The Network Governance between District and Sub-district – A Case Study of Suggestion Programs in SongShan District

The study is based on the 241 suggestion programs in SongShan District during 2007 to 2016. And combined the analysis framework of Network Governance to observe those important participants : the District, the Sub-district, the Competent Authority in Taipei City Government and the Councilors in Taipei City Council. By in-depth interviewing 12 interviewees, including the sub-district secretaries, section assistants, section chief, inspector, the sub-district chiefs. The interview outline focus on those topics: the institutional problems, the relationship between District and Sub-district, the Project meeting of suggestion programs, political communication, regional characteristic development, the responsiveness of local needs. The observation of the District institutional problems and the disability network governance, this study concludes 10 proposals to improve SongShan District authority: First, to construct the district-level service-oriented government and empower the district office substantial powers, enhance the state of District. Second, the administrative district office performance assessment benchmark should return to an objective assessment benchmarks, not the satisfaction questionnaire assessed easily by the sub-district chiefs. Third, the personnel assigned to the district office greater authority, the budget authority and the right to participate in the development of laws and regulations related to the terms of reference. Fourth, re-examine the nature of municipal government departments commissioned at the business, it should be consistent with the accrual system design, to avoid buck-passing zone mandate has somehow become the political evaluation of distortions. Fifth, to enhance the level and the preparation of the district office organized post, to avoid the district office dwarf can not play the power of governing substance. Sixth, the response characteristics of each district, giving each district office resource planning business development, simplification of work procedures and programmed to send a reasonable amount of manpower and workload. Seventh, the supervision authority, laws and regulations of sub-district chiefs should be clearer, avoid ineffective management zone phenomenon. Eighth, the centralized city government ignored the bottom-up political communication. The district office should be strengthened the relationship with sub-district and should not be arbitrary. Ninth, the establishment of effective horizontal communication platform with the Competent Authority in Taipei City Government, uniformity between power and responsibility, unity the standard operation procedure, and to avoid administrative inaction and buck-passing problem. Tenth, in response to local democracy and citizen participation, creating a civil society should be given a larger district office functions, and with the democratic and open process, adjusting the organizational structure and the role of the district office.