本研究主要以顧客導向及全觀型治理的理論觀點來探討我國地方政府在推動跨機關、跨部門單一便民專線的現行運作問題及未來改善方向。即以「臺北市政府1999市民熱線」爲實務性個案分析,希望透過其不同階段發展及制度化演變,並參考美國紐約市311專線的問題發展,及全觀型治理策略的操作性機制,加以檢視1999專線電話在執行上仍欠缺的服務措施及可規劃發展的服務方案。再經由專線前端與後端執行人員的深度訪談質化分析,進一步了解便民專線跨組織協調整合的潛在核心問題,及公私部門人員執行公務的價值觀與服務態度對民眾生活問題是否真正解決的影響性。因此本研究是聚焦在機關組織內部人員的服務整合協調及跨部門的夥伴協力問題,研究目的是希望公部門學習私部門所推動的專線電話服務,政府機關能整體進行持續性改善及精進服務內涵。 本文經由相關研究分析發現1999專線電話仍存在亟待解決的跨組織協調潛在問題、機關內部應強化擴散的公務核心價值及未來進一步發展的策略方案。獲致的研究結論有六項:(一)全觀型治理策略可作爲公共服務內涵的檢測工具;(二)便民專線應建立前端與後端執行人員的交流機制;(三)應全盤性培訓公私部門人員執行公務的核心價值;(四)應積極重視便民專線的績效評鑑及數據價值;(五)中央政府應協助地方政府建置1999便民專線服務網絡;(六)臺北市政府可發展全方位第三代1999客服中心。最後本研究具體提出近程、中程及長程等立即可行作爲、需規劃研議事項及未來策略發展等三階段的研究建議,提供我國政府機關推動專線電話公共服務的服務品質提昇之參考。
This study, based on customer orientation and holistic governance theories, argues that citizen hotline of Taipei City Government has worked and transformed successfully. This study carries out systematic interviews with significant stakeholders and explores the public-private partnership that based on contracting out arrangement. American experiences especially that of New York City are carefully compared. The research findings include the following: (1) Holistic goverance strategies can be used to evaluate the contents of public service; (2)Service hotline should establish interchange mechanism among front-end and back-end workers; (3) It is imperative to strengthen the core value of public service among private workers as well as public servants; (4) Performance evaluation of the hotline service should be emphasized; (5)Central government should actively help local government in improving service hotline; (6) Taipei City Government should upgrade the hotline service into the third generation.