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Center for Defense Management Research

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Best practices in the Navy's energy programs : strategic communication factors operating in the tactical forces
(Monterey, CA; Naval Postgraduate School, 2009-12) Salem, Anita; King, Cynthia; Fox, Shane; Haley, Ryan; Klotzbach, Mike; Center for Defense Management Research; Graduate School of Business & Public Policy (GSBPP)
The Department of the Navy is the second largest consumer of petroleum within the Department of Defense and has been tasked by Navy leadership to reduce energy costs in the tactical forces. Energy conservation can be both a cost effective and relatively quick way to reduce energy. To better understand how the Navy can more effectively encourage energy conservation, this study reviewed existing literature for relevant management and communication theory and practices, identified and evaluated existing Navy energy conservation programs, and interviewed Navy tactical forces' personnel regarding their perspectives on the effectiveness of current programs and their motivations for conserving. Results from published literature indicate that key factors affecting energy conservation behaviors include attitudes, cognitive understanding, motivation, leadership, and effective strategic communication practices. Assessments of existing programs resulted in a focus on two successful initiatives: the i-ENCON program and the Shipboard Energy Management Program. The benefits and drawbacks of these programs are discussed. Finally, interview results suggest several factors that may enhance or impede energy conservation efforts in the Navy including level of awareness of the problem, importance of setting specific goals, the need for feedback on effective energy conservation behaviors, the impact of material and social benefits, the importance of the role of leadership, the challenges and opportunities provided by Navy culture, the potential impact of process and policy barriers, and the importance of communication and outreach. Recommendations include the need to improve upon and expand existing programs; to tailor communication themes, messages, and channels to key audiences; to develop a risk communication plan; to design a process for evaluating conservation capabilities; and to support an integrated strategic communication process.
Center for Defense Management Research
(Monterey, CA; Naval Postgraduate School, 2018-04) Eger, Robert J.; Smith, Mike; Albright, Tom; Gates, William; Center for Defense Management Research; Graduate School of Business & Public Policy (GSBPP)
Enactment and Implementation of the National Security Personnel System: Policy Made and Policy Unmade
(Wiley, 2011) Brook, Douglas A.; King, Cynthia L.; Center for Defense Management Research
Th is case study reviews the enactment and implementation of the National Security Personnel System (NSPS) in the U.S. Department of Defense. Proponents of reform seized the opportunity to enact reform in the aftermath of 9/11, basing their arguments on national security concerns. However, the policymaking process did not produce a consensus for reform among key stakeholders in the personnel management policy community. Instead, the NSPS angered and alienated the Office of Personnel Management, the public employee unions, and a number of congressional Democrats. Implementation of the NSPS became problematic as Defense Department officials attempted to move quickly and independently to get the new system online, eventually forcing the department to put the system on hold. In the end, Congress imposed limits on its implementation, advocates for the system disappeared, and a new president supported the repeal of NSPS. This case provides useful insights into the formulation of future strategies for personnel management reform.
Implementation of the Chief Management Officer in the Department of Defense, An Interim Report
(Monterey, CA; Naval Postgraduate School, 2013-03) Brook, Douglas A.; Hajj, Christina; Baho, Sally; Macaluso, Anthony; Center for Defense Management Research
This report addresses how the Office of the Secretary of Defense (OSD) and the three service components have to date implemented the statutory requirement for Chief Management Officers (CMO) and offices of business transformation. Specifically, we examine:  The structure and implementation of Chief Management Officer (CMO) and Deputy Chief Management Officer (DCMO) positions in the Office of the Secretary of Defense (OSD) and the service components  The management agenda and management transformation strategy of each office  The claimed accomplishments to date  Evaluations and discussion of CMO implementation Through examination of the structure, implementation, agenda, goals, accomplishments and evaluations of these offices, this report will consider what objectives are being served, what challenges are presented, and the extent to which changes in Defense management can be observed and attributed to the new CMO structure.
Business Management Reform in the Department of Defense in Anticipation of Declining Budgets
(Wiley, 2007) Brook, Douglas A.; Candreva, Philip J.; Graduate School of Business & Public Policy (GSBPP); Center for Defense Management Research
Business management reform efforts have been part of the U.S. Defense Department agenda for decades. Current reform efforts have explicitly established the goal of generating, harvesting, and reinvesting savings from business management reform to buy more capital items; that is, they have focused on a measurable reallocation from operating and support costs to investment within a given budget top line. Recent increases in the defense top line, largely related to the war on terrorism, are not likely to persist; in addition, an examination of the factors affecting the top line suggests that a decline in the near term is likely. An examination of current and past defense management reforms suggests that efficiency-seeking business management reforms are not likely to generate sufficient resources to cover a budget decline. Instead, management reform should be sustained for reasons of stewardship and accountability.
Civil Service Reform as National Security: The Homeland Security Act of 2002 (Administrative Case Study)
(Wiley, 2007) Brook, Douglas A.; King, Cynthia L.; Graduate School of Business & Public Policy (GSBPP); Center for Defense Management Research
The events of 9/11 have influenced policy making in public administration. The Homeland Security Act of 2002, which created the Department of Homeland Se- curity, contained language that empowered the secretary of homeland security and the director of the Office of Personnel Management to establish a personnel manage- ment system outside the normal provisions of the federal civil service. Why did civil service reform succeed as part of this legislation when previous attempts at large-scale reform had failed? A case analysis of the enactment of civil service reform in the Homeland Security Act points to theories of policy emergence and certain models of presidential and congressional policy making. In this case, civil service reform became associated with national security instead of management reform. An assessment of the rhetorical arguments used to frame this policy image offers a powerful explanation for the adoption of the personnel management reforms in the Homeland Security Act. This case has implications for understanding how policy makers might approach future management reform agendas.
Diagnosing Performance Management and Performance Budgeting Systems: A Case Study in the U.S. Navy
(Sage Publications, 2010) Webb, Natalie J.; Candreva, Philip J.; Defense Resources Management Institute (DRMI); Center for Defense Management Research
We present here a case study of an organization within the U.S. Navy that created a new organizational construct and performance management system. We explore the issues faced by naval leaders as they attempt to use their performance information to make resource allocation decisions at the sub-organization level, and drive budgets at the organization and service (navy) level. We diagnose the practical problems a government organization encounters when implementing a performance management system, to include their influence on budgets, and make recommendations for public sector performance budgeting organizations. This case confirms challenges noted in the literature associated with performance management and performance budgeting systems. We offer recommendations for public officials considering such endeavors.
Exploring the Link between Performance and Resource Allocation in Navy Enterprise
(Monterey, CA; Naval Postgraduate School, 2008-09-25) Candreva, Philip J.; Webb, Natalie; Graduate School of Business & Public Policy (GSBPP); Center for Defense Management Research
OPNAV N09X asked the Center for Defense Management Reform (CDMR) to explore the link between performance and resource allocation in the Navy enterprise. This is a report of a study conducted of the Surface Warfare Enterprise (SWE) in the summer of 2008 to assess how resource allocation decisions are made, how readiness (performance) is measured and reported, how well the SWE is linking the two, and to identify hurdles and enablers for success.
Best practices in the Navy’s energy programs : strategic communication factors operating in the tactical forces
(Monterey, California : Naval Postgraduate School, 2009-12) Salem, Anita; King, Cynthia; Fox, Shane; Haley, Ryan; Klotzbach, Mike; Center for Defense Management Research; Graduate School of Business & Public Policy (GSBPP)
The Department of the Navy is the second largest consumer of petroleum within the Department of Defense and has been tasked by Navy leadership to reduce energy costs in the tactical forces. Energy conservation can be both a cost effective and relatively quick way to reduce energy. To better understand how the Navy can more effectively encourage energy conservation, this study reviewed existing literature for relevant management and communication theory and practices, identified and evaluated existing Navy energy conservation programs, and interviewed Navy tactical forces’ personnel regarding their perspectives on the effectiveness of current programs and their motivations for conserving. Results from published literature indicate that key factors affecting energy conservation behaviors include attitudes, cognitive understanding, motivation, leadership, and effective strategic communication practices. Assessments of existing programs resulted in a focus on two successful initiatives: the i-ENCON program and the Shipboard Energy Management Program. The benefits and drawbacks of these programs are discussed. Finally, interview results suggest several factors that may enhance or impede energy conservation efforts in the Navy including level of awareness of the problem, importance of setting specific goals, the need for feedback on effective energy conservation behaviors, the impact of material and social benefits, the importance of the role of leadership, the challenges and opportunities provided by Navy culture, the potential impact of process and policy barriers, and the importance of communication and outreach. Recommendations include the need to improve upon and expand existing programs; to tailor communication themes, messages, and channels to key audiences; to develop a risk communication plan; to design a process for evaluating conservation capabilities; and to support an integrated strategic communication process.
Effective Communication Practices during Organizational Transformation
(Monterey, CA; Naval Postgraduate School, 2007-07) King, Cynthia L.; Brook, Douglas; Hartge, TimothyD; Graduate School of Business & Public Policy (GSBPP); Center for Defense Management Research
This study explores effective communication practices during organizational transformation, change, and turnarounds. The U.S. Navy, the sponsor of this study, has been engaged in Enterprise transformation efforts for several years, introducing changes to improve combat readiness, while simultaneously reducing costs and increasing efficiencies. Many of these changes call for shifts in the business side of the Navy. While the traditional hierarchical structure is necessary on the battlefield, the Navy seeks to change the business side of their military operation to a more collaborative, matrix-like structure that makes better use of the combined strengths of the organization. Leadership and management communication have been consistently identified in management research as the foundation for creating and sustaining organizational changes1. Consequently, the Navy commissioned the Center for Defense Management Reform (CDMR) to conduct a research study that would provide insights into effective communication practices during organizational change.