• Journal of Environmental Science International
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• v.13 no.5
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• pp.441-448
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• 2004

The purpose of this research was to investigate and analyse the internal structural organisation of UK's urban fringe management initiatives and its roles. Caerphilly Mountain Countryside Service and Thames Chase Community Forest Initiatives were investigated. The Caerphilly Mountain Countryside Service Initiative operates through a tiered structure consisting of the Caerphilly Mountain Joint Committee, the Officers' Working Party, and the management team. The Thames Chase Community Forest Initiative is operated through a tiered structure comprising the Thames Chase Joint Committee and the management team. Although the role of each management initiative is invested differently in certain internal organisational bodies, such as the governance body and the management body, what is common to all the urban fringe management initiatives is that the governance body within each management initiative tries to speak with one voice to bring about an effective operation process, and the management team employs a variety of devices to secure the enrolment of a variety of interest groups in its operational processes.

• Journal of Korean Society of Rural Planning
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• v.13 no.1 s.34
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• pp.97-109
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• 2007

The purpose of this research was to investigate and analyse how Community Forest Initiatives as urban fringe management initiatives made alliances with a variety of interest groups, enrol them in the urban fringe management processes using the Actor Network Theory. The Thames Chase Community Forest Initiative was selected and its area of operation included a $97 km^2$ area of green-belt area in East London. It was a instrument far improving and protecting the unique characteristics of the countryside landscape from urban developments as well as evaluating the impact of forestry inclusion in land use planning in the urban fringe. It was operated through a tiered structure comprising the Thames Chase Joint Committee and the management team. They employed a variety of devices to speak with one voice to bring about an effective operation process and to secure the enrolment of a variety of interest groups in its operational processes. Of note, the initiative's actor network impacted on improvement to and management of the countryside landscape despite not owning any land itself. As a result, when urban fringe management initiatives will be launched in South Korea to achieve a more effective and efficient urban fringe management, local councillors and representatives from public and non-government bodies should be more responsive to local communities' views and needs and work more vigorously on their behalf through lobbying, seeking media support, and so on. Moreover, better understanding and communication between local authorities' officers and management initiatives' teams are essential to avoid duplication of work practice.