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The Defense Logistics Agency's (DLA's) Law Enforcement Support Office (LESO) provides excess Department of Defense property--everything from desks to rifles to airplanes--to local, state, tribal, and federal law enforcement agencies (LEAs) across the United States. Because of the sensitive nature of some of the material transferred to LEAs, LESO has been the subject of congressional, Government Accountability Office, and public scrutiny for almost two decades. Recent events--including the 2014 Ferguson, Missouri, protests--increased interest in the program. Opponents of the program argued that LESO was at least partially responsible for what they perceived to be an increased militarization of the police, while proponents believed that this program not only made police and citizens safer but exemplified good stewardship of taxpayer dollars. The 2017 National Defense Authorization Act required an evaluation of the LESO program, which provides thousands of LEAs with millions of dollars of excess property annually. The authors of this report find that LESO manages an efficient program that effectively reuses excess property, benefits the law enforcement community, responds diligently to oversight, and is faithful to congressional intent. However, these efforts are unlikely to resolve perceptions that the program contributes to the militarization of police. Defining what is or is not appropriate militarization of police forces and addressing concerns of how the excess property is employed and its effect on community policing is beyond the authority of DLA. This report presents three optional paths ahead.

Surplus military property, American. --- Government property --- Police --- Equipment and supplies --- Purchasing --- United States. --- Rules and practice.

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The U.S. Coast Guard (USCG) carries out 11 different statutory missions and must address immediate requirements and future contingencies, both domestically and overseas. Various ongoing changes to, and new developments in, the physical, economic, social, political, and technological domains place additional stresses on service resources, as well as affect the composition of the service itself. Being ready for the spectrum of challenges that the future might bring requires leaders to be mindful of how change will affect USCG in both the near and long terms. Evergreen was established in 2003 to address this overarching goal of readiness, and it includes Project Evergreen, a scenario-based strategic foresight planning process. Evergreen activities seek to identify emerging challenges and future trends that may alter the volume and types of demand for USCG missions, as well as its ability to perform them. These activities are based on a number of plausible future scenarios in which USCG's current plans, policies, and capabilities are stress-tested, and participants must determine the trade-offs that USCG needs to make today to be able to fulfill future demands. Evergreen thereby also supports effective decisionmaking under conditions of uncertainty. Prior to Evergreen V, there was no deliberate effort to publicize or publish Evergreen products. Long-term institutional knowledge about Evergreen has been a historical challenge because active-duty personnel are typically reassigned every one to three years. This report documents Evergreen work and insights into the current and future needs of USCG that have emerged from the program to date.

Military planning --- United States. --- Planning.

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As the first of 25 offshore patrol cutters (OPCs) nears delivery, the U.S. Coast Guard (USCG) is focusing greater attention on the staffing needs of these ships, particularly during the precommissioning period. USCG leadership believes that crew satisfaction with these assignments is low and that this has implications for force readiness. In addition, the USCG has limited return on its training investment if crew members leave the service or return to shore duty soon after their precommissioning assignments. Thus, increasing institutional knowledge is also a priority. Researchers evaluated 11 courses of action (COAs) that the USCG could consider to improve crew satisfaction with precommissioning assignments and overall fleet readiness-the first being the status quo precommissioning process. Of the remaining ten COAs, five would delay crew reporting; three would develop expertise, facilitate the sharing of best practices across OPC crews, and promote standardization; and two would adjust personnel assignment and compensation policies. Although some COAs are mutually exclusive, others could be combined to address a broader set of problems or more effectively address a single issue. The most appropriate combination depends on how the USCG prioritizes the various evaluation criteria. One way forward would be for the USCG to adopt an incremental approach: Implement some of the more-feasible COAs in the short term while working toward some of the higher-impact COAs over the long term.

United States. --- United States. --- Personnel management. --- Operational readiness.

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"The U.S. Coast Guard needs to measure its operational-level performance effectively to make informed decisions about resource allocation. To assist the Coast Guard in this effort, the authors worked with official documentation and subject-matter experts to develop logic models describing each of the 11 statutory missions of the Coast Guard and using the descriptions to ascertain what aspects of these missions should be measured. The authors examined existing metrics in the light of these logic models, evaluating the metrics in terms of their validity (how well they measured elements of the logic models), reliability (how consistently measurements can be made), and feasibility (how readily measurements can be made). They also analyzed the extent to which existing metrics measure elements of the logic models. They then developed and evaluated sets of potential metrics that could improve on or complement the existing metrics, together with a framework for applying metrics in decisionmaking. This report describes the logic models, existing metrics, and potential metrics, including their relationships with one another and their derivation from Coast Guard sources. Note that, as of this writing, the Coast Guard is considering these findings and has not adopted them as doctrine."--Back cover.

United States. --- United States. --- Decision making --- Evaluation. --- Operational readiness --- Evaluation.