我國「地方創生青年培力工作站」計畫之協力治理分析

2020年行政院國家發展委員會在「加速推動地方創生計畫」設立地方創生青年培力工作站，顯示我國地方創生政策邁入地方創生2.0的嶄新階段。本論文作為補充青年培力工作站的研究領域，首先瞭解青年培力工作站計畫之目標和內涵；研究架構參考並調整Emerson et al.(2012)之協力治理架構，四個構面包含系統背景、驅動力、協力動態和協力行動，並探討執行過程中的挑戰；研究方法運用深度訪談法，以第一屆北區青年培力工作站為研究範圍，訪談青年培力工作站的執行計畫人員、政府機關和學者。本研究發現青年培力工作站計畫之系統背景為資源條件、未能解決的問題、政策法規、政治動態、文化多樣性和社會經濟，驅動力為相應的誘因、領導、互賴性和不確定性，協力動態為有原則的參與、共同的動機和共同行動的能力，協力行動為行動、影響與適應，執行挑戰為組織管理和協力網絡。最後，本研究結論：第一是國家發展委員會主動與地方團體合作，共同推動青年培力工作站的嶄新計畫，第二是青年培力工作站成為中央和地方之間的協力平台，第三是青年培力工作站計畫之反思與未來隱憂，包含在地企業應評估自身能力再投入青年培力工作站計畫、青年願意返鄉影響因素眾多、地方創生應與全年齡相關，而非只侷限於青年族群、青年培力工作站計畫應明確定位，以區隔各部會類似計畫、發想事業應具地方獨特性和永續性。

關鍵字

地方創生政策；青年培力工作站計畫；協力治理；青年返鄉；關係人口

並列摘要

In 2020, the National Development Council of the Executive Yuan established regional revitalization youth empowerment workstations as part of its program to accelerate regional revitalization. This program is considered to be part of a new phase in the evolution of Taiwan’s policies on regional revitalization, with the phase often being referred to as Regional Revitalization 2.0. The present study supplements the research on youth empowerment workstations by analyzing the purpose and implications of the youth empowerment workstation project. The challenges of the implementation process were investigated using a framework developed on the basis of the framework for collaborative governance proposed by Emerson et al. (2012) and encompassed 4 dimensions: the system context, drivers, collaborative dynamics, and collaborative actions. The youth empowerment workstations established in the first wave of the project in northern Taiwan were the target of this study. In-depth interviews with project managers, government agencies, and scholars were conducted. This study discovered that the system context of the youth empowerment workstations involved resource conditions, prior failure to address issues, policies and laws, political dynamics, cultural diversity concerns, and socioeconomics. The drivers of the project were consequential incentives, leadership, interdependence, and uncertainty. The collaborative dynamics involved principled engagement, shared motivation, and a capacity for joint action. The collaborative actions included actions and the impacts and adaptation. The implementational challenges of the project involved those related to organizational management and collaborative networks. This study concluded that first, the National Development Council actively partnered with local groups to jointly promote new youth empowerment workstation projects and second, youth empowerment workstations have become a platform for collaboration between central and local administrative bodies. The third is the reflection and future worries of youth empowerment workstation project, including that local businesses evaluate their own capabilities before recommitting to the youth empowerment workstation project. Furthermore, many factors affect the willingness of young people to return to their hometowns, and regional revitalization should be directed at individuals of all ages rather than solely at younger individuals. The youth empowerment workstation project should also clarify its positioning to ensure it can be differentiated from other, similar projects initiated by other ministries, and the initiatives of the project should be localized and sustainable.