Future Budget Requirements for the 600-Ship Navy: Preliminary Analysis


Book Description

When the Administration assumed office in January 1981, it inherited a fleet of about 480 ships, including twelve deployable carrier battle groups. Considering this fleet inadequate for U.S. defense needs, the Administration established higher force goals in almost every ship category, with the objective of building up the total number of battle force ships to over 600 by the end of the 1980s. Other key goals were an increase in deployable carrier battle groups from 12 to 15 and a comparable increase in aircraft to fly from these carriers. Concerns have been raised about the costs of attaining and maintaining this 600-ship Navy. Such concerns could be well-founded. From 1980 through 1985, the Navy's total budget grew at a real (inflation-adjusted) average annual rate of about 7 percent a year, or from $71.5 billion in 1980 (adjusted for accrual accounting) to $100.3 billion in 1985. This study estimates that, over the next decade, the Navy's budget would have to continue to increase at a real rate of between 3 and 6 percent a year to meet the Navy's goals. Such sustained growth would result in doubling the Navy budgets in constant dollars between 1980 and 1994.










A Preliminary Analysis of Advance Appropriations as a Budgeting Method for Navy Ship Procurements


Book Description

A companion piece to MR-1526 that examines the pros and cons of applying advance appropriations across a broader segment of the Navy shipbuilding program than just aircraft carriers. The entire cost of a ship is normally included in the congressional budget for the year of construction start, which can cause large year-to-year fluctuations in the shipbuilding budget and complicate budget management. This report analyzes an alternative strategy, advance appropriations, whereby the full cost of a ship is distributed over several budget years. This strategy can reduce fluctuations in the budget level and can create the equivalent of a loan against future budgets, but also constrains management flexibility in coping with unexpected events.




A Preliminary Analysis of Advance Appropriations as a Budgeting Method for Navy Ship Procurements


Book Description

The Navy shipbuilding program typically comprises a few individually very expensive projects, together with an irregular schedule of new starts. Such a combination can lead to major fluctuations in year-to-year budget totals, even when everything proceeds according to a long-range plan. However, major defense acquisition programs rarely exhibit long-term stability: Changing circumstances dictate changing needs; programs run into problems, causing both schedule and cost overruns; etc. Furthermore, when the Navy prepares its budget, the relatively large shipbuilding portion is occasionally used as a source of funds to meet other needs. The resulting fluctuations in an account as large as shipbuilding (it is usually about 10 percent of the Navy's budget), combined with a budget cycle that normally requires major allocation decisions to be made two to three years before the appropriation year, can pose major problems.




A Preliminary Analysis of Advance Appropriations as a Budgeting Method for Navy Ship Procurements


Book Description

The Navy shipbuilding program typically comprises a few individually very expensive projects, together with an irregular schedule of new starts. Such a combination can lead to major fluctuations in year-to-year budget totals, even when everything proceeds according to a long-range plan. However, major defense acquisition programs rarely exhibit long-term stability: Changing circumstances dictate changing needs; programs run into problems, causing both schedule and cost overruns; etc. Furthermore, when the Navy prepares its budget, the relatively large shipbuilding portion is occasionally used as a source of funds to meet other needs. The resulting fluctuations in an account as large as shipbuilding (it is usually about 10 percent of the Navy's budget), combined with a budget cycle that normally requires major allocation decisions to be made two to three years before the appropriation year, can pose major problems.




Building a 600-Ship Navy


Book Description







Manning the 600-ship Navy


Book Description

This paper describes economic analyses conducted by CNA to evaluate policy options for meeting the Navy's growing manpower needs. The work was done in support of the Navy's Planning, Programming, and Budgeting process. Keywords: ACOL (Annualized Cost of Leaving) Model, AVF (All Volunteer Force), Compensation, Costs, CPAM (Chief of Naval Operations Program Analysis) Memorandum, DEP (Delayed Entry Program), Economic analysis, Enlisted personnel, LOS (Length-of-Service), Manpower, Mathematical models, MPT (manpower, personnel and training), Naval training, POM (Program Objectives Manual), Recruiting, Reenlistment, Salaries, SRB (Selective Reenlistment Bonus), Tables (data), 600-ship Navy.




The 600-ship Navy and the Maritime Strategy


Book Description