香港公部門物業管理委外制度之研究

Study on the outsourcing system of Hong Kong public property management

在過去幾年中，香港政府已廣泛使用委外方式來提供高品質且合乎效益成本的服務與企劃案。依據2002年12月之統計資料，已有市值2000億港元的4800件公部門委外合約以及每年650億的開支。委外能夠配合「大市場，小政府」政策，故十分切合香港的情況，當然也值得地窄人稠的台灣作參考。本研究主要針對香港公部門物業管理委外之制度進行調查，並提出分析與值得借鏡之處。本研究所採用之方法，包括文獻探討、實地訪談，經由資訊之蒐集、彙整與分析，提出香港公部門物業委外沿革、理念、制度推動與法令依據。本研究之結論如下：香港公部門物業委外歷史久遠且制度齊備，非常值得學習。觀察其成功處在於：（1）釐定明確目標，（2）明確界定所需服務範圍和水帄，（3）在擬備合約和監管合約的履行情況時，不但專注，還能付出足夠的時間和資源，（4）訂定適當的甄選準則和評分制度，用以挑選合適的服務提供者，不以低價為唯一訴求，（5）與內部員工有效地溝通，爭取支持，甚至輔導就業或創業（如房屋署之例），（6）積極策劃和管理轉變服務提供者的過渡安排，（7）訂定相關的可衡量服務指標，方便作出表現匯報及監察，並與服務提供者有效地溝通。

In the past several years, Hong Kong government extensively exploited outsourcing to offer high-quality and cost-effective services and projects. According to the statistics of Dec. 2002, there were 4,800 outsourcing contracts from public departments amounting to HKD. 200 billions and averaging to HKD. 65 billions per year. Outsourcing of services copes with the policy of 'Large Market, Small Government' and quite fits to Hong Kong's situation. It is also worthwhile to serve as a reference for the narrow-area and high-population Taiwan. This study investigates the outsourcing system of Hong Kong's public property management and proposes the analyses and scopes for reference. This study uses the methods of documents research and experts interview to search, compile, and analyze the relevant information and eventually present the history, idea, system, and regulations of Hong Kong's public property outsourcing. The conclusion is: Hong Kong's public property outsourcing possesses long-time experience and a complete system, so it is very worthwhile to study. Its success relies on: (1) determining a definite goal, (2) clearly defining the range and level of required services, (3) focusing and paying sufficient time and resource for preparing proper contracts and supervising the execution of contracts, (4) selecting acceptable service providers by setting appropriate selection criterion and evaluating system, not only by low price. (5) effectively communicating with inside clerks to strive for there supports, even helping them to obtain employment or start up a new company (Housing Department's way is a good example) , (6) aggressively planning and managing the interim arrangement of converting service providers, and (7) setting related measurable service index for conveniently performance reporting and supervising, also for effectively communicating with service providers.