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Environmental changes after the late 20th century have brought about policy growth that calls for the local government, citizens and the civil society to engage with each other. This means ‘overcrowded policy making.’ The need for such complicated problem solving introduces the context of local governance. Research into the dimensions of local governance will involve new understanding about both the structures and fissures of power in local areas, and the ways in which political, economic, social interests are represented in local areas.
Nonetheless, the executive-leading model, where the local government governs local citizens, has been the dominant model in local politics and local solutions to problems. Yet as local environment conditions blur the boundaries of actors--public sector, private sector and third sector--all actors govern. The case of environmental facilities in Cheonan shows these characteristics. At the time of the initial conflict, Cheonan city hall recognized local citizens as objects to govern. However, as alternatives were input and the interests of the government and citizens were exposed, the local government, citizens and local NGOs took part as equal actors in the governing process. The related actors produced collaborative local governance, a concerted policy as a result of participation, negotiation and influence through network governance, a partnership device. The following factors brought about collaboration in local governance: network constitution (partnership) and network operation (operation of interaction mechanism, roles of NGOs, incentives of local governments, role of social capital).
In conclusion, this case can be seen as a prototype of local governance, where a conflict is solved collaboratively through a non-zero-sum game, because this case solves a problem through ‘good governance.’
