prompt_front: You are given two reports by the government agency.



Question: Write a one-page summary of the report 1.

Report 1: Since DHS’s creation in 2003, significant internal control and financial management system deficiencies have hampered its ability to reasonably assure effective financial management and to manage operations  These deficiencies contributed to our decision to designate DHS’s management functions, including financial management, as high risk  To help address these deficiencies, DHS initiated a decentralized approach to upgrade or replace legacy financial management systems and has been evaluating various options for modernizing them, including the use of SSPs  DHS initiated three projects for modernizing the systems of selected DHS components, including its TRIO modernization project  The TRIO project has focused on migrating the financial management systems of Coast Guard, DNDO, and TSA to a modernized solution provided by IBC  DHS’s efforts to effectively assess and manage risks associated with this project are essential to DHS’s realizing its modernization goals  In 2013, OMB issued a memorandum directing agencies to consider federal SSPs as part of their AAs  Also, in May 2014, Treasury and OMB designated IBC as one of four federal SSPs for financial management to provide core accounting and other services to federal agencies  This designation was based on Treasury and OMB’s evaluation of the four service providers’ ability to assist federal agencies in meeting their accounting and financial management needs, including experience with implementing financial management systems and providing other financial management services to customers, cost of services provided, compliance with financial management and internal control requirements, commitment to shared services, capacity, and long-term growth strategy  FIT’s responsibilities related to the governance and oversight of federal SSPs were subsequently transferred to USSM after USSM was established in October 2015  Because of concerns that its Core Accounting System (CAS) Suite was outdated, inefficient, and did not reliably meet requirements, Coast Guard completed an AA in January 2012 to assist in developing a path forward for modernizing its financial management system  In August 2012, Coast Guard established its CAS Replacement project team to further evaluate two of the alternatives considered in its AA and develop a recommended course of action  In addition, Coast Guard determined that hosting, owning, operating, and managing a financial management system were not among its core competencies  Because TSA and DNDO also relied on CAS as their primary accounting system, they also conducted AAs to identify the best alternative for transitioning to a modernized financial management system solution  The AAs conducted by the TRIO components during 2012 and 2013 considered the use of federal and commercial SSPs and other options  In addition, Coast Guard completed additional market research including further analysis of commercial SSPs in June 2013  In July 2013, the TRIO components determined that migrating to a federal SSP was the best course of action and subsequently conducted discovery phase efforts with IBC from November 2013 through May 2014 to further explore the functional requirements for procurement, asset, and financial management services  Based on these efforts, in July 2014, the TRIO components recommended that they proceed with implementation of the IBC shared services solution  In August 2014, FIT and OMB concurred with this recommendation, and DHS entered into an interagency agreement (IAA) with IBC for implementation  Figure 1 shows a timeline of these key events  The IAA for implementation and related performance work statement included a description of the services that IBC is to provide and the roles and responsibilities of DHS, the TRIO components, and IBC  The IAA also required IBC to prepare a detailed project management plan describing how the requirements would be managed and updated and an integrated master schedule (IMS) for identifying tasks to be completed, duration, percentage completed, dependencies, critical path, and milestones  According to the February 2015 project management plan, DNDO, TSA, and Coast Guard were expected to go-live on the IBC solution in the first quarter of fiscal years 2016, 2017, and 2018, respectively  However, in May 2016, DHS and IBC determined that TSA’s and Coast Guard’s planned implementation dates were not viable because of various challenges impacting the TRIO project and recommended a 1-year delay for their respective implementation dates  Figure 2 summarizes planned and completed key implementation events for the TRIO project as of May 2016  GAO, SEI, and other entities have developed and identified best practices to help guide organizations in effectively planning and managing various activities, including acquisitions of major information technology systems  These include GAO’s identified best practices for the AOA process and best practices identified by SEI for risk management  GAO-identified best practices for AOA process  GAO identified 22 best practices for a reliable, high-quality AOA process that can be applied to a wide range of activities in which an alternative must be selected from a set of possible options, as well as to a broad range of capability areas, projects, and programs  These practices can provide a framework to help ensure that entities consistently and reliably select the project alternative that best meets mission needs  Not conforming to these best practices may lead to an unreliable process, and the entity will lack assurance that the preferred alternative best meets the mission needs  Appendix II provides additional details on GAO’s identified AOA process best practices and how they can be applied to a wide range of activities in which an alternative must be selected from a set of possible options, as well as to a broad range of capability areas, projects, and programs  SEI’s risk management practices  SEI’s practices for the risk management process area call for the identification of potential problems before they occur so that risk-handling activities can be planned throughout the life of a project to mitigate adverse impacts on achieving objectives  These practices are determining risk sources and categories, defining parameters used to analyze and categorize risks and to control the risk management effort, establishing and maintaining the strategy to be used for risk identifying and documenting risks, evaluating and categorizing each identified risk using defined risk categories and parameters and determining its relative priority, developing a risk mitigation plan in accordance with the risk monitoring the status of each risk periodically and implementing the risk mitigation plan as appropriate  Although the TRIO components conducted AAs to identify the preferred alternative for modernizing their financial management systems, their efforts did not always follow best practices  For example, Coast Guard’s and TSA’s AAs supporting their selection of migrating to a federal SSP for modernizing their financial management systems did not fully or substantially meet all four characteristics of a reliable, high-quality AOA process  In addition, we found that DHS guidance did not fully or substantially incorporate five of GAO’s identified best practices for conducting an AOA process  The TRIO components’ AAs included descriptions of the key factors, such as scores for each alternative against the selection criteria used to assess it  Based on these AAs, DHS and the TRIO components selected the federal SSP alternative as their preferred choice and subsequently selected IBC as their federal SSP  However, because Coast Guard’s and TSA’s AAs did not fully or substantially meet all four characteristics of a reliable, high-quality AOA process, they are at increased risk regarding their decision on the solution that represents the best alternative for meeting their mission needs  Based on the extent to which the DHS TRIO components followed the GAO-identified 22 best practices for conducting an AOA process, we found that DNDO’s AA process substantially met the four characteristics of a reliable, high-quality AOA process while the Coast Guard and TSA AA processes both substantially met one and partially met three of these four characteristics  For example, we found that TSA’s AA partially met the “well-documented” characteristic, in part, because risk mitigation strategies, assumptions, and constraints associated with each alternative were not discussed in its AA  In addition, we found that Coast Guard’s AA partially met the “credible” characteristic, in part, because there was no indication that it contained sensitivity analyses, an evaluation of the impact of changing assumptions on its overall costs or benefits analyses  Our overall assessment is summarized in table 1  Appendix III provides additional details on our assessment of the TRIO components’ AAs for each of the GAO-identified 22 AOA best practices  Further, in comparing DHS AOA and AA guidance to the GAO-identified 22 AOA process best practices, we found that although DHS’s guidance for conducting both AOAs and AAs fully or substantially incorporated 17 of the identified best practices, the guidance did not fully or substantially incorporate 5 of these practices  For example, although the guidance addressed risk management in general terms, it did not detail the need to document risk mitigation strategies for each alternative  Not documenting the risks and related mitigation strategies for each alternative prevents decision makers from performing a meaningful trade-off analysis necessary to choose a recommended alternative  In addition, while DHS guidance describes the need for an AA or AOA review, it describes reviews conducted within the organizational chain of command and does not address the need for an independent review—one of the most reliable means to validate an AOA process  Further, although the guidance noted that weights for selection criteria may become more subjective when they cannot be derived analytically, additional guidance on weighting selection criteria was limited  Our overall assessment is summarized in table 2  Because of these limitations in guidance, and because Coast Guard and TSA did not fully adhere to the GAO-identified best practices, Coast Guard’s and TSA’s AAs did not fully or substantially reflect all four characteristics of a reliable, high-quality AOA process  As a result, Coast Guard and TSA increased their risk of selecting a solution that may not represent the best alternative for meeting their mission needs  Documentation supporting TRIO components’ AA efforts included descriptions of the key factors, metrics, and processes involved in conducting their analyses, including the (1) alternatives considered, (2) market research conducted, (3) three alternatives evaluated, (4) selection criteria used by each and how the criteria were weighted, (5) scores for each alternative against the selection criteria, and (6) alternatives that scored the best under the AOA evaluation  The TRIO components conducted market research to develop reasonable alternative solutions for consideration  For example, through its market research, TSA identified OMB-designated federal SSPs and commercial entities as potential alternatives for hosting and implementing a modernized and integrated financial management system  According to its AA, TSA was able to gain an understanding of the offerings, capabilities, and related costs associated with these alternatives through reviews of documentation and interviews  After developing a diverse range of financial system modernization alternatives for consideration, each of the TRIO components assessed them for viability using various factors—such as measures of effectiveness, cost, risk, and value—and identified the three top-rated alternatives for further evaluation  For example, Coast Guard identified nine alternatives for consideration and analyzed, scored, and ranked them to determine its top three alternatives for further analysis: incrementally improve the current CAS Suite and remove certain outdated components, host the financial management system internally using software and tools already owned, and use an SSP to host the financial management system  Each component identified its three alternatives for further evaluation and used defined selection criteria to rate them  For example, DNDO’s selection criteria included four categories of operational effectiveness that were weighted according to their level of importance  Based on their evaluations, each component identified the best alternative for its respective financial management system needs  According to Coast Guard’s November 2012 decision memorandum, Coast Guard further narrowed the alternatives it focused on to (1) using an SSP to host its financial management system and (2) hosting the system internally using already-owned software and tools, and it also gathered rough order of magnitude cost estimates for both alternatives  Based on its evaluation, Coast Guard determined that the two alternatives were comparable  According to this memorandum, Coast Guard further determined that owning, hosting, operating, and managing a financial management system were not among its core competencies  Based on this determination, OMB direction to agencies to use (with limited exceptions) shared services, and other factors, Coast Guard decided that migrating to an SSP was the best alternative  TSA found in its February 2013 analysis that the differences between federal and commercial SSP alternatives were not significant and, as a result, recommended that a competitive procurement be conducted to better evaluate each alternative  However, DHS officials told us that TSA subsequently determined that a competitive procurement was not warranted and chose to migrate to a federal SSP  This determination was based on additional OMB guidance issued in March 2013 directing agencies to consider federal SSPs as part of their AAs and stating that commercial SSPs are an appropriate solution and would be funded by OMB only in instances in which the agency’s business case demonstrates that a commercial SSP can provide a better value for the federal government  In addition, DNDO determined that migrating to a federal SSP was its best alternative in May 2013  Because its preliminary research focused primarily on the federal SSP marketplace, Coast Guard conducted additional market research to include a more robust analysis of commercial SSPs  Coast Guard’s June 2013 market research report described the results of this effort, including its evaluation of responses from 11 commercial SSPs  Coast Guard reported that none of the commercial SSPs that responded could meet all 44 specific financial management system requirements and the extent to which they could meet them varied significantly  Based on these results, Coast Guard determined that there was a lack of maturity in the commercial SSP market for federal financial management  According to the report, this overall assessment was based on various considerations of information provided by commercial SSP respondents, including the wide variety of proposed configurations, solutions, prices, and implementation schedules, the lack of federal experience and service for agency-wide capabilities, and insufficient length of service to establish positive trends in audit performance; the lack of similar offerings that implied a lack of strong competition between comparable products that would exert downward pressure on cost; and the lack of like product offerings, which increases the likelihood of higher switching costs in the case of poor performance because of increased difficulty in moving from one “turnkey” service to another  In July 2013, the TRIO components and DHS selected the federal SSP alternative as their preferred choice and subsequently selected IBC as their federal SSP  DHS officials told us that IBC was selected based on (1) DHS’s reliance on OMB and Treasury’s designation of IBC as a federal SSP, (2) OMB guidance to consider the use of federal SSPs, and (3) a review of the availability of the four federal SSPs indicating that IBC was the only one available to meet the requirements and implementation schedule at that time  In August 2013, DHS notified OMB that the TRIO components had performed extensive market research and finalized their respective AAs and independently concluded that migrating to a federal SSP was in the best interests of the government  Also, in August 2013, FIT notified OMB regarding the TRIO components’ AA efforts and that the TRIO components would proceed to the discovery phase with IBC  According to FIT’s notification memorandum to OMB, the TRIO components’ AAs demonstrated that migrating to a federal SSP was the best value to the federal government and that the components identified IBC as a suitable partner based on the results of their market research into federal SSPs  Risk management best practices call for the identification of potential problems before they occur so that risk-handling activities can be planned throughout the life of the project to mitigate adverse impacts on achieving objectives  These best practices involve (1) preparing for risk management, (2) identifying and analyzing risks, and (3) mitigating identified risks  Preparing for risk management involves determining risk sources and categories and developing risk mitigation techniques  Identifying and analyzing risks includes determining those that are associated with cost, schedule, and performance and evaluating identified risks using defined risk parameters  Mitigating risks includes determining the levels and thresholds at which a risk becomes unacceptable and triggers the execution of a risk mitigation plan or contingency plan; determining the costs and benefits of implementing the risk mitigation plan for each risk; monitoring risk status; and providing a method for tracking open risk-handling action items to closure  Based on our evaluation, we found that DHS processes generally reflected three of seven specific risk management best practices and partially reflected the remaining four practices  Table 3 summarizes the extent to which DHS followed these seven best practices for managing TRIO project risks  Additional details on DHS and TRIO component efforts to address these practices are summarized following this table  Prepare for risk management  Key aspects of processes established by DHS and TRIO components related to the three best practices associated with preparing for risk management: Determine risk sources and categories  This practice calls for a basis for systematically examining circumstances that affect the ability of the project to meet its objective and a mechanism for collecting and organizing risks  DHS and the TRIO components established processes that met this best practice  For example, DHS reviewed the integrated master schedule that IBC prepared to identify sources of risk and defined risk categories in TRIO project policies  Define risk parameters  Risk parameters are used to provide common and consistent criteria for comparing risks to be managed  The best practice includes defining criteria for evaluating and quantifying risk likelihood and severity levels and defining thresholds for each risk category to determine whether risk is acceptable or unacceptable and to trigger management action  DHS partially met this best practice  DHS’s risk management program defined rating scales to provide consistent criteria for evaluating and quantifying risk likelihood and severity levels  However, DHS’s Risk Management Planning Handbook and related template for developing risk management plans for projects did not address the need for thresholds relevant to each category of risk to facilitate review of performance metrics in order to determine when risks become unacceptable or to invoke selected risk-handling options when monitored risks exceed defined thresholds  Establish a risk management strategy  A risk management strategy addresses specific actions and the management approach used to apply and control the risk management program, including identifying sources of risk, the scheme used to categorize risks, and parameters used to evaluate and control risks for effective handling  DHS met this best practice  DHS and IBC established risk management policies and plans for the TRIO project based on DHS acquisition guidance, which provided a framework for a risk management program  Collectively, these policies and plans constitute a risk management strategy  DHS and IBC have periodically updated these documents to maintain the scope of the risk management effort; the methods and tools to be used for risk identification, risk analysis, risk mitigation, risk monitoring, and communication; the prioritization of risks; and the allocation of resources for risk mitigation  Identify and analyze risks  Key aspects of processes established by DHS and the TRIO components related to the two best practices associated with identifying and analyzing risks: Identify risks  Risk identification should be an organized, thorough process to seek out probable or realistic risks to achieving objectives  This practice recognizes that risks should be identified and described understandably before they can be analyzed and managed properly  Using categories and parameters developed in the risk management strategy and identified sources of risk guides the identification of risks associated with cost, schedule, and performance  To identify risks, best practice elements include reviewing the work breakdown structure (WBS) and project plan to help ensure that all aspects of the work have been considered  Best practices for documenting risks include documenting the context, conditions, and potential consequences of each risk and identifying the relevant stakeholders associated with each risk  DHS partially met this best practice  DHS’s July 2016 risk register contained a wide range of risks associated with defined risk categories  It also reflected DHS’s review of the TRIO project’s integrated master schedule that IBC prepared based on the WBS and work plans that IBC also developed  The risk register documented the context, conditions, potential consequences, and relevant stakeholders associated with each risk  However, DHS’s documented risk management processes did not identify all significant risks or reflect its efforts to revisit risks that had previously been closed  For example, DHS officials told us that IBC was unable to provide sufficient, reliable cost and schedule information for project monitoring; however, a risk reflecting these concerns was not included on its July 2016 risk register  Further, the risk register included certain closed risks related to the need for a governance structure and strategy for ensuring that IBC met performance, cost, and schedule objectives  Although DHS had ongoing concerns about its ability to ensure that IBC met these objectives, the risk register did not reflect efforts to revisit these risks to determine whether their status needed revision or if other risks should be included on the risk register to address its accountability concerns  In addition, DHS did not always take timely action to document its consideration of risks identified by its independent verification and validation (IV&V) contractor for potential inclusion on its risk register  For example, the IV&V contractor identified a risk related to inefficiencies in DHS’s document review process in June 2015 that was not included on DHS’s risk register until February 2016  DHS officials indicated that a crosswalk between the DHS risk register and IV&V contractor risk management observations was performed weekly; however, results of these weekly reviews were not documented  Evaluate, categorize, and prioritize risks  Risk assessment uses defined categories and parameters to determine the priority of each risk to assist in determining when appropriate management attention is required  Best practices for analyzing risks include categorizing risks according to defined risk categories, evaluating identified risks using defined risk parameters, and prioritizing risks for mitigation  DHS’s processes met this practice  For example, the documented risk management program included application of defined risk categories and parameters for all identified risks, providing a means for reviewing risks and determining the likelihood and severity of risks being realized  The TRIO project’s Joint Risk Management Integrated Project Team provided consistency to the application of parameters by reviewing risk assessments when risks were first identified  By determining exposure ratings for each identified risk, DHS prioritized risks for monitoring and allocation of resources for risk mitigation  Mitigate risks  Key aspects of processes established by DHS and the TRIO components related to the two best practices associated with mitigating risks: Develop risk mitigation plans  Risk mitigation plans are developed in accordance with the risk management strategy and include a recommended course of action for each critical risk  The risk mitigation plan for a given risk includes techniques and methods used to avoid, reduce, and control the probability of risk occurrence; the extent of damage incurred should the risk occur; or both  Elements of this practice include determining the levels and thresholds that define when a risk becomes unacceptable and triggers the execution of a risk mitigation plan or contingency plan, identifying the person or group responsible for addressing each risk, determining the costs and benefits of implementing the risk mitigation plan for each risk, developing an overall risk mitigation plan for the work to orchestrate the implementation of individual risk mitigation plans, and developing contingency plans for selected critical risks in the event impacts associated with the risks are realized  DHS partially met this best practice  DHS’s risk management program documentation reflected the development of risk response plans for most risks, including all those determined to be of medium and high exposure level  DHS identified those responsible for addressing each risk  However, DHS and IBC did not always develop sufficiently detailed risk mitigation plans including specific risk-handling action items, determination of the costs and benefits of implementing the risk mitigation plan for each risk, and developing contingency plans for selected critical risks in the event that their impacts are realized  For example, a risk associated with IBC’s capacity and experience for migrating large agencies the size of Coast Guard and TSA was identified in July 2014  Although DHS developed plans to help mitigate this risk, a contingency plan was not developed prior to realizing the adverse impact of not implementing Coast Guard and TSA on IBC’s modernized solution  Rather, a contingency plan working group (CPWG) to address this and other concerns was established in January 2017, over 2 years after the risk was initially identified  Further, thresholds were not used within the risk management program to define when a risk becomes unacceptable, triggering the execution of a risk mitigation plan or contingency plan  Implement risk mitigation plans  Risk mitigation plans are implemented to facilitate a proactive program to regularly monitor risks and the status and results of risk-handling actions to effectively control and manage risks during the work effort  Best practice elements include revisiting and reevaluating risk status at regular intervals to support the discovery of new risks or new risk-handling options that can require reassessment of risks and re-planning of risk mitigation efforts  Elements also include providing a method for tracking open risk-handling action items to closure, establishing a schedule or period of performance for each risk-handling activity, invoking selected risk-handling options when monitored risks exceed defined thresholds, and providing a continued commitment of resources for each risk mitigation plan  DHS partially met this best practice  Risk monitoring of the TRIO project consisted of reviews performed by DHS and TRIO component officials responsible for risk management and oversight functions  These reviews considered significant risks, risks approaching realization events, and the effect of management intervention on the resolution of risks  These reviews also relied, in part, on data contained in DHS’s risk register, which represents the official repository of TRIO project risks and information on the status of risks and related risk mitigation efforts  However, other aspects of DHS’s efforts to implement risk mitigation plans did not fully adhere to certain elements associated with this best practice  For example, we identified certain issues that raised questions concerning the accuracy of data contained in the risk register, such as (1) the lack of clear markings indicating when the accuracy of data on each risk was last confirmed, including risk records that had not been modified in the previous 3 months, and (2) certain risks for which the estimated risk impact date had already occurred but its status risk according to DHS’s risk register did not reflect that it had been realized and become an issue  In addition, DHS officials stated that IBC did not provide sufficiently detailed, reliable cost and schedule information that could have been used to monitor TRIO project risks more effectively  DHS’s ability to monitor cost, schedule, and other performance metrics was also limited because of the lack of thresholds for management involvement, as noted above  DHS’s implementation of risk monitoring plans was further limited by other issues, including (1) a period of performance for each risk-handling activity, which includes a start date and anticipated completion date to control and monitor risk mitigation efforts, was not always established and (2) an inability to fully track open risk-handling action items to closure existed because of the lack of sufficient detail on specific risk-handling activities in the DHS risk register  According to DHS officials, DHS relied heavily on IBC to manage risks associated with the TRIO project and, in particular, those for which IBC was assigned as the risk owner  They also acknowledged DHS’s responsibility for overseeing IBC’s TRIO project risk management efforts and described various actions taken to address growing concerns regarding IBC’s efforts  For example, DHS created the Joint Risk Management Integrated Project Team, in part, to provide a forum in which IBC could obtain assistance in developing risk responses and discuss DHS’s risk mitigation concerns  Further, to help reduce exposure of underlying risks, DHS offered assistance to IBC’s project management functions, such as developing the integrated master schedule and performing quality control checks on project deliverables  Despite these efforts, DHS officials stated that challenges associated with the IAA structure and terms of the performance work statement with IBC on the TRIO project limited DHS’s visibility into IBC’s overall cost, schedule, and performance controls and ability to oversee IBC’s risk management efforts  For example, they stated that the performance work statement did not specify the level of reporting to be provided by IBC on cost, schedule, and performance in sufficient detail to effectively monitor progress on achieving key project objectives  Further, the limitations to managing risks related to the best practices we assessed as partially met were largely attributable to limitations in DHS and TRIO project guidance and policies  For example, DHS’s Risk Management Planning Handbook and related template for developing risk management plans for projects does not address the need to define thresholds to facilitate review of performance metrics to determine when risks become unacceptable  Also, TRIO project policies did not address the need to periodically revisit consideration of risk sources other than IMS-related milestones, specify periods of performance for specific risk- handling activities, or define an interval for updating and certifying risk statuses  In addition, DHS guidance and TRIO project policies did not describe the need to consider and document risks specifically related to the lack of sufficient, reliable cost and schedule information to properly manage and oversee the project or for timely disposition of risks that its IV&V contractor identified  Further, TRIO project risk management policies and management tools used to implement them address best practice elements such as determination of the costs and benefits of implementing risk mitigation plans, developing contingency plans, and developing specific risk-handling action items  However, these policies do not require, and the risk register was not designed to specifically capture, these elements in documented risk mitigation plans  By not adopting important elements of risk management best practices into project guidance, DHS and the TRIO components increase the risk that potential problems would not be identified before they occur and that activities to mitigate adverse impacts would not be effectively planned and initiated  Although DHS has taken various actions to manage the risks of using IBC for the TRIO project, including some that were consistent with best practices, the TRIO project has experienced challenges raising concerns regarding the extent to which its objectives will be achieved  In connection with these challenges, the TRIO components notified DHS during April 2016 through January 2017 that certain baseline cost and schedule objectives had not been, or were projected to not be, achieved as planned  According to these notifications and DHS officials we interviewed, several key factors and challenges significantly impacted DHS’s and IBC’s ability to achieve TRIO project objectives as intended  In addition, IBC, FIT, and USSM officials identified similar issues impacting the TRIO project  In connection with these challenges, DHS and IBC began contingency planning efforts in January 2017 to identify and assess viable options for improving program performance and addressing key TRIO project priorities  Plans for DHS’s path forward on the TRIO project, as of May 2017, involve significant changes, such as transitioning away from using IBC and a 2-year delay in completing Coast Guard and TSA’s migration to a modernized solution  We grouped the key factors and challenges impacting the TRIO project that DHS, IBC, FIT, and USSM officials and OMB staff identified into five broad categories: (1) project resources, (2) project schedule, (3) complex requirements, (4) project costs, and (5) project management and communications  The key factors and challenges related to each category are summarized below  Project resources: Concerns about IBC’s experience and its capacity to handle a modernization project involving agencies the size of Coast Guard and TSA were identified as significant risks in July 2014, resulting from discovery phase efforts completed prior to DHS and IBC’s entering the implementation phase in August 2014  According to DHS officials, status reports, and other documentation, key TRIO project challenges related to resources included concerns that (1) IBC encountered federal employee hiring challenges and was unable to ramp up and deploy the resources necessary to meet required deliverables, and (2) IBC experienced significant turnover of key stakeholders which adversely impacted its ability to achieve TRIO project objectives  In connection with DHS’s decision to use IBC for the TRIO project, DHS officials told us that DHS relied heavily on OMB and Treasury’s designation of IBC as a federal SSP and their related assessment of IBC’s capacity and experience  DHS officials also told us that DHS relied on FIT’s federal agency migration evaluation model during discovery phase efforts that focused on assessing the functionality of the software rather than assessing IBC’s (1) capacity, experience, and capability; (2) ability to address more complex software configurations and interfaces associated with large agencies; and (3) cost, schedule, and performance metrics  DHS officials stated that issues related to IBC’s capacity and experience represented the most significant challenge impacting the TRIO project  IBC officials acknowledged that IBC was unable to ramp up its resources until after the project had begun and that the IBC project team experienced significant turnover in key leadership and TRIO project positions over the course of the project  IBC officials also acknowledged that during its early efforts on the TRIO project, assigned IBC staff lacked the experience and expertise necessary for managing large-scale projects and, as a result, many of the risks initially identified were not effectively addressed  FIT and USSM officials and OMB staff also acknowledged that resource challenges significantly impacted the TRIO project  A FIT official acknowledged that assessing software functionality, rather than implementation, was emphasized during the discovery process  Although DHS relied on OMB and Treasury’s designation of IBC as a federal SSP, this FIT official also told us that because agencies’ specific needs can vary significantly, agencies are responsible for conducting sufficient due diligence to assess a federal SSP’s ability to meet their requirements  Project schedule: DHS, IBC, FIT, and USSM officials acknowledged that migrating the TRIO components to IBC within original time frames was a significant challenge given the overall magnitude and complexity of the TRIO project  According to DHS officials and TRIO project documentation, DHS identified delays in completing various tasks and milestones including providing design phase technical documentation and design processing proposed change requests; meeting proposed baseline schedules for implementing Coast Guard and TSA on the modernized IBC solution; and achieving initial operating capability requirements and stabilizing the production environment after DNDO’s migration to IBC because of various issues related to reporting, invoice payment processing, contract management processes, and resolving help desk tickets in a timely manner  DHS officials also stated that IBC did not consistently update the IMS to ensure that it accurately reflected all required tasks, the completion status, and the resources required to complete them  Concerns related to meeting milestones and updating the IMS were discussed during periodic status update meetings that included DHS, IBC, OMB, FIT, and USSM officials  IBC and DHS officials acknowledged that processes for communicating and resolving issues were not always efficient and contributed to schedule delays  In addition, in November 2016, USSM noted several concerns based on its review of a draft IMS supporting TSA’s re-planning efforts to go-live in October 2017  USSM’s concerns included an incomplete project scope and schedule and need for additional discovery to determine cost and level of effort, an extremely aggressive schedule with very limited contingencies for the lack of interim checkpoints or oversight on tasks exceeding 30 days, the need for a resource-loaded IMS that incorporates an appropriate level of detail, and the need for an expedited program governance strategy and escalation path that DHS and IBC leadership could use to make program decisions within the time allotted on the schedule  Complex requirements: DHS, IBC, FIT, and USSM officials acknowledged the overall complexity of the TRIO project and that the lack of a detailed understanding of the components’ requirements earlier in the project impacted IBC’s and DHS’s ability to satisfy the requirements as planned  For example, USSM and FIT officials told us that under the shared services model, the approach for onboarding new customers usually involves migrating to a proven configuration of a solution that is already being used by the provider’s existing customers  However, rather than taking this approach, DHS and IBC agreed to implement a more recent version of Oracle Federal Financial software (version 12 2) with integrated contract life cycle and project modules  Under this approach, IBC’s plans included migrating other existing customers to this upgraded environment  USSM officials told us that migrating TRIO components to a new solution that required configuring new software and related applications and developing related interfaces introduced additional complexities that contributed to issues on the TRIO project  According to a FIT official, the functionality of this more recent version of software is very different than that of the version IBC’s existing customers used  This official stated that IBC did not have the needed government personnel with knowledge and experience associated with this new software, a condition that likely contributed to the challenges experienced on the TRIO project  IBC officials acknowledged that IBC’s lack of familiarity with Oracle 12 2 increased the complexity of the TRIO project  In addition, DHS and IBC perspectives on the need for changes differed because of the lack of clarity regarding TRIO project requirements  DHS officials told us that many change requests on the TRIO project reflected the need for required functionality based on previously stated requirements  They also told us that they did not consider DNDO-related requirements to be overly complex when compared to those associated with IBC’s similarly sized customers  However, DHS officials stated that as of June 2017, IBC has not yet met DNDO’s needs to deliver a functioning travel system interface and other requirements  According to IBC officials, TRIO project change requests to address components’ requirements were extensive and included significant customizations to meet unique requirements that were not aligned with the federal shared service model  IBC officials noted additional challenges in addressing TRIO project requirements related to DHS’s efforts to address certain organizational change management and business process reengineering responsibilities  According to IBC officials, in some instances, the TRIO components provided conflicting requirements related to the same process that would have been more consistent had DHS completed more of its business process reengineering efforts prior to providing them to IBC  Project costs: According to the July 2014 discovery report, proposed implementation costs for the TRIO project totaled $89 9 million  However, according to DHS officials and TRIO project documentation, estimated costs significantly increased because of schedule delays, unanticipated complexities, and other challenges  In January 2017, DHS prepared a summary of estimated TRIO project implementation costs associated with its IAA with IBC  According to this summary, estimated IBC-related TRIO project implementation costs through fiscal year 2017 increased by approximately $42 8 million (54 percent) from the $79 2 million provided in the original August 2014 IAA with IBC as a result of modifications required, in part, to address challenges impacting the project  DHS officials also expressed concerns regarding increases in estimated operations and maintenance costs for the IBC solution  For example, according to a December 2016 memorandum to DHS on action items associated with failing to meet the baseline schedule date for initial operational capability, DNDO stated that IBC’s updated projected costs of operations and maintenance of its system were unaffordable  In connection with these costs, DHS officials also stated that IBC determined that separate, rather than shared, help desk resources were required to support the TRIO project because it was significantly different from the solution that IBC’s existing customers used  As a result, the officials indicated that these costs were more than originally expected  However, IBC officials told us that a portion of the increase in help desk- related costs was also due to DNDO employees not using the system properly because they were not sufficiently trained on it before it was implemented  In addition, challenges impacting the TRIO project have contributed to significant changes in the path forward on the project; as a result, the extent to which overall TRIO project modernization costs will be impacted going forward has not yet been determined  Project management and communication: According to DHS officials, various program management-related challenges impacted the TRIO project  For example, they expressed concerns regarding the effectiveness of IBC’s project management efforts including cost, schedule, and change management as well as IBC’s allocation of resources and slow decision-making process  They also stated that DHS provided significant time and resources to make up for fundamental project management activities that were under IBC’s control and not performed  In addition, DHS officials identified limitations associated with (1) poorly defined service level agreements and program performance metrics, (2) poor quality control plan, and (3) the lack of mechanisms for measuring delivery and addressing concerns regarding IBC’s performance  DHS officials told us that although various mechanisms can be used to hold commercial vendors accountable—such as cure notices, quality assurance surveillance plans, and incentives or disincentives to monitor performance—few mechanisms are available to hold federal agency service providers accountable for performance concerns  DHS officials also acknowledged challenges in their project management and communication efforts and identified lessons learned to help improve future efforts, including the need to establish a performance-based contract to determine objective and enforceable activity level metrics; be more prepared for organizational changes; improve vendor, project, and schedule management efforts; better understand SSP resource plans and monitor SSP efforts to help ensure that sufficient resources are secured timely; and centralize program management for financial system modernization functions, rather than continuing with the structure used on the TRIO project—for example, the TRIO project’s program management structure consisted of program management offices at the component level performing cost, schedule, and technical monitoring activities with DHS headquarters’ involvement focused on governance and oversight, resulting in duplicate efforts across components  IBC officials acknowledged challenges concerning IBC’s lack of sufficient resources and turnover, as described above  However, they told us that DHS’s approach to project management often resulted in duplicative meetings and a lengthy decision-making process involving several officials and multiple review and approval processes  According to USSM officials, the TRIO project team focused an unbalanced portion of its efforts on the delivery of technology at the expense of organizational change management, communication management, and other project management areas  For example, the failure to incorporate lessons learned from DNDO’s deployment adversely affected subsequent TRIO project implementation efforts, as change management activities did not address previously encountered risks  An OMB staff member concurred with the lessons learned that DHS identified, including those indicating the need for stronger project management  While the project is ongoing, the OMB staff member noted the importance of DHS having well-defined requirements for the project and better coordination to achieve the desired outcomes  In connection with TRIO project challenges, DHS officials told us that IBC notified DHS in April 2016 that it would not be able to meet the planned October 2016 implementation date for TSA  In response, DHS and IBC established the TSA Replan Tiger Team to perform a detailed assessment of potential courses of action  According to DHS officials, DHS and IBC subsequently took various actions to help address these and other challenges impacting the TRIO project, as summarized below  May 2016: IBC requested additional funding for fiscal year 2016 for 14 additional IBC and contractor personnel to strengthen program coordination and management support  According to DHS officials, DHS provided this requested funding along with additional funding to establish a business integration office to help strengthen cross organizational communication  DHS determined that plans for migrating TSA and Coast Guard to IBC during the first quarter of fiscal years 2017 and 2018, respectively, were not viable  As a result, their planned migrations were each extended an additional year  June 2016: DHS and IBC developed a comprehensive remediation plan to track progress on efforts to resolve numerous issues associated with DNDO’s production environment that continued to hamper its stability since going live in November 2015  According to DHS officials, these issues related to invoice payment and interest accruals, contract life cycle management, reporting, and other activities and have required numerous work-arounds to execute business processes  August to October 2016: DHS, Coast Guard, and IBC determined that a similar replanning effort was needed for Coast Guard’s successful migration to IBC  According to DHS officials, IBC indicated that it was unable to simultaneously provide DNDO production and TSA implementation support while also addressing the complexities related to Coast Guard  DHS officials told us that another Tiger Team established to address Coast Guard issues failed to complete the scope of its charter, and as a result, Coast Guard was forced to assume a minimum of a 2- year delay (rather than the 1-year delay previously determined in May 2016) and that this significantly increased program costs  They further stated that some of the team’s deliverables have not been initiated or remain outstanding as of June 2017  December 2016: IBC communicated to DHS that it cannot support the discovery phase with DHS’s CUBE modernization project  In addition, DHS approved the establishment of a Joint Program Management Office to serve as the overarching program management for DHS financial systems modernization projects  According to DHS officials, using a department-wide approach will enable DHS to more effectively leverage the resources and expertise across all modernization projects  January 2017: IBC communicated to DHS that it cannot support Coast Guard implementation in October 2018, and DHS and IBC established a joint CPWG to assess viable options for improving program performance and addressing stakeholder concerns and key TRIO project priorities  February 2017: DHS and IBC issued a joint memorandum to provide an update on contingency planning discussions  DHS and IBC shared commitments and determinations included (1) stabilizing the DNDO production environment and executing TSA implementation activities, (2) delivering the best value for the government and ensuring mutual success to the greatest extent possible, (3) preserving and protecting the current investment, and (4) making TSA implementation the first priority  In addition, DHS and IBC presented two options as representing the best opportunities for success in improving program performance and addressing stakeholder concerns: (1) continue with the status quo plan for Coast Guard implementation in October 2019, with significant improvements to program management and overall support capability and capacity, or (2) platform replacement  Platform replacement was presented as the preferred path toward meeting the needs of both DHS and IBC  Under this option, DHS and IBC would proceed with TSA implementation and work toward an orderly transition of TRIO components to an alternate service provider, hosting location, or both  March 2017: According to DHS officials, DHS, IBC, and USSM officials met to review certain critical success criteria for TSA’s implementation  Based on these discussions, it was determined that TSA would not go live with IBC in fiscal year 2018 given the high-risk schedule and critical criteria involved and the Coast Guard implementation would also be delayed accordingly  Further, TSA release 3 0 would be delivered in October 2017 or as soon as possible thereafter  In addition, the CPWG would continue working to identify an alternative path forward, and DHS and IBC would identify and evaluate critical transition activities and timelines  April 2017: The CPWG recommended moving away from IBC to a commercial service provider leveraging the cloud as the best course of action to complete TRIO project implementation and as the most fiscally responsible approach from a long-term sustainment and cost perspective  The CPWG’s recommendation was based on its analysis of six options and proposed a transition timeline, including key activities, as shown in figure 3  May 2017: During its May 3, 2017 briefing of the Financial Systems Modernization Executive Steering Committee, DHS indicated that two of the options that the CPWG considered were no longer viable, including the CPWG’s recommendation to transition to a commercial cloud service provider because the software was not yet cloud-ready  DHS ranked the remaining four options using 13 OMB risk factors as selection criteria and determined that migrating the solution to a DHS data center represented the best option going forward  In addition, DHS decided to move forward with discovery efforts related to this option  According to its briefing presentation and DHS officials, the notional timeline of planned key events for the TRIO project included various items, as shown in figure 4  DHS officials indicated that DHS expects to present the findings and recommendations resulting from discovery efforts associated with this new path forward to USSM and OMB for concurrence  As of August 2017, results of this effort were under review by DHS leadership  The TRIO project represents a key element of DHS’s efforts to address long-standing deficiencies in its financial management systems and further improve financial management  Following best practices to manage risks effectively can help provide increased assurance that large, complex projects—such as the TRIO project—will achieve planned objectives  DNDO’s AA process substantially met the four characteristics of a reliable, high-quality AOA process  However, Coast Guard’s and TSA’s AAs substantially met one and partially met three of these four characteristics  Further, DHS did not always follow best practices for managing the risks of using IBC for the TRIO project  As a result, TRIO components faced an increased risk that the solution they chose would not represent the best alternative for meeting their mission needs and that the risks impacting the TRIO project would not be effectively managed to mitigate adverse impacts  In addition, significant challenges have impacted the TRIO project, raising concerns about the extent to which objectives will be achieved as planned  Plans for DHS’s path forward on the TRIO project, as of May 2017, involve significant changes, such as transitioning away from IBC and a 2-year delay in completing Coast Guard’s and TSA’s migration to a modernized solution  Without greater adherence to best practices for analyzing alternatives and managing project risks, DHS continues to face increased risk that its financial management system modernization project will not provide reasonable assurance of achieving its mission objectives  We are making the following two recommendations to DHS: The DHS Under Secretary for Management should develop and implement effective processes and improve guidance to reasonably assure that future AAs fully follow AOA process best practices and reflect the four characteristics of a reliable, high-quality AOA process  (Recommendation 1) The DHS Under Secretary for Management should improve the Risk Management Planning Handbook and other relevant guidance for managing risks associated with financial management system modernization projects to fully incorporate risk management best practices, including defining thresholds to facilitate review of performance metrics to determine when risks become unacceptable; identifying and analyzing risks to include periodically reconsidering risk sources, documenting risks specifically related to the lack of sufficient, reliable cost and schedule information needed to help properly manage and oversee the project, and timely disposition of IV&V contractor-identified risks; developing risk mitigation plans with specific risk-handling activities, the costs and benefits of implementing them, and contingency plans for selected critical risks; and implementing risk mitigation plans to include establishing periods of performance for risk-handling activities and defining time intervals for updating and certifying the accuracy and completeness of information on risks in DHS’s risk register  (Recommendation 2) We provided a draft of this product to DHS and the Department of the Interior for comment  In its comments, reprinted in appendix IV, DHS concurred with our recommendations and provided details on its implementation of the recommendations as discussed below  In addition, DHS provided technical comments, which we incorporated as appropriate  The Department of the Interior only provided technical comments, which we incorporated as appropriate  DHS stated that it remains committed to its financial system modernization program  Specifically, regarding our first recommendation to develop and implement effective processes and improve guidance to reasonably assure that future AAs fully follow AOA process best practices and reflect the four characteristics of a reliable, high-quality AOA process, DHS stated that it agrees that effective processes and guidance are necessary to assure best practices  DHS also stated that it is important to note that the GAO-identified best practices were published more than 2 years after the TRIO components’ AAs were completed  While this is the case, as discussed in our report, these best practices are based on long- standing, fundamental tenets of sound decision making and economic analysis and were identified by compiling and reviewing commonly mentioned AOA policies and guidance that are known to and have been used by government and private sector entities  DHS also stated that it has already implemented this recommendation through its issuance of guidance and instructions in 2016 and that a copy of this additional guidance and instructions was provided to GAO  However, the documentation provided by DHS does not fully address our recommendation  As part of our recommendation follow-up process, we will coordinate with DHS to obtain additional information on its efforts to address our recommendation  With regard to our second recommendation to improve the Risk Management Planning Handbook and other relevant guidance, DHS stated that it concurred and agreed that the Risk Management Planning Handbook required updating to fully incorporate risk management best practices  In addition, DHS described actions it will take, and has taken, to revise and publish an updated handbook  We are sending copies of this report to the appropriate congressional committees, the Acting Secretary of Homeland Security, the DHS Under Secretary for Management, the Acting DHS Chief Financial Officer, the Secretary of the Interior, and the Director of the Interior Business Center  In addition, the report is available at no charge on the GAO website at http://www gao gov  If you or your staffs have any questions about this report, please contact me at (202) 512-9869 or khana@gao gov  Contact points for our Offices of Congressional Relations and Public Affairs may be found on the last page of this report  Key contributors to this report are listed in appendix V  To determine the extent to which the Department of Homeland Security (DHS) followed best practices in analyzing the alternatives used in choosing the preferred alternative for modernizing TRIO components’ financial management systems, we reviewed information that the TRIO components provided as part of their alternatives analysis (AA) process, referred to as the AA body of work, which includes the AA and other supporting documentation that is not specifically included in the AA  In addition, we discussed the DHS AA process with the TRIO components and DHS officials  We evaluated each TRIO component’s AA body of work and assessed this information against the GAO-identified 22 analysis of alternatives (AOA) process best practices  We then scored each AA against those best practices  In appendix II, these GAO- identified best practices are described in detail  Our evaluation comprised the following steps: (1) two GAO analysts separately examined the AA information received for each component, providing a score for each of 18 best practices; (2) a third GAO analyst resolved any differences between the two analysts’ initial scoring; and (3) a GAO specialist on AOA best practices, independent of the audit team, reviewed the team’s AA documentation, scores, and analyses for consistency  The GAO specialist also assessed the four best practices related to cost estimating  We used the average scores for each best practice to determine an overall score for four summary characteristics—well-documented, comprehensive, unbiased, and credible—of a reliable, high-quality AOA process at each TRIO component  Next, we shared our preliminary analysis with the TRIO components and DHS, and requested their technical comments and any additional information for our further consideration  For those characteristics of the AA process that received a score of partially met or below, we met with TRIO component and DHS officials to discuss potential reasons that an AA did not always conform to best practices  Finally, using the same methodology and scoring process explained above, we performed a final assessment based on our preliminary analysis and the comments and additional information received  The best practices were not used to determine whether DHS made the correct decision in selecting Department of the Interior’s Interior Business Center (IBC) to implement the financial management systems modernization solution or whether the TRIO project would have arrived at a different conclusion had it more fully conformed to these best practices  We also reviewed DHS guidance for conducting AOAs and AAs against the GAO-identified 22 AOA process best practices using the same methodology described above for reviewing the TRIO components’ AAs  In the course of applying these best practices to a TRIO component’s AA and to DHS guidance for the AA process, we assessed the reasonableness of the information we collected  We determined that the information from the DHS AA process was sufficiently reliable to use in assessing the TRIO components’ AAs and DHS guidance against these 22 best practices  To determine the key factors, metrics, and processes used by the TRIO components in developing and evaluating DHS’s alternative solutions and final choice for financial system modernization, we reviewed each component’s AA, including a description of (1) the alternatives considered, (2) the market research conducted, (3) the three alternatives evaluated, (4) the selection criteria used and how the criteria were weighted, (5) how each alternative scored against the selection criteria, and (6) the alternative that scored the best according to the component’s evaluation  To determine the extent to which DHS managed the risks of using IBC consistent with risk management best practices, we reviewed DHS’s and TRIO components’ risk management guidance and other documentation supporting their risk management efforts, including risk registers, mitigation plans, status reports, and risk management meeting minutes  We also met with officials to gain an understanding of the key processes and documents used for managing and reporting on TRIO project risks  We assessed the processes against best practices that the Software Engineering Institute (SEI) identified  The practices we selected are fundamental to effective risk management activities  These practices are identified in SEI’s Capability Maturity Model® Integration (CMMI®) for Acquisition, Version 1 3  In particular, the key best practices for preparing for risk management are determine risk sources and categories, define risk parameters, and establish a risk management strategy  The key best practices for identifying and analyzing risks are evaluate, categorize, and prioritize risks  The key best practices for mitigating identified risks are develop risk mitigation plans and implement risk mitigation plans  We applied the criteria from the CMMI risk management process area to determine the extent to which the expected practices were implemented, or future activities were planned for, by the program office  The rating system we used is as follows: (1) meets, or generally satisfies all elements of the specific practice; (2) partially meets, or generally satisfies a portion of specific practice elements; and (3) does not meet, or does not satisfy specific practice elements  In the context of the best practices methodology, we assessed the reliability of TRIO project risk data contained in DHS’s risk register  We interviewed officials on how the risk register was developed and maintained, including key control activities used to provide reasonable assurance of the accuracy of the information reported in the register  We reviewed DHS’s July 2016 risk register and minutes from risk management committee meetings (one meeting per quarter, randomly selected)  Of 120 TRIO project risks on the July 2016 risk register, we found 13 risks with missing data  Of 47 active risks identified, 28 risk records had not been modified in the previous 3 months and the register did not indicate when their accuracy was last confirmed and 35 risks were beyond their indicated impact dates but had not been marked as issues  We concluded that the pervasiveness of these data reliability problems decreased the usefulness of the risk register in connection with managing TRIO project risks  To determine the key factors or challenges that have impacted the TRIO project and DHS’s plans for completing remaining key priorities, we met with DHS, IBC, Office of Financial Innovation and Transformation, and Unified Shared Services Management office officials and Office of Management and Budget staff to obtain their perspectives  In addition, we reviewed documentation provided by these officials, including TRIO project status reports and memorandums, leadership briefings, and other presentations  We conducted this performance audit from March 2016 to September 2017 in accordance with generally accepted government auditing standards  Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives  We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives  Many guides describe an approach to an analysis of alternatives (AOA); however, there is no single set of practices for the AOA process that has been broadly recognized by both the government and private sector entities  GAO has previously identified 22 best practices for an AOA process by (1) compiling and reviewing commonly mentioned AOA policies and guidance used by different government and private sector entities and (2) incorporating experts’ comments on a draft set of practices to develop a final set of practices  These practices are based on longstanding, fundamental tenets of sound decision making and economic analysis  In addition, these practices can be applied to a wide range of activities in which an alternative must be selected from a set of possible options, as well as to a broad range of capability areas, projects, and programs  These practices can provide a framework to help ensure that entities consistently and reliably select the project alternative that best meets mission needs  The guidance below is an overview of the key principles that lead to a successful AOA process and not as a “how to” guide with detailed instructions for each best practice identified  The 22 best practices that GAO identified are grouped into the following five phases: 1  Initialize the AOA process: Includes best practices that are applied before starting the process of identifying, analyzing, and selecting alternatives  This includes determining the mission need and functional requirements, developing the study time frame, creating a study plan, and determining who conducts the analysis  2  Identify alternatives: Includes best practices that help ensure that the alternatives to be analyzed are sufficient, diverse, and viable  3  Analyze alternatives: Includes best practices that compare the alternatives to be analyzed  The best practices in this category help ensure that the team conducting the analysis uses a standard, quantitative process to assess the alternatives  4  Document and review the AOA process: Includes best practices that would be applied throughout the AOA process, such as documenting all steps taken to initialize, identify, and analyze alternatives and to select a preferred alternative in a single document  5  Select a preferred alternative: Includes a best practice that is applied by the decision maker to compare alternatives and to select a preferred alternative  The five phases address different themes of analysis necessary to complete the AOA process, and comprise the beginning of the AOA process (defining the mission needs and functional requirements) through the final step of the AOA process (selecting a preferred alternative)  We also identified four characteristics that relate to a reliable, high-quality AOA process—that the AOA process is well-documented, comprehensive, unbiased, and credible  Table 4 shows the four characteristics and their relevant AOA best practices  Conforming to the 22 best practices helps ensure that the preferred alternative selected is the one that best meets the agency’s mission needs  Not conforming to the best practices may lead to an unreliable AOA process, and the agency will not have assurance that the preferred alternative best meets mission needs  The Department of Homeland Security’s TRIO components—the U S  Coast Guard (Coast Guard), Transportation Security Administration (TSA), and Domestic Nuclear Detection Office (DNDO)—conducted alternatives analyses (AA) during 2012 and 2013 to determine the best alternative for transitioning to a modernized financial management system solution  We evaluated the TRIO components’ AA processes against analysis of alternatives (AOA) best practices GAO identified as necessary characteristics of a reliable, high-quality AOA process (described in app  II)  GAO’s assessment of the extent to which Coast Guard’s, TSA’s, and DNDO’s AAs met each of the 22 best practices is detailed in tables 5, 6, and 7  In addition to the contact named above, James Kernen (Assistant Director), William Brown, Courtney Cox, Eric Essig, Valerie Freeman, Matthew Gardner, Jason Lee, Jennifer Leotta, and Madhav Panwar made key contributions to this report 


Report 2: This report provides background information and potential oversight issues for Congress on the Gerald R  Ford (CVN-78) class aircraft carrier program  The Navy's proposed FY2019 budget requests a total of $2,347 million (i e , about $2 3 billion) in procurement funding for the CVN-78 program  Congress's decisions on the CVN-78 program could substantially affect Navy capabilities and funding requirements and the shipbuilding industrial base  The Navy's FY2020 budget submission also proposed to not fund the mid-life nuclear refueling overhaul (called a Refueling Complex Overhaul, or RCOH) for the aircraft carrier CVN-75 ( Harry S  Truman ), and to instead retire the ship around FY2024 and also deactivate one of the Navy's carrier air wings at about the same time  On April 30, 2019, however, the Administration announced that it was effectively withdrawing this proposal from the Navy's FY2020 budget submission  The Administration now supports funding the CVN-75 RCOH and keeping CVN-75 (and by implication its associated air wing) in service past FY2024  For additional discussion of this withdrawn budget proposal, see Appendix A   For an overview of the strategic and budgetary context in which the CVN-78 class program and other Navy shipbuilding programs may be considered, see CRS Report RL32665, Navy Force Structure and Shipbuilding Plans: Background and Issues for Congress , by Ronald O'Rourke  The Navy's current aircraft carrier force consists of 11 nuclear-powered ships, including 10 Nimitz-class ships (CVNs 68 through 77) that entered service between 1975 and 2009, and one Gerald R  Ford (CVN-78) class ship that was commissioned into service on July 22, 2017  10 U S C  8062(b) requires the Navy to maintain a force of not less than 11 operational aircraft carriers  The requirement for the Navy to maintain not less than a certain number of operational aircraft carriers was established by Section 126 of the FY2006 National Defense Authorization Act ( H R  1815 / P L  109-163 of January 6, 2006), which set the number at 12 carriers  The requirement was changed from 12 carriers to 11 carriers by Section 1011(a) of the FY2007 John Warner National Defense Authorization Act ( H R  5122 / P L  109-364 of October 17, 2006)  10 U S C  8062(e), which was added by Section 1042 of the FY2017 National Defense Authorization Act ( S  2943 / P L  114-328 of December 23, 2016), requires the Navy to maintain a minimum of nine carrier air wings  In December 2016, the Navy released a force-level goal for achieving and maintaining a fleet of 355 ships, including 12 aircraft carriers —one more than the minimum of 11 carriers required by 10 U S C  8062(b)  This was the first Navy force-level goal to call for 12 (rather than 11) carriers since a 2002-2004 Navy force-level goal for a fleet of 375 ships  Given the time needed to build a carrier and the projected retirement dates of existing carriers, increasing the carrier force from 11 ships to 12 ships on a sustained basis would take a number of years: Procuring carriers on 3-year centers—that is, procuring one carrier every three years—would achieve a 12-carrier force on a sustained basis by about 2030, unless the service lives of one or more existing carriers were substantially extended  Procuring carriers on 3 5-year centers (i e , a combination of 3- and 4-year centers) would achieve a 12-carrier force on a sustained basis no earlier than about 2034, unless the service lives of one or more existing carriers were substantially extended  Procuring carriers on 4-year centers would achieve a 12-carrier force on a sustained basis by about 2063—almost 30 years later than under 3 5-year centers—unless the service lives of one or more existing carriers were substantially extended  Under the Navy's FY2020 30-year shipbuilding plan, as under the Navy's FY2019 30-year shipbuilding plan, carrier procurement would shift from 5-year centers to 4-year centers after the procurement of CVN-82 in FY2028, and a 12-carrier force would be achieved on a sustained basis in the 2060s  The projected size of the carrier force in the Navy's FY2020 30-year (FY2020-FY2049) shipbuilding plan reflected the Navy's now-withdrawn FY2020 budget proposal to not fund the RCOH for the aircraft carrier CVN-75 ( Harry S  Truman ), and to instead retire the ship around FY2024  With the withdrawal of this budget proposal, the projected size of the carrier force is now, for the period FY2022-FY2047, one ship higher than what is shown in the Navy's FY2020 budget submission  The newly adjusted force-level projection, reflecting the withdrawal of the proposal to retire CVN-75 around FY2024, is as follows: The force is projected to include 11 ships in FY2020-FY2021, 12 ships in FY2022-FY2024, 11 ships in FY2025-FY2026, 10 ships in FY2027, 11 ships in FY2028-FY2039, 10 ships in FY2040, 11 ships in FY2041, 10 ships in FY2042-FY2044, 11 ships in FY2045, 10 ships in FY2046-FY2047, 9 ships in FY2048, and 10 ships in FY2049  Under incremental funding, some of the funding needed to fully fund a ship is provided in one or more years after the year in which the ship is procured  In recent years, Congress has authorized DOD to use incremental funding for procuring certain Navy ships, most notably aircraft carriers: Section 121 of the FY2007 John Warner National Defense Authorization Act ( H R  5122 / P L  109-364 of October 17, 2006) granted the Navy the authority to use four-year incremental funding for CVNs 78, 79, and 80  Under this authority, the Navy could fully fund each of these ships over a four-year period that includes the ship's year of procurement and three subsequent years  Section 124 of the FY2012 National Defense Authorization Act ( H R  1540 / P L  112-81 of December 31, 2011) amended Section 121 of P L  109-364 to grant the Navy the authority to use five-year incremental funding for CVNs 78, 79, and 80  Since CVN-78 was fully funded in FY2008-FY2011, the provision in practice applied to CVNs 79 and 80  Section 121 of the FY2013 National Defense Authorization Act ( H R  4310 / P L  112-239 of January 2, 2013) amended Section 121 of P L  109-364 to grant the Navy the authority to use six-year incremental funding for CVNs 78, 79, and 80  Since CVN-78 was fully funded in FY2008-FY2011, the provision in practice applies to CVNs 79 and 80  Section 121(c) of the John S  McCain National Defense Authorization Act for Fiscal Year 2019 ( H R  5515 / P L  115-232 of August 13, 2018) authorized incremental funding to be used for making payments under the two-ship block buy contract for the construction of CVN-80 and CVN-81  This provision does not limit the total number of years across which incremental funding may be used to procure either ship  All U S  aircraft carriers procured since FY1958 have been built by Huntington Ingalls Industries/Newport News Shipbuilding (HII/NNS), of Newport News, VA  HII/NNS is the only U S  shipyard that can build large-deck, nuclear-powered aircraft carriers  The aircraft carrier construction industrial base also includes roughly 2,000 supplier firms in 46 states  The Gerald R  Ford (CVN-78) class carrier design ( Figure 1 ) is the successor to the Nimitz -class carrier design  The Ford -class design uses the basic Nimitz -class hull form but incorporates several improvements, including features permitting the ship to generate more aircraft sorties per day, more electrical power for supporting ship systems, and features permitting the ship to be operated by several hundred fewer sailors than a Nimitz -class ship, reducing 50-year life-cycle operating and support (O&S) costs for each ship by about $4 billion compared to the Nimitz -class design, the Navy estimates  Navy plans call for procuring at least four Ford-class carriers—CVN-78, CVN-79, CVN-80, and CVN-81  CVN-78, which was named Gerald R  Ford in 2007, was procured in FY2008  The Navy's proposed FY2020 budget estimates the ship's procurement cost at $13,084 0 million (i e , about $13 1 billion) in then-year dollars  The ship received advance procurement (AP) funding in FY2001-FY2007 and was fully funded in FY2008-FY2011 using congressionally authorized four-year incremental funding  To help cover cost growth on the ship, the ship received an additional $1,394 9 million in FY2014-FY2016 and FY2018 cost-to-complete procurement funding  (This $1,394 9 million is included in the above-mentioned estimated procurement cost of $13,084 0 million ) The ship was delivered to the Navy on May 31, 2017, and was commissioned into service on July 22, 2017  The Navy is currently working to complete construction, testing, and certification of the ship's 11 weapons elevators  CVN-79, which was named John F  Kennedy on May 29, 2011, was procured in FY2013  The Navy's proposed FY2020 budget estimates the ship's procurement cost at $11,327 4 million (i e , about $11 3 billion) in then-year dollars  The ship received AP funding in FY2007-FY2012, and was fully funded in FY2013-FY2018 using congressionally authorized six-year incremental funding  The ship is being built with an improved shipyard fabrication and assembly process that incorporates lessons learned from the construction of CVN-78  A key aim of this improved process is to substantially reduce the real (i e , inflation-adjusted) construction cost of CVN-79 compared to that of CVN-78  CVN-79 is scheduled for delivery to the Navy in September 2024  CVN-80 ( Enterprise ) and CVN-81 (not yet named) are being procured under a two-ship block buy contract that was authorized by Section 121(a)(2) of the John S  McCain National Defense Authorization Act for Fiscal Year 2019 ( H R  5515 / P L  115-232 of August 13, 2018)  The provision permitted the Navy to add CVN-81 to the existing contract for building CVN-80 after the Department of Defense (DOD) made certain certifications to Congress  DOD made the certifications on December 31, 2018, and the Navy announced the award of the contract on January 31, 2019  Compared to the estimated procurement costs for CVN-80 and CVN-81 in the Navy's FY2019 budget submission, the Navy estimates under its FY2020 budget submission that the two-ship block buy contract will reduce the cost of CVN-80 by $246 6 million and the cost of CVN-81 by $2,637 3 million, for a combined reduction of $2,883 9 million (i e , about $2 9 billion)  (DOD characterizes the combined reduction as "nearly $3 billion " ) Using higher estimated baseline costs for CVN-80 and CVN-81 taken from a December 2017 Navy business case analysis, the Navy estimates under its FY2020 budget submission that the two-ship contract will reduce the cost of CVN-80 by $770 9 million and the cost of CVN-81 by $3,086 3 million, for a combined reduction of $3,857 2 million (i e , about $3 9 billion)  (DOD characterizes the combined reduction as $4 billion ) These figures are all expressed in then-year dollars, meaning dollars that are not adjusted for inflation  Regarding the difference between a savings of about $2 9 billion from the figures in the Navy's FY2019 budget submission and a savings of about $3 9 billion from the December 2017 Navy business case analysis, a February 5, 2019, press report quoted a Navy spokesman as stating that the Navy's FY2019 budget submission "already accounted for at least $1B [$1 billion] of potential savings, a two-CVN buy would save an additional $3B [$3 billion] " This suggests that the Navy, in preparing its FY2019 budget submission, may have anticipated that it would receive from Congress authority for implementing some kind of combined purchase (such as, perhaps, a combined purchase of materials) for CVN-80 and CVN-81  For additional background information on the two-ship block buy contract, see Appendix B   CVN-80, which was named Enterprise on December 1, 2012, was procured in FY2018  The Navy's proposed FY2020 budget estimates the ship's procurement cost at $12,335 1 million (i e , about $12 3 billion) in then-year dollars  The ship received AP funding in FY2016 and FY2017, and the Navy plans to fully fund the ship in FY2018-FY2025 using incremental funding authorized by Section 121(c) of P L  115-232   The Navy's proposed FY2020 budget requests $1,062 0 million in procurement funding for the ship  The ship is scheduled for delivery to the Navy in March 2028  Prior to the awarding of the two-ship block buy contract, CVN-81, which has not yet been named, was scheduled to be procured in FY2023  Following the awarding of the two-ship block buy contract, the Navy has chosen to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020 (as opposed to a ship that was procured in FY2019)  The Navy's FY2020 budget submission estimates the ship's procurement cost at $12,450 7 million (i e , about $12 5 billion) in then-year dollars  The Navy plans to fully fund the ship beginning in FY2019 and extending beyond FY2026 using incremental funding authorized by Section 121(c) of P L  115-232   The Navy's proposed FY2020 budget requests $1,285 0 million in procurement funding for the ship  The ship is scheduled for delivery to the Navy in February 2032  Table 1 shows procurement funding for CVNs 78, 79, 80, and 81 through FY2026+ (meaning FY2026 and some number of years after FY2026)  Congress has established procurement cost caps for CVN-78 class aircraft carriers: Section 122 of the FY2007 John Warner National Defense Authorization Act ( H R  5122 / P L  109-364 of October 17, 2006) established a procurement cost cap for CVN-78 of $10 5 billion, plus adjustments for inflation and other factors, and a procurement cost cap for subsequent Ford-class carriers of $8 1 billion each, plus adjustments for inflation and other factors  The conference report ( H Rept  109-702 of September 29, 2006) on P L  109-364 discusses Section 122 on pages 551-552  Section 121 of the FY2014 National Defense Authorization Act ( H R  3304 / P L  113-66 of December 26, 2013) amended the procurement cost cap for the CVN-78 program to provide a revised cap of $12,887 0 million for CVN-78 and a revised cap of $11,498 0 million for each follow-on ship in the program, plus adjustments for inflation and other factors (including an additional factor not included in original cost cap)  Section 122 of the FY2016 National Defense Authorization Act ( S  1356 / P L  114-92 of November 25, 2015) further amended the cost cap for the CVN-78 program to provide a revised cap of $11,398 0 million for each follow-on ship in the program, plus adjustment for inflation and other factors, and with a new provision stating that, if during construction of CVN-79, the Chief of Naval Operations determines that measures required to complete the ship within the revised cost cap shall result in an unacceptable reduction to the ship's operational capability, the Secretary of the Navy may increase the CVN-79 cost cap by up to $100 million (i e , to $11 498 billion)  If such an action is taken, the Navy is to adhere to the notification requirements specified in the cost cap legislation  Section 121(a) of the FY2018 National Defense Authorization Act ( H R  2810 / P L  115-91 of December 12, 2017) further amended the cost cap for the CVN-78 program to provide a revised cap of $12,568 0 million for CVN-80 and subsequent ships in the program, plus adjustment for inflation and other factors  (The cap for CVN-79 was kept at $11,398 0 million, plus adjustment for inflation and other factors ) The provision also amended the basis for adjusting the caps for inflation, and excluded certain costs from being counted against the caps  In an August 2, 2017, letter to the congressional defense committees, then-Acting Secretary of the Navy Sean Stackley notified the committees that under subsection (b)(7) of Section 122 of P L  114-92 as amended by Section 121 of P L  113-66 —a subsection allowing increases to the cost cap for CVN-78 for "the amounts of increases or decreases in costs of that ship that are attributable solely to an urgent and unforeseen requirement identified as a result of the shipboard test program"—he had increased the cost cap for CVN-78 by $20 million, to $12,907 0 million  In a May 8, 2018, letter to the congressional defense committees, Secretary of the Navy Richard Spencer notified the committees that under subsections (b)(6) and (b)(7) of Section 122 of P L  114-92 as amended by Section 121 of P L  113-66 —subsections allowing increases to the cost cap for CVN-78 for "the amounts of increases or decreases to cost required to correct deficiencies that may affect the safety of the ship and personnel or otherwise preclude the ship from safe operation and crew certification" and for "the amounts of increases or decreases in costs of CVN 78 that are attributable solely to an urgent and unforeseen requirement identified as a result of the shipboard test program," respectively—he had increased the cost cap for CVN-78 by $120 million, to $13,027 million  Table 2 shows changes in the estimated procurement costs of CVNs 78, 79, 80, and 81 since the budget submission for FY2008—the year of procurement for CVN-78  The Navy's FY2020 budget submission proposed to not fund the mid-life nuclear refueling overhaul (called a Refueling Complex Overhaul, or RCOH) for the aircraft carrier CVN-75 ( Harry S  Truman ), and to instead retire the ship around FY2024 and also deactivate one of the Navy's carrier air wings at about the same time  On April 30, 2019, however, the Administration announced that it was effectively withdrawing this proposal from the Navy's FY2020 budget submission  The Administration now supports funding the CVN-75 RCOH and keeping CVN-75 (and by implication its associated air wing) in service past FY2024  For additional discussion of this withdrawn budget proposal, see Appendix A   One issue for Congress concerns DOD's decision to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020, instead of a ship that was procured in FY2019  Grounds for showing CVN-81 as a ship that was procured in FY2019 would include the following: Within Section 121 of the John S  McCain National Defense Authorization Act for Fiscal Year 2019 ( H R  5515 / P L  115-232 of August 13, 2018)—the provision that authorized the two-ship block buy contract for CVN-80 and CVN-81—subsection (a)(1) specifically authorizes a contract for the procurement of CVN-81 "beginning with the fiscal year 2019 program year " The header for subsection (a)(1) is "Procurement Authorized " Consistent with Section 121(a)(1), the funding table for the Navy's shipbuilding account in the conference report ( H Rept  115-874 of July 25, 2018) on H R  5515 shows a quantity of "1" in line 002 of the FY2019 SCN (Shipbuilding and Conversion, Navy) appropriation account  Line 002 is the line item for procurement (not advance procurement [AP]) funding for the CVN-78 program  A notation in the table for line 002 states that the procurement funding authorized for this line item is for "Authorize CVN81—One ship " The funding table does not authorize any funding for line 003 of the FY2019 SCN account—the line item for AP funding for the CVN-78 program  (AP funding is funding for the procurement of a ship to be procured in a future fiscal year ) Consistent with the two above points, the paragraph in the FY2019 DOD appropriations act (Division A of H R  6157 / P L  115-245 of September 28, 2018) that makes appropriations for the SCN account makes procurement (not AP) appropriations for the CVN-78 program  This paragraph also states that "the funds made available by this Act for the Carrier Replacement Program (CVN-80) may be available to modify or enter into a new contract for the procurement of a Ford-class aircraft carrier designated CVN–81 pursuant to section 121 of the John S  McCain National Defense Authorization Act for Fiscal Year 2019 " Consistent with this bill language, the funding table for the SCN account in the joint explanatory statement for H R  6157 shows that this funding was provided for line 2 of the FY2019 SCN account (CVN-78 program procurement funding), not line 3 of the FY2019 SCN account (CVN-78 program AP funding)  Consistent with all of the above points (and as reflected in Table 1 of this CRS report), the Navy's FY2020 budget submission shows the $618 million in FY2019 funding for CVN-81 as full funding (meaning funding for a procured ship), rather than AP funding (meaning funding for a ship to be procured in a future fiscal year)  DOD's decision to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020, instead of a ship that was procured in FY2019, affects the comparison of numbers of ships procured in FY2019 and FY2020  If DOD had decided to show CVN-81 in its FY2020 budget submission as a ship that was procured in FY2019, then the total number of ships procured in FY2019 would be 14, and the total number requested for FY2020 would be 11—3 ships, or 21%, fewer than the FY2019 total of 14  Showing CVN-81 in the FY2020 budget submission as an FY2020 ship changes the FY2019 and FY2020 totals to 13 ships and 12 ships, respectively, making number FY2020 closer to the FY2019 number  DOD's decision to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020, instead of a ship that was procured in FY2019, also affects the aircraft carrier procurement profile shown in the Navy's FY2020 30-year (FY2020-FY2049) 30-year shipbuilding plan  If DOD had decided to show CVN-81 in its FY2020 budget submission as a ship that was procured in FY2019, the ship-procurement table in the 30-year plan would show the procurement of no carriers for the first eight years (FY2020-FY2027) of the 30-year period  Showing CVN-81 in the FY2020 budget submission as an FY2020 ship changes the presentation to show the procurement of an aircraft carrier in the first year of the 30-year period  Potential oversight questions for Congress include the following: Compliance with c ongressional intent   Is DOD's decision to show CVN-81 as a ship to be procured in FY2020, rather than as a ship that was procured in FY2019, consistent with congressional intent as shown in bill and report language for P L  115-232 and P L  115-245 ? Can DOD's decision be viewed as a challenge to Congress's Article 1 power to authorize and appropriate funds for the construction of Navy ships? If DOD's decision regarding the year of procurement for CVN-81 is accepted, would this set a precedent for the executive branch regarding its future compliance with Congressional decisions for authorizing and funding of other federal programs? Executability of FY2019 procurement funds for CVN-81  FY2019 SCN-account funding for the CVN-78 program was appropriated by Congress, and shows in the Navy's FY2020 budget-justification books, as procurement funding (meaning funding for one or more procured ships) rather than AP funding (meaning funding for one or more ships to be procured in a future fiscal year)  If CVN-81 is accepted as a ship to be procured in FY2020, what implications, if any, might that have for the executability of the $618 million in FY2019 procurement (as opposed to AP) funds for CVN-81 shown in the Navy's FY2020 budget submission (as reflected in Table 1 of this CRS report)? Executability of CVN-81 during portion of FY2020 under a CR  Navy officials have testified that if the Navy operates under a continuing resolution (CR) for some part of FY2020, then absent a special legislative provision in the CR known as an anomaly, the Navy during that period likely would not be able to proceed with CVN-81, because CRs typically prevent year-to-year quantity increases in procurement programs, and treating CVN-81 as a ship to be procured in FY2020 would mean that the CVN-78 program would have a year-to-year quantity increase of zero ships in FY2019 followed by one ship in FY2020  If work on CVN-81 were to not proceed for some part of FY2020 because the Navy during that period were to operate under a CR, what impact would that have on the implementation and status of the two-ship contract for building CVN-80 and CVN-81? FY2019 and FY2020 numbers of ships procured and 30-year shipbuilding plan  What effect, if any, did considerations regarding the comparison of numbers of ships procured in FY2019 and FY2020 and the aircraft carrier procurement profile during the initial years of the 30-year shipbuilding plan have on DOD's decision to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020, instead of a ship that was procured in FY2019? Treatment in FY2020 legislation  Since P L  115-232 shows CVN-81 as authorized in FY2019, how should the House and Senate Armed Services committees act on the request in the Navy's FY2020 budget submission to authorize an aircraft carrier in FY2020? If the FY2020 national defense authorization act authorizes the procurement of an aircraft carrier in FY2020, and the authorization for the procurement of an aircraft carrier in FY2019 were not rescinded, would that create confusion as to whether the ship being authorized in FY2020 was CVN-81 or CVN-82, the latter being a ship currently planned for procurement in FY2028? If the FY2019 authorization for CVN-81 were rescinded, what implications, if any, would that have for the implementation of Section 121 of P L  115-232 , including the award of the two-carrier contract on January 31, 2019 (i e , during FY2019)? Another issue for Congress concerns the Navy's decision, as part of its FY2020 budget submission, to not accelerate the scheduled procurement of CVN-82 from FY2028 to an earlier fiscal year  The Navy's FY2020 budget submission shows that, as a result of the two-carrier contract, the scheduled delivery date for CVN-81 has been accelerated by seven months, to February 2032, compared to September 2032 in the Navy's FY2019 budget submission  The scheduled year of procurement for CVN-82 has not been changed—in the Navy's FY2020 budget submission, it shows as a ship to be procured in FY2028, as it did in the Navy's FY2019 budget submission  The accelerated delivery date for CVN-81, combined with the unchanged year of procurement for CVN-82, suggests that the interval between the construction of CVN-81 and construction of CVN-82 has been increased by something like seven months  Other things held equal, this increased interval could result in increased loss of learning in shifting from construction of CVN-81 to construction of CVN-82, and possibly in reduced spreading of shipyard fixed overhead costs during the construction of CVN-82  Both of these effects could increase the procurement cost of CVN-82  Potential oversight questions for Congress include the following: What impact, if any, will the accelerated delivery of CVN-81 under the two-carrier contract, combined with the unchanged year of procurement for CVN-82, have on the procurement cost of CVN-82? How might the procurement cost of CVN-82 change in real (i e , inflation-adjusted) terms if its year of procurement were accelerated to an earlier year, such as FY2027? Another issue for Congress is whether to approve, reject, or modify the Navy's FY2020 procurement funding requests for CVN-78 program  In assessing this question, Congress could consider various factors, including whether the Navy has properly scheduled and accurately priced the work it is proposing to do on the CVN-78 program in FY2020, particularly in the context of implementing the two-carrier contract for CVN-80 and CVN-81  Another issue for Congress concerns the date for achieving the Navy's 12-ship force-level goal for aircraft carriers  As noted earlier, under the Navy's FY2020 30-year shipbuilding plan, carrier procurement would shift from 5-year centers to 4-year centers after the procurement of CVN-82 in FY2028, and a 12-carrier force would be achieved on a sustained basis in the 2060s  As also noted earlier, shifting carrier procurement to 3- or 3 5-year centers could achieve a 12-carrier fleet as soon as the 2030s, unless the service lives of one or more existing carriers were substantially extended  Other things held equal, procuring carriers on 3- or 3 5-year centers rather than 4-year centers would increase Navy funding requirements during the period of the 30-year shipbuilding plan for procuring aircraft carriers and for operating and supporting a 12-carrier force rather than a force of 11 or fewer carriers  For the past several years, cost growth in the CVN-78 program, Navy efforts to stem that growth, and Navy efforts to manage costs so as to stay within the program's cost caps have been continuing oversight issues for Congress on the CVN-78 program  As shown in Table 2 , the estimated procurement costs of CVN-78, CVN-79, and CVN-80 have grown 24 7%, 23 2%, and 15 1%, respectively, since the submission of the FY2008 budget  Cost growth on CVN-78 required the Navy to program $1,394 9 million in cost-to-complete procurement funding for the ship in FY2014-FY2016 and FY2018 (see Table 1 )  As also shown in Table 2 , however, cost growth on CVN-78, CVN-79, and CVN-80 more or less stopped in FY2013 and FY2014: while the estimated cost of CVN-78 grew considerably between the FY2008 budget (the budget in which CVN-78 was procured) and the FY2014 budget, since the FY2014 budget, it has grown by only a small amount (about 2%); while the estimated cost of CVN-79 grew considerably between the FY2008 budget and the FY2013 budget (in part because the procurement date for the ship was deferred by one year in the FY2010 budget), since the FY2013 budget it has declined by a small amount (less than 1%); and while the estimated cost of CVN-80 grew considerably between the FY2008 budget and the FY2013 budget (in part because the procurement date for the ship was deferred by two years in the FY2010 budget), since the FY2013 budget it has declined by about 11%  Section 128 of the FY2016 National Defense Authorization Act ( S  1356 / P L  114-92 of November 25, 2015) states the following: SEC  128  Limitation on availability of funds for U S S  John F  Kennedy (CVN–79)  (a) Limitation —Of the funds authorized to be appropriated by this Act or otherwise made available for fiscal year 2016 for procurement for the U S S  John F  Kennedy (CVN–79), $100,000,000 may not be obligated or expended until the date on which the Secretary of the Navy submits to the congressional defense committees the certification under subsection (b)(1) or the notification under paragraph (2) of such subsection, as the case may be, and the reports under subsections (c) and (d)     (c) Report on costs relating to CVN–79 and CVN–80 — (1) IN GENERAL —Not later than 90 days after the date of the enactment of this Act, the Secretary of the Navy shall submit to the congressional defense committees a report that evaluates cost issues related to the U S S  John F  Kennedy (CVN–79) and the U S S  Enterprise (CVN–80)  (2) ELEMENTS —The report under paragraph (1) shall include the following: (A) Options to achieve ship end cost of no more than $10,000,000,000  (B) Options to freeze the design of CVN–79 for CVN–80, with exceptions only for changes due to full ship shock trials or other significant test and evaluation results  (C) Options to reduce the plans cost for CVN–80 to less than 50 percent of the CVN–79 plans cost  (D) Options to transition all non-nuclear Government-furnished equipment, including launch and arresting equipment, to contractor-furnished equipment  (E) Options to build the ships at the most economic pace, such as four years between ships  (F) A business case analysis for the Enterprise Air Search Radar modification to CVN–79 and CVN–80  (G) A business case analysis for the two-phase CVN–79 delivery proposal and impact on fleet deployments  Section 126 of the FY2017 National Defense Authorization Act ( S  2943 / P L  114-328 of December 23, 2016) states the following: SEC  126  Limitation on availability of funds for procurement of U S S  Enterprise (CVN–80)  (a) Limitation —Of the funds authorized to be appropriated by this Act or otherwise made available for fiscal year 2017 for advance procurement or procurement for the U S S  Enterprise (CVN–80), not more than 25 percent may be obligated or expended until the date on which the Secretary of the Navy and the Chief of Naval Operations jointly submit to the congressional defense committees the report under subsection (b)  (b) Initial report on CVN–79 and CVN–80 —Not later than December 1, 2016, the Secretary of the Navy and the Chief of Naval Operations shall jointly submit to the congressional defense committees a report that includes a description of actions that may be carried out (including de-scoping requirements, if necessary) to achieve a ship end cost of— (1) not more than $12,000,000,000 for the CVN–80; and (2) not more than $11,000,000,000 for the U S S  John F  Kennedy (CVN–79)  (c) Annual report on CVN–79 and CVN–80 — (1) IN GENERAL —Together with the budget of the President for each fiscal year through fiscal year 2021 (as submitted to Congress under section 1105(a) of title 31, United States Code) the Secretary of the Navy and the Chief of Naval Operations shall submit a report on the efforts of the Navy to achieve the ship end costs described in subsection (b) for the CVN–79 and CVN–80  (2) ELEMENTS —The report under paragraph (1) shall include, with respect to the procurement of the CVN–79 and the CVN–80, the following: (A) A description of the progress made toward achieving the ship end costs described in subsection (b), including realized cost savings  (B) A description of low value-added or unnecessary elements of program cost that have been reduced or eliminated  (C) Cost savings estimates for current and planned initiatives  (D) A schedule that includes— (i) a plan for spending with phasing of key obligations and outlays; (ii) decision points describing when savings may be realized; and (iii) key events that must occur to execute initiatives and achieve savings  (E) Instances of lower Government estimates used in contract negotiations  (F) A description of risks that may result from achieving the procurement end costs specified in subsection (b)  (G) A description of incentives or rewards provided or planned to be provided to prime contractors for meeting the procurement end costs specified in subsection (b)  Section 121(b) of the FY2018 National Defense Authorization Act ( H R  2810 / P L  115-91 of December 12, 2017) states the following: SEC  121  Aircraft carriers      (b) Waiver on limitation of availability of funds for CVN–79 —The Secretary of Defense may waive subsections (a) and (b) of section 128 of the National Defense Authorization Act for Fiscal Year 2016 (Public Law 114–92; 129 Stat  751) after a period of 60 days has elapsed following the date on which the Secretary submits to the congressional defense committees a written notification of the intent of the Secretary to issue such a waiver  The Secretary shall include in any such notification the following: (1) The rationale of the Secretary for issuing the waiver  (2) The revised test and evaluation master plan that describes when full ship shock trials will be held on Ford-class aircraft carriers  (3) A certification that the Secretary has analyzed and accepted the operational risk of the U S S  Gerald R  Ford deploying without having conducted full ship shock trials, and that the Secretary has not delegated the decision to issue such waiver  Sources of risk of cost growth on CVN-78 included, among other things, certain new systems to be installed on CVN-78 whose development, if delayed, could delay the completion of the ship  These systems included a new type of aircraft catapult called the Electromagnetic Launch System (EMALS), a new aircraft arresting system called the Advanced Arresting Gear (AAG), and the ship's primary radar, called the Dual Band Radar (DBR)  Congress has followed these and other sources of risk of cost growth for years  In July 2016, the DOD Inspector General issued a report critical of the Navy's management of the AAG development effort  In January 2017, it was reported that after conducting a review of potential alternative systems, the Navy had decided to continue stay with its plan to install EMALs and AAG on the first three Ford-class carriers  Section 125 of the FY2017 National Defense Authorization Act ( S  2943 / P L  114-328 of December 23, 2016) limited the availability of funds for the AAG program until certain conditions are met  Navy officials have stated that they are working to control the cost of CVN-79 by equipping the ship with a less expensive primary radar, by turning down opportunities to add features to the ship that would have made the ship more capable than CVN-78 but would also have increased CVN-79's cost, and by using a build strategy for the ship that incorporates improvements over the build strategy that was used for CVN-78  These build-strategy improvements, Navy officials have said, include the following items, among others: achieving a higher percentage of outfitting of ship modules before modules are stacked together to form the ship; achieving "learning inside the ship," which means producing similar-looking ship modules in an assembly line-like series, so as to achieve improved production learning curve benefits in the production of these modules; and more economical ordering of parts and materials including greater use of batch ordering of parts and materials, as opposed to ordering parts and materials on an individual basis as each is needed  For additional background information on cost growth in the CVN-78 program, Navy efforts to stem that growth, and Navy efforts to manage costs so as to stay within the program's cost caps, see Appendix C and Appendix D   Another oversight issue for Congress concerns Navy efforts to complete the construction, testing, and certification of the weapons elevators on CVN-78  (The ship's weapons elevators transport missiles and bombs from the ship's weapon magazines to the ship's flight deck, so that they can be loaded onto aircraft that are getting ready to take off from the ship ) A November 2, 2018, press report states the following: The $13 billion Gerald R  Ford aircraft carrier, the U S  Navy's costliest warship, was delivered last year without elevators needed to lift bombs from below deck magazines for loading on fighter jets  Previously undisclosed problems with the 11 elevators for the ship built by Huntington Ingalls Industries Inc  add to long-standing reliability and technical problems with two other core systems—the electromagnetic system to launch planes and the arresting gear to catch them when they land  The Advanced Weapons Elevators, which are moved by magnets rather than cables, were supposed to be installed by the vessel's original delivery date in May 2017  Instead, final installation was delayed by problems including four instances of unsafe "uncommanded movements" since 2015, according to the Navy  While progress was being made on the carrier's other flawed systems, the elevator is "our Achilles heel," Navy Secretary Richard Spencer told reporters in August without providing details     The Navy says that the first carrier will be fully combat-capable, including the elevators, by July—the end of its current 12-month pier-side shakedown period in Virginia  Navy weapons buyer James Geurts cited what he called "considerable progress" on the Ford, including on the elevators, in a July 6 memo to Pentagon acquisition head Ellen Lord  The Navy in May requested permission from Congress in May to increase the Ford's cost cap by $120 million, partly to fix elevator issues "to preclude any effect on the safety of the ship and personnel " The safety issues related to the uncommanded movements, the Navy said in an email     Beci Brenton, a spokeswoman for Newport News, Virginia-based Huntington Ingalls, said "all the elevators are installed " She said the weapons elevator is among "the most advanced technologies being incorporated into" the carrier and "its completion has been delayed due to a number of first-in-class issues," Brenton said  "We are committed to working through the remaining technical challenges," she said  William Couch, a spokesman for the Naval Sea Systems Command, said the elevators are "in varying levels of construction and testing " Six are far enough along to be operated by the shipbuilder, and testing has started on two of those, he said  All 11 "should have been completed and delivered with the ship delivery," according to Couch  He said the contractor has corrected "all issues," including the "four uncommanded movements over the last three years that were discovered during the building, operational grooming, or testing phases "    A November 2010 program on PBS's "Nova" science series extolled the "Elevator of Tomorrow" being developed by Federal Equipment Co , a Cincinnati-based subcontractor to Huntington Ingalls  Doug Ridenour, president of Federal Equipment Co , said the elevator's key technologies "have been consistently demonstrated for years" in a test unit in the company's plant and any programming or software-related issues have been fixed  But "shipboard integration involves many other technology insertions not controlled by" his company, he said  At a November 27, 2018, hearing on Navy shipbuilding programs before the Seapower subcommittee of the Senate Armed Services Committee, the following exchange occurred: SENATOR TIM KAINE (continuing): There have been challenges with the advanced weapons elevators on the CVN, some of the technical difficult[ies] seem similar to those that were experienced earlier on both the [aircraft] launch and arresting systems  I think that the Navy put together independent review teams to tackle those issues and provide solutions  Are we at a point where that may be needed on the weapons elevators or are we in a position where we think the progress on the weapons elevators is satisfactory? JAMES F  GEURTS, ASSISTANT SECRETARY OF THE NAVY FOR RESEARCH, DEVELOPMENT AND ACQUISITION: Yes, sir  So there are 11 weapons elevators [and] each one of them we have to produce, test and then certify  The first two of those have been produced, the first one's been through test and certification  The second one is about 94 percent through test  We are making progress to get through all of the elevators during this availability  I am likely to do an independent review team not on the immediate construction for CVN-78 but looking at the longer-term sustainability, resilience, reliability to make sure we are in a position to support those elevators for the long term, that we've got all of the training and all of the reliability built into those  We've done so many independent reviews for the [CVN-]78 elevator design as they are so we won't do one on the current efforts on [CVN-]78  We've got a dedicated team working our way through those issues  KAINE: And is your timing on that testing and certification on [CVN-]78—you have this 12-month period where you are testing—[do] you think you will get through the testing and certification of all of the 11 elevators in that year one? GEURTS: My current assessment is we will get through all of the production and much of the testing  We may have some of the certification issues to go  I am watching it very closely and we will keep you and your staff informed on progress there  A December 5, 2018, press report stated the following: The Navy plans to complete installation and testing of the 11 elevators before the Ford completes its post-delivery shakedown phase in July, Captain Danny Hernandez, a Navy spokesman, said in an email  Six will also be certified for use by then, but five won't be completed until after July, he said  "A dedicated team is engaged on these efforts and will accelerate this certification work and schedule where feasible," he said  Huntington spokeswoman Beci Brenton said via email that company officials had a "very productive meeting" with Inhofe that included both the elevators and benefits of a two-carrier contract  The elevator's completion "has been delayed due to a number of first-in-class issues associated with the first-time installation, integration and test of this new technology," she said  "However, we are making substantial substantial progress in resolving the remaining technical challenges " A January 6, 2019, press report stated the following: The Navy Secretary has committed that the service and its industry partners will have working weapons elevators on aircraft carrier USS Gerald R  Ford (CVN-78) by the end of the summer—and the secretary's job is now on the line over that issue  The Navy accepted delivery of the first-in-class carrier and commissioned it into the fleet without any functioning weapons elevators  The carrier is now in its post-shakedown availability at builder Newport News Shipbuilding, after spending a year at sea running the ship to discover any potential flaws  Though the Navy already said the elevators would be addressed during this PSA period, the stakes are now higher: Navy Secretary Richard V  Spencer told President Donald Trump that the elevators would be installed and working by the time the carrier returns to sea, or else the president can use his famous "you're fired" line on the service secretary  Spencer said this morning at an event hosted by the Center for a New American Security that he spoke to Trump at length last month at the Army-Navy football game in Philadelphia  "I asked him to stick his hand out; he stuck his hand out  I said, let's do this like corporate America  I shook his hand and said, the elevators will be ready to go when she pulls out or you can fire me," Spencer said, adding that someone had to take accountability over the ongoing elevator challenges  "We're going to get it done  I know I'm going to get it done  I haven't been fired yet by anyone; being fired by the president really isn't on the top of my list "    The elevator issue has plagued the carrier for years, even if it garnered less attention than other high-profile new technologies on the carrier, such as the new Electromagnetic Aircraft Launch System (EMALS) and the Advanced Arresting Gear, both of which had their own fair share of technical problems  In 2016, the late Sen  John McCain (R-Ariz ), who then chaired the Senate Armed Services Committee, railed against the Ford-class program, noting that Ford was already overdue to be delivered to the Navy and still was facing ongoing technical difficulties  "The Navy's announcement of another two-month delay in the delivery of CVN-78 further demonstrates that key systems still have not demonstrated expected performance  The advanced arresting gear (AAG) cannot recover airplanes  Advanced weapons elevators cannot lift munitions  The dual-band radar cannot integrate two radar bands  Even if everything goes according to the Navy's plan, CVN-78 will be delivered with multiple systems unproven," McCain said in a July 2016 hearing  A month later the Pentagon announced a 60-day review of the Ford program, with a specific focus on five technology areas, including the elevators  Ford ultimately delivered to the Navy in June 2017 and commissioned a month later, still without working weapons elevators  In July 2018, when Ford entered PSA, the Navy said the maintenance availability had been extended from a planned eight months to a full year, to accommodate both the typical work that arises in PSA but also deferred work such as the construction and installation of weapons elevators and an upgrade to the AAG, whose technical challenges greatly contributed to the delayed delivery and commissioning of the ship  A January 16, 2019, press report stated the following: The Navy's newest aircraft carrier, USS Gerald R  Ford (CVN 78), closed out 2018 on a high note with the acceptance of the ship's first advanced weapons elevator (AWE), setting the tone for more positive developments in the year ahead  AWE Upper Stage #1 was turned over to the ship on Dec  21, following testing and certification by engineers at Huntington Ingalls Industries-Newport News Shipbuilding, where the ship is currently working through its post-shakedown availability (PSA)  The acceptance marks a major milestone for the ship and the Ford-class of aircraft carriers to follow     Though the first elevator has been accepted, work still remains on the remaining 10  Currently, all shipboard installation and testing activities of the AWEs are due to be completed prior to the end of Ford's PSA, scheduled for July  However, some remaining certification documentation will be performed for five of the 11 elevators after PSA completion  A March 6, 2019, press report stated the following: Nearly one month following the acceptance of its first advanced weapons elevator (AWE), the Navy's newest aircraft carrier, USS Gerald R  Ford (CVN 78), has accepted its second  AWE Upper Stage #3 was turned over to the ship February 14, following testing and certification by engineers at Huntington Ingalls Industries-Newport News Shipbuilding (NNS), where the ship is currently working through its post-shakedown availability (PSA)  According to Ford's Weapons Officer, Cmdr  Joe Thompson, acceptance of the second AWE offers an opportunity for Ford Sailors to become acquainted with the equipment during the PSA  "This gives us more time to learn and become subject matter experts," explained Thompson  "All of us are learning on brand new systems and brand new concepts  This acceptance gives us the opportunity to have that 'run time' on the physical aspects of the elevator, but also in evaluating the technical manuals, and learning the maintenance required to keep them operational " With two elevators in hand, Thompson explained that Sailors training on these new systems will be able to apply the lessons learned from the first elevator, Upper Stage #1, and apply them to Upper Stage #3, thereby streamlining the learning process and lessening the learning curve  "This is going to allow us to progress faster," he explained  "As we get smarter on one, we move on to the next and apply the lessons learned not only with regard to elevator operation, but also in the testing and certification, and maintenance processes "… Acceptance of the elevator was accelerated due to a merging of the test programs between NNS and the Naval Surface Warfare Center (NSWC), which removed redundant steps and moved certification up by 10 days  The team has identified other areas where redundancy can be removed to make the acceptance timelines more efficient  Another oversight issue for Congress concerns CVN-78 program issues raised in a December 2018 report from DOD's Director, Operational Test and Evaluation (DOT&E)—DOT&E's annual report for FY2018  Regarding the CVN-78 program, the report stated the following in part: Assessment • The delays in the ship development and initial trials pushed both phases of initial operational testing until FY21 and FY22  The delay in the ship's delivery and development added approximately 2 years to the timeline  As noted in previous annual reports, the CVN 78 test schedule has been aggressive, and the development of EMALS [Electromagnetic Aircraft Launch System], AAG [Advanced Arresting gear], AWE [Advanced Weapons Elevator], DBR [Dual Band Radar], and the Integrated Warfare System delayed the ship's first deployment to FY22  Reliability • Four of CVN 78's new systems stand out as being critical to flight operations: EMALS, AAG, DBR, and AWEs  Overall, the poor reliability demonstrated by AAG and EMALS and the uncertain reliability of DBR and AWEs could delay CVN 78 IOT&E [Initial Operational Test and Evaluation]  The Navy continues to test all four of these systems in their shipboard configurations aboard CVN 78  Reliability estimates derived from test data for EMALS and AAG are discussed in following subsections  For DBR and AWE, only engineering reliability estimates have been provided  EMALS • Testing to date involved 747 shipboard launches and demonstrated EMALS capability to launch aircraft planned for the CVN 78 Air Wing  • Through the first 747 shipboard launches, EMALS suffered 10 critical failures  This is well below the requirement of 4,166 Mean Cycles Between Critical Failures, where a cycle represents the launch of one aircraft  • The reliability concerns are exacerbated by the fact that the crew cannot readily electrically isolate EMALS components during flight operations due to the shared nature of the Energy Storage Groups and Power Conversion Subsystem inverters onboard CVN 78  The process for electrically isolating equipment is time-consuming; spinning down the EMALS motor/generators takes 1 5 hours by itself  The inability to readily electrically isolate equipment precludes EMALS maintenance during flight operations  AAG • Testing to date included 763 attempted shipboard landings and demonstrated AAG capability to recover aircraft planned for the CVN 78 air wing  • The Program Office redesigned major components that did not meet system specifications during land-based testing  Through the first 763 attempted shipboard landings, AAG suffered 10 operational mission failures (which includes one failure of the barricade system)  This reliability estimate falls well below the re-baselined reliability growth curve and well below the requirement of 16,500 Mean Cycles Between Operational Mission Failures, where a cycle represents the recovery of one aircraft  • The reliability concerns are magnified by the current AAG design that does not allow electrical isolation of the Power Conditioning Subsystem equipment from high power buses, limiting corrective maintenance on below-deck equipment during flight operations  Combat System • Results of SBDT [sea-based developmental testing] events indicate good SSDS [ship self-defense system] performance in scheduling and launching simulated RAMs [Rolling Airframe Missiles] and ESSMs [Evolved Sea Sparrow Missiles], as well as scheduling DBR directives for ESSM acquisition and target illumination  Insufficient interoperability testing with a CEC [Cooperative Engagement Capability] network and Link 16 prevents an estimate of performance in this area  It is unknown if the integration problems between SSDS and Surface Electronic Warfare Improvement Program (SEWIP) Block 2 identified during engineering testing at Wallops Island have been resolved because SEWIP Block 2 was not installed on the ship during these SBDT events  • CVN 78's combat system testing on the SDTS [self-defense test ship] is at risk due to schedule constraints, lack of funding, and insufficient planned developmental testing  DBR • Throughout the five CVN 78 SBDTs, DBR was plagued by extraneous false and close-in dual tracks adversely affecting its performance  • Integration of the DBR electronic protection capabilities remains incomplete and unfunded  With modern threats, a lack of electronic protection places the ship in a high-risk scenario if deployed to combat  • The Navy analysis noted that DBR performance needs to be improved to support carrier air traffic control center certification  Sortie Generation Rate • CVN 78 is unlikely to achieve its SGR [sortie generation rate] requirement  The target threshold is based on unrealistic assumptions including fair weather and unlimited visibility, and that aircraft emergencies, failures of shipboard equipment, ship maneuvers, and manning shortfalls will not affect flight operations  During the 2013 operational assessment, DOT&E conducted an analysis of past aircraft carrier operations in major conflicts  The analysis concludes that the CVN 78 SGR requirement is well above historical levels  • DOT&E plans to assess CVN 78 performance during IOT&E by comparing it to the SGR requirement as well as to the demonstrated performance of the Nimitz-class carriers  • Poor reliability of key systems that support sortie generation on CVN 78 could cause a cascading series of delays during flight operations that would affect CVN 78's ability to generate sorties  The poor or unknown reliability of these critical subsystems represents the most risk to the successful completion of CVN 78 IOT&E  Manning • Based on current expected manning, the berthing capacity for officers and enlisted will be exceeded by approximately 100 personnel with some variability in the estimates  This also leaves no room for extra personnel during inspections, exercises, or routine face-to-face turnovers  • Planned ship manning requires filling 100 percent of the billets  This is not the Navy's standard practice on other ships, and the personnel and training systems may not be able to support 100 percent manning  Additionally, workload estimates for the many new technologies such as catapults, arresting gear, radar, and weapons and aircraft elevators are not yet well understood  Electromagnetic Compatibility • Developmental testing identified significant EMI [electromagnetic interference] and radiation hazard problems  The Navy continues to characterize and develop mitigation plans for the problems, but some operational limitations and restrictions are expected to persist into IOT&E and deployment  The Navy will need to develop capability assessments at differring levels of system utilization in order for commanders to make informed decisions on system employment  Live Fire Test & Evaluation • The vulnerability of CVN 78's many new critical systems to underwater threat-induced shock is unknown  The program plans to complete shock testing on EMALS, AAG, and the AWE components during CY19, but because of a scarcity of systems, shock testing of DBR components lags and will likely not be completed before the FSSTs [full ship shock trials]  • The Vulnerability Assessment Report provides an assessment of the ship's survivability to air-delivered threat engagements  The classified findings in the report identify the specific equipment that most frequently would lead to mission capability loss  In FY19, the Navy is scheduled to deliver additional report volumes that will assess vulnerability to underwater threats and compliance with Operational Requirements Document survivability criteria  Recommendations The Navy should: 1  Provide schedule, funding, and an execution strategy for assessing SGR  This strategy should specify which testing will be accomplished live, a process for accrediting the Seabasing/Seastrike Aviation Model for operational testing, and a method for comparing CVN 78 performance with that of the Nimitz class  2  Continue to characterize the electromagnetic environment onboard CVN 78 and develop operating procedures to maximize system effectiveness and maintain safety  As applicable, the Navy should utilize the lessons learned from CVN 78 to inform design modifications for CVN 79 and future carriers  3  Develop and implement DBR electronic protection to enhance ship survivability against modern threats  4  Submit an updated TEMP  Another oversight issue for Congress concerns CVN-78 program issues raised in the 2019 edition of the Government Accountability Office's (GAO's) annual report surveying selected DOD weapon acquisition programs  Some of these issues raised by GAO overlap with issues discussed in previous sections of this CRS report  Regarding the CVN-78 program, the report stated the following: Technology Maturity, Design Stability, and Production Readiness The Navy accepted delivery of the lead ship, CVN 78, in May 2017 despite challenges related to immature technologies and struggles to demonstrate the reliability of mature systems  The Navy reports that 10 of the Ford Class's 12 critical technologies are fully mature—the advanced arresting gear (AAG) and one of the ship's missile systems are not yet mature  The advanced weapons elevators are among the systems deemed mature by the Navy; however, according to Navy officials, only 2 of the 11 elevators installed on the ship can bring munitions to the flight deck—a key element of operational flights  The shipbuilder is working to correct the system during its first post-delivery maintenance period, now scheduled to end in October 2019, and the Navy plans to create a land-based site to test the elevators, which will come at an additional cost  Shipboard testing is ongoing for several critical systems and could delay future operational testing  Those systems include the electromagnetic aircraft launch system (EMALS), AAG, and dual band radar (DBR)  Although the Navy is testing EMALS and AAG on the ship with aircraft, the reliability of those systems remains a concern  If these systems cannot function safely, CVN 78 will not demonstrate it can rapidly deploy aircraft—a key requirement for these carriers  Recent shipboard testing revealed that the Navy is struggling to get DBR to operate as planned  Moreover, DBR poses a greater radiation hazard to personnel and systems on an aircraft carrier than the Navy anticipated, which could restrict certain types of flight operations  The remaining challenges the Navy faces in maturing CVN 78's critical technologies could lead to their redesign or replacement on later ships  This would include CVN 79, which is currently 55 percent complete, as well as the third and fourth ships, CVNs 80 and 81  CVN 79 repeats the CVN 78 design with some modifications and replaces DBR with the Enterprise Air Surveillance Radar (EASR), which is in development  The Navy does not identify this new system as a critical technology in the Ford Class program because it derives from the pre-existing Air and Missile Defense Radar (AMDR) program  However, EASR is a different size and performs a different mission than the AMDR systems, which are designed for destroyers  Therefore, EASR may still require design and development efforts to function on the carrier  The Navy plans to procure two EASR units for CVNs 79 and 80 and install the CVN 79 unit during that ship's second phase of delivery  CVNs 80 and 81 will repeat the design of CVN 79  Other Program Issues CVN 78's procurement costs increased by 23 percent over its initial cost cap and as a result of continuing technical deficiencies, the Navy may still require more funding to complete this ship  The Navy increased the current $12 9 billion cost cap for CVN 78 by $120 million in May 2018 to account for additional post-delivery work, but added work and cost changes may result in an additional cost increase  Costs for CVN 79 are also likely to increase as a result of optimistic cost and labor targets, putting the ship at risk of exceeding its $11 4 billion cost cap  The CVN 79 cost estimate assumes unprecedented construction efficiency—labor hours will be 18 percent lower than CVN 78  However, our analysis shows the shipbuilder is not meeting this goal and is unlikely to improve performance enough to meet cost and labor targets  Congress raised the cost cap for CVN 80 and later ships to $12 6 billion and approved the Navy's plans to buy two carriers—CVNs 80 and 81—at the same time, based on the shipbuilder's estimate that this strategy will save the Navy over $2 billion  However, it is unclear whether the Navy can meet this cost cap, even with the estimated savings from a two-ship buy, because it assumes further reductions in subsystem costs, construction change orders, and labor hours  The Navy projects a further reduction in labor hours compared to CVN 79—about 25 percent fewer labor hours than CVN 78—will contribute to cost savings for these ships  The program office indicated that it does not separately track or report information on software development to integrate the various subsystems of the ship  These subsystems include CVN 78's combat control systems, which rely on integrating systems through software intensive development  Program Office Comments We provided a draft of this assessment to the program office for review and comment  The program office provided technical comments, which we incorporated where appropriate  The program office stated that, in July 2018, CVN 78 entered a year-long maintenance period  It also said that, as of February 2019, two advanced weapons elevators are operating, and it continues to improve developmental system reliability  The program also stated that, with CVN 79 construction 55 percent complete, shipbuilder cost performance remains stable, but slightly below the level needed to achieve production labor hour reduction targets  The program stated that the shipbuilder continues to work through the effects of material shortfalls that disrupted performance  The program said that the Navy plans to deliver a complete, deployable ship as scheduled and within the cost cap to maintain an 11-carrier fleet  The program office also stated that the Navy awarded the CVN 80/81 procurement contract in January 2019 and expects to save $4 billion, compared to if it had purchased each ship individually  According to the program, the contract limits the Navy's liability and incentivizes the shipyard's best performance  Another oversight issue for Congress is whether the Navy should shift at some point from procuring large-deck, nuclear-powered carriers like the CVN-78 class to procuring smaller aircraft carriers  The issue has been studied periodically by the Navy and other observers over the years  To cite one example, the Navy studied the question in deciding on the aircraft carrier design that would follow the Nimitz (CVN-68) class  Advocates of smaller carriers argue that they are individually less expensive to procure, that the Navy might be able to employ competition between shipyards in their procurement (something that the Navy cannot do with large-deck, nuclear-powered carriers like the CVN-78 class, because only one U S  shipyard, HII/NNS, can build aircraft carriers of that size), and that today's aircraft carriers concentrate much of the Navy's striking power into a relatively small number of expensive platforms that adversaries could focus on attacking in time of war  Supporters of large-deck, nuclear-powered carriers argue that smaller carriers, though individually less expensive to procure, are less cost-effective in terms of dollars spent per aircraft embarked or aircraft sorties that can be generated, that it might be possible to use competition in procuring certain materials and components for large-deck, nuclear-powered aircraft carriers, and that smaller carriers, though perhaps affordable in larger numbers, would be individually less survivable in time of war than large-deck, nuclear-powered carriers  At a March 18, 2015, hearing on Navy shipbuilding programs before the Seapower subcommittee of the Senate Armed Services Committee, the Navy testified that it had initiated a new study on the question  At the hearing, the following exchange occurred: SENATOR JOHN MCCAIN, CHAIRMAN, SENATE ARMED SERVICES COMMITTEE, ATTENDING EX OFFICIO: And you are looking at additional options to the large aircraft carrier as we know it  SEAN STACKLEY, ASSISTANT SECRETARY OF THE NAVY FOR RESEARCH, DEVELOPMENT,AND ACQUISITION: We've initiated a study and I think you've discussed this with the CNO [Chief of Naval Operations] and that's with the frontend of that study  Yes, sir  Later in the hearing, the following exchange occurred: SENATOR ROGER WICKER, CHAIRMAN, SEAPOWER SUBCOMMITTEE: Well, Senator McCain expressed concern about competition [in Navy shipbuilding programs]  And I think that was with, in regard to aircraft carriers  SEAN J  STACKLEY, ASSISTANT SECRETARY OF THE NAVY FOR RESEARCH, DEVELOPMENT,AND ACQUISITION: Yes, Sir  WICKER: Would you care to respond to that? STACKLEY: He made a generic comment that we need competition to help control cost in our programs and we are absolutely in agreement there  With specific regards to the aircraft carrier, we have been asked and we are following suit to conduct a study to look at alternatives to the Nimitz and Ford class size and type of aircraft carriers, to see if it make sense  We've done this in the past  We're not going to simply break out prior studies, dust them off and resubmit it  We're taking a hard look to see is there—is there a sweet spot, something different other than today's 100,000 ton carrier that would make sense to provide the power projection that we need, that we get today from our aircraft carriers, but at the same time put us in a more affordable position for providing that capability  WICKER: OK  But right now, he's—he's made a correct factual statement with regard to the lack of competition  STACKLEY: Yes, Sir  There is—yes, there is no other shipyard in the world that has the ability to construct a Ford or a Nimitz nuclear aircraft carrier other than what we have in Newport News and the capital investment to do that is prohibitive to set up a second source, so obviously we are—we are content, not with the lack of competition, but we are content with knowing that we're only going to have one builder for our aircraft carriers  On March 20, 2015, the Navy provided the following additional statement to the press: As indicated in testimony, the Navy has an ongoing study to explore the possible composition of our future large deck aviation ship force, including carriers  There is a historical precedent for these type[s] of exploratory studies as we look for efficiencies and ways to improve our war fighting capabilities  This study will reflect our continued commitment to reducing costs across all platforms by matching capabilities to projected threats and Also [sic] seeks to identify acquisition strategies that promote competition in naval ship construction  While I can't comment on an ongoing study, what I can tell you is that the results will be used to inform future shipbuilding budget submissions and efforts, beyond what is currently planned  Section 128 of the FY2016 National Defense Authorization Act ( S  1356 / P L  114-92 of November 25, 2015) states the following: SEC  128  Limitation on availability of funds for U S S  John F  Kennedy (CVN–79)  (a) Limitation —Of the funds authorized to be appropriated by this Act or otherwise made available for fiscal year 2016 for procurement for the U S S  John F  Kennedy (CVN–79), $100,000,000 may not be obligated or expended until the date on which the Secretary of the Navy submits to the congressional defense committees the certification under subsection (b)(1) or the notification under paragraph (2) of such subsection, as the case may be, and the reports under subsections (c) and (d)     (d) Report on future development — (1) IN GENERAL —Not later than April 1, 2016, the Secretary of the Navy shall submit to the congressional defense committees a report on potential requirements, capabilities, and alternatives for the future development of aircraft carriers that would replace or supplement the CVN–78 class aircraft carrier  (2) ELEMENTS —The report under paragraph (1) shall include the following: (A) A description of fleet, sea-based tactical aviation capability requirements for a range of operational scenarios beginning in the 2025 timeframe  (B) A description of alternative aircraft carrier designs that meet the requirements described under subparagraph (A)  (C) A description of nuclear and non-nuclear propulsion options  (D) A description of tonnage options ranging from less than 20,000 tons to greater than 100,000 tons  (E) Requirements for unmanned systems integration from inception  (F) Developmental, procurement, and lifecycle cost assessment of alternatives  (G) A notional acquisition strategy for the development and construction of alternatives  (H) A description of shipbuilding industrial base considerations and a plan to ensure opportunity for competition among alternatives  (I) A description of funding and timing considerations related to developing the Annual Long-Range Plan for Construction of Naval Vessels required under section 231 of title 10, United States Code  The report required by Section 128(d) of P L  114-92 , which was conducted for the Navy by the RAND Corporation, was delivered to the congressional defense committees in classified form in July 2016  An unclassified version of the report was then prepared and issued in 2017 as a publicly released RAND report  The executive summary of that report states the following (emphasis as in original): We analyzed the feasibility of adopting four aircraft carrier concept variants as follow-ons to the Ford-class carrier following USS Enterprise (CVN 80) or the as-yet-unnamed CVN 81  Among these options are two large-deck carrier platforms that would retain the capability to launch and recover fixed-wing aircraft using an on-deck catapult and arresting gear system and two smaller carrier platforms capable of supporting only short takeoff and vertical landing (STVOL) aircraft  Specifically, the four concept variants are as follows: • a follow-on variant continuing the current 100,000-ton Ford-class carrier but with two life-of-the-ship reactors and other equipment and system changes to reduce cost (we refer to this design concept as CVN 8X) • a 70,000-ton USS Forrestal–size carrier with an updated flight deck and hybrid nuclear-powered integrated propulsion plant with capability to embark the current large integrated air wing but with reduced sortie generation capability, survivability, and endurance compared with the Ford class (we refer to this design concept as CVN LX) • a 43,000-ton variant of the USS America–class, fossil fuel–powered and arranged to support only STOVL operations but at a higher tempo than the current LHA 6 (USS America) (we refer to this design concept as CV LX)  This variant would incorporate the larger ship's beam excursion the Navy examined in the LHA 8–class flight 1 studies  • a 20,000-ton variant that will resemble escort carriers that some allied navies currently operate (we refer to this design concept as CV EX)  Similar to the 43,000-ton variant, it will be conventionally powered and will operate STOVL aircraft     Our analyses of the carrier variants illuminated capability shortfalls in some instances  Our overall findings are as follows: • The CVN 8X, the descoped Ford-class carrier, offers similar warfighting capability to that of the Ford-class carrier today  There might be opportunities to reduce costs by eliminating costly features that only marginally improve capability, but similar tradeoffs are likely to be made in the current program as well  • The CVN LX concept variant offers an integrated, current air wing with capabilities near current levels but with less organic mission endurance for weapons and aviation fuel  It will not generate the same SGR as the Ford-class carrier, but this is not a significant limitation for stressing warfighting scenarios  It will be less survivable in some environments and have less redundancy than the Ford program-of-record ship, and these factors might drive different operation concepts  Although we do not characterize the impact of decreased survivability, this is an important limitation that will have to be weighed against the potential cost savings  The major means of reducing cost is through engineering redundancy, speed, and air wing fuel capacity, and these could affect mobility and theater closure  • The concept variant CV LX, which is a version of the LHA 6 platforms, might be a low-risk, alternative pathway for the Navy to reduce carrier costs if such a variant were procured in greater numbers than the current carrier shipbuilding plan; our analysis suggests a two-to-one replacement  Over the long term, however, as the current carrier force is retired, the CV LX would not be a viable option for the eventual carrier force unless displaced capabilities were reassigned to new aircraft or platforms in the joint force, which would be costly  This platform would be feasible for a subset of carrier missions but, even for those missions, could require an increase in the number of platforms  This concept variant might, if procured in sufficient numbers, eventually enable the Navy to reduce the number of Ford-class carriers in the overall force structure, but more-extensive analysis of missions, operations, and basing of such a variant and the supported air combat element is required  • The smallest concept variants reviewed, the CV EX 20,000-ton sea-based platforms, do not provide either a significant capacity or an integrated air wing and, thus, force reliance on other legacy platforms or land-based assets to provide key elements of capability—in particular, AEW  As a result, this concept variant is not really a replacement for current aircraft carrier capability and would require other platforms, aircraft, weapons, and capabilities in the joint force  These platforms would be a viable pathway only in broad fleet architecture transformation providing a narrow mission set, perhaps regionally, and would require extensive analysis  Given that such a concept variant is not a viable replacement for an aircraft carrier, such analysis would be required to see whether any adjustment on the current aircraft carrier program would be feasible     The overall results of our cost comparison are as follows: • The descoped Ford-class carrier, the CVN 8X, might generate fewer sorties than the current key performance parameter values for the Ford class and might have only incremental reduction in overall platform cost   The analysis examining cost reduction with transition to a life-of-the-ship reactor, such that being done on submarine programs, does not appear to be cost effective  Between the developmental costs and a reduced service life, there is little cost advantage in this variant  • The CVN LX concept would allow considerable savings across the ship's service life and appears to be a viable alternative to consider for further concept exploration   Construction costs would be lower; design changes and life-cycle costs would reflect the lessons already applied in the Ford class  The reliance on hybrid drive with fewer mechanical parts than legacy platforms is likely to further reduce maintenance cost  However, CVN LX would be a new design that would require a significant investment in nonrecurring engineering in the near term to allow timely delivery in the 2030s  • CV LX, although it requires a larger force structure to maintain air capabilities, might still reduce overall construction costs if large carrier numbers were reduced  But, as described in the report, reducing carrier numbers with the resulting loss of capability should not be pursued without extensive further analysis for all displaced missions in the joint force execution of warfighting scenarios and, potentially, regional basing and narrowly focused missions for these platforms  Any cost savings would likely be offset to an unknown degree by requirements for additional systems to mitigate loss of capability associated with this variant  • CV EX, the smallest variant, is not a practical variant at all without considerable revision of the Navy warfighting concept of operations  Although the same is to a degree true with CV LX, the impact of an even larger number of low-sortie ships with small and limited air wings is even more pronounced with this variant  CV EX has all of the shortfalls of CV LX and will pose even greater issues of mutual support and logistics sustainment     Conclusions Our analysis points to potential options for replacing the Nimitz-class carrier as these ships reach expected service life that have lower procurement costs than the Ford-class carriers  However, most of these options come with reduced capability that might require changes in the concept of operations to deliver sea-based aircraft capability comparable to that of carriers in the fleet today  If a new platform is introduced in the mid-2030s, the Navy's force structure will still contain a large legacy force of Nimitz- and Ford-class carriers, at least until the mid-2050 time frame, which might lower the risks of introducing a new carrier for some period of time  But, ultimately, if a new carrier variant is selected, it will define the carrier force and constitute the supported capability available to the Navy  Capability shortfalls can be mitigated, to some degree, with changes in operational concepts or by adding additional platforms to the force structure—which introduces additional cost that might offset anticipated cost savings  In addition, if the Navy stops procuring large-deck nuclear carriers, the ability to reconstitute the industrial base at some time in the future comes with substantial risk  Although SGR [sortie generation rate] was a central variable in comparing the carrier variants, our analysis suggests that there is room to make trade-offs in aircraft sortie rate capacity between the Ford-class carrier and a lower-cost platform  However, it is important to consider that, whatever threats complicate carrier operations, they might even more significantly affect land-based tactical air operations  Carriers can move; have defensive support from escorts; can readily replenish; and might, in fact, be more survivable than their land-based counterparts  This is an important factor for Congress and the Department of Defense to consider before a trade-off is made to give up the supported air wing sortie generation capacity in the overall sea-based force  The question of whether to shift to smaller aircraft carriers was also addressed in three studies on future fleet architecture that were required by Section 1067 of the FY2016 National Defense Authorization Act ( S  1356 / P L  114-92 of November 25, 2015)  These three studies are discussed in more detail in another CRS report  A February 15, 2019, press report stated the following: Under Secretary of the Navy Thomas Modly said now that the Navy found a way to build two new Gerald R  Ford-class aircraft carriers while saving money it is starting to look at future carrier procurement, which might be very different … Modly said Secretary of the Navy Richard Spencer sees $13 billion carriers as not sustainable going forward and the service will be looking at ways to further reduce costs or keep the carrier capabilities more affordable in future ship procurements  "There was general conclusion that those two for sure would be built" and once that was determined "that was going to happen," Modly said during the AFCEA West 2019 conference here [in San Diego] … After the CVN-80 and -81 [procurement] decision was made, "I think a lot of derivative decisions still need to be made  So the secretary [Spencer] would like to take a look at 'O K  now that we made that decision, and that second one that comes will be in quite a few years from now, we need to start thinking now about what's the next one look like '" Modly told reporters they are asking questions like "Is it going to be advanced as this one? Or is it going to be smaller or are we going to buy two smaller ones or maybe shift air power to other forms of delivery  And we don't know the answers of that but we're looking at this " An earlier oversight issue for Congress for the CVN-78 program was whether to conduct the shock trial for the CVN-78 class in the near term, on the lead ship in the class, or years later, on the second ship in the class  For background information on that issue, see Appendix E   Table 3 summarizes congressional action on the FY2020 procurement funding request for the CVN-78 program  As shown in Table 1 , of the $2,347 0 million requested for FY2020, $1,062 million is for CVN-80 and $1,285 million is for CVN-81  Appendix A  Withdrawn Proposal to Not Fund CVN-75 RCOH The Navy's FY2020 budget submission proposed to not fund the mid-life nuclear refueling overhaul (called a Refueling Complex Overhaul, or RCOH) for the aircraft carrier CVN-75 ( Harry S  Truman ), and to instead retire the ship around FY2024 and also deactivate one of the Navy's carrier air wings at about the same time  On April 30, 2019, however, the Administration announced that it was effectively withdrawing this proposal from the Navy's FY2020 budget submission  The Administration now supports funding the CVN-75 RCOH and keeping CVN-75 (and by implication its associated air wing) in service past FY2024  This appendix presents, for reference purposes, additional background information on this withdrawn budget proposal  Following the Administration's April 30 withdrawal of its proposal to not fund the CVN-75 RCOH, the Navy states that the CVN-75 RCOH can no longer begin in FY2024, as planned prior to the Navy's FY2020 budget submission, because the Navy spent the months prior to April 30 planning for the ship's deactivation rather than for giving it an RCOH  As a result, the Navy states, the CVN-75 will now begin a year later, in FY2025  As a consequence of this one-year shift in the schedule for the RCOH, the Navy states, the funding stream for the CVN-75 shown in Table A-1 will also now shift one year to the right, and the CVN-75 RCOH can be reinstated without any funding in FY2020, because FY2020 is now effectively the same as FY2019 in Table A-1   Performing an RCOH on a carrier is needed for the carrier to be able to operate for the second half of its intended 50-year service life  Not performing an RCOH on CVN-75 would mean that, instead of remaining in service for the second half of its intended 50-year service life, the ship would be decommissioned, permanently removed from service, and eventually dismantled  (CVN-75 was commissioned into service on July 25, 1998, and will be 26 years old in 2024 ) The Navy's FY2020 budget submission shows that, for the period FY2022-FY2047, this would have reduced the size of the carrier force by one ship compared to what it would otherwise be  More specifically, the Navy's FY2020 30-year (FY2020-FY2049) shipbuilding plan, reflecting the proposal to not fund the CVN-75 RCOH, projected that the carrier force would remain at 11 ships through FY2024, decline to 10 ships in FY2025, and remain at 10 ships for the remainder of the 30-year period, except for a few years (FY2027, FY2040, FY2042-FY2044, and FY2046-FY2048) when it would temporarily decline to 9 ships  Consequently, beginning in FY2025 and extending through the end of the 30-year period, the carrier force would not be in compliance with the requirement under 10 U S C  8062(b) for the Navy to maintain a force of not less than 11 operational aircraft carriers  As an associated action, the Navy's FY2020 budget submission also proposed deactivating one of the Navy's carrier air wings around FY2024  This would reduce the number of carrier air wings from nine to eight, meaning that the Navy beginning around FY2024 would no longer be in compliance with the requirement under 10 U S C  8062(e) to maintain a minimum of nine carrier air wings  Table A-1 shows funding for the CVN-75 RCOH in the Navy's FY2019 budget submission  As shown in the table, the estimated total cost of the CVN-75 RCOH in the FY2019 budget submission was $5,578 million (i e , about $5 6 billion)  The figure of about $5 6 billion shown in Table A-1 does not include the cost of the two nuclear fuel cores that would be installed as part of the RCOH  (CVN-75, like all Nimitz-class carriers, has two nuclear reactors, each of which would receive a new fuel core as part of an RCOH ) Fuel cores for aircraft carrier RCOHs are procured through the Other Procurement, Navy (OPN) appropriation account  The Navy states that it procured the cores for the CVN-75 RCOH—one of them in FY2008 and the other in FY2011—for a total cost of about $538 million  Adding this $538 million cost to the total cost shown in Table A-1 would increase the total estimated cost of the CVN-75 RCOH to about $6 1 billion  The fuel cores for the planned future RCOHs for CVN-76 and CVN-77 (the final two Nimitz-class carriers) have also been procured—the CVN-76 RCOH cores were funded in FY2012 and FY2013, and the CVN-77 RCOH cores were funded in FY2015 and FY2019  Thus, if CVN-75 were to not receive an RCOH, and if it were not possible or cost effective to rescind the funding for the core funded in FY2019, then two of the six Nimitz-class fuel cores that have been procured since FY2008 for anticipated use in RCOHs would not in the end be used in an RCOH and would in effect become surplus to the RCOH effort  The Navy indicated that if that were to occur, these two cores would be placed in storage for potential future use as emergency replacement cores for a Nimitz-class ship until all Nimitz-class ships complete their service lives  If CVN-75 were to not receive an RCOH and is instead be decommissioned, the savings from not funding the RCOH would be partially offset by the cost to deactivate and dismantle CVN-75  The Navy estimated the cost to deactivate and dismantle CVN-75 at about $1 5 billion  The initial increments of this approximate $1 5-billion cost would have occurred in FY2023 ($130 3 million) and FY2024 ($247 2 million)  The estimated net savings from not funding the RCOH and instead deactivating and dismantling the ship would thus have been about $4 1 billion (i e , about $5 6 billion less about $1 5 billion)  The Navy stated that there would also be 20 to 25 years of additional annual savings of about $1 billion per year in the form of avoided annual operation and support (O&S) costs for CVN-75 and the deactivated carrier air wing  DOD officials reportedly wanted to redirect the estimated net RCOH-related savings of about $4 1 billion and the estimated recurring savings of about $1 billion per year to Navy investments for technologies that will add to future Navy capabilities  RCOHs are done primarily by Huntington Ingalls Industries/Newport News Shipbuilding (HII/NNS) in Newport News, VA, and form a significant part of HII/NNS's business base, along with construction of new nuclear-powered aircraft carriers and construction of new nuclear-powered submarines  RCOHs in recent years have been scheduled in a more-or-less heel-to-toe fashion at HII/NNS—when one RCOH is done, the next one is scheduled to begin soon thereafter  RCOHs are done in a particular dry dock at HII/NNS, so a carrier undergoing an RCOH in that dry dock must be ready to depart the dry dock before the following carrier can be moved into the dry dock for its RCOH  Until it was withdrawn, the proposal in the Navy's FY2020 budget submission to not fund CVN-75's RCOH and instead decommission the ship (and a carrier air wing) raised a number of potential oversight issues for Congress, including the following: Compliance with congressional direction  The central purposes of 10 U S C  8062(b) and 8062(e) are to act as mandates to the executive branch to support a force of not less than 11 carriers and a minimum of 9 carrier air wings in executive branch planning  They represent directions from Congress for the Navy to provide the funding needed to maintain an 11-carrier, 9-carrier-air-wing force, regardless of limitations on the Navy's overall budget or other considerations  A proposed budget from the Navy that is inconsistent with these provisions might thus be viewed as a challenge to Congress's Article 1 power to set policy and to determine the composition of federal spending (i e , Congress's constitutional power of the purse)  If DOD were to treat the requirements in 10 U S C

ground_truth: To help address long-standing financial management system deficiencies, DHS initiated its TRIO project, which has focused on migrating three of its components to a modernized financial management system provided by IBC, an OMB-designated, federal SSP. House Report Number 3128 included a provision for GAO to assess the risks of DHS using IBC in connection with its modernization efforts. This report examines (1) the extent to which DHS and the TRIO components followed best practices in analyzing alternatives, and the key factors, metrics, and processes used in their choice of a modernized financial management system; (2) the extent to which DHS managed the risks of using IBC for its TRIO project consistent with risk management best practices; and (3) the key factors and challenges that have impacted the TRIO project and DHS's plans for completing remaining key priorities. GAO interviewed key officials, reviewed relevant documents, and determined whether DHS followed best practices identified by GAO as necessary characteristics of a reliable, high-quality AOA process and other risk management best practices. The Department of Homeland Security's (DHS) TRIO project represents a key effort to address long-standing financial management system deficiencies. During 2012 and 2013, the TRIO components—U.S. Coast Guard (Coast Guard), Transportation Security Administration (TSA), and Domestic Nuclear Detection Office (DNDO)—each completed an alternatives analysis (AA) to determine a preferred alternative for modernizing its financial management system. GAO found that DNDO's AA substantially met the four characteristics—well-documented, comprehensive, unbiased, and credible—that GAO previously identified for a reliable, high-quality analysis of alternatives (AOA) process. However, Coast Guard's and TSA's AAs did not fully or substantially meet three of these characteristics, and DHS guidance for conducting AAs did not substantially incorporate certain best practices, such as identifying significant risks and mitigation strategies and performing an independent review to help validate the AOA process. Based on these analyses and other factors, the TRIO components determined that migrating to a federal shared service provider (SSP) represented the best alternative, and in 2014, DHS selected the Department of the Interior's Interior Business Center (IBC) as the federal SSP for the project. However, because Coast Guard's and TSA's AAs did not fully or substantially reflect all of the characteristics noted above, they are at increased risk that the alternative selected may not achieve mission needs. DHS also did not fully follow best practices for managing project risks related to its use of IBC on the TRIO project. Specifically, DHS followed three of seven risk management best practices, such as determining risk sources and categories and establishing a risk management strategy. However, it did not fully follow four best practices for defining risk parameters, identifying risks, developing risk mitigation plans, and implementing these plans largely because its guidance did not sufficiently address these best practices. For example, although DHS created joint teams with IBC and provided additional resources to IBC to help address risk mitigation concerns, it did not always develop sufficiently detailed risk mitigation plans that also included contingency plans for selected critical risks. As a result, although IBC's capacity and experience for migrating large agencies the size of Coast Guard and TSA was identified as a risk in July 2014, a contingency plan working group to address this concern was not established until January 2017. By not fully following risk management best practices, DHS is at increased risk that potential problems may not be identified or properly mitigated. DHS, IBC, Office of Management and Budget (OMB), and other federal oversight agencies identified various challenges that have impacted the TRIO project and contributed to a 2-year delay in the implementation of Coast Guard's and TSA's modernized solutions. These challenges include the lack of sufficient resources, aggressive schedule, complex requirements, increased costs, and project management and communication concerns. To help address these challenges, DHS and IBC established review teams and have taken other steps to assess potential mitigating steps. In May 2017, DHS determined that migrating the solution from IBC to a DHS data center represented the best option and initiated discovery efforts to further assess this as its path forward for the TRIO project. GAO recommends that DHS more fully follow best practices for conducting an AOA process and managing risks. DHS concurred with GAO's recommendations and described actions it will take, or has taken, in response.

prompt_front: You are given two reports by the government agency.



Question: Write a one-page summary of the report 2.



Report 2:  8062(b) and 8062(e) as optional matters rather than mandates, would this create a precedent for the executive branch to treat similar provisions in the U S  Code as optional matters rather than mandates? For example, would it create a precedent for DOD, if it so desired, to begin treating as an optional matter the long-standing requirement in 10 U S C  8063(a) that the Marine Corps "shall be so organized as to include not less than three combat divisions and three air wings, and such other land combat, aviation, and other services as may be organic therein?" If the executive branch were to begin treating statutory provisions like 10 U S C  8062(b) and 8062(e) as optional matters rather than mandates, what implications might this have for policy and program execution, for Congress's power to legislatively establish policy and program goals, and for Congress's power of the purse? Alternative capabilities to be funded ; net impact on Navy capabilities   What were OSD's plans for redirecting the savings associated with deactivating CVN-75 and a carrier air wing around FY2024? What types of capabilities would have been created or maintained by these redirected funds? How would these capabilities compare in nature and timing to the capabilities that are to be provided by the continued operation of CVN-75 and the carrier air wing? Taking these factors into account, what would have been the net operational impact for the Navy of deactivating CVN-75 and a carrier air wing around FY2024 and redirecting the resulting savings toward these other investments? Requirement for 12-carrier force  The Navy's 2016 Force Structure Assessment (FSA) led to a Navy force-level requirement for a fleet of 355 ships that includes 12 aircraft carriers  OSD allowed the Navy to present that FSA to the Congress, and to program shipbuilding and other actions in support of achieving the 355-ship force-level goal  OSD did not publicly object to the FSA's 12-carrier requirement (or any other part of the 355-ship force-level goal)  What was the analytical basis for an action that would reduce the size of the carrier from 11 to 10, instead of helping it to eventually increase from 11 to 12? Next Force Structure Assessment (FSA)  The Navy states that it is currently conducting a new FSA as the successor to the 2016 FSA, and that this new FSA is to be completed by the end of 2019  This new FSA could change the 355-ship figure, the planned mix of ships, or both  Did the Navy's proposal to not fund the CVN-75 RCOH, and thereby reduce the carrier force from 11 ships to 10 ships, prejudge the outcome of the new FSA? Would the new FSA be tainted by the knowledge that the Navy had already proposed reducing the carrier force to 10 ships? How well could the analysts performing the new FSA have avoided being influenced by the Navy's proposed action? Was the Navy prepared to go ahead with the CVN-75 RCOH if the new FSA concludes that there is a requirement for 11 or more carriers? Likelihood of need for emergency replacement cores  How likely was it that the Nimitz-class program would need to use an emergency replacement set of fuel cores during the remainder of the Nimitz-class life cycle? What set of circumstances might lead to a need for an emergency replacement set of fuel cores? How often have such circumstances previously arisen for a nuclear-powered U S  Navy ship whose fuel cores are intended to be sufficient for powering the ship for at least one-half of its expected service life? Given the assessed likelihood of the Nimitz-class program needing to use an emergency replacement set of fuel cores during the remainder of the Nimitz-class life cycle, what would have been the government's resulting return on investment of the several hundred million dollars used to procure the two fuel cores that would be placed in storage? Acting Secretary of Defense  The proposal to not fund the CVN-75 RCOH and to deactivate a carrier air wing represented a notable change from prior DOD force-structure planning and budgeting  Was it appropriate for such a change to be proposed by DOD during a time when DOD has an acting Secretary of Defense rather than a Secretary who was confirmed specifically for that position? Impact on industrial base and cost of other work  What would have been the impact on HII/NNS and the other parts of the aircraft carrier industrial base if CVN-75 were inactivated rather than given an RCOH? What impact, if any, would this have had on the cost of other work performed at HII/NNS and other parts of the aircraft carrier industrial base during these years, and on the eventual cost of the CVN-76 RCOH? For further reference, it can be noted that the Navy's FY2015 budget submission proposed not funding the RCOH for the aircraft carrier CVN-73 ( George Washington )  The proposal raised oversight issues for Congress broadly similar to those listed above  Congress, in acting on the Navy's proposed FY2015 budget, rejected the proposal to not fund CVN-73's RCOH  The RCOH was funded and is currently underway  Appendix B  Background Information on Two-Ship Block Buy for CVN-80 and CVN-81 This appendix presents additional background information on the two-ship block buy contract for CVN-80 and CVN-81  The option for procuring two CVN-78 class carriers under a two-ship block buy contract had been discussed in this CRS report since April 2012  In earlier years, the discussion focused on the option of using a block buy contract for procuring CVN-79 and CVN-80  In more recent years, interest among policymakers focused on the option of using a block buy contract for procuring CVN-80 and CVN-81  On March 19, 2018, the Navy released a request for proposal (RFP) to Huntington Ingalls Industries/Newport News Shipbuilding (HII/NNS) regarding a two-ship buy of some kind for CVN-80 and CVN-81  A March 20, 2018, Navy News Service report stated the following: The Navy released a CVN 80/81 two-ship buy Request for Proposal (RFP) to Huntington Ingalls Industries—Newport News Shipbuilding (HII-NNS) March 19 to further define the cost savings achievable with a two-ship buy  With lethality and affordability a top priority, the Navy has been working with HII-NNS over the last several months to estimate the total savings associated with procuring CVN 80 and CVN 81 as a two-ship buy  "In keeping with the National Defense Strategy, the Navy developed an acquisition strategy to combine the CVN 80 and CVN 81 procurements to better achieve the Department's objectives of building a more lethal force with greater performance and affordability," said James F  Geurts, Assistant Secretary of the Navy, Research Development and Acquisition  "This opportunity for a two-ship contract is dependent on significant savings that the shipbuilding industry and government must demonstrate  The Navy is requesting a proposal from HII-NNS in order to evaluate whether we can achieve significant savings " The two-ship buy is a contracting strategy the Navy has effectively used in the 1980s to procure Nimitz-class aircraft carriers and achieved significant acquisition cost savings compared to contracting for the ships individually  While the CVN 80/81 two-ship buy negotiations transpire, the Navy is pursuing contracting actions necessary to continue CVN 80 fabrication in fiscal year (FY) 2018 and preserve the current schedule  The Navy plans to award the CVN 80 construction contract in early FY 2019 as a two-ship buy pending Congressional approval and achieving significant savings  Section 121(a)(2) of the John S  McCain National Defense Authorization Act for Fiscal Year 2019 ( H R  5515 / P L  115-232 of August 13, 2018) permitted the Navy, after the Department of Defense (DOD) made certain certifications to Congress, to add CVN-81 to the existing contract for building CVN-80  DOD provided the required certification on December 31, 2018  On January 31, 2019, the Navy announced that it had awarded a two-ship fixed-price incentive (firm target) (FPIF) contract for CVN-80 and CVN-81 to HII/NNS  The two-ship contract for CVN-80 and CVN-81 can be viewed as a block buy contract because the two ships are being procured in different fiscal years (CVN-80 was procured in FY2018 and CVN-81 is shown in the Navy's FY2020 budget submission as a ship procured in FY2020)  The Navy's previous two-ship aircraft carrier procurements occurred in FY1983 (for CVN-72 and CVN-73) and FY1988 (for CVN-74 and CVN-75)  In each of those two earlier cases, however, the two ships were fully funded within a single fiscal year, making each of these cases a simple two-ship purchase (akin, for example, to procuring two Virginia-class attack submarines or two DDG-51 class destroyers in a given fiscal year) rather than a two-ship block buy (i e , a contract spanning the procurement of end items procured across more than one fiscal year)  Compared to DOD's estimate that the two-ship block buy contract for CVN-80 and CVN-81 would produce savings of $3 9 billion (as measured from estimated costs for the two ships in the December 2017 Navy business case analysis), DOD states that "the Department of Defense's Office of Cost Assessment and Program Evaluation (CAPE) developed an Independent Estimate of Savings for the two-ship procurement and forecast savings of $3 1 billion ([in] Then-Year [dollars]), or approximately 11 percent     The primary differences between [the] CAPE and Navy estimates of savings are in Government Furnished Equipment and production change orders " Within the total estimated combined reduction in cost, HII/NNS reportedly expects to save up to $1 6 billion in contractor-furnished equipment  A November 2018 DOD report to Congress that was submitted as an attachment to DOD's December 31, 2018, certification stated the following regarding the sources of cost reduction for the two-ship contract: The CVN 80 and CVN 81 two-ship buy expands and improves upon the affordability initiatives identified in the Annual Report on Cost Reduction Efforts for JOHN F  KENNEDY (CVN 79) and ENTERPRISE (CVN 80) as required by section 126(c) of the National Defense Authorization Act for Fiscal Year 2017 ( P L  114-328 )  Production saving initiatives for single-ship buys included use of unit families in construction, pre-outfitting and complex assemblies which move work to a more efficient workspace environment, reduction in the number of superlifts, and facility investments which improve the shipbuilder trade effectiveness  A two-ship buy assumes four years between ship deliveries which allows more schedule overlap, and therefore more shop-level and assembly-level production efficiencies than two single-ship buys  Procuring two ships to a single technical baseline reduces the requirement for engineering labor hours when compared to single-ship estimates  The ability to rollover production support engineering and planning products maximizes savings while recognizing the minimum amount of engineering labor necessary to address obsolescence and regulatory changes on CVN 81  The two-ship agreement with the shipbuilder achieves a 55 percent reduction in construction support engineering hours on CVN 81 and greater than 18 percent reduction in production support and planning hours compared to single ship procurements  The two-ship procurement strategy allows for serial production opportunities that promote tangible learning and reduced shop and machine set-up times  It allows for efficient use of production facilities, re-use of production jigs and fixtures, and level loading of key trades  The continuity of work allows for reductions in supervision, services and support costs  The result of these efficiencies is a production man-hours step down that is equivalent to an 82 percent learning curve since CVN 79  Key to achieving these production efficiencies is Integrated Digital Shipbuilding (iDS)  The Navy's Research, Development, Test, and Evaluation (RDT&E) and the shipbuilder's investment in iDS, totaling $631 million, will reduce the amount of production effort required to build FORD Class carriers  The two-ship buy will accelerate the benefits of this approach  The ability to immediately use the capability on CVN 81 would lead to a further reduction in touch labor and services in affected value streams  The two-ship agreement with the shipbuilder represents a production man-hours reduction of over seven percent based on iDS efficiencies  Contractual authority for two ships allows the shipbuilder to maximize economic order quantity material procurement  This allows more efficient ordering and scheduling of material deliveries and will promote efficiencies through earlier ordering, single negotiations, vendor quotes, and cross program purchase orders  These efficiencies are expected to reduce material costs by about six percent more when compared to single-ship estimates  Improved material management and flexibility will prevent costly production delays  Furthermore, this provides stability within the nuclear industrial base, de-risking the COLUMBIA and VIRGINIA Class programs  The two-ship buy would provide economic stability to approximately 130,000 workers across 46 States within the industrial base  Change order requirements are likewise reduced as Government Furnished Equipment (GFE) providers will employ planning and procurement strategies based on the common technical baseline that minimize configuration changes that must be incorporated on the follow ship  Change order budget allocations have been reduced over 25 percent based on two-ship strategies  In addition to the discrete savings achieved with the shipbuilder, the two-ship procurement authority provides our partner GFE providers a similar opportunity to negotiate economic order quantity savings and achieve cross program savings when compared to single-ship estimates  An April 16, 2018, press report stated the following: If the Navy decides to buy aircraft carriers CVN-80 and 81 together, Newport News Shipbuilding will be able to maintain a steady workload that supports between 23,000 and 25,000 workers at the Virginia yard for the next decade or so, the shipyard president told reporters last week  Part of the appeal of buying the two carriers together is that the Navy would also buy them a bit closer together: the ships would be centered about three-and-a-half or four years apart, instead of the five-year centers for recent carrier acquisition, Newport News Shipbuilding President Jennifer Boykin told reporters  Boykin said the closer ship construction centers would allow her to avoid a "labor valley" where the workforce levels would dip down after one ship and then have to come back up, which is disruptive for employees and costly for the company  If this two-carrier buy goes through, the company would avoid the labor valley altogether and ensure stability in its workforce, Boykin said in a company media briefing at the Navy League's Sea Air Space 2018 symposium  That workforce stability contributes to an expected $1 6 billion in savings on the two-carrier buy from Newport News Shipbuilding's portion of the work alone, not including government-furnished equipment     Boykin said four main things contribute to the expected $1 6 billion in savings from the two-carrier buy  First, "if you don't have the workforce valley, there's a labor efficiency that represents savings " Second, "if you buy two at once, my engineering team doesn't have to produce two technical baselines, two sets of technical products; they only have to produce one, and the applicability is to both, so there's savings there  When we come through the planning, the build plan of how we plan to build the ship, the planning organization only has to put out one plan and the applicability is to both, so there's savings there " The third savings is a value of money over time issue, she said, and fourth is economic order quantity savings throughout the entire supply chain  Discussions of the option of using a block buy contract for procuring carriers have focused on using it to procure two carriers in part because carriers have been procured on five-year centers, meaning that two carriers could be included in a block-buy contract spanning six years—the same number of years originally planned for the two block buy contracts that were used to procure mnay of the Navy's Littoral Combat Ships  It can be noted, however, that there is no statutory limit on the number of years that a block buy contract can cover, and that the LCS block buy contracts were subsequently amended to cover LCSs procured in a seventh year  This, and the possibility of procuring carriers on 3- or 3 5-year centers, raises the possibility of using a block buy contract to procure three aircraft carriers: For example, if procurement of aircraft carriers were shifted to 3- or 3 5-year centers, a block buy contract for procuring CVN-80, CVN-81, and CVN-82 could span seven years (with the first ship procured in FY2018, and the third ship procured in FY2024) or eight years (with the first ship procured in FY2018 and the third ship procured in FY2025)  The percentage cost reduction possible under a three-ship block buy contract could be greater than that possible under a two-ship block buy contract, but the offsetting issue of reducing congressional flexibility for changing aircraft carrier procurement plans in coming years in response to changing strategic or budgetary circumstances could also be greater  Appendix C  Cost Growth and Managing Costs Within Program Cost Caps This appendix presents additional background information on cost growth in the CVN-78 program, Navy efforts to stem that growth, and Navy efforts to manage costs so as to stay within the program's cost caps  October 2018 CBO Report An October 2018 CBO report on the potential cost of the Navy's 30-year shipbuilding plan states the following regarding the CVN-78 program: The Navy's current estimate of the total cost of the Gerald R  Ford , the lead ship of the CVN-78 class, is $13 0 billion in nominal dollars appropriated over the period from 2001 to 2018, an amount that is equal to the cost cap set in law  CBO used the Navy's inflation index for naval shipbuilding to convert that figure to $15 5 billion in 2018 dollars, or 23 percent more than the corresponding estimate when the ship was first authorized in 2008  Neither the Navy's nor CBO's estimate includes the $5 billion in research and development costs that apply to the entire class  Because construction of the lead ship is finished, CBO used the Navy's estimate for that ship to estimate the cost of successive ships in the class  But not all of the cost risk has been eliminated; in particular, the ship's power systems and advanced arresting gear (the system used to recover fixed-wing aircraft landing on the ship) are not yet working properly  It is not clear how much those problems will cost to fix, but current Navy estimates suggest that it will be several tens of millions of dollars or more  CBO does not have enough information to estimate those final repair costs  The next carrier after the CVN-78 will be the CVN-79, the John F  Kennedy   Funding for that ship began in 2007, the Congress officially authorized its construction in 2013, and the planned appropriations for it were completed in 2018  The shipbuilder expects to complete construction of the CVN-79 in 2024 and deploy it for the first time in 2026  The Navy estimates that the ship will cost $11 3 billion in nominal dollars (or $11 6 billion in 2018 dollars)  The Navy's selected acquisition report on the CVN-79 states that "the Navy and shipbuilder have made fundamental changes in the manner in which the CVN 79 will be built to incorporate lessons learned from CVN 78 and eliminate the key contributors to cost performance challenges realized in the construction of CVN 78 " Nevertheless, the Navy informed CBO that there is a greater than 60 percent chance that the ship's final cost will be more than the current estimate  Although CBO expects the Navy to achieve a considerable cost reduction in the CVN-79 compared with the CVN-78, as is typical with the second ship of a class, CBO's estimate is higher than the Navy's  Specifically, CBO estimates that the ship will cost $11 7 billion in nominal dollars (or $12 0 billion in 2018 dollars), about 4 percent more than the Navy's estimate  In 2018, the Congress authorized the third carrier of the class, the Enterprise (CVN-80)  Appropriations for that ship began in 2016 and are expected to be complete by 2023  The Navy estimates that the ship will cost $12 6 billion in nominal dollars (or $11 5 billion in 2018 dollars)  However, as with CVN-79, the Navy told CBO that there is a greater than 60 percent chance that the ship's final cost will be more than the current estimate  CBO estimates that the ship will cost $13 0 billion in nominal dollars (or $11 8 billion in 2018 dollars), about 3 percent more than the Navy's estimate  The Navy estimates an average cost of $12 4 billion (in 2018 dollars) for the 7 carriers (CVN-81 through CVN-87) in the 2019 shipbuilding plan  CBO's estimate is $12 8 billion per ship     The gap between the estimates has narrowed since the 2017 plan: The Navy's has increased by $500 million per ship, and CBO's has dropped by $200 million per ship  It is not clear why the Navy's estimates increased, but CBO's estimates fell mainly because the agency projects somewhat less growth in real costs of the shipbuilding industry in future years  August 2018 Press Report An August 17, 2018, press report states the following: Huntington Ingalls Industries Inc , the sole U S  builder of aircraft carriers, continues to fall short of the Navy's demand to cut labor expenses to stay within an $11 39 billion cost cap mandated by Congress on the second in a new class of warships  With about 47 percent of construction complete on the USS John F  Kennedy, Navy figures show the contractor isn't yet meeting the goal it negotiated with the service: reducing labor hours by 18 percent from the first carrier, the USS Gerald Ford     It took about 49 million hours of labor to build the Ford, according to the U S  Government Accountability Office  The Navy's goal for the Kennedy is to reduce that to about 40 million hours  Huntington Ingalls's performance "remains stable at approximately 16 percent" less, William Couch, spokesman for the Naval Sea Systems Command, said in an email  He said "key production milestones and the ship's preliminary acceptance date remain on track" and there are "ample opportunities" for improvement "with nearly four years until contract delivery and over 70 percent of assembly work" remaining on the vessel's superstructure  But the Pentagon's naval warfare division, which reports to Ellen Lord, the Defense Department's chief weapons buyer, is less sanguine  It said in a July assessment that Huntington Ingalls "is unlikely to fully recover the needed 18 percent" reduction     On the effort to meet the 18 percent labor-hour reduction for the Kennedy, the Navy's program manager "assesses that although difficult, the shipbuilder can still attain" it, Couch said  Beci Brenton, a spokeswoman for Newport News, Virginia-based Huntington Ingalls, said "we are seeing the benefits associated with significant build strategy changes and incorporation of lessons learned" from the first vessel  Brenton said "the current production performance" is 16 percent less than the Ford's estimate at the time of contract award for the second vessel but the reduction is 17 percent when compared with the first vessel's current cost     But Shelby Oakley, a director with the GAO who monitors Navy shipbuilding, said "with so much of the program underway, it is unlikely that the Navy will regain efficiency " In later phases of a shipbuilding contract, she said, "performance typically degrades, not improves " It's also "unclear how the lessons learned" from the first ship "could help regain efficiency when they are already baked in to the Navy's overly optimistic estimate for the program," she said  June 2018 Press Report A June 19, 2018, press report stated the following: Huntington Ingalls Industries Inc  is asking General Electric Co  to compensate it for damage caused by flawed workmanship during installation of propulsion system components on the U S  Navy's $13 billion aircraft carrier Gerald R  Ford  The problem, which forced the most expensive U S  warship back to port in January, has yet to be fully resolved although the carrier is once again at sea     Huntington Ingalls, a shipbuilder based in Newport News, Virginia, "has notified the original manufacturer of the shipyard's intent to seek compensation," Naval Sea Systems Command spokesman William Couch said in an email  Beci Brenton, a spokeswoman for Huntington said, "We continue to work with appropriate stakeholders to support resolution of this situation " Perry Bradley, a spokesman for Boston-based GE, said "we're not going to comment on specifics other than to say" that "GE is working closely with" Huntington's Newport News Shipyard unit and "the U S  Navy to resolve the issue "    The episode in January was the second failure in less than a year with a "main thrust bearing" that's part of the carrier's propulsion system  The first occurred in April 2017, during sea trials a month before the vessel's delivery  The ship has been sailing in a shakedown period to test systems and work out bugs  It's now scheduled to be ready for initial combat duty in 2022  The Navy's carrier program office said in an assessment that an inspection of the carrier's four main thrust bearings after the January failure revealed "machining errors" by GE workers at a Lynn, Massachusetts, facility during the original manufacturing as "the actual root cause " The bearing overheated, the Navy said in a March 8 memo to Congress, and "after securing the equipment to prevent damage, the ship safely returned to port " A failure review board is identifying "modifications required to preclude recurrence," it said  The bearing is one of four that transfers thrust from the ship's four propeller shafts  "The costs associated with repairing" the thrust bearings "are currently being assessed" and "this will include recovery of costs from the manufacturer of the Main Reduction Gear, General Electric (Lynn), as appropriate," the Navy said in the memo  Couch said the Navy doesn't expect similar propulsion problems with the next vessel in the class, the John F  Kennedy, because a different manufacturer made that carrier's propulsion train components  "Any propulsion train deficiencies identified" with the Ford "will be corrected and implemented" in "future ships of the class as necessary," he said  May 2018 Press Report A May 11, 2018, press report stated the following: The Navy's costliest vessel ever just got pricer, breaching a $12 9 billion cap set by Congress by $120 million, the service told lawmakers this week  The extra money for the U S S  Gerald R  Ford built by Huntington Ingalls Industries Inc  is needed to replace faulty propulsion components damaged in a January failure, extend the vessel's post-delivery repair phase to 12 months from the original eight months and correct deficiencies with the "Advanced Weapons Elevators" used to move munitions from deep in the ship to the deck  The elevators on the ship, designated CVN 78, need to be fixed "to preclude any effect on the safety of the ship and personnel," the Naval Sea Systems Command said in a statement to Bloomberg News on Friday  "Once the adjustment is executed, the cost for CVN 78 will stand at $13 027" billion, the Navy said  In addition to informing Congress that the spending lid has been breached, the Navy will have to let lawmakers know how it will shift funds to make up the difference  Navy officials didn't disclose the propulsion failure or elevator problems during budget hearings before Congress in recent weeks, and House and Senate lawmakers didn't ask about it     The Ford's propulsion system and elevator flaws are separate from reliability issues on its troubled aircraft launch and recovery systems  After its delivery last May, the ship operated for 70 days and completed 747 shipboard aircraft launches and recoveries, exceeding the goal of about 400, the Navy said  None of the 11 weapons elevators are operational but at least two are being used for testing "to identify many of the remaining developmental issues for this first-of-class system," the Navy has said  The command said all 11 elevators "should have been complete and delivered with the ship delivery" in May 2017  April 2018 Press Report An April 16, 2018, press report stated the following: Huntington Ingalls Industries' Newport News Shipbuilding President Jennifer Boykin provided an update on the various stages of construction on several major Navy shipbuilding programs during the Navy League's Sea Air Space Expo last week  The future USS John F  Kennedy (CVN-79) is about 43 percent complete, with launch planned for the fourth quarter of 2019 and delivery set for 2022  Boykin said the company has achieved about 75 percent of the ship erected and they are on track for an 18 percent man-hour budget reduction  Boykin provided these updates during a press briefing at the conference  Boykin revealed that undocking of CVN-79 in the fourth quarter of 2019 will occur three months earlier than originally planned  September 2017 Press Report A September 26, 2017, press report states the following: Huntington Ingalls Industries Inc  is falling short of a U S  Navy goal to reduce hours of labor on the second ship in the new Ford class of aircraft carriers in a drive to reduce costs, according to service documents  With 34 percent of construction complete on the USS John F  Kennedy, Huntington Ingalls estimates it will be able to reduce labor hours by 16 percent from the hours needed to construct the first vessel, the Gerald R  Ford  That's less than the 17 percent reduction reported at the end of last year and the 18 percent goal the Navy negotiated in the primary construction contract for the carrier  The "recent degradation in cost performance stems largely from the delayed availability of certain categories of material," such as pipe fittings, controllers, actuators and valves, according to the Navy's annual report on the program and updated figures obtained by Bloomberg News     "We acknowledge that the cost reduction target for CVN-79," relative to the first carrier, "is challenging," Huntington Ingalls spokeswoman Beci Brenton said in an email, referring to the Kennedy by its Navy designation  "While it is still early in the ship's schedule, we are seeing positive results from" new initiatives to keep costs in check, she said     Navy Secretary Richard Spencer told reporters last week that he will stay involved in monitoring the CVN-79's construction trends  "This is my personal approach—the CEO has to be involved " A close watch is required "because there are so many moving parts and so many opportunities to do things in a more efficient manner," Spencer said  The Navy has been working with the contractors "to mitigate technical risks and impacts of late material," Navy spokesman Victor Chen in an email  "The overall volume of late material items and associated impact to construction performance is declining  The Navy has hired third-party experts who are working collaboratively with the shipbuilder to identify manufacturing opportunities for efficiency gains" and to assist in implementing improvements     The 18 percent reduction in labor hours was "quite optimistic" from the start, Michele Mackin, a Government Accountability Office director who oversees its shipbuilding assessments, said in an email  "Even based on that assumption, the $11 4 billion cost cap was unlikely to be met," she said  "If those labor-hour efficiencies are in fact not materializing, costs will go higher  Also, "with the ship being over 30 percent complete, it's unlikely the shipbuilder can get back enough efficiencies to further reduce labor hours—the more complicated work is yet to come," she said  June 2017 Navy Testimony At a June 15, 2017, hearing before the Senate Armed Services Committee on the Department of the Navy's proposed FY2018 budget, the following exchange occurred: SENATOR JOHN MCCAIN (CHAIRMAN) (continuing): Secretary Stackley, the Navy broached a cost cap for CVN-78  Do you believe that it has? SEAN STACKLEY, ACTING SECRETARY OF THE NAVY: Sir, right now our estimate for CVN-78, we're trying to hold it within the $12 887 billion number that was established several years ago  We have included a $20 million [procurement funding] request in this budget pending our determination regarding repairs that required for the    MCCAIN: Is that a breach of Nunn-McCurdy? STACKLEY: Not at this point in time, sir, we're continuing to evaluate whether that additional funding will be required  We're doing everything we can to stay within the existing cap and we'll keep Congress informed as we complete our post-delivery assessment  MCCAIN: Problem is we haven't been informed  So either you bust the cap and breach Nunn-McCurdy—Nunn-McCurdy or you notify us  You haven't done either one  STACKLEY: Sir, we've been submitting monthly reports regarding the carrier, we've alerted the concern regarding the repairs that are being required for the motor turbine generator set and we've acknowledged the risk associated with those repairs  However, what we're trying to do is not incur those costs, avoid cost by other means, and as of right now we're not ready to trip that cost cap  MCCAIN: Well, it's either not allowable or it's allowable  It's not allowable, then you take a certain course of action  If it's allowable then you're required to notify Congress  You have done neither  STACKLEY: If we need to incur those costs, they will be allowable costs  We're trying to avoid that at this stage of time, sir  MCCAIN: I agree, but we were supposed to be notified—OK  I can tell you that you are either in violation of Nunn-McCurdy or you are in violation of the requirement that we be notified  You have done neither  There's two scenarios  STACKLEY: Sir, we have not broached the cost cap  If it becomes apparent that we'll need to go above the cost cap, we will notify Congress within—within the terms that you all have established  MCCAIN: OK  Well, I'll get it to you in writing but you still haven't answered the question because when there's a $20 million cost overrun, it's either allowable and then we have to be notified in one way  If it's not allowable, Nunn-McCurdy is—is reached  But anyway, maybe you can give us a more satisfactory explanation in writing, Mr  Secretary  June 2017 GAO Report A June 2017 GAO report states the following: The cost estimate for the second Ford-Class aircraft carrier, CVN 79, is not reliable and does not address lessons learned from the performance of the lead ship, CVN 78  As a result, the estimate does not demonstrate that the program can meet its $11 4 billion cost cap  Cost growth for the lead ship was driven by challenges with technology development, design, and construction, compounded by an optimistic budget estimate  Instead of learning from the mistakes of CVN 78, the Navy developed an estimate for CVN 79 that assumes a reduction in labor hours needed to construct the ship that is unprecedented in the past 50 years of aircraft carrier construction     After developing the program estimate, the Navy negotiated 18 percent fewer labor hours for CVN 79 than were required for CVN 78  CVN 79's estimate is optimistic compared to the labor hour reductions calculated in independent cost reviews conducted in 2015 by the Naval Center for Cost Analysis and the Office of Cost Assessment and Program Evaluation  Navy analysis shows that the CVN 79 cost estimate may not sufficiently account for program risks, with the current budget likely insufficient to complete ship construction  The Navy's current reporting mechanisms, such as budget requests and annual acquisition reports to Congress, provide limited insight into the overall Ford Class program and individual ship costs  For example, the program requests funding for each ship before that ship obtains an independent cost estimate  During an 11-year period prior to 2015, no independent cost estimate was conducted for any of the Ford class ships; however, the program received over $15 billion in funding  In addition, the program's Selected Acquisition Reports (SAR)—annual cost, status, and performance reports to Congress—provide only aggregate program cost for all three ships currently in the class, a practice that limits transparency into individual ship costs  As a result, Congress has diminished ability to oversee one of the most expensive programs in the defense portfolio  February 2016 Navy Testimony The Navy testified in 2016 that The Navy is committed to delivering the lead ship of the class, Gerald R Ford (CVN 78) within the $12 887 billion congressional cost cap  Sustained efforts to identify cost reductions and drive improved cost and schedule performance on this first-of-class aircraft carrier have resulted in highly stable cost performance since 2011  Based on lessons learned on CVN 78, the approach to carrier construction has undergone an extensive affordability review and the Navy and the shipbuilder have made significant changes on CVN 79 to reduce the cost to build the ship  The benefits of these changes in build strategy and resolution of first-of-class impacts experienced on CVN 78 are evident in early production labor metrics on CVN 79  These efforts are ongoing and additional process improvements continue to be identified  Alongside the Navy's efforts to reduce the cost to build CVN 79, the FY 2016 National Defense Authorization Act reduced the cost cap for follow ships in the CVN 78 class from $11,498 million to $11,398 million  To this end, the Navy has further emphasized stability in requirements, design, schedule, and budget, in order to drive further improvement to CVN 79 cost  The FY 2017 President's Budget requests funding for the most efficient build strategy for this ship and we look for Congress' full support of this request to enable CVN 79 procurement at the lowest possible cost         The Navy will deliver the CVN 79 within the cost cap using a two-phased strategy wherein select ship systems and compartments that are more efficiently completed at a later stage of construction - to avoid obsolescence or to leverage competition or the use of experienced installation teams - will be scheduled for completion in the ship's second phase of production and test  Enterprise (CVN 80) began construction planning and long lead time material procurement in January 2016 and construction is scheduled to begin in 2018  The FY 2017 President's Budget request re-phases CVN 80 funding to support a more efficient production profile, critical to performance, below the cost cap  CVN 80 planning and construction will continue to leverage class lessons learned to achieve cost and risk reduction, including efforts to accelerate production work to earlier phases of construction, where work is more cost efficient  October 2015 Senate Armed Services Committee Hearing Cost growth and other issues in the CVN-78 program were reviewed at an October 1, 2015, hearing before the Senate Armed Services Committee  Below are excerpts from the prepared statements of the witnesses at the hearing  OSD ASD Testimony The prepared statement of the Assistant Secretary of Defense (Acquisition) within the Office of the Secretary of Defense (OSD) states the following in part: By 2000, the CVN(X) Acquisition Strategy that had been proposed by the Navy was an evolutionary, three-step development of the capabilities planned for the CVN  This evolutionary strategy intending to mature technology and align risk with affordability originally involved using the last ship of the CVN 68 NIMITZ Class, USS GEORGE H  W  BUSH (CVN 77), as the starting point for insertion of some near term technology improvements including information network technology and the new Dual Band Radar (DBR) system from the DD(X) (now DDG 1000) program, to create an integrated warfare system that combined the ship's combat system and air wing mission planning functions  However, the then incoming Secretary of Defense Donald Rumsfeld in 2002 directed re-examination of the CVN program, among others, to reduce the overall spend of the department and increase the speed of delivery to the warfighters  As a result of the SECDEF's direction, the Navy proposed to remove the evolutionary approach and included a new and enlarged flight deck, an increased allowance for future technologies (including electric weapons), and an additional manpower reduction of 500 to 800 fewer sailors to operate  On December 12, 2002, a Program Decision Memorandum approved by then Deputy Secretary of Defense Paul Wolfowitz codified this Navy proposal and gave this direction back to the DOD enterprise  The ship was renamed the CVN-21 to highlight these changes  By Milestone B in April 2004, the Navy had evaluated the technologies intended for three ships, removed some of them, and consolidated the remaining ones into a single step of capability improvement on the lead ship  The new plan acknowledged technological, cost, and schedule challenges were being put on a single ship, but assessed this was achievable  The Acting USD AT&L (Michael Wynne) at that milestone also directed the Navy to use a hybrid of the Service Cost Position and Independent Cost Estimate (ICE) to baseline the program funding in lieu of the ICE, (although one can easily argue even the ICE was optimistic given these imposed circumstances)  By 2004, DOD and Congressional leadership had lost confidence in the acquisition system, and Deputy Secretary of Defense Gordon England established the Defense Acquisition Performance Assessment (DAPA) panel to conduct a sweeping and integrated assessment of "every aspect" of acquisition  The result was the discovery that the Industrial Base had consolidated, that excessive oversight and complex acquisition processes were cost and schedule drivers, and a focus on requirements stability was key to containing costs  From this, a review of the requirements of the CVN resulted in a revised and solidified "single ship" Operational Requirements Document (ORD) for the FORD Class as defined today, with the CVN 78 as lead ship  On the heels of a delay because of the budgetary constraints in 2006, the start of the construction of CVN 78 was delayed until 2008, but the schedule for delivery was held constant, further compounding risks and costs  The Navy's testimony covers these technical and schedule risks and concurrency challenges well  By 2009, this Committee had issued a floor statement in support of the Weapon Systems Acquisition Reform Act (WSARA)  Congress was now united in its pursuit of acquisition reform and, in concert, USD AT&L re-issued and updated the Department of Defense's acquisition instruction (DoDI 5000 2) in 2008  WSARA included strengthening of the 'Nunn-McCurdy" process with requires DOD to report to Congress when cost growth on a major program breaches a critical cost growth threshold  This legislation required a root-cause assessment of the program and assumed program termination within 60 days of notification unless DOD certified in writing that the program remained essential to national security  WSARA had real impact on the CVN 78, as by 2008 and 2009 the results of all the previous decisions were instantiated in growth of cost and schedule  Then USD AT&L John Young required the Navy to provide a list of descoping efforts and directed the Navy to have an off-ramp back to steam catapults if the Electromagnetic Aircraft Launching System (EMALS) remained a problem for the program  He also directed an independent review of all of the CVN 78 technologies by a Defense Support Team (DST)  Prior to the DST, the Navy had chartered a Program Assessment Review (PAR) with USD (AT&L) participation of EMALS/Advanced Arresting Gear (AAG) versus steam  One of the key PAR findings was converting the EMALS and AAG production contracts to firm, fixed price contracts to cap cost growth and imposed negative incentives for late delivery  The Dual Band Radar (DBR) cost and risk growth was a decision by-product of the DDG 1000 program Nunn-McCurdy critical unit cost breach in 2010  Faced with a need to reduce cost on the DDG 1000 program and the resultant curtailment of the program, the expectation of development costs being borne by the DDG 1000 program was no longer the case and all of the costs associated with the S-band element development and a higher share of the X-band element then had to be supported by the CVN 78 program  The design problems encountered with AAG development have had the most deleterious effects on CVN 78 construction of any of the three major advanced technologies including EMALS and DBR  Our view of AAG is that these engineering design problems are now in the past and although delivery of several critical components have been delayed, the system will achieve its needed capabilities before undergoing final operational testing prior to deployment of the ship  Again, reliability growth is a concern, but this cannot be improved until a fully functional system is installed and operating at the Lakehurst, New Jersey land based test site, and on board CVN 78  With the 2010 introduction by then USD AT&L Ashton Carter (now in its third iteration by under USD AT&L Frank Kendall) of the continuous process improvement initiative that was founded in best business practices and WSARA called "Better Buying Power," the CVN underwent affordability, "Should Cost," and requirements assessment  Navy's use of the "Gate" process has stabilized the cost growth and reset good business practices  However, there is still much to do  We are in the testing phase of program execution prior to deployment and we had been concerned about the timing of the Full Ship Shock Trial (FSST)  After balancing the operational and technical risks, the Department decided to execute FSST on CVN 78 prior to deployment  EMALS and AAG are also a concern with regard to final operational testing stemming from the development difficulties that each experienced  The Navy still needs to complete a significant amount of land-based testing to enable certification of the systems to launch and recover the full range of aircraft that it is required to operate under both normal and emergency conditions  This land-based testing is planned to complete before the final at-sea operational testing for these systems begins     USD AT&L continues to work with Navy to tailor the program and ensure appropriate oversight at both the Navy Staff level as well as OSD  Our review of the Navy's plan for maintaining control of the cost for CVN 79 included an understanding of the application of lessons learned from the construction of CVN 78 along with the application of a more efficient construction plan for the ship including introduction of competition where possible  We have established an excellent relationship with the Navy to work together to change process and policies that have impacted the ability of the program to succeed, to include revitalizing the acquisition workforce and their skills  We are confident in the Navy's plan for CVN 79 and CVN 80 and, as such, Under Secretary Kendall recently authorized the Navy to enter into the detail design and construction phase for CVN 79 and to enter into advanced procurement for long lead time materials for CVN 80 construction  OSD and the Navy are committed to delivering CVN 79 within the limits of the cost cap legislated for this ship  OSD DOT&E Testimony The prepared statement of the Director, Operational Test & Evaluation (DOT&E), within OSD states the following in part: The Navy intends to deliver CVN 78 early in calendar year 2016, and to begin initial operational test and evaluation (IOT&E) in late calendar year 2017  However, the Navy is in the process of developing a new schedule, so some dates may change  Based on the current schedule, between now and the beginning of IOT&E, the CVN 78 program is proceeding on an aggressive schedule to finish development, testing, troubleshooting, and correction of deficiencies for a number of new, complex systems critical to the warfighting capabilities of the ship  Low or unknown reliability and performance of the Advanced Arresting Gear (AAG), the Electromagnetic Aircraft Launch System (EMALS), the Dual Band Radar (DBR), and the Advanced Weapons Elevators (AWE) are significant risks to a successful IOT&E and first deployment, as well as to achieving the life-cycle cost reductions the Navy has estimated will accrue for the Ford-class carriers  The maturity of these systems is generally not at the level that would be desired at this stage in the program; for example, the CVN 78 test program is revealing problems with the DBR typical of discoveries in early developmental testing  Nonetheless, AAG, EMALS, DBR, and AWE equipment is being installed on CVN 78, and in some cases, is undergoing shipboard checkout  Consequently, any significant issues that testing discovers before CVN 78's schedule-driven IOT&E and deployment will be difficult, or perhaps impossible, to address  Resolving the uncertainties in the reliability and performance of these systems is critical to CVN 78's primary function of conducting combat operations  CVN 78 has design features intended to enhance its ability to launch, recover, and service aircraft  EMALS and AAG are key systems planned to provide new capabilities for launching and recovering aircraft that are heavier and lighter than typically operated on Nimitz-class carriers  DBR is intended to enhance radar coverage on CVN 78 in support of air traffic control and ship self-defense  DBR is planned to reduce some of the known sensor limitations on Nimitz-class carriers that utilize legacy radars  The data currently available to my office indicate EMALS is unlikely to achieve the Navy's reliability requirements  (The Navy indicates EMALS reliability is above its current growth curve, which is true; however, that growth curve was revised in 2013, based on poor demonstrated performance, to achieve EMALS reliability on CVN 78 a factor of 15 below the Navy's goal ) I have no current data regarding DBR or AWE reliability, and data regarding the reliability of the re-designed AAG are also not available  (Poor AAG reliability in developmental testing led to the need to re-design components of that system ) In addition, performance problems with these systems are continuing to be discovered  If the current schedule for conducting the ship's IOT&E and first deployment remain unchanged, reliability and performance shortfalls could degrade CVN 78's ability to conduct flight operations  Due to known problems with current aircraft carrier combat systems, there is significant risk CVN 78 will not achieve its self-defense requirements  Although the CVN 78 design incorporates several combat system improvements relative to the Nimitz-class, these improvements (if achieved) are unlikely to correct all of the known shortfalls  Testing on other ships with similar combat systems has highlighted deficiencies in weapon employment timelines, sensor coverage, system track management, and deficiencies with the recommended engagement tactics  Most of these limitations are likely to affect CVN 78 and I continue to view this as a significant risk to the CVN 78's ability to defend itself against attacks by the challenging anti-ship cruise missile and other threats proliferating worldwide  The Navy's previous decision to renege on its original commitment to conduct the Full Ship Shock Trial (FSST) on CVN 78 before her first deployment would have put CVN 78 at risk in combat operations  This decision was reversed in August 2015 by the Deputy Secretary of Defense  Historically, FSSTs for new ship classes have identified for the first time numerous mission-critical failures the Navy had to address to ensure the new ships were survivable in combat  We can expect that CVN 78's FSST results will have significant and substantial implications on future carriers in the Ford-class and any subsequent new class of carriers  I also have concerns with manning and berthing on CVN 78  The Navy designed CVN 78 to have reduced manning to reduce life-cycle costs, but Navy analyses of manning on CVN 78 have identified problems in manning and berthing  These problems are similar to those seen on other recent ship classes such as DDG 1000 and the Littoral Combat Ship (LCS)     There are significant risks to the successful completion of the CVN 78 IOT&E and the ship's subsequent deployment due to known performance problems and the low or unknown reliability of key systems  For AAG, EMALS, AWE and DBR, systems that are essential to the primary missions of the ship, these problems, if uncorrected, are likely to affect CVN 78's ability to conduct effective flight operations and to defend itself in combat  The CVN 78 test schedule leaves little or no time to fix problems discovered in developmental testing before IOT&E begins that could cause program delays  In the current program schedule, major developmental test events overlap IOT&E  This overlap increases the likelihood problems will be discovered during CVN 78's IOT&E, with the attendant risk to the successful completion of that testing and to the ship's first deployment  The inevitable lessons we will learn from the CVN 78 FSST will have significant implications for CVN 78 combat operations, as well as for the construction of future carriers incorporating the ship's advanced systems; therefore, the FSST should be conducted on CVN 78 as soon as it is feasible to do so  Navy Testimony The prepared statement of the Navy witnesses at the hearing states the following in part: In June 2000, the Department of Defense (DOD) approved a three-ship evolutionary acquisition approach starting with the last NIMITZ Class carrier (CVN 77) and the next two carriers CVNX1 (later CVN 78) and CVNX2 (later CVN 79)  This approach recognized the significant risk of concurrently developing and integrating new technologies into a new ship design incrementally as follows: • The design focus for the evolutionary CVN 77 was to combine information network technology with a new suite of multifunction radars from the DDG 1000 program to transform the ship's combat systems and the air wing's mission planning process into an integrated warfare system  • The design focus for the evolutionary CVNX1 (future CVN 78) was a new Hull, Mechanical and Electrical (HM&E) architecture within a NIMITZ Class hull that included a new reactor plant design, increased electrical generating capacity, new zonal electrical distribution, and new electrical systems to replace steam auxiliaries under a redesigned flight deck employing new Electromagnetic Aircraft Launch System (EMALS) catapults together with aircraft ordnance and fueling "pit-stops"  Design goals for achieving reduced manning and improved maintainability were also defined  • The design focus for the evolutionary CVNX2 (future CVN 79) was a potential "clean-sheet" design to "open the aperture" for capturing new but immature technologies such as the Advanced Arresting Gear (AAG) and Advanced Weapons Elevators (AWE) that would be ready in time for the third ship in the series; and thereby permit the experience gained from design and construction of the first two ships (CVN 77 and CVN 78) to be applied to the third ship (CVN 79)  Early in the last decade, however, a significant push was made within DOD for a more transformational approach to delivering warfighting capability  As a result, in 2002, DOD altered the program acquisition strategy by transitioning to the new aircraft carrier class in a single transformational leap vice an incremental three ship strategy  Under the revised strategy, CVN 77 reverted back to a "modified-repeat" NIMITZ Class design to minimize risk and construction costs, while delaying the integrated warfare system to CVN 78  Further, due to budget constraints, CVN 78 would start construction a year later (in 2007) with a NIMITZ Class hull form but would entail a major re-design to accommodate all the new technologies from the three ship evolutionary technology insertion plan  This leap ahead in a single ship was captured in a revised Operational Requirements Document (ORD) in 2004, which defined a new baseline that is the FORD Class today, with CVN 78 as the lead ship  The program entered system development and demonstration, containing the shift to a single ship acquisition strategy  The start of CVN 78 construction was then delayed by an additional year until 2008 due to budget constraints  As a result, the traditional serial evolution of technology development, ship concept design, detail design, and construction – including a total of 23 developmental systems incorporating new technologies originally planned across CVN 77, CVNX1, CVNX2 - were compressed and overlapped within the program baseline for the CVN 78  Today, the Navy is confronting the impacts of this compression and concurrency, as well as changes to assumptions made in the program planning more than a decade ago     Given the lengthy design, development, and build span associated with major warships, there is a certain amount of overlap or concurrency that occurs between the development of new systems to be delivered with the first ship, the design information for those new systems, and actual construction  Since this overlap poses cost and schedule risk for the lead ship of the class, program management activities are directed at mitigating this overlap to the maximum extent practicable  In the case of the FORD Class, the incorporation of 23 developmental systems at various levels of technical maturity (including EMALS, AAG, DBR, AWE, new propulsion plant, integrated control systems) significantly compounded the inherent challenges associated with accomplishing the first new aircraft carrier design in 40-years  The cumulative impact of this high degree of concurrency significantly exceeded the risk attributed to any single new system or risk issue and ultimately manifested itself in terms of delay and cost growth in each element of program execution; development, design, material procurement (government and contractor), and construction     Shipbuilder actions to resolve first-of-class issues retired much of the schedule risks to launch, but at an unstable cost  First-of-class construction and material delays led the Navy to revise the launch date in March 2013 from July 2013 to November 2013  Nevertheless, the four-month delay in launch allowed increased outfitting and ship construction that were most economically done prior to ship launch, such as completion of blasting and coating operations for all tanks and voids, installation of the six DBR arrays, and increased installations of cable piping, ventilation, electrical boxes, bulkheads and equipment foundations  As a result, CVN 78 launched at 70 percent complete and 77,000 tons displacement – the highest levels yet achieved in aircraft carrier construction  This high state of completion at launch enabled improved outfitting, compartment completion, an efficient transition into the shipboard test program, and the on-time completion of key milestones such as crew move aboard  With the advent of the shipboard test program, first time energization and grooming of new systems have required more time than originally planned  As a result, the Navy expects the sea trial schedule to be delayed about six to eight weeks  The exact impact on ship delivery will be determined based on the results of these trials  The Navy expects no schedule delays to CVN 78 operational testing and deployability due to the sea trials delay and is managing schedule delays within the $12 887 billion cost cap  Additionally, at delivery, AAG will not have completed its shipboard test program  The program has not been able to fully mitigate the effect of a two-year delay in AAG equipment deliveries to the ship  All AAG equipment has been delivered to the ship and will be fully installed on CVN 78 at delivery  The AAG shipboard test and certification program will complete in time to support aircraft launch and recovery operations in summer 2016     The Navy, in coordination with the shipbuilder and major component providers, implemented a series of actions and initiatives in the management and oversight of CVN 78 that crossed the full span of contracting, design, material procurement, GFE, production planning, production management and oversight  The Secretary of the Navy directed a detailed review of the CVN 78 program build plan to improve end-to-end aircraft carrier design, material procurement, production planning, build and test, the results of which are providing benefit across all carriers  These corrective measures include: • CVN 78 design was converted from a 'level of effort, fixed fee' contract to a completion contract with a firm target and incentive fee  Shipbuilder cost performance has been on-target or better since this contract change  • CVN 78 construction fee was reduced, consistent with contract provisions  However, the shipbuilder remains incentivized by the contract shareline to improve upon current cost performance  • Contract design changes are under strict control; authorized only for safety, damage control, and mission-degrading deficiencies  • Following a detailed "Nunn-McCurdy-like" review in 2008-2009, the Navy converted the EMALS and AAG production contract to a firm, fixed price contract, capping cost growth to each system  • In 2011, Naval Sea Systems Command completed a review of carrier specifications with the shipbuilder, removing or improving upon overly burdensome or unneeded specifications that impose unnecessary cost on the program  Periodic reviews continue  Much of the impact to cost performance was attributable to shipbuilder and government material cost overruns  The Navy and shipbuilder have made significant improvements upon material ordering and delivery to the shipyard to mitigate the significant impact of material delays on production performance  These actions include: • The Navy and shipbuilder instituted optimal material procurement strategies and best practices (structuring procurements to achieve quantity discounts, dual-sourcing to improve schedule performance and leveraging competitive opportunities) from outside supply chain management experts  • The shipbuilder assigned engineering and material sourcing personnel to each of their key vendors to expedite component qualifications and delivery to the shipyard  • The shipbuilder inventoried all excess material procured on CVN 78 for transfer to CVN 79  • The Program Executive Officer (Carriers) has conducted quarterly Flag-level GFE summits to drive cost reduction opportunities and ensure on-time delivery of required equipment and design information to the shipbuilder  The CVN 78 build plan, consistent with the NIMITZ Class, had focused foremost on completion of structural and critical path work to support launching the ship on-schedule  Achieving the program's cost improvement targets required that CVN 78 increase its level of completion at launch, from 60 percent to 70 percent  To achieve this and drive greater focus on system completion: • The Navy fostered a collaborative build process review by the shipbuilder with other Tier 1 private shipyards in order to benchmark its performance and identify fundamental changes that are yielding marked improvement  • The shipbuilder established specific launch metrics by system and increased staffing for waterfront engineering and material expediters to support meeting those metrics  This ultimately delayed launch, but drove up pre-outfitting to the highest levels for CVN new construction which has helped stabilize cost and improve test program and compartment completion performance relative to CVN 77  • The shipbuilder linked all of these processes within a detailed integrated master schedule that has provided greater visibility to performance and greater ability to control cost and schedule performance across the shipbuilding disciplines  These initiatives, which summarize a more detailed list of actions being implemented and tracked as a result of the end-to-end review, were accompanied by important management changes  • In 2011, the Navy assigned a second tour Flag Officer with considerable carrier operations, construction, and program management experience as the new Program Executive Officer (PEO)  • The new PEO established a separate Program Office, PMS 379, to focus exclusively on CVN 79 and CVN 80, which enables the lead ship Program Office, PMS 378, to focus on cost control, schedule performance and the delivery of CVN 78  • In 2012, the shipbuilder assigned a new Vice President in charge of CVN 78, a new Vice President in charge of material management and purchasing, and a number of new general ship foremen to strengthen CVN 78 performance  • The new PEO and shipyard president began conducting bi-weekly launch readiness reviews focused on cost performance, critical path issues and accomplishment of the targets for launch completion  These bi-weekly reviews will continue through delivery  • Assistant Secretary of the Navy (Research, Development, and Acquisition) (ASN (RD&A)) conducts quarterly reviews of program progress and performance with the PEO and shipbuilder to ensure that all that can be done to improve on cost performance is being done  The series of actions taken by the Navy and the shipbuilder are achieving the desired effect of arresting cost growth, establishing stability, and have resulted in no changes in the Government's estimate at completion over the past four years  The Department of the Navy is continuing efforts to identify cost reductions, drive improved cost and schedule performance, and manage change  The Navy has established a rigorous process with the shipbuilder that analyzes each contract change request to approve only those change categories allowed within the 2010 ASN(RD&A) change order management guidance  This guidance only allows changes for safety, contractual defects, testing and trial deficiencies, statutory and regulatory changes that are accompanied by funding and value engineering change proposals with instant contract savings  While the historical average for contractual change level is approximately 10 percent of the construction cost for the lead ship of a new class, CVN 78 has maintained a change order budget of less than four percent to date despite the high degree of concurrent design and development  Finally, the Navy has identified certain areas of the ship whose completion is not required for delivery, such as berthing spaces for the aviation detachment, and has removed this work from the shipbuilder's contract  This deferred work will be completed within the ship's budgeted end cost and is included within the $12,887 million cost estimate  By performing this deferred work in the post-delivery period using CVN 78 end cost funding, it can be competed and accomplished at lower cost and risk to the overall ship delivery schedule     The CVN 79 cost cap was established in 2006 and adjusted by the Secretary of the Navy in 2013, primarily to address inflation between 2006 and 2013 plus $325 million of the allowed increase for non-recurring engineering to incorporate design improvements for the CVN 78 Class construction  The Navy and the shipbuilder conducted an extensive affordability review of carrier construction and made significant changes to deliver CVN 79 at the lowest possible cost  These changes are focused on eliminating the largest impacts to cost performance identified during the construction of CVN 78 as well as furthering improvements in future carrier construction  The Navy outlined cost savings initiatives in its Report to Congress in May, 2013, and is executing according to plan  Stability in requirements, design, schedule, and budget, are essential to controlling and improving CVN 79 cost, and therefore is of highest priority for the program  Requirements for CVN 79 were "locked down" prior to the commencement of CVN 79 construction  The technical baseline and allocated budget for these requirements were agreed to by the Chief of Naval Operations and ASN(RD&A) and further changes to the baseline require their approval, which ensures design stability and increases effectiveness during production  At the time of construction contract award, CVN 79 has 100 percent of the design product model complete (compared to 65 percent for CVN 78) and 80 percent of initial drawings released  Further, CVN 79 construction benefits from the maturation of virtually all new technologies inserted on CVN 78  In the case of EMALS and AAG, the system design and procurement costs are understood, and CVN 79 leverages CVN 78 lessons learned     A completed FORD Class design enabled the shipbuilder to fully understand the "whole ship" bill of materials for CVN 79 construction and to more effectively manage the procurement of those materials with the knowledge of material lead times and qualified sources accrued from CVN 78 construction  The shipbuilder is able to order ship-set quantities of material, with attendant cost benefits, and to ensure CVN 79 material will arrive on time to support construction need  Extensive improvements have been put in place for CVN 79 material procurement to drive both cost reductions associated with more efficient procurement strategies and production labor improvements associated with improved material availability  Improved material availability is also a critical enabler to many construction efficiency improvements in CVN 79  The shipbuilder has developed an entirely new material procurement and management strategy for CVN 79  This new strategy consists of eight separate initiatives     The shipbuilder and the Navy have performed a comprehensive review of the build strategy and processes used in construction of CVN 78 Class aircraft carriers as well as consulted with other Navy shipbuilders on best practices  As a result, the shipbuilder has identified and implemented a number of changes in the way they build aircraft carriers, with a dedicated focus on executing construction activities where they can most efficiently be performed  The CVN 79 build sequence installs 20 percent more parts in shop, and 30 percent more parts on the final assembly platen, as compared to CVN 78  This work will result in an increase in pre-outfitting and work being pulled to earlier stages in the construction process where it is most efficiently accomplished     In conjunction with the Navy and the shipbuilder's comprehensive review of the build strategy and processes used in construction of CVN 78 Class aircraft carriers, a number of design changes were identified that would result in more affordable construction  Some of these design changes were derived from lessons learned in the construction of CVN 78 and others seek to further simplify the construction process and drive cost down     In addition to the major focus discussed above, the shipbuilder continues to implement capital improvements to facilities that serve to reduce risk and improve productivity     To enhance CVN 79 build efficiency and affordability, the Navy is implementing a two-phase delivery plan  The two-phase strategy will allow the basic ship to be constructed and tested in the most efficient manner by the shipbuilder (Phase I) while enabling select ship systems and compartments to be completed in Phase II, where the work can be completed more affordably through competition or the use of skilled installation teams     The CVN 80 planning and construction will continue to leverage class lessons learned in the effort to achieve cost and risk reduction for remaining FORD Class ships  The CVN 80 strategy seeks to improve on CVN 79 efforts to frontload as much work as possible to the earliest phases of construction, where work is both predictable and more cost efficient     While delivery of the first-of-class FORD has involved challenges, those challenges are being addressed and this aircraft carrier class will provide great value to our Nation with unprecedented and greatly needed warfighting capability at overall lower total ownership cost than a NIMITZ Class CVN  The Navy has taken major steps to stem the tide of increasing costs and drive affordability into carrier acquisition  GAO Testimony The prepared statement of the GAO witness at the hearing states the following in part: The Ford-class aircraft carrier's lead ship began construction with an unrealistic business case  A sound business case balances the necessary resources and knowledge needed to transform a chosen concept into a product  Yet in 2007, GAO found that CVN 78 costs were underestimated and critical technologies were immature—key risks that would impair delivering CVN 78 at cost, on-time, and with its planned capabilities  The ship and its business case were nonetheless approved  Over the past 8 years, the business case has predictably decayed in the form of cost growth, testing delays, and reduced capability—in essence, getting less for more  Today, CVN 78 is more than $2 billion over its initial budget  Land-based tests of key technologies have been deferred by years while the ship's construction schedule has largely held fast  The CVN 78 is unlikely to achieve promised aircraft launch and recovery rates as key systems are unreliable  The ship must complete its final, more complex, construction phase concurrent with key test events  While problems are likely to be encountered, there is no margin for the unexpected  Additional costs are likely  Similarly, the business case for CVN 79 is not realistic  The Navy recently awarded a construction contract for CVN 79 which it believes will allow the program to achieve the current $11 5 billion legislative cost cap  Clearly, CVN 79 should cost less than CVN 78, as it will incorporate lessons learned on construction sequencing and other efficiencies  While it may cost less than its predecessor, CVN 79 is likely to cost more than estimated  As GAO found in November 2014, the Navy's strategy to achieve the cost cap relies on optimistic assumptions of construction efficiencies and cost savings—including unprecedented reductions in labor hours, shifting work until after ship delivery, and delivering the ship with the same baseline capability as CVN 78 by postponing planned mission system upgrades and modernizations until future maintenance periods  Today, with CVN 78 over 92 percent complete as it reaches delivery in May 2016, and the CVN 79 on contract, the ability to exercise oversight and make course corrections is limited  Yet, it is not too late to examine the carrier's acquisition history to illustrate the dynamics of shipbuilding—and weapon system—acquisition and the challenges they pose to acquisition reform  The carrier's problems are by no means unique; rather, they are quite typical of weapon systems  Such outcomes persist despite acquisition reforms the Department of Defense and Congress have put forward—such as realistic estimating and "fly before buy " Competition with other programs for funding creates pressures to overpromise performance at unrealistic costs and schedules  These incentives are more powerful than policies to follow best acquisition practices and oversight tools  Moreover, the budget process provides incentives for programs to be funded before sufficient knowledge is available to make key decisions  Complementing these incentives is a marketplace characterized by a single buyer, low volume, and limited number of major sources  The decades-old culture of undue optimism when starting programs is not the consequence of a broken process, but rather of a process in equilibrium that rewards unrealistic business cases and, thus, devalues sound practices  July 2015 Press Report A July 2, 2015, press report states the following: The Navy plans to spend $25 million per year beginning in 2017 as a way to invest in lowering the cost of building the services' new Ford-class aircraft carriers, service officials said  "We will use this design for affordability to make new improvements in cost cutting technologies that will go into our ships," said Rear Adm  Michael Manazir, Director, Air Warfare     "We just awarded a contract to buy long lead item materials [for CVN-79] and lay out an allocated budget for each of the components of that ship  We want to build the ship in the most efficient manner possible," Rear Adm  Thomas Moore, Program Executive Officer, Carriers, said  Navy leaders say the service is making positive strides regarding the cost of construction for the USS Kennedy and plans to stay within the congressional cost cap of $11 498 billion     The $25 million design for affordability initiative is aimed at helping to uncover innovative shipbuilding techniques and strategies that will accomplish this and lower costs  Moore said the goal of the program is to, among other things, remove $500 million from the cost of the third Ford-class carrier, the USS Enterprise, CVN 80  "It is finding a million here and a million there and eventually that is how you get a billion dollars out of the ship from (CVN) 78 to (CVN) 79  The goal is to get another $500 million out of CVN 80  The $25 million dollars is a pretty prudent investment if we can continue to drive the cost of this class of ship down," Moore told reporters recently  Moore explained that part of the goal is to get to the point where a Ford-class carrier can be built for the same amount of man-hours it took to build their predecessor ships, the Nimitz-class carriers  "We want to get back to the goal of being able to build it for historical Nimitz class levels in terms of man hours for a ship that is significantly more capable and more complex to build," Moore added  The money will invest in new approaches and explore the processes that a shipyard can use to build the ship, Moore added  "They've made a significant investment in these new welding machines  These new welding machines allow the welder to use different configurations  This has significantly improved the throughput that the shipyard has," Moore said, citing an example of the kind of thing the funds would be used for  The funds will also look into whether new coatings for the ship or welding techniques can be used and whether millions of feet of electrical cabling can be installed in a more efficient manner, Moore added  Other cost saving efforts assisted by the funding include the increased use of complex assemblies, common integrated work packages, automated plate marking, weapons elevator door re-design and vertical build strategies, Navy officials said  Shipbuilders could also use a new strategy of having work crews stay on the same kind of work for several weeks at a time in order to increase efficiency, Moore said  Also, some of the construction work done on the USS Ford while it was in dry dock is now being done in workshops and other areas to improve the building process, he added  June 2015 Press Reports A June 29, 2015, press report states the following: Newport News Shipbuilding will see cost reduction on the order of 18 percent fewer man hours overall from the first Ford-class aircraft carrier to the second, according to a company representative  Ken Mahler, Newport News vice president of Navy programs, touted the shipyard's cost savings on the John F  Kennedy (CVN-79) during a June 15 interview with Inside the Navy   This reduction was facilitated by the investments the shipyard is making in carrier construction, as well as lessons learned from the first ship, the Gerald R  Ford (CVN-78), which will deliver next year  A June 23, 2015, press report states the following: The Pentagon's cost-assessment office now says the Navy's second aircraft carrier in a new class will exceed a congressionally mandated cost cap by $235 million  That's down from an April estimate that the USS John F  Kennedy, the second warship in the new Ford class, would bust a $11 498 billion cap set by lawmakers by $370 million  The Navy maintains that it can deliver the ship within the congressional limit  "The original figure was a draft based on preliminary information," Navy Commander Bill Urban, a spokesman for the Pentagon's Cost Assessment and Program Evaluation office, said in an e-mail  As better information, such as updated labor rates, became available, the office "revised its estimate to a more accurate number," he said  A June 15, 2015, press report states the following: [Rear Admiral Tom] Moore [program executive officer for aircraft carriers]  said the program would save a billion dollars by decreasing the man hours needed to construct the ship by 18 percent from CVN-78 to 79—down to about 44 million manhours  He said this reduction is only a first step in taking cost ouot of the carrier program  The future Enterprise (CVN-80) will take about 4 million manhours out, or another 10 percent reduction, for a savings of about $500 million  But beyond seeking ways to take cost out, the contract itself reduces the risk to the government, Moore said  "The main construction of the ship is now in a fixed price environment, so that switchover really limits the government's liability," he said  Without getting into specific dollar amounts due to business sensitivities, Moore explained that "this is the lowest target fee we've ever had on any CVN new construction  Look at tghe shape of the share [government-contractor cost] share lines, because the share lines at the end of the day are a measure of risk  So where we'd like to get quickly to [a] 50/50 [share line], in past carrier contracts we've been out at 85/15, 90/10—which basically means for every dollar over [the target cost figure, up to the ceiling cost figure], the government picks up 85 cents on the dollar  And this contract very quickly gets to 50/50  The other thing is ceiling price—on a fixed-price contract, the ceiling price is the government's maximum liability  And on this particular contract, again, it is the lowest ceiling price we've ever had [for a CVN] " February 2015 Navy Testimony At a February 25, 2015, hearing on Department of the Navy acquisition programs, Department of the Navy officials testified the following: The Navy is committed to delivering CVN 78 within the $12 887 billion Congressional cost cap  Sustained efforts to identify cost reductions and drive improved cost and schedule on this first-of-class aircraft carrier have resulted in highly stable performance since 2011  Parallel efforts by the Navy and shipbuilder are driving down and stabilizing aircraft carrier construction costs for the future John F Kennedy (CVN 79) and estimates for the future Enterprise (CVN 80)  As a result of the lessons learned on CVN 78, the approach to carrier construction has undergone an extensive affordability review  The Navy and the shipbuilder have made significant changes on CVN 79 to reduce the cost to build the ship as detailed in the 2013 CVN 79 report to Congress  The benefits of these changes in build strategy and resolution of first-of-class impacts on CVN 79 are evident in metrics showing significantly reduced man-hours for completed work from CVN 78  These efforts are ongoing and additional process improvements continue to be identified  The Navy extended the CVN 79 construction preparation contract into 2015 to enable continuation of ongoing planning, construction, and material procurement while capturing lessons learned associated with lead ship construction and early test results  The continued negotiations of the detail design and construction (DD&C) contract afford an opportunity to incorporate further construction process improvements and cost reduction efforts  Award of the DD&C contract is expected in third quarter FY 2015  This will be a fixed price-type contract  Additionally, the Navy will deliver the CVN 79 using a two-phased strategy  This enables select ship systems and compartments to be completed in a second phase, wherein the work can be completed more efficiently through competition or the use of skilled installation teams responsible for these activities  This approach, key to delivering CVN 79 at the lowest cost, also enables the Navy to procure and install shipboard electronic systems at the latest date possible  The FY 2014 NDAA adjusted the CVN 79 and follow ships cost cap to $11,498 million to account for economic inflation and non-recurring engineering for incorporation of lead ship lessons learned and design changes to improve affordability  In transitioning from first-of-class to first follow ships, the Navy has maintained Ford class requirements and the design is highly stable  Similarly, we have imposed strict interval controls to drive changes to the way we do business in order to ensure CVN 79 is delivered below the cost cap  To this same end, the FY 2016 President's Budget request aligns funding to the most efficient build strategy for this ship and we look for Congress' full support of this request to enable CVN 79 to be procured at the lowest possible cost  Enterprise (CVN 80) will begin long lead time material procurement in FY 2016  The FY 2016 request re-phases CVN 80 closer to the optimal profile, therefore reducing the overall ship cost  The Navy will continue to investigate and will incorporate further cost reduction initiatives, engineering efficiencies, and lessons learned from CVN 78 and CVN 79  Future cost estimates for CVN 80 will be updated for these future efficiencies as they are identified  May 2013 Navy Testimony In its prepared statement for a May 8, 2013, hearing on Navy shipbuilding programs before the Seapower subcommittee of the Senate Armed Services Committee, the Navy stated that In 2011, the Navy identified spiraling cost growth [on CVN-78] associated with first of class non-recurring design, contractor and government furnished equipment, and ship production issues on the lead ship  The Navy completed an end-to-end review of CVN 78 construction in December 2011 and, with the shipbuilder, implemented a series of corrective actions to stem, and to the extent possible, reverse these trends  While cost performance has stabilized, incurred cost growth is irreversible     As a result of lessons learned on CVN 78, the approach to carrier construction has undergone an extensive affordability review; and the Navy and the shipbuilder have made significant changes on CVN 79 that will reduce the cost to build the ship  CVN 79 construction will start with a complete design, firm requirements, and material economically procured and on hand in support of production need  The ship's build schedule also provides for increased completion levels at each stage of construction with resulting improved production efficiencies     Inarguably, this new class of aircraft carrier brings forward tremendous capability and life-cycle cost advantages compared to the NIMITZ-class it will replace  However, the design, development and construction efforts required to overcome the technical challenges inherent to these advanced capabilities have significantly impacted cost performance on the lead ship  The Navy continues implementing actions from the 2012 detailed review of the FORD-Class build plan to control cost and improve performance across lead and follow ship contracts  This effort, taken in conjunction with a series of corrective actions with the shipbuilder on the lead ship, will not recover costs to original targets for GERALD R  FORD [CVN-78], but should improve performance on the lead ship while fully benefitting CVN 79 and following ships of the class  In the discussion portion of the hearing, Sean Stackley, the Assistant Secretary of the Navy for Research, Development and Acquisition (i e , the Navy's acquisition executive), testified that First, the cost growth on the CVN-78 is unacceptable  The cost growth dates back in time to the very basic concepts that went into take in the Nimitz-class and doing a total redesign of the Nimitz class to get to a level of capability and to reduce operating and support cost for the future carrier  Far too much risk was carried into the design of the first of the Ford-class  Cost growth stems to the design was moving at the time production started  The vendor base that was responsible for delivering new components and material to support the ship production was (inaudible) with new developments in the vendor base and production plan do not account for the material ordering difficulties, the material delivery difficulties and some of the challenges associated with building a whole new design compared to the Nimitz     Sir, for CVN-79, we have—we have held up the expenditures on CVN-79 as we go through the details of—one, ensuring that the design of the 78 is complete and repeated for the 79s [sic] that we start with a clean design  Two, we're going through the material procurement  We brought a third party into assessment material-buying practices at Newport News to bring down the cost of material  And we're metering out the dollars for buying material until it hits the objectives that we're setting for CVN-79 through rewriting the build plan on CVN-79  If you take a look at how the 78 is being constructed, far too much work is being accomplished late in the build cycle  So we are rewriting the build plan for CVN-79, do more work in the shops where it's more efficient, more work in the buildings where it's more efficient, less work in the dry dock, less work on the water  And then we're going after the rates—the labor rates and the investments needed by the shipbuilder to achieve these efficiencies  Later in the hearing, Stackley testified that the history in shipbuilding is since you don't have a prototype for a new ship, the first of class referred to as the lead ship is your prototype  And so you carry a lot of risk into the construction of that first of class  Also, given the nature that there's a lengthy design development and build span associated with ships, so there is a certain amount of overlap or concurrency that occurs between the development of new systems that need to be delivered with the first ship, the incorporation of the design of those new systems and the actual construction  And so to the extent that there is change in a new ship class then the risk goes up accordingly  In the case of the CVN-78, the degree of change compared to the Nimitz was fairly extraordinary all for good reasons, good intentions, increased capability, increased survivability, significant reduction in operating and support costs  So there was a determination that will take on this risk in order to get those benefits, and the case of the CVN-78, those risks are driving a lot of the cost growth on the lead ship  When you think about the follow ships, now you've got a stable design, now your vendor base has got a production line going to support the production  Now you've got a build plan and a workforce that has climbed up on the learning curve to drive cost down  So you can look at—you can look at virtually every shipbuilding program and you'll see a significant drop-off in cost from that first of class to the follow ships  And then you look for a stable learning curve to take over in the longer term production of a ship class  Carriers are unique for a number of reasons, one of which we don't have an annual procurement of carriers  They're spread out over a five and, in fact, in the case of 78 as much as seven-year period  So in order to achieve that learning, there are additional challenges associated with achieving that learning  And so we're going at it very deliberately on the CVN-79 through the build plan with the shipbuilder to hit the line that we've got to have—the cost reductions that we've got to have on the follow ships of the class  March 2013 Navy Report A March 2013 report to Congress on the Navy's plan for building CVN-79 that was released to the public on May 16, 2013, states the following in its executive summary: As a result of the lessons learned on CVN 78, the approach to carrier construction has undergone an extensive affordability review and the Navy and the shipbuilder have made significant changes on CVN 79 that will significantly reduce the cost to build the ship  These include four key construction areas: —CVN 79 construction will start with a complete design and a complete bill of material —CVN 79 construction will start with a firm set of stable requirements —CVN 79 construction will start with the development complete on a host of new technologies inserted on CVN 78 ranging from the Electromagnetic Aircraft Launch System (EMALS), the Dual Band Radar, and the reactor plant, to key valves in systems throughout the ship —CVN 79 construction will start with an 'optimal build' plan that emphasizes the completion of work and ship outfitting as early as possible in the construction process to optimize cost and ultimately schedule performance  In addition to these fundamentals, the Navy and the shipbuilder are tackling cost through a series of other changes that when taken over the entire carrier will have a significant impact on construction costs  The Navy has also imposed cost targets and is aggressively pursuing cost reduction initiatives in its government furnished systems  A detailed accounting of these actions is included in this report  The actions discussed in this report are expected to reduce the material cost of CVN 79 by 10-20% in real terms from CVN 78, to reduce the number of man-hours required to build the CVN 79 by 15-25% from CVN 78, and to reduce the cost of government furnished systems by 5-10% in real terms from CVN 78  For the full text of the Navy's report, see the Appendix D   March 2012 Navy Letter to Senator McCain Secretary of the Navy Ray Mabus, in a letter with attachment sent in late March 2012 to Senator John McCain on controlling cost growth in CVN-78, stated the following: Dear Senator McCain: Thank you for your letter of March 21, 2012, regarding the first-of-class aircraft carrier, GERALD R  FORD (CVN 78)  Few major programs carry greater importance or greater impact on national security, and no other major program comprises greater scale and complexity than the Navy's nuclear aircraft carrier program  Accordingly, successful execution of this program carries the highest priority within the Department of the Navy  I have shared in the past my concern when I took office and learned the full magnitude of new technologies and design change being brought to the FORD  Requirements drawn up more than a decade prior for this capital ship drove development of a new reactor plant, propulsion system, electric plant and power distribution system, first of kind electromagnetic aircraft launching system, advanced arresting gear, integrated warfare system including a new radar and communications suite, air conditioning plant, weapons elevators, topside design, survivability improvements, and all new interior arrangements  CVN 78 is a near-total redesign of the NIMITZ Class she replaces  Further, these major developments, which were to be incrementally introduced in the program, were directed in 2002 to be integrated into CVN 78 in a single step  Today we are confronting the cost impacts of these decisions made more than a decade ago  In my August 29, 2011 letter, I provided details regarding these cost impacts  At that time, I reported the current estimate for the Navy's share of the shipbuilder's construction overrun, $690 million, and described that I had directed an end-to-end review to identify the changes necessary to improve cost for carrier design, material procurement, planning, build and test  The attached white paper provides the findings of that review and the steps we are taking to drive affordability into the remaining CVN 78 construction effort  Pending the results of these efforts, the Navy has included the 'fact of life' portion of the stated overrun in the Fiscal Year 2013 President's Budget request  The review also highlighted the compounding effects of applying traditional carrier build planning to a radically new design; the challenges inherent to low-rate, sole-source carrier procurement; and the impact of external economic factors accrued over 15 years of CVN 78 procurement—all within the framework of cost-plus contracts  The outlined approach for ensuring CVN 79 and follow ship affordability focuses equally upon tackling these issues while applying the many lessons learned in the course of CVN 78 procurement  As always, if I may be of further assistance, please let me know  Sincerely, [signed] Ray Mabus Attachment: As stated Copy to: The Honorable Carl Levin, Chairman [Attachment] Improving Cost Performance on CVN 78 CVN 78 is nearing 40 percent completion  Cost growth to-date is attributable to increases in design, contractor furnished material, government furnished material (notably, the Electromagnetic Aircraft Launching System (EMALS), Advanced Arresting Gear (AAG), and the Dual Band Radar (DBR)), and production labor performance  To achieve the best case outcome, the program must execute with zero additional cost growth in design and material procurement, and must improve production performance  The Navy and the shipbuilder have implemented a series of actions and initiatives in the management and oversight of CVN 78 that cross the full span of contracting, design, material procurement, government furnished equipment, production planning, production, management and oversight  CVN 78 is being procured within a framework of cost-plus contracts  Within this framework, however, the recent series of action taken by the Navy to improve contract effectiveness are achieving the desired effect of incentivizing improved cost performance and reducing government exposure to further cost growth  CVN 78 design has been converted from a 'level of effort, fixed fee' contract to a completion contract with a firm target and incentive fee  Shipbuilder cost performance has been on-target or better since this contract was changed  CVN 78 construction fee has been retracted, consistent with contract performance  However, the shipbuilder is incentivized by the contract shareline to improve upon current performance to meet agreed-to cost goals  Contract design changes are under strict control; authorized only for safety, damage control, mission-degrading deficiencies, or similar  Adjudicated changes have been contained to less than 1 percent of contract target price  The Navy converted the EMALS and AAG production contract to a firm, fixed price contract, capping cost growth to that system and imposing negative incentives for late delivery  Naval Sea Systems Command is performing a review of carrier specifications with the shipbuilder, removing or improving upon overly burdensome or unneeded specifications that impose unnecessary cost on the program  The single largest impact to cost performance to-date has been contractor and government material cost overruns  These issues trace to lead ship complexity and CVN 78 concurrency, but they also point to inadequate accountability for carrier material procurement, primarily during the ship's advance procurement period (2002-2008)  These effects cannot be reversed on CVN 78, but it is essential to improve upon material delivery to the shipyard to mitigate the significant impact of material delays on production performance  Equally important, the systemic material procurement deficiencies must be corrected for CVN 79  To this end, the Navy and shipbuilder have taken the following actions  The Navy has employed outside supply chain management experts to develop optimal material procurement strategies  The Navy and the shipbuilder are reviewing remaining material requirements to employ these best practices (structuring procurements to achieve quantity discounts, dual-sourcing to improve schedule performance and leverage competitive opportunities, etc )  The shipbuilder has assigned engineering and material sourcing personnel to each of their key vendors to expedite component qualifications and delivery to the shipyard  The shipbuilder is inventorying all excess material procured on CVN 78 for transfer to CVN 79 (cost reduction to CVN 78), as applicable  The Program Executive Officer (Carriers) is conducting quarterly flag-level government furnished equipment summits to drive cost reduction opportunities and ensure on-time delivery of required equipment and design information to the shipbuilder  The most important finding regarding CVN 78 remaining cost is that the CVN 78 build plan, consistent with the NIMITZ class, focuses foremost on completion of structural and critical path work to support launching the ship on-schedule  This emphasis on structure comes at the expense of completing ship systems, outfitting, and furnishing early in the build process and results in costly, labor-intensive system completion activity during later; more costly stages of production  Achieving the program's cost improvement targets will require that CVN 78 increase its level of completion at launch, from current estimate of 60 percent to no less than 65 percent  To achieve this goal and drive greater focus on system completion: the Navy fostered a collaborative build process review by the shipbuilder with other Tier 1 private shipyards in order to benchmark its performance arid identify fundamental changes that would yield marked improvement; the shipbuilder has established specific launch metrics by system (foundations, machinery, piping, power panels, vent duct, lighting, etc ) and increased staffing for waterfront engineering and material expediters to support meeting these metrics; the shipbuilder has linked all of these processes within a detailed integrated master schedule, providing greater visibility to current performance and greater ability to control future cost and schedule performance across the shipbuilding disciplines; the Navy and shipbuilder are conducting Unit Readiness Reviews of CVN 78 erection units to ensure that the outfitted condition of each hull unit being lifted into the dry-dock contains the proper level of outfitting  These initiatives, which summarize a more detailed list of actions being implemented and tracked as result of the end-to-end review, are accompanied by important management changes  The shipbuilder has assigned a new Vice President in charge of CVN 78, a new Vice President in charge of material management and purchasing, and a number of new general shop foreman to strengthen CVN 78 performance  The Navy has assigned a second tour Flag Officer with considerable carrier operations, construction, and program management experience as the new Program-Executive Officer (PEO)  The PEO and shipyard president conduct bi-weekly launch readiness reviews focusing on cost performance, critical path issues and accomplishment of the target for launch completion  The Assistant Secretary of the Navy (Research, Development, and Acquisition) conducts a monthly review of program progress and performance with the PEO and shipbuilder, bringing to bear the full weight of the Department, as needed, to ensure that all that can be done to improve on cost performance is being done  Early production performance improvements can be traced directly to these actions, however, significant further improvement is required  To this end, the Navy is conducting a line-by-line review of all 'cost to-go' on CVN 78 to identify further opportunity to reduce cost and to mitigate risk  Improving Cost Performance on CVN 79 CVN 79 Advance Procurement commenced in 2007 with early construction activities following in 2011  Authorization for CVN 79 procurement is requested in Fiscal Year 2013 President's Budget request with the first year of incremental funding  Two years have been added to the CVN 79 production schedule in this budget request, afforded by the fact that CVN 79 will replace CVN 68 when she inactivates  To improve affordability for CVN 79, the Navy plans to leverage this added time by introducing a fundamental change to the carrier procurement approach and a corresponding shift to the carrier build plan, while incorporating CVN 78 lessons learned  The two principal 'documents' which the Navy and shipbuilder must ensure are correct and complete at the outset of CVN 79 procurement are the design and the build plan  Design is governed by rules in place that no changes will be considered for the follow ship except changes necessary to correct design deficiencies on the lead ship, fact of life changes to correct obsolescence issues, or changes that will result in reduced cost for the follow ship  Exceptions to these rules must be approved by the JROC, or designee  Accordingly, the Navy is requesting procurement authority for CVN 79 with the Design Product Model complete and construction drawings approximately 95 percent complete (compared to approximately 30 percent complete at time of lead ship authorization)  As well, first article testing and certification will be complete for virtually all major new equipments introduced in the FORD Class  At this point in time, the shipbuilder has developed a complete bill of material for CVN 79  The Navy is working with the shipbuilder to ensure that the contractor's material estimates are in-line with Navy 'should cost' estimates; eliminating non-recurring costs embedded in lead ship material, validating quantities, validating escalation indices, incorporating lead ship lessons learned  The Navy has increased its oversight of contractor furnished material procurement, ensuring that material procurement is competed (where competition is available); that it is fixed priced; that commodities are bundled to leverage economic order quantity opportunities; and that the vendor base capacity and schedule for receipt supports the optimal build plan being developed for production  In total, the high level of design maturity and material certification provides a stable technical baseline for material procurement cost and schedule performance, which are critical to developing and executing an improved, reliable build plan  In order to significantly improve production labor performance, based on timely receipt of design and material, the Navy and shipbuilder are reviewing and implementing changes to the CVN 79 build plan and affected facilities  The guiding principles are: maximize planned work in the shops and early stages of construction; revise sequence of structural unit construction to maximize learning curve performance through 'families of units' and work cells; incorporate design changes to improve FORD Class producibility; increase the size of erection units to eliminate disruptive unit breaks and improve unit alignment and fairness; increase outfitting levels for assembled units prior to erection in the dry-dock; increase overall ship completion levels at each key event  The shipbuilder is working on detailed plans for facility improvements that will improve productivity, and the Navy will consider incentives for capital improvements that would provide targeted return on investment, such as: increasing the amount of temporary and permanent covered work areas; adding ramps and service towers for improved access to work sites and the dry-dock; increasing lift capacity to enable construction of larger, more fully outfitted super-lifts: An incremental improvement to carrier construction cost will fall short of the improvement necessary to ensure affordability for CVN 79 and follow ships  Accordingly, the shipbuilder has established aggressive targets for CVN 79 to drive the game-changing improvements needed for carrier construction  These targets include: 75 percent Complete at Launch (15 percent> [i e , 15 percent greater than] FORD); 85-90 percent of cable pulled prior to Launch (25-30 percent> FORD); 30 percent increase in front-end shop work (piping details, foundations, etc); All structural unit hot work complete prior to blast and paint; 25 percent increase to work package throughput; 100 percent of material available for all work packages in accordance with the integrated master schedule; zero delinquent engineering and planning products; resolution of engineering problems in < 8 [i e , less than 8] hours  In parallel with efforts to improve shipbuilder costs, the PEO is establishing equally aggressive targets to reduce the cost of government furnished equipment for CVN 79; working equipment item by equipment item with an objective to reduce overall GFE costs by ~$500 million  Likewise, the Naval Sea Systems Command is committed to continuing its ongoing effort to identify specification changes that could significantly reduce cost without compromising safety and technical rigor  The output of these efforts comprises the optimal build plan for CVN 79 and follow, and will be incorporated in the detail design and construction baseline for CVN 79  CVN 79 will be procured using a fixed price incentive contract  Appendix D  March 2013 Navy Report to Congress on Construction Plan for CVN-79 This appendix reprints a March 2013 Navy report to Congress on the Navy's construction plan for CVN-79  Appendix E  Shock Trial An earlier oversight issue for Congress for the CVN-78 program was whether to conduct the shock trial for the CVN-78 class in the near term, on the lead ship in the class, or years later, on the second ship in the class  This appendix presents background information on that issue  A shock trial, known formally as a full ship shock trial (FSST) and sometimes called a shock test, is a test of the combat survivability of the design of a new class of ships  A shock trial involves setting off one or more controlled underwater charges near the ship being tested, and then measuring the ship's response to the underwater shock caused by the explosions  The test is intended to verify the ability of the ship's structure and internal systems to withstand shocks caused by enemy weapons, and to reveal any changes that need to be made to the design of the ship's structure or its internal systems to meet the ship's intended survivability standard  Shock trials are nominally to be performed on the lead ship in a new class of ships, but there have also been cases where the shock trial for a new class was done on one of the subsequent ships in the class  The question of whether to conduct the shock trial for the CVN-78 class in the near term, on the lead ship in the class, or years later, on the second ship in the class, has been a matter of disagreement at times between the Navy and the office of the Secretary of Defense (OSD)  The Navy has wanted to perform the shock trial on the second ship in the class, because performing it on the lead ship in the class, the Navy has argued, will cause a significant delay in the first deployment of the lead ship, effectively delaying the return of the carrier force to an 11-ship force level and increasing the operational strain on the other 10 carriers  The Navy has argued that the risks of delaying the shock trial on the CVN-78 to the second ship in the class are acceptable, because the CVN-78 class hull design is based on the Nimitz (CVN-68) class aircraft carrier hull design, whose survivability against shocks is understood, because systems incorporated into the CVN-78 design have been shock tested at the individual component level, and because computer modeling can simulate how the CVN-78 design as a whole will respond to shocks  OSD has argued that the risks of delaying the CVN-78 class shock trial to the second ship in the class are not acceptable, because the CVN-78 design is the first new U S  aircraft carrier design in four decades; because the CVN-78 design has many internal design differences compared to the CVN-68 design, including new systems not present in the CVN-68 class design; and because computer modeling can only do so much to confirm how a complex new platform, such as an aircraft carrier and all its internal systems, will respond to shocks  The risk of delaying the shock trial, OSD has argued, outweighs the desire to avoid a delay in the first deployment of the lead ship in the class  OSD in 2015 directed the Navy to plan for conducting a shock trial on the lead ship  The Navy complied with this direction but has also sought to revisit the issue with OSD  The issue of the shock trial for the CVN-78 class has been a matter of legislative activity—see the provisions shown earlier in " Recent Related Legislative Provisions ," particularly the most recent such provision, Section 121(b) of the FY2018 National Defense Authorization Act ( H R  2810 / P L  115-91 of December 12, 2017)  An April 5, 2018, press report states the following: The Pentagon's No  2 civilian has said the Navy should perform shock-testing soon to determine how well its new $12 9 billion aircraft carrier—the costliest warship ever—could withstand an attack, affirming the service's recent decision to back down from a plan for delay  "We agree with your view that a test in normal sequence is more prudent and pragmatic," Deputy Defense Secretary Patrick Shanahan said in a newly released March 26 letter to Senate Armed Services Committee Chairman John McCain  The Arizona Republican and Senator Jack Reed, the panel's top Democrat, pressed for the shock-testing to go ahead as originally planned  James Guerts, the Navy's chiefs weapons buyer, told reporters last month that the Navy was acquiescing to the testing after initially asking Defense Secretary James Mattis to delay it for at least six years  In its push to maintain an 11-carrier fleet, the Navy wanted to wait and perform the test on a second carrier in the class rather than on the USS Gerald Ford 
Report 2: 8%) more than projected for FY2018, again setting aside FY2018 supplemental appropriations  H R  6776 would have provided $2 59 billion (6 7%) more than S  3019 , largely due to the House Appropriations Committee recommending $3 35 billion more than its Senate counterpart for CBP's Border Security Assets and Infrastructure activity  P L  116-6 included $40 00 billion in net discretionary funding for the components funded in this title  The enacted annual appropriations were $1 59 billion (4 1%) more than requested, and $486 million (1 2%) more than the amount provided in FY2018  Setting aside FY2018 supplemental funding, FY2019 enacted net discretionary funding exceeded FY2018 levels by $1 55 billion (4 0%)  The total budgetary resources projected for components funded in this title were $47 82 billion, $704 million (1 5%) more than was formally requested by the Administration, and $1 75 billion (3 8%) more than was provided in FY2018, setting aside the FY2018 supplemental funding  Table 2 shows these comparisons in greater detail  Title III, Protection, Preparedness, Response, and Recovery, contains appropriations for the Cybersecurity and Infrastructure Security Agency (CISA), the Office of Health Affairs (OHA), and the Federal Emergency Management Agency (FEMA)  It is the second largest of the component-specific titles  For FY2018, these components received $7 22 billion in net discretionary appropriations and $7 37 billion in specially designated funding for disaster relief through the annual appropriations process  In addition to that annual funding, $58 23 billion was provided for FEMA in emergency supplemental appropriations in FY2018  Incorporating all these elements, the total net discretionary funding level for all Title III components was $72 61 billion for FY2018  The Trump Administration requested $6 19 billion in FY2019 net discretionary appropriations for components included in this title, and $6 65 billion in specially designated funding for disaster relief as part of a total net discretionary funding level for these components of $12 84 billion for FY2019  Setting aside the $58 23 billion in FY2018 supplemental appropriations, the appropriations request was $1 54 billion (10 7%) less than the amount provided for FY2018 in net discretionary funding  Senate Appropriations Committee-reported S  3109 included $13 54 billion in FY2019 net discretionary funding for the components funded in this title  This was $694 million (5 4%) more than requested by the Trump Administration and $847 million (5 9%) less than the amount provided for FY2018, setting aside supplemental funding  The total budgetary resources projected would be $718 million (3 8%) more than the Administration's request, but $1 29 billion (6 2%) less than projected for FY2018, setting aside supplemental funding  The Senate committee-reported bill included within these totals the requested disaster relief funding of $6 65 billion, and offset $228 million in its Federal Assistance appropriation from unobligated DRF balances  House Appropriations Committee-reported H R  6776 included $13 70 billion in FY2019 net discretionary funding for the components funded in this title  This was $861 million (6 7%) more than requested by the Trump Administration and $681 million (4 7%) less than the amount provided for FY2018, setting aside supplemental funding  The total budgetary resources projected would be $885 million (4 7%) more than the Administration's request, but $1 13 billion (5 4%) less than projected for FY2018, setting aside supplemental funding  The House committee-reported bill included within these totals the requested disaster relief funding of $6 65 billion  P L  116-6 included $18 27 billion in FY2019 net discretionary funding for the components funded in this title  The enacted discretionary funding level was $5 43 billion (42 3%) more than requested, and $3 89 billion (27 1%) more than the amount provided for FY2018, setting aside the historically high level of supplemental appropriations  The total budgetary resources projected for FY2019 was $5 46 billion (29 0%) more than was requested, and $3 44 billion (16 5%) more than was projected for FY2018, setting aside FY2018 supplemental funding  Table 3 shows these comparisons in greater detail  As some annually appropriated resources were provided for FEMA from outside Title III in FY2018, a separate line is included for FEMA showing a total for what is provided solely within Title III, then the non-Title III appropriation, followed by the total annual appropriation for FEMA  Title IV, Research and Development, Training, and Services, the second smallest of the component-specific titles, contains appropriations for the U S  Citizenship and Immigration Services (USCIS), the Federal Law Enforcement Training Center (FLETC), the Science and Technology Directorate (S&T), and the Domestic Nuclear Detection Office (DNDO)  In FY2018, these components received $1 57 billion in net discretionary funding, as part of a projected total budget of $5 92 billion  This included $10 million in supplemental appropriations for FLETC  The Trump Administration requested $1 53 billion in FY2019 net discretionary funding for components included in this title, as part of a total budget for these components of $6 11 billion for FY2018  The funding request was $36 million (2 3%) less than the amount provided for FY2018, setting aside supplemental appropriations, although the overall budget request was $201 million (3 3%) higher than the annual budget projected for FY2018 (again, setting aside supplemental funding)  This is due to changes in anticipated fee collections for USCIS and reorganization of most of the Office of Health Affairs and DNDO into the new CWMD component reflected in the request  Senate Appropriations Committee-reported S  3109 included $1 53 billion in net discretionary funding for components included in this title, as part of a projected total budget of $6 23 billion  This was $115 million (7 5%) more than requested, and $79 million (5 0%) less than the amount provided for FY2018, not including supplemental funding  The total budgetary resources projected under S  3109 would have been $115 million (1 9%) more than the Administration's request, and $316 million (5 3%) more than projected for FY2018, setting aside supplemental funding  House Appropriations Committee-reported H R  6776 included $1 64 billion in net discretionary funding for components included in this title, as part of a projected total budget of $6 21 billion  This was $97 million (6 3%) more than requested, and $60 million (3 9%) more than the amount provided for FY2018, not including supplemental funding  The total budgetary resources projected under H R  6776 would have been $97 million (1 6%) more than the Administration's request, and $297 million (5 0%) more than projected for FY2018, setting aside supplemental funding  P L  116-6 included $1 62 billion in FY2019 net discretionary funding for the components funded in this title  Enacted FY2019 appropriations were $199 million (3 3%) more than was requested by the Administration, and $163 million (10 4%) more than was provided in FY2018, setting aside FY2018 supplemental funding  Total budgetary resources projected for FY2019 are $199 million (3 3%) more than were requested by the Administration, and $400 million (6 8%) more than was projected for FY2018, setting aside FY2018 supplemental funding  Table 4 shows these comparisons in greater detail  As noted above, the fifth title of the FY2019 DHS appropriations act contains general provisions, the impact of which may reach across the entire department, affect multiple components, or focus on a single activity  Rescissions of prior-year appropriations—cancellations of budget authority that reduce the net funding level in the bill—are found in this title  For FY2018, Division F of P L  115-141 included $489 million in rescissions  For FY2019, the Administration proposed rescinding $300 million in prior-year funding from the DRF  S  3109 included $137 million in rescissions from other appropriations, but specifically directed the $300 million the Administration had proposed rescinding from the DRF to other activities within DHS  H R  6776 did not include any rescissions, although an amendment from Representative Palazzo was passed in full committee markup on a voice vote redirecting unobligated balances from the Science and Technology Directorate to the Coast Guard  Division A of P L  116-6 included $303 million in rescissions, and a provision directing that $300 million of DRF unobligated balances be used to offset new DRF appropriations  In FY2018, funding was also included in Title V for the Financial Systems Modernization initiative and a grant program for Presidential Residence Protection costs, which are reflected in the tables for Title I and Title III, respectively, as those titles fund the components that manage these resources  For FY2019, Title V of S  3109 only funded the Financial Systems Modernization initiative, and Title V of H R  6776 only funded Presidential Residence Protection costs  Title V of P L  116-6 , Division A, included funding for both the Financial Systems Modernization initiative and Presidential Residence Protection costs  The detail table in the back of H Rept  115-948 also notes the discretionary cost of several policy changes in H R  6776   Four amendments adopted in House Appropriations Committee markup resulted in a net $13 million increase in the score of the bill, which is reflected in the detail table, but not in the tables of this report  No such costs are reflected in the detail table of H Rept  116-9   For additional perspectives on FY2019 DHS appropriations, see the following: CRS Report R44604, Trends in the Timing and Size of DHS Appropriations: In Brief ; CRS Report R44052, DHS Budget v  DHS Appropriations: Fact Sheet ; and CRS Report R45262, Comparing DHS Component Funding, FY2019: In Brief   Congressional clients also may wish to consult CRS's experts directly  The following table lists CRS analysts and specialists who have expertise in policy areas linked to DHS appropriations  Budget Authority, Obligations, and Outlays Federal government spending involves a multistep process that begins with the enactment of budget authority by Congress  Federal agencies then obligate funds from enacted budget authority to pay for their activities  Finally, payments are made to liquidate those obligations; the actual payment amounts are reflected in the budget as outlays  Budget authority is established through appropriations acts or direct spending legislation and determines the amounts that are available for federal agencies to spend  The Antideficiency Act prohibits federal agencies from obligating more funds than the budget authority enacted by Congress  Budget authority also may be indefinite in amount, as when Congress enacts language providing "such sums as may be necessary" to complete a project or purpose  Budget authority may be available on a one-year, multiyear, or no-year basis  One-year budget authority is available for obligation only during a specific fiscal year; any unobligated funds at the end of that year are no longer available for spending  Multiyear budget authority specifies a range of time during which funds may be obligated for spending, and no-year budget authority is available for obligation for an indefinite period of time  Obligations are incurred when federal agencies employ personnel, enter into contracts, receive services, and engage in similar transactions in a given fiscal year—which create a legal requirement for the government to pay  Outlays are the funds that are actually spent during the fiscal year  Because multiyear and no-year budget authorities may be obligated over a number of years, outlays do not always match the budget authority enacted in a given year  Additionally, budget authority may be obligated in one fiscal year but spent in a future fiscal year, especially with certain contracts  In sum, budget authority allows federal agencies to incur obligations and authorizes payments, or outlays, to be made from the Treasury  Discretionary funded agencies and programs, and appropriated entitlement programs, are funded each year in appropriations acts  Discretionary and Mandatory Spending Gross budget authority , or the total funds available for spending by a federal agency, may be composed of discretionary and mandatory spending  Discretionary spending is not mandated by existing law and is thus appropriated yearly by Congress through appropriations acts  The Budget Enforcement Act of 1990 defines discretionary appropriations as budget authority provided in annual appropriations acts and the outlays derived from that authority, but it excludes appropriations for entitlements  Mandatory spending , also known as direct spending , consists of budget authority and resulting outlays provided in laws other than appropriations acts and is typically not appropriated each year  Some mandatory entitlement programs, however, must be appropriated each year and are included in appropriations acts  Within DHS, Coast Guard retirement pay is an example of appropriated mandatory spending  Offsetting Collections Offsetting funds are collected by the federal government, either from government accounts or the public, as part of a business-type transaction such as collection of a fee  These funds are not considered federal revenue  Instead, they are counted as negative outlays  DHS net discretionary budget authority , or the total funds appropriated by Congress each year, is composed of discretionary spending minus any fee or fund collections that offset discretionary spending  Some collections offset a portion of an agency's discretionary budget authority  Other collections offset an agency's mandatory spending  These mandatory spending elements are typically entitlement programs under which individuals, businesses, or units of government that meet the requirements or qualifications established by law are entitled to receive certain payments if they establish eligibility  The DHS budget features two mandatory entitlement programs: the Secret Service and the Coast Guard retired pay accounts (pensions)  Some entitlements are funded by permanent appropriations, and others are funded by annual appropriations  Secret Service retirement pay is a permanent appropriation and, as such, is not annually appropriated  In contrast, Coast Guard retirement pay is annually appropriated  In addition to these entitlements, the DHS budget contains offsetting Trust and Public Enterprise Funds  These funds are not appropriated by Congress  They are available for obligation and included in the President's budget to calculate the gross budget authority  302(a) and 302(b) Allocations In general practice, the maximum budget authority for annual appropriations (including DHS) is determined through a two-stage congressional budget process  In the first stage, Congress sets overall spending totals in the annual concurrent resolution on the budget  Subsequently, these totals are allocated among the appropriations committees, usually through the statement of managers for the conference report on the budget resolution  These amounts are known as the 302(a) allocations   They include discretionary totals available to the House and Senate Committees on Appropriations for enactment in annual appropriations bills through the subcommittees responsible for the development of the bills  In the second stage of the process, the appropriations committees allocate the 302(a) discretionary funds among their subcommittees for each of the appropriations bills  These amounts are known as the 302(b) allocations   These allocations must add up to no more than the 302(a) discretionary allocation and form the basis for enforcing budget discipline, since any bill reported with a total above the ceiling is subject to a point of order  The 302(b) allocations may be adjusted during the year by the respective appropriations committee issuing a report delineating the revised suballocations as the various appropriations bills progress toward final enactment  No subcommittee allocations are developed for conference reports or enacted appropriations bills  Table A-1 shows comparable figures for the 302(b) allocation for FY2018, based on the adjusted net discretionary budget authority included in Division F of P L  115-141 , the President's request for FY2019, and the House and Senate subcommittee allocations for the Homeland Security appropriations bills for FY2019  The Budget Control Act, Discretionary Spending Caps, and Adjustments The Budget Control Act established enforceable discretionary limits, or caps, for defense and nondefense spending for each fiscal year from FY2012 through FY2021  Subsequent legislation, including the Bipartisan Budget Act of 2013, amended those caps  Most of the budget for DHS is considered nondefense spending  In addition, the Budget Control Act allows for adjustments that would raise the statutory caps to cover funding for overseas contingency operations/Global War on Terror, emergency spending, and, to a limited extent, disaster relief and appropriations for continuing disability reviews and control of health care fraud and abuse  Three of the four justifications outlined in the Budget Control Act for adjusting the caps on discretionary budget authority have played a role in DHS's appropriations process  Two of these—emergency spending and overseas contingency operations/Global War on Terror—are not limited  The third justification—disaster relief—is limited  Under the Budget Control Act, the allowable adjustment for disaster relief was determined by the Office of Management and Budget (OMB), using the following formula until FY2019: Limit on disaster relief cap adjustment for the fiscal year = Rolling average of the disaster relief spending over the last ten fiscal years (throwing out the high and low years) + the unused amount of the potential adjustment for disaster relief from the previous fiscal year  The Bipartisan Budget Act of 2018 amended the above formula, increasing the allowable size of the adjustment by adding 5% of the amount of emergency-designated funding for major disasters under the Stafford Act, calculated by OMB as $6 296 billion  The act also extended the availability of unused adjustment capacity  In August 2018, OMB released a sequestration update report for FY2019 that provided a preview estimate of the allowable adjustment for FY2019 of $14 965 billion —the second-largest allowable adjustment for disaster relief in the history of the mechanism  $12 billion of that adjustment was exercised in P L  116-6 , Division A, in appropriations for the Disaster Relief Fund  No other annual appropriations used the disaster relief adjustment for FY2019  

ground_truth: CVN-78, CVN-79, CVN-80, and CVN-81 are the first four ships in the Navy's new Gerald R. Ford (CVN-78) class of nuclear-powered aircraft carriers (CVNs). CVN-78 (Gerald R. Ford) was procured in FY2008. The Navy's proposed FY2020 budget estimates the ship's procurement cost at $13,084.0 million (i.e., about $13.1 billion) in then-year dollars. The ship received advance procurement (AP) funding in FY2001-FY2007 and was fully funded in FY2008-FY2011 using congressionally authorized four-year incremental funding. To help cover cost growth on the ship, the ship received an additional $1,394.9 million in FY2014-FY2016 and FY2018 cost-to-complete procurement funding. The ship was delivered to the Navy on May 31, 2017, and was commissioned into service on July 22, 2017. The Navy is currently working to complete construction, testing, and certification of the ship's 11 weapons elevators. CVN-79 (John F. Kennedy) was procured in FY2013. The Navy's proposed FY2020 budget estimates the ship's procurement cost at $11,327.4 million (i.e., about $11.3 billion) in then-year dollars. The ship received AP funding in FY2007-FY2012, and was fully funded in FY2013-FY2018 using congressionally authorized six-year incremental funding. The ship is scheduled for delivery to the Navy in September 2024. CVN-80 (Enterprise) and CVN-81 (not yet named) are being procured under a two-ship block buy contract that was authorized by Section 121(a)(2) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019 (H.R. 5515/P.L. 115-232 of August 13, 2018). The provision permitted the Navy to add CVN-81 to the existing contract for building CVN-80 after the Department of Defense (DOD) made certain certifications to Congress. DOD made the certifications on December 31, 2018, and the Navy announced the award of the contract on January 31, 2019. Compared to the estimated procurement costs for CVN-80 and CVN-81 in the Navy's FY2019 budget submission, the Navy estimates under its FY2020 budget submission that the two-ship block buy contract will reduce the cost of CVN-80 by $246.6 million and the cost of CVN-81 by $2,637.3 million, for a combined reduction of $2,883.9 million (i.e., about $2.9 billion). Using higher estimated baseline costs for CVN-80 and CVN-81 taken from a December 2017 Navy business case analysis, the Navy estimates under its FY2020 budget submission that the two-ship contract will reduce the cost of CVN-80 by $770.9 million and the cost of CVN-81 by $3,086.3 million, for a combined reduction of $3,857.2 million (i.e., about $3.9 billion). CVN-80 was procured in FY2018. The Navy's proposed FY2020 budget estimates the ship's procurement cost at $12,335.1 million (i.e., about $12.3 billion) in then-year dollars. The ship received AP funding in FY2016 and FY2017, and the Navy plans to fully fund the ship in FY2018-FY2025 using incremental funding authorized by Section 121(c) of P.L. 115-232. The Navy's proposed FY2020 budget requests $1,062.0 million in procurement funding for the ship. The ship is scheduled for delivery to the Navy in March 2028. Prior to the awarding of the two-ship block buy contract, CVN-81 was scheduled to be procured in FY2023. Following the awarding of the two-ship block buy contract, the Navy has chosen to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020 (as opposed to a ship that was procured in FY2019). The Navy's FY2020 budget submission estimates the ship's procurement cost at $12,450.7 million (i.e., about $12.5 billion) in then-year dollars. The Navy plans to fully fund the ship beginning in FY2019 and extending beyond FY2026 using incremental funding authorized by Section 121(c) of P.L. 115-232. The Navy's proposed FY2020 budget requests $1,285.0 million in procurement funding for the ship. The ship is scheduled for delivery to the Navy in February 2032. The Navy's FY2020 budget submission proposed to not fund the mid-life nuclear refueling overhaul (called a Refueling Complex Overhaul, or RCOH) for the aircraft carrier CVN-75 (Harry S. Truman), and to instead retire the ship around FY2024 and also deactivate one of the Navy's carrier air wings at about the same time. On April 30, 2019, however, the Administration announced that it was effectively withdrawing this proposal from the Navy's FY2020 budget submission. The Administration now supports funding the CVN-75 RCOH and keeping CVN-75 (and by implication its associated air wing) in service past FY2024. Oversight issues for Congress for the CVN-78 program include the following: DOD's decision to show CVN-81 in its FY2020 budget submission as a ship to be procured in FY2020, instead of a ship that was procured in FY2019; the Navy's decision, as part of its FY2020 budget submission, to not accelerate the scheduled procurement of CVN-82 from FY2028 to an earlier fiscal year; whether to approve, reject, or modify the Navy's FY2020 procurement funding request for the CVN-78 program; the date for achieving the Navy's 12-ship force-level goal for aircraft carriers; cost growth in the CVN-78 program, Navy efforts to stem that growth, and Navy efforts to manage costs so as to stay within the program's cost caps; Navy efforts to complete the construction, testing, and certification of the weapons elevators on CVN-78; additional CVN-78 program issues that were raised in a December 2018 report from the Department of Defense's (DOD's) Director of Operational Test and Evaluation (DOT&E); additional CVN-78 program issues that were raised in a May 2019 Government Accountability Office (GAO) report on DOD weapon systems; whether the Navy should shift at some point from procuring large-deck, nuclear-powered carriers like the CVN-78 class to procuring smaller aircraft carriers.