Political behaviour and decision-making in large-scale energy development

Abstract

From 1966 - 1976 a hydro development strategy was chosen which resulted in the construction of a high dam at Clyde, on the Clutha River. The result was contrary to alternatives suggested by consultation and research. This study of the decision-making process examines why this was the case.

Hydro development decisions appeared to be made on the basis of a narrow set of economic and technological considerations only. They were made by public servants who were able to capture power in a period of unique political circumstances. These groups represented the centres of power in planning for large-scale hydro development. Terms of reference and membership of committees and commissions were too narrow to consider the relevant issues and options

The decision making process is found to be inadequate in that institutional mechanisms did not facilitate transparency nor information flow. Secrecy and lack of accountability were features of the process.

Some options for alternative decision-making procedures are considered. Suggestions are made to improve accountability and transparency of the process.