the vicinity of the Grand Banks and into the great circle shipping lanes between Europe and the major ports of the United States and Canada. Vessels transversing this area try to make their voyage as short and as economical as possible. Therefore, ships in the vicinity of the "limit of all known ice" normally will pass just to the south of this boundary. Vessels passing through Ice Patrol's published ice limit, run the risk of a collision with an iceberg and insurance concerns. In this area the Labrador Current meets the warm Gulf Stream and the temperature differences between the two water masses of up to 20 degrees Celsius, produces dense fog. The combination of icebergs, fog, severe storms, fishing vessels and busy tra ns-Atlantic shipping lanes makes this area one of the most dangerous. This fact was grimly brought to light with the sinking of the R.M.S. TITANIC in 1912, after it struck an iceberg and approximately 1517 souls perished.

Port Security: Develop and implement programs to prevent safety, security, and environmental incidents in the maritime arena and to protect continued vitality of the Marine Transportation System. We do this by administering and managing port, commercial onshore and offshore facility, cargo safety, security and environmental protectioncompliance programs; policy and field guidance for Coast Guard field activities, oversight of third parties, and leadership in industry partnerships and advisory committees.

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Maritime Security: Protect America's maritime borders from all intrusions by: (a) halting the flow of illegal drugs, aliens, and contraband into the United States through maritime routes; (b) preventing illegal fishing; and (c) suppressing violations offederallaw in the maritime arena.

Drug Interdiction: The Coast Guard is the lead federal agency for maritime drug interdiction and shares lead responsibility for air interdiction with the U.S. Customs Service. As such, it is a key player in combating the flow of illegal drugs to the United States.

Alien Migrant Interdiction: As the United States' primary maritime law enforcement agency, the Coast Guard is tasked with enforcing immigration law at sea. The Coast Guard conducts patrols and coordinates with other federal agencies and foreign countries to interdict undocumented migrants at sea, denying them entry via maritime routes to the United States, its territories and possessions. Primarily, the Coast Guard maintains its humanitarian responsibility to preventthe loss of life at sea, since the majority of migrant vessels are dangerously overloaded, unseaworthy or otherwise unsafe.

EEZ & living Marine Resource: Protecting the U.S. EEZ and key areas of the high seas is an important mission for the Coast Guard. The Coast Guard enforces fisheries laws at sea, as tasked by the Magnuson-Stevens Fisheries Conservation and Management Act (MSFCMA). Our fisheries priorities are, in order of importance:

1. Protecting the u.s. Exclusive Economic Zone from foreign encroachment:. Foreign fishers operating illegally in this area are, effectively, stealing resources from the U.S., and our fisheries managers have no way of measuring or accounting for this loss.

2. En/arcing domestic fisheries law: U.S. Domestic Fisheries. The Coast Guard is responsible for enforcing these FMPs at sea, in conjunction with NOAA Fisheries enforcement ashore. In addition to FMP enforcement, we enforce laws to protect marine mammals and endangered species.

Maritime Mobility: Facilitate maritime commerce and eliminate interruptions and impediments to the efficient and economical movement of goods and people, while maximizing recreational access to and enjoyment of the water.

Aids to Navigation: The waters of the United States and its territories are marked to assist navigation by the U.S. Aids to Navigation System. This system employs a simple arrangement of colors, shapes, numbers and light characteristics to mark navigable channels, waterways and obstructions adjacent to these. The goal of the U.S. Aids to Navigation System is to promote safe navigation on the waterway.

Icebreaking Services: The Office of Waterways Management develops policy and oversees multi-program alignment in the pursuit of a safe, secure, efficient and environmentally sound waterways system. Waterways Management professionals support global maritime and intermodal transportation, and the Marine Transportation System, through visual and electronic aids to navtgatlon, bridge administration, domestic and polar icebreaking, Great Lakes pilotage,

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Additional Works Cited

Baldrige National Quality Program. Criteria for Perfonnance Excellence. Gaithersburg, 2008.

"Missions." United States Coast Guard. 10 Mar. 2009 <www.uscg.mil>.

United States Coast Guard. Department of Homeland Security. "STATEMENT OF ADMIRAL THAD W. ALLEN ON THE CHALLENGES FACING THE COAST GUARD'S MARINE SAFETY PROGRAM.1t Press release. 2 Aug. 2007. United States Coast Guard. 25 Apr. 2009 <www.uscg.mil>.