Let there be light

Climate policy experts say Australia needs to set a more ambitious 2050 climate commitment to reach a carbon neutral economy. Some stakeholders are casting shadows over the cleaner aspiration, maintaining a steadfast stronghold on mineral mining. One of the most significant conundrums for Australia is balancing the advancement of technology, production and increased use of renewable energy for ecological benefit whilst stimulating economic growth. 

In principle, this process could involve the introduction of schemes that establish more sustainable methods of growth. Corporations could contribute to the development of renewables technology, by working in conjunction with other organisations for longer-term, mutually beneficial outcomes. A gradual phase out / phase in way of accommodating different industries could be enabled legislatively, until the most complimentary form of energy production and use has enough stability and vitality to be of larger-scale use. 

In reality, the ‘wicked’ issue in the national context involves democratic inadequacy, problems with policy cohesion, a lack of symmetry between administration and action towards reaching government objectives and fiscal restrictions through myopic budget management. These issues must be absolved initially, in order for conditions to be suitable enough for the action of longer-lasting solutions. Potential remedies include; public value through greater choice and citizen participation with policy; enhanced administrative alignment with improved procedures; development of performance measurement and organisational instruments. This paper will explore the dominant challenges facing the transition from mineral-based to renewable energy in the Australian context before evaluating potential solutions.

Key Issues

Democratic Inadequacy

Three significant reported problems with the execution of the government’s Renewable Energy Target agenda are the failure to complete an implementation plan, not including Renewable Energy Committee members in decision-making and insufficient provision of documentation, accountability and transparency that is involved with the assessment of grant applications. (Australian National Audit Office, 2015). 

In response to industry and community criticism towards the coalition in regards to their attempts to slash the Renewable Energy Target, cabinet instigated a deal to encourage bipartisan agreement. This is beneficial since the success of the target is more likely, however, the wind energy industry is set to reap most of the support. This has created hostility amongst industries of other renewable energy sources who claim wind production is inclined to use most of the target, preventing diversity of renewable energy technology (Taylor, 2015).

Policy Cohesion

Another significant issue impacting the transition to renewables is coordination between different levels of government and departments. In particular, large-scale deployment of alternative energy production remains to be a central perplexity. Lawson (2015) comments on the topic when he states: “The real problem is major policy blunders by government, compounded by state government efforts of the time to climb aboard the solar energy bandwagon, which are still affecting the market” (p. 3). Another significant problems regarding this policy is the process for industry to obtain necessary certification, with the process of power generation permit application to approval by the Renewable Energy Council taking around two years.

The Clean Energy Council (cited in Edis, 2014) made a concessional response to government cuts to large-scale energy transitions by stating in a letter to Prime Minister Tony Abbott: “While we do not accept there is any cogent public policy case for reducing the RET, in order to restore bipartisanship on the policy we would consider proposals with a target for RET in the mid-to-high thirty thousand in 2020’’ (p. 7). The Council also recommended increasing the targets in 2016 and 2017 as a piecemeal. This would be beneficial for encouraging utility providers to make use of the oversupply of certificates, raising demand for permits and consequently increasing government revenue. Increased power from new projects would be contracted by retailers, contributing to greater inroads towards the target by 2020. 

Thus far, reaching consensus amongst government in relation to climate change action has proven to be one of the most significant conundrums for federal policy. Two distinct camps can be identified; those who prioritise increasing introduction of clean energy on a larger-scale and those who prefer national energy and economic security.  Ellem et al. (2015) sheds light on the issue when she proposes:

The strategic situation for Australia in terms of energy and climate is complicated by the abundance of our low cost coal reserves … growth of coal and gas would seem at strategic odds with efforts to reduce carbon emissions. To Australians then, climate action equals a cost to energy and the economy (p. 12).

This demonstrates how difficult it can be to produce a policy that would gain substantial support from Australians alike. Furthermore, gaining bipartisanship on the energy debate isn’t gathering much traction when the simplified strategy of ‘climate vs. economy’ resonates the loudest. Encouraging discussion around broader, more encompassing issues and longer-term policy strategies is more likely to produce policies that have greater potential for surviving successive governments.

Administration and Action

In some instances, federal legislation has been identified as obstructing affirmative action in relation to transforming the energy sector. ‘Stubbornness and ideological zeal’ was used to publically describe the coalition government’s approach to renewables. In particular, it was ascribed as preventing progressive policies that would enable increased revenue and employment opportunities in renewable industries. Victoria’s energy minister, Lily D’Ambrosio (cited in Milman, 2015) exclaimed: “We’ve said enough is enough, Tony Abbott needs to get out of the way and allow us to provide [renewable energy] industry confidence and billions of dollars in investment” (p. 15). The Victorian state government urged the national government to allow heightened independence to establish its own renewable target, allowing improved capacity for public value. This illustrates substantial fragmentation between the administration, governance and practical provision of services. 

Theoretical Frameworks

The Biology of Blending

Mintzberg et al. (2009) designed strategy arrangement through multiple, intertwined perspectives, three of which will be used to evaluate the efficacy of renewable energy use in Australia. These are; the ‘Cultural School’, ‘Environmental School’ and ‘Configuration School’. The Cultural School keenly observes many implicit, socially-rich components of the public management paradigm that influence the process as a whole – pointing to the inertia of interaction, individual and collective values and the characteristics of resources, such as placing value, rarity, imitability, substitutability, competition and mobilisation. Thus incorporating a higher-order understanding of how these aspects deflect or magnetically connect to impacts from discretionary strategy. Mintzberg et al. (2009) describe changing drifts of management when they allude to: 

… Strategy formation as a process rooted in the social force of culture – mirrors the power school. While one deals with the influence of internal politics in promoting strategic change, the other concerns itself largely with the influence of culture in maintaining strategic stability, indeed sometimes in actively resisting strategic change (p. 276). 

This is set amongst an ‘Environmental School’ landscape where reactive processes are seen, framing the actors. This reflects the subordination of leadership, for no manager can simultaneously view happenings from all angles. In the vagueness of this space, views of contingency such as; stability, complexity, market-diversity and hostility can be illusive and dependent on the eye of the beholder. Adaptation crowns actors who may be puzzled by choice. (Mintzberg et al. 2009).  Emerging from this like a phoenix is the ‘Configuration School’ that catalyses transformation. The commotion of the mission, means, market and building of the organisation is shaped in an innate fashion by, archetypal figures, strategic and structural happenings whether natural or synthetic. This influences operational styles and developmental adjustment of evolutionary adaptation towards public management that invents necessary ways of improving outcomes. Mintzberg et al. (2009) says: “These are really two sides of the same coin: if an organisation adopts states of being, then strategy making becomes a process of leaping from one state to another … There is a time for coherence and a time for change” (p. 318). Good public management practice utilises timing purposefully. 

The Physics of Fallacy

The simple steps of Moore’s (2000) self-help genre of public management strategy appear relatively straightforward; he even cleverly highlights a procedural approach towards achieving outcomes with an acronym that incorporates his name. This raises suspicion because the simplicity implies validity in common sense. Nevertheless, creatures can find comfort in confirming ways of determining, reaching and evaluating goals. ‘MOORETOOLS’ encourages managers to incorporate the following practices into their initiative; provide clarification regarding the development of a purpose, deduct what can be achieved in terms of smaller, immediate ‘wins’ and longer-term prospects, intuit potential challenges to the project in order to pro-actively dispel any problems, evaluate the capacity of the authorizing environment, stock-take resources and budget constraints, take time to appreciate opportunities that otherwise may go unnoticed, mobilise personnel in the direction of the objective, establish bonds for future access and plan how this may be implemented (Moore, 2000).   

The Chemistry of Capital

Ingraham and Kneedler (cited in Brudney et al. 2000), provide a clinical approach to understanding the complexities of managing public services when they outline a government performance methodology that aims to assess progress towards a set of clear objectives. Like much of the theory regarding public management, this cleanly presented framework is rational, yet the practice is far from it. Nevertheless, this provides a clear sight of guiding principles in which to formulate tasks. Although there are multiple aspects of ‘dissecting the black box’, for the purpose of conciseness, several will be focused upon in this instance. 

To begin, the dimension of ‘integration’ refers to the orchestration of administration, leadership, resources and measurement. The key elements of this Ingraham and Kneedler (2000) suggest are: “… unified, cohesive whole shared values … [and] mutually supporting tasks” (p. 246). One of the most significant disruptions to this aspiration in the case of renewable energy in Australia is the disconnection in the ‘duality of leadership’. Effective governance requires cooperation between actors on both the political and executive levels. The expertise of a great political leader is required to diplomatically manipulate stakeholders in order to reach consensus among all stakeholders. This can be achieved by planting personnel at each tier of the project. This is supported by Ingraham and Kneedler (2000) who describe effective leadership as good ‘use of information and allocation of resources’ (p. 247). Finally, the administrative function of managers navigates performance. Considerations here include; cost flexibility in financial management, coherent procedures in terms of human resources management, appropriate prioritisation of capital and budgets and the functionality of information technology (Ingraham and Kneedler, 2000).

Potential Viable Solutions

Increased Public Participation with Policy

When critical reflection is invited, policies may be introduced with greater validity and implemented with increased vested interest. This will usually enhance the mechanics of introducing new regimes. It has been suggested that management of policy should draw from wider ranges of innovation theory, including technical, philosophical, political and economic geography in order for ‘co-evolution of policy and practice’ (Winskel & Radcliffe, 2014). If configuration of mechanisms through the manager-led energy environment are designed with a well-rounded outlook, greater stability of diverse energy provision types would have a better chance of reaching permeable status amongst the risks and pitfalls of competing forms. 

For many years, political commitment to ‘green-growth’ has been subdued. Forestalling the threats to climate change involves shifting value-based policy inertia. This is difficult to achieve when trying to establish economic, social and environmental growth at once. Regulatory frameworks, industry standards and citizenry oversight guides ‘green capitalism’ to some extent, however, Vazquez-Brust and Sarkis (2012) note that “…this can’t be achieved by a change within the western materialist values and lifestyles that underpin the market system. In turn, such change will not be generated from ‘within’ the system, since any ad-hoc solutions precipitate new problems through the pursuit of endless profit” (p. 7). From this, it is evident that utilising Mintzberg’s et al. (2009) schools of culture and view of multiple environments would help to steer ideological aspects of managing this space. 

Determining how public values can sync with the sustainable energy mission can assist in shaping policy that is well-received. Trousset et al. (2015) explored enablers and hindrances towards public participation with policy. They found that willingness to become involved depended on social, geographical and historical experiences with politics. One way to encourage involvement in decision-making processes was cited, that is; ‘focusing on events within a policy sub-stream’. In the Australian context, many citizens are quite active in this process since changes to different types of energy use may directly impact their livelihood. For example in the Grampians Shire District of Victoria, locals led a campaign called ‘food not gas’, by coming together with 67 tractors to state their concern for the future of farming land in the region (Collins, 2015). One possible method to foster greater alignment between political, industrial and social environments may be to facilitate inclusive forums that have a narrowed and outcome-based agenda that is determined by a clear selection criteria, in order to frame different positions in an organised, systematic manner. 

Furthermore, a study from Switzerland highlights that people tend to participate in political decision-making when the benefits exceed the costs – that is, the outcome results in decision-making closer to the participant’s objective (Traber, 2013). A possible enabler to increase public interaction with policy management in cases of geographic isolation or lack of motivation would be establish, promote and incentivise input through e-participation. Themistocleous et al. (2012) recognise that technical interventions can assist with active community politics. In terms of the actual content of environmental and energy policy that would be relevant in this particular instance, van Ierland and Lansink (2002) indicate that agricultural life cycle evaluation requires referencing environmental effects, added effects such as transport and manufacturing and potential repercussions for surrounding areas.

An essential consideration to entail is whether citizenry participation is legitimate or tokenistic. Roets et al. (2012) states: “Participation may become an empty exercise … or a manipulative and exploitative exercise, for ‘there is plenty of evidence here that simply establishing participatory structures and opportunities … is no guarantee of their effectiveness” (p. 819). To avoid this situation, there ought to exist, mechanisms that can actually influence and to a certain extent, employ fundamental changes to the political framework. An example of this may be the formation of working groups that represent the public interest and interact between political decision-making and community views. They can sign-off on actions employed by industry and government if they are effective or dispute the deployment of particular plans that aren’t conducive with citizen’s desires for the most part.  Furthermore, it is worth noting that increasing the number of contributors does not necessarily enhance the performance process. Hicklin et al. (2007) articulates: 

…managers appropriation of time and effort across managerial functions, presumably because multiple contributions are needed, and the distribution of managerial time and effort is likely driven in part by managerial assessments of marginal returns to performance. It is also consistent with conceptualisation of public management as goal-directed activity aimed at coordinating people and resources to produce public value (p. 269).

The notion of diminishing return with an over-supply of direction seems logical in general, however it is possible that some situations, including multiple managers at once on a larger-scale project that requires great leadership may drive efficiency if correct navigation and role specification is agreed upon and adhered to.  

Additionally, sometimes public input in policy can contain explicit self-interest and therefore not serve the greater public value. In some cases, questions to citizens have been structured to seek affirmative responses or deter comprehensive understanding through convoluted wording that is difficult for non-experts to grasp – funneling toward a predetermined outcome. Sometimes pin-pointing the extent to which surveys are influential or contain bias can be difficult O’Keefe et al. (2015). Although, at least this process allows for greater transparency of the consultation process. Future inclusion of citizens in political decision-making should be framed in simply-worded, yet highly detailed and impartially chosen language. Perhaps it can be beneficial to involve a neutral psychoanalytic / literary specialist to re-word any questionnaires that include bias language or preposition particular responses. 

Another way of deducting the real value in terms of outcomes of this seemingly promising collaborative phenomenon of public management is to consider whether the tool can escape the traps of bureaucracy and markets that constrict the development of progressive energy transitions. Collaboration has been viewed as a ‘best practice’ model due to way of evoking potentially increased validity through consultation or a safety net when government ability is bound (O’Flynn, 2009). Perhaps clarification of this can be provided on a case by case basis through each process whereby anonymous feedback is submitted before the closing of major decisions, where strategic direction is set. If results do not reflect majority indication of fair, transparent and accountable discretion in policy setting, it omits to be considered an effective collaborative process and therefore, certain actors responsible may be pulled into question before significant rulings regarding public management of resources and services are made.

Greater Emphasis towards Administrative Alignment 

Policy paralysis isn’t uncommon in situations whereby types of public infrastructure is transitional. Streamlining and strengthening procedures that enable greater inclusivity of diversity in the energy market may untangle some of the bureaucratic complications that have prevented sustainable change momentum in the Australian context thus far. Much of the challenge to this lies in the cultural nature of such a dramatic transformation. Her Majesty’s Government of the United Kingdom, cited in Scrase and Smith (2009) illustrated this:

A low carbon economy is not a slogan. It will entail, over the next few decades, the transformation of our lives and of our economy – as the Prime Minister has put it, a ‘technological revolution’ in the way we use and source our energy. And in turn – because energy use pervades every aspect of our lives – this will imply a social transformation, in the way we live (p. 708). 

Energy transition management requires collective motion in the dimensions of public value, legislative support, also development and training for expanded operational capacity both in government, industry and society. Shifting normative culture involves paring back existing constructions, careful analysis of various views and research, cooperatively selecting appropriate supportive frameworks that will enable elegant modernisation with maximum efficacy and minimal disruption.

Zulu (2010) identifies the need for carefully targeted proactive regulation in the case of Malawian banning of wood-fired energy use. He emphasises the need for the encouragement of ‘real alternatives’ through suitable policies – rather than waiting for shifts in energy use to occur unaided. This draws from the classic euphemism on ‘the lining up of ducks’. Similarly in Australia, administrative mechanisms are required that expand the uptake of various versions of sustainable energy technology simultaneously with the use of dominant, mineral-based fuel. 

International guidelines for environmental management systems, such as the ISO 14000, a popular system used by a substantial number of organisations around the world that claims to support operational, managerial and competitive aspects of corporations, may be useful with enhancing awareness, efficiency and effectiveness of personnel. Rondinelli and Vastag (2000) explain that a systematic approach such as this can strengthen the coherency of procedures. For example it can provide support regarding the way an organisation establishes meaningful processes that are closely linked to a determined mission, providing stability for the industry in sometimes tumultuous circumstances of change. Additionally, it may also recommend proven, effective monitoring and corrective methodologies to reduce negative environmental impacts. Finally, a system such as the ISO 14000 has demonstrated competency with training and providing of necessary resources for employees to be increasingly active with environmental management. The practical application of a clarified and consistent approach with energy transition improves the operational capacity of individual organisations because there are mutual understandings and expected rhythms that allow greater performance to occur. Furthermore, this can be the case for collective capacity across multiple interacting corporations, allowing for heightened benefits in information and resource transactions, improving utilitarian outcomes. 

Also, enhancing the connectivity, in terms of sharing various strengths that different geographical regions excel in around the globe may assist in configuring more efficient renewable energy uptake nationally. Studies indicate that particular discipline areas of knowledge capital in relation to cleaner energy are stronger in places where economic and socio-political aspects lend themselves to those respective regions’ conditions, as this has a bearing on the directionality of research. For example, Brazil – the natural environment, China – market organisation, while North America and Europe – vertical application of transitional resources (Rizzi et al. 2013). Australia may utilise these existing understandings and customise them to national needs. Procedures need not only focus inwards, as the inertia of existing federal values may prevent growth. The way managers envisage and implement practices can blossom through looking outward – enhancing shared values, creating parsimonious effects and mobilisation from niche to mainstream energy-efficient opportunities.  

Awareness of prospects and optimism for small-scale renewables has been successful in the Slovenian energy system model – allowing a smooth transition to a lower carbon-emitting economy. Pusnik et al. (2012) articulate that:

When it comes to clean energy technology, the most efficient boost that government can give to a sustainable energy future is to avoid picking winners. Presented approach was applied in real-life decision process for the new Slovenian Energy Programme. The greatest challenge … has been introduction and evaluation of sustainability in energy sector development in a way to assure implementation and tap its full economic potential … The extent of necessary investments for the implementation of foreseen measures is very extensive, but necessary and justified (p. 713).

This requires exceptional oversight and rigorous strategic protocols that allow for the transparent evaluation of prospective technologies from an equal platform to avoid political manipulation of research and development presented.  In the German context, researchers have noted the importance of a ‘transformative alliance’ in the field of renewable energy – that is the cooperation of unlikely organisations, working together towards a mutually beneficial outcome. Pegels and Lütkenhorst (2014) point out that: “In Germany, any transformative alliance can only succeed if it builds on a platform of employment, competitiveness and innovation…” (p. 532). However they also acknowledge how this premise has been threatened by external circumstances such as international imports of solar that are receiving strong opposition from some of the classical green groups. Consequently, analysis of the programme suggests that coalitions must push orthodox confines in order to reach desired results in terms of the way renewable economies are developed in the nation if they are to indeed utilise the ideal platform mentioned above for energy transitions. 

In some instances, policy measures have been introduced to productively coordinate non-conformity and numerous ambitions in the renewable energy sector. Özcan and Arentsen (2013) explain how the Dutch biomass sector could be integrated with related areas, for example, agriculture, in order to pursue multiple policy objectives at once in a complimentary manner. This approach is promising in its application to the rural Australian situation where conflicts of energy and agriculture policy priorities exist. The amalgamation of public values may be more active and useful in terms of Moore’s (2000) shared values through the process specified that encourages a meeting of minds or mutual compromises by drawing Mintzberg’s (2009) multiple environments together for a unified policy outcome.

Improved Fiscal Measurement

An essential element of the authorising and operational environments are budgeting and monetary constraints. Affordability of regimes largely determines whether they are pursued, careful strategising of perceived public benefit for financial outlay is another significant indicator of project viability. One of the areas Australia falls short is investment in future prospects for longer-term public value. Cost-benefit analysis in the authorising context was undertaken by Wesseh & Lin (2014) who founded that renewable energy targets in Liberia are “economically attractive and provide a positive value irrespective of whether external costs are internalised or not…” (p. 309). That said, external costs such as private sector participation are only realised when they are internalised or incorporated into the government sector’s fiscal schemes. For government organisations to consider longer-term strategies for alternative energy provision, it is imperative they accurately identify potential external financial input and incorporate these with plans that will maximise value. Verdeil et al. (2015) warns this can have somewhat mangled repercussions if there isn’t a clear distinction between widening the scope of the agenda for an agreed outcome and subsidising particular industries to encourage growth. 

Additional cautions were founded by experiences with the Renewable Energy and Efficiency Partnership in developing countries. Upon reflection, analysis highlights the propensity for risk when forming funds and financial services for greener energy development due to its relative lack of industrial and economic establishment. Some of the methods suggested for avoiding the pitfalls of chance in this situation are; selecting investors that have a stable history, diversifying sponsorship by including local financial institutions as well, utilising experienced risk insurance brokers and quality feasibility software (Parthan, et al. 2010). These steps would strengthen the reliability of funding mechanisms through enhancing validity with the authorising environment, contribute to enhanced capacity and as a result, strengthen the way in which the shared mission is reached. This is also confirmed by O’Toole’s (2000) value for realistic budgeting and user-friendly information technology as necessary tools for positive organisational performance and growth.

In the case of Egyptian gas connection cost cushioning, it caused a: “…dynamic interplay of top-down measures and the people’s appropriation of some of the goals of [the] policy” (p. 243). One way to avoid this could be to utilise policy tools that fit the demographic concerned. Examples of this may be traditional-style financial exemptions and / or tariffs. Finally, promoting these various energy forms simultaneously, by creating a constructively competitive environment, is integral to affording multiple stakeholders through the transient cycle. That said, it’s also important to recognise the costs of introducing multiple futuristic forms of energy. Savocool and Brossmann (2014) highlight consumer information, sales channels, entry restrictions and increased capital required to imbed different technologies in existing social and economic patterns can have unforeseen risks when compared with established and time-tested technologies. They mention how psychological aspirations for cleaner energy can be beneficial and easier to promote, however;

“… a sound energy strategy involves far less abundance, control over nature, national pride and profligate use, and far more efficiency and sensible restraint” (p. 852).

This demonstrates how longer-term budgeting trajectories are necessary to effectively provide public value. Federal revenue from profitable, large-scale mineral-based energy may be invested in national trusts, as has been the case in Norway. These can generate interest from international stocks and provide investment in energy transitions at later dates regardless of whether they are adopted in the short and medium-term future. This would provide insurance measures for public infrastructure that are not reliant on budget surpluses and do not require cuts in other important areas.

As well as implementing measures targeted at the supply side of energy, policy managers may also consider opportunities to reduce emissions from the demand side through incorporating more dynamic building energy management systems that allow for greater efficiency. A study conducted by Rocha et al. (2015) found that in terms of temperature technology, ‘smart systems’ allowed greater flexibility and responsiveness to changing weather without human alteration – saving energy usage more effectively than normative technological mechanisms. Studies indicated that most policy measures included capital costs beyond those of the relatively low software upgrade expenses of the integrated systems. This presents and viable option for areas where entirely new energy technology is unaffordable. The scope of ‘smart building energy management systems can be used with heating and cooling, but also broadened to other areas of energy consumption. For example, lighting, electronics and appliances, namely those in commercial spaces. To encourage uptake of this technology, various incentivising mechanisms may be introduced such as tax deductions or subsidising of costs involved with upgrades.  

Discussion

Greater emphasis towards administrative alignment would be the strongest approach towards reaching the outcome of greater use of renewables by the year 2050. In terms of achieving the mission, Mintzberg’s et al. (2009) theoretical framework guides public management decisions towards relevant processes that reflect the overall goal. Moore’s (2000) approach also assists to enable the way that results are reached. O’Toole’s (2000) model for public management defines a way that can congeal policy and industry in a way that determines a healthy cooperation – which is paramount to success in terms of meeting outcomes.

In relation to the authorising environment, the theoretical guides previously mentioned also create increased operational capacity for transitional processes for renewable energy uptake. Greater symmetry can be created through the understanding and manipulation of ‘cultural’, ‘environmental’ and ‘configuring’ schools of thought in order to enhance alignment between multiple stakeholders. Additionally, viewing the social and political landscape in a broader frame enables the efficacy of procedures. Notwithstanding inclusivity of multiple managers with explicitly defined and confirmed roles that can purport increased operational capacity towards greater use and industry growth of renewable energy. 

Operational capacity can be improved when functions are determined by a holistic view. Stakeholders may be more easily swayed when plans in full are illustrated and well-supported with evidence. Finally, actors may have greater vested interest and perform better when feeling more rewards with collective value.

Conclusion

The three most significant barriers to expanding the technology, production and use of renewable energy in Australia to meet the 2050 Renewable Energy Target are: A disconnection between public and government ideals, as in the case of mining the Great Barrier Reef for coal; disjointed administration, such as the lengthy process involved with industry obtaining energy production permits and lack of cohesion between levels of government; and finally, budgetary restrictions that constrain growth in the sector. Although these aspects are deeply connected and the application of enhanced, democratic, operational and fiscal mechanisms are required to transition to greater renewable energy uptake, increased emphasis towards administrative alignment would provide improved processes and procedures to enable better practices in the remaining areas.

To establish healthier connectedness between a wide array of government and industry organisations, the authorising environment ought to be creatively and strategically manipulated in terms of legislative reform. A clearly articulated mission for public value should be well communicated repeatedly by public representatives who are accountable for these messages. Finally, borrowing best practices from elsewhere, for example, the Slovenian energy management system, and custom fitting these to the Australian context may expand operational capacity of stakeholders to perform with more efficacy and in order to achieve better outcomes.

Citizens of Australia who are fortunate enough to inhabit an ecologically diverse and naturally resource rich biosphere have a global responsibility to practice sacrosanct ways of nurturing this great landscape. Let us evolve beyond pursuing shorter-termed material ideals and shed light on the space for public value by truly enacting the 2050 vision for the sake of many dawns to come – for it is certainly one of the most realistic dreams.