Comments on this example:
- The success factors of this project are the continual support from BMA executives and cooperation from BMA officials to seriously implement the project.
- The rules for the project should be more specified. The clearer plans or processes, such as what proportion of vehicle that will be changed to cleaner technology each year will be helpful in implementation process.
- This project uses command and control policy. This plan should be carefully prepared in the policy level. And because it consists of many sub-projects, each of them should be investigated clearly to see whether it is effective or not.
Awareness and visions: The effect of the project on the awareness of people maybe at the low level. People may not change their transportation behaviour only because of the demonstration project from BMA.
Policies and Measures: To expand this project to private sectors, there should be some incentives for them to implement the project, such as cost effectiveness. If cleaner technology has less cost, they will be able to switch their technology to cleaner one. If there is no incentive for them to do, the project can not succeed in private sector. For example, the car used leaded fuel is charged at the higher tax rate than the one use unleaded fuel.
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Sustainability of the project:
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Sustainability of the project depends on the awareness and visions of the BMA executives and planners and also on the clear BMA laws and the enforcement.
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Adaptability of the project to other situations:
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Activities and experiences from this project are the example, which can be applied to other governmental organizations, private sector and public to reduce air pollution from vehicles.
Location Adaptability: The rating for location adaptability for this project is quite high because this project can be applied in many places. The success of the project does not mainly depend on the location factor.
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This project tries to use BMA as a pilot organization and hope that other organizations, both public and private, will follow the strategies later. However, it does not contain the plan or strategies for how to make other organizations become more aware and more concerned on the air pollution problem in Bangkok or how to transfer knowledge and experience from BMA to them.
Integrating all Stakeholders: BMA does not have absolute power in managing public transportation because it is controlled by BMTA. It also does not have power in monitoring the private garages because private garages are controlled by Ministry of Transport and Communications. The cooperation with other governmental organizations such as Ministry of Transport and Communications is the most important factor to make this project succeed and sustain over time.
Procedures for feedback and review: The procedures for feedback and review, for example, how to get the feedback from the people or how to measure the outcome of the project are not mentioned in the project.
Cost efficiency of this project is one of the most important problems. This project is the long-term project and the outcome will not achieve very soon. So rating for cost efficiency is quite low. But in case that cleaner technology can save a lot of money, for example, electric car or gasohol-used car, the return from the project maybe high.
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