Best practices in the Navy's energy programs : strategic communication factors operating in the tactical forces

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Haley, Ryan C.
Klotzbach, Roy Michael
Fox, Shane M.
Energy Conservation; Strategic Communication; U.S. Navy Energy Conservation Programs; Motivations; Incentives; Behavior Change.
King, Cynthia
Salem, Anita
Date of Issue
December 2009
Monterey, California: Naval Postgraduate School
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.
MBA Professional Report
Business Administration
NPS Report Number
xvi, 89 p. : col. ill. ; 28 cm.
Distribution Statement
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.