隨著社會的發展與經濟的成長,政府面臨受限於預算、人力與專業等因素,往往無法提供使民眾滿意之服務,因此,政府為了讓有限資源做最大的利用,已將過去被認為是政府應做的業務,以委外的方式交由民間機構來經營;透過民間參與公共建設之措施,引進民間資金與經營效率,加速公共建設興建速度和提昇工程與品質,進一步塑造更具效率的公共服務與管理環境,同時減輕政府的財政負擔。而公辦民營即為民營化的手法之一,即以委託的方式,將公共建設交由民間機構來經營。 行政院公共工程委員會資料顯示,93年至97年12月31日,已成功完成簽約之促參案件共計656件,簽約金額達3,659億元;契約期間減少政府支出逾6,000億元,增加政府財政收入逾3,400億元,創造就業機會達89,000名;同時,截至97年12月31日止,已進入營運階段之促參案件共380件。整體而言,確實有提昇公共建設服務品質與節省政府營運費用,獲得權利金及稅賦收入,創造就業機會,並帶動地方繁榮等實質效益。 本研究旨在探討公辦民營OT案的經營模式與現況分析,以受託單位(即民間機構)角度切入,得知其如何運用本身的專業條件與資源能力,來產生不同的經營模式與公私協力的合作關係,期望作為日後民間參與公共建設投資之營運方向參考與借鏡。經由國內外學者提出的相關理論,發展出研究架構與個案訪談問卷,並採用質化的研究方法,以半結構型態來深入訪談六家成功委託個案,作為資料蒐集方法,再以個案研究法進行分析與比較。 透過個案分析發現,民間機構在經營委託標的物,「核心策略」構面應以符合特定服務對象(目標客群)需求為優先,提供差異化服務;「策略資源」構面,視個案屬性,結合其本身的資源與能力,規劃出更多元的營運業務;「顧客介面」構面,著重於開發多元的資訊傳遞管道與交流平台,來與顧客接觸;「價值網絡」的構面,與主辦機關應有固定的協調機制來溝通,將有助於增進其合作關係。
With the social development and economic growth, the government faced many restricted factors by budget, human, professional resource and so on. It’s often unable to provide satisfactory services to citizens. Therefore, in order to reduce the limited that government let the some works to operate with private sector by sub-contract. Through the participation of the private sector in public construction projects can bring their own private capital, management efficiency and accelerating the speed of public construction projects, even elevating the quality of public works. Even it can build up the much better efficient public construction and service, at the same time; lessen the burden of the government. The information of Public Construction Commission of the Executive Yuan, there has been 656 cases of public and private partnership that the government has managed to operat until 2008. The total scale is stands at NT3, 659 billions. On the whole, it has indeed elevated the quality of public construction service and government image, reduce the operation costs the government can saved, the huge receipt in royalties and colletion of taxes. Otherwise, it created the number of job opportunities and brings the benefits in local prosperity. This study’s major theme of explore how business model carried on OT cases of government owned privately managed organization for social welfare, cultural and educational institution including six individual case. It adopted the method of qualitative research to collect and sort out the data. Focus on private sector to implement business modelof public construction projects. Afterward, analyzed and comparison by case study. The finding of private sector operated the construction projects; there are four dimensions of business model: (1) core strategy: target customer need is a top priority; (2) strategic resources: combined with its own resource and capability to provide the diversified operations depending on case category; (3) customer interface: focus on the development of information channel and exchange platform to connect with customers; (4) value network: it should be have the regular coordination way to communication between government and private sector.
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