The End of Abundance . Copyright 2011 David Zetland. All rights reserved. No part of this book may be reproduced without written permission from the Author,
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Cover design by Nicholas Newton (nic_newton@yahoo.co.uk) ~ photo of Death Valley, California ( 2008 David Zetland) ~ photo of author ( 2009 Hugh Zetland) ~ interior typeset in Helvetica with L A T E X ~ copy-edited by Sheri Gordon (shegordon@gmail.com).
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Prologue
Marlowe leaned against the Packard and looked at his watch.
Christ. She's taking her time.
He lit another cigarette. The smoke blew downtown. They had to get moving.
She ran up, out of breath.
"I got it! Frank won't notice it's gone for a few hours."
"That's not what worries me, babe. We've got to get to San Pedro before the Esmeralda leaves for Shanghai."
They drove away, taking side streets and ignoring most stop signs. The freeway wasn't far.
"Philip Do you think we'll make it?"
"Marlowe, sugar. Only my mother calls me Philip... San Pedro usually takes 15 minutes."
Marlowe hit the gas as they approached the freeway, but something was wrong.
Cars everywhere front and back, stretching in every direction.
"Heavens! Where did these cars come from? How are we going to make it?"
"You got me kid. I've never seen anything like it."
"Where are these people going? We're in a hurry! Can't we get around them?"
"I doubt it. Even the cops are stuck. They never planned on having so many cars on the road at once. Remember the billboards? They promised abundant roads for driving freedom."
"But we're going to miss the boat... and my sister's in trouble!"
"Sweetheart, the End of Abundance is gonna put a lot of people in a world of hurt."
The beginning of the end
Summary: Water shortages are caused by water management institutions that ignore scarcity. Economic tools can efficiently and fairly manage scarce water. Demand for water depends on technologies, tastes and prices.
In the rought year of 2009, San Diego faced a water shortage. Local water managers needed total demand to fall by 20 percent, so they ordered each household to cut its consumption by 20 percent below historic levels. This solution sounded good on paper, but it failed to consider that some people had been conserving water for years. The proposed rule would penalize water misers for consuming volumes that water wasters could use without facing penalties.
The public outcry surprised managers and politicians. They replaced the 20 percent plan with a regulation on lawn watering and used more water from storage. Crisis was averted, but the result failed to deliver reliability, efficiency, or fairness. San Diego's water managers claimed that they did their best in extreme conditions, but San Diego has struggled with water scarcity since 1946. They were saved in 1977 and 1992. They were saved in 2009. Will they always be saved?
These struggles are showing up more often in more places. They are not the result of incompetent water managers. They are the result of managers and their political overseers using outdated or inappropriate institutions (customs, rules and laws) that assume demands must be met, abundant supplies can always be found, and a functional and efficient system needs only strong pipes and breakeven revenues. Those institutions may not consider how the value of water varies with use, reconcile historic rights with current notions of fairness or efficiency, or appreciate the social and environmental costs of ad-hoc rationing in shortage.
This book uses economic tools to tackle the end of abundance and manage the scarcity that results from demand exceeding supply. These tools vary from the familiar (markets and prices) to the subtle (behavioral cues, property rights, and community associations). In all cases, they are meant to decentralize decisions, expand choices for individuals, and improve the way our societies manage water. The tools use economics because scarcity lies at the heart of economic thought and economists have a long history of managing scarcity to produce happy individuals and successful nations.
We'll start by looking at how poor economics ended the abundance that good engineering gave us.
Scarcity to abundance to scarcity
When the well's dry, we know the worth of water.
Benjamin Franklin, The Way to Wealth (1758)
Nothing is more useful than water: but it will purchase scarce any thing; scarce any thing can be had in exchange for it. A diamond, on the contrary, has scarce any value in use; but a very great quantity of other goods may frequently be had in exchange for it.
Adam Smith, The Wealth of Nations (1776)
Water, water, everywhere,
Nor any drop to drink.
Samuel Taylor Coleridge, Rime of the Ancient Mariner (1798)
Coleridge may have been talking about seawater, but freshwater in the late 18th century was often just as unsafe to drink. Franklin spoke from a different perspective; he worried about running out of limited clean water. Smith confounded the two ideas in his observation that clean water had a high intrinsic value but little value in comparison with diamonds. But Smith lived in Scotland, a place that's still known for its voluminous freshwater supply and the whiskies that are made with it.
Smith's Diamond-Water Paradox (diamonds with no intrinsic value are valuable in exchange but useful water is not) can be unraveled by adding the dimension of scarcity. Diamonds are valuable because they are scarce; water is not when it is abundant. Coleridge and Franklin spoke of the value of scarce clean water, but Smith was more familiar with abundant clean water.
he battle to replace unreliable, unsanitary supplies with abundant, clean water began with 19th century networks for distributing drinking water and removing wastewater. Boston (Franklin's birthplace) had piped water in 1796 and sanitary sewers in 1833. London's campaign for clean drinking water and sewage disposal began soon after the cholera outbreak of 1854 and Great Stink of 1858. Napoleon launched a campaign against filthy open drains and dwindling drinking water supplies. Fifty years later, Paris enjoyed modern drinking water and sewage networks.