自一九八○年代起，歐美國家興起「民營化運動」的風潮，各國政府開始縮減其在公共資產及公共服務上的角色與介入程度，而將原本應由政府部門所承擔之功能，全部或部份的提供予民間部門參與。當民營化被賦予等同於效率與改革的意涵時，自然亦擴及至社會福利領域。政府也從福利的唯一供給者，轉換為與民間分工及協力提供的模式，從而形成福利供給多元化的發展，「公設民營」即是政府與民間協力提供福利服務的模式之一。
由於「公設民營」具有節省政府部門人力、經費成本，並可結合民間的專業服務，提昇機構照顧品質等效能，已成為我國各級政府廣泛實施的政策。基隆市政府受此浪潮之影響，亦於民國八十八年起，陸續將新建完成或運用閒置公有建物空間改設之社會福利機構，以公設民營方式委託民間團體經營管理及提供服務，短短數年間，即已有成功的四案例，呈現出未來「公設民營」仍將是基隆市政府推動社會福利服務之主要選項。然而，此植基於公私協力關係，合作提供福利服務之政策是否為最理想的方式？雙方之責任分際各應為何？政府部門與民間團體之組織性質迥異，在實際合作的過程中，是否將因雙方之角色、地位、立場等不同，而導致觀點及認知上的差距，進而影響到委託服務的效能及福利服務的品質？凡此課題，實有待逐一分析。本研究即擬以基隆市社會福利機構公設民營案例，進行探究與分析。
本研究除對文獻與次級資料的整理檢視外，主要分析資料的來源，係對於市府業務單位主管、承辦人員及受託民間團體之機構負責人、業務主管進行深度訪談所獲得之意見。
運用上述方法經內容分析後發現，市府與受託之民間團體在公設民營的過程中，雙方間或有認知與期待上的落差，但彼此亦均肯定尚能有良好的互動關係，雖然部份的落差，可歸因於政策的走向、法令的限制與資源的有限，但其中亦有大部份，是可以透過溝通來化解歧見並建立共識的。在市府方面，認為委託初期雙方認知的差距，在經過「磨合期」後，已能達到合作互動良好的「夥伴關係」，惟承接團體在角度上，偏重於服務對象及機構人力問題，而政府部門則尚需衡量財政能否配合及行政程序上有無困難等等；在承接團體方面則認為，市府由於實施公設民營起步較晚，在整體制度及配套措施上仍未見完備，以致在政策方向、契約規範、委託條件、分工權屬、行政流程等方面上，尚有改進及補強的空間。此外，機構硬體建物及設施設備的維護修繕，幾乎是所有公設民營機構最難以解決的問題，也是最容易造成委託與受託雙方產生齟齬之處，基隆市亦同樣面臨此狀況。
鑑於上述問題，本研究就獲致之發現與結論，分別對政府部門及受託民間團體，提出政策層面及執行層面之相關建議。 / Since 1980s, there has been a trend of privatization in the western countries, which have tried to diminish public assets and to limit the participation in the pubic service. Some of the functions which should be carried by governments are partly or all released to civil companies. When privatization is taken to be efficient and revolutionary, it is naturally applied to social welfare, and thus the government is not the only social welfare provider any more instead of cooperating or sharing with civil organizations. Consequently, the development of furnishing social welfare is various, and “Public assets run by civil company” is one of social welfare service provided by the public & private collaboration.
Since the “Public assets run by civil company” mode can reduce the employment and costs in government and also take advantage of professional service from civil company to improve the service quality, it becomes a policy applied by our government broadly. Impacted by the trend, since 1999 Keelung government has had the new buildings or unused public assets be used as social welfare organizations which are commissioned to civil organizations and ran by the mode of “Public assets run by civil company”. In such short period, there are already four successful cases. Obviously, “Public assets run by civil company” will be the main choice to implement social welfare programs by Keelung government. However, based on the public-private partnership, would “Public assets run by civil company” be the best mode to provide social welfare service? Due to the organic difference between the government and private enterprises, in the process of collaboration, will the different roles, and positions cause the different points of view and recognitions? And will the difference of them influence the efficiency of outsourcing and the quality of social welfare ? The issues mentioned above need to be clarified and studied. This paper will take the Keelung social welfare organizations run by “Public assets run by civil company” as the study case to analyze and evaluate.
Besides reviewing literatures and documents, the data of the study came from the results of interviewing the directors and staff in Keelung government and the managers in private enterprises which are commissioned by Keelung government to execute outsourcing.
According to the results in this study, there sure are some differences in points of view and different recognitions existing between Government and enterprises; however the relation of cooperation still remains in healthy and good condition. Although the existing differences come from the direction of policy and the limited resources, them can be solved by the communication. From the side of Keelung, it thought that the differences occurring at the beginning of outsourcing has been diminished and achieved good partnerships, but from the side of the enterprises they focused on whom they are going to provide the service and on the manpower issue; however, the government has to focus on whether the city’s finance can afford and there are without difficulties in the administrative procedures, etc. The commissioned organization thought that the city launched the “Public assets run by civil company” program late and without integrated planning and support, so there are some fields needed to be improved, such as policy directions, contracts, conditional commission, responsibilities and administrative processes. Besides, the maintenance of the buildings and facilities is the most difficult and complicated issue in the outsourcing program, and moreover easily causing the problems between the government and the enterprises, and we can see the same situation in Keelung’s case.
According to the difficulties mentioned above, this paper tries to study them deeply and to use the findings and results to give the city and the enterprises some suggestions on the level of policy and execution.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0089921042 |
| Creators | 蘇先啟 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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