The U.S. Navy currently maintains a fleet of 11 aircraft carriers. These ships, which are among the most powerful and versatile elements of U.S. naval forces, allow the Navy to undertake a wide range of tasks. They are also among the most complex weapon systems operated by the Navy. The carriers themselves need continuous and regularly scheduled maintenance. Their crews require a great deal of training to attain and sustain readiness levels. The length of the training, readiness, deployment, and maintenance cycle (defined as the period from the end of one depot maintenance period to the end of the next), the type of maintenance needed (i.e., docking or non-docking), and the timing of events within the cycle affect the carrier's availability to meet operational needs.

The U.S. Navy's aircraft carrier fleet must meet the forward presence requirements of theater commanders. With a decreasing fleet size, planners must balance the timing of maintenance, training, and deployment with presence and surge demands. Evaluating multiple one- and two-deployment scenarios per cycle, RAND examines the feasibility of different cycle lengths, their effect on carrier forward presence, and their impact on shipyard workloads.

The authors assess several one- and two-deployment cycles, assuming a deployment length of six months and a time-between-deployments length equal to twice the duration of the previous deployment. Among many findings, RAND concludes that shorter cycles can increase the forward presence of the carrier fleet and help level shipyard workloads. Longer, two-deployment cycles can increase forward presence, but may result in shipyard workload complications and deferred-work backlogs."--BOOK JACKET.

Great power competition has returned to the world stage and the U.S. Navy finds itself in the forefront of U.S. efforts to demonstrate national resolve. The U.S. Navy: Case Studies in its Past, Present, and Future argues that the challenge of determining the future structure and operation of the fleet can be best achieved through an examination of its relevant past experience, as well as from current operations of the navy. After years of uncertainty as to its purpose and missions, the rise of China and Russian provocations now require U.S. officials to transform the fleet and its way of employing it. The contributors to this edition provide case studies of past, present, and future challenges that the U.S. Navy has, and will need to overcome as it reconsiders how it will restructure the fleet and reconsider its prevailing concepts of operations. Contributors examine past challenges to structuring the fleet and its prevailing concepts of operation. Based on this foundation, case studies propose how navy leadership should consider developing and employing the fleet in future. The chapters in this book were originally published as a special issue of Defense & Security Analysis.

"RAND therefore investigated cost-effective workforce-management strategies, alternative workload allocations, and the relevant best practices of comparable organizations. The authors concluded that the Navy uses practices common in other organizations to manage workload variability and uncertainty. However, the Navy's workload forecasts have consistently underestimated the eventual demand on the shipyards. To accomplish the additional, unplanned work, the Navy has used overtime levels that significantly exceed cost-effective levels."-- P. [4] of cover.

Prepared for the Subcommittee on Sea Power of the U.S. Senate Committee on Armed Services. Addresses the question of how much money the U.S. Department of the Navy needs to sustain its current force of about 300 ships and 3,500 aircraft. Examines the Navy's missions, its modernization plans, and the budgetary implications of supporting the service's current and planned fleets through 2020. It also looks at four alternative force structures that the Navy might be able to sustain at roughly its current funding level of $90 billion (adjusted for inflation). Charts and tables.