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earlier chapters, one of the major contributions of the California Energy
Commission when it was formed was to help the utilities come up with a
standard methodology forecast of power demand, which led to the reduction in
the expected number of nuclear power plants needed. The fact that these plants
were not built protected the state from even worse disasters of stranded assets
and high costs.
Resource mapping and technological feasibility studies are also an essential
function that government can provide. Again, the Energy Commission had
as one of its initial mandates the collection and dissemination of information on
the location and extent of renewable resources such as geothermal hot spots,
wind resources, untapped hydro capacity, solar capacity etc.; these resource
inventories became essential for firms looking to invest in these technologies in
the state. These studies were done in partnership with the industry, pooling their
private information and setting up methodologies for collecting additional data.
Because the data came from a partnership involving the firms intending to use the
data, it had a higher level of credibility than if it had been developed to force
business partners to do something.
Provision of additional resources and technical assistance must be done to
implement best practices, including green building and site design, product
development, and installation of energy efficiency systems. The public role in
partnerships can also include developing and providing training, conferences,
best practice reports, and consultations with staff experts that will eventually
lead to more successful private developments meeting state standards and
agendas.
Finally, the partnership can encourage California-based philanthropies
and the commercial media to work with the public sector on public education
and participation and inform readers and viewers on energy issues. The
partnerships in the state that encouraged conservation that eventually broke the
price spiral of the energy crisis show that broad partnerships can work very
effectively.
The implementation of new policies and programs cannot be done until
basic public finance issues are addressed and resolved (Clark and Sowell,
2002). The state investment in conservation, new environmentally advanta-
geous technologies, and public energy infrastructure is not an expenditure but
a down payment that will generate considerable return. State Treasurer Phil
Angelides had implement two major policies that leverage the vast
$300 billion State CalPERS retirement fund. Two policies were launched since
1999 (1) sustainable development as “Smart Investment” with a $12 billion
investment and (2) The Double Bottom Line, which is investing in California’s
“Emerging Markets” at $8 billion and another $1 billion to developing
countries.
In addition, the public sector has many financial tools and mechanisms to
stimulate development while providing environmental protection and safe-
guards. For example, the California Infrastructure and Economic Development