From 'grey to green'- investigating the capabilities of the ... - lumes

115). This perspective is well known in regards to the problems with implementing environmentalpolicies. Where one can see a distinct clash between the current structure of bureaucratic organisations andthe type of policy implementation and problems they are constructed to implement in contrast to the “newproblems” that has occurred and the type of policy implementation that is needed to solve these “new”problems. The mechanic arrangement that the current structure have in the Swedish bureaucracy leads toas aforementioned a hierarchical delegation of policy implementation that leads to problems in regards toSD policy implementation (Bäckstrand et al.2004:233) This means that the condition for this process isthat upper level of the policy implementation chain have more knowledge about SD policy implementationthen the lower levels (Dryzek 1987:104n cited in Bäckstrand et al.2004:233). However this structurehinders a constructive dialogue based on local needs and conditions, which leads to implications when theSD policies are to be realised on this level.6.5 The bureaucratic actor and SD policy implementationThe issue with implementation deficit based on an actor approach is very much in relationship to theconcept of the bureaucratic role in an organisation. Based on the concept where SD is a cross-sectoralpolicy instead of a fragmented policy the actor within the organisations has other objectives that thebureaucrat find being of higher importance then ensuring Sustainable Development. In many casesaccording to the current bureaucratic role, the bureaucrat has to have the ability to implement SustainableDevelopment, as well as the knowledge of what SD is, and the will to implement this within theorganisation. As the current structure has an impact upon the bureaucrat it is many times found to be hardfor the bureaucrat to grasp the cross sectoral concept of Sustainable policy implementation. As the policyof SD are still according to the traditional policy paradigm seen as a secondary goal for the fragmentedpart of the organisation, the bureaucrat therefore faces the issue of the ability to implement the policy asthere is not a holistic approach to the concept. The bureaucrat as an actor has no overall perspective of theorganisation and has therefore no ability to ensure implementation of the concept. This ability is verymuch linked to the knowledge of the concept, as the bureaucrat many times does not know what theconcept of SD means to the fragmented part of the organisation that the bureaucrat are addressing withinthe organisation. The will is also hard to ensure as the hierarchy of goals that are defined for thebureaucrat, according to the code of conduct of a bureaucrat implementation are set by the hierarchy ofgoals, the bureaucrat will therefore always prioritise other goals if they are not explicitly defined asimportant. In this case the specific goals for a certain department within the organisation are inherentlymore important then implementing SD within the organisation as the traditional paradigm still makes theissues of SD in a fragmented bureaucratic approach an omitted goal to implement for a bureaucrat workingfor the health care department or the infrastructure department. Based on Lunquists model the analysisbased on the actor structure approach one finds several key areas where the bureaucrat faces obstacleswhen implementing Sustainable Development. The ability to implement the new type of policy is not thereas the construction of the organisation leads to a restriction in possibility of action, there is also a lack offinancial initiatives from the higher levels of the bureaucratic organisation as the bureaucrat in the currentstructure has to find ability to implement based on the current setting, no new funding has been delegatedto ensure the financial ability for the bureaucratic actor improves to be able to implement the new policy.The will to implement lacks as well based on the concept that the current structure and the hierarchy ofgoals for the separate department have not changed, SD is still not seen as an overall goal for every part ofthe organisation, and is still seen as an area that other fragmented departments have the responsibility toimplement. The understanding of SD as a new policy type seems to have been neglected and thebureaucrats still see the SD policies as a sectoral issue and not a cross sectoral policy that all bureaucratsare delegated to implement. According to Lundquist model of implementation steering there is a great lackin all areas of implementation in regards to SD policies.6.6 The problem with the Swedish organisational setting and SDWhen the concept of SD were identified and prioritised, the Swedish government launched an overallimplementation of sustainable development; the policy was to be integrated in all departments and acrossthe whole public sector. The ‘Delegation of Ecological Sustainable Development’ was created where the36