This research attempts to integrate the combined perspectives of PAM (Public Affairs Management) framework and SJT (Social Judgment Theory) that entails foundational and group analysis of Penghu County, as well as personal objective judgment and value-based subjective judgment. The Township Police Station Joint Services model of civic governance is conceived through cross-disciplinary construct. Through literature review and interviews with experts, as well as analysis of background information, ¡§factual judgment¡¨ (objective) and ¡§value-based judgment¡¨ (subjective) are formulated. Next, discussions are made on the factor of ¡§relationship judgment¡¨, which is based on analysis of interactive management (IM). The resulting findings are summarized in 12 proactive strategies that encompass all stakeholders. Furthermore, interviews provide possible suggestions to decision-makers and management in an attempt to include opinions of all parties involved. The question that begs answering is: do the two sides have more in common, or more in differences; do the people concerned have more prudent ideas, or that the public management possess more experiences and are circumspect in their thinking? Through actual case study of the police department and stakeholders, the process of transforming policy into mechanism of the public sector is analyzed. Finally, key strategies serve as referential variables in SJT, which is used as acknowledgement level of group decisions from a micro-subjective psychological cognition view. Through various deliberations, 12 proactive strategies are conceived that subsequently compare strategic differences between stakeholders and policy-makers through the V-C-S model. The results suggest that cross-disciplinary studies can strengthen execution capabilities of decision-makers in the formulation and implementation of public management policies. Finally, three key strategies were concluded: 1. Determination of leader to strengthen cooperation between police and community; 2. Integration of police resources and implementation in phases; 3. Reach consensus. SJT questionnaires were used to investigate personal understanding and values of decision-makers, and the results indicate that they emphasized the first strategy ¡§Determination of leader¡¨, whereas advisors are inclined toward ¡§Reaching consensus¡¨, showing differences among them. Through cross-disciplinary analysis experimentation, we found that it helps in the definition of problem, formulation of group strategy and consolidation of possible solutions. The results of this research hence recommends interactive management (IM) in all agencies because it aids in the implementation of public policies, encompasses ideas from all angles and aid in the realization of a civil society.