Contents: (1) Introduction; (2) Background: Deepwater Missions; Origin, and Structure of Deepwater Acquisition Effort; Deepwater Assets Planned for Acquisition; Fleet Mix Analysis; Examples of Deliveries of Deepwater Assets; Deepwater Acquisition Funding: Criticism of Deepwater Mgmt. in 2007; Coast Guard Reform Actions in 2007; Justice Dept. Invest.; (3) Oversight Issues for Congress: Management of Deepwater Programs in General: Cost Growth; Reporting of Costs and Planned Procurement Quantities; National Security Cutter; Sentinel Class Fast Response Cutter; 110/123-Foot Patrol Boat Modernization; Revolving Door and Potential for Conflicts of Interest; (4) Potential Options for Congress; (5) Legislative Activity in 111th Congress.

The term Deepwater refers to a collection of more than a dozen Coast Guard acquisition programs for replacing and modernizing the service's aging fleet of deepwater-capable ships and aircraft. Until April 2007, the Coast Guard had pursued these programs as a single, integrated acquisition program that was known as the Integrated Deepwater System (IDS) program or the Deepwater program for short. The now-separated Deepwater acquisition programs include plans for, among other things, 91 new cutters, 124 new small boats, and 247 new or modernized airplanes, helicopters, and unmanned aerial vehicles (UAVs). The Coast Guard has requested a total of $990.4 million in acquisition funding for FY2009 for Deepwater programs. The year 2007 was a watershed year for Deepwater acquisition. The management and execution of what was then the single, integrated Deepwater program was strongly criticized in reports and testimony from the Department of Homeland Security Inspector General (DHS IG), the Government Accountability Office (GAO), the Defense Acquisition University (DAU), and other observers. House and Senate committees held several oversight hearings on the program, at which several Members of Congress strongly criticized the management and execution of the program, particularly regarding problems in programs to acquire new and modernized cutters and patrol boats. Bills were introduced to restructure or reform the Deepwater program in various ways. Coast Guard and industry officials acknowledged certain problems in the program s management and execution and defended the program s management and execution in other respects. The Coast Guard announced a number of reform actions that significantly altered the service s approach to Deepwater acquisition (and to acquisition in general), resulting, for example, in the shift from a single, integrated Deepwater acquisition program to a collection of individual Deepwater acquisition programs.

The Coast Guard (CG) is in the midst of the largest acquisition program in its history -- one that has experienced serious mgmt. and performance problems. The Deepwater program is intended to replace or modernize the CG¿s fleet of vessels, aircraft, and info. mgmt. capabilities. To carry out this acquisition, the CG contracted with a system integrator, Integrated CG Systems (ICGS). This report determines: how decisions are made regarding whether to purchase assets under the contract with ICGS or directly with another vendor; the costs and performance trade-offs, if any, assoc. with the CG¿s acquisition strategy for the Fast Response Cutter; and cost, schedule, and performance issues assoc. with changes to the Nat. Security Cutter. Illus.

The term Deepwater refers to a collection of more than a dozen Coast Guard acquisition programs for replacing and modernising the service's ageing fleet of deepwater-capable ships and aircraft. Until April 2007, the Coast Guard pursued these programs as a single, integrated acquisition program that was known as the Integrated Deepwater System program or Deepwater for short. The now-separated Deepwater acquisition programs include plans for, among other things, 91 new cutters, 124 new small boats, and 247 new or modernised aeroplanes, helicopters, and unmanned aerial vehicles. This book explores the background, oversight issues and options for Congress with regard to the Coast Guard Deepwater Acquisition Programs.

Complex Contracting draws on core social science concepts to provide wide-ranging practical advice on how best to manage complex acquisitions. Using a strong analytical framework, the authors assess contract management practices, suggesting strategies for improvement and ways to avoid the pitfalls of managing contracts for large and sophisticated projects. An in-depth analysis of the US Coast Guard's Deepwater program is included to illustrate ways to respond to real-world contracting challenges. This high-profile and controversial case consisted of a projected 25-year, $24 billion contract through which the US Coast Guard would buy a system of new boats, aircraft, communications, and control architecture to replace its aging fleet. The authors explore the reasons why this program, launched with such promise, turned out so poorly, and apply the lessons learned to similarly complex contracting scenarios. This engaging and accessible book has broad applicability and will appeal to policymakers, practitioners, scholars and students.