公有閒置舊建築委外經營管理問題之探討－並以臺中市長公館及臺中市放送局為例

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Title:	公有閒置舊建築委外經營管理問題之探討－並以臺中市長公館及臺中市放送局為例
Other Titles:	A Study of the Operation Outsourcing of the Idled Public Buildings--Taking the Taichung Mayor's House and the Fun-Sound Station as Examples
Authors:	陳寶雲 Chen, Pao-yun
Contributors:	美學與視覺藝術學系碩士班吳介祥 Chieh-hsiang Wu
Keywords:	委外經營;閒置空間;再利用;歷史建築 outsourcing;idled places;regeneration;historical sites
Date:	2008
Issue Date:	2015-03-24 13:38:02 (UTC+8)
Abstract:	閒置空間再利用政策已蔚為世界風潮，許多可堪用的公有閒置空間因此重新被思考，應該如何充分有效利用，以延續或創造再生的意義。公部門囿於員額及經費有限，對其所轄閒置場館，其實並無能力自行管理營運。因此，從永續經營的面向思考，導入民間機動、活潑與高效率的企業管理與資源合營開發，應是落實再利用方案時較為務實的策略，惟應如何避免公有閒置空間因委外不當造成再次閒置，使公有設施成為另一形式的呆料，是公部門應該正視之處。　　　本研究即透過臺中市長公館與臺中放送局委外案例，探討公有閒置舊建築委外常存在諸多問題亟待思考與解決，例如：可行性研究與先期評估未能落實、缺乏水平化的民間參與、委外前缺乏專業財務評估、執行委外方式矛盾模糊、遴選委外單位過程不夠嚴謹、商業與藝文之間的衝突、評鑑機制未臻完善或流於形式、公私部門間產生認知差距、原有歷史風貌與軌跡易被漠視，以及公部門相關委外業務人員流動性大等。　　　公部門將閒置舊建築委外，絕非是責任的轉移，應是公私協力互利共榮，共創異質、多樣的文化新環境。因此建議公部門在執行委外時必需重視可行性評估及先期規劃、慎選專業且理念一致之經營團隊、擬定公平合理的契約規範、輔導與監督並重的評鑑機制、檢視並建立多元面向的經營管理、尊重歷史原貌與資產保存的重要性、強化公私部門平等互信基礎與認知、地方文化館串連行銷與經驗交流、建立委外作業標準流程，以及專業人才培訓與專業性的重要性等。　　The regeneration of idled urban places has become an increasingly important approach of urban planning throughout the world. Thus these places will be reconsidered under a larger urban framework in regard to their functions, utilities, sustainability as well as the meanings of their regeneration. 　　　Due to the limitations of the government budgets and human resource, and the purposes of assuring high quality and efficient management, outsourcing their operation to private enterprises is considered a more practical way to avoid managerial failure and resulting in their idleness once again. 　　This study has thoroughly explored all the difficulties faced by the current management teams of the Taichung Mayor’s House and the Taichung Fun-Sound Station. Both places are used as art spaces consisting of a gallery, a café or a souvenir shop. This study finds that the problems of their operation including:. The previous investigation of feasibility and management proposals have never been appropriately referred or embodied..The government failed to conduct a financial evaluation before outsourcing. . The policy of outsourcing is ambiguous without clear goals.. The selection procedure of operative team is not clearly set up. . Conflicts might rise between the government and the entrusted enterprises regarding cultural service and commercial interests. . The supervising machination by the government is incomplete.. The consensus between the public sector and the private sector is uneasy to be achieved.. The historical characteristics of these places are often ignored by the management teams.. The manpower of the relevant business in the public sector is unstable.　　　Outsourcing the operation of these places should not be deemed as responsibility transfer but the collaboration between the government and private enterprises aiming to create a more diversified environment for cultural events. This study suggests the government to conduct thorough investigation to set up goals before outsourcing in order to select qualified teams. This study also suggests the government to:. Draft comprehensive and fair contracts for outsourcing,. Improve the existing supervising system, . Increase the possibilities and enlarge the scope of operation,. Promote the preservation of historical assets,. Strengthen the tie between the public and private sectors,. Initiate exchange between places with outsourced management,. Establish standard of procedure of outsourcing, and. Cultivate professional human resources.
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