| Summary: | 碩士 === 國立中興大學 === 國家政策與公共事務研究所 === 101 === Abstract
Taichung Culture & Creative Industries Park is among the five major public culture and creative industry parks in Taiwan. In contrast to Huashan 1914 Creative Park, which has contracted operations to the private sector, Taichung Culture & Creative Industries Park is managed and operated by the Bureau of Cultural Heritage, Ministry of Culture, which is located within the park. This may be a novel initiative for its competent authority, the Ministry of Culture, as well as an attempt to identify strategies for governing cultural and creative industry parks. Therefore, the governing conditions of Taichung Culture & Creative Industries Park necessitate investigation, and its operating performance can serve as a reference for other related industry parks.
Based on the theory of private-public collaborative governance in the culture and creative industry, this study examined the governing conditions of Taichung Culture & Creative Industries Park and used the results as the basis for this research. Subsequently, the collaborative relationships and operational processes employed by the numerous departments participating in the governance of the Taichung Culture & Creative Industries Park were analyzed and, combined with a three-stage cooperative governance strategy (i.e., collaborative premise, collaborative process, and collaborative outcomes), this study developed an analytical framework based on the collaborative actions of the numerous departments.
The findings of this study show that the Taichung Culture & Creative Industries Park has developed for approximately a decade. In the preliminary development stage, the park focused on maintaining the environment and stipulated the participation of the private sector for approximately a year. During this time, numerous governance problems were presented, with the leading problems listed as follows: (a) the lack of explicit common interests and core values; (b) varying participatory motivations among the numerous departments; (c) insufficient cross-industry connection causing maximum participatory constraints; (d) insufficient manpower and funding hindering the scheduled development of the park; (e) participatory regulations were clear, but lacked supervisory and accountability mechanisms; (f) governance was still led by the Bureau of Cultural Heritage during this period; (g) insufficient and underperforming communication mechanisms; (h) participating members better trusted public departments; (i) "park activation" was the largest asset in park development; (j) public finance produced through collaboration was not yet mature; (k) participating members in the various departments realized the importance of partnership; and (l) deterioration of central and local collaborative governance. By investigating these twelve problems, the difficulties of park governance were determined.
Finally, based on analyses and findings, this study proposes 7 policies and suggestions, which are listed as follows: (a) establish core values for park development, common interest, and industrial connection; (b) implement clear participatory regulations and supervisory and accountability mechanisms; (c) actively eliminate industrial decoupling to reinforce partnerships; (d) highlight the planning and execution quality of cultural activities; (e) reinforce various equipment and facilities to reconstruct park landscape; (f) strengthen the level and integration of participants in the park to achieve resource sharing; and (g) appropriately strengthen the vertical government relationships to obtain funding. It is hoped that these 7 policies and suggestions will be beneficial to the governance of the Park and can shape it into a culture and creative industry park that presents brand characteristics.
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