行政法人對文化機構營運管理之影響 ~以國立中正文化中心改制行政法人為例

The Impact of Public Corporation on the Operation of Cultural Institutions —the model example of the National Chiang Kai-Shek Cultural Center

朱宗慶(Tzong-Ching Ju)

指導教授 ： 張重昭 ； 劉順仁

國立臺灣大學/管理學院/高階公共管理組/碩士(2005年)

https://doi.org/10.6342/NTU.2005.01332

摘要

文化藝術是國家競爭力的一種展現，世界各個國家之政府對於文化皆有不同之政策與發展脈絡；加上不同的社會條件造成人民對文化藝術生活不同的依賴。歐美各國對表演藝術中心之發展起步較早且已達一定之水準。近年來亞太鄰近各國如新加坡、馬來西亞、澳洲及中國大陸等地無不積極以發展「文化藝術」作為國家施政重點之一，並極力興建或重新整修大型表演藝術中心。而國立中正文化中心（簡稱兩廳院）長期以來被視為我國對外文化櫥窗，只是十多年來兩廳院始終定位不明，若不及早解決其定位問題，台灣將在此波文化熱潮中將被邊緣化。有鑒於此，筆者於服務兩廳院期間便大力進行該機構定位轉型工作之推動；今筆者特引兩廳院為例，詳述其改制的過程，並以『行政法人對文化機構營運管理之影響』為題，試為國內其他相關機構提出營運管理之參考。
筆者論文本文共分為六章十九節，另含各式圖表十四款及附錄相關參考文獻四十五種；總計七萬五千餘字。
首章三節是就論文研究之主題依次簡要說明其研究動機與目的、研究範圍，以及研究方法與限制。
第二章是以兩廳院改制前營運狀況，分三節說明兩廳院組織定位之演變過程、改制前營運內容與組織概況，以及日後在運作上之困難。
第三章共分五節，首先第一節闡明「行政法人」之制度源起、運作方式，及其公共任務之目的。第二節係就五種不同經營模式進行比較分析，以評估其在適用上之優缺點和風險所在。第三節槪述兩廳院由「財團法人」而就「行政法人」之轉折過程與主要原因。第四及第五節則論述各國主要藝術中心之運作模式，比較其異同；並歸納出一流展演中所具備之成功特質。
第四章兩節則就『國立中正文化中心設置條例』立法推動過程，以及其立法背景逐條加以分析說明。
第五章分為三節，係分別針對兩廳院轉型「行政法人」前之準備工作、改制後籌備期間所推動之重要工作、改制後組織結構之變動，以及從專業經營、公共任務、監督機制等八點來說明兩廳院行政法人化後之變革影響。
第六章結論部份，筆者在第一節中提及離開兩廳院前所規劃進行之近程、中程及遠程計畫，於第二節和最後一節裡，則勾勒出「兩廳院的願景追求」；並以「省思和檢討」就兩廳院改制後所面對之問題困難與未來政府推動行政法人化應注意之事項提出建議。

關鍵字

國立中正文化中心 ； 行政法人 ； 財團法人 ； 公務機關 ； 表演藝術中心 ； 國立中正文化中心設置條例

並列摘要

Art reveals an important perspective on national competitive abilities in a global scope. This happens as a consequence of the facts that every authority in every country in the world differs a great deal in the policies that it practices and the cultural networks that it develops, and that from different social conditions emerge different dependences in the cultural lives of communities. The European and American countries have developed performing arts centers and reached a certain recognized standard comparatively earlier than it happened in Asia. In recent years, Asian and Pacific countries such as Singapore, Malaysia, Australia and mainland China have engaged in rapid development of the arts into the key element of their national policies, and vigorous construction or renovation of large-scale performing arts centers. The National Chiang Kai-Shek Cultural Center has been playing the part of the main cultural venue for presenting the arts in Taiwan. There is an urgent need for locating its own position, which otherwise might be in danger of becoming marginalized. Based on the concern, I take the example of the National Chiang Kai-Shek Cultural Center, and present my thesis entitled “The Impact of Public Corporation on the Operation of Cultural Institutions”, to set up the frame of reference for the management of the other related institutions in Taiwan.
There are six chapters, 19 sections in the whole thesis, including 14 graphic charts and 45 related archives, over 75,000 words.
The first three sections in the first chapter contain the motivation and purpose of theresearch, the research areas, and the methods and restrains of the research.
The second chapter concerns the state in operation of the National Chiang Kai-Shek Cultural Center before its reform into a public corporation. Three parts are included, which concern the evolution of the self-locating organization of the National Chiang Kai-Shek Cultural Center, its operation and organization, and the difficulties of operation.
There are three sections in the third chapter. The first one is about the comprehensive understanding of the system origin, the operation and the goal of the public assignments in public corporations. Secondly, I make a comparative analysis of five different operation models in order to evaluate the pros and cons in their practice. Thirdly, I depict the process and the reasons for changing from a foundation corporation to a public corporation of the National Chiang Kai-Shek Cultural Center. In the last two sections, I discuss the operational models of main performing arts centers in various countries, and analyze the differences and similarities, which tend to accompany the conditions of success.
The fourth chapter discusses the legislative process of “The founding bylaws of the National Chiang Kai-Shek Cultural Center”, and describes the legislative background by listing its stages.
There are three sections in the fifth chapter containing 8 points that explain the impact of the reform of the National Chiang Kai-Shek Cultural Center. They are the preparation before its reform into a public corporation, the important tasks that followed this reform, and the ensuing changes of the organization, the professional business management, the public assignments, and the supervisory system.
In the last chapter, which is the conclusion of the thesis, I present the plans that I had made before I left the position as the artistic director of the National Chiang Kai-Shek Cultural Center. Moreover, I picture the future that I hope the institute would realize in term of consistency, and offer my suggestions and solutions to remind of and reflect on the difficulties and constraints involved in the application of this example by the government to other public corporations.

並列關鍵字

The National Chiang Kai-Shek Cultural Center ； public corporation ； foundation corporation ； civil office ； performing arts center ； The Founding Bylaws of the National Chiang Kai-Shek Cultural Center

參考文獻

5. 朱宗慶，兩廳院營運評估與績效說明，國立中正文化中心，民國91年12月。

6. 朱宗慶，國立中正文化中心營運評估報告，國立中正文化中心，民國91年6月。

9. 呂懿德編輯，國立中正文化中心2004年度報告，國立中正文化中心，民國94年1月。

19. 國立中正文化中心2002年度報告，國立中正文化中心，民國92年1月。

（一） 專書