關鍵詞：公辦民營、公私協力、風險關係、治理動態、桃園A19捷運站;This study takes Taoyuan A19 MRT Station as a case study to examine the risk relationships， interaction processes， and governance dynamics between the public sector and private entities under the publicly owned and privately operated model. In recent years， local governments have increasingly adopted public-private collaboration in the operation of public facilities， site revitalization， and urban development， with the aim of balancing public interest， operational efficiency， and effective resource utilization. Located near a mass rapid transit node， Taoyuan A19 possesses transportation accessibility， commercial development potential， and public service functions， making it an important site for observing risk allocation， collaborative relationships， and governance operations under the publicly owned and privately operated model. However， in the actual implementation process， differences in the division of responsibilities， operational objectives， management approaches， risk assumption， and communication and coordination between the public and private sectors often result in cognitive gaps and institutional discrepancies， thereby affecting the stability of collaborative relationships and overall governance effectiveness. This study adopts a case study approach， combined with literature analysis and in-depth interviews as research methods. Through the analysis of relevant policy documents， literature， and interview data， this study explores the development context， collaborative model， and practical operation of Taoyuan A19 MRT Station under the publicly owned and privately operated framework. Furthermore， it analyzes the interactions between the public and private sectors in terms of risk perception， risk assumption， collaborative expectations， allocation of responsibilities， and mechanisms for sustaining cooperation. By doing so， this study seeks to understand how risks emerge， how they are distributed， and how they are coordinated and adjusted within the governance process of publicly owned and privately operated arrangements. The findings indicate that the publicly owned and privately operated model helps introduce private-sector management capabilities， thereby enhancing operational flexibility and the effectiveness of site utilization. However， certain gaps remain between the public and private sectors in terms of role perception， responsibility definition， operational objectives， risk assumption， collaborative expectations， and communication and coordination. These gaps are reflected not only in contractual provisions and institutional design， but also in daily operations， decision-making coordination， and problem-solving processes. In other words， the risks associated with publicly owned and privately operated arrangements are not limited to financial or operational risks; rather， they are closely related to the distribution of responsibilities， trust-building， information flow， and governance capacity between the public and private sectors. When risk allocation and responsibility attribution are insufficiently clear， inconsistencies in collaborative expectations and increased communication costs may arise， ultimately affecting overall operational outcomes and the realization of public interest. In conclusion， the effectiveness of publicly owned and privately operated arrangements depends not only on the completeness of institutional design and contractual regulations， but also on continuous coordination between the public and private sectors， reasonable risk allocation， and the establishment of collaborative trust. The research findings show that even when the public and private sectors do not fully align in their risk awareness， governance objectives， and collaborative expectations， both parties can still maintain cooperation through institutional arrangements， coordination mechanisms， and a shared basis of common interests. In the future， further strengthening responsibility allocation， communication platforms， risk assessment， and performance evaluation mechanisms will help improve the governance quality of publicly owned and privately operated models. The findings of this study may also serve as a reference for promoting public-private collaborative governance in public facilities， transit-oriented nodes， and commercial sites.
Keywords: Publicly Owned and Privately Operated Model， Public-Private Collaboration， Risk Relationships， Governance Dynamics， Taoyuan A19 MRT Station
