U.S. Coast Guard Yard

​​Mission and Vision St​atement
Missi​​on​: "​To be the shipyard and marine maintenance facility of ​​
"Value: We shall meet our customer's needs with the maximum value in product and service, on time and at a c​ompetitive price. We shall continually improve o​ur total quality. We shall use innovative solutions to ensure we consistently provide value to the Coast Guard.
Workforce We will promote safety, trust, integrity, equality, recognition, and mutual respect. We shall continue to ensure a ​​​​​​​​​stable work environment for our employees by matching the skills and expertise of our workforce to the needs of the Coast Guard. We shall provide and efficiently manage the infrastructure to ensure our employees and tenants have the best possible tools and facilities.
Relationships We shall establish effective partnerships with our internal and external suppliers, partners and customers that enable us to improve quality, lower costs and meet schedule. We shall effectively deliver and increase the core expertise valued by our support partners to serve the fleet.
Community We shall positively represent the Coast Guard as responsible neighbors within the local community and by demonstrating leadership in all areas of the marine repair industry, including environmental management. Through our environmental stewardship, we shall leverage improvement in all of our business processes."​​
​(Source: U.S. Coast Guard Yard Website​)

History and General Information

Located in northern Anne Arundel County and southern Baltimore City, Maryland, the 113-acre U.S. Coast Guard Yard (Yard) is the Coast Guard's sole shipbuilding and major repair facility. For more than 120 years, the Yard has designed, built, maintained, and renovated Coast Guard, Navy, Army, National Oceanographic and Atmospheric Administration (NOAA), state and local government, and foreign military vessels.1 Notably, it is one of five federal shipyards and the only one that is under the Department of Homeland Security (DHS). The Coast Guard was moved to DHS in 2003 after being a part of the Department of Transportation from 1967 to 2002. Prior to 1967, the Coast Guard was a military service under the Department of the Navy (DoN).

The Coast Guard is unique in that it can change the service under which it operates. Officially, the Coast Guard is identified under 10 U.S.C. § 101 as one of the six uniformed services that make up the U.S. Armed Forces, although under the direction of the DHS. Under 14 U.S.C. § 3​, upon declaration of war by Congress, or when the President directs, the Coast Guard operates under the DoD as a military service in the DoN.

Originally named the Arundel Cove Depot, the Yard was established in 1899 as a training academy and boat building and repair station. Throughout the early 1900s, the Coast Guard consistently improved facilities to expand its capabilities. When the United States joined World War I in 1917, the Coast Guard became a part of the U.S. Navy, and several Navy units were sent to the Depot to assist with vessel repairs and conversions.2

World War II necessitated extensive expansion of the Depot to meet war demands, including a 3,000-ton floating dry dock, two shipways, and a large concrete pier with a tower crane. The Depot expanded in size to be comparable with a medium-sized Naval Shipyard, and became officially designated as the U.S. Coast Guard Yard. Work at this time included repairs, buoy manufacturing, production of canvas work for the Coast Guard, and boat construction. Wartime training added to the population at the Yard, which included civilian workers and military personnel.

The Yard saw a significant reduction in workforce between World War II and the Korean Conflict. During this time, little new ship construction was undertaken, and the focus shifted to vessel overhaul and repair work, buoy construction, and other miscellaneous manufacturing activities. The Yard became very active in steel utility boat construction in the years following the Korean Conflict. The commissioned vessel and cutter construction activity during this time was a contributing factor to the growth and expansion of the Coast Guard fleet over the decades.

Present day activities of the Yard focus on renovating vessels and back-fit engineering to install upgraded technology packages and other vessel improvements, leveraging the Yard's unique mix of in-house professional engineers and the technical expertise of its stable waterfront production workforce. Examples of this renovation and retrofit work include the following long-term programs:

  • Service Life Extension Program (SLEP): Addresses specific systems and major maintenance to extend the service life of the vessel beyond the original design service life. A SLEP is not designed to increase a ship's capability; it only extends the service life of the cutter by replacing obsolete, unsupportable or maintenance-intensive equipment and by seeking standardization of configuration issues. A SLEP on the 140' Icebreaking Tug/Bay Class was completed in August 2020 at the Yard and Phase II is being completed on “road shows”. SLEP of the 270' Famous Class, the Naval Academy Training Vessels, and CGC Polar Star is underway.
  • Recurring Depot Availability Program (RDAP): The RDAP is a four-year recurring maintenance cycle for the Coast Guard's 87-foot Atlantic Area Coastal Patrol Boats that began in 2014 and is now in Phase II. The Yard's execution of the program reduced maintenance costs by 28%, resulting in a savings of $3M in taxpayer funds and increasing the availability of the patrol boat fleet by 120 days per year. The Coast Guard will launch a similar program for the 154' Sentinel-Class Patrol Boat at the Yard.
  • Major Maintenance Availability (MMA): A planned part of a cutter's life cycle. Design service life is established with an understanding that a major overhaul will be completed over the midpoint of the cutters service life. The 12-month MMA of fourteen 210-foot medium endurance cutters (WMECs) conducted from 1984-1998 extended their service life.. Extension of viable service life was achieved through replacement of major systems and upgrade of hull structures. The work was done for less than one-third the cost of constructing a new cutter of similar size and capability. MMA's are currently in process for the 225' Seagoing Buoy Tender/Juniper Class.
Beyond servicing the U.S. Coast Guard Fleet, the Yard has a long-term agreement to service the U.S. Naval Academy's Yard Patrol Fleet. Foreign military sales of decommissioned Coast Guard cutters, which are reactivated and converted to patrol boats, are also present-day Yard activities.3 The Yard also refurbishes reactivated 110' and 87' cutters sold to allied nations as part of the Coast Guard's Foreign Military Sales Program.

Watch an overview video of the Coast Guard Yard.

Major Tenants and Commands



Compatible Use Organizations, Programs, and Resources

For more information on how the Yard works with surrounding communities to build strong and mutually beneficial relationships, you can explore compatible use organizations, programs, and resources.

​Community Resources to Promote Compatibility

Military installations and their host communities have strong and mutually beneficial relationships. They rely on and support one another in terms of jobs, housing, schools, recreation, infrastructure, and social services. Communication, coordination, and partnerships that support compatible community development can create mutually beneficial results to ensure support for warfighters and their families, military operations, and continued community growth and economic development.

Local Comprehensive Planning


Counties and municipalities develop comprehensive plans to provide a long-term vision for their future growth and development. Comprehensive plans typically include maps showing proposed future land uses and anticipated transportation and community facilities, and emphasize sustainability, as well as protection of environmental features, and historical and cultural resources.

The following are links to the comprehensive plans for the areas immediately surrounding the Yard:

  • City of Baltimore Comprehensive Master Plan (Rev. 2009): Vision 6 of the Master Plan lays out a framework for economic growth in Baltimore City and the desire to streamline the regulatory mechanisms to make this possible. The Plan encourages economic growth in port- and defense related industries, including the Yard, and notes that improvements in transportation linkages are necessary to improve access to jobs.
  • Anne Arundel County General Development Plan: Plan2040 (2021): Plan2040 does not address the Yard directly, but includes multiple strategies for workforce, business, and housing development supportive of the defense industry,

Other Planning and Coordination Efforts


The Ten-Year Strategy of the U.S. Coast Guard Yard: The Commanding Officer of the U.S. Coast Guard Yard led the effort to develop a 10-year strategic plan that was signed on January 16, 2019. The plan focuses on three main strategies to combat the continuing decline of the U.S. public shipyard industry, which has shrunk from 13 to five yards over the past 30 years:

  • Workforce Management: The Yard must continue to maintain its competitive advantage through evolving recruiting, training, and development programs to provide a stable, highly skilled engineering and waterfront workforce into the future. Part of this workforce strategy also calls for improved IT systems to better plan and manage workflows and increased mobility of its workforce to be able to deploy to areas around the globe where the Coast Guard is being called to duty.
  • Targeted Investment: The Yard's infrastructure, like many of its Naval Shipyard counterparts, is aging and still aligned toward past activities, such as ship construction. In addition to modernizing and repairing critical utilities, building structures, and base support equipment and facilities, the Yard must also undertake capital improvements to better support the modern and future fleets of the Coast Guard and its other clients. It also must anticipate and prepare for resiliency issues such as rising sea level and the increasing ferocity of storms.
  • Innovation and Adaptation: The Yard needs to benchmark its capabilities, technologies, and workforce skill sets against U.S. and international shipyards. To keep pace with the other shipyards, the Coast Guard needs to investigate augmented robotics, new coating system technologies, networked industrial equipment, greater application of hand-held electronic devices, and additive manufacturing. From a financial and cost-affordability standpoint, the Yard needs to advocate for its working capital funding to be allowed to engage in innovative lease agreements, public-private and public-public partnerships and participate in other transactio​n authorities (OTAs) as is allowed for Operation and Maintenance O&M funded installations. Taking advantage of these additional authorities established in U.S. Code would allow the Yard to generate revenue to recapitalize existing facilities and reduce the costs of its services to its clients. Through recapitalization, new technologies, use of alternative authorities for funding, and reduced costs of operations, the Yard could then attract new clients and ensure it continues to be the maintenance facility of choice for existing clients.

In looking towards future growth and mission sustainment, the Strategic Plan also examines the current state of the shipyard industry, the future outlook, and identifies challenges that may deter growth over the next decade. The strategies of the plan work to address these challenges.

2019-2029 Yard Facilities Master Plan: This update to the 2007 Coast Guard Yard Land Use Plan is aligned to the Ten-Year Strategy. The master plan establishes near-term and long-term strategies for preserving current infrastructure and planning, developing, and constructing updated/new infrastructure. The near-term portion of the plan is focused on stopping the current cycle of operations and maintenance and other capital funding being spent on failing infrastructure which interrupts on-going work, reducing the amount of funds coming into the Yard because it cannot invoice its clients for work not performed. The long-term focus is to ensure the Yard is capable of providing the maintenance, upgrading, service-life extension, and other necessary industrial and infrastructure assets to be able to support a future shift to larger Coast Guard ships. For example, the new Offshore Patrol Cutters (OPC) will be 360 feet long, replacing both the 270-foot and 210-foot cutters, requiring larger dry-docks, bigger cranes, more rigging, and increased capability to support the updated IT and electronics packages on this new fleet.

Cleanup Activities of Curtis Bay Coast Guard Yard: The Coast Guard worked with the Environmental Protection Agency (EPA) and state partners to complete the cleanup of the Yard, which was designated as a Superfund site in 2002. The cleanup, which took almost a dozen years, removed 50,000 tons of contaminated soil that were the result of common industrial practices and hazardous waste disposal in the early days of the Yard. Completed in 2013, cleanup efforts spurred the creation of more green space at the Yard and the implementation of low impact stormwater design practices to control runoff, a storm water project that considered the needs of the surrounding community. Additionally, the site was cleaned up to residential standards rather than industrial standards to ensure that the property could be used safely in the event that one day it is no longer a Coast Guard site.

Coordination continues as the EPA completes five-year reviews required by the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) to determine whether the implemented remedies are protective of human health and the environment. The most recent review of the site took place in 2019.

​​​Economic Resources to Promote Compatibility
A jurisdiction's economic development office and support organizations offer a variety of resources that help the community seek out economic growth opportunities and strengthen existing businesses. These resources are particularly valuable for defense communities who are continually looking for ways to attract new business, retain a skilled workforce, and provide resources and opportunities for military families relocating to the area.

U.S. Coast Guard Yard Workforce and Economic Impact


The Yard generates more than 6,561 direct, indirect, and induced jobs as a result of its operations in Baltimore and the surrounding region.4 This includes military, civilian, and contractor employees responsible for carrying out the installation's mission and the employment opportunities generated by local spending on goods and services by the workforce. For a breakdown of employment type by installation, refer to the installation's economic impact analysis sheet.

According to the FY 2021 Economic Impact of Maryland's Military Installations and the Associated Defense Ecosystem, prepared by the Maryland Department of Commerce, the annual economic output for the Ya​rd (sum of direct, indirect, and induced impacts) is $907M, with a total employee compensation of $426M.5​

U.S. Coast Guard Department of Acquisitions/Small Business Programs


The Acquisition Directorate of the U.S. Coast Guard provides information on how to do business with the Coast Guard, including information targeted at promoting small business acquisition and procurement opportunities to support the mission. The Directorate's Doing Business with the Coast Guard brochure also includes a summary of how to apply for the DHS mentor-protégé program, which provides mutually beneficial developmental assistance to small businesses; including veteran-owned, service-disabled veteran-owned, women-owned, HUBZone, and 8(a) disadvantaged businesses.

U.S. Coast Guard Surface Forces Logistics Center Vendor Ourreach


The Coast Guard Yard is a component under the authority of the U.S. Coast Guard's Surface Forces Logistics Center (SFLC). The SFLC website maintains a vendor outreach page, with points of contact to respond to inquiries and provide other helpful information to potential vendors, including small businesses, interested in providing contracted services to the Yard.

Anne Arundel Economic Development Corporation


The Anne Arundel County Economic Development Corporation​ assists those looking to start a business, grow a business, or relocate an existing business. The office partners with many organizations to foster economic stability and growth, including the Yard, the Anne Arundel Chamber of Commerce, the Maryland Department of Commerce, the Small Business Development Center Maryland, and the Baltimore Development Corporation.

Baltimore Development Corporation


The Baltimore Development Corporation (BDC) works to inclusively grow the city's economy by promoting investment and retaining, expanding, and attracting businesses. BDC offers assistance programs and loans to help businesses grow and thrive and works with the state of Maryland to provide various certifications, and tax credits.

Regional Transportation Organizations


The Baltimore Metropolitan Council (BMC), and more specifically the Baltimore Regional Transportation Board (BRTB), is the regional Metropolitan Planning Organization responsible for coordinating planning activities and investment decisions related to surface transportation assets (e.g., roads, bridges, transit assets, pedestrian facilities, and bicycle facilities). Roadway congestion, construction, and transportation planning are regional concerns that impact local communities and access to the Yard; potentially affecting employees, service members, and the mission. Communication between the Yard and the BMC is necessary to ensure an adequate regional transportation infrastructure that supports continued military operations.

The BRTB adopts a four-year financial Transportation Improvement Program that is a federal obligation document describing the planned schedule for distributing federal, state and local funds for state and local transportation projects within the region.

The Baltimore City Department of Transportation maintains and improves the transportation infrastructure within the City of Baltimore and coordinates with the BRTB, Maryland DOT, and the U.S. DOT. The Coast Guard Yard and its surrounding roads are not currently being studied for long-term capital improvements. However, as the Yard implements its 10-Year Strategy and 2019-2029 Facility Master Plan, opportunities to partner with these transportation organizations will likely arise and recommend improvements that could benefit both the Yard and the surrounding communities and transportation infrastructure.


1 The Yard: USCG Shipyard Curtis Bay’s Storied Past and Vital Future. Defense Media Network.
2 Maryland Defense Agency Profile. Maryland Department of Commerce. US Coast Guard Yard.
3 USGC Yard Ten Year Strategy. USCG. USCG Yard Ten Year Strategy.​​​​​​​​
4 FY ​2021 Economic Impact of Maryland's Military Installatio​ns and the Associated Defense Ecosystem. Maryland Department of Commerce. FY 2021 Economic Impact of Maryland's Military Installations and the Associated Defense Ecosystem.​​
5 Ibid. ​

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