30 Oct 07 testimony before the HASC Oversight and Investigations Subcommittee on Stabilization and Reconstruction Operations: Learning from the Provincial Reconstruction Team (PRT) Experience:

Ambassador John E. Herbst, Coordinator, Office of Reconstruction and Stabilization, DoS
My office is charged with two tasks. The first is to ensure that the entire U.S. Government is organized to deal with reconstruction and stabilization (R&S) crises affecting U.S. national interests, to include harmonizing civilian and military activities. The second and equally important task is to build the civilian capacity to staff these missions when called upon to respond.

These tasks are simple to describe, but not so simple to achieve. It requires a major, perhaps even a revolutionary, change in the way the U.S. approaches conflict response. Just as the military underwent tremendous reform in the 1980s following the passage of Goldwater-Nichols legislation, we are proposing shifts across our civilian agencies that similarly promote unity of effort so that we best leverage limited resources, and avoid working at cross-purposes.....
Celeste Ward, Dpty Asst Secretary, Stability Operations Capabilities, DoD

Note: I didn't quote Ms. Ward, because I didn't feel that she said anything substantive. But you can follow the link and decide for yourself.

Joseph A. Christoff and Janet St. Laurent , Director, International Affairs & Trade Team and Director, Defense Capabilities & Management Team, GAO
State and DOD have begun to take steps to better coordinate stabilization and reconstruction activities, but several significant challenges may hinder their ability to integrate planning for potential operations and strengthen military and civilian capabilities to conduct them. State’s Office of the Coordinator for Reconstruction and Stabilization is developing a framework for U.S. agencies to use when planning stabilization and reconstruction operations, but the framework has yet to be fully applied to any operation. The National Security Council has not approved the entire framework, guidance related to the framework is unclear, and some interagency partners have not accepted it. For example, some interagency partners stated that the framework’s planning process is cumbersome and too time consuming for the results it produces. While steps have been taken to address concerns and strengthen the framework’s effectiveness, differences in planning capacities and procedures among U.S. government agencies may pose obstacles to effective coordination.

DOD has taken several positive steps to improve its ability to conduct stability operations but faces challenges in developing capabilities and measures of effectiveness, integrating the contributions of non-DOD agencies into military contingency plans, and incorporating lessons learned from past operations into future plans. These challenges, if not addressed, may hinder DOD’s ability to fully coordinate and integrate stabilization and reconstruction activities with other agencies or to develop the full range of capabilities those operations may require. Among its many efforts, DOD has developed a new policy, planning construct and joint operating concept with a greater focus on stability operations, and each service is pursuing efforts to improve capabilities. However, inadequate guidance, practices that inhibit sharing of planning information with non-DOD organizations, and differences in the planning capabilities and capacities of DOD and non-DOD organizations hinder the effectiveness of these improvement efforts.....