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GUEST COLUMN.

Barrett and Greene, Dedicated to State and Local Government, State and Local Government Management, State and Local Management, State and Local Performance Audit, State and Local Government Human Resources, State and Local Government Performance Measurement, State and Local Performance Management, State and Local Government Performance, State and Local Government Budgeting, State and Local Government Data, Governor Executive Orders, State Medicaid Management, State Local Policy Implementation, City Government Management, County Government Management, State Equity and DEI Policy and Management, City Equity and DEI Policy and Management, City Government Performance, State and Local Data Governance, and State Local Government Generative AI Policy and Management

MANAGING TO AVOID “AN ERA OF GLOBAL BOILING,” IN NEW YORK

By Thomas P. DiNapoli, New York State Comptroller

Barrett and Greene, Dedicated to State and Local Government, State and Local Government Management, State and Local Management, State and Local Performance Audit, State and Local Government Human Resources, State and Local Government Performance Measurement, State and Local Performance Management, State and Local Government Performance, State and Local Government Budgeting, State and Local Government Data, Governor Executive Orders, State Medicaid Management, State Local Policy Implementation, City Government Management, County Government Management, State Equity and DEI Policy and Management, City Equity and DEI Policy and Management, City Government Performance, State and Local Data Governance, and State Local Government Generative AI Policy and Management

July 2023 was a record-breaking month for multiple measurements of destructive weather.  In that one month, the United States faced climate-related disasters that caused over $1 billion in destruction. The list just began with  extreme wildfires that endangered lives and communities in many parts of the world, and blanketed New York and other states in a haze of smoke. On July 9, unpredictable rains flooded parts of the state’s Hudson Valley, forcing the closure of roads. The month was one of the ten wettest in recorded history in the Empire State.


New York has rightly pursued an aggressive campaign to reduce greenhouse gas emissions to limit the most dangerous impacts of climate change under the Climate Leadership and Community Protection Act. Passed in 2019, the Act set ambitious goals to reach 70% renewable electricity by 2030, a zero emissions electric grid by 2040 and economy-wide, net-zero GHG emissions by 2050.  


The goals our state has set are admirable and join global efforts to use cleaner sources of energy. But creating goals alone is only the first step in achieving results. They require careful planning and management if we hope to achieve them. As it stands, New York needs to triple the 2022 renewable electricity capacity to reach our goal of having 70% of electricity come from renewable sources by 2030. As of 2022, 29% of the electricity generated in the state came from renewable sources. Of this, 75% comes from hydroelectric generation and 25% primarily from wind and solar energy. 


My office has identified three challenges that have hindered progress towards our prior climate action goals: inconsistent funding, canceled projects, and delays in the siting and interconnection processes. 


Inconsistent funding for renewable electricity incentives has, in the past, created a significant barrier to ramping up production. From 2005 to 2015, annual funding committed to renewable energy procurement varied from as low as $66 million to as high as $400 million. Fluctuating investments meant inconsistent growth that fell short of the state’s previous renewable energy goals. 


Along with inconsistent  funding came project cancellations. Between 2005 and April of 2023, 28 projects totaling 1.3 gigawatts of energy were canceled – which accounted for 11.3%  of the renewable energy capacity under contract in those years. Cancelations can occur for many reasons, such as opposition to the project, changes in the developer’s finances, or unforeseen energy transmission costs. 


For contracts that were not cancelled, operationalization is yet another hurdle. Only about .294 gigawatts – 3.1% of the total renewable electricity generation under contract at the time – has gone on line since 2015.  These delays come from a lengthy permitting process and the time needed for the state’s grid operator, the New York State Independent System Operator (NYISO), to conduct studies of renewable energy projects and their impact on the energy grid. NYISO had wait times over three years between 2018 and 2022. Alternatively, grid operators such as the Seminole Electric Cooperative and Electric Reliability Council of Texas had wait times half the length of NYISO. 


Recent efforts have begun to address some of these challenges – funding has increased, a new permitting process has been established for large projects, and improvements have been made to the interconnection review process. New York must capitalize on this momentum, and state agencies must continue to consistently and proactively identify and address problems in order to reach our goals. The state will also face new challenges given the volume and scale of new projects. First, significant new electric transmission infrastructure is needed to allow for the transmission of renewable electricity to customers throughout the state. Second, the costs of incentives and transmission projects, borne almost exclusively by utility customers, should be clearly assessed and disclosed. The state must make efforts to hold these costs down, particularly for low-income households and households on fixed budgets.


UN Secretary General António Guterres has declared the world is in an “era of global boiling” and has said that we can only avoid the very worst effects of climate change by acting with immediacy and intention. New York has set a clear direction and must actively manage its way to a renewable future for all New Yorkers. 


​The contents of this guest column reflect those of the author and not necessarily those of Barrett and Greene, Inc.

GUEST COLUMN ARCHIVES

GUEST COLUMN ARCHIVES.
 

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DATA CENTERS: FINDING THE PERSUADABLE MIDDLE

YOUR TRAINING OFFICER IS NOT OVERHEAD

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HR: SOLUTIONS FOR A SYSTEM UNDER PRESSURE

GRANTMAKING: A POWERFUL GOVERNMENT TOOL

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REWRITING THE PLAYBOOK ON PUBLIC WORKS RECRUITMENT

WHY COLLABORATION IS OUR COMPETETIVE ADVANTAGE

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HUMAN SERVICES AS PUBLIC INFRASTRUCTURE

TRANSLATING PERFORMANCE MANAGEMENT INTO ACTION

CIVIC ENGAGEMENT IN HIGHER EDUCATION

REFORMING PUBLIC SCHOOL EDUCATION

WHEN THE DATA CHALLENGES YOU TO CHANGE

A COMPELLING SCORECARD FOR DEMOCRACY

SOCIAL MEDIA: BUILDING TRUST IN GOVERNMENT

MICHIGAN ROADMAP FOR REGULATORY EFFECTIVENESS

THE PAYOFFS TO PUBLIC SECTOR WORKFORCE INVESTMENT

FROM DATA AMBITION TO PUBLIC VALUE

INSPIRATIONAL WOMEN: THE FOOTPRINTS WE LEAVE

PERFORMANCE IN A TIME OF INSTABILITY

UNDERSTANDING MUNICIPAL FISCAL HEALTH

HOW AGENCY HEADS CAN FIX TRAINING

THINKING LIKE A COALITION DESIGNER

AI WEARINESS

THE MASSIVE PHYSICAL IMPACT OF DATA CENTERS

SPECIAL EDUCATION FUNDING: WHERE THE REAL RISK LIES

COUNTIES AND THE BIG SHIFT

CIVIL SERVICE MERIT VS EMPLOYMENT AT WILL

PLANNERS ARE PILLARS OF DEMOCRACY

HOW TO GET BETTER OUTCOMES IN EDUCATION

SMART SHORTCUTS FOR SMARTER BUDGETS

MEASURING SAFETY AND GETTING IT RIGHT

TIME TO MEET THE TRILLION-DOLLAR CHALLENGE

DEVALUING BLACK AND HISPANIC LATINA HOUSING IN CITIES

USING AUTOMATION TO INCREASE AUDIT PRODUCTIVITY

PUBLIC INNOVATION ECOSYSTEM FOR GOOD

A TALENT POOL FOR THE PUBLIC SECTOR

“EFFICIENCY IS NOT AN EXCUSE FOR PARALYSIS”

ART AND SCIENCE OF CREATING CONTRACTS

REFLECTIONS OF A RECENTLY DEPARTED HR DIRECTOR

“HAPPY EMPLOYEES: HAPPY RESIDENTS”

HOW TO TURN A STATE WORKFORCE INTO A TEAM

BUILDING RESILIENT TEAMS TO NAVIGATE UNCERTAINTY

BUILDING CAPACITY FOR CROSS-SECTOR COLLABORATION

GOVERNMENTAL MISTAKES THAT LIVE FOREVER

RESTORING PUBLIC CONFIDENCE IN GOVERNMENT

WHAT DOES OVERSIGHT LEADERSHIP LOOK LIKE?

AFFORDABLE HOUSING: BUILDING A BRIGHTER FUTURE

RETHINKING THE MOTIVATION FOR AI

LET'S BE POSITIVE ABOUT GOVERNMENT AGAIN

THE DATA ILLUSION IN PUBLIC SAFETY

ACCESSORY DWELLING UNITS AND THE HOUSING CRISIS

A ROUTE TO EXTREME WEATHER RESILIENCE

DECLINING TRUST UNDERMINES DEMOCRACY

FIVE WAYS TO GET READY FOR GENERATION ALPHA

AN OPEN BANKING PATH TO PUBLIC BENEFITS

IT DEPENDS ON WHAT YOU MEAN BY "EFFICIENCY"

HOW AI IS SHAPING DIGITAL ACCESSIBILITY

COST SAVINGS VS EFFICIENCY

NAVIGATING CHAOS

INVESTING IN COMMUNITY

HOW TO GET A LEGISLATOR TO LISTEN

HOW THE IOWA PIE PROGRAM IS SAVING TAXPAYER DOLLARS

HOW SHIFTING DEMOGRAPHICS ARE RESHAPING STATE FINANCES

A REMINISCENCE FROM R. KINNEY POYNTER

REPEAL OF THE MUNI-BOND TAX EXEMPTION WOULD THREATEN US INFRASTRUCTURE

ATTRACTING PUBLIC SERVICE LEADERS WHEN THE AXE HITS THE FEDERAL GOVERNMENT

INSPIRATIONAL WOMEN IN LOCAL GOVERNMENT: HOPE IN POLARIZATION

FEDERAL JOB LOSSES EQUAL LOCAL OPPORTUNITIES

THREE ROUTES TO BETTER PROJECT MANAGEMENT

THE POWER OF UNITY

CUTBACK MANAGEMENT: STRATEGY, EVALUATION AND BLAME

BUILDING BROADBAND: THE VISION AND REAL WORLD

STATE BUDGETS: MANAGING EXPECTATIONS AS CONDITIONS RETURN TO NORMAL

HOW CAN LOCAL GOVERNMENTS IMPROVE HEALTH FOR OLDER AMERICANS?

THE AUDACITY OF NOPE

SUBVERSION AS A PUBLIC VALUE

HOW CAN WE PROVIDE ENOUGH EV CHARGERS?

PREPARING TODAY FOR RISING TIDES TOMORROW

A NOVEL REASON WHY GOVERNMENT CONSOLIDATIONS MIGHT MAKE SENSE

SUSTAINING DATA PRACTICES IN MAYORAL TRANSITIONS

MIAMI-DADE COUNTY IN TRANSITION

LESSONS FROM THE WESTERNS

IS YOUR GOVERNMENT PERFORMING BETTER THAN A YEAR AGO?

THE ESSENTIAL ROLE OF PUBLIC LIBRARIES IN URBAN REVITALIZATION

STATE EMERGENCY MANAGEMENT AGENCY PERFORMANCE

THE HIGHER ED ROLE IN FILLING THE EMPLOYEE VOID

KEYS TO CONNECTING STATE GOVERNMENT AND PHILANTHROPY

NAVIGATING THE TECH LANDSCAPE: A GUIDE FOR GOVERNMENT

VIRGINIA’S DRIVE-TO-WORK PROGRAM IS A LIFELINE TO ECONOMIC SECURITY

DOES GETTING TOUGHER ON CRIME MAKE PEOPLE SAFER?

EQUITY: THE STATE OF THE STATES

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FEDERALISM IN 2025 AND BEYOND

IS THE FOUR-DAY WORKWEEK IN YOUR FUTURE?

HOW CAN AI MODERNIZE TAX ADMINISTRATION?

HOW STATE AND LOCAL GOVERNMENTS CAN SUPPORT CLEAN ENERGY

Barrett and Greene, Dedicated to State and Local Government, State and Local Government Management, State and Local Management, State and Local Performance Audit, State and Local Government Human Resources, State and Local Government Performance Measurement, State and Local Performance Management, State and Local Government Performance, State and Local Government Budgeting, State and Local Government Data, Governor Executive Orders, State Medicaid Management, State Local Policy Implementation, City Government Management, County Government Management, State Equity and DEI Policy and Management, City Equity and DEI Policy and Management, City Government Performance, State and Local Data Governance, and State Local Government Generative AI Policy and Management, inspirational women, sponsors, Privacy

 

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