Greater London Authority - Research Paper Example

? Greater London ity – Analysis of environmental policy TABLE OF CONTENT Executive summary 3 Introduction 4 2. GLA and the Mayor Office in London – environmental policy 4 2.1 Responsibilities of the GLA and the Mayor 4 2.2 Analysing the policy ‘the environment’ 5 2.3 Critical view 7 2.4 Gap Analysis of the policy – development and implementation 8 2.5 Students survey on environmental policy 10 2.6 How GLA and the Mayor of London tackling key issues 11 3. Conclusion & Recommendations 12 References 14 Appendix 16 Executive summary Environmental policies are commonly used for ensuring that environment in regard to a particular region is adequately protected. The criteria on which these policies are based are usually depended on the characteristics of the region, in terms of natural environment and geography, but also on the resources available, meaning especially the funds that could be allocated for supporting such policies. In developed countries the potentials for establishing successful Environmental Policies are usually high, taking into consideration the technology and the funds required for supporting these initiatives. However, failures when developing or implementing these policies cannot be eliminated. This fact has been verified in the case of GLA’s Environmental Policy. The particular policy had to faced delays and failures even if it has been continuously supported by the Mayor of London. The reasons of these failures are presented below using Gap Analysis. A survey is also employed for showing the Policy’s strengths and weaknesses. It is proved that the success of the Policy in the long term would be depended on the ability of its planners to make appropriate changes, so that the terms of the Policy are aligned with the standards of the ISO 14001. 1. Introduction The identification of effective policies for managing environmental issues can be characterized as one of the most important challenges that governors and authorities worldwide have to face. In practice, it has been proved that the success of environmental policies can be delayed due to a series of factors that cannot be predicted in advance. Still, the use of ISO standards when developing and implementing environmental policies can minimize the risk for unexpected failures. Greater London Authority has established an Environmental Policy in order to address a series of environmental issues related to the greater London area. The Mayor of London has supported this initiative in all its aspects. However, the effectiveness of the Policy seems to be kept at average levels, as indicated in a survey conducted for this issue. The various aspects of this Policy are evaluated using relevant literature. A gap analysis has been also conducted for identifying the potential weaknesses of the Policy, so that appropriate recommendations for its improvement to be made. 2. GLA and the Mayor Office in London – environmental policy 2.1 Responsibilities of the GLA and the Mayor The Greater London Authority (GLA) has been established in order to address a series of critical issues related to the greater London area. The authority was introduced through the GLA Act 1999 (GLA About us 2012). The GLA Act 2007 enhanced the authority of GLA so that the needs of people in London in regard to ‘housing, environment, health and culture’ (GLA About us 2012) are fully covered. The activities of GLA mostly focus on the development of the following areas: ‘society, economy and environment’ (GLA About us 2012). For achieving the above target GLA promotes a series of values, such as ‘integrity, fairness and accountability’ (GLA About us 2012). Particular importance is also given to leadership, as a factor that can highly influence the performance of GLA in all areas presented above. The term leadership in regard to GLA is related to the organization’s Corporate Management Team (GLA About us, Corporate Management Team 2012). The responsibilities of Mayor are mainly related to the following areas: a) the support of ‘social, economic and environmental development of London’ (Mayor of London, Role of the Mayor 2012), b) the ‘development of plans and policies’ (Mayor of London Role of the Mayor 2012), c) the managing of budgets in regard to the above plans and policies (Mayor of London, Role of the Mayor 2012) and d) the cooperation with organizations for supporting the development of London (Mayor of London, Role of the Mayor 2012). The cooperation between the Mayor and these organizations has often the following form: the Mayor is given a position within the organization so that he can intervene in the organization’s decisions in regard to the development of London (Mayor of London, Role of the Mayor 2012). 2.2 Analysing the policy ‘the environment’ The efforts of GLA to develop effective environmental policies are supported by a series of appropriate customized plans. Reference should be made, primarily, to GLA’s Strategic Plan for 2011-2012 (GLA, Strategic Plan 2012). The Plan aims to align the organization’s initiatives with the vision of the Mayor to make London, ‘the best big city in the world’ (GLA, Strategic Plan 2012). The Plan sets the principles on which the environmental policies of GLA would be based without proposing specific activities for supporting the environmental development of London. Such activities are included in GLA’s Environmental Policy, which focuses on the following areas: ‘a) Air quality management, b) Water management, c) Waste management and d) Climate Change management’ (GLA, The Environment 2012). It is explained that all the above issues need to be appropriately addressed so that ‘the vision for a greener London to be realized’ (GLA, The Environment 2012). The four areas that constitute GLA’s Environmental Policy include a series of activities; these activities aim to secure the high performance of GLA in regard to each one of these areas. For example, the air quality management is promoted through the following initiatives: a) the establishment of practices for reducing emission of buses and taxis, b) the encouragement of cycling and c) the limitation of traffic; the appropriate changes in regard to signalling and parking, for example, could help ‘to smooth traffic flow’ (GLA, The Environment, Clearing London’s Air 2012) keeping emissions low across the city. In addition to the above four areas, which are also highlighted in the Mayor’s Plan for promoting the environmental development of London, there are two issues that are of key importance for GLA’s environmental policy: a) The greening of London and b) the cleaning of London (GLA’s, The Environment 2012). The first target is related not just to the increase of green areas across London but also the expansion of practices that are eco-friendly, such as the use of environment-friendly buses (GLA’s, The Environment 2012). As for the ‘cleaning London’ (GLA’s, The Environment 2012) initiative, this is characterized by the following practices: 1) the introduction of severe penalties for environmental crimes, 2) the establishment of seminars for explaining to citizens the effects of environmental crimes on the city and 3) the development of cooperation ‘between councils and boroughs of London’ (GLA’s, The Environment 2012) so that the control on environmental crimes becomes more effective. All the initiatives described above are part of GLA’s Environment Policy. In terms of its content, the above policy can be characterized as well-structured. Its effectiveness, as related to its feasibility, would be evaluated by referring to appropriate literature, including not only academic books and journals but also publications in governmental organizations and news sources. 2.3 Critical view As explained above, the Environmental policy of GLA, as supported by the Mayor of London, includes a wide range of activities, addressing all critical environmental issues of the greater London area. Still, the promotion of the above policy seems to be rather problematic. Reference can be made in particular to the extensive delays in the achievement of the Policy’s targets. These delays have been caused by various factors, such as lack of sufficient funds or lack of lack of coordination in promoting the Policy’s schemes. For example, in 2009 the Mayor of London had to reduce staff in ‘his environment and equalities department’ (Barney 2009). This decision resulted to a strong conflict between the Mayor and the green lobby (Barney 2009). More recently, in 2012, GLA has asked the Government to take actions for reducing aircraft emissions (Date 2012). The above initiative of GLA has been a response to the ‘Draft Aviation Policy Framework, as published by the British government in October 2012’ (Date 2012). The government’s policy in regard to Aviation has not been fully aligned with GLA’s Environmental policy, a fact that indicates the lack of adequate coordination between GLA and the British government in regard to critical environmental issues. At the next level, GLA published a report with suggestions towards London’s boroughs in regard to their ‘Air Quality Management Areas’ (Birkett 2012). In the above report the authorities of certain London’s boroughs, such as ‘Barnett, Newham and Sutton’ (Birkett 2012) are asked to take initiatives ‘for establishing such Areas or for extending existing ones’ (Birkett 2012). The specific initiative shows the willingness of GLA to take action for protecting the environment in the greater London area. Still, it is necessary for the relevant initiatives to be supported by the Mayor, as also noted in the above report (Birkett 2012). The fact that there are certain London boroughs that have not met the requirements of GLA’s Environmental Policy in regard to Air Quality shows that the particular Policy is not effectively promoted across the City, at least not at the level that its initiators would expect. 2.4 Gap Analysis of the policy – development and implementation The effectiveness of GLA’s Environmental Policy can be evaluated using Gap Analysis, a technique common for evaluating Environmental Management Systems (Eccleston and Marsh 2010, p.177). In general, gap analysis aims to reveal the problematic areas of a particular policy so that appropriate measures are taken, if necessary, for the improvement of the policy either in the short or the long term (Langhammer, Bakarr and Bennum 2007, p.2). In regard to environmental policies, the Gap Analysis focuses on the presentation of ‘the potential gap between the requirements of ISO 14001 and what the enterprise already has in place’ (Cheremisinoff and Bendavid 2001, p.103-104). For GLA’s Environmental Policy, the gap analysis could be described as follows: a) According to ISO 14001 GLA should follow a particular process for securing the success of its Environmental Policy: ‘PLAN-DO-CHECK-ACT Cycle’ (ISO 14001 website 2012), b) Moreover, ISO 14001 has certain requirements, which, if they met, can help an organization to secure the effectiveness of its environmental policy. These requirements are the following ones, as discussed compared to the relevant practices of GLA: 1) the policy needs to be supported by ‘senior management’ (ISO 14001 website 2012); in GLA the Corporate Management Team ensures that all GLA’s policies are appropriately supported by a team of highly skilled professionals who act as GLA’s leaders; 2) the policy need to make clear its environmental impacts; in GLA’s policy these impacts are clearly described, as made clear in GLA’s website; 3) the legal and other requirements of the policy need to be clearly described; in GLA’s policy this requirement is also met. In fact, in the Report entitled as ‘Leading to a greener London’ (GLA 2009), all requirements of GLA’s environmental policy are discussed; potential gaps can be identified though in regard to the legal requirements of the policy, which are not clearly presented to the public; 4) the development of objectives; GLA’s environmental policy meets this requirement, as it can be made clear through the ‘Leading to a greener London Report’ (GLA 2009); 5) the identification of resources; this requirement is also met both through GLA’s website, where its Environmental Policy is described, and through the above mentioned Report; 6) the establishment of appropriate training programs; in regard to this requirement GLA’s Policy seems to perform high, as indicated in the Report presented above; 7) the development of an effective communication process; at this point, GLA’s Policy seems to perform high but the findings of the survey and the literature lead to a different assumption. In the rest of requirements that are related to the establishment of mechanisms related to monitoring/ controlling issues such as: ‘8) documentation processes; 9) document control, 10) operational control, 11) the handling of emergencies, 12) monitoring mechanisms, 13) compliance mechanisms, 14) non-conformance actions; 15) record management, 16) internal audit and 17) management review’ (ISO 14001 website 2012), the performance of GLA’s Policy can be characterized as rather low. In GLA’s website, where the parts of the Policy are described, and in the 2009 Report ‘Leading to a greener London’ no sufficient explanations are provided in regard to the above issues. 2.5 Students survey on environmental policy The environmental policy of GLA has been explored through a survey conducted in BWLC. Students in the above institution were asked to state their view in regard to the effectiveness and the future of GLA’s Environmental Policy. The results of the survey are presented in the Graph that follows. A total of 154 students accepted to participate in the survey. The survey has been based on a questionnaire which is presented in the Appendix section. The responses of the students to certain of the questionnaire’s questions are presented in the form of graphs/ pies below, in order to highlight the contradictions that seem to characterize the public view in regard to the effectiveness of GLA’s Environmental Policy. Graph 1 – Views of students in regard to the effectiveness of GLA’s Environmental Policy It is clear in the above graph (Graph 1) that most of participants/ students consider that the particular Policy would be improved, a fact that it is aligned with the findings of the gap analysis developed earlier. On the other hand, 61 of 88 participants believe that GLA’s Environmental Policy will be effective in the long term, a view that is rather contradictory with the responses of participants to the first question of the questionnaire. Another contradiction results from the responses of participants to the questions 3 and 4 of the questionnaire. In the third question of the questionnaire most of participants, 60 of 88, seem to think the lack of effective cooperation between GLA and the Mayor as a critical factor for the delays in the achievement of the Policy’s targets (Graph 2). However, in the fourth question the participants state that the lack of funds is the key challenge for GLA’s Environmental Policy. It should be noted that a high percentage of the participants, 72 of 88, would be willing to participate, as volunteer, in the development of GLA’s Environmental Policy. This fact shows the high popularity of the Policy among young people, as a critical part of the local population. Graph 2 – Major challenges for GLA’s Environmental Policy 2.6 How GLA and the Mayor of London tackling key issues As noted above, the decisions of GLA are highly influenced by the organization’s values, such as ‘integrity and fairness’ (GLA About us 2012). At the same time, has developed a corporate governance framework which includes the standards used by GLA for handling all issues related to its obligations. The corporate governance framework of GLA includes nine principles that characterize the organization’s operations. According to the organization’s website, these principles are the basis of all the organization’s activities (GLA Corporate Governance 2012). These principles are also used by the members of GLA, those working in the Environmental department of GLA, every time that a problem appears in regard to the Policy’s development. If necessary, GLA also introduces appropriate frameworks, so that unexpected problems are avoided. Reference can be made, for example, to the thematic strategy suggested by GLA for the improvement of London’s transportation system (GLA 2004). As for the Mayor, his involvement in the development of Environmental Policy can have different forms, as described in the section 2.1 above. At the same time, the Mayor publishes an annual report for showing the performance of GLA in regard to a variety of sectors, including the environment (see for example, the 2011/2012 Mayor’s Annual Report and the 2007 Mayor’s State of Environment Report for London). In the specific Report also the Mayor refers to measures that need to be taken for avoiding risks and failures, as related to GLA’s initiatives, in the future. In other words, the Mayor has the chance to tackle key issues either in cooperation with organizations and individuals or through highlighting problems and asking stakeholders to intervene. 3. Conclusion & Recommendations The value of GLA’s Environmental Policy, as supported by the Mayor of London and as presented above, cannot be doubted. Still, there are certain issues that need to be highlighted: ISO 14001 is based on ‘the assumption that the environmental performance of an organization, which is well organized in terms of its Environmental Management Systems, is expected to be continuously improved’ (Eccleston and Marsh 2010, p.177). However, that assumption is not realistic. It is quite difficult for an environmental policy to achieve a performance that it is continuously improved. It is on this fact that the results of the Gap Analysis, as developed above, should be evaluated, so that appropriate recommendations are made. At the same time, the literature that has published in this area would be valuable in identifying practices through which GLA could improve its Environmental Policy. According to Brindley and Hall (1997) GLA should proceed to the following initiatives for improving its Environmental Policy: a) to increase the funds employed for the development of the policy, b) to increase the cooperation with other organizations operating in the same field, such as ‘the London Waste Action’ (Brindley and Hall 1997, p.A87) and c) to suggest to boroughs to use ‘a league table for environmental performance’ (Brindley and Hall 1997, p.A88). These suggestions are aligned with the findings of the Gap Analysis. Indeed, through the above analysis it was made clear that GLA’s Environmental Policy had two key problems: a) lack of effective cooperation between GLA and stakeholders and b) lack of effective mechanism for monitoring the performance of the Policy. By introducing appropriate measures for addressing these problems GLA would manage to improve the performance of its Environmental Policy, even in the long term. References Barney, K., 2009. Boris faces down green lobby with environment team cuts. March 25, 2009. Evening Standard. [online] Available at [Accessed 23 November 2012]. Birkett, S., 2012. Boroughs should consider urgently declaring new Air Quality Management Areas. November 9, 2012. Clean Air in London. [online] Available at [Accessed 23 November 2012]. Brindley, P. And Hall, W., 1997. The Greater London Authority: Principles and Organisational Structure. London: Institute for Public Policy Research. Cheremisinoff, N. and Bendavid-Val, A., 2001. Green Profits: The Manager's Handbook for Iso 14001 and Pollution Prevention. Burlington: Butterworth-Heinemann. Date, W., 2012. GLA calls for government to cut aircraft emissions. Air Quality News. [online] Available at [Accessed 23 November 2012]. Eccleston, C. And Marsh, F., 2010. Global Environment Policy: Concepts, Principles, and Practice. Boca Raton: CRC Press. Greater London Authority, 2012. Organizational website. [online] Available at [Accessed 23 November 2012]. Greater London Authority, 2012. About us. [online] Available at [Accessed 23 November 2012]. Greater London Authority, 2012. Corporate Governance. [online] Available at [Accessed 23 November 2012]. Greater London Authority, 2012. Strategic Plan. [online] Available at [Accessed 23 November 2012]. Greater London Authority, 2012. The Environment. [online] Available at [Accessed 23 November 2012]. Greater London Authority, 2009. Leading to a greener London. [online] Available at http://www.london.gov.uk/sites/default/files/uploads/leading-greener-london-300709.pdf Greater London Authority, 2004. Public consultation on Commission Communication: Towards a thematic strategy on the urban environment (COM (2004) 60 final). [online] Available at [Accessed 24 November 2012]. ISO 14001, 2012. Organizational website/ 14001 Requirements. [online] Available at [Accessed 24 November 2012]. Langhammer, P., Bakarr, M. And Bennum, L., 2007. Identification and Gap Analysis of Key Biodiversity Areas: Targets for Comprehensive Protected Area Systems. Gland: IUCN. Mayor of London, 2012. Environment. [online] Available at [Accessed 23 November 2012]. Mayor of London, 2012. Role of the Mayor. [online] Available at [Accessed 23 November 2012]. Mayor of London, 2007. The Mayor’s State of Environment Report for London. [online] Available at [Accessed 24 November 2012]. Mayor of London, 2012. The Mayor’s Annual Report 2011/12. [online] Available at [Accessed 24 November 2012]. Appendix Questionnaire Part I – Demographics Age Gender Educational background Part II – Questions [88 participants] 1. How do you characterize GLA’s existing Environmental Policy? Quite effective It needs improvement Ineffective 35 42 11 2. Do you consider that the particular Policy will be effective in the long term? Yes No 61 27 3. Would you think that the cooperation between GLA and the Mayor in regard to environmental issues is adequate? Yes No 28 60 4. Which are the major challenges for GLA’s Environmental Policy? Lack of funds Lack of cooperation Conflicting interests 51 14 23 5. Would you be willing to participate as volunteer in one of the Policy’s schemes? Yes No 72 16 Read More