As the government sees renewable energy purchases as a simple process and as the cost of such purchases declines, it is hoped that political will to buy renewables will grow. Gradual increases in the target can also minimize the impact on industry of an early termination of a purchase order. Finally, goals and subsequent monitoring permit government and nongovernmental leaders to evaluate the progress of the procurement program and to adjust its demands to better conform to industry s capacity to deliver. There are a few problems with goals, of course. One difficulty is that goals often become program ceilings instead of the floors they are intended to be.
Goals can also lead to narrow technology choice.
This may be fine for a local government nestled in a vibrant industry focusing on a certain technology and in an area with an abundance of a particular renewable resource. It is potentially hazardous if done merely to appease different interests. Goal setting should allow for flexibility for example, governments should make goals contingent on product quality and product value, allowing individual facilities to choose what renewables products are best for them. Governments should also be able to adjust goals based on dramatic changes in technology that can make previous commitments self-defeating and outdated. If technology bands are required at all, they should most likely be for central-station and distributed renewables.