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학위논문 (석사)-- 서울대학교 대학원 : 환경계획학과, 2012. 2. 전상인. ; 경주지역의 고도보존법 개정과정 사례는 사회구조의 변화에 따른 문제점과 갈등의 원인을 공공부문과 시민들이 함께 인식하고, 다양한 이해관계자들이 참여와 협력을 통한 상호작용으로 합의를 도출한 협력적 계획사례로 평가할 수 있다. 따라서 경주사례를 협력적 계획의 구성요소를 통해 분석해 보는 과정은, 지방 환경에서 협력적 계획이론의 적합성과 현실에서의 적용에 있어 발생하는 문제들을 어떻게 개선하여 보완해야 하는지에 대하여 시사점을 제공한다. 협력적 계획이론에 대한 탐구를 바탕으로, 협력적 계획의 네 가지 구성요소들인 '제도적 맥락', '상호작용의 장', '사회적 학습', '참여 및 합의형성'을 도출하였고, 그중 제도적 맥락을 중심으로 분석을 진행하였다. 경주지역 고도보존법 개정과정에는 공공부문과 시민부문을 중심으로 하는 다양한 이해관계자들이 네트워크를 형성하고 있으며, 공유된 이해에 따라 네트워크는 변화하는 양상을 나타냈다. 개정과정의 이해관계자들은 공청회와 주민설명회를 중심으로 하는 상호작용의 장에서 유통되는 정보를 바탕으로 사회적 학습을 하고 있었으며, 이를 바탕으로 계획과정에 참여하여 개정안의 도출이라는 합의를 형성하였다. 분석의 결과를 종합하면, 경주의 사례는 협력적 계획의 외형은 갖추어져 있다고 평가할 수 있지만, 실제 과정에 있어서는 공공부문의 제한적인 정보공개 범위와 접근성의 문제, 참여자의 대표성과 권력의 비차별성이 부족, 상호작용의 장에서 공동학습이 이루어지기보다 소통의 방향이 일방적이라는 문제점을 가지고 있었다. 제도적 맥락으로 종합하면, 경주지역에 있어 위 문제들은 이해관계자들 간 신뢰저하의 원인으로 작용하였다. 경주지역의 이해관계자들은 정책의 목표달성을 위해 표면적으로 협력하고 있지만 서로를 신뢰하지 않았다. 지방환경에서 발생하는 공공부문과 시민들 간의 신뢰의 문제는 지속적인 합의형성의 학습에서 그 해답을 구할 수 있기에, 정책적 제언을 통해 제도적 보완과 사유재산권 제한에 대한 해법을 모색하고자 하였다. ; Gyeongju-city's preservation law revision process is evaluated as collaborative planning practices. On this case, first the public sector and citizens recognize social problem and conflicts, then various stakeholders are produced agreement with participation and interaction. Therefore, this analysis of cooperative Gyeongju case through the components of the collaborative planning theory provides implications for suitability of collaborative planning theory. It also provides the application of local environment and how to improve and supplement in real life problems. To precede the analysis, first I studied on collaborative planning theory and then derived four components of the collaborative planning theory that 'institutional context', 'field of interaction', 'social learning', 'participation and consensus-building'. Among these components, analysis was performed mainly on the institutional context. Various stakeholders to form a network and a shared understanding of the network showed a changing pattern in this revision process. Stakeholders are conducting social learning, based on the information that delivered by public-hearings and presentations around field of interaction. Based on this information, they involved in the planning process and derived the agreement. In sum, this case evaluated as collaborative planning case superficially. But there are some problems in process that information, participation and mutual understanding. Problem that listed above acts as the cause of deterioration of trust between stakeholders. On the surface, to achieve the goals of the policy is working, but stakeholders are did not trust each other. Through policy proposal, I tried to seek a solution on deterioration of trust problem. Continuous learning on public consensus is encouraging a social capital, such as trust. Study institutional complements on regional commission and find solution in private property limitation problem, are able to derive consensus making. ; Master

On ancient Hindu law

Demokratia ja tehokkuus muodostavat kunnallishallinnon keskeisimmän arvopohjan. Näiden välillä vallitsee tietynlainen jännite. Kauko Heurun väitöskirjassa tutkitaan oikeushistoriallisessa valossa kunnanvaltuuston asemaa tämän jännitteen sisällä. Siinä selvitetään kunnanvaltuuston vallan syntyhistoria sekä sen kehittyminen yhteiskunnallisen muutoksen osana. Kunnallishallinnossa on perinteisesti korostettu demokraattisia arvoja. 1990 -luvulla tässä tapahtui ratkaiseva muutos. Tällöin tehokkuusvaatimukset voimistuivat, ja niihin myös vastattiin. Maamme kunnallishallinto siirtyi erilaisten kokeilujen ja hallinnonuudistusten kautta uudenlaiseen kunnallishallintoon, jonka johtavana aatteena on tulosjohtamisen idea. Mitä pitemmälle tulosjohtamista on kunnallishallinnossa toteutettu, sitä enemmän valtuusto on menettänyt asemaansa kunnan päätösvallan käyttäjänä. Valtuuston valtaa on siirretty täytäntöönpanijoille tietoisesti, mutta sitä on siirtynyt myös salaisesti. Jokainen pelkän tavoitteen asettava valtuuston päätös, jota ei sidota keinovalikoimaan, siirtää valtuuston valtaa. Samoin tekee määrärahapäätös, jota ei sidota yhteen määrätarkoitukseen. Yleistymässä oleva käsitys valtuuston aseman heikkenemisestä saa tutkimuksellista vahvistusta. Kauko Heuru selvittelee yli 400 -sivuisessa väitöskirjassaan laajasti tämän kehityksen syitä. Tällöin hän osoittaa kunnallishallinnon kiinteän yhteyden yhtäältä valtioon ja toisaalta ajan yleisiin virtauksiin. Hän näkee, että 1980 -luvulla alkanut kunnallishallinnon uudistaminen ei ollut ilmiönä itsenäinen, vaan se liittyi kiinteästi uusliberalismin nousuun ja valtionhallinnon uudistamiseen. Kunnallishallinnon vahvistamisen nimissä tehdyt lainsäädännölliset uudistukset kuten normien purku, vapaakuntakokeilu ja kuntien valtionosuusjärjestelmän uudistaminen olivat tarkoitukseltaan ensisijassaq valtionhallinnon uudistamista. Valtion edustajat eivät kuitenkaan ajaneet kuntia muuttamaan hallintoaan, vaan tämän tehtävän hoitivat kuntien keskusjärjestöt. Ne aloittivat jo 1970 -luvulla määrätietoisen koulutus- ja muun ohjaustoiminnan mangeristisen kunnallishallinnon aikaansaamiseksi. Kaiken perustana oli uusliberalismi sekä amerikkalainen liiketaloustieteellinen tutkimus ja sen osakseen saama huomio OECD-maiden julkisessa hallinnossa. Kauko Heuru pohtii myös valtuuston aseman vahvistamista. Hän tulee siihen tulokseen, että nykyajan tehokkuuden ihannointi antaa vain vähän mahdollisuuksia siihen. Näistä merkittävämpänä on vallan ja vastuun jaon normatiivinen täsmentäminen. Tämä merkitsee nykyistä selkeämmän poliittisen johtajuuden luomista suomalaiseenkin kunnallishallintoon. Tutkija, jolla itsellään on pitkä kaupunginjohtajan virkaura, puoltaa pormestarityyppistä johtamisjärjestelmää. Tämän hän tekee nimenomaan valtuuston vallan kannalta. ; The study was designed to investigate the origins of the competency to use municipal decision-making power and its development in the light of the central development of municipal law, including causal relationships and systematization of municipal law. The frame of reference consisted of the democratic values and efficiency values of local government. Up to the end of the 1980s local government in Finland can be regarded as a legal-administrative practice. In a closer analysis, we can distinguish three pha-ses: liberalism, rule-of-law and social state. In the beginning of the 1990s the Finnish state administration was refor-med in line with the managerial theory. The idea of management by results played a key role in this development. Local government was remodelled on the same con-cept. From the 1990s on we can speak of managerial local government. The entire legal-administrative period was characterized by the priority of democratic values in local government. While demands for efficiency grew, they we-re mainly responded to by detailed norm setting and direction by the state. The launch of management by results meant that efficiency values took precedence over democratic ones. If municipal decision-making power is understood as competency to form local intent, and if we assume as municipal laws have assumed that the exercise of this power resides in the local council, the introduction of managerial local go-vernment and management by results has not been possible without transferring aut-hority from the local council to the executive organization. The main reason was that local government activities had become increasingly target-oriented. This involved a demand to separate strategic and operational activities. According to the idea of ma-nagement by results, strategic activities cover the setting of general objectives, whe-reas concrete (case-specific) decisions should be made at the operational level. The level of strategic activities is formed by the work of the local council, and the level of operational activities by the work of the executive organization. The local council's (the local government's) decision-making power can be transferred legally to the executive organization within the limits of the law by a by-law. This is called delegation, whereas in the management-by-results system local decision-making power is factually transferred in other forms too. This happens either in a permissible manner or secretly, and the more the more generally the coun-cil has set the objectives and the more systematically strategic and operational acti-vities are separated. The most important tool for transferring the council's power is the municipal budget, even if the law does not recognize it as such. The introduction of the management-by-results system to local govern-ment broke the mechanisms that had protected the council's authority in the legal-administrative practice. Such mechanisms included general budget principles (no-tably the detail principle) and the inner logic of the dual principle of local govern-ment. The detail principle required that the municipal budget be detailed to the extent that none of the council's power could be transferred to the executive or-ganization through this way. For the purpose, the budget was to be divided in ap-propriations up to one designation. The inner logic of the dual principle corresponded to the perceptions of the rule of law and legal positivism about formal rational legal order; implementation was based on subsumptional logic rather than independent consideration. Expedien-cy, which thus was not conveyed from the decision to be implemented, did not reside with the executive organization. During the legal-administrataive local government, the number of muni-cipal officials increased steadily. However, we cannot speak of bureaucracy in the true sense of the word, because municipal offices existed mainly for executive func-tions only. During managerial local government, municipal officials became also executors of the self-government of local residents. Generally, it can be said that the further the idea of management by re-sults is taken in local government, the more the status of the council shifts from a decision maker to a legalizer of municipal activities. Along with the change the conceptual contents of municipal democracy have changed. The decision-making moment is no longer the sole basis of evaluati-on, rather, it is the moment when the consequences are seen. Newer research has anticipated a shift from representational democracy towards direct democracy, but it seems unlikely. Representational democracy still appears to have its chances. This requires increasing attention to the political functi-on of municipalities, including stricter normative definition of municipal authority and responsibility. In the end, the key issue is whether the Finnish local government will have a distinct political leader or not.