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There were arguments that PNSY workers had simply been too good at their jobs. Seeing their numbers dwindle and their workload drop, private shipyards in the United States had lobbied Congress for more than their fair share of the contracts for new construction, overhauls, and upgrades on naval ships. Consequently, more and more work had been taken from the public yards and given to the private ones (Murphy, 1995, p. 30). Others accepted the idea that the Navy needed to reduce the number of its installations.
Unlike the situation at other shipyards, the Navy intended to retain certain organizations and functions at the Philadelphia Shipyard site. Of the 171 PNSY facilities to be turned over, 52 were scheduled to remain open for Navy use after operational closure of the base. These facilities housed such Navy activities as the NSWC and its test facilities, plus engineering and administrative functions. This included the relocation of the Annapolis operations of NSWC and transitioning their test capabilities to Philadelphia.
3). Cost/Benefit Argument Another group of PNSY stalwarts argued that the benefits of keeping PNSY open exceeded the costs of closing the shipyard. S. Senate, 1991. ” Base Closure Decisions 17 1980s. Furthermore, it was the only shipyard, public or private, capable of performing the SLEP. If PNSY were closed, this group predicted, the Navy would be forced to hire an additional 6,000 workers at receiving bases, requiring millions in additional recruitment, training, and relocation costs (PNSY, 1992, p.
