Departmental and Military Service Efforts Are Under Way to Reduce Mobility Energy Demand

OSD, the Joint Staff, and the military services have made efforts to reduce  mobility energy demand for DOD’s forces and in weapons platforms. In 2006, OSD  created the DOD Energy Security Task Force to address energy security  concerns. The guidance defines a key performance parameter as an  attribute or characteristic of a system that is considered critical or  essential to the development of an effective military capability. Two of the Power Surety Task Force’s initiatives—foam-insulated  tents and temporary biodegradable dome structures that are more efficient  to heat and cool—are expected to reduce the number of generators  required to produce power at forward-deployed locations. The energy  conservation program has both training and award components to  encourage ships to reduce energy consumption. Air refueling optimization. Efficient ground operations. Marine Corps Is Studying Technologies to Reduce Fuel Consumption

The Marine Corps has taken steps to reduce its fuel usage by initiating  research and development efforts to develop alternative power sources  and improve fuel management. DOD Has Not Established an Overarching Organizational Framework to Guide and Oversee Mobility Energy Reduction Efforts

While DOD and the military services have several efforts under way to  reduce mobility energy demand, DOD lacks key elements of an  overarching organizational framework to guide and oversee these efforts. As a result, DOD cannot be assured that its current efforts will be fully  implemented and will significantly reduce its reliance on petroleum-based  fuel. While DOD has identified energy as one of its transformational  priorities, DOD’s current approach to mobility energy lacks (1) top  leadership, with a single executive-level OSD official—supported by an  implementation team with dedicated resources and funding—who is  accountable for mobility energy matters; (2) a comprehensive strategic  plan for mobility energy; and (3) an effective mechanism to provide for  communication and coordination of mobility energy efforts among OSD  and the military services as well as leadership and accountability over  each military service’s efforts. In the absence of a framework for mobility  energy that includes these elements, DOD has made limited progress in  incorporating fuel efficiency as a consideration in its key business  processes—which include developing requirements for and acquiring new  weapons systems—and in implementing recommendations made in  department-sponsored studies. We noted that DOD has established new organizational frameworks to  address other crosscutting issues, such as business systems  modernization, corrosion control and prevention, contractors on the  battlefield, and the defeat of improvised explosive devices. Moreover, a framework for mobility energy could  provide greater assurance that DOD’s efforts to reduce its reliance on  petroleum-based fuel will succeed without degrading its operational  capabilities and that DOD is better positioned to address future mobility  energy challenges. Increased national focus on the United  States’ dependence on foreign oil, projected increases in the worldwide  demand for oil, and uncertainties about world oil supplies will likely  require DOD to further increase its focus on long-term energy issues, both  within the department and as a stakeholder in interagency and national  dialogues. Recommendations for Executive Action

To improve DOD’s ability to guide and oversee mobility energy reduction  efforts, we recommend that the Secretary of Defense direct the Deputy  Secretary of Defense to establish an overarching organizational framework  by taking the following three actions:    Designate an executive-level OSD official who is accountable for mobility  energy matters and sets the direction, pace, and tone to reduce mobility  energy demand across the department; improve business processes to  incorporate energy efficiency considerations as a factor in DOD decision  making; coordinate on energy issues with facility energy officials; act as  DOD’s focal point in interagency deliberations about national energy  concerns; and lead the department’s potential transition from petroleum- based fuel to alternative fuel sources. To assess the extent to which DOD has established an overarching  organizational framework to guide and oversee mobility energy efforts, we  reviewed and analyzed DOD documentation, such as policies and  directives, DOD-sponsored fuel-related studies, and legislation, and  interviewed officials from OSD, the Joint Staff, and the military services.
Why GAO Did This Study

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.

What GAO Found

OSD, the Joint Staff, and the military services have undertaken efforts to reduce mobility energy demand in weapons platforms and other mobile defense systems. For example, OSD created a departmentwide Energy Security Task Force in 2006 that is monitoring the progress of selected energy related research and development projects. The Joint Staff updated its policy governing the development of capability requirements for new weapons systems to selectively consider energy efficiency as a key performance parameter--a characteristic of a system that is considered critical to the development of an effective military capability. The Army is addressing fuel consumption at forward-deployed locations by developing foam-insulated tents and temporary dome structures that are more efficient to heat and cool, reducing the demand for fuel-powered generators. The Navy has established an energy conservation program to encourage ships to reduce energy consumption. The Air Force has developed an energy strategy and undertaken initiatives to determine fuel-efficient flight routes, reduce the weight on aircraft, optimize air refueling, and improve the efficiency of ground operations. The Marine Corps has initiated research and development efforts to develop alternative power sources and improve fuel management. While these and other efforts are under way and DOD has identified energy as one of its transformational priorities, DOD lacks elements of an overarching organizational framework to guide and oversee mobility energy reduction efforts. In the absence of an overarching organizational framework for mobility energy, DOD cannot be assured that its current efforts will be fully implemented and will significantly reduce its reliance on petroleum-based fuel. GAO found that DOD's current approach to mobility energy lacks (1) a single executive-level OSD official who is accountable for mobility energy matters; sets the direction, pace, and tone to reduce mobility energy demand across DOD; and can serve as a mobility energy focal point within the department and with Congress and interagency partners; (2) a comprehensive strategic plan for mobility energy that aligns individual efforts with DOD-wide goals and priorities, establishes time frames for implementation, and uses performance metrics to evaluate progress; and (3) an effective mechanism to provide for communication and coordination of mobility energy efforts among OSD and the military services as well as leadership and accountability over each military service's efforts. GAO also found that DOD has made limited progress in incorporating fuel efficiency as a consideration in its key business processes--which include developing requirements for and acquiring new weapons systems. DOD has established new organizational frameworks to address other crosscutting issues, such as business systems modernization and corrosion control and prevention. Establishing an overarching organizational framework for mobility energy could provide greater assurance that DOD's efforts to reduce its reliance on petroleum-based fuel will succeed and that DOD is better positioned to address future mobility energy challenges--both within the department and as a stakeholder in national energy security dialogues.