從訪談產、官、學界指出業者從事社會住宅經營管理，首先必須以現有公寓大廈之經營管理能力為基礎，加上公私協調能力、溝通與服務能力、人力資源管理能力，並且善盡企業社會責任。其次，業者在經營管理策略因應上，可將外包項目轉化為內部經營能力，縮短服務流程有效降低成本支出，以及指派具備正式與非正式溝通協調技術與熟悉政府法規的專責主管負責社會住宅經營管理業務，並且在每項服務作業動態中隨時檢討其效率與效能，藉以提升服務人員在作業上的流暢性與可執行性與服務品質。在委託經營管理政策上則有建議政府扮演橋樑的角色，在跨部會資源整合、跨縣市區域整合，以及成立住宅法人提升社會住宅的政策執行效率，在租賃管理部分則是要做好租賃契約管理、服務收費管理與租賃服務。

The author interviewed call on different people in official, industry, and academic to point out that the property management company must utilize the business management ability, public-private coordinate ability, communication and service ability, human resources management ability, and fulfill the corporate social responsibility based on the current condominium management service. Secondly, the property management company can converse the outsourcing items into internal operating ability, to shorten the service business process and effectively reduce the cost. On the other hands, to assign functional heads not only eligible for the formal and informal communication negotiation skills but also be able to recognize the laws and regulations stipulated by the government to be responsible for the business management of social housing, and review its efficiency and effect at every dynamic service whenever needed to enhance the fluency, enforceability, and quality of service of service personnel on the coping of business management strategy. On the policy of mandatory business management, the authors recommended that the government shall play the role of bridge in inter-departmental resource integration, inter-county/city regional integration, and the establishment of housing public bodies to improve the effectiveness of policy management and implementation. On the tenancy management, tenancy contract management, service charging management and tenancy service shall be well run.