| Summary: | 碩士 === 國立暨南國際大學 === 公共行政與政策學系 === 91 === 921 Earthquake damaged and caused serious losses severely in the middle area of Taiwan. The heart-broken victims remain being suffered both mentally and physically from this natural disaster. To deal with such situation, local governments of the middle Taiwan found that the public sector couldn’t solve all problems themselves and had to cooperate with private sector for its affluent finance and professional skills. These local governments and private sector therefore cooperated with each other and established several Life Construction Service Centers so as to help the victims. The public-private partnership hence became irresistible.
This study attempts to focus on the public-private partnership regarding Life Construction Service Center in the middle Taiwan with case study approach. Through the methods of data analysis, interviews, and participating in the works of life construction, this study tries to analyze the conditions of the goal achieving, resource sharing, and administration coordinating between the local governments and the Life Construction Service Centers in the middle Taiwan.
Through observing the operation of Life Construction Service Centers in the middle Taiwan, several advantages are found in this study: (1) to maximize the resource benefit; (2) to help community growing up; (3) the private sector develops diversified services; (4) the public and private sector were trained for cooperation; and (5) the public-private partnership indeed produces positive effect. Although there are such advantages, in the operation of Life Construction Service Centers, several dilemmas are also found in this study: (1) the imbalance of power; (2) red tape; (3) the decision-sharing is not enough; (4) the communication is formalized; (5) lacks for recognition of the needs for coordination and consensus building; (6) lacks for trust reciprocally; (7) a need to train up the culture of partnership; (8) the negative effects of political elements; (9) the nature difference of public-private sector; and (10) blow hot and cold about public policy.
Through the examination of the public-private partnership and the findings, this study suggests: (1) to change the recognition of the public officials; (2) to promote the culture of partnership; (3) good communication; (4) improve the consultation mechanism of the public authorities; (5) to establish a well-work feedback system; (6) to promote the professional ability; (7) to avoid relying on government’s resource; (8) to built a strategic alliance; (9) to establish an intermediary mechanism; and (10) to promote the recognition of coordination.
|
|---|
