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The DoD is the single largest U.S. energy consumer. About 3/4 of its total consumption consists of mobility energy -- the energy required for moving and sustaining its forces and weapons platforms for military operations. This testimony discusses DoD¿s efforts to manage and reduce its mobility energy demand, and addresses: (1) energy issues that are likely to affect DoD in the future; (2) key departmental and military service efforts to reduce demand for mobility energy; and (3) DoD¿s management approach to guide and oversee these efforts. Includes recommendations. Charts and tables.
Defense Management: Overarching Organizational Framework Could Improve DOD's Management of Energy Reduction Efforts for Military Operations
The Department of Defense (DOD) relies heavily on petroleum-based fuel for mobility energy the energy required for moving and sustaining its forces and weapons platforms for military operations. Dependence on foreign oil, projected increases in worldwide demand, and rising oil costs, as well as the significant logistics burden associated with moving fuel on the battlefield, will likely require DOD to address its mobility energy demand. GAO was asked to (1) identify key efforts under way to reduce mobility energy demand and (2) assess the extent to which DOD has established an overarching organizational framework to guide and oversee these efforts. GAO reviewed DOD documents, policies, and studies, and interviewed agency officials. GAO is recommending that DOD establish an overarching organizational framework for mobility energy to improve the department's ability to guide and oversee mobility energy reduction efforts. To establish such a framework, DOD should designate an executive-level Office of the Secretary of Defense (OSD) official to be accountable for mobility energy matters, develop a comprehensive strategic plan, and improve DOD's business processes. In addition, the military services should designate executive-level focal points to establish effective communication and coordination among OSD and the military services. DOD partially concurred with the recommendations.
The U.S. Government Accountability Office (GAO) is an independent agency that works for Congress. The GAO watches over Congress, and investigates how the federal government spends taxpayers dollars. The Comptroller General of the United States is the leader of the GAO, and is appointed to a 15-year term by the U.S. President. The GAO wants to support Congress, while at the same time doing right by the citizens of the United States. They audit, investigate, perform analyses, issue legal decisions and report anything that the government is doing. This is one of their reports.
Defense Management: Overarching Organizational Framework Needed to Guide and Oversee Energy Reduction Efforts for Military Operations
The DoD has sought improved efficiencies and cost reductions that could be provided by the private sector, using both competitions with private co. and processes to create high performing org. (HPO). OMB¿s Circular A-76 establishes fed. policy for the competition of commercial activities. DoD has conducted more A-76 competitions than any other fed. agency. However, the A-76 process has drawn criticism from both the public and private sectors. In light of these concerns, a panel of public and private sector experts convened to identify ways in which the fed. gov¿t. could improve the A-76 process. This report examined the extent to which DoD has made progress in implementing and evaluating the HPO initiative.
Department of Defense (DoD) installations rely on the commercial electricity grid for 99 percent of their electricity needs, but extensive energy delivery outages in 2012 have reinforced that the U.S. electricity grid is vulnerable to disruptions from natural hazards and actor-induced outages, such as physical or cyber attacks. In the event of a catastrophic disaster--such as a severe hurricane, massive earthquake, or large-scale terrorist attack--DoD installations would also serve as a base for emergency services. To enhance energy security, DoD has identified diversifying energy sources and increasing efficiency in DoD operations as critical goals. But how to enhance energy security across the portfolio of installations is not clear and several questions remain unanswered: Energy security for how long? Under what conditions? At what cost? The underlying analytical questions are, what critical capabilities do U.S. installations provide, and how can DoD maintain these capabilities during an energy services disruption in the most cost-effective manner? Answering these questions requires a systems approach that incorporates technological, economic, and operational uncertainties. Using portfolio analysis methods for assessing capability options, this paper presents a framework to evaluate choices among energy security strategies for DoD installations. This framework evaluates whether existing or proposed installation energy security strategies enhance DoD capabilities and evaluates strategy cost-effectiveness.