What the FY2027 request buys
Verbatim from the R-2A exhibit for project 0223 of PE 0603561N. This is the budget justification's own description of work that has not happened yet — the one thing no other level of the budget carries.
- Continue to rapidly develop new or improved software optimized for the latest sensors, threats, scenarios, and tactics for Sonar (ARCI) (BQQ-10), Combat Control (BYG-1), Imaging (BVY-1), and EW (BLQ-10). - Continue Step 1 and Step 2 testing of capabilities as they are ready in response to Fleet requirements consistent with the multi-year capability development road map. Shift focus to capabilities targeting the APB-27 build. - Integrate platform defense displays and automation, re-architecting digital acoustic communications, tackling RF Communications awareness, and continue improvements in holistic active emission capabilities, sensor processing improvements to pace threat, decision superiority and situational awareness tools, and continued improvements in environmental assessment. - Continue to develop capabilities targeting SWFTS CCE to assist PEO UWS production offices with re-architecture acceleration and faster capability delivery to the fleet, improve cyber security and reduce software certification timelines. - Continue APB-25 Step 3 laboratory testing of capabilities on SWFTS CCE to quantify system stability and capability improvements at the individual capability level and ensure system is ready for end-to-end cross-subsystem ROI and G&S land-based testing. - Conduct land-based testing of CCE-based APB-25 in coordination with Fleet Commands to verify operational performance of SWFTS CCE and to inform training and employment. - Plan for land-based ROI testing for APB-27 targeted capabilities, working with Fleet Commands to develop tactically relevant scenarios that can quantify system improvement. - Continue to work with SWFTS production programs to maintain APB-25 viability on older hardware baselines, allowing software updates to reach more of the Submarine Fleet thereby reducing the number of variants in operation and their associated maintenance and training requirements. - Continue to deliver select capabilities to the Fleet as soon as Step 3 land-based testing is complete. - Continue to develop draft APB-25 training content for SLC. - Continue to develop employment doctrine in coordination with UWDC to assist the Fleet in creating tactics in support of deployments. - Continue to improve software delivery practices to enable accelerated response to out-of-cycle Fleet tactical needs. Expand the effort to focus on delivery of smaller container-based updates enabled by SWFTS re-architecture efforts. - Continue to maintain the land-based test facility for software maintenance, hardware refresh, and the addition of new array types. - Continue dataset curation of real-world collections to support development and evaluation of new capabilities. - Support engineering IPTs to assist production programs in planning future hardware designs, software architecture, and production methodologies. - Maintain the Secret Wide Area Network to support efficient collaboration and communication of geographically diverse work locations.
The FY 2026 ($42.782M) to FY 2027 ($43.382M) increase ($+0.600M) is in line with the year over year inflation expected with the RDT&EN appropriation.
FY2026: the year under way
Prior-year accomplishments and current-year plans from the same exhibit. Context for the FY2027 plan, not a series — an activity partitions its project exactly in the request year, but can under-cover it in earlier years.
- Rapidly develop new or improved software optimized for the latest sensors, threats, scenarios, and tactics for Sonar (ARCI) (AN/BQQ-10), Combat Control (AN/BYG-1), Imaging (AN/BVY-1), and EW (AN/BLQ-10). - Per direction of PEO UWS, accelerate SWFTS Common Compute Environment (CCE) cloud re-architecture to further enable more secure and rapid operational capability delivery to the Fleet, improving cybersecurity and reducing software certification timelines. Additionally, re-code and re-architect legacy system code to provide new operational capability and take advantage of cloud computing environments to improve reliability, resiliency, and efficiency. - Continue Step 1 and Step 2 testing of capabilities as they are ready in response to Fleet requirements consistent with the multi-year capability development road map. - Integrate holistic active emission capabilities, sensor processing improvements to pace threats, decision superiority and situational awareness tools, and continued improvements in environmental assessment. - Continue APB-25 Step 3 laboratory testing of capabilities on SWFTS CCE to quantify system stability and capability improvements at the individual capability level and ensure system is ready for end-to-end cross-subsystem Return-On-Investment (ROI) and Gaps and Seams (G&S) land-based testing. - Plan land-based testing of APB-25 in coordination with Fleet Commands to develop tactically relevant scenarios to quantify system improvement, verify operational performance of SWFTS CCE, and to inform training and employment. - Work with SWFTS production programs to maintain APB-25 viability on older hardware baselines, allowing software updates to reach more of the Submarine Fleet thereby reducing the number of variants in operation and their associated maintenance and training requirements. - Support delivery of APB-23 to the Submarine Fleet. - Continue to deliver select capabilities to the Fleet as soon as Step 3 land-based testing is complete. - Develop draft APB-25 training content for Submarine Learning Center (SLC). - Develop employment doctrine in coordination with UWDC to assist the Fleet in creating tactics in support of deployments. - Improve software delivery practices to enable accelerated response to out-of-cycle Fleet tactical needs. - Update the land-based test facility for software maintenance, hardware refresh, and the addition of new array types. - Continue dataset curation of real-world collections to support development and evaluation of new capabilities. - Support engineering Integrated Product Teams (IPTs) to assist production programs in planning future hardware designs, software architecture, and production methodologies. - Maintain the Secret Wide Area Network to support efficient collaboration and communication of geographically diverse work locations.
Three years, and no five-year plan
An R-2A activity publishes the prior year, the current year and the budget year. The FYDP outyears exist at project and program-element level and are deliberately absent here rather than inferred. Estimate types are colored and never summed into one figure.
| Fiscal Year | Estimate Type | Amount ($M) |
|---|---|---|
| FY2025 | Actual | 43.9 |
| FY2026 | Enacted | 42.8 |
| FY2027 | Request | 43.4 |
This activity is 83% of project 0223's FY2027 request and 33% of PE 0603561N's. In the request year the activities under a project sum to it exactly; in the current year they under-cover it in about 9% of cases, so an activity's delta can legitimately exceed its parent's and the two must not be compared row to row.
4 activities in project 0223
Every R-2A line of this project, largest FY2027 request first. Linked where the activity has enough of its own narrative to carry a page; the rest are shown in full on the project page.