| Summary: | 碩士 === 國立臺北大學 === 公共行政暨政策學系碩士在職專班 === 107 === In recent years, under the trend of government reinvention and democratic transition, the concepts of deliberative democracy, citizen participation and open government have been gradually paid attention to, and the people have changed from accepting government policies passively in the past to the process of active participation in policies, hoping to play a role in changing the content of policies. Therefore, countries must begin to think about the changes in the system of government and the adjustment of functional roles, and can deal with diverse and complex public issues with new thinking.
The participatory budgeting system is the decision-making and control of citizens' participation in public budgets through the direct and indirect way, and the current participatory budgeting system in Taiwan has three models: "administrative agency model", "councilors suggestive fund model" and "outsourcing model". As far as the administrative agency is concerned, the most challenging one is the operational burden under the "administrative agency model" and the conflict between direct democracy and indirect democracy, but the Taipei City Government still adopts the "administrative agency model" approach with the district office as executive body, which is completely different from the other five municipalities.
The study hopes to answer the following three questions through the understanding of this case: First, what are the basic considerations of the Taipei City Government promoting the participatory budgeting system with the district office as the main body? Second, what effects or changes may the participatory budgeting system, promoted by the district office, have on the operation of the organization and personnel. Third, in the future, if the implementation of the normal business with participatory budgeting, what adjustments or changes of the organizations and personnel in district office should make?
Through the inductive analysis of literature theory and depth interview, supplemented by questionnaires, this paper explores the "organizational aspect" and "person aspect" respectively, and puts forward relevant conclusions and suggestions on "organization and personnel adjustment". The study finds that the participatory budgeting system of the district office has created a new issue of empowerment and organizational differentiation, the relationship between junior-grade public servants and the public has changed, in addition to serving as policy implementer, but also to play a new role as a policy intermediary. Therefore, the Taipei City Government should, by redefining the role and function of the government and the people, reflect on the organizational structure of the district office and the necessity of the adjustment of personnel's responsibility and authority.
This study tries to put forward the following strategic suggestions:
In the organizational segment, including conditional change of the role orientation of the district office in participatory budgeting system, the human structure resources of the district office comprehensive review, the evaluation of the establishment of participatory budgeting district-level task force, the participatory budgeting promotion mechanism into the district-level organizational structure design, clearly regulate the relevant responsibility and authority. Performance evaluation indicators should be of equal quality, as well as accountability and performance should be linked. While in the personnel part, personnel of the district office should play the role intermediary with contingency in the process of proposal review, in order to establish a public affairs cooperation system to achieve the vision and mission of the organization.
Key words：Participatory Budgeting, Organizational Change, District Office
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