London Urban Government

2.  Capital city of England and the United Kingdom
- governed by the Mayor of London and the London Assembly
- the most populous city in UK with official population of 8,416,535 in
2013 accounting for 12.5% of the UK population
- diverse range of people and cultures, more than 300 languages are
spoken within Greater London
- 4 World Heritage Sites: the Tower of London, Kew Garden, the site
comprising the Palace of Westminster, Westminster Abbey, and St
Margaret’s Church, the historic settlement of Greenwich

3.  The administration of London takes place in 2 tiers
- Upper tier: Great London Authority as city-wide or strategic tier
- Lower tier: the 32 London Boroughs and the City of London
Corporation as a local tier
 Metropolitan government
- larger government units are better able to deliver public goods and
services efficiently, as they can make use of greater economies of
scale
- better promote redistribution between rich and poor areas, reduce
social segregation and promote solidarity between all citizens
- more closely conform to economic and social realties
- in order to develop global competitiveness to attract investment,
residents and events, metropolitan scale of government is needed

4.  GLA and Central government
- most of money, typically 70~80%, spent in London comes in the
form of central government grant
- mayor has to negotiate annually with the Government over the size
of the GLA’s grant
 GLA and Boroughs
- Boroughs retain many powers, particularly in relation to service
delivery and local planning, and constitute the effective ‘check and
balance’ to the power and influence of the directly elected mayor
- how the mayor can convince the boroughs to implement his
strategies and policies is a key question to achieve policy goals

5.  London Governance features
- a complex and fragmented system, which requires working together
between public and private bodies in order to function
- central government retains a major interventionist and controlling
role(relatively little freedom from upper-tier control)
- the lower-tier authorities, particularly the London Boroughs, continue
to exercise a key role(a powerful lower tier of government units)
- the mayor is high profile and, by virtue of his direct powers and
responsibilities, is able to exercise clear leadership and influence
partners. On the other hand, the GLA has limited service
responsibilities and in the rest of Greater London governance is
fragmented between many elected bodies and other organizations.
This means that the mayor’s influence is more limited and
conditional on his ability to negotiate and broker agreements in order
to achieve concerted action

6.  Metropolitan Board of Works(1855~1889)
- in 1855, London’s first city-wide administration, Metropolitan Board
of Works, was created
 London County Council(1889~1965)
- in 1889, London County Council was created and in 1899, 27
boroughs were set up
 Greater London Council(1965~1986)
- in 1965, LCC was abolished and Greater London Council and 32
boroughs were established
 Greater London Authority(2000~ present)
- in 1986, GLC was abolished and in 1997, Labour government
committed to create a mayor and assembly for London as a result in
2000 Greater London Authority was created

7.  The Greater London Authority (GLA) was established by the GLA Act
1999. Its staff are appointed by the Head of Paid Service, the GLA’s
most senior official, and serve both the Mayor and the London
Assembly
 It consists of a directly elected executive Mayor of London, and an
elected 25-member London Assembly with scrutiny powers and has
the power, with a two-thirds majority, to amend the Mayor's annual
budget and to reject the Mayor's draft statutory strategies
 It shares local government powers with the councils of 32 London
boroughs and the City of London Corporation
 The Greater London Authority is mostly funded by direct government
grant and it is also a precepting authority, with some money collected
with local Council Tax.

8. Spending money wisely – the GLA’s budget and business planning
documents clearly set out how Londoners’ money is being spent
Maintaining high standards – the GLA upholds the highest standards of
conduct and maintains registers of gifts and hospitality and of interests
for its Members and senior staff
Governing the organization – the GLA has developed a transparent and
comprehensive approach to corporate governance which is overseen
by its Corporate Management Team
Electing the Mayor and Assembly – the GLA’s Greater London
Returning Officer (GLRO) oversees the administration of GLA elections
which are held every four years

9. Spending money wisely
The Greater London Authority (GLA) is committed to transparency in all
its financial and operational activities, specifically:
Budget, expenditure and charges – the annual budget sets out
spending plans for the year ahead; the GLA also publishes details of all
payments of £250 or over
Accounts and annual governance statement – the accounts and
annual governance statement look back to the past year, documenting
how money was spent and the governance systems in place to support
that expenditure
Senior salaries and expenses – the GLA publishes full details of
Members’ and senior staff salaries and expenses
Business planning – the annual business plan sets out operational
plans for the year ahead

10.  The planned total revenue expenditure of the GLA is around
£11,036 million for 2014-15 compared to £ 10,823 million for 2013-
14
 The Greater London Authority (GLA) sets an annual budget for itself
and its four functional bodies:
- Transport for London (61%) : responsible for the planning, delivery
and day-to-day operation of the Capital’s public transport system
- Mayor's Office for Policing and Crime (30%): oversees the work of
the Metropolitan Police Service (MPS)
- London Fire and Emergency Planning Authority (4%): responsible
for fire and rescue services in London and it supports the London
boroughs in their emergency planning role
- London Legacy Development Corporation (0.4%) : responsible
for promoting and delivering physical, social, economic and
environmental regeneration in the Queen Elizabeth Olympic Park
and surrounding area

11.  The key objective of Mayor’s 2014-15 Budget :
- support up to 200,000 jobs
- deliver the Mayor’s property pledge, including building 45,000 low cost homes
- create 250,000 apprenticeships by 2016
- maintain a police officer establishment at around 32,000
- maintain the existing targets for how quickly fire engines attend incidents
- reduce Tube delays by 30 per cent by 2015 compared to 2011
- reduce the number of people killed or seriously injured in London by 40 per cent by 2020
- introduce a new 24-hour Tube service at weekends from 2015
- continue to deliver Crossrail, which will transform rail capacity and journey times
- deliver the Northern Line extension to Nine Elms and Battersea
- deliver 600 New Bus for London vehicles by 2016
- promote and deliver the regeneration of the Queen Elizabeth Olympic Park and surrounding
area.

12. Maintaining high standards
They set the highest standards of behavior for the Mayor, London
Assembly Members and GLA staff. This includes procedures for the
receipt of gifts and hospitality and the registration of interests.
1.Code of conduct - GLA Members
2.Code of ethics and standards for staff
3.Member-Officer protocol
4.Code of conduct on the receipt of gifts and hospitality
5.Register of Interests
6.Use of resources
7.Guidelines on representation: Lobbying
8.Whistle blowing
9.Tackling fraud and corruption
10.Politically restricted posts
11.Complaints and comments

13. Governing the organization
 The GLA’s Corporate Management Team oversees the work of the
organization, maintaining high standards and ensuring that its structure is
fit for purpose. Directors' decisions are recorded and open to scrutiny by
the Assembly and the public
 The GLA’s approach to corporate governance is within the overall
legislative framework provided by the GLA Act 1999, the GLA Act 2007, the
Localism Act 2011 and related legislation
 The GLA has a corporate governance framework agreement for the GLA
group, published in May 2009. It covers the powers and duties of the GLA
group, sets out respective roles and responsibilities and how they should
relate to each other
 The GLA promotes a culture and a set of behaviors that demonstrate and
support the nine core principles, enhancing openness and transparency,
strengthening co-ordination across the GLA group and ensuring effective
and efficient service delivery to Londoners

14.  The Mayor of London
- elected every four years
- the current Mayor is Boris Johnson, first elected in 2008 and re-
elected on 3rd May 2012
 The Mayor's role
- as the executive of London's strategic authority is to promote
economic development and wealth creation, social development,
improvement of the environment and various other duties in relation
to culture and tourism
- the statutory responsibilities for transport, economic development,
police, fire and emergencies, strategic planning and environment

15.  The Mayor’s Vision 2020: ‘The Greatest City on Earth’
- making it easier for people to move in and around the city,
improving London’s environment, helping the capital’s businesses to
thrive, providing Londoners with more affordable housing and giving
young people in London more opportunities
- funding London needs for transport, housing and regeneration:
generate 200,000 jobs now when Londoners need them
- improve the environment and the quality of life : a city that is clean
and green and full of bikes is more likely to attract investment

16.  Mayor's Transport Strategy until 2031
- almost half of the budget of GLA is used for transportation policy
- a key part of a strategic policy framework to support and shape
London's social and economic development
- In 2008 the Mayor published ‘Way to Go’ investing billions to
transform the Capital's transport network. Proposals include
improving suburban railways and the cycling infrastructure and
tackling vehicle emissions

17. A watchdog for London
25 Assembly Members hold the Mayor to account by examining his
decisions and actions to ensure he delivers on his promises to
Londoners.
Assembly Members also champion Londoners’ concerns by
investigating important issues and pressing for changes to national,
mayoral or local policy. Assembly Members are elected at the same
time as the Mayor. Eleven represent the whole capital and 14 are
elected by constituencies.

18. Holding the Mayor to account
The Mayor is the most powerful directly-elected politician in the UK, so the
Assembly has a key role in holding him to account on behalf of Londoners.
It does this by directly questioning the Mayor and his advisors on his
activities, strategies and decisions across all areas of policy including
policing and crime, transport, the environment, housing and regeneration.
The Assembly also examines the Mayor's spending and can amend his
total budget if two-thirds of the Members agree to do so. The Mayor is
required to consult the Assembly on his statutory strategies and respond to
comments submitted to him. The Assembly may reject the Mayor's
statutory strategies if two-thirds of the Members agree to do so.
All Assembly meetings are public so Londoners can stay informed about
the Mayor’s activities, and the Assembly can publically review his
performance.

19. Investigating issues and influencing policy development
As well as examining the Mayor’s actions and decisions, Assembly
Members act as champions for Londoners by investigating issues that
are important to the capital.
Assembly investigations are carried out by cross-party committees
often looking at long-term issues facing London, from improving the
economy to how to tackle alcohol misuse by young Londoners.

20.  They are responsible for local services
not overseen by the GLA, such as local
planning, schools, social services, local
roads and refuse collection. Certain
functions, such as waste management,
are provided through joint
arrangements
1. City of London
2. City of
Westminster
3. Kensington and
Chelsea
4. Hammersmith
and Fulham
5. Wandsworth
6. Lambeth
7. Southwark
8. Tower Hamlets
9. Hackney
10. Islington
11. Camden
12. Brent
13. Ealing
14. Hounslow
15. Richmond
16. Kingston
17. Merton
18. Sutton
19. Croydon
20. Bromley
21. Lewisham
22. Greenwich
23. Bexley
24. Havering
25. Barking and
Dagenham
26. Redbridge
27. Newham
28. Waltham Forest
29. Haringey
30. Enfield
31. Barnet
32. Harrow
33. Hillingdon

21.  The city of London
• administered by the City of London Corporation
• it is 1.12 sq mi (2.90 km2)
• a resident population is about 7,000, but over 300,000 people commute
to and work there

22. A uniquely diverse organisation
The City Corporation has a special role and wide remit that goes
beyond that of an ordinary local authority. it looks after the City of
London on behalf of all who live, work and visit here and have three
primary functions:
Support and promote the City as the world leader in international
finance and business services.
Provide modern, efficient and high quality local services and policing
within the Square Mile for residents, workers and visitors.
Provide valued services to London and the nation as a whole,
including our role as one of the most significant arts sponsors in the
UK and our support for economic regeneration in the surrounding
boroughs.
http://www.youtube.com/watch?v=z1ROpIKZe-c

23. look after more than 2,700 properties. They own and manage 11
housing estates, two within the Square Mile, and the other nine
across other London boroughs.
provide household and commercial waste services to the Square
Mile. This includes processing approximately 5,000 tonnes of
residential and street cleansing waste per annum.
responsible for cleansing 88.8 km of streets and walkways in the
Square Mile, including 7km of Transport for London roads.
As the planning authority for the Square Mile they consider more than
1,000 planning applications a year.

24.  The London Metropolitan Archives is the largest local authority record office
in the UK and looks after 105 km of books, maps, films and photographs.
 It is the port health authority for the River Thames covering patrolling 94
miles of the tidal Thames from Teddington Lock to the Thames Estuary.
 In 2012, Heathrow Animal Reception Centre dealt with over 63m individual
animals including 200,000 reptiles and 25m fish.
 Billingsate Market is the UK’s largest inland fish market and offers the
largest selection of fish and fish products in the UK with an average of
25,000 tonnes of fish and fish products are sold through its merchants each
year.
 More than 100,000 tonnes of meat and allied products pass through
Smithfield Market each year.
 The City Bridge Trust in 2011/2012 awarded £18.9m in 230 separate grants
making this period the second most successful year, only surpassed in
2004/2005 when grants reached just over £19 million.

25.  The London boroughs were all created at the same time as Greater
London on 1 April 1965 by the London Government Act 1963 and are
a type of local government district.
 Thirty-two principal subdivisions of the administrative area of Greater
London are each governed by a London borough council. London
borough councils (LBCs) provide the majority of local government
services.
 They are the principal local authorities in London and are
responsible for running most local services, such as schools, social
services, waste collection and roads.
 Some London-wide services are run by the Greater London
Authority, and some services and lobbying of government are pooled
within London Councils.

26. Service GLA LBCs
Education ✔
Housing ✔ ✔
Planning Applications ✔
Strategic Planning ✔ ✔
Transport Planning ✔ ✔
Passenger Transport ✔
Highways ✔ ✔
Fire ✔
Social Services ✔
Libraries ✔
Leisure and Recreation ✔
Waste Collection ✔
Waste Disposal ✔
Environmental Health ✔
Revenue Collection ✔

27.  Shared services are borough council services shared
between two or more boroughs. As the need for budget
cuts in the late 2000s became apparent some councils
have sought service mergers. For examples:
• Westminster and Hammersmith & Fulham will merge their education
services, including school admissions and transport by 2011.
• In October 2010, Hammersmith & Fulham, Kensington & Chelsea and
Westminster announced plans to merge all their services to create a
"super-council". Each would retain its own political identity, leadership
and councillors but staff and budgets would be combined for cost
savings.
• Lambeth and Southwark likewise expressed an interest in sharing
services.

28.  Central control & devolution
 Greater centralisation than in most other developed countries
 High frequency of local governance reforms / reversals
 Direct delivery of many local functions shifted from local authorities to special purpose bodies
 Modest recent steps towards decentralisation / devolution
 Continually low levels of local fiscal autonomy
 Asymmetry in local governance models
 Tradition of asymmetrical treatment of UK local government
 Unique two-tier arrangements for London (i.e. GLC & GLA)
 One-tier fragmented model in England’s six other metro regions
 Two-tier and unitary models in smaller English communities
 Unitary authorities in Scotland and Wales, under devolution
 Central delivery role in Northern Ireland (i.e. NI Executive)
 Parish / town councils for localised functions in parts of Britain

29.  Gradual (and halting) shift to metropolitan coordination
 Growing recognition in the UK that governance must align with functional economic area and
service needs in metro regions
 Creation of the GLA in 2000 returned the capital region to a two-tier structure of regional
government
 Voluntary coordination models in other city-regions to coordinate regional planning, services
and, more recently, economic development (e.g. City Deals & LEPs)
 Local democracy & representation
 Discourse about improving local democracy, but trends in local governance have likely
reduced access and responsiveness
 Local authority consolidations in smaller communities creating bigger, more distant unitary
authorities
 At the city-region level, proliferation of quangos and special purpose bodies diminishing
democratic accountability
 But elected mayor reforms to increase profile and accountability of local leadership largely
rejected through referendums

30.  Urbanisation and demographic shifts
 Significant population growth in some UK regions (e.g. Greater London), slow growth in others
(e.g. North East & Scotland)
 Increasing cultural diversity in cities, with resulting pressures on social cohesion and for
economic integration of migrants
 Population aging, with labour market impacts partly mitigated by policy reforms (i.e. increasing
pensionable age)
 Likelihood of intergeneration tension resulting from values shifts, threats to economic
opportunity (e.g. NEETs), and inequity in public spending
 Economic change & social exclusion
 Long-term economic and workforce dislocation, as shift towards ‘knowledge economy’ places
a premium on education, skills, and productivity, and heightens wage inequities
 Economic change and fiscal crisis perpetuating trends in poverty, inequality, and social
exclusion
 Growing concentrations of affluence and social deprivation across the country but also within
large city-regions

31.  Infrastructure, urban form & environmental demands
 Land use planning and environmental sustainability challenges of managing future growth and
economic development
 Uneven spatial development across the UK (i.e. growth in the South East; stagnation &
revitalisation in the North East)
 Massive public infrastructure investment needs (i.e. transport, energy and water networks,
social infrastructure, housing)
 Need to adapt urban infrastructure for 21st century pressures (e.g. population growth and
aging, climate change and extreme weather, food security, the integration of new
technologies)

32. Stresses on local democracy & citizen engagement
 Longstanding concerns about local democracy (e.g. demographically unrepresentative elected
officials, comparatively low ratio of councillors to population, poor voter turnout and little
political trust, declining party membership)
 Risk of widening generational divide in democratic participation (i.e. disengaging youth, a
burgeoning seniors voting coalition)
 Explosion of unelected players in local governance diminishing democratic accountability (e.g.
quangos, outsourced delivery)
 Shifting expectations among tech-enabled and educated citizenry (e.g. decline of deference,
demand for participation)
 Growing inequity in democratic rights as economic migrants contribute to diversity of British
society

33. • Economic Efficiency - decentralisation theorem “the efficient
provision of services requires decision-making to be carried out by
the level of government closest to the individual citizen, so that
resources will be allocated with the greatest efficiency” (Oates 1972)
• Economies of Scale - the per-unit cost of producing a particular
service falls as the quantity of the service provided increases
• Externalities - the externalities and ensuring that those who benefit
from the service also pay for it
• Regional Coordination - services extend across the region and need
to be coordinated on a regional basis
• Equity - the ability to share costs and benefits of services across the
region
• Access and Accountability - citizens’ ability to engage wi th local
government, participate in local decisions, and hold decision-makers
to account for the decisions they make

34. Governance structure Criteria satisfied
One –tier fragmented
a metropolitan area has a large number of autonomous local
government units or special purpose bodies each delivering services
within its own boundaries
Access and accountability, economic
efficiency (local responsiveness)
One-tier consolidated
a single local government that is responsible for providing the full
range of local services, with a geographic boundary that covers the
entire metropolitan area
Externalities, economies of scale, regional
coordination, equity
Two-tier
there is an upper-tier governing body (usually a region, district, or
metropolitan government) that encompasses a fairly large geographic
area, and lower-tier or area municipalities (such as cities, towns,
villages, and townships)
Upper tier: Externalities, economies of
scale, regional coordination, equity
Lower tier: access and accountability,
economic efficiency (local
responsiveness)
Voluntary cooperation/special districts
voluntary cooperation essentially replaces the ideal of metropolitan
government with a process of metropolitan governance
Economies of scale, externalities
Senior government role
As national governments increasingly recognise the importance of
cities and metropolitan areas to the national economy, urban issues
are becoming part of the national
Economies of scale, externalities, regional
coordination

35. Governance structure City
One –tier fragmented
a metropolitan area has a large number of autonomous local
government units or special purpose bodies each delivering services
within its own boundaries
 Los Angeles, a metropolis with almost 13
million people, which is divided into more than 200
cities and five county governments with no
metropolitan government
 Geneva, with a population of about a half a
million people, has as many as 74 municipalities
One-tier consolidated
a single local government that is responsible for providing the full
range of local services, with a geographic boundary that covers the
entire metropolitan area, by amalgamation or by annexation
 Toronto, the consolidation of the upper-tier
government (Metro Toronto) and six lower-tier
municipalities in 1998 was designed to save costs
Two-tier
there is an upper-tier governing body (usually a region, district, or
metropolitan government) that encompasses a fairly large geographic
area, and lower-tier or area municipalities (such as cities, towns,
villages, and townships)
 Tokyo, A city of over 13 million people (or about
10 percent of Japan’s population ), Tokyo has a
regional government that encompasses a number of
lower tiers: 23 special wards, 26 cities, 5 towns, and
8 villages
 Seoul, with a population of over 10 million, is a
“special city” within South Korea, “The Seoul
Metropolitan Government, headed up by a directly
elected mayor, plans and manages for the whole
functional metropolitan area. The city is divided into
administrative tiers that are further sub-divided into
25 gu units (districts) and, subsequently, into 522
dong (neighbourhoods ) . The mayors of the gu are
also elected.

36. Governance structure City
Two-tier
there is an upper-tier governing body (usually a region, district, or
metropolitan government) that encompasses a fairly large geographic
area, and lower-tier or area municipalities (such as cities, towns,
villages, and townships)
 Vancouver, Vancouver’s governance structure
includes an upper -tier regional district responsible
for delivering a limited range of services, as well as
22 municipalities and two unincorporated areas.
 Barcelona, Legislation passed by the regional
Parliament in 2010 created an upper-tier
metropolitan government with 36 lower-tier
municipalities.
 London, GLA and 33 borough
Voluntary cooperation/special districts
voluntary cooperation essentially replaces the ideal of metropolitan
government with a process of metropolitan governance
 France, Throughout France, metropolitan area
governance is undertaken by the communauté
urbaine , a body that is defined in national law and
dedicated to inter-municipal cooperation
 Paris, has not had a metropolitan governance
structure. Paris métropole is a voluntary association
of local governments that serves as a policy
exchange forum for the inner parts of the
metropolitan area

37. Governance structure City
Senior government role
As national governments increasingly recognise the importance of
cities and metropolitan areas to the national economy, urban issues
are becoming part of the national
 Switzerland, the federal government has moved
over the past decade from “disinterest” to an
“unprecedented sensitivity to urban issues,”
providing funding for transportation infrastructure in
metropolitan areas, support for activities that
improve cooperation among municipalities, and
equalisation grants
 Brazil, the federal government, with presidential
backing, has taken a special interest in metropolitan
areas and, in particular, in inter-municipal
cooperation to improve the management and
coordination of public policies in metropolitan
regions, urban agglomerations, and micro- regions
 Australia, metropolitan areas tend to have many
small local governments that perform only a few
functions, with a dominant state government role in
planning, major infrastructure, and service provision.
Yet, it is the federal government that provides the
largest source of external financial support for
Australian local governments.

38. Model Description Examples of countries
where used
Weak Mayor/Strong Council Council performs all executive
functions including
administration and budgeting
Canada, some Danish cities
(e.g. Copenhagen), Indonesia
Council-City Manager Professional city manager
exercises most executive
powers; council provides
guidance and supervision
Small- and mid-size US cities,
Australia, New Zealand, the
Netherlands
Leader and Council Cabinet Mayor elected from council
members; usually leader of the
majority party. Mayor appoints
cabinet; council has oversight
function
UK, India
Strong Mayor Mayor is directly elected and
has broad executive power –
appoints heads of departments,
prepares council agenda and
budget. Council plays oversight
role.
Larger US Cities (e.g. New
York, Chicago)

39. Source: Based on data from United Nations Polulation Division
Department of Economic and Social Affairs

43. Seoul Tokyo New York London
Purchasing
Power Index
86.80 94.46 100.00 80.00
Safety Index 81.12 78.59 52.48 52.09
Health Care
Index
71.94 85.03 46.25 73.92
Consumer Price
Index
83.32 88.85 100.00 106.20
Property Price to
Income Ratio
14.05 8.46 8.71 16.96
Traffic Commute
Time Index
34.20 44.15 39.38 45.67
Pollution Index 73.21 36.36 51.60 53.24
Quality of Life 113.54 167.79 118.77 89.79
 Source: Based on data from Numbeo.com

44.  Source: Based on data from Numbeo.com
83.59
88.85
100
106.67
0
20
40
60
80
100
120
Seoul Tokyo New York London
Consumer Price Index

45.  김순은, 2002, (21세기를 대비한)대도시 정치·행정 체제의 개혁 : 런던광역시와 동경도의 비교분석
 London The Greater London Authority Consolidated Budget and Component Budgets for 2014-15,
London Government, Retrieved 19 November 2014
 Tony Travers, 2004,The Politics of London, Palgrave Macmillan
 Global Cities Present and Future –GCI 2014, A.T. Kearney Global Cities Index and Emerging
Cities Outlook
 Global Destination Cities Index – Mastercard GDCI 2014 Dr. Yuwa Hendrick-Wong and Desmond
Choong
 United Nations Polulation Division Department of Economic and Social Affairs: Urban
Agglomerations
 http://www.numbeo.com/cost-of-living and http://www.numbeo.com/quality-of-life
 Slack, Enid and Côté, André. Juli 2014. Comparative Urban Governance. Foresight, Government
Office for Science
 http://en.wikipedia.org/wiki/London_boroughs
 http://www.cityoflondon.gov.uk/Pages/default.aspx

46. Thank you for your attention