地方政府策略管理之研究：苗栗縣政府個案分析

本文研究發現苗栗縣政府最需加強的是：工商發展處繼續加強招商引資，推動市場導向、民間企業導向的地方創生與地方型SBIR，推動苗栗市等地的都市更新，增加經濟發展支出預算、提高商業登記家數成長率與提高營利事業營業銷售額成長率。勞工及青年發展處協助推動勞工紓困方案、輔導青年創業、創造就業機會、提供中小企業貸款與遙控無人機智慧科技飛航管理。工務處繼續爭取國一中山高頭份第二交流道與造橋交流道早日建設、增建人行道長度、增建都市計畫區內公園、綠地、兒童遊樂場所及廣場面積。衛生局增加老人長照安養機構可供進住人數與努力提高長照資源使用率、積極增建醫院、強化醫療資源，增聘醫師、護理師與照服員，獎勵三癌篩檢率、補助學齡女生9價HPV子宮頸疫苗接種。社會處增加社福支出、預防自殺，增加（獨居）老人福利服務、無障礙公車，加強公幼兒托與生育津貼、設法提高生育率。警察局加強預防與偵辦竊盜案、防詐騙、毒品製造交易與交通安全、提高犯罪指標案件破獲數（例如提高暴力犯罪破獲率與刑案破獲率）。消防局積極改善識能教育與救護成果、增加救護資源、增加義消人數與提高消防安全設備查察合格率，建立常設性災變資源網絡聯盟整合平台、舉辦防災會報與防災演練以強化災變服務協力網絡的連結。教育處推動學習型城市、增設智慧教育中心，並積極擴大推動雙聯學制、英語智慧城市共創平台、雙語教育與科學教育，爭取或由新港國中小轉型為苗科實驗中學。文觀局持續推動雙慢城、慢魚計畫、增加藝文展覽、民俗表演與音樂會、設法委外活化閒置荒廢場館。財政處強化財政績效與努力提高自籌財源比率，例如持續標售縣有地、配餘地與抵價地、創收地價稅房屋稅，並積極開源如標售疏濬河川砂石，而主計處必須嚴控人均負債率，加強年度預算編製及執行。計劃處強化監督管考功能、建構公共政策網路參與平台，從開放資料逐步推動數位治理與智慧城市，善用網路視訊、E化AI提高行政效率與服務品質。苗栗縣客觀治理績效在全國地方政府大約排名在非六都中段班左右，但主觀印象民意調查常掉到後段班，因為不擅長宣傳行銷與形象包裝！宜請各局處與新聞科加強平面、電子與網路媒體之行銷，大力推廣在地特色與形象，努力提高縣民光榮感；因為有了光榮感，才會有滿意度。

關鍵字

策略管理；苗栗縣；地方政府

並列摘要

This paper finds that the Miaoli County Government needs to strengthen the most important businesses: The Department of Industrial and Commercial Development continues to strengthen investment attraction, promote market-oriented and non-governmental enterprise-oriented regional revitalization and local SBIR, promote urban renewal in Miaoli City and other cities, increase the budget for economic development expenditure, and increase the growth rate of the number of registered businesses and the growth rate of operating sales of for-profit businesses. The Labor and Youth Development Department assists in promoting labor relief programs, mentoring youth entrepreneurship, creating jobs, providing SME loans and remote-controlled drone intelligent technology flight management. The Public Works Department continued to strive for the early construction of the second Toufen interchange and the Zaoqiao interchange in the National No. 1 Highway, increase the length of the sidewalk, and increase the area of parks, green spaces, children's playgrounds and squares in the urban area. The Health Bureau increases the number of people available for the elderly long-term care institutions and strives to improve the use of long-term care resources, actively build more hospitals, strengthen medical resources, increase the number of doctors, nurses and caregivers, reward the screening rate of three cancers, and subsidize the 9-valent HPV cervical vaccination for school-age girls. The Social Affairs Department increases social welfare expenditures, prevents suicide, increases welfare services for the elderly (living alone), barrier-free buses, strengthens childcare and childbirth allowances, and tried to increase the fertility rate. The Police departments strengthen the prevention and investigation of theft and fraud prevention, drug manufacturing and trade and traffic safety, and constructs the number of crime indicators (e.g. increase the rate of violent crime and the rate of criminal cases). The Fire Department actively improves the results of energy education and rescue, increases rescue resources, increases the number of volunteers and improves the pass rate of fire safety equipment inspection. In addition to the three self-made and technology centers, the Education Department promotes the learning cities program, adds smart education centers, and actively promotes bilingual education, science education and reading programs. The Bureau of Culture and Tourism continued to promote the Double Slow Cities, the Slow Fish Project, the addition of art and cultural exhibitions, folklore performances and concerts, and the efforts to revitalize idle and abandoned venues. The Finance Department strengthens the financial performance, and strives to increase the ratio of self-financing sources, such as continuing to bid for public land, generating land value tax and housing tax, and actively opening up such as the sale of sand and gravel in rivers while the Budget Department must strictly control the per capita debt ratio, and strengthen annual budget prepare & implementation. The Planning Department strengthens the functions of supervision and management, gradually promotes digital governance and smart cities from Open Data, and makes good use of network management and E-AI to improve administrative efficiency and service quality. The objective governance performance of Miaoli County ranks about the middle class of the non-six capitals in the local government of the country, but the subjective impression poll often falls to the last class, because it is not good at public marketing and image packaging! It is advisable to ask all bureaus, departments, and the News Division to strengthen the marketing of print, electronic, and online media, vigorously promote local characteristics and images, and strive to enhance the sense of honor of the county people; only when there is a sense of honor will there be satisfaction. Therefore, if the Miaoli County Government can continue to work the above-mentioned businesses and strengthen the marketing of public performance, the future outlook of Miaoli County Government should be optimistic.