certainly be used again in subsequent NES analysis. In the recent exercise, EIA broadened its outreach efforts by collaborating with DOE's Office of Policy, Planning and Analysis, program offices, such as that for Conservation and Renewable Energy, the national laboratories, and with other organizations. This process of outreach should be extended and broadened.

As explained earlier, the committee recommends that NEMS development should begin by building on existing models and data, as appropriate, capitalizing on the best capabilities available to begin configuring the NEMS. NEMS is compatible with EIA's statutory obligations. Thus, EIA can sustain the evolution of the NEMS, expand its own outreach simultaneously, and help NEMS stay current with relevant developments in other agencies and the private sector. The EIA has recently reorganized to accommodate and manage its expanded role with the NEMS. The committee concurs with this reorganization.

It would be much more difficult for DOE's Office of Policy, Planning and Analysis to develop and manage the NEMS on a sustained basis. The Policy Office advances the philosophy and policies of the Department and the administration, and the director of the office serves at the Secretary's pleasure. The Policy Office is, therefore, subject to pressure by advocates from which it would be difficult to shield the NEMS. In the committee's view, the Policy Office should avail itself of NEMS services provided through the EIA, but this reliance does not preclude the office from undertaking some modeling and analytic activities on its own.

The committee believes it desirable that, concurrent with the development of the NEMS, the DOE policy and program offices should continue to develop and use their own more focused modeling and analytical capabilities to pursue their missions. These activities, just as those outside DOE, represent beneficial redundancy. Such capabilities within DOE, however, should not directly duplicate those of the NEMS.


The following suggestions are intended to strengthen the internal organization of EIA, enhance its external relationships, and improve EIA's quality of service to DOE and other clients.

The committee recommends that the NEMS be quickly developed so it can be used in preparing the next NES. To achieve this goal and enjoy the significant benefits that would follow, DOE should make a major commitment in human and dollar resources to the NEMS now.

NEMS development requires financial support sufficient for both staff and contract research, so that existing data and models can be further developed and new data and models created. An early EIA project in implementing the NEMS should be the development of multiyear budget and staffing projections. A formal NEMS development schedule should be prepared simultaneously, as the committee suggests later in this chapter (“Management of NEMS Development”).

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