| 摘要: | 本研究以探討博物館委託基金會營運之議題為主軸，首先採文獻分析的方式，整理學者專家對於公辦民營之論述，與歸納公辦民營在政治、經濟及博物館三個面向之背景意涵，且釐清「民營化」與「公辦民營」的異同，並從「台北市市有財產委託經營管理辦法」、「政府採購法」及「促進民間參與公共建設法」等三個法源依據，探討博物館公辦民營的執行模式及其執行之現況。 再者，論及上述三法源之實際執行模式及問題，與分析台灣公立博物館公辦民營的現況；並以實習及訪談進行「台北當代藝術館」之個案分析，探討其委外過程以及委託基金會營運機制之監督、決策與執行，並以個案分析推演公辦民營政策與博物館本質的矛盾，檢討博物館公辦民營之合作模式與相關問題；進而延伸探討委託者（政府)、受委者（基金會) 、民眾三者間之交互關係。 最後，於結論中指出（一)公私部門對公辦民營之期待並不一致、（二)公部門之監督機制未盡周詳、（三)博物館公辦民營之委託機制尚待加強等存在現況；並提出（一)制定周全公平契約是雙方行為之依據與權責之保障、（二)基金會與博物館應累積經驗與資源以達成永續經營之目標、（三)博物館決策單位與執行單位應建立周延之合作模式等結論；進而提出（一)加強中央及地方之統籌與全民監督之管道建立、（二)允許私部門設置營利部門作為誘因機制等建議，以期有效發揮公辦民營的監督管理機制。
The research’s main theme of discussion was a museum carried on OT for a foundation. First of all, I adopted the method of document analyses to collect, rearrange, and sort out the treatises of scholars and specialists on build-operate-transfer, to induce build-operate-transfer’s background implications on politics, economy, and a museum, and to make clear the similarities and dissimilarities of “Privatization” and “Build-Operate-Transfer.” I explored a museum’ executive mode and present condition of implementation on build-operate-transfer from three law bases of “The consigned operation and management measures of Taipei municipal properties,” “Government Procurement Law,” and “Law of Promoting Private-Sector to Participate in Public Construction.” Furthermore, I touched upon the actual executive modes and problems of the above-mentioned three law bases, and analyzed Taiwan public museums’ existing situations of build-operate-transfer; I did the case analyses of “Museum of Contemporary Art Taipei” by practice and interview, discussed the process of contracting out, and the supervision, policy-making, and execution of a consigned foundation’s operational mechanism, deduced the contradictions on natures between the build-operate-transfer policy and a museum, and examined the cooperative mode and relevant problems of a museum’s build-operate-transfer; I probed into the interactive relationships among the consigner (the government), and consignee (the foundation), and the people further. Finally, in the conclusion, I pointed out the existing conditions that (1) The public and private departments’ expectations on build-operate-transfer are different. (2) The public department’s supervising mechanism is incomplete. (3) A museum’s consigning mechanism on build-operate-transfer still needs reinforcement. Besides, we advanced the conclusion that (1) Formulating the comprehensive and fair contracts is the basis of both parties’ behaviors and protection of rights and obligations. (2) Foundations and museums shall accumulate the experiences and resources to achieve the goal of perpetual operation. (3) A museum’s policy-making unit and the executive unit shall establish the complete and perfect cooperative mode. Meanwhile, we proposed the suggestions further that (1) It shall strengthen the overall planning of the central and local governments, and the establishment of a channel for all the people to supervise. (2) It shall allow the private department to set up a business department to be the luring mechanism in order to bring the supervising and managing mechanism of build-operate-transfer into full play. |
