本文藉由我國現行公務人力訓練機構之運作現況，分別探討公務人力發展中心與國家文官學院兩大具代表性的訓練機構，其所獲取的資源分配與使用情形，彙整相關資訊以了解目前訓練資源是否重覆、不足及有否整合之必要性。另外，藉由英日等國推動民間融資計畫（Private Finance Initiative, PFI）模式的經驗，了解該制度之功能與效益，進一步試以我國政府正積極研議的「政府購買公共服務型促參計畫」模式，導入我國公務人力資源訓練計畫，依據政府購買公共服務型促參計畫作業原則(草案)規範，進行政策評估及可行性探討，以判定個案是否適宜採用PFI模式推動，並分析其運作執行方式、優缺點及可能面臨的問題。
本文期透過PFI導入公務人力資源訓練的評估過程中，瞭解目前公務人力資源訓練配置與效益，進一步探討除OT(Operate and Transfer)方式外，引用PFI模式導入是否更具效益，即如何在公務人力資源訓練注入公私合夥的因子，將訓練機構進行資源整合，進而強化整體人力資源之架構，作為創建全國公務人力資源訓練機構整合之最佳模式。
As time passes and trends evolve rapidly, the government faces diverse challenges, far different than ever existed before. Establishing and strengthening administrative capabilities of government employees has become a critical priority for all governments. Subsequently, at this time, it is necessary for the government to develop long-term strategies for employee training policies. However, in order to execute them, sufficient funding is required for their organization and operation. Therefore, the primary issue to be addressed is that of national finance.
The reportutilizes the present operational status of human resource training organizations for government employees and individually examines the two major representative training organizations: Civil Service Development Institute, and the National Academy of Civil Service .
By compiling and assessing the findings regarding resource distribution and utilization, an understanding and conclusion are drawn as to whether the existing training resources are duplicated, insufficient or need to be integrated. Through study of the experiences of both Britain and Japan promoting the PFI model, an understanding of its function and effectiveness was achieved.
Further, implementing the current active PFI model of our government, Service Sold to Public Sector (“SSPS”), into our official human resource training plans while keeping in accordance with operational guidelines of SSPS, one can first evaluate the policy and discuss its feasibility; secondly, analyze and determine whether it is appropriate to adopt the PFI model for each scenario; and finally, further analyze its methods of operation and execution, its pros and cons along with potential challenges it may face.
Through this evaluation exercise, the report reveals an understanding of present human resource training allocation for government employees and its efficiency and effectiveness. Aside from discussing the OT(Operate and Transfer) method, the report explores whether application of the PFI model increases efficiency and effectiveness. In addition, the report also discusses the introduction of partnership between private and public sectors for governmental human resource training as well as resource integration among training organizations to further strengthen the overall human resource structure so as to establish an ideal model for an integrated national government human resource training organization.