By Lennart Lundh

H32 Choctaw in motion

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We did not independently validate the costs provided by the Navy. 44 The Closing and Reuse of the Philadelphia Naval Shipyard yard had 7,371 employees. Of these, 1,299 were placed in other DoD or federal organizations under the PPP; 683 had their functions transferred to other Navy activities; 1,825 chose incentives for early retirement; and 1,817 left the shipyard through normal attrition. 1). The civilian personnel–related costs included the retirement incentives (which were as high as $25,000), permanent change of station moves, and severance payments.

For insurance, provisions requiring the Kennedy complex overhaul to be accomplished at PNSY were included in the FY 1992 Defense Authorization and Appropriations bills (FAS, 2000, p. 2; Investing, 1993, p. 7). The Kennedy’s $491 million overhaul was one of the most difficult in the shipyard’s history in that it required maintaining the skills and manpower necessary for a complex SLEP while simultaneously moving toward base closure. S. Navy, NAVSEA, 1996, p. 13; Nozilo, 1995). Chapter Four PHILADELPHIA’S REUSE PLAN ORGANIZATION, PROCESS, AND RESPONSIBILITIES Even while fighting a losing battle to keep the PNSY open, Philadelphia’s civic leaders began to develop a mechanism for reuse planning in the expectation that the shipyard would close.

The NAVSEA costs related to equipment and facilities were for preserving the equipment for potential reuse, removing excess equipment that the LRA did not want, and laying up the buildings according to BRAC and NAVFAC standards. NAVSEA was responsible for several other functions during the shipyard closure. 1—Final Status of Shipyard Employees The Navy’s Closing Policies, Practices, and Costs 45 and establishing the center as a stand-alone detachment at the Norfolk Naval Shipyard and transferring shipyard equipment associated with unique functions to other naval shipyards and activities.

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