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Department of the Navy FY 2021 President’s Budget

The Fiscal Year 2021 (FY21) President’s Budget submission (PB21) of $207.1B is an increase of $1.9B (0.9%) from the FY20 enacted budget (base+OCO), less $4.8B added by Congress in Natural Disaster funding we received in FY20. This budget supports irreversible implementation of the National Defense Strategy (NDS) and balances priorities in order to maximize naval power now and in the future.

This budget achieves several major goals. First, PB21 recapitalizes the COLUMBIA strategic ballistic missile submarine, our nation’s ultimate insurance policy and the Navy’s highest priority.  Next, this budget sustains our readiness recovery to deliver credible forces to win today’s fight. Third, PB21 aggressively pursues increased lethality and targets those areas of modernization with the greatest potential to deliver non-linear warfighting advantages.

This budget also prioritizes the development and delivery of Naval Expeditionary forces capable of imposing cost with distributed, lethal power that is sustainable. Finally, this budget delivers capable capacity within the constraints of our budget topline.

These investments will maximize our Naval power and deliver a larger overall Navy as our battle force grows from 293 today to 306 by the end of FY21. PB21 delivers a better and more innovative force through investments that improve our legacy platforms and provide for a more robust and lethal mix of next-generation opportunities while supporting dynamic force employment, keeping the Navy and Marine Corps more agile, lethal, and adaptable.

Military Construction funds 32 projects: 8 new platform/mission, 2 European Deterrence Initiative, 2 Reserve, 10 Guam, 1 Naval shipyard, and 9 replacement of aging infrastructure. Family Housing funds O&M, recapitalization, leasing, and privatization oversight.

Research & Development increases 5% over FY20, providing innovative capabilities in shipbuilding (Columbia class), aviation (F-35), weapons (Maritime Strike Tomahawk), hypersonics (Conventional Prompt Strike), unmanned, family of lasers, digital warfare, applied AI, and USMC expeditionary equipment. These technologies are crucial to maintaining DON’s competitive advantage.

The budget provides for a deployable battle force of 306 ships in FY21.  This supports 11 aircraft carriers and 33 amphibious ships that serve as the foundation for our carrier and amphibious ready groups. 

In FY21, 15 battle force ships will be delivered:  4 Destroyers, 3 Nuclear Attack Submarines (SSN), 5 Littoral Combat Ships, 1 Amphibious Transport Dock (LPD 17), 1 Fleet Replenishment Oiler (T-AO), and 1 Towing, Salvage, and Rescue Ship (T-ATS). Additionally, 6 battle force ships will be retired:  4 LCS, 1 LSD-41, and 1 T-ATF.    

Ship procurement funds 8 new-construction battle force ships in FY21 (1 SSBN, 1SSN, 2 DDG, 1 FFG(X), 1 LPD 17 Flight II, 2 T-ATS), as well as 2 Large Unmanned Surface Vessels (USVs); and funds 44 battle force ships/17 unmanned vessels across the Future Years Defense Plan (FYDP).

Aircraft procurement funds 121 airframes (fixed-wing, rotary-wing, unmanned) in FY21 (10 F-35B, 21 F-35C, 4 E-2D, 24 F/A-18E/F, 5 KC-130J, 7 CH-53K, 6 CMV-22, 3 MV-22B, 36 TH-73A, and 5 VH-92A; and funds 537 airframes across the FYDP.

Key readiness programs are funded: Ship Depot Maintenance (resourced to executable capacity); Ship Operations (58 days/quarter deployed & 24 days/quarter non-deployed); Air Depot Maintenance (funded to maximum throughput); Flying Hours (aligned with increasing mission capable rates); Marine Corps expeditionary equipment (80% serviceability); and facilities sustainment to 81% of the sustainment model (both Navy & USMC).

Overseas Contingency Operations funding increases by 13.8%.

Our integrated Business Operations Plan aligns to the NDS and allows us to create departmental processes that directly support reform. Savings of -$1.4B in FY21/-$12.3B FYDP have been reinvested due to divestments (less capable platforms), business process improvements (e.g. execution reviews/SSC delays), business systems improvements (e.g. aviation cross functional teams), weapons systems acquisition (e.g. MYPs), and policy reforms (e.g. Performance-to-Plan/USMC Military End Strength reductions). U.S. Navy

Resourcing a Ready Surface Force

Since the establishment of the Readiness Reform and Oversight Council (RROC), the Navy made significant progress in its reform efforts to deliver a more ready and more capable Surface Force. With the support of Congress, the Navy invested in meaningful Surface Force reform, and remains committed to doing everything necessary to create a culture of excellence. The Fiscal Year 2020 budget reflects that commitment by allocating $345.8M for readiness reform efforts, with a total $1.1B projected across Future Years Defense Program (FYDP) for RROC initiatives.

Here, we explain some of the investments in the FY20 budget that will make our fleet safer and more effective, categorized into four functional areas:


The FY20 budget request includes $14.9M for readiness efforts that impact personnel issues. In order to maximize shipboard experience, the Navy examined changes to the Surface Warfare Officer (SWO) career path, Division Officer (DO), and Department Head (DH) billet bases and tour lengths. These new billets will facilitate the addition of a Plans and Tactics Officer (PTO) aboard more ship classes, and will increase the opportunities for single, longer tour assignments in which first-tour Department Heads can “Fleet-up” to second-tour Department Head positions aboard the same ship. This change not only maximizes at-sea experience for the DH, but also positively influences the safety and operational competence of the ship through leadership continuity.

The FY20 budget also allocates funds for Human Performance Expertise on Type Commander (TYCOM) staffs. These experts, with extensive backgrounds in psychology and organizational management, advise TYCOM leadership and implement safety and training process improvements while also assessing human-centric requirements for proposed equipment acquisition projects aboard surface ships.

The FY20 budget request also enhances Fleet services by funding additional Embedded Mental Health (EMH) provider billets within each Fleet Concentration Area (FCA). This initiative will increase the timeliness of care provided to our Sailors, thereby improving the readiness of afloat units Navy-wide.


The $39.1M allocated for operational efforts in the FY20 budget funds the reestablishment of Second Fleet, as well as the procurement and installation of an additional Automatic Identification System (AIS) laptop for all surface ships.

The reestablishment of Second Fleet will optimize force generation and force employment processes, helping to balance operational requirements among the numbered fleets in a time of increasing great power competition. Vice Adm. Andrew “Woody” Lewis assumed command as Commander, U.S. Second Fleet in August 2018, and Second Fleet will reach initial operating capability this summer.

To promote safe and effective Naval operations across the fleet, all surface ships will receive an additional AIS laptop, which will also include the latest Electronic Chart Display and Information System (ECDIS). This additional navigational tool will give our watchstanders the latest navigation technology to accurately monitor underway ship positions and movements. Pending successful testing, distribution of the AIS laptops will begin in May 2019.

These renderings show some of the planned Navigation, Seamanship, and Shiphandling Trainers (NSSTs) that will provide more robust mariner skills training capabilities for individual watchstander training, as well as team and unit level instruction.


A total of $81.5M is included in the FY20 budget for surface ship modernization and upgrades. The Navy will continue its effort to install Next Generation Surface Search RADAR (NGSSR) across the Fleet. The NGSSR will ultimately replace the Navy’s current radar systems, and will help Sailors safely navigate when transiting through congested waters. Additionally, the Navy continues to procure more Commercial Off-the-Shelf (COTS) radars for ships in order to ensure our Sailors have the most up-to-date and effective radar systems, thereby enhancing navigational equipment redundancy. Fleet delivery and installation commenced in April 2019.


Of the $210.3M allocated for readiness training initiatives in the FY20 budget, a significant portion is for the Mariner Skills Training Program (MSTP). This program is designed to enhance overall mariner skills training for our Sailors and Junior Officers. It includes standing up an initial four-week Junior Officer of the Deck (JOOD) course in the spring of 2019 in San Diego, Norfolk and Newport, as well as the establishment of facilities in various Fleet Concentration Areas for the new Integrated-Navigation Seamanship and Shiphandling Trainers (I-NSSTs). These trainers will be invaluable tools to better train our watchteams on shiphandling and navigation, especially since the I-NSSTs will integrate multiple watch stations and command centers with the ship’s bridge – such as the Combat Information Center (CIC), bearing-takers, and lookouts. The Mariner Skills Training Program also includes curriculum development and instructors for comprehensive individual, team, and unit-level training to include: a new six-week Officer of the Deck (OOD) Phase One and a three-week OOD Phase Two course; expanding the Basic Division Officer Course (BDOC); and the fielding of a number of stand-alone Standards of Training, Certification, and Watchkeeping (STCW) certified mariner skills courses.

The largest and most important component of MSTP is the design and construction of Mariner Skills Training Centers (MSTCs) in Norfolk and San Diego. These centers will consolidate critical navigation, shiphandling and leadership training efforts for our Sailors into one location.

Artist’s Conception of Mariner Skills Training Center San Diego, adjacent to the Littoral Combat Ship training facility.


Each facility will house 30 COVE III / NSST-2 simulators for individual training during the Surface Warfare Officer School courses, as well as a number of I-NSSTs to support both individual, team and unit training. MSTCs will also provide a wide variety of instructional courses, including the OOD courses; Radar Observer, Automated Radar Plotting Aid (ARPA) and ECDIS-N radar training; and Bridge Resources Management (BRM) mentoring workshops.

The Way Ahead

Every recommendation stemming from the RROC process is designed to give our Sailors and ships the resources they need for safe and effective operations in order to build a culture of excellence. We’ve made progress on many of the RROC recommendations, but there is certainly more hard work ahead. We recognize that we must remain dedicated and vigilant in pursuit of meaningful and enduring Surface Force reforms. With Congress’ continued support, we will fund and execute every effort that keeps our number one asset – our Sailors – safe as they defend our country in a competitive and dangerous world.

Our progressive blog, Special Report: Surface Force Readiness Reforms, highlights the developments made to have a safer and more combat-effective Navy. poyrazdogany

Department of the Navy Leadership Testify about Fiscal Year 2020 Budget Request

Secretary of the Navy Richard V. Spencer, Chief of Naval Operations Adm. John Richardson and Commandant of the Marine Corps Gen. Robert Neller will testify before the Senate Committee on Armed Services, April 9, about the Department of the Navy’s Fiscal Year 2020 budget request.

Learn more about the budget request in a blog by Rear Adm. Randy Crites, deputy assistant Secretary of the Navy for Budget.

Live video is scheduled to begin 9:30 a.m. (EDT) U.S. Navy

Department of the Navy Fiscal Year 20 Budget

March 12, 2019 Budget, Inside the Navy, readiness

By Rear Admiral Randy Crites 

Deputy Assistant Secretary of the Navy for Budget

Today the FY 2020 budget request for the Department of the Navy (DON) was submitted to Congress. The $205.6 billion request (Base + Overseas Contingency Operations) represents a 4.8 percent increase from the FY19 enacted budget. This budget submission is strategy-driven and provides the resources required to strengthen the DON in this new era of great power competition.

This year’s budget submission reflects a balanced and holistic approach to expanding DON’s competitive advantage by supporting a bigger, better and more ready Navy and Marine Corps team. To meet demand signals from combatant commanders, expand global influence and prevail in any warfighting contingency, we must increase capacity. To maintain our competitive advantage for the future fight, we must invest in superior and innovative technologies that increase lethality. And to recapture strategic momentum, we must be ready to compete in ways that are agile, unpredictable, cost-imposing and sustainable. Our nation depends on our Naval Force to rise to global challenges and protect the American homeland.

To maintain dominance in a dynamic threat environment, we must continue to build a bigger, better, networked, talented, agile and more ready fleet. While the FY19 and FY18 budgets focused on achieving wholeness and restoring readiness, the FY20 President’s Budget (PB20) request aligns people, capabilities and processes to better position the Navy and Marine Corps to compete, deter and win.

We accomplish this by maintaining our focus on six specific dimensions:

  • Building a bigger fleet – We are building toward a 355-ship navy.
  • Building a better fleet – We need to accelerate and invest in game-changing capabilities.
  • Building a networked fleet – Information sharing is a force multiplier.
  • Building a talented fleet – Our people have always been our greatest advantage.
  • Building an agile fleet – The Navy must work as part of the joint and combined force.
  • Building a ready fleet – A bigger, better, networked, talented and agile fleet contributes to potential naval power, but actual naval power must include the critical dimension of readiness.

In order to deliver the capacity, agility and sustainability needed to win the high-end fight, the FY20 budget requests funding for more ships, submarines, aircraft and people.

The budget provides for a deployable battle force of 301 ships in FY20 including 11 aircraft carriers and 10 big deck amphibious ships that serve as the foundation of our carrier strike groups and amphibious ready groups. This year’s budget request funds 12 new-construction battle force ships in FY20, including one aircraft carrier (CVN), three Nuclear Attack Submarines (SSNs), three guided-missile destroyers (DDGs), one small surface combatant (FFG(X)), two Fleet Replenishment Oilers (T-AOs) and two Towing, Salvage and Rescue ships (T-ATSs), as well as two Large Unmanned Surface Vessels (USVs); and, 55 battle force ships/10 Large USVs across the Future Years Defense Program (FYDP).

Funding for the best platforms and technologies must be met with investments in personnel by recruiting top talent, providing them with training, and delivering quality of life improvements for our Sailors, Marines and civilians. Since investing in our personnel enables the strength needed to compete and win, the FY20 budget proposes a 3.1 percent pay raise and provides funding for key end strength increases.

In addition to being bigger, we must be better. To ensure our success fighting tomorrow’s conflicts and deal with the re-emergence of great power competition, we must invest in superior, innovative and leap-ahead technologies to increase lethality.

As such, Research & Development funding increases this year by 9.5 percent from FY19 to FY20. To maintain our competitive advantage, this year’s budget increase targets the development of longer-range and hypersonic weapons, unmanned aircraft and vessels, artificial intelligence and additional capabilities aligned with the Future Force.

Our investments in capabilities and capacity must be complemented by increased readiness to enable the Navy, as part of the Joint Force, to maintain superiority in key maritime regions and promote U.S. interests globally. To increase readiness, this year’s budget requests funding to continue on the current path toward reducing the backlog of deferred readiness and modernization. It invests in our industrial base and infrastructure, which is a key enabler of Navy readiness. And, it supports active measures to reform business processes and drive efficiencies to increase speed, improve value and support the warfighter.

Installation readiness is another key contributor to warfighting readiness, and PB20 requests funding for 22 military construction projects, including six overseas projects for Forward Deployed Naval Forces, as well as covers the remaining costs of three FY19 Military Construction Projects fully authorized but incrementally funded by Congress.

While our competition leverages all available resources on behalf of compromising American maritime dominance, we must continue to accelerate our efforts in all domains to stay ahead. The President’s Budget request for FY20 takes a holistic and balanced approach to enabling a bigger, better and more ready Navy and Marine Corps team that is prepared to deter and compete against those who seek to threaten American prosperity and strategic influence.

The investments outlined in the FY20 budget strengthen the capacity, capabilities and readiness of the Navy and Marine Corps team in accordance with the National Defense Strategy. U.S. Navy

Department of the Navy Fiscal Year 19 Budget

By Rear Admiral Brian “Lex” Luther
Deputy Assistant Secretary of the Navy for Budget

Today the 2019 budget request for the Department of the Navy (DON) was submitted to Congress. The $194.1 billion (Base + Overseas Contingency Operations) strategy-driven budget submission reflects the DON’s effort to build the Navy the Nation Needs and the U.S. Marine Corps Force of Choice in support of our vital national interests: protecting the homeland, preserving peace through strength, promoting American prosperity and advancing America’s influence.

While our country is as strong as ever, these interests are no longer assured due to threats presented by strategically empowered peer rivals who strive to challenge U.S. maritime superiority in key geographic regions. At the same time, dynamic and unconventional forces seek to challenge the rules-based global order and threaten the global commons, our security and our way of life. These threats present themselves following years of budget uncertainty and continuing resolutions that have taken a toll on our infrastructure, our platforms and our Sailors and Marines. The time to make meaningful investments in readiness is now.

Our approach to increase naval power must be balanced in order to achieve wholeness. We can’t choose between increased capacity or better capability – we need a combination of both. We can’t choose between more complex stand-alone technologies or networked systems, we need both. The talent to operate and sustain a larger, more lethal force is not a choice between more people or better training, it is both. This is the path to increased naval power.

We accomplish this by focusing on six specific dimensions:

  • Building a bigger fleet – A 355-ship navy is now the law of the land, and quantity has a quality all its own.
  • Building a better fleet – We need to accelerate and invest in game-changing capabilities and leap-ahead technologies.
  • Building a networked fleet – Information sharing is a force multiplier and exponentially increases naval power to deliver lethality.
  • Building a talented fleet – Our people have always been our greatest advantage over any competitor.
  • Building an agile fleet – The Navy must work as part of the joint and combined force to self-sustain in areas such as logistics and fuel.
  • Building a ready fleet – A bigger fleet, better, networked, talented fleet and agile fleet contributes to potential naval power, but actual naval power must include the critical dimension of readiness.
Slide of Department of the Navy President's Budget Request
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The FY19 President’s Budget request and beyond focuses on urgent modernization and growth, building on the FY17 and FY18 budgets which arrested the DON readiness decline while addressing the Department’s most pressing needs. In accordance with the 2018 National Defense Strategy, PB19 invests in growing the readiness, capability and capacity of the Navy and Marine Corps team.

The FY19 budget funds key readiness programs in support of building a more lethal, resilient and agile force that will enable the DON to significantly contribute to the deterrence and defeat of aggression by great power competitors and adversaries in all domains:

  • Air depot maintenance (92 percent), flying hours (95 percent) and ship depot maintenance (96 percent) accounts are funded at their maximum executable amount.
  • Ship operations are funded at 100 percent of requirement.
  • Marine Corps ground equipment account is funded at 82 percent of projected maintenance.
  • Facilities sustainment is funded at 80 percent (Navy and Marine Corps) of the sustainment model.
Slide of Department of the Navy President's Budget Request for Operations and Maintenance
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As our adversaries strive to outpace us in all aspects of warfare, we must adapt to emerging threats in the space, cyber and undersea domains, as well as devote sustained resources to developing advanced technological capabilities that enable us to stay ahead of our competitors. PB19 invests in superior, innovative and cutting-edge technology that delivers more firepower and increases lethality in order to maintain our competitive advantage. Innovative capabilities in shipbuilding (Columbia class), aviation (Joint Strike Fighter), weapons (NextGen Jammer), unmanned, family of lasers, digital warfare and ground equipment are supported by PB19. Technology enablers that allow DON to stay ahead of adversaries as their technological capabilities advance are also funded.

Slide of Department of the Navy President's Budget Request for Research and Development
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In addition to investing in innovation and capacity-development, we must expand our capability by building more ships to meet the rapidly changing and escalating threats we face from around the globe. These threats have put an immense strain on our fleet, leading to a breakdown in our ability to effectively provide forward presence and project power. Having more ships – and the right mix of ships – provides combatant commanders with flexibility and options, allowing them to make operational decisions based on the best response to specific threats. The [PB19 Ship Acquisition Plan] reflects a strategic mix of small and large surface combatants, submarines and unmanned platforms that enable our Navy to have the focused overseas presence needed to deter and defend against great power competitors and unconventional forces.

PB19 provides for a deployable battle force of 299 ships, which includes 11 aircraft carriers and 33 large amphibious ships that serve as the foundation upon which our carrier and amphibious ready groups are based.

  • In FY19, 11 battle force ships will be delivered: 2 nuclear attack submarines (SSN), 4 littoral combat ships (LCS), 1 expeditionary fast transport (EPF), 1 expeditionary sea base, 1 amphibious assault ship (LHA), and 2 destroyers (DDG). One battle force ship, a SSN, will be retired.
  • Ship procurement funds 10 new-construction battle force ships in FY19 (3 DDG, 2 SSN, 1 LCS, 1 ESB, 2 T-AO, and 1 T-ATS) and 54 ships across the Future Years Defense Plan (FYDP).
  • Aircraft procurement funds 120 airframes (fixed wing, rotary wing, unmanned) in FY19 (24 F/A 18E/F, 20 F-35B, 9 F-35C, 10 P-8A, 4 E-2D, 2 C-40A, 2 KC-130J, 25 AH-1Z, 8 CH-53K, 7 MV-22/CMV-22B, 6 VH-92A, and 3 MQ-4) and 655 airframes across the FYDP.
Slide of Department of the Navy President's Budget Request for Procurement
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The best ships, aircraft and technology are useless without well-trained and capable men and women to operate them. Investing in our personnel enables the strength needed to deter and defeat great-power competitors, and is essential to DON’s ability to recruit and retain the top talent that will drive innovation, excellence and success. The FY19 budget proposes an increase of 2.6 percent in military basic pay in order to compete effectively for our country’s best warfighters, as well as scientists, engineers and other issue-area experts.

Slide of Department of the Navy President's Budget Request for Military Personnel
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Only by investing in the maintenance and development of shore facilities, including shipyards, are we able to grow readiness and lethality afloat. Military construction for the FY19 budget submission funds 49 targeted projects including: 19 new platform/mission, eight restore warfighting readiness, five European Deterrence Initiative, four Guam, four naval shipyards, four safety, three replace aging infrastructure, and two Navy/Marine Corps reserves.

Slide of Department of the Navy President's Budget Request for Infrastructure
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In addition to shoring up readiness, capability and capacity within DON, the force must place a renewed focus on the Navy’s role as part of the joint force and must rededicate itself to engagement with allies and partners. And ultimately, in order to answer the threats of an increasingly complex global security environment, our Navy requires stable and consistent funding to execute a wide-range of complex missions at any given time.

Our competition is not slowing – it is accelerating and becoming more dynamic – and we must accelerate faster in order to compete, deter and win. This year’s budget request invests in growing the readiness, capability, and capacity of the Navy and Marine Corps as we build a more lethal, resilient, and agile force in order to deter and defeat dynamic threats from great power competitors and adversaries in all domains.

The preservation of American security and prosperity requires the investments outlined in PB19, and the advancement of American influence around the globe demands them.

For more information on the FY19 DON Presidential Budget submission, please visit: U.S. Navy

Department of Navy Fiscal Year 18 Budget: Restore, Innovate, Compete

By Rear Adm. Brian “Lex” Luther
Deputy Assistant Secretary of the Navy for Budget

Today the Department of the Navy (DON) submitted our FY18 budget request of $171.5 billion to Congress.

us navy whole budget FINAL
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The DON budget submission takes steps toward restoring Navy readiness, and positioning DON to compete and win against increasingly dynamic, high-tech and aggressive global threats. It follows years of budget shortfalls that have chipped away at our afloat and ashore readiness, and have placed greater demands on our personnel.

operations and management whole FINAL
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The Navy is now at a turning point, and the FY18 budget submission reflects the redoubling of our commitment to our Sailors and Marines, and to the security of the American people. We can no longer afford to allow readiness to continue to diminish – we must restore the fleet, and innovate – operationally and technologically – in order to compete and win.

milpers FINAL
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Global competition has increased exponentially in recent years, the pace of change has accelerated, unprecedented challenges have emerged across all domains, and yet our fleet has shrunk, and deployments have gotten longer. We are being threatened in ways we could only imagine a few years ago, and to meet these threats, we must invest in intelligent and targeted ways. We must be present globally – to deter threats presented by Russia, China, North Korea, Iran and ISIS – we must protect our cyber networks at home and abroad, and we must defend the global shipping lanes that are the lifeblood of our economy that enables our military strength.

In a challenging fiscal environment, this budget provides the investment required to deter aggression, fight and win our nation’s wars, project power into critical regions quickly, enable freedom of action in all domains, maintain combat readiness and improve our warfighting advantages.

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A brief summary of the FY18 DON budget request follows here:

  • The request includes $54.6 billion (base) request for operations and maintenance, funding one hundred percent of projected ship depot maintenance and requesting the maximum executable amount for aviation depot maintenance and the flight hour program.
  • The submission includes a $49.5 billion (base) procurement budget that would buy eight new ships including one Ford-class aircraft carrier, two Arleigh Burke-class destroyers, two Virginia-class submarines and one littoral combat ship, as well as 91 aircraft.
  • The request fully funds the critical Columbia-class Ballistic Missile Submarine (SSBN) program, and invests in high-tech systems including unmanned, cyber and directed energy weapons.
  • The budget supports our personnel by funding career-development initiatives and providing a 2.1 percent pay increase, in addition to developing and procuring the most cutting-edge platforms and weapons available, positioning service members and DON for success. It also continues to invest in the Tours with Industry Program, the Fleet Scholar Program and Sailor 2025.

Overall, this budget reflects the deliberate and thoughtful decisions we have made in an effort to restore readiness. We are not simply filling gaps, we are working toward a wholeness that will enable modernization and growth in the future.

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For more information on the FY18 DON Presidential Budget submission, please visit U.S. Navy