00 Office of Energy Efficiency and Renewable Energy

Secretary of Energy Spencer Abraham has challengedthe Office of Energy Efficiency and Renewable Energyto revolutionize how we approach energy efficiency andrenewable energy technologies, to “leapfrog the statusquo,” and to pursue “dramatic environmental benefits.”

This Strategic Plan describes our response to theSecretary’s challenge. Our vision and mission, our corevalues, our strategic goals, and some of the indicatorswe will use to measure our success are presented here.

You will see that we have ambitious expec-tations for the technologies we are workingto develop and the results we aim toachieve. Given our dedication to this cause,our enthusiasm for the job, and our desireto continuously improve the performance ofour programs—there is no question in mymind that we shall succeed.

Whether we are working in the lab, in thefield, or here at headquarters, we are agentsof change, forging a prosperous futurewhere energy is clean, abundant, reliable,and affordable. We will not accomplishthese things alone, but in partnership withthe private sector, our sister agencies in the

Federal government, Congress, States and communities,national laboratories, colleges and universities, non-governmental organizations, foreign allies, and every-day Americans.

We welcome your interest and participation as we workto deliver these results to the American people and theworld.

David K. Garman

Message from

the Assistant

Secretary

Strategic Plan 00

In EERE, our core values are reflected in our corporate culture—a culture that begins andends with people. Our core values focus on “PEOPLE” to help us make a difference in theeveryday lives of Americans.

PRIDE AND PASSION – Our mission is our touchstone. We are willing to tell everyonewe know about the mission, how it is being implemented, and how we do it. We are able toexplain why EERE strives to be the best in the business—and continues to improve.

EXCELLENCE – Our research achievements, products, and services make our reputa-tion. We strive for creativity and innovation. We endeavor to deliver the finest product andhighest quality service—the first time, every time. By consistently demonstrating theseattributes in our work and words—and by continuously improving our quality—we earn areputation for excellence.

OPTIMISM – “We can do it!!” We believe in and do all we can to achieve our goals.Our goals are based on solid analysis and realistic capabilities. We strive to inspire trustand respect. We engender confidence that the goal is possible, and we focus on achiev-ing the milestones that lead to success. We believe in ourselves and keep our “eye onthe prize.”

PRECISION – Words and numbers can have very rich meanings. So can actions. We sayand do exactly what we mean. Documents are released only when facts and figures areaccurate and communicate what is desired. Our communications by phone, fax, e-mail, orin-person are clear and thoughtful. We know our message and communicate it exactly.

LEADERSHIP – Our leaders understand that they are responsible for nurturing ourhuman resources; for ensuring the safety of our employees and their working environment;for instilling respect for and compliance with the highest standards of excellence; forbuilding a culture where merit determines promotion and hiring; and for viewing diversityas a key to recruiting and retaining the best people. Outwardly, we help catalyze change bybuilding and supporting leadership for our technologies and our mission in the public andprivate sectors.

EDUCATION – We strive for a learning environment. We want to continue to learn—from our customers, our suppliers, the world, and each other. We want to share programinformation with the world. We understand that an informed customer can make betterchoices—and help us achieve our mission.

EERE’s Core Values

2 Office of Energy Efficiency and Renewable Energy

The Office of Energy Efficiency and RenewableEnergy (EERE) leads the Federal government’sresearch, development, and deployment (RD&D)efforts to provide reliable, affordable, and environ-mentally sound energy for America’s future.

EERE’s FY 2002 budget of $1.3 billion comprisesthe majority of the Department of Energy’s (DOE)RD&D activities.

As a Federal office, EERE’s role is to invest inhigh-risk, high-value research and developmentthat is both critical to the Nation’s energy futureand would not be sufficiently conducted by theprivate sector acting on its own. EERE also workswith stakeholders to develop programs and poli-cies to facilitate the deployment of advanced cleanenergy technologies and practices.

The strategic goals of EERE are to:

• Dramatically reduce, or even end, dependenceon foreign oil;

• Reduce the burden of energy prices on the dis-advantaged;

• Increase the viability and deployment of renew-able energy technologies;

• Increase the reliability and efficiency of electric-ity generation, delivery, and use;

• Increase the energy efficiency of buildings andappliances;

• Increase the energy efficiency of industry;

• Spur the creation of a domestic bioindustry;

• Lead by example through government’s ownactions; and

• Change the way EERE does business.

To learn more about EERE, visit ourWeb site at www.eren.doe.gov.

EERE’s leadership is provided by a Federal work-force of more than 500 individuals and is princi-pally organized around 11 programs.

The EERE programs are:• Biomass• Buildings Technologies• Distributed Energy and Electricity Reliability• Federal Energy Management• FreedomCAR and Vehicle Technologies• Geothermal Technologies• Hydrogen, Fuel Cells, and Infrastructure

Technologies• Industrial Technologies• Solar Energy Technology• Weatherization and Intergovernmental• Wind and Hydropower Technologies

Organizationally, the 11 programs reside in EERE’sOffice of Technology Development, which alsomanages six regional field offices located in:• Atlanta • Denver• Boston • Philadelphia• Chicago • Seattle

EERE’s business functions reside in the Office ofBusiness Administration, which is designed toconsolidate and integrate business products,processes, and systems within a single organiza-tional unit that services the Program Managers.The Golden Field Office, located in Colorado,also reports to the Deputy Assistant Secretary ofBusiness Administration.

EERE’s programs work closely with the NationalRenewable Energy Laboratory, which is the onlyDOE national laboratory dedicated completely toEERE’s mission. EERE’s programs also collaboratewith other national laboratories, other Federal agen-cies, State energy offices, industry, universities, non-government organizations, and other stakeholders.

The Office of Energy Efficiency

and Renewable Energy Is...

Strategic Plan 3

The Office of Energy Efficiency

and Renewable Energy

...Streamlined, Integrated, Focused...

4 Office of Energy Efficiency and Renewable Energy

The National Energy Policy, published by theNational Energy Policy Development Group inMay 2001, states that an imbalance betweendomestic energy supply and domestic energydemand underlies our Nation’s energy challenge.In short, the United States consumes much moreenergy than it produces domestically (see Figure 1).Ensuring that the supply-demand imbalance doesnot undermine our economy, our standard of liv-ing, or our national security is the fundamentalenergy challenge confronting our Nation.

The National Energy Policy maintains that inorder to meet the energy imbalance challenge, theUnited States must use its technological know-how and environmentally sound 21st century tech-nologies to:

• Promote energy conservation;

• Repair and modernize our energy infrastructure;and

• Increase our energy supplies in ways that protectand improve our environment.

The National Energy Policy went on to providemore than 100 specific recommendations foraddressing the energy challenge facing the Nation.

EERE, with its emphasis on energy demand, ener-gy supply, and infrastructure technologies andpractices, is well positioned to address the energychallenge facing the Nation and help carry out therecommendations contained in the President’sNational Energy Policy and Congressional direc-tives. We anticipate that our efforts on behalf ofthe American people will contribute to a brighterenergy future for our Nation as well as the world.

The EERE mission is to:

Strengthen America’s energy security,environmental quality, and economic vitalitythrough public-private partnerships that:

• Enhance energy efficiency and productivity;

• Bring clean, reliable, and affordable energyproduction and delivery technologies to themarketplace; and

• Make a difference in the everyday lives ofAmericans by enhancing their energy choicesand their quality of life.

EERE’s mission is consistent with the Federal government role of investing in high-risk, high-value RD&D that is both critical to the Nation’sfuture and would not be sufficiently conducted bythe private sector acting on its own. EERE alsoworks with stakeholders to develop programs andpolicies to facilitate the deployment of advancedclean energy technologies and practices.

Figure 1 – U.S. EnergyProduction and Consumption

Source: EIA Annual Energy Review 2000, Table 1.1. DOE-EIA0384(2000).

The National Energy Policy

and the EERE Role

The Challenge The EERE Mission

Strategic Plan 5

The EERE vision is:

A prosperous future where energy is clean,abundant, reliable, and affordable.

Specifically, we envision an energy future where:

. . . Our cars and trucks will be more efficient and will be powered by a variety of clean domes-tic fuels and technologies that free us fromdependence on foreign supplies of energy;

. . . Low-income Americans will pay less for theenergy they use to heat, cool, and power the ener-gy-efficient buildings they call home;

. . . Our industry will run on a diverse portfolio ofclean, domestic energy sources, and Americancompanies will be the technology leaders whobring these advancements to the world;

. . . Our electricity infrastructure will be revi-talized, robust, and more reliable by widelydeploying technologies that achieve new lev-els of industrial and commercial eff iciencyand by improving electricity transmissiontechnologies;

. . . Our homes, businesses, and communities willgenerate much of their own power from renewableresources and sell excess energy back to local gen-erators;

. . . Our factories will become energy parks thatboth use and make energy, while our most energy-intensive industries will become cleaner, consumefewer resources, and become more competitive;

. . . Rural America will be revitalized through thesustainable production of biomass feedstocks forbiorefineries that produce power, fuels, chemicals,and other valuable products; and

… The Federal government will lead the Nationin conserving energy and using renewable energyresources.

Goal 1. Dramatically Reduce, or EvenEnd, Dependence on Foreign Oil

Situation: Our transportation sector is nearly 97percent dependent on oil and more than 50 percentof the oil is being imported, much of it from theMiddle East. At predicted levels of oil productionand consumption, America will be even moredependent on foreign oil imports in the yearsahead, making the Nation even more vulnerable tooil disruptions and price spikes.

Strategies:• Reduce petroleum consumption in cars and

trucks by developing technologies that economi-cally increase their efficiency without sacrific-ing performance;

• Develop non-petroleum fuels and relatedinfrastructure technologies through innovativeresearch and development (R&D) invest-ments; and

• Develop a clean and affordable path to a hydro-gen energy future by working with industry andother Federal agencies to identify and researchhydrogen technology pathways.

Success Indicators: By 2020, vehicles are avail-able that double fuel economy at an incrementalcost that is paid back within three years throughfuel cost savings; by 2030, affordable hydrogenvehicle technology options are widely available for Americans.

The EERE Vision EERE Strategic Goals

6 Office of Energy Efficiency and Renewable Energy

Goal 2. Reduce the Burden of EnergyPrices on the Disadvantaged

Situation: Low-income families spend a dispro-portionately high percentage of their income onenergy, which impacts their spending on food,housing, medical care, and education, and alsoincreases their vulnerability to high and volatileenergy prices.

Strategies:• Increase the impact and cost-effectiveness of the

Weatherization Program by implementing theWeatherization Plus Strategic Plan; and

• Achieve greater energy savings by expandingthe scope of the Weatherization Program toinclude a whole-house approach that incorpo-rates advanced energy efficiency technologies.

Success Indicators: Weatherize 1.25 millionhouses during the next 10 years.

Goal 3. Increase the Viability andDeployment of RenewableEnergy Technologies

Situation: Renewable energy technologies cur-rently account for about 10 percent of the Nation’senergy production. Domestic renewable energyresources (i.e., solar, wind, geothermal, biomass,and hydro) are vast and provide a significantopportunity for the United States to enhance anddiversify its energy supplies.

Strategies:• Improve performance and reduce the costs of

renewable energy technologies by investing inR&D and conducting field tests; and

• Facilitate market adoption of renewable energytechnologies by partnering with private compa-nies to demonstrate technologies in commercialenergy systems.

Success Indicators: Renewable energy is widelycost-competitive within the next 20 years.

Goal 4. Increase the Reliability andEfficiency of ElectricityGeneration, Delivery, and Use

Situation: The importance of reliable andsecure electricity is growing in our increasinglyinformation-based economy. New technologiesand system designs will be needed to modernizeour electricity infrastructure and to providemore reliable power, especially during periodsof peak demand.

Strategies:• Complete development and testing of a portfolio

of distributed generation and thermally activatedtechnologies that show an average 25 percentincrease in efficiency (over technology availablein 2000) by 2008;

• Demonstrate the capability to double the power-carrying capacity of transmission and distribu-tion wires by 2008, compared to that available in 2000;

• Develop a portfolio of technologies and soft-ware tools by 2012 that allows real-time moni-toring, understanding, and control of thetransmission and distribution system by identify-ing more than 90 percent of incipient systemdisturbances and cuing the operator for action asnecessary to mitigate disturbances; and

• Demonstrate the feasibility of integrated systemsin three new customer classes, which wouldachieve 70 percent efficiency and customer pay-back in less than four years (by 2008), assumingcommercial-scale production.

Success Indicators: A significant portion of theNation’s industrial, commercial, and residentialheat and power needs can be served by 2030 withclean, reliable, and efficient distributed power sys-tems that also provide strength and stability to thenational transmission grid.

Strategic Plan 7

Goal 5. Increase the Energy Efficiencyof Buildings and Appliances

Situation: Although significantly more efficientthan in the past, appliances and buildings stillaccount for about two-thirds of U.S. electricityuse, and an even greater portion of peak electricityconsumption. Advanced energy efficiency tech-nologies provide an opportunity for consumers toenhance the comfort and quality of their homesand workplaces, yet use less energy.

Strategies:• Improve the performance and reduce the costs

of buildings by investing in R&D that advancesthe energy efficiency of building-componenttechnologies;

• Improve the performance and reduce the costs of buildings by investing in R&D that improveswhole-building energy efficiency throughimproved design strategies, tools and technolo-gies, and practices for new and existing homesand buildings;

• Integrate renewable and efficiency technologiesto enable construction of marketable net zero-energy buildings;

• Increase the energy efficiency of buildingsequipment and appliances through prioritized,collaborative development of test proceduresand energy efficiency standard rulemakings; and

• Improve the energy efficiency of new buildingsthrough development and certification of modelenergy building codes, and provision of tools,training, and technical assistance to building-code officials and builders.

Success Indicators: Cost-competitive new build-ings, which create as much energy as they use, arewidely available within the next 20 years.

Goal 6. Increase the EnergyEfficiency of Industry

Situation: The competitiveness of our most ener-gy-intensive industries is particularly sensitive toenergy prices. Advanced energy efficiency tech-nologies help mitigate the impacts of price swingson industry, thereby increasing their economiccompetitiveness in global markets. At the sametime, industry provides unique opportunities to co-generate heat and electricity, thus reducing theneed for new electric power plants.

Strategies:• Facilitate broader market adoption of energy

efficiency technologies and practices by con-ducting energy assessments, developing soft-ware to analyze and optimize plant systems, anddemonstrating advanced energy-saving tech-nologies;

• Support high-risk, high-return R&D identifiedin the technology roadmap to reduce manufac-turing energy intensity in U.S. industry byworking with industry partners and otherFederal programs; and

• Support leading-edge R&D in crosscutting tech-nologies, such as advanced materials and intelli-gent sensors and controls, that can enableefficiency improvement in multiple industries.

Success Indicators: Energy-efficient technolo-gies are widely available within the next 20 years,due to EERE’s private-public partnerships, thatenable America’s energy-intensive industries tosignificantly increase their productivity withoutincreasing their energy consumption.

8 Office of Energy Efficiency and Renewable Energy

Goal 7. Spur the Creation of aDomestic Bioindustry

Situation: America possesses vast agricultural and forest resources that offer the Nation atremendous opportunity to use domestic, sustain-able resources to provide fuel, power, and chemi-cal needs from plants and plant-derived materials.The integrated industrial biorefineries of the futurehave the potential to be an integral part ofAmerica’s energy economy.

Strategies:• Advance technologies for converting biomass

to fuels, power, and products (chemicals andmaterials) through R&D involving industrypartners;

• Advance technology for biomass harvesting,storage, and handling to support viable industri-al biorefineries through R&D partnerships; and

• Condition markets for significant penetration ofbiomass-based technologies by working withappropriate entities to encourage innovativeState and local incentives, increased consumeracceptance, and increased support from farmersand industry.

Success Indicators: By 2020, the multiplebenefits of coproducing bio-based products, fuels,heat, and power, result in a growing number ofindustrial biorefineries that are part of a thrivingbioindustry.

Goal 8. Lead by Example throughGovernment’s Own Actions

Situation: The U.S. government is the world’slargest single user of energy. With about 500,000buildings and locations throughout the country, italso provides an ideal venue for showcasing anddocumenting energy opportunities.

Strategies:• Reduce energy intensity in Federal buildings by

providing information, training, technical assis-

tance, and alternative financing for efficiencyimprovements in new construction, buildingretrofits, operations and maintenance, and utilityload management;

• Increase the use of renewables by promotingrenewable technologies at Federal sites, enabling the procurement of renewable powerand alternative fuels, and facilitating the sitingof renewable generation on Federal lands; and

• Promote the procurement of highly efficientenergy-consuming equipment and appliances bydeveloping and promoting Federal product effi-ciency guidelines and labeling.

Success Indicators: By 2005, Federal agenciesobtain 2.5 percent of their electricity from newrenewable resources; by 2010, energy intensity instandard Federal buildings is reduced by 35 per-cent relative to the 1985 baseline.

Goal 9. Change the WayWe Do Business

Situation: Excellence in business management isessential to accomplishing the EERE mission andgoals. Clear guidance on business managementhas been provided by the National Academy ofPublic Administration, EERE’s Strategic ProgramReview, and by the President’s ManagementAgenda. EERE’s management challenges includethe strategic management of human capital, com-petitive sourcing, improved financial performance,expanded electronic government, budget and per-formance integration, and a focus on programmanagement.

Strategies:• Full implementation of EERE’s Strategic

Management System (SMS), which provides anintegrated corporate approach toward planning,budget formulation, program implementation, andprogram evaluation across the entire organization;

• Implementation of the EERE ProgramManagement Initiative, which is a managementcurriculum that provides knowledge-based sys-

Strategic Plan 9

tems for all Program Managers, resulting in afully certified and trained program manage-ment corps;

• Complete implementation of a comprehensivereorganization that focuses on performance,reduces organizational layers, and eliminatesinefficient operational redundancies; and

• Implementation of OMB’s Applied R&DInvestment Criteria, a set of objective, perform-ance-based metrics that will help ensure that

EERE program dollars are used effectively andefficiently with clear program “off-ramp” or ter-mination points.

Success Indicators: EERE more effectivelyimplements its budget and aligns its workforcewith programmatic needs; EERE is recognizedby external stakeholders, such as the Office ofManagement and Budget (OMB) and Congress,as a model for operating efficiency and effective-ness.

OMB Applied R&D Investment Criteria

Federal Role:

• To what extent does the R&D activity support an area identified by the president as a highpriority?

• To what extent are there market barriers to private-sector investments in research related tothe effort?

• To what extent does the R&D activity support work where there is a clear public benefit?

• To what extent does the R&D activity most effectively support the Federal policy goalscompared to other policy alternatives, such as legislation or regulations?

Merit and Plan:

• How well does the plan build on existing technology, complement related RD&D activi-ties, and propose technically feasible R&D activities?

• How well does the R&D activity’s planning and prioritization incorporate industry involvement?

• What is the level of industry cost-sharing for the program?

• How well does the project plan incorporate performance indicators?

• How well does the R&D activity planning incorporate “off-ramps” and a clear end point?

• To what extent is the R&D activity plan the result of a competitive merit-based processand subject to an external review?

• What is the expected number of years to commercialization?

• Is the R&D activity basic, applied, demonstration, or development?

• What is the extent of technological risk inherent in the research?

R&D Activity Performance

• Provide an equivalent dollar unit of energy saved or generated or other benefits (actual andanticipated) to indicate the R&D activity’s effectiveness, efficiency, and benefits.

10 Office of Energy Efficiency and Renewable Energy

The President’s

Management Agenda

In the summer of 2001, the Administrationreleased the President’s Management Agenda forFY 2002, which laid out the blueprint for manage-ment improvements throughout the Federal gov-ernment. It essentially called for:• Agencies to become flatter and more responsive;

• The emphasis on process to be replaced by afocus on results;

• The elimination of overlapping functions, ineffi-ciencies, and turf battles; and

• A strengthening of the knowledge, skills, andabilities of Federal workers to meet the needsand expectations of their ultimate clients—theAmerican people.

This, in combination with the National Academyof Public Administration Report titled A Review ofManagement in the Office of Energy Efficiencyand Renewable Energy (March 2000) and theEERE Strategic Program Review (April 2002),provided EERE with findings and recommenda-tions that assisted in the redesign of EERE’s man-agement and business model.

EERE’s New

Management Structure

On July 1, 2002, EERE replaced its old stovepipeand fragmented management structure with a newstreamlined, integrated, and focused one, whichemphasizes strong program management for betterperformance.

The new structure is built on 11 programs that arethe means by which EERE accomplishes its goals,and a business administration office that supportsthe programs (See Page 12 for more details).

The new organizational structure streamlined pre-viously fragmented functions and reduced the lay-

ers between Program Managers and top manage-ment, thereby increasing the authority andaccountability of the Program Managers. This hasresulted in fewer high- and mid-level managers inEERE, as well as fewer offices and programs.

The new organization was created in partnershipwith the employees’ union, and with service tostakeholders and the public in mind. The goal wasto create efficient program delivery with maxi-mum accountability of personnel and transparencyin budget accountability.

A unique feature of the new structure is the cre-ation of a Board of Directors to oversee EERE ini-tiatives and to strengthen public-privatepartnerships. In addition to providing expertadvice and counsel to the Assistant Secretary, theBoard helps shape EERE corporate policy, strate-gy, and budget development; advises the AssistantSecretary on all energy-related U.S. and interna-tional technical, economic, and policy issues; rep-resents EERE to stakeholders and others in anoutreach capacity; and provides advice to ensuresenior technical and peer review of EERE’s pro-grams.

EERE’s new structure is being recognized as afront-runner for implementing the President’sManagement Agenda. This new structure willallow EERE to implement needed changes, whichwill enable EERE to:• Improve organizational efficiency;

• Remove artificial organizational layers;

• Enhance competitive sourcing, fiscal accounta-bility, and information technology services;

• Focus on programs and empower the ProgramManager, resulting in greater accountability;

• Focus the Program Manager on results ratherthan processes;

• Integrate performance planning and budgeting; and

• Allow the Assistant Secretary to better overseeprogram and business operations.

Changing the Way We Do Business

Strategic Plan 11

Next Step...Changing the

Way We Plan Our Portfolio

As part of the President’s Management Agenda,OMB developed a set of investment criteria forfunding Federal applied R&D programs (seeCriteria on Page 9). These criteria help focus andprioritize Federal R&D investments and improveproject performance. Through the StrategicManagement System (SMS), EERE is incorporat-ing the OMB Applied R&D Investment Criteriainto its planning and budget formulation activities.

The Strategic Management System provides theframework for the EERE portfolio managementapproach. It includes four key phases: planning,budget formulation, program implementation, andprogram evaluation. EERE is continuing its imple-mentation of SMS. As an interim corporate pro-gram management approach, spreadsheets forprogram spend-plans, projects, and milestones arebeing used. Information from the Department’sfinancial and procurement systems has been addedwith these spreadsheets into the EERE Budget Hutto assist Program Managers in managing their pro-grams. Spend-plan, project, and milestone spread-sheets have been initiallyused to focus on the man-agement of the currentand the upcoming fiscalyears of implementation.

With this Strategic Plan,there will be anotherimportant phase in thedevelopment of the EEREcorporate program man-agement approach. Eachof the 11 programs willdevelop strategic plansand multiyear (five-year)plans that align with theEERE Strategic Plan.Many of the EERE pro-grams are well positionedfor this next phase, due toongoing partnership

efforts with the private sector and other stakehold-ers to develop long-term visions and technologyroadmaps. As indicated in the EERE StrategicProgram Review report, roadmaps are a best prac-tice with more than 40 collaborative EEREroadmaps being developed during the past fiveyears by more than 2,000 participants. As part ofthis phase, EERE will develop and apply best-practice approaches for the updating of existingroadmaps and the development of new roadmaps.

The multiyear program plans, when implemented,will be the cornerstone of the EERE corporateprogram management approach. They will providethe ability to perform multiyear cash-flow plan-ning, including the planning of procurementactions in advance of the year of implementation.This will allow for the more timely and effectiveuse of funds to achieve results. They will link cur-rent and planned activities—and their major mile-stones—to performance measures and results.They will provide a common platform for man-agement review of program performance andresults, and enable adjustments in the direction ofprograms and corporate decisions on the composi-tion of the EERE portfolio.

EERE Strategic Management System

12 Office of Energy Efficiency and Renewable Energy

To achieve its vision and goals, EERE hasestablished the following 11 programs toaddress the wide variation in energy challengesfaced by the Nation.

Biomass Program. Its mission is to developadvanced conversion processes and technolo-gies that include hydrolysis, fermentation,chemical conversion, gasification, pyrolysis, and other bioconversion and thermochemicalmethods for extracting fuels, chemicals, andpower from biomass.

Buildings Technologies Program. Its missionis to develop technologies, tools, and tech-niques for making residential and commercialbuildings more energy efficient, productive,and affordable.

Distributed Energy and Electricity ReliabilityProgram. Its mission is to strengthen America’selectric energy infrastructure and provide utili-ties and consumers with a greater array of ener-gy-efficient technology choices for thegeneration, transmission, distribution, storage,and demand management of electric power andthermal energy.

Federal Energy Management Program. Itsmission is to reduce the cost and environmentalimpact of the Federal government by advancingenergy efficiency and water conservation, pro-moting the use of distributed and renewableenergy, and improving utility management deci-sions at Federal sites.

FreedomCAR and Vehicle TechnologiesProgram. Its mission is to develop more energyefficient and environmentally friendly highwaytransportation technologies that enable Americato use less petroleum.

Geothermal Technologies Program. Its mis-sion is to establish geothermal energy as aneconomically competitive contributor to theU.S. energy supply, capable of meeting a sig-nificant portion of the Nation’s heat and powerneeds.

Hydrogen, Fuel Cells, and InfrastructureTechnologies Program. Its mission is to devel-op hydrogen production, storage, delivery, andfuel cell technologies that are more energy effi-cient, cleaner, safer, and lower in cost.

Industrial Technologies Program. Its missionis to decrease the energy intensity of the U.S.industrial sector through a coordinated programof research and development, validation, and dis-semination to provide industry with energy-effi-cient technologies and operating practices.

Solar Energy Technology Program. Its mis-sion is to accelerate the development of solartechnologies as energy sources for the Nationand world.

Weatherization and IntergovernmentalProgram. Its mission is to develop, promote,and accelerate the adoption of energy efficiency,renewable energy, and oil-displacement tech-nologies and practices by a wide range of cus-tomers, including State and local governments,weatherization agencies, communities, compa-nies, fleet managers, building code officials,technology developers, Native American tribalgovernments, and international agencies.

Wind and Hydropower TechnologiesProgram. Its mission is to conduct research anddevelopment to advance wind-turbine designsthat can operate economically in lower windresource areas, and to develop more environ-mentally friendly technologies to maintain theNation’s existing hydropower capacity.

EERE’s Eleven Programs

Strategic Plan 13

• U.S. Department of Energywww.energy.gov

• Energy Efficiency andRenewable Energy Network (EREN) www.eren.doe.gov

• Biomass Programwww.eren.doe.gov/biomass.html

• Buildings Technologies Programwww.eren.doe.gov/building.html

• Distributed Energy and ElectricityReliability Programwww.eren.doe.gov/deer/html

• Federal Energy Management Programwww.eren.doe.gov/femp.html

• FreedomCAR and VehicleTechnologies Programwww.eren.doe.gov/vehicle.html

• Geothermal Technologies Programwww.eren.doe.gov/geothermal.html

• Hydrogen, Fuel Cells, andInfrastructure Technologies Programwww.eren.doe.gov/hydrogen_fuelcell.html

• Industrial Technologies Programwww.eren.doe.gov/industrial.html

• Solar Energy Technology Programwww.eren.doe.gov/solar.html

• Weatherization and Intergovernmental Programwww.eren.doe.gov/weatherization.html

• Wind and Hydropower Technologies Programwww.eren.doe.gov/windandhydro.html

• DOE EERE Regional Officeswww.eren.doe.gov/rso.html

• DOE Golden Field Officewww.golden.doe.gov

• National Renewable Energy Laboratorywww.nrel.gov

Other Relevant Sites

• Energy Information Administrationwww.eia.doe.gov/

• National Energy Policywww.whitehouse.gov/energy/

Visit Our Web Sites

Contact Information

Office of Energy Efficiency andRenewable EnergyU.S. Department of EnergyWashington, D.C. 20585-0121

To obtain a copy of this documenton the Internet, visit: www.eren.doe.gov

For print copies of this report, or any otherDOE/EERE publications, contact:

Energy Efficiency and RenewableEnergy Clearinghouse (EREC)P.O. Box 3048Merrifield, VA 22116Fax: (703) 893-0400Phone: (800) DOE-EREC(800-363-3732)E-mail: doe.erec@nciinc.com

EREC staff can also answer questionsconcerning a wide variety of clean energy andenergy efficiency technologies.

U.S. Department of Energy1000 Independence Avenue, SWWashington, D.C. 20585-0121

DOE/GO-102002-1649October 2002

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