再造歷史現場專案計畫的文化治理結構與專案管理──以南區為案例之探討

Cultural Governance Structure and Project Management of the Regeneration of Historic Sites Project─A Case Study of Southern Taiwan

編製於前瞻基礎建設項下的再造歷史現場專案計畫，是由文化部主導的特別預算案，也是近年因應文化治理倡議，結合文化保存與地方發展、建構創新治理模式的突破性嘗試，自2017年執行至今已初見成效。茲以行政學治理結構與管理學專案管理的觀點，解析其中八項已結案的專案計畫，探討各計畫在提案、執行、控管的滾動修正循環中，管理階層與第三方輔導團的府際互動關係，剖析計畫成效與地方政府治理特性之關聯，據以優化公共行政下的專案管理策略。研究建構出三方協作下的文化治理理想模型，作為評估府際合作執行專案成效的依據；同時歸納出不同樣態的府際合作模式，以及第三方介入後的影響。最後，有三大發現：文化部門在實踐文化治理的過程中，普遍存在三大弱點；第三方介入的正負向效果，與地方執行單位的府際合作模式有關；再造歷史現場的文化治理與地方治理的精神之間存在潛在衝突。前述研究成果，可以說是系統化解析文化資產保存利用治理機制的開端，也可用於中央特別預算或計畫型補助之機制設計，並作為地方透過特別預算，調整治理結構、厚植行政實力的策略參考。

Formulated under the Forward-looking Infrastructure Development Program, the Regeneration of Historic Sites Project is funded through a special budget of the Taiwanese government and overseen by the Ministry of Culture. This project responds to the emergence of various cultural governance initiatives by integrating cultural preservation with local development, thereby creating an innovative governance model. Implemented since 2017, the project has already shown promising preliminary results. From the perspectives of public administration (governance structure) and project management, this study analyzed eight completed subprojects of the Regeneration of Historic Sites Project by exploring the dynamic interactions between management levels and third-party advisory groups in the cyclical process of proposal submission, execution, and rolling revisions. The relationships between project outcomes and the governance characteristics of local governments were also examined to optimize public administration strategies for project management. This study establishes an ideal model for cultural governance based on three-party collaboration, which may serve as a framework for evaluating the effectiveness of intergovernmental collaboration in project execution. Additionally, it identified various patterns of intergovernmental collaboration and assessed the effect of third-party involvement on project outcomes. Accordingly, three key findings are presented as follows: (1) Cultural departments typically exhibit three notable weaknesses in implementing cultural governance; (2) The positive or negative effects of third-party interventions are closely related to the intergovernmental collaboration models adopted by the local executing units; (3) A potential conflict exists between the principles of cultural governance under the Regeneration of Historic Sites Project and those of local governance. These findings can serve as a starting point for the systematic analyses of governance mechanisms in the preservation and utilization of cultural assets. They can also inform the design of mechanisms for the allocation of special budgets or project-based subsidies by the central government as well as offer strategic references for local governments seeking to adjust governance structures and enhance administrative capacity through special budget allocations.