Department of Energy

Whether the NSC or CEQ takes on an elevated energy security mission or a new, separate Council is created, the Department of Energy is the logical agency to be the focal point for resourcing and giving traction to the Executive Office of the President’s guidance. But DOE, as it now exists, may not be capable of playing that role; it has important expertise but a dysfunctional structure that hurts morale and hampers its ability to be effective in making and executing policy on core national interests. Since its formation in 1977 bringing together 40 different agencies, DOE has never really gelled into a fully functional, coherent institution.

The Department does have an Assistant Secretariat for Policy and International Affairs, but our interviews suggested that this office has lost prestige and capability in recent years in its policy planning and coordinating functions. DOE’s program and policy offices (e.g., the Office of Science or the Office of Fossil Energy) are not accountable to any direction this office may provide, and this office may or may not involve policy offices in its policy planning. Strengthening that relationship ultimately is the responsibility of the Secretary.

In addition to any recommendations the Presidential Transition Team will make, the next Secretary of Energy should consider commissioning an expert, external panel to recommend institutional reform for the Department of Energy. The incoming secretary should make the Policy and International Affairs Office one of his or her highest priority appointments, perhaps elevating the office to the Under Secretary level. This office should be the driver of strategic planning for the Department, as well as the hub for internal cohesion and interagency cooperation.

The new Secretary should also consider elevating or incorporating into the strategy office the elements of the Office of Intelligence and Counterintelligence engaged in long-term strategic planning.