REPORT TO CONGRESS
ON
THE LONG-RANGE PLAN FOR
MAINTENANCE AND MODERNIZATION
OF NAVAL VESSELS
FOR FISCAL YEAR 2020

Prepared by:
Naval Sea Systems Command
1333 Isaac Hull Ave

Washington Navy Yard, DC 20376

i

 Table of Contents
I.
II.
III.

Submission of the Report ..................................................................................................................... 1
Key Themes ............................................................................................................................................... 1
Overview of Maintenance and Modernization (M&M) Capability ....................................... 2
A. Private Sector ................................................................................................................................... 2
B. Public Sector ..................................................................................................................................... 3
C. Industrial Base Initiatives ........................................................................................................... 5
IV.
Long-Range Plan...................................................................................................................................... 6
V.
Summary of Key Enablers.................................................................................................................... 8
A. Industrial Base Capability and Capacity ................................................................................ 8
B. Shipyard Level loading ................................................................................................................. 8
C. Workforce .......................................................................................................................................... 9
D. Facilities Investment ..................................................................................................................... 9
VI.
Conclusion.................................................................................................................................................. 9
Appendix 1:
Battle Force Fleet Inventory, Availability Induction Schedule, and Major
Modernizations ....................................................................................................................10
Appendix 2:
PB-20 Maintenance Funding...........................................................................................14
Appendix 3:
Estimated Man-Days for the Long-Range M&M Plan ............................................15
Appendix 4:
Acronym List .........................................................................................................................17
Tables
Table 1.
Table 2.
Table 3.
Table 4.
Table 5.
Table 6.
Table 7.

Table 8.
Table 9.
Table 10.
Figures
Figure 1.

The Navy the Nation Needs ............................................................................................... 2
Private Shipyard Dry Docks Locations ......................................................................... 3
Public Shipyard Overview.................................................................................................. 4
Naval Shipyard Dry Dock Capability Gaps ................................................................... 5
Naval Battle Force Inventory ......................................................................................... 10
Depot-Level Availability Induction Schedule for Naval Battle Force ............. 10
Battle Force Inventory Major Modernizations by Type Planned for FY20FY24......................................................................................................................................... 12
PB-20 Maintenance Funding.......................................................................................... 14
Private Shipyard Surface Workload ............................................................................ 15
Public Shipyard Workload .............................................................................................. 16

Annual Funding for Sustainment (FY2020-2049) ............................................................ 7

ii

 I. Submission of the Report
This report provides the Department of the Navy (DoN) Long-Range Plan for the
Maintenance and Modernization of Naval Vessels for Fiscal Year (FY) 2020. This plan
complements the Navy’s Annual Long Range Plan for Construction of Naval Vessels for FY
2020 and establishes the framework to effectively sustain our investments in today’s fleet.
II. Key Themes

The National Defense Strategy provides the overarching guidance and high-level
requirements for sustaining the Navy the Nation Needs (NNN). The FY20 Maintenance and
Modernization Plan begins to capture the requirements necessary to maintain the Navy’s
fleet mission-ready. This plan forms the basis for future industrial base capacity
requirements with the following key themes:
•
•
•

•

•

Supports the congressional policy direction for 355 battle force ships in the 2018
National Defense Authorization Act (Public Law 115-91).
Shows that maintaining and modernizing the fleet requires a sustained and
sufficient investment, and a close partnership with the public and private ship
repair industrial base.
Demonstrates that as the Navy grows to 355 battle force ships, the demand on
the industrial base must evolve to effectively maintain and modernize a growing
and changing fleet. This will require changes to industrial base infrastructure,
workforce, and business processes to prepare for the future workload.
Reaffirms that maintenance and modernizations rely on a robust and highly
efficient supply chain to deliver material to the fleet. As the fleet grows in size,
complexity and age, the supply chain (including the vendor base) must deliver
the material support necessary to achieve the required level of readiness.
Demonstrates that continued maintenance of ships in accordance with the
applicable class maintenance plans is necessary to allow the Navy to achieve the
maximum service life of ships and submarines as well as extend the service lives
of select classes of ships to achieve a battle force of 355 ships.

This plan describes the Navy’s continued challenges with high-tempo operations
that has resulted in a maintenance backlog and reduced readiness rates for Navy ships. It is
baselined on the current 2019 inventory and PB-2020 data with updates from the FY 2020
Shipbuilding Plan, planned selected service life extensions (SLEs), and projected
decommissionings during the next 30 years. As with the FY2020 Shipbuilding Plan, it will
address maintenance and modernization required of a fleet growing to 355 ships.

Table 1 shows the desired end state in quantity and fleet mix of the future 355 battle
force ships as defined in the 2016 NNN.

1

 Type

NNN

Ballistic Missile Submarine
Aircraft Carriers
Attack Submarines
Large, Multi-Mission, Surface Combatants
Small, Multi-Role, Surface Combatants
Amphibious Warfare Ships
Combat Logistic Force (CLF)
Command and Support
Total

Table 1. The Navy the Nation Needs

12
12
66
104
52
38
32
39
355

III. Overview of Maintenance and Modernization Capability
Private and public shipyards perform depot-level maintenance and modernization
availabilities and are supported by a nationwide network of vendors for materials. Private
shipyard work consists primarily of maintenance availabilities on non-nuclear surface
ships contracted in accordance with federal acquisition regulations. The four public naval
shipyards (NSYs) perform work primarily on nuclear aircraft carrier and submarine
availabilities, maintaining some unique core capability on surface ship systems.
A. Private Sector

The Navy’s Regional Maintenance Centers (RMCs) manage, oversee, and contract
with private sector shipyards for maintenance work packages within their regions. Award
of contracts for out-of-region and multi-ship contracts are managed by Naval Sea Systems
Command and administered via the assigned Naval Supervising Activity. Fleet maintenance
schedulers from U. S. Fleet Forces Command and Commander, Pacific Fleet continuously
balance operational commitments against engineered maintenance periodicity and
industrial base constraints to develop an executable maintenance and modernization
schedule. The Military Sealift Command (MSC) performs analogous functions to maintain
the fleet of combat logistics force (CLF) and fleet support vessels.
Several aspects are considered when describing the industrial base, including
quantity and capability of dry docks and regional port work loading. Navy-certified dry
docks are required for Navy ships. As laid out in the Surface Navy Dry Dock Study – Final
Report (February 18, 2016), there are 21 certified dry docks used for private shipyard
availabilities that are listed in Table 2.

2

 Fleet

Atlantic

Pacific

Port
Norfolk, VA 1
Mayport, FL 1
Charleston, SC
Pascagoula, MS
Great Lakes & Bath
Atlantic Total
San Diego, CA 1
Pearl Harbor, HI 1
Seattle (Everett), WA 1
Portland, OR
Pacific Total
Total

Number of
Certified Dry Docks
6
2
3
1
2
14
4
1
1
1
7
21

Note 1: Only includes non-nuclear surface ships.

Table 2. Private Shipyard Dry Docks Locations

Homeported
Surface Ships
34
15
0
0
0
49
45
10
5
0
60
109

The ratio of ships to dry-docks present in the Pacific presents a significant challenge
that reduces margin for schedule changes and growth. The Navy has conducted a market
survey of available/potential dry docks and is developing a long-range plan to increase the
number of certified dry docks in the Pacific (and elsewhere if required) to reduce this
shortfall.

To meet this challenge, the Navy continually optimizes regional port loading by
adjusting ship schedules in order to develop executable availabilities and best use available
capacity. The RMCs develop plans that address ship and submarine maintenance
programming, budgeting, and execution. These plans forecast private sector workload and
show projected capacity of the industrial base, based on input provided by each of the
regional ship repair associations. The Navy is continuously reviewing ship maintenance
and modernization requirements and private sector port loading, and works to provide a
predictable and stable workload to industry. The Navy provides a quarterly port loading
assessment to Congress as required by the FY 2017 National Defense Authorization Act
(Public Law 114-328).
B. Public Sector

The four public NSYs (see Table 3) – Portsmouth Naval Shipyard (PNS), Norfolk
Naval Shipyard (NNSY), Puget Sound Naval Shipyard and Intermediate Maintenance
Facility (PSNS & IMF), and Pearl Harbor Naval Shipyard and Intermediate Maintenance
Facility (PHNSY & IMF) – are essential elements of U.S. national security. The governmentowned and operated naval shipyards repair, modernize, perform submarine refueling,
inactivate, conduct emergency repairs and provide for mobilization and national defense
contingency situations. Their primary mission is to accomplish depot- and intermediatelevel maintenance and modernization work to ensure the Navy’s nuclear aircraft carriers
and submarines are available to meet the Nation’s needs.

3

 NSY

Location

PNS

Kittery, ME

NNSY

Portsmouth,
VA

PSNS
& IMF

Bremerton,
WA

PHNSY
& IMF

Pearl
Harbor, HI

FY18
Civilian
End
Strength

FY18
Total
Revenue
($M)

FY18
Workload

(Man-days (K))

Dry
docks

6,023

977

897

3

11,037

1,675

1,588

4

13,905

2,175

2,193

7

5,549

945

762

4

Capabilities
Only East Coast NSY
capable of refueling LOS
ANGELES Class.
Capable of working on
LOS ANGELES and
VIRGINIA Classes.
Only East Coast NSY
capable of docking
aircraft carriers.
Capable of working on all
classes of Navy vessels.
Primary West Coast NSY
for support of aircraft
carriers.
Only nuclear reactor
disposal/recycling site.
Largest repair facility
between the West Coast
and Far East.
Capable of working on
surface combatants and
submarines.

Table 3. Public Shipyard Overview (Source: PB20 OP-5A)

In order to complete their primary mission, NSYs are investing in their
infrastructure. In 2018, most naval shipyard capital equipment was assessed as beyond
effective service life, obsolete, unsupported by original equipment manufacturers, and at
operational risk. This aged equipment increases submarine and aircraft carrier depot
maintenance costs, schedules and reduced NSY capacity. Modernizing naval shipyard
capital equipment is therefore essential to meeting future capacity and capability
requirements, and maximizing fleet readiness.

Dry dock investments are needed to support USS GERALD R FORD Class and
USS VIRGINIA Class including VIRGINIA Payload Module variants, as well as to implement
seismic and flood- protection improvements. The Navy’s 2018 Shipyard Infrastructure
Optimization Plan (SIOP), discussed below, will restore 67 of 68 NSY availabilities that are
at risk over the next 20 years for movement, deferral, or rescheduling due to dry dock
capability gaps. Table 4 summarizes the NSY dry dock capability.

4

 #

Dry Dock

Current Capability

1

NNSY
Dry Dock 4

All SSN Classes and
SSBN/SSGN 726 Class

2
3
4
5
6
7
8

NNSY
Dry Dock 2

SSN 688 Class and SSN
and SSN 774 Class
without Virginia
Payload Module

NNSY Dry
Dock 8

CVN 68 Class,
SSBN/SSGN 726 Class,
and all SSN Classes

NNSY
Dry Dock3

PHNSY & IMF
Dry Dock 2
PNS
Dry Dock 1

PSNS & IMF
Dry Dock 3
PSNS & IMF
Dry Dock 6

SSN 688 Class and SSN
774 Class

SSN 688 Class

SSN 688 Class with
Buoyancy Assist Tanks
only
SSN 688 RCDs Only

CVN 68 Class,
SSBN/SSGN 726 Class,
and all SSN Classes

Configuration and Condition
Requires repairs in FY19 & FY20 (RM12-1896 Phase I
&II) for continued certification and use.

Not SSN 774 with VIRGINIA Payload Module capable and
will require rehabilitation.
Requires significant rehabilitation.
Does not support CVN 78 Class

Will be obsolete in FY30 after last SSN 688 Class
availability.

Does not support SSN 774 Class.
Currently requires buoyancy assist tanks for SSN 688
Class that reach end of service life in FY21.

Will be obsolete after last SSN 688 Class RCD in FY39.
Does not support CVN 78 Class

Table 4. Naval Shipyard Dry Dock Capability

C. Industrial Base Initiatives
Two governing documents guide the Navy’s efforts to improve the effectiveness of
the NSYs. First, the Naval Shipyard Development Plan Report to Congress (March of 2018)
provides a detailed workforce development plan. Second, the SIOP provides the strategy to
optimally size, configure, and locate facilities at the four public shipyards to best execute
the mission requirements. The SIOP includes engineering analysis and strategy for optimal
placement of facilities and major equipment at each public shipyard, which will restore
badly outdated facilities while simultaneously reducing total personnel and material travel
and movement by an average of 65 percent, which equates to recovering 328K man-days
per year. The SIOP includes a 20-year investment plan for infrastructure needed to ensure
the Navy is providing the shipyard capacity and capability the Nation needs. Funding for
initial modeling and optimization analysis efforts is included in FY 2020.
For private shipyards, the Navy, in conjunction with the ship repair industry, is
developing Private Shipyard Optimization (PSO) initiatives for optimal placement of
facilities and major equipment in each region. This includes an investment plan for
infrastructure needed to support availability maintenance in support of a 355-ship Navy.
The PSO results are expected in time to support the FY 2021 budget request. Working
closely with private shipyards, the Navy is also implementing a Private Sector Improvement

5

 (PSI) program that addresses workload stability, governance, contracting and process
optimization. The goal of the PSO and PSI initiatives is to identify and eliminate barriers to
private sector ship availability throughput to affordably achieve on time delivery of surface
ships.

Both public and private plans specifically focus on three major areas of
improvement: dry dock capacity and survivability, facility layout and infrastructures
optimization, and capital equipment requirements and modernization. This plan focuses on
recovering and modernizing the nation’s current capability and capacity. In this new era of
great power competition, a follow-on plan will focus on potential surge requirements
resulting from unplanned increases in operational tempo or battle damage.
IV. Long-Range Plan

This plan will address lifecycle maintenance and modernization processes for the
types of ships delineated in Table 1, examines the national industrial base for ship repair,
and looks ahead over the next 30 years as the fleet grows to 355 battle force ships.
Projected ship inventories and planned availability induction schedules are provided in
Appendix 1, Tables 5-6.

The Navy will develop a long-range maintenance and modernization requirements
based on technical analysis and condition assessment of the fleet driven by the number of
ships in the FY 2020 Shipbuilding Plan. The maintenance and modernization processes for
all battle force ships are analogous. Maintenance and modernization are performed in the
industrial base comprising of both public and private shipyards. Achieving and sustaining
355 battle force ships will require a continuous investment in the public and private
industrial capacity and capability. This includes investments in additional infrastructure
(e.g., dry docks and piers), training, and manpower. Shipyard capacity and workload
leveling challenges will also require all stakeholder’s attention to ensure maintenance and
modernization can be performed in a timely and efficient manner.

Maintenance and modernization requirements must be fully funded and efficiently
executed to reduce deferred maintenance that adds risk to future fleet readiness. Risks to
be addressed during the next 30 years include optimizing maintenance and modernization
business processes (e.g., availability planning and execution) and adjusting the industrial
base capacity and capability as the fleet grows to 355 ships. Finally, the Navy must stabilize
the vendor base by forecasting future logistics requirements (material availability)
required to maintain fleet reliability and reduce the risk to readiness.
Recognizing these risks, the Navy has embarked on several initiatives to improve
business processes and address infrastructure and workforce issues for the public and
private shipyards as discussed in section III. C. For example, the PSO/PSI initiatives will
address appropriate risk sharing, timely repair availability completion, and streamlined
business processes at private shipyards and the supporting vendor base.

The Navy’s three central life-cycle management activities (i.e., Carrier Planning
Activity, Surface Maintenance Engineering Planning Program, and Submarine Maintenance
Engineering, Planning and Procurement Activity) use similar overall end-to-end processes
for planning and programming maintenance outlined in the Joint Fleet Maintenance
6

 Manual (JFMM). MSC follows similar processes to maintain their fleets. These common
processes will enable the projection of required maintenance schedules for the next 30plus years and results in repeatable, defendable, and traceable estimates.

Navy’s modernization processes are guided by the JFMM, Maintenance Policy for
United States Navy Ships, and the Navy Modernization Process Management and
Operations Manual. The Navy employs a modernization program that captures changing
modernization requirements with frequent reviews during the availability planning cycle.
Technical maturity and certification status are monitored continuously throughout the
maintenance cycle through the Modernization Readiness Assessment process.
Modernizations are approved and scheduled based on attributes such as safety and
security, survivability, communications and technology, reliability and maintainability,
obsolescence, warfighting, cost, and return on investment. Appendix 1, Table 7 lists
planned/ongoing major modernizations by class through the Future Years Defense
Program (FYDP) and will be used to inform future modernization that is driven by the
requirement to pace the threat with new technologies.

Figure 1 provides the sustainment funding from the FY 2020 Shipbuilding Plan.
This sustainment estimates includes personnel, planned maintenance and some operations.
For maintenance, these estimated cost provide a rough order of magnitude beyond the
FYDP and can be helpful in identifying future areas of concern. For budgetary details
associated with maintenance in the FYDP, see Appendix 2. For workloads at the private
and public shipyards, see Appendix 3.
390

55500
50500

TY$M

40500
350

35500
30500

330

25500

Battle Force Count

370

45500

20500
310

15500
10500

2049

2048

2047

2046

2045

2044

2043

2042

2041

2040

2039

2038

2037

2036

2035

2034

2033

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

290

2020

5500

Fiscal Year
Manpower

Operations

Ship Maintenance

Total Naval Force Inventory

Notes: Shows personnel, maintenance and operations programmed in the FYDP for ships in the battle force by ship type.
Beyond the FYDP, the funding is inflated from FY24, again by projected ship type (mix varies by year).

Figure 1. Annual Funding for Sustainment (FY2020-2049)

7

 Going forward, the Navy will refine this report to account for the delivery of new
ships, planned SLEs and future modernization in order to project the total requirement for
depot level maintenance and modernization at the private and public shipyards. The Navy
recognizes that the U.S. ship maintenance and modernization industrial base is a national
enterprise that also supports other agencies. Managing all the U.S. industry resources
requires significant coordination and the Navy has started an effort to expand this analysis
to include ship maintenance and modernization needs by the U.S. Coast Guard, U.S
Maritime Administration, the National Oceanic and Atmospheric Administration, and the
U.S. Army.
V. Summary of Key Enablers

There are four key enablers to efficiently maintain and modernize the Navy’s
growing fleet of battle force ships over the next 30 years. In order to achieve the long-range
maintenance and modernization requirements in this plan based on the FY 2020
Shipbuilding Plan, the Navy must address industrial base capacity and capability, shipyard
level loading, workforce and facilities investments.
A. Industrial Base Capability and Capacity

As shown in this plan, sustaining 355 battle force ships requires an increase and
upgrade of public and private industrial capability and capacity. The Navy regularly
engages with industry via the Shipbuilders Council of America and the regional ship repair
associations. The next National Ship Repair Industry Conference is scheduled for April
2019. Additionally, quarterly port loading assessments are provided to Industry and to
Congress. The PSO initiatives for private shipyards and SIOP for public shipyards will focus
on future requirements for dry docks, facilities and capital equipment modernization. For
private shipyards, the Navy conducted a market survey for available and potential
commercial dry docks and is developing a long-range plan to increase the number of
available certified dry docks. The PSI initiatives address industrial base health and
workload stability, contracting, change management and availability execution at private
shipyards. For example, PSI initiatives include a change in how growth and new work
items are approved. Small value changes historically account for 70 percent of growth and
new work, utilizing pre-priced changes will significantly reduce cycle time for approval.
Full implementation of the SIOP and PSO/PSI initiatives are key to meeting the
requirements of this plan.
B. Shipyard Level loading

The Navy is committed to working with private industry to provide them a stable
and predictable workload in a competitive environment, so they can hire the workforce
and make the investments necessary to maintain and modernize the Navy’s growing fleet.
This will help ensure the Navy attains the best value for the taxpayer. The Navy
continuously works to smooth the workload by addressing identified peaks and valleys in the
workload. Like the private shipyards, the public shipyards benefit from a stable and
predictable workload enabling them to conduct the work, train the workforce, and
maintain their infrastructure.

8

 C. Workforce
Across the U.S., many industries are challenged to fill positions with qualified
people. Blue collar employment in fleet concentration areas is a particular challenge. To
help address this, the Navy will look for opportunities at the state and federal levels to
obtain funding to invest in training programs in order to grow the pool of available
workforce. Private shipyards’ ability to provide workforce stability is tied to Navy’s ability
to predict workload as described above. The PSI initiatives will provide opportunities for
industry to improve efficiency and invest in their workforce. For public shipyards, the
Navy achieved 36,100 full time employees in FY 2019, one year ahead of original plan. To
bring new hires up to speed more quickly, the public shipyards have developed an
improved training model that gets new hires to the waterfront where they can learn handson, under the tutelage of experience journeyman, shortening the time from productive
contribution for new employees from up to two years to now under six months.
D. Facilities Investment

The SIOP initiatives provide a roadmap of future investments to improve facility
infrastructure to support maintenance and modernization work in private and public
shipyards. Investments in government facilities to support private sector work (piers and
access) are also required and the PSO will provide a similar roadmap. The FY 2020 funding
request includes $92 million in FY 2020 that supports the completion of the SIOP shipyard
infrastructure masterplans, industrial analysis, environmental and historical
plans/mitigations, and begins the standard facility designs for the optimized shipyard
layout. In FY 2020, there is additional funding for military construction and capital
equipment.
VI. Conclusion

Sustaining the 355-ship fleet will require changes to both public and private
industrial capability and capacity. Current infrastructure will require update and
refurbishment to support modern classes of ships and repair. Likewise, additional dry
docks will be needed to address the growing fleet size. Navy and industry partners must
create work environments where talented Americans will want to work and contribute to
the national defense. This includes investments in updating facilities and capital
equipment, and as well as providing that workforce training that is both modern and
relevant and compensation commensurate with the skill required to repair Navy ships.
Finally, we must avoid feast and famine cycles that erode both the repair industrial base
and the underlying vendor supply base. Consistent funding matched to steady demand for
work will enable the repair base, public and private, to grow to meet the needs of the 355ship Navy.

9

 Appendix 1: Battle Force Fleet Inventory, Availability Induction
Schedule, and Major Modernizations
Maintenance
Table 5 (from the FY 2020 Shipbuilding Plan) shows the projected Battle Force
Inventory over the next 30 years, reaching 355 ships in FY 2034.

FiscalYear 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49

AircraftCarrier

11 11 11 11 11 10 10 9 10 10 10 10 10 10 10 10 10 10 10 10 9 10 9 9 9 10 9 9 9 10

LargeSurfaceCombatant

94 92 93 95 94 95 96 100 102 104 107 110 112 115 117 114 109 107 108 105 105 104 106 108 109 107 106 107 109 108

SmallSurfaceCombatant

30 33 33 32 35 35 36 38 41 43 45 47 49 50 52 55 57 58 59 61 62 61 60 57 55 55 54 54 51 50

AttackSubmarines

52 53 52 51 47 44 44 42 42 44 46 48 49 51 53 54 56 58 57 58 59 59 61 61 62 63 64 65 66 67

LargePayloadSubmarines

4 4 4 4 4 4 2 1

1 1 1 2 2 2 3

BallisticMissileSubmarines 14 14 14 14 14 14 14 13 13 12 11 11 11 11 11 11 11 10 10 10 10 11 12 12 12 12 12 12 12 12
AmphibiousWarfareShips 33 34 34 35 36 37 38 37 38 36 36 36 36 38 36 34 35 35 35 37 37 37 36 36 36 36 37 35 35 35
CombatLogisticsForce

29 30 31 31 32 32 31 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 31

SupportVessels

34 34 39 41 41 42 43 44 44 44 44 43 44 44 44 45 45 45 44 42 41 41 39 39 39 39 39 39 39 39

Total

301 305 311 314 314 313 314 316 322 325 331 337 343 351 355 355 355 355 355 355 355 355 355 355 355 355 355 355 355 355

Table 5. Naval Battle Force Inventory

Table 6 lists the 2018 schedule of depot-level maintenance availability inductions.
FiscalYear 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49
AircraftCarrier

4 5 3 4 5 3 3 2 6 4 2 7 3 3 5 4 2 4 5 3 5 4 3 5 3 3 6 4 3 6

LargeSurfaceCombatant

42 41 35 39 44 43 46 33 47 43 36 54 37 41 52 41 34 54 42 38 54 38 43 49 41 37 52 39 33 43

SmallSurfaceCombatant

13 12 16 11 14 11 14 14 18 18 20 22 23 25 28 27 32 27 32 30 33 27 30 30 28 28 30 30 25 28

AttackSubmarines

7 12 7 7 6 8 11 8 14 6 11 8 10 9 6 7 7 8 7 8 9 8 8 10 10 8 8 10 10 11

LargePayloadSubmarines

1 1 1 1 0 0 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0

BallisticMissileSubmarines

2 1 1 1 1 0 1 1 2 1 2 1 0 1 0 3 1 2 0 1 1 0 0 0 0 0 0 1 0 0

AmphibiousWarfareShips 15 14 13 10 9 10 10 13 11 9 15 13 9 16 12 15 19 13 15 23 16 14 23 21 18 26 22 20 24 21
CombatLogisticsForce

29 30 31 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32 32

SupportVessels

21 20 21 21 21 22 22 23 23 23 23 22 23 23 23 24 24 24 22 22 21 21 21 21 21 21 21 21 21 21

Total

134 136 128 126 132 129 141 127 154 136 141 159 137 150 158 153 151 164 155 157 171 144 160 168 153 155 171 157 149 162

Table 6. Depot-Level Availability Induction Schedule for Naval Battle Force

Appendix 1

10

 Modernization
Table 7 lists planned/ongoing major modernizations by class through FYDP.
Type

Ballistic Missile Submarine

Aircraft Carriers

Attack Submarines

System/Equipment

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Guided Missile Submarines

Large Surface Combatants

Small Surface Combatants
Amphibious Warfare Ships

Appendix 1

•
•
•
•
•
•
•
•
•

CCS TI-16/18
LVA
CANES
LPE
JSF
MQ-25A
eCASS
MK 38
NGSSR
CANES
NTCDL
DCGS-N
NMT
GPNTS
PCMS
CCS TI-16/20
& 16/22 & 18
LVA
CANES
LWLCCA
ICCP OER
EW & ISIS
TI-16/20 & 18
CSRR Inc 1
V(3) & Inc 1
V(4)
ICS Block 1/2
& Block 3/4
CCS TI-16/18
LVA
CANES
Aegis B/L9A
SPQ-9B
BMD (DDGs
only)
VLS Upgrades
IBNS
Habitability
Mods

• CSRR Inc 1 V(3) & Inc 1 V(4)
• Ship Control System OER
• Cyber RMF ATO

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

SSEE Inc F
SPN-50 and SYY-1 (ATC)
Cybersecurity Upgrades
Modular Reefer System
SATCC AN/SSC-13
HYDRA Tech Refresh
Steering Control Systems Upgrades
CRDC Block 1
SPY-6(V)2 EASR
SSDS MK 2 Mod 1C/1E
SLQ-32(V)6 SEWIP Block 2
Acoustic Superiority (Machinery and
Treatment)
Ship Control System Processor
modernization
SSTG DVR Upgrade
SSTG Governor OER
Forward ABT Power Mod
CKT D Block 1/2 and Block 3/4 OER
Propulsor Upgrade
SSTG Reliability Upgrades
Atmosphere Control
Service Life Extension Modernization
Cyber RMF ATO
LPE
CSRR Inc 1 V(4)
Cyber RMF ATO
SQQ-89(V)15
Machinery Control Upgrades
CEC
SEWIP Blk 2/3
Cybersecurity Upgrades
AMDR w/Aegis B/L 10 (Flt IIA DDGs
only)

• AMDR – Air and

• AMDR – Air and Missile Defense Radar

•
•
•
•
•

•
•
•
•
•

Missile Defense
Radar

JSF
SSDS
HM&E
ADNS
CANES

NDDS
SAP-F
ISMT
Lithium Ion Battery Stowage
Troop & MAGTF Armories

11

 Type

Combat Logistics Force
Acronyms:

Fleet Support

System/Equipment
•
•
•
•
•
•
•

NAB
SATCC
NMT
GBS
HM&E
CMWD Piping
Lightering at
Sea Capability

• HM&E

ABT – Automatic Bus Transfer
ADNS – Automated Digital Networks System
ALIS – Autonomic Logistics Information System
AMDR – Air and Missile Defense Radar
ATC – Air Traffic Control
ATO – Authority to Operate
BMD – Ballistic Missile Defense
C2P – Command and Control Processor
CANES – Consolidated Afloat Network and Enterprise
Services
CCS – Combat Control System
CKT - Circuit
CMWD - Countermeasure Washdown
Comms – Communications
CRDC – Close-In Weapon System (CIWS)/Rolling
Airframe Missile (RAM) Defensive Capability
CSRR – Common Submarine Radio Room
DC – Damage Control
DCGS-N – Distributed Common Ground System - Navy
DVR- Digital Voltage Regulator
EASR – Enterprise Air Surveillance Radar
eCASS – Electronic Consolidated Automated Support
System
GBS – Global Broadcast System
GPNTS – Global Positioning, Navigation, and Timing
Service
HM&E – Hull, Mechanical and Electrical
HYDRA – Hierarchical Yet Dynamically Reprogrammable
Architecture
ICCP – Impressed Current Cathodic Protection

• Magazine Sprinkling Detection
System
• DC and Ballast Upgrades
• Machinery Control Upgrades
• Navigation & Comms Upgrades
• Machinery Controls Upgrades
• STREAM Navy Standard
• Transmission Replacement
• Engine Upgrades

ICS – Integrated Communications System
Inc – Increment
ISMT – Indoor Simulated Marksmanship Trainer
JSF – Joint Strike Fighter
ISIS – Integrated Submarine Imaging System
LPE – Low Pressure Electrolyzer
LVA – Large Vertical Array
LWLCCA – Light Weight Low Cost Conformal Array
MAGTF – Marine Air-Ground Task Force
Mod – Modification
MST – Maritime Surface Terminal
NAB – Naval Amphibious Baseline
NDDS – Navigation Data Distribution System
NGSSR – Next Generation Surface Search Radar
NMT – Navy Multiband Terminal
NTCDL – Network Tactical Common Data Link
OER – Over Excitation Regulator
PCMS – Passive Countermeasures System
RMF – Risk Management Framework
SAP-F – Special Access Program Facility
SATCC – Shipboard Air Traffic Control Communications
SEWIP – Surface Electronic Warfare Improvement
Program
SSDS – Ship Self Defense System
SSES – Ship’s Signals Exploitation Equipment
SSTG – Ship Service Turbine Generator
STREAM – Standard Replenishment Alongside Method
TI – Technical Insertion
(V) – Version

Table 7. Battle Force Inventory Major Modernizations by Type Planned for FY20-FY24

Appendix 1

12

 Appendix 1

This Page Intentionally Left Blank

13

Appendix 2: PB-20 Maintenance Funding
Table 8 shows the PB-20 maintenance funding.
Combatant Type
Ballistic Missile Submarine
Aircraft Carriers
Submarines
Large Surface Combatants
Small Surface Combatants
Amphibious Warfare Ships
Mine Warfare
Combat Logistics
Fleet Support

Total ($M)

Appendix 2

FY20

FY21

FY22

FY23

FY24

FYDP

($M)

($M)

($M)

($M)

($M)

($M)

864.4
2029.7
3297.8

650.6
1703.2
3232.9

535.5
2040.6
3057.2

517.6
2240.7
3078.3

535.5
2110.5
3077.7

3103.7
10124.7
15743.8

2003.3
683.9

1811.9
791.0

1650.1
992.5

1766.6
931.1

2095.6
1020.2

9327.5
4418.6

2.7

9847.4

2.5

10235.4

2.6

10453.4

2.7

10832.4

2.7

52137.5

1380.8
145.8
360.2

10768.6

1180.1
104.9
370.3

1438.7
79.1
439.1

1434.4
45.8
436.2

Table 8. PB-20 Maintenance Funding

1603.3
33.6
353.3

7037.3
409.3
1959.2
13.4

14

 Appendix 3: Workload at the Private and Public Shipyards
Table 9 and 10 provides private shipyards surface workloads and public shipyard
workloads.

Table 9. Private Shipyard Surface Workload

Appendix 3

15

 All Public Yards
Shipyard Layer Graph -- Jan 2019
Total Shipyard (Total)

FOUO
Report: WF-511
Data Date: 01/25/19
Date: 02/15/2019 08:00 AM

DIST ST ATEMENT B: Distribution of this document is limited to U.S. Government
agencies only: to protect information in management reviews, records and
contracts performance evaluations, and other advisories evaluating progress of
contractors.
Other requests for this document must be referred to Commander, Naval Sea
Systems Command (SEA 04X2) Department of Navy, Washington, D. C. 203625101.

Avail Force

25000
FY-19
5,283,192 RDs

FY-20
5,301,550 RDs

FY-21
5,140,478 RDs

FY-22
5,087,129 RDs

FY-23
5,053,917 RDs

FY-24
5,061,466 RDs

FY-25
5,079,400 RDs

20000

Resources Per Day

P TS MH

15000
P EA RL

10000

N OR VA

5000
P UG ET

0
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
19

20

21

22

23

24

25
Business Sensitive - FOUO

Table 10. Public Shipyard Workload

Appendix 3

16

 Appendix 4: Acronym List
CG
COMSC
CONUS
CVN

Guided Missile Cruiser
Commander, Military Sealift Command
Continental United States
Multi-purpose Aircraft Carrier, Nuclear-powered

FAST
FY
FYDP

Fleet Availability Scheduling Team
Fiscal Year
Future Years Defense Program

DDG
DoD
DoN

GAO
IMF

JFMM
LCC
LCS
LHA
LHD
LPD

MCM
MSC

NAVSEA
NNN
NNSY
NSY
OSD
OMN
OPNAV
PHNSY
PNS
POM
PSI

Appendix 4

Guided Missile Destroyer
Department of Defense
Department of the Navy

Government Accountability Office

Intermediate Maintenance Facility
Joint Fleet Maintenance Manual

Command Ship
Littoral Combat Ship
Amphibious Assault Ship (general purpose)
Amphibious Assault Ship (multi-purpose)
Amphibious Transport Dock
Mine Countermeasures Ship
Military Sealift Command

Naval Sea Systems Command
Navy the Nation Needs
Norfolk Naval Shipyard
Naval Shipyard

Office of the Secretary of Defense
Operation and Maintenance, Navy
Office of the Chief of Naval Operations
Pearl Harbor Naval Shipyard
Portsmouth Naval Shipyard
Program Objective Memorandum
Private Sector Implementation

17

 PSNS
PSO

Puget Sound Naval Shipyard
Private Sector Optimization

SIOP
SLE
SSBN
SSGN
SSN
SSXN

Shipyard Infrastructure Optimization Plan
Service Life Extension
Ballistic Missile Submarine (nuclear-powered)
Guided Missile Submarine (nuclear-powered)
Submarine (nuclear-powered)
Large Payload Submarine (nuclear-powered)

USNS
USS

United States Naval Ship
United States Ship

RCD
RMC

T-AGOS
T-AKE
T-AO
T-AOE
T-ARS
T-ATF
T-ATS
T-EPF
T-ESB
T-ESD
TFP

Appendix 4

Reactor Compartment Disposal
Regional Maintenance Center

Surveillance Ship
Dry Cargo and Ammunition Ship
Fleet Replenishment Oiler
Fast Combat Support Ship
Salvage Ship
Fleet Ocean Tug
Towing, Salvage, and Rescue Ship
Expeditionary Fast Transport
Expeditionary Sea Base
Expeditionary Transfer Dock
Technical Foundation Paper

18